Corner Booth Podcast

Episode 125: Chris Gannon with Bolay

In this episode of Corner Booth, hosted by Chris Tripoli, we explore the latest restaurant industry trends and best practices for independent operators. In this episode, Chris interviews Chris Gannon, co-founder and CEO of Bolay, a fast-casual dining concept celebrated for its fresh, bold flavors, gluten-free menu, and build-your-bowl concept. Gannon shares his journey from growing up in a hospitality-driven family to creating a brand that blends flavor profiles from around the world with proprietary spice blends and modern design, all while focusing on an exceptional guest experience.

The discussion dives into operational excellence, emphasizing consistency in execution, food safety standards, and strategies for restaurant expansion. Gannon highlights the importance of selecting talent over simply hiring staff, building a culture rooted in hospitality and teamwork. He also addresses labor challenges, guest satisfaction, and the role of community involvement and philanthropy in driving brand awareness and loyalty.

Finally, the episode examines the impact of restaurant technology, including online ordering, third-party delivery, loyalty apps, and digital platforms. Gannon explains how Bolay adapted early to convenience dining and post-COVID trends, implementing dedicated to-go stations to ensure order accuracy and smooth operations. Whether you’re interested in fast casual dining, restaurant marketing strategies, or franchise opportunities, this episode offers actionable insights to help you engage your team, delight your guests, and grow your business.

Looking ahead, Gannon shares Bolay's vision for growth, including plans for franchise opportunities, regional expansion, and partnerships that align with the brand’s commitment to hospitality excellence and healthy dining options. With 23 locations and a strong foundation in operational consistency, Bolay is poised to become a nationwide leader in the fast casual dining space. This episode is a must-listen for operators seeking inspiration on scaling their concept while maintaining quality, culture, and guest satisfaction.

Episode 124: Shawn Lalehzarian with Red Chickz

In this Corner Booth episode, host Chris Tripoli interviews Shawn Lalehzarian, founder and CEO of Red Chickz, a fast casual restaurant concept specializing in Nashville hot chicken. Shawn shares his journey from dishwasher to entrepreneur, detailing how his experience managing airport food operations helped shape his approach to restaurant concept development. His passion for flavor and crunch led to the creation of Red Chickz in 2018, with a menu that includes inventive items like Nashville hot shrimp, chicken and waffles, and French toast sandwiches—all built on authentic recipes sourced directly from Nashville.

The conversation dives into Shawn’s strategic approach to restaurant franchising, emphasizing the importance of building a strong operational foundation before scaling. He discusses how Red Chickz optimized its small footprint restaurant design to maximize efficiency and reduce labor costs, drawing from his background in airport operations. The podcast also explores how a negative review sparked the idea to franchise, leading to a smart growth model focused on consistency, simplicity, and selective franchisee partnerships.

Listeners also gain insights into how Red Chickz leverages social media restaurant marketing, with over a million followers on TikTok helping to build brand awareness and customer engagement. Shawn outlines plans for East Coast expansion and long-term goals, including international growth, all while maintaining operational integrity. This episode offers valuable takeaways for independent operators looking to scale, improve operational efficiency, or explore franchise growth models in today’s competitive restaurant landscape.

Episode 123: Carol Irwin with Buttermilk Cafe

After operating her tea house for 15 years in the Gruene, a historic community located within the city limits of New Braunfels, Texas, Carol Irwin decided it was time to think bigger. Irwin explored the larger New Braunfels market. And there she found the right spot for a breakfast, lunch, and brunch cafe concept. 

In the summer of 2011, she and her daughters opened Buttermilk Cafe, which quickly became a New Braunfels’ favorite. In fact, its popularity presented the only downside of the 3,000-square-foot space, which was not large enough to accommodate the crowds and often resulted in an hour-long wait to be seated. 

