FSR December 2023

NO. 120

FULL-SERVICE RESTAURANTS : SETTING AMERICA’S TABLE

MODERNIZING A LEGACY BRAND

BIODYNAMIC WINES

CLIMBING THE CULINARY LADDER

SE ASIAN FLAVOR TRENDS

®

PLUS

BUILDING THE NEXTGEN BRAND OF THE FUTURE HOW ANOTHER BROKEN EGG’S

BRANDY BLACKWELL AND PAUL MACALUSO ARE SCALING TO 100 UNITS.

INTRODUCING

WOMEN IN RESTAURANT LEADERSHIP

SPECIAL

HOW-TO

THE BEST TIPS AND TRICKS FROM TOP EXECUTIVES ON MANAGING COSTS, RESTAURANT MARKETING, AND MORE.

ISSUE

IDAHO® RUSSET POTATOES

IT ALL STARTS WITH AN

IDAHO POTATO ®

THAI RED CURRY Chef Tiffany Sawyer | First Hospitality

CONTENTS 24

FSR December 2023 No. 120

SINCE CEO PAUL MACALUSO (CENTER) JOINED ANOTHER BROKEN EGG CAFE IN 2019, THE NUMBER OF FRANCHISE PARTNERS IN THE SYSTEM MORE THAN DOUBLED.

24 How to Build the NextGen Brand of the Future The ultimate “how-to” guide, packed with tips from top industry leaders on topics ranging from selecting real estate to leading your team. Plus, get the insider’s scoop on how Another Broken Egg is using franchising to grow to 100 cafes.

32 Introducing: Women in Restaurant Leadership Announcing an exciting new initiative from FSR and QSR with a mission to support, educate, and uplift women in restaurants.

C HEF S & IN G R ED IEN T S

11 How to Climb the Culinary Ladder Discover how chef Karl Pfleider’s career journey took him from prepping movie theater popcorn to becoming an executive chef.

16 How to Tap into SE Asian Flavors

ANOTHER BROKEN EGG CAFE / GROOT HOSPITALITY

Fresh takes on regional Southeast Asian dishes are gaining traction on menus across the country.

L I Q U ID IN T EL L I G EN C E

19 How to Integrate Biodynamic Imbibes

16 F S R M AG A Z I N E .CO M

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Restaurant operators have a unique opportunity to get in on a rising beverage trend: natural, organic, and biodynamic wines.

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CONTENTS

FSRmagazine.com December 2023 No. 120

43

EDITORIAL EDITORIAL DIRECTOR

Danny Klein

FORD’S GARAGE / BOB EVANS RESTAURANTS

dklein@wtwhmedia.com

48 FIR S T CO U R SE

7 How 6 p.m. Became the New 8 p.m.

A new study of six prominent fine-dining chains confirms a theory from Danny Meyer, Union Square Hospitality Group chairman; patrons are dining earlier. Discover what this means and how it opens a door for casual-dining concepts to capitalize on the late-night daypart.

8 How Generations Dine Differently A survey of 1,500 Americans sheds light on which generation spends the most money on restaurants per week, plus other illuminating statistics.

B AC K O F H O USE

43 How to Create Memorable Experiences YOUR TAKE Today’s diners

are hungry for more than simply something to eat, and with so many choices available, operators must create

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FSR EDITOR

Callie Evergreen

cevergreen@wtwhmedia.com QSR EDITOR

Ben Coley

bcoley@wtwhmedia.com

ASSOCIATE EDITOR

Sam Danley

sdanley@wtwhmedia.com

B R A N D E D CO N T E N T S T U D I O

unforgettable experiences for guests. Here’s how Ford’s Garage curates each moment for maximum impact to stand out from competitors.

45 How to Create an “Anti-Chain” ON THE RISE Chef John Currence infuses the tastes of his childhood with pieces of local communities at Big Bad Breakfast, which has nearly 20 locations and aims to bring New Orleans breakfast culture to new markets and mouths.

48 How to Modernize a Legacy Brand BEHIND THE SCENES Bob

Holtcamp previously clocked more than a decade at Wendy’s. Now president and CMO of Bob Evans Restaurants, he’s elevating the 75-old brand’s farm-to-fresh value proposition to attract more families across the country.

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F S R M AG A Z I N E .CO M

11/13/23 10:31 AM

‘Tis the Season

. . . for hot cocoa! Ghirardelli is the brand consumers most prefer to order for hot cocoas and mochas.* Ghirardelli Professional Products provide operators with a wide range of premium ingredients, including Hot Cocoa Mixes, to create a variety of seasonal menu items that simply taste #abitebetter.

Learn more, order samples, and find menu innovation ideas at ghirardelli.com/professional *

Technomic, Ghirardelli Brand Equity Study, 2020

© 2023 Ghirardelli Chocolate Company

Scan for Recipe

Welcome

‘Tis the Season for Change DECEMBER IS ALWAYS ACCOMPANIED BY a mixed bag of emotions. Born and raised in the Twin Cities, Minnesota, December means the change from fall to winter is in full swing, the days are darker and sleepier, and the excitement for the holidays can get buried under the to-do list for the end of the year (and the couple feet of snow that’s typically on the ground). In late October this year, my partner and I picked up our lives in Minneapolis and drove 18 hours across the country with our three-month-old puppy to North Carolina, where the FSR/QSR office is based in Chapel Hill. While warmer weather and coworkers welcomed us, change is never easy, and there aren’t usually instruction manuals that come with big life decisions.

