Corner Booth Podcast

Episode 52: Larry Ryback

When CEO Larry Ryback joined Jim ‘N Nick's BBQ he says, “I saw no freezers, no microwaves and all recipes made from scratch daily.” Quality matters if growth is your objective.

 

The first Jim ‘N Nicks opened in Birmingham, Alabama 17 years ago. Since then, the concept has steadily grown to become a successful 40-unit regional brand in Tennessee, Georgia, Florida, and North and South Carolina.

 

In this episode, Larry shares his tips and views on sustainable restaurant expansion, based on a "people first" culture that fosters growth. Aggressively opening new units and chasing investors are not the answers, says Larry, explaining that the key to winning is sourcing, recruiting, and training teams to execute the concept’s quality mission. “We hire for attitude and train for function.”

 

Like many concepts, Jim ‘N Nicks offers robust off-premises service and third-party delivery. Within the four walls, Jim ‘N Nicks provides a fast-casual experience upgraded with attention to personalized service, including food runners to deliver meals, bus tables, and provide drink refills. The concept also offers a full bar with a wide selection of craft beers.  

 

At the helm of a successful and growing multiunit concept, Larry shares insightful commentary and advice on menu management, product cost, inventory control, and community marketing. Listen in and learn.

Episode 51: Ricardo Molina

Ricardo Molina was born into the restaurant business.  The original family restaurant was started by his grandparents in 1941. Today, he and his brothers Raul and Roberto operate three Molina’s Cantina locations, celebrating more than 80 years of success. The concept is a model for a family-owned business that prospers when everyone finds and carries out their area of expertise. "We contribute by overlapping and not competing," says Ricardo.

 

Ricardo praises his parents for the life lessons and work ethic he developed helping out in the business in his early teens. "My father reminded us that we may operate restaurants, but we manage people," says Ricardo.

 

In this episode, we learn how traditional family recipes and business practices formed the foundation of a restaurant concept that is recognized as a market leader. Molina’s Cantina continues to serve its popular traditional favorites, while also offering grilled specialties and fresh seasonal items. "We have always been committed to high quality and service standards, and I believe that impacts positively on our management and staff," says Ricardo.

 

"Today’s challenges are a little easier to overcome when you have longtime staff and purveyor relationships," says Ricardo, adding that he believes positive relationships with staff foster better relationships with guests and, in turn, drives loyalty and repeat business. And we believe he is right.

 

Episode 50: Sherman Yeung

As an intern at the James Beard Award-winning restaurant Oxheart in Houston, Sherman Yeung honed his Asian cuisine culinary skills, while he imagined his future as an owner and operator. He considered launching from scratch a counter-service Japanese concept, but fate and opportunity led him in another direction. Join us in this episode, as we explore purchasing an existing restaurant as a startup business strategy.

 

"I thought there would be advantages to buying an operating restaurant, in a good location, with established clientele, trained staff and systems," says Sherman, owner of celebrated Asian concepts Tobiuo Sushi and Bar and Money Cat, both in Houston.

 

As a young multi-unit owner and operator, Yeung does not want quality of life to take a back seat to the business success he is enjoying. "The work-life relationship is very important to me and my management team," says Sherman, adding, "I look forward to creating a restaurant company that values the balance of work, family and community."

Episode 49: Terry Muckenfuss

Veteran operator Terry Muckenfuss began his education in concept development while planning his own concept in his hometown of New Braunfels, Texas. A graduate of the Hospitality & Tourism Management program at the University of North Carolina, Greensboro, he already had significant industry experience. That includes a successful career with Golden Corral, headquartered in the Tarheel State, where he also found inspiration for his startup.

 

"Hops Burger Bar in Greensboro, North Carolina provided the inspiration for the restaurant I wanted to create," says Terry. He brought that vision to Texas and found a unique location next to a historic boutique hotel to realize it. He hired menu consultant Christina Fuller to help develop the concept's point of difference.

 

In this episode we learn how Terry took his plan from idea to reality to open Muck N’ Fuss Craft Beer & Burger Bar in 2018. Offering fresh, never-frozen ground beef, quality local ingredients, homemade beer-battered onion rings, and 30 craft beer selections on tap, Muck N’ Fuss quickly became a local favorite.