So Irwin went to work on expanding the cafe’s footprint, and in 2015, she took over the space next door. Now, with 4,600 square feet and 150 seats, Buttermilk Cafe even offers additional space for private parties and meetings.

Irwin explains how caring for her guests and staff has created a "people-first” culture in her concept that promotes customer loyalty and low employee turnover. Says Irwin, “I learned long ago that treating staff like family helps them bond with you, care for one another, and stay longer. I also believe that although the customer isn't always right, they are always the customer — the most important part of this business.”

Irwin shares her approach to seasonal menu development and commitment to quality. “I am concerned about product cost like anyone else,” she says. “However, I prefer to build volume by offering better-than-breakfast-chain quality at reasonable prices, even though that creates tighter margins.”

Irwin also provides tips on community marketing and how to integrate technology without sacrificing guest engagement. “At this point in my life, it’s about maintaining a good work-life balance, which is why closing on Sunday has always been important to me and my family.”

Episode 122: Billy Downs with Ford's Garage

Billy Downs learned the meaning of hospitality from his grandmother. “With 30 grandchildren, Grandma Betty was always ready to entertain,” he recalls, adding, “She was welcoming and appreciative of the chance to serve others.”

Downs began his career in foodservice as a teen serving ice cream before working his way into the kitchen and front of the house positions.  After graduating from Michigan State University, Downs managed casual theme restaurants. He later moved overseas to gain experience in U.K. pubs, including the Prince of Wales Free House, a 200-year-old establishment. There, he met Matthew Kirby, who partnered with Downs to operate three London Mongolian barbecue restaurants. Downs returned to Michigan, where he created BD's Mongolian barbecue and grew it to 12 units before selling the concept to a New York investment group.

"It was 2015 when I found Ford's Garage,” says Downs. “They had three units at the time and I really connected with the feel, the design, the music and of course the story celebrating the history of the Ford Motor Company."

In 2015, Downs became a franchisee operator of Ford's Garage in Fort Myers, Florida. His 4,400 sq. ft. location appealed to a broad demographic.

Downs retraces his journey to present role as president of Ford’s Garage. Today, there are 32 Ford’s Garage restaurants located in Florida, Indiana, Kentucky, Michigan, Ohio, and Texas. The concept design hearkens prohibition-era service stations. The units are open for lunch and dinner seven days a week, offer 30 or more craft beers, and seat from 200 to 260 guests.

Downs believes that combining good quality food and friendly service with a unique atmosphere creates an energy that equals value for today's guests. "The casual dining segment is shrinking,” he says. “It is more important than ever to excel. We cannot be satisfied with being busy unless we are successful at creating a guest experience that bonds them with our brand."

Episode 121: Dan Sidner with Black Shoe Hospitality

A Cornell University School of Hotel Administration graduate, Dan Sidner worked in country clubs, mastering the art of service and enology before leaving to spend a few years working throughout France. Upon his return to the U.S., Sidner entered the independent restaurant market segment, working in fine-dining concepts in North Carolina and Colorado, where for six years he owned and operated his first restaurant, Zino Ristorante, in Vail Valley. He later moved to Wisconsin to raise his family and in May 2007, along with chef-partner Joe Muench, opened Maxie's restaurant.

"Maxie's is dedicated to friendly hospitality specializing in Southern Classics," says Sidner.  "Joe and I love the creation part of this business and decided early on to create concepts we love and would always want to dine at."

While operating their dinner-only concept, Dan noticed a location eight blocks away from Maxie's and thought it would be a perfect space for them to expand into the growing breakfast-brunch niche. This led to the launch of Blue's Egg in 2010. They quickly realized the breakfast, lunch, and bakery concept could be a multiunit business. However, rather than expansion, Sidner created a new concept in 2014 when he opened Story Hill BKC.

Sidner shares his tips on operating multiple concepts, the importance of systems and procedures, as well as team building and ongoing management development. "We prioritize our people at each restaurant by cross-training staff, promoting from within and providing a larger management team in order for them to maintain a more balanced lifestyle.”