Entering into a new community requires effort to get involved, which is also true for restaurants opening units in new markets. When entering growth mode, franchising is a smart vehicle, since franchise partners typically know a region better than someone from corporate headquarters located states away. Franchising is helping Another Broken Egg Cafe grow as the brand approaches the big 100-unit benchmark, and CEO Paul Macaluso and VP of marketing Brandy Blackwell offer up their learnings, insight, and tips for scaling a brand to new heights on PAGE 24. Following that, industry experts sound off on best practices on a myriad of topics, from selecting prime real estate to managing costs and leading your people.

The rest of this issue is packed with more stories that illustrate lessons learned across the industry, like how chef Karl Pfleider learned to climb the culinary ladder after getting his start in hospitality by preparing movie theater popcorn (PAGE 11). Then there’s chef John Currence, who aspires to create the “anti-chain” with Big Bad Breakfast by bringing New Orleans breakfast culture to new markets and mouths (PAGE 45). Discover how restaurant operators have the unique opportunity to get in early on a rising beverage trend: natural, organic, and biodynamic wines (see PAGE 19 to find out what all that means). And speaking of trends, learn how to strike a balance between flavor innovation and respect for tradition when it comes to regional Southeast Asian dishes, which are gaining traction on menus more than ever (PAGE 16).

This issue is your ultimate “how-to” guide, designed for restaurant executives, operators, marketers, and even those aspiring to open their own concept someday. Let’s dig in.

cevergreen@wtwhmedia.com FSRmag @FSRmagazine

Callie Evergreen EDITOR

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This month’s cover of Another Broken Egg Cafe’s Brandy Blackwell and Paul Macaluso was captured by commercial food & beverage photographer Aaron Van. Aaron has a passion for food and loves crafting dynamic and dramatic imagery for his clients. He works tirelessly to bring style and craveability to every image he creates. Aaron got his start in advertising working as a designer, art director, and creative director for many agencies over a 20-year career. To learn more about Aaron, visit aaronvan.com and follow @aaronvanphoto on Instagram.

CALLIE: HOLLY FRITZ / AARON VAN

On the Cover

F S R M AG A Z I N E .CO M

11/13/23 10:32 AM

First Course

ADOBE STOCK

Larger cities are experiencing an urban residential recovery driven by younger households, which is driving up demand for earlier dining times.

How 6 p.m. Became the New 8 p.m.

BY CALLIE EVERGREEN

A new study of six prominent fine-dining chains confirms Danny Meyer’s theory.

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AMERICAN DINING CULTURE is becoming even less European as early-bird eating habits established during the pandemic seem to be sticking around. Shake Shack founder and Union Square Hospitality Group chairman Danny Meyer recently mused on X (formerly Twitter) that 6 p.m. is “the new”

8 p.m.—or most-prized time of the night— for dinner reservations. But is it true, and will it last?

In a new report studying fine-dining restaurants, Placer.ai analyzed The Capital Grille, Ruth’s Chris Steak House, Cooper’s Hawk, Saltgrass Steak House, Fogo de

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7

11/14/23 10:44 AM

First Course Chão, and Eddie V’s Prime Seafood to determine if Meyer’s claim had any merit. The conclusion? He’s “spot on.”

THE STUDY: The report analyzed visit trends by hour between June and August 2023 at six prominent fine-dining chains, and compared it to the same period in 2019 to look for differences.

THE FINDING: Per the report: “Across the board, our visitation data suggests that fine dining patrons are dining earlier—especially between 4-7 p.m.—and coming in less frequently after 8 p.m.”

THE WHY: The report notes the primary drivers of the shift are workfrom-home trends, a blurring of work and personal schedules, and a “Netflix effect,” where there is more entertainment content people look forward to watching.

The report also suggests an increase in schedule flexibility plays a part, giving people more time to dine at different times. Placer.ai’s August Office Index recap found office visits are at about 65 percent of pre-pandemic levels, which means employees have freed up time on their morning and evening commutes.

Additionally, fine-dining restaurants typically skew toward urban settings, which initially saw pandemic population declines. But more recently, larger cities like New York are experiencing an urban residential recovery driven by millennial and Gen Z households with younger families—which, in turn, drives up more demand for earlier dining times.

The peak dining time may actually be as early as 5 p.m. at New York restaurants. According to data pulled from Resy, reservations across New York City made at 5:30 p.m. have jumped from 7.75 percent over 2020 and 2021 to 8.31 percent in 2022.

In Yelp’s 2023 State of the Restaurant Industry Report, it was reported 10 percent of all diners were seated between 2 to 5 p.m. this year, which doubled from 5 percent compared to the same period in 2019. Reservations at 4 p.m. more than doubled from 2 percent in 2019 to 5 percent in 2023.

So, does all this mean 9 p.m. is the new midnight? Since many restaurants shortened their hours during the pandemic and never extended their hours again due to labor challenges, it seems the industry is trending in that direction. Dining

early also helps restaurants meet the bottom line, online restaurantreservation service company Resy reports. Meanwhile, some think dining early has always been a part of U.S. culture, which has less of a late-night crowd than countries like Greece, Germany, Spain, and others in South America.

On the other hand, that doesn’t mean other concepts aren’t trying to capitalize on late-night bites. For example, late-night is a valuable daypart for Big Whiskey’s American Restaurant & Bar, and accounts for around 6-8 percent of the casualdining chain’s total sales.

