Restaurant Unstoppable – Episode 1257
Guest: John Russ, Chef/Owner of Clementine
Host: Eric Cacciatore
Release Date: March 2, 2026
Episode Overview
In this episode, host Eric Cacciatore sits down with John Russ, the chef and co-owner (with his wife, Elise) of Clementine, a neighborhood restaurant in Castle Hills, San Antonio. The conversation is a deeply candid exploration of the realities of independent restaurant ownership, focusing on sustainable business practices, staff welfare, financial transparency, community building, and the evolution of the hospitality industry. John and Eric discuss the nuts and bolts of launching and running a values-driven restaurant, touching on everything from funding and profit margins to cultural rituals, staff autonomy, technology, immigration, and industry advocacy.
Key Discussion Points & Insights
1. The Power of Consistency & Culture
Success Mantra:
"Consistency is job security."
— John Russ (05:27)
- Consistency became an internal mantra for John from his early days at Restaurant August in New Orleans.
- Rituals and shared language anchor restaurant culture and contribute to long-term stability at all organizational levels.
- Consistency isn’t just about technique or products; it’s about actions and lived values industry-wide.
- Leadership and standards must be reinforced daily through ritual, language, and example.
Notable Quotes:
"Culture isn't what you say, it's what you do."
— Eric (07:34)
2. Clementine’s Business Model & Approach
Restaurant Details
- Clementine is a 54-seat (indoor) restaurant, with an equal number of outdoor seats available a couple of months a year.
- Elise Russ (John's wife) is the pastry chef and main administrator; John leads the savory kitchen.
Programming & Offerings
- Events: “Patio and Pearls” (oysters & live music), monthly themed luncheons, Magnum Dinners, chef-driven “salons” featuring exclusive menus.
- No standard takeout option except for community support (e.g., for guests in crisis; not charged, community-building function).
- Core Menu: About 60% of sales come from the “Feed Me” family-style chef’s tasting menu, which changes based on local availability.
- Strong focus on creative expression and seasonality.
Financial Realities
- Profit Margin: Only achieved a 3% profit in the last year after several challenging ones (14:54).
- John and Elise prioritize paying staff above industry average, even if it means minimal owner’s compensation.
- Labor (over 40%) and food costs (target ~27–30%) are monitored daily.
Quote:
"It's easy to make the right choices. It's just paying for them is the hard part."
— John Russ (18:22)
Staff Welfare
- Staff autonomy: Major programming decisions, such as the return of monthly luncheons, are driven by staff interest, not owner mandate (11:16).
- Low turnover; departures happen mainly due to life moves, not job dissatisfaction.
- John and Elise take smaller or deferred salaries to support fair pay for team.
3. Community Building & Relationships
- Emphasized joining the local culinary network through initiatives like Alamo City Provisions, cocktail conferences, and chef collaborations upon arriving in San Antonio.
- Networking and shared experiences ("roots before branches") were crucial to Clementine’s successful launch (44:44).
4. Smart Growth and Funding Insights
Funding The Dream
- Initial goal: $1M for a new buildout (52:15); ultimately opened using ~$210k by focusing on a second/third generation space and stripping down to essentials (seating, kitchen equipment, décor).
- Guidance from People Fund’s Bill Anderson: Think smaller, start lean, avoid dead weight debt.
Quote:
“If we have to do brunch to make it work, then we need to find another number. If we have to work on Christmas Eve and Christmas Day, then we need to find a new number to make this work… I think our final…loan was $157,000, $40k of our own.”
— John Russ (55:54)
Practical Tips
- Takeover/lease buyouts of existing restaurant spaces can dramatically reduce startup costs and risk.
- Architect and contractor relationships are essential to avoid hidden costs (plumbing, electrical, hoods).
5. The COVID Pivot: Flexibility & Technology
- Granular awareness of trends—John listened to world news and made the call to shift to takeout and close in-restaurant dining before the rest of Texas.
- Pivoted to hyper-flexible, family-style takeout "Feed Me" menus, with daily-changing offerings based on availability (76:41).
- Priced accessibly to compete with fast food, e.g., $25 per person, with menu sent via email lists and orders taken by phone.
Quote:
"We did a significant amount [of takeout] ...but we don't charge for it. It's just part of the community."
— John Russ (09:27)
Tech Stack Evolution
- Started and remain with Square (custom negotiated rate, easy menu edits, mobile updates, invoicing).