 

A student of Malcolm Baldrige award recipient "Pals Sudden Service" and its total quality management culture, Terry explains why staff development is Job One. "After four years of running a successful operation, I continue to rely on my people because no single person has all the answers," says Terry.

 

Terry also explains how a commitment to incremental improvement motivates his team to continuously improve the guest experience and earn repeat patronage.

 

This is how you win in the independent restaurant business. Tune in and take notes.

Episode 48: Kyle Mylius

Kyle Mylius fell in love with the restaurant business while working as a corporate service trainer. "I may have been a terrible college student, but I was wonderful at working with people,” he says, adding, “I enjoyed hospitality right away because it required teaching and serving." He went on to manage an independent coffeehouse and help its owners expand the concept with two additional units. At that point, Kyle knew restaurant ownership was to be his future.

Learn how Kyle, in 2005 armed with only $10,000 and ambition, took over the basement of a beautiful historic building in downtown New Braunfels, Texas, with his business partner. There they created the Root Cellar, a casual café furnished with items collected at garage sales, displaying artwork by local artists, and featuring live entertainment by local musicians. Kyle describes the seasonal menu as "American favorites with a twist." 

After 17 years in business, Root Cellar continues to enjoy a strong connection with the community and led the way to the development of two other successful concepts - Tin Top Burgers and Rhea’s Ice Cream, with two units.

Today, says Kyle, "I see my role as providing support to the units. Providing growth for key staff is critical for expansion in today’s market and allowing a sense of ownership among management helps them better focus on the business.”

With Tin Top Burgers and two Rhea’s Ice Cream parlors operating in the same locale as Root Cellar, Kyle set his sights on expanding into the neighboring community of Gruene, Texas. In 2018, he opened the Gruene Grove bar, along with a third Rhea’s Ice Cream. His future includes plans for continued business growth in the markets he knows. 

Says Kyle: “Community matters. Not everything may work everywhere, so I recommend you stay where you are known and accepted."

Episode 47: George Joseph

George Joseph learned the importance of good hospitality from his days as the owner of a Drug and Alcohol rehabilitation business. This lesson served him well when in 2014 he found himself with the task of taking over Common Bond, a single-unit bakery café he had invested in. The popular bakery received critical acclaim but was difficult to operate and not financially successful.

 

Join us as George shares his story of a company restructure, commissary kitchen development, corporate team building and expansion to the current 12 units with 2 more under development. Common Bond presents an updated version of the European neighborhood bakery coffeehouse offering an equal amount of savory and sweet items, coffee, and sandwiches.

 

In this episode, we learn how Common Bond developed and successfully operates multiple versions of the brand. The "Bistro" concept is their counter service bakery/café, the "Brasserie" offers full-service evening service while the "On the Go" is the smaller, limited menu drive-thru version.

 

"Multiple presentations of our concept doesn't create any additional difficulty, instead it provides us greater opportunities for expansion," says George. "The runway of core menu offerings, color scheme and certain design elements are consistent in all variations.”

 

George's simple 3 steps of service teach his philosophy of Greet, Engage and Serve! This people-first approach to hospitality has resulted in a positive work environment full of motivated staff and satisfied guests. 

Episode 46: Karen Malody

Karen Malody began her food service career with the development team at Starbucks, where she played an integral role in the development of Frappuccino and the creation of many other successful offerings.

 

In this episode, we learn how Karen’s consulting company, Culinary Options, helps restaurant operators develop winning and profitable menu items. "For 25 years, I have been fighting what I call bloated menu syndrome," says Karen. “Operators tend to present too many items creating a heavy menu with high inventory and low profit margins.” 

 

Karen enjoys taking her client's idea and developing it into a full menu concept. She believes the foundation for a successful menu starts with the cross-utilization of products and making a second purpose for popular menu items. “I believe future menu formulas will include convenience and packaging with quality and consistency to improve the guest experience.”