“After a few years of not meeting up at 10 p.m. during the pandemic, people are starting to come back to late-night,” Paul Sundy, co-founder and COO of the Missouri-based franchise, previously told FSR. Diner chain Norms Restaurants also recently added a new late-night menu as part of a broader strategy to get back to 24/7 operations.

Diner chains like Norms, Perkins, IHOP, Denny’s, and other casual spots have an opportunity to take a bigger share of the late-night pie as more upscale concepts continue to scale back their hours.

GENERATIONAL DINING DILEMMAS

have ENDED A RELATIONSHIP over arguing where to eat. Gen Zs 68% ofwerepeople most likely to do so, with 74% responding that they have done so.

MILLENNIALS SPEND THE MOST MONEY at restaurants or on takeON average, out per week. (42% more than Boomers) Millennials spend $200+ eating at restaurants or getting takeout each 1828%%OFofweek.

This is at least $14,795 per year, which equates to spending A MILLENNIAL’S AVERAGE ANNUAL INCOME dining out—an astonishing

ADOBE STOCK

FLAVRSTREAM, an informational food and cooking resource guide, recently surveyed 1,500 Americans to gain insights into their dinner preferences, decisionmaking, spending habits, and cooking trends. The results shed light on how Americans approach dining choices and their attitudes towards cooking.

LET’S DELVE INTO THE FINDINGS 

86% more than the recommended food budget.

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CULINARY INSPIRATION AND STORIES FROM INDUSTRY TRAILBLAZERS MENTIONED IN THIS SECTION THE BLIND PIG SEA CRAB HOUSE KOMODO MIAMI • • •

• • •

MISTER MAO

• • •

Chefs & Ingredients

THE BLIND PIG

CHEF KARL PFLEIDER’S CULTURAL INFLUENCES SHAPE HIS COOKING, WITH DISHES THAT TIE BACK TO THE NOSTALGIA OF HIS CHILDHOOD.

Climbing the Culinary Ladder

BY SATYNE DONER

Karl Pfleider’s journey took him from prepping movie theater popcorn to becoming executive chef.

F S R M AG A Z I N E .CO M

12:56 PM

120Chefs and Ingredients.indd 11

KARL PFLEIDER MAY NOT HAVE REALIZED IT BACK THEN, but the culinary

seed was planted at an early age, when his great grandma spent long hours spellbound in the kitchen, caring and cooking for him. They would watch the Food Network together, and she would joke about him becoming a chef—a prophetic vision, perhaps. But cooking was less of a career aspiration and more of a way of life for Pfleider while growing up. He split his time

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CHE F S & ING RE DIE N T S CHE F PROFILE between his first-generation Mexican and Filipino parents, and got to experience firsthand the way cooking was an integral part of their cultures.

“Everybody cooked, and I like to eat, so I was always around it, but never considered being a chef,” Pfleider says. “But I was always curious and tried to help when I could. I guess you could say that sparked my interest.”

Pfleider’s culinary career felt like a chain reaction; at 18, at a friend’s birthday party, he struck up a conversation with a man opening a local restaurant who asked if Pfleider could help out in the kitchen. It’s an understatement to say he had no idea what he was getting into.

“At the time, the closest thing I had to experience was a brief stint at a movie theater, making popcorn,” Pfleider jokes.

“But I had the interest because of my childhood and upbringing [around food].”

He jumped in headfirst, working close to full-time hours right out of high school. All his free time was spent in the kitchen of The Crosby in downtown Santa Ana, California, surrounded by older chefs fresh out of culinary school.

Pfleider remembers being drawn to the electric energy of the industry, watching chefs doing their own thing, flaunting their creative prowess in the kitchen. This was the turning point in his mindset, where he thought, “This [being a chef] is a thing.”

“As a young chef, it’s all about the fun,” Pfleider says. “It’s exciting; it’s sexy.”

Like Julia Child and Gordon Ramsey, Pfleider made a name for himself in the kitchen without classical culinary training or formal credentials. He left home at an early age and delved straight into cooking, picking the brains of his mentors, and gaining real-world experience.

“I was having so much fun learning something new and doing something that didn’t really seem challenging to me,” Pfleider explains. “Learning was a matter of sink or swim [in this industry].”

There was a point, Pfleider says, where hands-on experience trumped the investment of going to school. If he needed schooling down the road, he would pursue it, but in the meantime, it made more sense to knock on the back door of a kitchen and start working.

The biggest challenge in Pfleider’s fledgling career was remaining focused without losing track of reality, and trying to pay his bills while keeping up with a fast-paced industry. He was trying to make a name for himself with what he had.

His career accelerated in 2013, when Pfleider joined The Blind Pig Kitchen + Bar at its opening in Orange County,

FAVORITE DISH ON YOUR MENU RIGHT NOW? The chicken

adobo.

FAVORITE FOODIE LOCATION?

Gyutan Tsukasa in Costa Mesa.

WHO WOULD YOU WANT TO COOK FOR THE MOST? My

great grandma.

WHAT FOODS REMIND YOU OF FAMILY? Fried milkfish and WHAT TYPE OF MUSIC DO YOU COOK TO? It just depends

on the mood.

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AS THE BLIND PIG EXPANDED, CHEF KARL PFLEIDER (LEFT) FOUND HIMSELF AT THE HELM OF THE RESTAURANT’S CULINARY TEAM, WHICH SET FORTH A PERIOD OF ADJUSTMENT AND GROWTH.

THE BLIND PIG (2)

a bowl of sinigang.