- Reservation system: Left OpenTable (too expensive pre-COVID), moved to Resy, then returned to OpenTable when their small business offerings improved.
- Use of TripleSeat for events and catering.
- Not reliant on inventory software due to high menu fluidity, but use inventory features for one-off or rare items.
6. Deeper Industry Reflections
Profit & Staff Security
- Many well-regarded, value-centric restaurants struggle to hit even modest profit margins, especially when prioritizing health care, local sourcing, and above-market wages.
- “You can’t show up for your staff or community if you’re not okay yourself.” — Eric (19:40)
- John and Elise have not taken raises since opening.
Advocacy, Immigration, & Structural Change
- Strong belief in restaurateurs’ responsibility as community/economic leaders.
- Immigration-related challenges are significant; reliance on immigrant labor is not just about legality but about dignity and protection.
- Encourages active engagement with policymakers ("be a pain [in their ass] if you believe in it") and supporting staff with empathy and practical help, e.g., encouraging car repairs to avoid needless stress from traffic stops (112:50).
Quote:
“If you want to just be the chef who cooks the food, then go get a job somewhere else. Don't own a restaurant. But if you want to be that leader, that responsibility factor, then you have to do the job.”
— John Russ (36:40)
7. Restaurant Tech, Consolidation, and Caution
- Discussion of the rise of powerful tech platforms (Square, Toast, OpenTable, Resy) and the dangers of marketplace consolidation—both operationally and in controlling guest data.
- Warns independent operators to think strategically before defaulting to “easy” vertical integrations, and to support industry-specific, smaller tech providers where possible.
Quote:
“When the product is free, you are the product.”
— John Russ (95:26)
Noteworthy Quotes & Moments
-
“Stop trying to do things, just do them. Family is more important than your guests every day. Don't sweat the [small stuff].”
— John Russ, on his three pieces of wisdom (127:40) -
“The human touch with food is what makes it good. … Small restaurants where you can see your friend across the room—like that's community.”
— John Russ (123:40) -
“Restaurants are more than a place to eat. They're identity, they're culture, they're the blood, sweat, and tears of that community.”
— Eric (129:14)
Timestamps for Major Segments
- 05:15: Success Mantra – Consistency is job security
- 07:58: Clementine’s size, team, and business model breakdown
- 14:34: Profit margins, staff pay and owner sacrifices
- 23:52: John’s background: New Orleans to San Antonio journey
- 32:36: Creating and enacting your own standards as a new leader
- 44:44: Building roots & community—Alamo City Provisions
- 51:04: Funding, real costs of opening, and the People Fund story
- 73:21: Surviving COVID—pivot to takeout, “Feed Me” menu innovation
- 87:30: Tech stack: Square, OpenTable, Resy, and event/catering management
- 110:41: Current struggles: creativity, post-COVID evolution, immigration realities
- 125:20: Final wisdom: intentional action, mission, and community
- 127:40: John’s three pieces of life/business wisdom
Action Items & Takeaways
- Invest in your people first. Employees are the internal guests—pay them well and give them autonomy.
- Start lean. Smaller, second-generation spaces and pragmatic programming reduce risk and increase flexibility.
- Community commitment. Build roots through local engagement before scaling.
- Advocate beyond your kitchen. Use your influence to push for industry and societal change, especially on labor/immigration.
- Stay adaptable and intentional. Success in hospitality comes from a clear mission, daily ritual, willingness to change, and diligence.
- Support smaller solutions. Where possible, choose technology and vendors aligned with your values and the needs of independent operators.
Connect with John Russ & Clementine
- Restaurant: Clementine San Antonio
- Instagram/Facebook: @clementinesanantonio
- Email: hello@clementine-sa.com
- In Person: “At the restaurant 100% of the time, as much as I can be here, I’m here.”
Final Word
“You have to do it with intention. ...You have to be thoughtful about what you want to do. But you have to do it.” — John Russ (125:20)
Restaurant Unstoppable unites independent restaurateurs in their pursuit to inspire, empower, and transform through candid sharing, operational rigor, and community activism. John's story is proof that integrity, adaptability, and collaboration can sustain great food—and great people—even in the toughest times.
For full tools, links, and resources, see the show notes at restaurantunstoppable.com/1257
This summary is for informational and educational purposes, capturing the authentic tone and insights of the episode’s leadership conversation.