Corner Booth Podcast

Episode 107: Federico Castellucci III with Castellucci Hospitality Group

Knowing full well the challenges of the restaurant business as a line cook at his family’s Atlanta restaurant, Federico Castellucci chose to study finance at Cornell University. However, he switched to the university’s hotel administration & hospitality program where his enthusiasm for the restaurant business was fueled by encounters with luminaries such as Danny Meyer and Michael Mina.

Castellucci went on to assume a failed franchise location to create and launch Sugo, his first concept in Atlanta. “Passion alone can be a recipe for misery in this business,” he says, “but add a lot of hard work and a great team and it becomes magic.” 

Sugo‘s first nine months were difficult, but the concept became established and profitable. Castellucci began planning his next concept. In September 2009, the Iberian Pig opened. 

The transition from restaurant operator to owner of a restaurant company required changing his responsibilities and creating a support team. Family members along with management and key staff helped him develop his winning strategy, operate efficiently, and grow successfully.  By 2014, he added the concepts Double Zero, Cooks & Soldiers, Basque, and Mujo to the Castellucci family of restaurants.

In this episode, Castellucci explains how his small support team is critical to the creation and management of the company’s multiple concepts. “I prefer a horizontal structure and engagement from my operating partners in the field,” says Castellucci, adding “we include management in decisions and provide an incentive bonus program meant to share the wealth.”

Castellucci Hospitality Group currently operates seven concepts in Atlanta and Nashville, with additional units being developed in Florida and North Carolina. “My role is to balance exploitation, the duplication of existing brands, with exploration, the creation of new concepts,” says Castellucci. “I try to choose the one best thing I think we can do each year." 

 

Episode 106: Jacob Monty, Immigration Attorney

“There is a lack of information and some actual misinformation regarding current immigration policies to deal with today,” says immigration attorney Jacob Monty, a partner with Texas law firm Monty & Ramirez, LLP.

Monty serves on both the James Beard Foundation and the Texas Restaurant Association boards of trustees and advised the George W. Bush administration on immigration reform.

“When it comes to targeted arrests, the hysteria is much worse than the reality," says Monty. "Violators have typically been notified to deport but have ignored the order and are usually picked up at their homes as to not disrupt employers and other public places.”

In this episode, Monty explains what restaurant operators should do when faced with notice of intention to audit (NOI), as well as the steps for accepting and filing employees I-9’s. 

He also explains how to prevent I-9 audits, the self-auditing process and correcting errors, and avoiding fraudulent I-9 requests and other scams.

As a restaurant operator, proper I-9 compliance means one less thing to keep you awake at night. Tune in for useful guidance to clarify the process.

Episode 105: Sarah Lieberman and JC Ricks with Dandelion Cafe

Long Before Sarah Lieberman and J.C. Ricks were awarded “Best Chicken & Waffles” in the country by Good Morning America in 2023, they were running Dandelion Cafe, their 40-seat breakfast and brunch concept in Bellaire, TX. 

As a teen, Lieberman worked in her parent's pizza restaurant.  After a brief career in the oil industry, she returned to hospitality in 2016 to open Dandelion Cafe. Ricks had studied culinary arts and began his career in fine dining before meeting Lieberman and joining her at Dandelion Cafe.

Their relationship blossomed personally and professionally into a partnership that grew Dandelion Cafe from a small coffee and pastry shop to a popular neighborhood breakfast and brunch concept. Known for their creative approach to breakfast, Lieberman and Ricks offer a seasonal menu with fresh local products. Specialty items include lemon blueberry and brioche strawberry French toast.

Ricks manages the kitchen and Lieberman is responsible for service and operations. "We work very well together and have created a sense of family among our staff,” says Lieberman, crediting the positive work environment for building a team that helped expand the concept to three units. Adds Ricks, “Being married and parents helps us to lead with empathy and better engage and support our staff.”

In this episode, Lieberman and Ricks share advice for creating and growing a successful concept, emphasizing the importance of creativity, community involvement, and satisfying the customer. “Success is much more than serving good food and beverages,” says Lieberman. “It’s bonding with your guest."

Episode 104: Brian Mills with CHOP5

Brian Mills and his business partners researched dining trends and successful restaurant concepts before creating CHOP5. “We chose health, freshness, and quality at a reasonable price as the basis of our concept as we saw those items as being most important to today’s dining consumer," says Mills. CHOP5 now operates restaurants in Ohio, Florida, and Colorado with plans for franchise growth.

CHOP5 offers fresh-made salads, soups, rice bowls, and sandwiches at 2,000 square-foot counter-service units with open kitchens, limited-seating dining, and take-out service. “We have a tremendous online ordering presence with 40% to 50% of revenue coming from our website and third-party delivery,” says Mills. Most units are located in residential markets where late afternoon, dinner, and weekend traffic account for most sales.