F S R M AG A Z I N E .CO M

11/13/23 10:37 AM

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CHE F S & ING RE DIE N T S CHE F PROFILE

THE BLIND PIG

California, as a sous chef. The Blind Pig, from global traditional dishes for The spearheaded by Tony Monaco, features Blind Pig’s rotating seasonal menu, elevated New American cuisine and a which includes the Peruvian Mushculturally-inspired menu. room Saltado and Japanese Cold Soba He has been at The Blind Pig since its & Beef Tataki. inception—a total of nine years—and As The Blind Pig expanded to new has had ample time to leave a unique foot- markets and Pfleider found himself at print on the menu while he worked his the helm of the restaurant’s culinary way up to executive chef of the first loca- team, it set forth a period of adjustment tion in Rancho Santa Margarita, Califor- and growth.

“I saw the opportunity in this group for longevity, and that’s the important thing. It’s not just bouncing around and having a list of 25 restaurants I worked at, it’s more about showing what I’ve done in the last 10 years and having something to show for it.”

nia. However, when he first started, menu innovation held a different meaning.

“We were more chef-driven and menuforward, experimenting and pushing [boundaries], and my team and I were deep into the cooking,” Pfleider says.

Pfleider let his diverse cultural influences shape his cooking, with dishes that tie back to the nostalgia of his childhood.

Among a menu of cheeseburgers and ribeyes, he is the mastermind behind the Filipino-inspired Pork Belly Adobo, infused with chili oil and a garlic hibiscus crunch.

He continued to pull inspiration

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The Rancho Santa Margarita restaurant was less of a destination location, so the customer base skewed towards locals.

In turn, the menu catered towards local flavor profiles.

A fter the pandemic, consumer behavior changed, labor in the kitchen was short, and ingredient prices were inflated. Pfleider found himself growing up with the restaurant as the changing climate forced their hand into a more casual atmosphere.

He became involved with the expansion of The Blind Pig and directed projects like the introduction of The Trough, a fast-casual spin-off with a focus on breakfast and sandwiches. Throughout this stage of rapid evolution, the biggest thing Pfleider had to remind himself of was to put his ego aside.

“I saw the opportunity in this group for longevity, and that’s the important thing,” Pfleider says. “It’s not just bouncing around and having a list of 25 restau-

rants I worked at, it’s more about showing what I’ve done in the last 10 years and having something to show for it.”

As he continues to grow with the restaurant, he finds his wants and needs as a chef changing. At 18, it was all about the excitement, accolades, and crazy food. Now, in his early 30s, it’s about building a legacy.

While still executive chef of The Blind Pig’s first restaurant, Pfleider also oversees all food operations as the culinary director for every location.

While he is not as hands-on in the kitchen as he used to be, he is working around the clock with chefs to ensure streamlined operations.

A new project with his best friend has recently been stoking Pfleider’s culinary flames. This friend previously served as his sous chef and is now the executive chef of The Blind Pig’s location in Yorba Linda, California—situated just 30 miles away from the original. Together, they are the driving force behind an Italian-inspired menu concept still in its infancy.

Research and development just started, but Pfleider and his friend have a pizza oven set up at their house, where neighbors and coworkers are coming to “nerd out” on new culinary techniques.

“We’re excited to try something new,” Pfleider says. “We are trying to learn about the fermentation process and getting into every cooking style. It was an overnight decision and we just jumped into it.”

Over his rising career, Pfleider’s grit carried him over the waves of distraction, struggles to make ends meet, and lack of formal credentials. He has made a name for himself with his dedication to exploring his cultural roots and playing the long game. He never expected to become a chef, but he says he wouldn’t be happy doing anything else.

“It all comes back around [to my childhood],” Pfleider says. “Anytime I can get back to that, there is a part of me that craves connection. Whether it is at a store shopping, eating at a restaurant or someone’s house, it is like, ‘I missed this.’ This is what it is all about, that connection.”

F S R M AG A Z I N E .CO M

11/13/23 10:38 AM

CHE FS & ING RE DIE N T S NOW SE RV ING

How to Tap into SE Asian Flavors

BY SAM DANLEY

“CREATING NEW DISHES WHILE INTERPRETING TRADITIONAL SOUTHEAST ASIAN FLAVORS IN A UNIQUE WAY REQUIRES A DELICATE BALANCE BETWEEN INNOVATION AND RESPECT FOR TRADITION,” SAYS ALEX CHI, EXECUTIVE CHEF AT KOMODO MIAMI.

SOUTHEAST ASIAN CUISINE is surging in popularity amid an ongoing wave of interest in food from Thailand, Cambodia, the Philippines, Malaysia, Myanmar, Laos, and more. Restaurants aren’t just embracing the region’s rich tapestry of flavors. They’re flexing their creativity and pulling from a diverse range of culinary influences to reinterpret traditional dishes and deliver new dining experiences for consumers.

“What I find extraordinary about Southeast Asian ingredients is that

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they’re a little bit fresher, and there’s this balance of salty, sweet, spicy, and sour,” says Sophina Uong, executive chef and co-owner of Mister Mao in New Orleans.

The former “Chopped Grill Masters” winner launched the restaurant in 2021 after spending the bulk of her career in mostly formal atmospheres. The idea was to introduce guests to new flavors through “intentionally inauthentic” cuisine that merges her Cambodian-American heritage with southern techniques and global influences.

PAPRIKA STUDIOS

Fresh takes on regional Southeast Asian dishes are gaining traction on menus.