Sidner believes the future of the restaurant industry might be counter-service and smaller space restaurants rather than the 150- to 200-seat capacity concepts he and his partners currently operate. He also believes expansion isn't necessarily adding more locations, but rather by developing the existing ones. "Restaurants may become the last bastion of personal contact," says Dan. "We have spent a great deal of time broadening our bakery offerings and moving into catering as ways to successfully expand on our brand."

Episode 120: Aaron Anderson with Sunrise Social

Aaron Anderson’s restaurant career began as a five-unit franchisee of The Hot Dog Factory in Philadelphia prior to creating his own concept. "I felt there was a void in the casual breakfast-brunch market segment in the Northeast and decided to jump in with both feet," says Anderson, who was inspired by the success of his two favorite restaurants, Waffle House and Raising Cane's.

He opened the first Sunrise Social unit in 2023. The 2,500 sq. ft. casual full-service concept quickly became successful,  serving chicken and waffles and other breakfast and lunch items.

Sunrise Social operates from 8 a.m. to 4 p.m. seven days a week. Anderson creates variety and value via ingredient cross-utilization. "Simplicity and consistency has always been the objective and continues to be my main concern as we plan our growth," says Anderson.

Anderson explains how he develops the systems leadership for growth. "The recipe for a successful franchise program consists of three main ingredients: the proper selection of franchise partners, a complete initial training program and continued support.”

Despite the current challenges of high occupancy costs, increased opening budgets, and a tight labor market, Anderson is optimistic about continued franchise growth and looks forward to Sunrise Social’s first 24-hour location in late 2025 in Katy, Texas.

Episode 119: Jeff Mauro a Food Network Celebrity Chef

Jeff Mauro's influence on hospitality started at a very young age. "My family always entertained. Our house was the place to be for good food and fun with family and friends."

Mauro graduated from Le Cordon Bleu culinary school and worked as a private chef and instructor while pursuing a theater career. His talent for combining cooking with comedy helped him win the seventh season of "Food Network Star" and launched his career as a television personality. Mauro hosted the television show "The Sandwich King" before becoming co-host of the Emmy award-winning show "The Kitchen" with Sunny Anderson, Katie Lee, and Geoffrey Zakarian. 

In this episode, Mauro shares his lessons learned through television competition and his early experience operating a neighborhood deli with his cousin. He discusses the principles of proper entertainment from his book "Come on Over", as well as advice on hosting the best backyard barbecue party. He lists his 10 Commandments of Sandwich Creation and explains why his favorite color is “Pastrami”.

Mauro also discusses the challenges facing independent restaurant owner-operators and the opportunities created by consumer demand for quality, convenience, and value. In 2020, he founded Mauro Provisions to share the flavors of Chicago. He, his sister, and other family members are filling orders for sauces, seasonings, meats, and sandwich kits to wannabe "Sandwich Kings" everywhere. Learn more about it at mauroprovisions.com

Episode 118: John Young with Young's Jersey Dairy

John Young is CEO of Young's Jersey Dairy, a 120-acre family-owned and operated Yellow Springs, Ohio, hospitality destination established 156 years ago. As its name suggests, the business began as a dairy in 1869. It added a bakery later. In the 1990s, it expanded to an event destination, with a restaurant, mini golf course, train, batting cage, and carousel. Today, Young's Jersey Dairy hosts events for as many as 5,000 guests.

"We are still best known for our ice cream,” says Young, explaining, “our 35-flavor offerings include seasonal favorites created by family members, including lemon blueberry cheesecake and peppermint chocolate marshmallow."

This family business operates with a team of 13 family members involved in dairy production, management, and marketing. Many guests make their visit to Young's Jersey Dairy a day trip, traveling from Ohio cities Cincinnati, Columbus, and Dayton.