Episode 45: Drew Glick

Drew Glick grew up working in his father’s New York catering business and did not immediately follow in his footsteps in the food business. That is, not until his persistent and persuasive surgeon uncle convinced Drew to walk away from a 17-year career in insurance and finance, relocate to San Antonio, TX, and launch "Drew's American Grill" - a failed concept.

 

In Drew’s case, happily, the second time’s a charm. Join us for a shot of inspiration with this restaurant business comeback story. 

 

Drew shares what he learned from the unsuccessful three-year restaurant ownership experience, a 10,000-square-foot full-service bar and grille concept. He explains how it set the stage for his next and tremendously successful current concept — "Max and Louie’s", an authentic New York Deli in the heart of the Lone Star state.

 

Drew opened Max and Louie’s in 2016, serving loyal customers breakfast, lunch and dinner seven days a week. The all-day menu (you can have breakfast, lunch, or dinner items any time of day) and long hours could have put a strain on operations. But his "staff-first" philosophy "has built a team that enjoys working together to exceed our guest’s expectations," says Drew.

 

His business philosophy also includes a "quality-first" approach to the menu, sourcing the finest ingredients and making all items from scratch, including bread in an in-house bakery. Drew has expanded his footprint, begun an overnight baking shift, and added catering to meet demand from his growing customer base. 

 

Today, with a talented management team and a staff of 85, he looks forward to expanded delivery business and retail sales of his products.

Episode 44: Arlene Spiegel

Arlene Spiegel experienced the challenges of daily operations while spending her teen years working in the family restaurant. She mastered the basic principles of guest service and joined the health movement by opening her first restaurant, The Garden of Eating. Arlene was sought after for her opinion and business knowledge by industry magazines and many neighboring restaurants. She enjoyed assisting others with their operational issues and worked to implement improvements.

 

In this episode, we learn how Arlene decided to sell her restaurants to her partner and begin a full-time career in consulting. She tells us about her years working with Price Waterhouse and Cooper as their global restaurant expert. She shares her experiences from her days working with regional chains and national brands, and tells us how her admiration for the hard-working independent restaurant operator grew.

 

Arlene moved on to create Arlene Spiegel Consulting in order to focus her time and energy on independent start-ups and small growing restaurant companies. Decades later Arlene finds herself busy with a variety of restaurant, hotel and casino clients. "The recent pandemic simply exaggerated many issues restaurants were already having within their operation," says Arlene.  She continues "Improving customer convenience, streamlining daily operations and improving the staff experience were issues I helped many of my clients with."

 

Her "Come Back Strong" program was developed to assess issues, provide direction and help implement improvements quickly and successfully. We learn how this approach led some restaurant clients to move into retail and how hotel casino buffets morphed into popular food halls. Arlene tells us "I see consulting as the process of finding solutions and providing the tools required for successful implementation!"

Episode 43: Michael Passalacqua

In 1939, Michael Passalacqua’s grandparents opened Angelo’s Italian Restaurant in Washington, PA. They grew the small neighborhood restaurant and bar with its limited pasta and chicken menu, into a popular dining destination.

 

In this episode, Michael shares the story of his transition from a police officer to joining his family’s business. He grew up around the culture and mission of Angelo’s, so he knew how to make “guests feel like a part of our Italian family,” he says. But he was not prepared to manage a restaurant and rolled up his proverbial sleeves and dived into educating himself for the job. Michael was one of the earliest members of RestaurantOwner.com, which he credits for helping him drive revenue, manage costs and train his staff more effectively. His discipline and effort have been rewarded with the continued and growing success of the concept. 

 

Michael also shares the story of the restaurant’s 2008 relocation, including the design and construction of a freestanding building, to adapt to changes in his market. He explains the business planning and financing process and his thinking behind the restaurant’s design changes and offerings, including a display Gelateria, to maintain appeal in a changing market.

 

Michael believes profitable restaurant owners are always learning, by choice and necessity. Operating the new, larger, busier restaurant presented new challenges. After the relocation, “it took a couple of years to really feel stable and well organized," he says, adding, however, “our commitment to constant improvement has helped Angelo's become a people forward, positive workplace where happy staff are supported by friendly management.”