Mills explains how counter service doesn’t have to be a lackluster guest experience. "We strive for eyeball-to-eyeball interaction with each guest,” says Mills, describing the concept’s “guest acknowledgment, suggestive selling, menu explanation, and show of appreciation.” Staff selection, training, and development are significant unit management responsibilities at CHOP5.

"Choosing franchise partners is where it all begins,” says Mills, adding, “There must be a compatibility with our concept's culture, quality initiatives, and operating environment.” 

With new store openings on the horizon. CHOP5’s near-term future looks bright. However, as Mills notes, the concept’s goal is finding quality franchisees not simply growing the number of units.

Episode 103: George Tinsley with Tinsley Family Concessions

From playing professional basketball to owning a successful multi-unit foodservice management company, George Tinsley is committed to excellence.  “Life was difficult for me as a child growing up in Louisville, KY. My stepmother died when I was 13 and I was having a difficult time in school. One teacher recommended I quit but it was another very special instructor that mentored me and introduced me to sports that turned my life around.”

Standing at 6’5’’, Tinsley was a basketball standout in high school and was heavily recruited by universities. “I was drafted by the Chicago Bulls in 1969 and although I had a short, exciting professional career, it is my life’s work with restaurants that I am most proud of,” says Tinsley. 

He started his restaurant career as a trainer with Kentucky Fried Chicken (KFC) in Louisville and even worked with founder Colonel Sanders on the company's first train-the-trainer program. Tinsley later supervised of 50 units and eventually became a franchisee. By purchasing franchises, Tinsley expanded the business to 12 locations.

In 1995, Tinsley partnered with management concessionaires to own and operate airport restaurants and launched Tinsley Family Concessions. The company now operates several concepts in airports in Kentucky and Florida

In this episode, Tinsley explains how  independent operators can open units at airports and other non-traditional locations, including the selection process and the advantages and challenges.

Today, Tinsley Family Concessions operates over 30 locations with brands that include KFC, Starbucks, Chilis, Pizza Hut, Burger King, PF Changs, and Pei Wei.

Episode 102: Lance Vaught with Penn Station East Coast Subs

Penn Station East Coast Subs celebrates its 40th anniversary this year! Lance Vaught joined founder Jeffrey Osterfeld in 2002 as a franchise adviser charged with improving unit performance. “I really connected with the challenges and concerns of small business operators and saw our franchisees more as brand ambassadors," Lance tells us. What started in 1985 as a small bagel shop and delicatessen in Dayton Ohio has grown into a 320-unit group of businesses located in 14 states.

"I like to think our continued success and growth is due to the respect we show our guests and franchisees every day," says Vaught. Penn Station East Coast Subs demonstrates its respect for its guests by its commitment to value. Lance explains “A value experience is offering really good quality, consistently served by a friendly staff at a reasonable price.” Penn Station values its large group of franchisees and demonstrates that by respecting their return on investment (ROI). "We continue to review the capital investment requirements and work tirelessly to improve our franchisee’s unit profit, says Vaught. 

In this episode, we learn how to properly structure a franchise advisory council (FAC) and how engaging with the Penn Station FAC has led to improvements in concept size and efficiency, purveyor selection and marketing as well as the integration of technology. The menu has grown slightly from the original four sandwiches, hand-cut french fries and freshly made lemonade to include salads, wraps and specials….but ownership's commitment to a valuable experience remains the same. 

“Our franchisees are carefully selected," Lance tells us, "we take our time to be certain they are compatible with our vision and values...after all, we aren't building a business, but growing a family of brand ambassadors!" 

Episode 101: Troy Guard with TAG Restaurant Group

At 21, Troy Guard left community college in San Diego to return to Hawaii, his birthplace, where he mentored under Roy Yamaguchi, celebrity chef. Guard recounts, “I started in the pantry, worked my way through the kitchen, and over the next eight years opened restaurants with him [Yamaguchi] in Tokyo and New York City.”

At 38, Guard opened his first restaurant in Denver. “I knew the culinary side of the business pretty well,” says Guard, “but I had to quickly learn financial management and people development.”

Today, Guard is the owner and chef of the 12-restaurant TAG Restaurant Group. The company describes its eight concepts as ranging “from a bubbly breakfast joint, HashTAG, to the quick-casual Bubu, to the show-stopping modern steakhouse, Guard and Grace, and everything in between.”

In this episode, Guard explains how building the right team and delegating responsibilities became the foundation of his business expansion. "Today we successfully operate TAG Burger Bar, TAG Raw Bar, Sugar Mill Bakery, Los Chingonas Taqueria, and Guard & Grace Steakhouse because of the team we developed and the modifications I made to my role.”

