Restaurant Unstoppable Episode 1238: Charles Clark, Owner of Clark Concepts

Air Date: December 15, 2025
Host: Eric Cacciatore
Guest: Charles Clark

Overview of Episode Theme

This episode welcomes back Charles Clark, celebrated Houston restaurateur and owner of Brasserie 19 under Clark Concepts. Charles shares how, after a decades-long partnership and managing multiple concepts, he now thrives with a single restaurant, quadrupling his income and focusing on delivering world-class hospitality. The discussion unpacks his journey through organizational growth, partnership dissolution, the hard lessons of the pandemic, technology adoption, and the under-appreciated value of focusing on people, purpose, and sustainable profitability over ego or accolades. It’s a masterclass on redefining success in the restaurant industry.

Key Discussion Points & Insights

1. Evolution Post-Partnership & Surviving the Pandemic [05:30 - 09:43]

• In 2019, Clark ran six concepts with his partner Grant Cooper. After the pandemic, they amicably split: Charles took Brasserie 19 (B19), targeting $10M+ annual revenue.
• He describes the split as amicable and pragmatic—a move away from ego and expansion to a focused, sustainable pursuit.
• Clark invests heavily in B19, with significant upgrades (patio, bathrooms), creating a “jewel box” and high-volume, top-tier experience.

Quote (Charles Clark, 06:44):
"My goal is to keep [B19] at 10 million… Out of 4,800 square feet, which is 2,300 a foot, which is 250 seats, which is insane. Most people are happy at 1,000 a foot. I’m doing almost 2,300 a foot."

2. Benchmarking Success—More Restaurants Isn’t Always Better [08:02 - 09:05]

• Clark explains that with a single, well-run restaurant, he quadrupled his income compared to when he had five.
• The restaurant industry facade can be deceiving: multiple concepts might “look” like success but may not be the most profitable route.

Quote (Charles Clark, 08:13):
"I have one restaurant. I’ve quadrupled my income with one restaurant.”

Numbers Clark Shares:

• Prime cost: 65%
• Profit: 12.2% (on $10M revenue)
• B19: Top-notch glassware, cutlery, and plating—returns that investment through customer loyalty and satisfaction.

3. Defining and Delivering Great Hospitality [10:31 - 11:48]

• Clark’s mantra: “Never say no.” Flexibility and meeting customers’ needs—even if it means sourcing key lime pie from next door—builds customer loyalty for decades.
• Hospitality is about making every guest feel “seen.”

Quote (Charles Clark, 10:31):
"There’s one word we don’t use in this restaurant. It’s the word no… I’ll do anything for my customer, and they know it.”

4. Growth, Organizational Structure, and Amicable Exit [12:15 - 13:31; 44:28 - 48:10]

• Clark and Cooper’s complementary partnership: Clark as food/operations, Grant as aesthetics/design.
• By 2019: ~400 employees, six restaurants. Post-COVID, Clark focused on B19 while Grant pursued scalable concepts.
• Lesson from partnership split: Always take the high road; get legal support but trust counts; don’t act like you know everything—rely on experts when needed.

Quote (Charles Clark, 48:22):
"Take the high road. Always. Even if it hurts a little bit... it’ll come back and bless you later on down the line."

5. Technology & Systems: Tools that Move the Needle [32:37 - 41:46]

• Adoption of inventory and cost-management software post-pandemic (e.g., “Chef Cooks,” OpenTable CRM) was pivotal.
• OpenTable relationship: High volume enabled Clark to negotiate a monthly cap and secure data rights—a critical lesson for restaurateurs.
• Labor management improvements via real-time monitoring with Toast, adjusting labor dynamically to need.
• Emphasis on using tech for efficiency, not for guest-facing marketing (“we’d rather be word-of-mouth…”).

Quote (Charles Clark, 33:33):
"You gotta use technology… the OpenTable reservation system, we run profiles on our customers… We know every little detail about him."

• On tech partnerships: Don’t surrender your guest relationship/data to third parties. Negotiate, if possible, for data access and favorable terms as you grow.

6. Financial Operations: Bookkeeping and Fractional CFO [52:23 - 57:09]

• Clark uses Serboni (“world class”) for accounting, payroll, taxes, and fractional CFO services.
• They meet monthly, analyze granular KPIs (comp rates, labor trends), and respond quickly to questions.
• Prime cost dropped from 67-68% (legacy accountant’s era) to 64-65%, adding six figures to profit at $10M revenue.

Quote (Charles Clark, 56:51):
"Serboni is like a lifeline to my numbers in my restaurant. I just feel comfortable knowing I’m not gonna have to audit them in a couple of years."