“I learned to cook mostly through taste memories, so maybe I use a little more spice than a country asks for,” she says. “Since you’re never going to make everyone happy, I just decided to cook the way I want to cook.”

Mister Mao’s ever-changing menu starts with snacks like deviled almonds and plantain chaat, an Indian-inspired twist on classic bar nuts, and lechon kawali, a Filipino-fried pork belly dish.

From there, guests can choose from playful categories like Foods We Love to F S R M AG A Z I N E .CO M

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KOMODO MIAMI’S PANASIAN MENU FEATURES STANDOUT DISHES LIKE CHILEAN SEA BASS SERVED WITH NUOC MAM, AN UMAMI-PACKED SAUCE.

There’s a Super Kim Noodles entree made with crab meat, shrimp, clams, and mussels. It draws inspiration from Thai dishes like pad thai and pad see ew but is made with Japanese yakisoba noodles, which she says are easier to work with. Another recent addition is the Mekong Medley, featuring shrimp, codfish, spicy sausage, peppers, carrots, onions, Thai basil, and cilantro.

“Those dishes have real Thai spices, but instead of a traditional Thai sauce, they’re served with a creamy Cajun sauce that’s mixed with Southeast Asian herbs,” Lorwatcharasophon says.

Komodo Miami, the first concept to launch under David Grutman’s Groot Hospitality, attracts visitors from around the world with its “clubstaurant” atmosphere and extensive Pan-Asian menu.

Executive chef Alex Chi says menu development at the South Florida restaurant centers around a “thoughtful and creative approach” to fusing global perspectives with flavors from Southeast Asia.

He points to standout dishes like Chilean sea bass served with nuoc mam, a pungent, salty, sweet, and umami-

GROOT HOSPITALITY

Share and You Don’t Have to Share for “untraditional takes on traditional dishes.”

There’s also a section called These Bring Us Joy + Hellfire Heartburn. It’s home to one of the restaurant’s most popular dishes, pani puri. The bite-sized Indian street food consists of a hollow semolina puff stuffed with red bean and potato masala and is finished tableside with fiery mint water.

“New Orleanians are used to Cajun spice that has garlic powders and cayenne, but they’re not necessarily used to Southeast Asian spice, so we try to warn them,” Uong says.

While Mister Mao leans heavily on Southeast Asian ingredients and dishes, that isn’t the only region the restaurant pulls from, she adds. A wide range of cuisines from North African and Mexican to Cajun have all made their way onto the menu in one way or another.

SEA Crab House, meanwhile, infuses Cajun-style seafood boils with flavors from Southeast Asia at its six locations throughout the Pacific Northwest. Customers choose from a variety of fresh shellfish and crustaceans, then customize their experience with sauces like Thai chili garlic, Cajun lemon pepper, and the house-favorite Southeast Asian (sea) sauce.

Those sauces are an even blend of Thai flavors and standard Cajun seasonings, says founder and CEO Patta Lorwatcharasophon, who emigrated from Thailand in 2007. She previously owned two traditional Thai concepts, but sold them two years ago to focus exclusively on SEA Crab House.

“It was hard for me to scale those restaurants without Thai cooks,” Lorwatcharasophon says. “My passion was making food just like we did in Thailand, but that required a lot of training to get American cooks to meet my expectations for every dish. I started thinking about doing something different and bringing dishes into SEA Crab House that anybody in the kitchen would be able to repeat.”

Lately, she’s been expanding the menu with more items that offer a new spin on classic Southeast Asian fare.

packed Vietnamese sauce; and a beef jerky small plate with lemongrass and galangal, a staple herb in Thai cooking.

A recent addition is sea bass shumai. The Chinese dumpling features fish sauce and kaffir lime leaves, also called makrut lime leaves, another key ingredient from Thailand known for its intense fragrance.

The South Florida hot spot is best known for its peking duck. The dish originated in Beijing and comprises roasted meat wrapped in a crepe and served with cucumbers, scallions, and hoisin sauce. There’s even an exhibition kitchen behind the bar where whole ducks hang from metal hooks. Komodo boasts a full sushi bar, plus cocktails like the Szechuan Old Fashioned or the Shizo Fly that complement the vibrant flavors showcased on the menu.

“Ultimately, creating new dishes while interpreting traditional Southeast Asian flavors in a unique way requires a delicate balance between innovation and respect for tradition,” Chi says. “It’s about celebrating the rich culinary heritage of the region while also exploring new horizons.”

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TRENDS AND CREATIVE APPROACHES TO SPIRITS, WINE, AND BEER. MENTIONED IN THIS STORY BIN 707 FLOUR + WATER PENNY ROMA

• • •

FLAGSTAFF HOUSE

• • •

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Liquid Intelligence

CAT MAYER

THOUGH NATURAL AND ORGANIC WINES ARE A NEWER AND MORE NICHE MARKET, OPERATORS HAVE THE OPPORTUNITY TO GET IN EARLY ON THE RISING TREND, PLUS PIQUE GUESTS’ CURIOSITY AND INTEREST.

Biodynamic Imbibing

BY KRISTEN KUCHAR

How to integrate organic wines to boost sales and consumer interest.