Guard recommends that operators who wish to grow their concepts follow three steps: First, place yourself in the role that fits you best. Second, fire yourself from other responsibilities to allow the right person room to perform them. And third, implement systems and procedures for consistency.  Trust your people but place your faith in the systems.

Guard envisions a bright future for the TAG Restaurant Group. "Our short-term priorities include a focus on implementing appropriate technologies that improve operations while continuing to emphasize the guest experience."

Episode 100: Michelle Korsmo with the National Restaurant Association

“My family had a farm in North Dakota,” says Michelle Korsmo, CEO of the National Restaurant Association. “I was raised knowing that helping each other was the best way to help ourselves and that together people really can make a difference.”

Korsmo gained early restaurant experience working at TGI Fridays before becoming a state government lobbyist. From there she transitioned to CEO positions with the American Land and Title Association, the National Wine and Spirits Association, and eventually the National Restaurant Association.

Korsmo discusses her responsibilities as CEO which go beyond member representation and lobbying. “Watching the growth of education among students is particularly satisfying,” says Korsmo, adding, “The food safety, culinary skills and management development provided through our Pro Start program is successfully training our future leaders."

According to Korsmo, the association’s acquisition of RestaurantOwner.com increased its engagement with independent restaurant owners and operators via education and support. “I believe it is the absolute best collection of information and education for the hands-on restaurant owner available on the web today.”

As for the future of the restaurant industry, Korsmo envisions employment and sales growth, increased competition, and additional use of technology. “The National Restaurant Association will continue to use its efforts to best represent our interests while supporting the membership with the rapidly evolving industry we are a part of."

Episode 99: Peter Yang with Pokeworks

When Peter Yang’s parents immigrated to San Diego from China, they did not aspire for their children to be employed in food service. “My parents were trained designers in China, and had always hoped their children would graduate college and choose professional careers,” says Yang. Nevertheless, he grew up in the family restaurant and went on to develop Pokeworks, the world's largest fast-casual, premium Poke brand with 70 locations nationwide.

After earning a degree in engineering and a brief corporate internship, Yang joined his father and brother to open a full-service Chinese restaurant in Flushing, New York. “My interest was always in restaurants, and my passion to create is what led my brother and I to develop our own concept.”

Yang credits the growing healthful dining trend and his childhood visits to Hawaii as inspirations for the inaugural Pokeworks location in 2015, a 700-square-foot counter-service unit. Pokeworks’ fresh, healthy, and crave-able take on traditional poke bowls, burritos, salads, and sides was an immediate success. “Our initial thought was to expand slowly; but we received over one million views on Insider Food [a social media food network], creating tremendous interest in growth.”

Here, Yang details his business development process from concept ideation to expansion to franchise development. He also explains how cross-utilization of fresh seafood contributes to interesting menu offerings and managing food costs. Pokeworks’ current 1,200-square-foot counter and limited on-site dining units operate with relatively few staff and produce more than 30% of the concept’s sales from online guest pick-up orders.

Episode 98: Adam Romo with Eatzi’s Market & Bakery

Eatzi’s Market & Bakery (Eatzi’s) was created by award-winning concept developer Phil Romano in 1996 as a joint venture with casual dining restaurant company Brinker International, Inc. Soon after its launch, Adam Romo joined Eatzi’s as the company’s first CFO. 

"The initial acceptance was way above expectations," says Romo, adding, "The concept successfully offered something new and different, restaurant-quality cooking in a European market setting." With multiple open kitchens, the aroma of fresh baked goods, and opera playing in the background, Eatzi’s entertained customers and quickly developed a loyal following.

Eatzi’s successful Dallas debut led to expansion in Atlanta, the District of Columbia, Houston, and New York City. However, says Romo, "Expansion was not successful, and the profit drain led to a sale to a profit equity firm that had difficulty with continued operation and eventually went into bankruptcy."

In this episode, Romo explains how Eatzi’s was revived when Phil Romano purchased it out of bankruptcy in 2006 and Adam rejoined the group as its CEO. "We learned from our mistakes with location, size of facility, and operational challenges," says Romo. Extensive customer research was the foundation of their new business model. "We learned that our guests look to us for quality, convenience, theatre, price, and value so every decision made must enhance those five branding principles." 

Today Eatzi’s operates seven successful Texas locations in Dallas, Ft. Worth, Plano, and Grapevine. The units are 5,500 square feet, trimmed down from the concept’s earlier 10,000-square-foot locations. Off-premises dining accounts for 90% of Eatzi’s sales with on-premises business accounting for the remaining 10%. 

Eatzi’s appears poised for future growth with its commitment to quality and personal guest service. The concept continues to provide convenient online ordering, delivery, and "grab-and-go" sales for which it is famous.