"We like to think each visitor experiences our triple play, including a sandwich, burger or shake from the family restaurant; ice cream for dessert; and fresh-baked bread or cheese from the retail bakery."  For 15 years, Young's Jersey Dairy has prepared cheese curds. Current annual production is 80,000 lbs.

Young shares a day in the life as CEO of Young's Jersey Dairy. He explains how he overcomes the challenges of a seasonal business and how he models Disney’s approach to staff training that is among the reasons the company has no shortage of job applicants. "We employ 60 people at peak season, so cross-training is an absolute must for us in order for every staff member to feel engaged and provide the friendly guest experience our visitors deserve.”

Episode 117: Bryan Lockwood with Artistry Restaurants

Growing up in Peoria, Bryan Lockwood’s first job in the restaurant business was working with his mother at a diner. Fast forward to his first industry career position as a manager at Bonanza Steakhouse. He enjoyed the work and was promoted to a multi-unit franchise supervisor before becoming a franchise owner-operator in Jacksonville, Ill. 

At 25, Lockwood sold the business and moved to Florida where, in 2003, he and his partners created the Tavistock restaurant development and management group.

Along with other investors, the group purchased 17 restaurants in the San Francisco Bay Area. Over the following two decades, Lockwood’s company purchased and turned around struggling restaurant concepts and acquired more than 100 restaurants of various brands. "I learned many lessons from this experience, says Lockwood, going on to say, “that included the importance of guests and why listening to them makes you smarter." 

In this episode, he shares his tips on acquisition as well as the concept development process. “People creating a concept today should not fall in love with their own wishes but rather concentrate on the guest. They should build a team that specializes in areas you don't and finance with contingencies and sufficient working capital." 

In 2023, Lockwood created his current restaurant company Artistry to acquire and turn around struggling restaurants and create new concepts. Artistry currently owns and operates award-winning restaurants Boca, The Chapman, Oak and Stone, Shrimp Basket, Hickory Tavern, and the Sandbar on Florida’s Amelia Island.

Lockwood sees today's challenges as more than combating operating costs and the growing competitive landscape. “I see the need to become the employer of choice and maintaining a people culture that begins with the worker-to-manager relationship and from manager to ownership." 

He believes the best restaurants operate like a reverse mullet haircut. In other words, he explains, "put the party out front and run a tight business in the back.”

Episode 116: Troy Hooper with Pepper Lunch

In 2022, Troy Hooper was introduced to the private equity owner of Pepper Lunch. He had assumed they would be discussing a short-term consulting position; however, it became a full-time position as CEO of the global quick-casual brand with hundreds of locations in 15 countries. 

Pepper Lunch is a Teppanyaki concept. Teppanyaki, which is often called hibachi in the U.S., uses an iron griddle to cook food. Pepper Lunch entrees are served on a 500-degree F iron plate. Open for lunch and dinner, the restaurants are able to serve 700 guests per day from their 1,700 to 2,000 sq. ft. unit.

Hooper leaned initially on his experience in hospitality development as he created his strategy.  “We quickly developed two priorities,” says Hooper, explaining, “the Asia team focused on a centralized operations center and updating the program, while the US team focused on growth.”

At this writing, there are 534 Pepper Lunch units operating worldwide. U.S. expansion is centered around franchise growth in Arizona, California, Florida, Nevada, and Utah. Hooper estimates that at the current rate, the concept could double its units within 10 years. 

Hooper believes the secret to the concept’s success is in the simplicity. "Guests order at a kiosk or the counter, their entree, along with rice and vegetables, is delivered to the table within 6 to 7 minutes.”

The units operate with four to six team members who are cross-trained at prep, cooking, and delivering. An emphasis on guest service provides an additional point of difference. Currently, less than 10% of sales are to-go pick-up orders, but Hooper expects that to reach 20% as the business grows.

Says Hooper, “The win isn't in the speed of growth or the amount of units, but in the ongoing support to build revenue and improve unit operations."