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UNCONVENTIONAL WINES are continuing to increase in popularity, including wines that are considered natural, organic, or biodynamic. While these out-of-the-ordinary wines are often lumped together, each is distinct

in its flavor composition and alleged benefits for both customers and restaurateurs who seek to integrate these options onto their menus. Let’s establish a baseline understanding: While there’s no legal definition to natural

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LIQ U ID IN T E LLIG E NCE

KRISTEN LOKEN

wines, they are often made with low lists. Minimal-intervention wines were vide concise, approachable options with intervention and little to no additives. already offered on the menu before something for everyone. So far, there has These wines are often described as popularity in this category increased been great feedback from natural wine “funky” and “cloudy.” Biodynamic wine at Penny Roma and FLOUR + WATER drinkers, Bogue notes. Being known as is all about the farming practices and is in San Francisco, both part of FLOUR a spot that offers niche, off-the-beatendefined as a “holistic, ecological, and ethi- + WATER Hospitality Group. About six path wines has helped keep wine sales cal approach to farming, gardening, food, years ago, beverage director Sam Bogue strong. and nutrition,” according to the Biody- noticed an increase in guests requesting As far as the wine selection process, namic Association. Meanwhile, certified natural wines, especially from younger Bogue’s priority is on organically-farmed organic wine is made with grapes that are customers looking for cloudy, hazy wines that fit the various flavor profiles grown without synthetic fertilizers, and wines. and styles he is looking to fill in the in a way that preserves the soil and pro“We see a lot of interest in the natural menu’s categories—bubbles, crisp white, tects the environment, according to the wine selection on our wine list,” Bogue textured white, lighter red, medium red, U.S. Department of Agriculture. says, especially from the millennial fuller red, orange, and rose. There is also Despite some confusion around these demographic. The Italian-focused wine a focus on price point, he says, for the wines, restaurant operators are taking lists at both restaurants aim to showcase value-focused wine drinker. notice and adding them to their wine small, farm-focused producers and proBut Bogue says there are challenges to offering natural wines, noting his customers represent a fairly new, exploratory market. Natural wines often carry a flavor profile that is unconventional and even off-putting if a guest isn’t familiar “You need with it, he adds. to clearly “They might think they want to get adventurous, and then the wine hits the educate your glass and they could change their mind,” staff not only Bogue says. Even if a wine isn’t flawed, if on what the a customer isn’t satisfied, staff will take wines taste the wine back to ensure guests are drinklike, but why ing something they enjoy, which does they taste create a level of complexity, he says. They may sell the wine by the glass or utilize that way to it to continue to educate the staff. share that When it comes to education for dialogue guests, Bogue says the main focus is on and answer the flavor profile of natural wines and questions how they differ from what drinkers may [from be accustomed to with classic wines. A misconception is that all natural wines guests].” have a funky or different taste, such as vinegar or kombucha. “These wines can still feel clean and classic even though they are made naturally,” he says.

For restaurants that want to start introducing natural wines, he advises to listen to your customers. “Start off slow and small. See what sale volumes you are getting,” he says.

And as with any wine program, ensuring the staff know and understand the wines are key. “You need to clearly educate your staff not only on what the START OFF SLOW AND SMALL WHEN INTRODUCING NATURAL WINES, AND PAY wines taste like, but why they taste that ATTENTION TO CUSTOMER FEEDBACK—AND SALES VOLUMES—BEFORE ADDING MORE. way to share that dialogue and answer

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SERVING UP RESOURCES TO HELP YOUR BUSINESS THRIVE When you welcome American Express® Cards, you have access to benefits, services and programs to help your business, including: • • •

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KAYLAN ROBINSON

LIQ U ID IN T E LLIG E NCE

questions [from guests],” Bogue explains.

Bin 707 owner and James Beard Award-winning chef Josh Niernberg echoes the importance of educating staff on these unconventional wines. A weekly wine tasting for all staff focuses on the specific bottle, rather than the style, so servers can speak directly on not only what it pairs with on the menu, but also who produces it, when and where it was made, and the interesting story that often goes into making these types of wines.

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2000s. The intention of his Western Colorado restaurant is to showcase regionality and seasonal cuisine, so having a wine list that is either local to Colorado, natural, or organic is a seamless fit.

“It gives us the opportunity to work with the guest and introduce something new,” he says.

Niernberg has seen more interest in these types of wines in the last 10 years, both from a consumer and a restaurant standpoint. But there’s an even greater opportunity post-pandemic, fueled by an interest in beverage experimentation that rose during that time frame.

Wines that fall under this category are simply marked with an asterisk, and staff is thoroughly informed and ready to speak on each. “If a guest has questions, we can go down that rabbit hole with them; we’re more than happy to,” he notes.

Ali Yakich, a certified sommelier and beverage director at Flagstaff House in Boulder, Colorado, was inspired to put organic wines on the menu because of the love, attention, and time it takes for wineries to become organic. “It’s nice to celebrate that,” she says.

At Flagstaff, she’s noticed more interest and excitement from guests to try organic wines versus natural wines, which she guesses is based on perceptions and the familiarity with organic products. To help demystify natural wines, Flagstaff servers offer in-depth CONSIDER OFFERING IN-DEPTH explanations about what to expect so EXPLANATIONS OF consumers aren’t as surprised.

EACH BIODYNAMIC WINE OPTION SO CONSUMERS For the benefit of both guests and servCAN KNOW WHAT TO ers, Yakich also edits the descriptions of EXPECT AND AREN’T UNPLEASANTLY SURPRISED. each wine by-the-glass on the extensive list to include more specific information on the winery’s organic practices, includ“It gives us the opportunity ing whether they are Certified Organic, to work with the guest and practicing organic farming, or practicing introduce something new.” sustainability efforts. “I want to have my guests be able to read that and my servers [to] have this information at their fingertips,” she adds.

