Restaurant Unstoppable Podcast #1255: Skeeter Miller, 50 Years of Building a Barbecue Institution

Episode Overview

In this episode, Eric Cacciatore sits down with Skeeter Miller, President and Owner of The County Line Bar-B-Q Restaurant Group, for a deep-dive conversation on building a lasting, soulful restaurant business. Celebrating 50 years in the industry, Skeeter shares the evolution of County Line from a humble, friends-owned joint to a regional barbecue institution known for its culture, longevity, and adaptive spirit. The discussion touches on everything from operational systems and franchising lessons to the role of advocacy and the evolving challenges of independent restaurant ownership.

Key Discussion Points & Insights

1. Grounding Wisdom: “When You Think You’ve Got It All Figured Out…”

• Success Mantra
  • "When you think you got it all figured out, that's when you're gonna get kicked in the teeth."
    — Skeeter Miller (05:01, 06:43)
• Explanation: Skeeter stresses the need for humility and constant vigilance in the business; complacency is a precursor to getting left behind.
• Context: He recounts how periods of feeling “set” led to unforeseen obstacles like the dot-com and real estate busts.

2. The County Line Growth Story

• The Business Today (08:12)

  • Six County Line restaurant locations: Austin (2), San Antonio (2), El Paso (State Line), and Albuquerque.
  • Expansion into fast-casual (Flyrite Chicken, now closed), as well as mail-order barbecue with AirRibs.
  • Large footprints: Locations range from 200–400 seats, with extensive outdoor areas.

• How Skeeter Got Started (14:20–19:03)

  • Began as a dishwasher at age 21.
  • Quickly moved up the ranks, taking over a location after a chaotic turnover—"There was no paperwork to sign. There was nothing. I was now in charge. That’s crazy.” (19:09)
  • Introduced time clocks, portion control, and standardized processes to stop operational “bleeding.”

3. Scaling and Systematizing

• From Ad Hoc to Structured Operations (24:13–26:46, 39:53–44:05)

  • Instituted regular inventory, recipe standardization, and financial tracking.
  • Introduced monthly “manager finance meetings” in the ‘90s: Managers review their P&L in front of peers, driving collective accountability.
    • "After the first year that we did that, I remember putting an additional $500,000 on the bottom line." (41:44)

• Ownership Evolution (27:41–29:54)

  • Progression: Dishwasher → GM → Director of Operations → Vice President → Partner.
  • “Things were simple in those days. There was a lot of trust. We were honestly like a family.” (28:48)
  • Challenges came in implementing stricter guidelines, like ending post-shift employee drinking—faced heavy pushback ("the two week bitch factor") but stuck with it.

4. Growth Pains & Franchising Lessons

• Franchising Journey (56:17–64:01)
  • At its peak: ~15 franchisees including out-of-state locations.
  • Key mistakes: Choosing franchise partners for capital rather than operational experience; loss of brand control.
  • Takeaway: "If you're going to franchise, you need to franchise to somebody that's in the restaurant business and knows the business. And they have to be a good operator." (61:07)
    • Franchising changed the essence of their job: "You're no longer a restaurant operator. You're a franchisor. And that's a different game." (64:01)

5. Diversification and Resiliency

• Adapting Services (44:05–49:37, 53:14–57:06)

  • Grew through catering (County Line Custom Cooking), private events, and direct-to-consumer shipping.
  • Post-COVID: Private events and buyouts are a key revenue stream as walk-in traffic fluctuates.
  • Example: Created an event tent at the County Line on the Lake, now hosts 300+ private events a year.

• Embracing Change: Launched new concepts (Cannoli Joe’s buffet, Flyrite Chicken QSR), some successful, some not; learned from failure and market fit mismatches.

6. Advocacy and Industry Leadership

• Association Involvement (79:08–93:21)
  • Skeeter became deeply involved with local, state (Texas Restaurant Association), and even national advocacy.
  • Formed relationships with regulators and legislators to ensure small business concerns were heard and addressed.
  • Helped institute tiered health inspection fees, better suited to business size, and promoted “regulatory consistency.”
  • Advice to peers: “If you’re not at the table, you may end up on the menu.” (93:29)
  • Underscores the power of industry networks for support, policy wins, and crisis aid (e.g., pandemic relief).

7. Technology & Business Transformation

• Maintaining Relevance (99:24–116:09)
  • Migration from cash registers to modern point-of-sale (POS) systems (Toast), despite initial skepticism.
  • Upgraded Wi-Fi, improved website, started offering online reservations (Resy), and empowered social media “ambassadors” at each site.
  • “I’m not a micromanager…but things that are important, I will stick to my guns.” (52:35)
  • Maintains in-house accounting over outsourcing to keep transparency and close contact with reality—calls this practical for their size and culture.