7. Lease Negotiation & Investment in Physical Space [58:07 - 61:17]

• Clark negotiated lease extensions by investing $300K+ in the B19 patio (design, construction, branded elements).
• Lease is ~5.8% of sales, below typical benchmarks.
• Volume is the lever for labor and cost efficiency.

8. People, Culture, and Purpose Before Expansion [73:28 - 81:46]

• Retaining staff: 100% employer-paid health insurance provided, annual Christmas bonuses, and a culture of genuine support and financial help when needed (e.g., giving advances or gifts in times of crisis).
• Progressive people-centricity: insurance via Assured Partners (local broker, ACA-compliant MEC plan).
• Company culture score: 9/10 (“We listen to everybody…”); could improve company parties for staff.

Quote (Charles Clark, 77:16):
"We listen to everybody... Just helping people. Because a lot of people have to check the check… if people see you working toward it, they’re going to help you."

9. Rethinking Industry Accolades & Chasing Real Success [64:48 - 70:33]

• Skeptical of James Beard/Michelin awards (“It’s a business—I want to make money… You can have your James Beard award; I’ll drive my new Porsche to work.”)
• Discusses how the pursuit of awards can lead to unprofitable operations—“most restaurants that get them in Houston will be gone in four years.”
• Real value is butts in seats, purposeful hospitality, fiscal responsibility—not ego or recognition.

Notable Quotes & Memorable Moments

• [08:13] Charles Clark: "I've quadrupled my income with one restaurant."
• [10:31] Charles Clark: "There's one word we don't use in this restaurant. It’s the word no."
• [33:33] Charles Clark: "We know every little detail about [customers]. We know their daughters, birthdays... It gives you so much to work with."
• [44:28] Charles Clark: "Take the high road. Always. Because you don't want to burn bridges in the city."
• [56:51] Charles Clark: "Serboni is like a lifeline to my numbers."
• [64:48] Charles Clark: "You can have your James Beard award. I’ll drive my new Porsche to work."
• [77:16] Charles Clark: "We listen to everybody. Just helping people. Because a lot of people have to check the check."
• [81:19] Charles Clark: "Having another restaurant, it’s not going to change my life. I love what I’m doing."

Timestamps for Important Segments

• 05:20: Host reconnects with Charles post-partnership; B19 focus begins
• 06:44: Brasserie 19 economics, splitting the company
• 08:13: Income quadrupling with one well-run restaurant
• 10:31: Clark’s “never say no” hospitality mantra
• 23:48: Structure of Clark/Cooper organization circa 2019
• 32:37: Use of technology in restaurant operations
• 41:46: Warning on third parties/guest data ownership
• 44:28: The “amicable” partnership split: how to do it right
• 52:23: How a good accountant and technology shifted Clark’s financials
• 58:07: Lease negotiations: trading capital improvements for security
• 64:48: Clark’s take on awards culture—why they don’t matter
• 73:28: Investment in staff: healthcare, bonuses, personal assistance
• 81:19: Freedom and purpose as the real benchmarks of industry success

Charles Clark’s Restaurant Success Formula

• Focus: Concentrate on one great restaurant; don’t get distracted by ego or expansion for its own sake.
• Hospitality: “Never say no.” Exceed expectations, create memorable experiences, invest in details (from glassware to guest recognition).
• Financial Clarity: Rely on competent, hospitality-focused accounting and embrace technology for cost control and data-driven decisions.
• Culture: Retain staff by treating them with respect, offering benefits, and fostering genuine connection.
• Purpose > Ego: Reject awards/industry pageantry as the metric of success. Define your own goals—people, profitability, longevity.

Restaurant Recommendations [86:30]

Clark admires:

• Nancy’s Hustle – “Great little wine list, very consistent, open late.”
• Matt Bryce - Federal Grill – “A good worker with several successful concepts.”
• Tommy at Bari – “Best New York stories, old-school hospitality.”

Contact Information

• Charles Clark’s Contact:
  • Cell: 832-5268
  • Email: C.Clark7980@comcast.net
  • Open to offering advice to fellow restaurateurs.

Takeaways

• Scale is optional. Excellence and financial sustainability come from focus—not expansion.
• Hospitality is about saying “yes” and making guests feel seen, going above and beyond.
• Use technology to empower, not distance, your guest relationship.
• Protect and support your people—culture and benefits matter.
• Define your own success—don’t get trapped by external validation.
• Businesses succeed through relationships, not accolades.

For detailed show notes, resources, and to connect with Charles or future guests, visit RestaurantUnstoppable.com. Join the community for direct Q&A opportunities.