It’s those behind-the-scenes stories Though it’s still a newer and more that guests get most excited about, he niche market, restaurant operators have explains. Niernberg developed an even an opportunity to pique guests’ interdeeper appreciation for natural, organic, est with biodynamic imbibing options and biodynamic wines while complet- like natural and organic wines and get ing sommelier certification in the early in early on the rising trend.

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11/13/23 10:48 AM

WITH 91 LOCATIONS AND COUNTING, NEXTGEN BRAND ANOTHER BROKEN EGG CAFE IS QUICKLY APPROACHING THE 100-UNIT MILESTONE— WHICH MEANS ALL HANDS ON DECK TO SUPPORT CAFE FRANCHISE PARTNERS.

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HOW-TO G U IDE

ANOTHER BROKEN EGG CAFE (2)

How many of your Google searches start with “how to,” fill-in-the-blank?

Running a restaurant, whether one or 100 units, is no easy feat—and no one starts out knowing how to do everything. That’s where a learning mindset comes into play, and where leaning on mentors and connections made through networking become critical to your success.

One success story to learn from: B ANOTHER BROKEN EGG CAFE is well on its way to 100 units, and expects to reach the benchmark by early 2024.

When Paul Macaluso joined the brand as CEO in 2019, there were 18 total franchisees in the system. Now, there are 38 franchise partners.

“Part of that is being with a relevant brand that’s growing and is an exciting daypart,” Macaluso says.

“And so it’s really critical that we get the right kind of franchisees to join.

We take that process very seriously.”

Beyond broad financial and experience-based qualifications, Macaluso and his team have candid conversations with franchise candidates at discovery days, hosted at the brand’s support center for two days.

“Some people are really passionate about serving others and seeing people happy and making their day; some people, that's not how they're made up, and this is not the right industry for them,” he notes. “Some people feel like serving others is beneath them. And so we have a lot

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HOW TO BUILD

THE NEXTGEN BRAND

FUTURE OF THE

The ultimate “how-to” guide for restaurant operators and marketers, packed with advice and best practices from top industry leaders.

By Callie Evergreen

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BEST PRACTICES FOR GROWTH How to scale a brand nationally:

“We’re opening 17 cafes this year, and that takes a lot of communication. Getting prepared to continue to scale [involves] systems, automations and technology, and implementing more tools that enable us to scale more efficiently. Something we’re certainly looking at are some of the manual, laborious things we have historically relied on, we’ve started to look at what that looks like when we add 20 more cafes, 50 more, and still making the technology manageable for the system.”

Brandy Blackwell VP OF MARKETING Another Broken Egg Cafe

Clearly define your "WHY" and stay true to who you are. You cannot allow your growth to change why you started in the first place. When you scale, allow your "WHY" to guide your decisions. Like a compass, it will always point you in

“

the right direction.

Determine the right markets.

Understand your segment, your guest, and what you offer, and ensure that you are growing in markets that meet those needs.

Tell your story. In every new market, you have guests that don't know who you are and what you stand for.

Make sure your four-wall marketing plan tells your story effectively.”

Jeremy Edmonds VP OF PEOPLE AND CULTURE Snooze, an A.M. Eatery

“Begin with the end in mind.

That means pouring time, energy, and resources into building the foundation for rapid and expansive growth. In our case, we spent 18 months foundation building with Huckleberry’s Breakfast and Lunch before grow-

ANOTHER BROKEN EGG CAFE (2) / HERITAGE RESTAURANT BRANDS

of really in-depth conversations about our values, and making sure we have as close to a match as we can to what resonates with them.”

Another key part of the process is validation, where candidates call up current franchisees to spill the truth on what it’s actually like to be an owner of Another Broken Egg Cafe. Plus, potential partners are given copies of the brand’s Franchisee Satisfaction study, done in 2021 and 2023 by Franchise Business Review. “We’re an open book, and I think that is a big part of just getting off to a good start and a good relationship with prospective franchisees,” Macaluso adds.

Cafe owners are also intimately involved in shaping the direction of the brand, local-store marketing, and other initiatives. “I'm really passionate about taking the franchisees along the journey from day one,” says Brandy Blackwell, vice president of marketing at Another Broken Egg Cafe.

While 37 out of the brand’s 91 locations are companyowned, Macaluso notes the benefit of having an honest perspective on running a cafe to speak to food costs, labor, hiring, construction costs, and developing people, because “our skin is in the game in a big way … we are continuing to invest in the brand.”

We asked additional NextGen Casual brand leaders to share their best tips and tricks for growth, leadership, marketing, and finance. Below is your ultimate guide to operating a successful restaurant and building a brand identity that resonates with loyal guests and new customers. n

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HOW-TO G U IDE ing a single unit. Things to consider are: engineering the menu for ease of execution and purchase predictability, finding vendor partners that either have a national footprint or the capability to do so, ensuring you have a solid distribution network, clearly defining your brand deliverables, understanding your consumer, developing a robust social platform, and gathering the right talent to grow the organization.”

Greg Graber

CEO/FOUNDER Heritage Restaurant Brands

How to select prime real estate: Start with knowing your guest base, their traffic patterns, and their purchasing habits.