8. Preserving Soul in an Industry at Risk

• The Importance of Connection

  • Restaurants must be the “third place” for community.
    • “We’re tribal creatures—we need human connectivity. It’s amazing the extent to which people are willing to sacrifice that for convenience, but it’s starting to come back.” (107:00)
  • Personal touches: Naming tables after regulars, honoring long-time customers, emphasizing staff and guest relationships.

• Skeeter’s Vision for the Future (120:04–131:22)

  • “We need soul. And it’s hard—it’s hard to expand and keep it.”
  • Prefers steady, responsible growth to massive scaling or private equity sales.
  • Long-term vision: Possibility of employee ownership (ESOP) to keep County Line culture alive post-retirement.
  • “If you sell the business to somebody else, they’re not going to have the soul or the heart that you have.” (126:19)

Notable Quotes & Memorable Moments

• On Humility in Business
  • “In the restaurant business, when you think you got it figured out, that's when you're going to get kicked in the teeth.” — Skeeter (06:43)
• On Employee Buy-In
  • “There’s a two week bitch factor for any policy change—then people fall in line if you stay consistent.” (31:39)
• On Growing Revenue Streams
  • “You can always make your business better.” (52:54)
• On Advocacy
  • “If you’re not at the table, you may end up on the menu.” (93:29)
• On Technology Adoption
  • “I may have a hard time with technology…these kids don’t. They’re in tune to the customer, entering orders without mistakes.” (100:32)
• On Preserving Culture
  • “All I can do after 50 years is be somebody someone could reach out to and say, ‘How did you do it?’ How can I have something like you have that has some body to it?” (120:52)
• On The County Line’s Essence
  • “It’s an institution…it’s a gathering place for friends and family, and new friends. A place you can gather—not everybody agrees, but you walk away and you feel good.” (130:57)

Timestamps for Major Segments

| Segment | Timestamp | |------------------------------------------------------------------|---------------| | Success Mantra & Tough Lessons | 05:01, 06:43 | | County Line Today & Historical Expansion | 08:12–13:26 | | Skeeter’s Start in the Business | 14:20–19:03 | | Operational Overhauls & Early Growth | 24:13–26:46 | | Monthly Manager Finance Meetings & Systems | 39:53–44:05 | | Franchising Experiences—What Works, What Didn’t | 56:17–64:01 | | Diversification: Catering, Events, AirRibs | 44:05–53:14 | | Cannoli Joe’s and Buffet/Buffet Lesson | 72:28–78:47 | | Advocacy and State/National Restaurant Associations | 79:08–93:21 | | Technology’s Role and Ongoing Evolution | 99:24–116:09 | | The Soul of the Business—Connection, Community, and Next Steps | 120:04–131:22 | | Final Wisdom and Legacy | 130:30–131:22 |

Practical Takeaways for Restaurateurs

• Operational discipline (tracking costs, inventories, recipes) is the foundation for scaling and long-term stability.
• Leadership means consistency—policies only stick and improve culture when enforced uniformly, despite initial resistance.
• Franchising is not for everyone. Only partner with proven operators and understand you’re becoming a franchisor, not just a restaurateur.
• Multiple revenue streams (private events, catering, e-commerce) create essential financial resilience in volatile times.
• Regular, open financial communication with team leaders directly drives accountability and profit.
• Community involvement and advocacy pay off through access to resources, policy input, and crucial support in crises.
• Never sacrifice “soul” for scale—the intangible sense of care, connection, and place is your most defensible asset.
• Technology is a tool, not a replacement for hospitality. Use it to improve operations, not dampen the guest experience.
• Legacy is built on people—invest in long-tenured staff, consider long-term employee ownership, and guard your brand’s spirit.

Closing Reflection

Skeeter Miller’s career embodies the journey from scrappy beginnings to institutional longevity—grounded in adaptability, deep care for people, and the fierce protection of restaurant soul. His story is both a primer in operational mastery and a powerful reminder that lasting impact comes from relationships, consistency, and showing up for your community—inside your walls and beyond.

“Continue the County Line. Love your employees. Take care of my wife.” — Skeeter Miller (130:30)

Find County Line Bar-B-Q:
Website | Facebook | Instagram (Specific handles in episode notes)

For full notes and resources: restaurantunstoppable.com/episode/1255