Know what the site-specific needs are in relation to your brand. We are a breakfast and lunch concept, so daytime traffic and strong retail presence is a must. A dinner house may focus more on the number of evening rooftops around the site. Not all sites fit all brands. Buildout and ongoing unit economics have to be factored in with rising construction costs and lease rates. Having a formula to figure franchisee ROI on a site is extremely beneficial when selecting a site. Each site has to be looked at individually as there are few “cookie cutter” options in full service.”

“

Greg Graber

CEO/FOUNDER Heritage Restaurant Brands

There is no silver bullet here.

There are great analytics and tools you can use to narrow down your site location or help you focus on certain trade areas/cities of the country, but none of them will be perfect. You have to go to the site and see the crowd, see if your guests are there, and how they interact with the existing environment. Understand co-tenancy and ensure it aligns with your brand, because who you are next to or in a center with tells your guests about your brand—both good and bad. There is a gut feeling to great real estate, but institutional and local knowledge is the largest benefit, so do your research and tap into your resources about the local areas.”

“

Anthony Valletta PRESIDENT bartaco

BEST PRACTICES FOR LEADERSHIP HERITAGE RESTAURANT BRANDS / BARTACO

How to manage your team (both support staff and store level): “We are managing the largest range of generations in the history of the workforce; everyone has different needs and wants. The key is to ensure you have an environment where people can speak freely, and that you are asking the appropriate questions about their personal and professional goals and aspirations so that you can constantly tailor custom approaches to every leader in your organization. The days of a one-shop plan are over— F S R M AG A Z I N E .CO M

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customization, empathy, and flexibility are the imperative future of how to manage great performing teams.”

Anthony Valletta PRESIDENT bartaco

Authentically recognize, celebrate, and show gratitude to your team. Try the 10-penny trick: put 10 pennies in your right pocket at the start of your day. Every time you genuinely show gratitude, appreciation, or recognize someone on your team, move a penny to your left

“

pocket. You will find it is not as easy as you think. Master 10, then move to 15, 20, 25. Gratitude is the most powerful tool in a leaders’ toolbelt.”

Jeremy Edmonds VP OF PEOPLE AND CULTURE Snooze, an A.M. Eatery

Communication, communication, communication!

Holding weekly meetings with clear conveyance of expectations from corporate to the store level is critical. The true key to managing a team is follow up; ensuring they are given time

“

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HOW-TO G U IDE

Robert Sweers

COO he Ginger Brands (THRōW T Social, Kick Axe Throwing)

How to decrease turnover and create upward mobility: Key is hiring and training the right individuals. This will continue to be hospitality's biggest issue in the future. We give our employees clear and achievable goals so they can grow within our company.

We identify leaders and set them on a growth pattern where we promote from within and build a bench for our future locations.”

“

Robert Sweers You manage things but you LEAD people. The primary aim for each position in the organization is to either directly serve our guests or serve those who serve our guests. No matter the position, the goal is for all to understand their role in the process. That requires a concerted effort to ensure all team members throughout the organization understand what we are all about, what’s important to us, and how their contribution fits within the whole thing. It gives them a sense of “purpose,” not just “function.” If there’s a breakdown in communication or lack of clear deliverables, we, as leaders, first have to look in the mirror to see what we can do differently in order to paint a clearer picture.”

“

Greg Graber

CEO/FOUNDER Heritage Restaurant Brands

COO he Ginger Brands (THRōW T Social, Kick Axe Throwing)

VP OF PEOPLE AND CULTURE Snooze, an A.M. Eatery

BEST PRACTICES FOR MARKETING How to come across as genuine:

Not overpromising real restaurant deliverables is a part of being genuine. Food shots that reflect what’s on the plate is a great example here. Brand personality needs to thread through everything we do … website to social to physical menu to tabletop POP to uniforms to décor … all need to have the same temperament and similar characteristics.”

“

CEO/FOUNDER Heritage Restaurant Brands

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“

Jeremy Edmonds

Greg Graber

28

Our data shows there are three main motivators which drive retention—your manager, the impact you have (on the employee, their family, your guest; and, if core to your values, your community and the planet), and recognition. Build programs that enhance the skills of your managers, and they lead effectively, they will ultimately develop your team. Developing your team is the greatest way to demonstrate impact. When you have the systems and programs in place to recognize your staff, you build cultures that last.

And, in Snooze's case, we found the more you give back to your communities and planets, the more engaged our teams become.”

If a brand remains true to their core values and is consistent with those values in restaurant, and online, your marketing efforts will shine through as genuine. When you try to be everything to everybody, or go off brand, you risk losing your credibility. Know what is important to your guests, what draws them to your brand, and make connections with them through those shared values.”

“

Christine Lorusso

SENIOR DIRECTOR OF DIGITAL MARKETING Firebirds Wood Fired Grill n

HERITAGE RESTAURANT BRANDS / THE GINGER BRANDS

to complete the task, then following up to make sure the task is completed to our satisfaction. Another method we utilize is setting the expectations from the beginning. It is easier to set the standards during the training process than to make changes down the road (most employees don’t react well to change).”

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FIREBIRDS WOOD FIRED GRILL

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BE CAREFUL NOT TO STRAY TOO FAR FROM WHO YOU ARE AS A BRAND, OR YOU'LL RISK LOSING LOYAL GUESTS, WARNS CHRISTINE LORUSSO, SENIOR DIRECTOR OF DIGITAL MARKETING AT FIREBIRDS WOOD FIRED GRILL.

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HOW-TO G U IDE

Ginger Flesher Sonnier

OWNER/CEO The Ginger Brands (THRōW Social, Kick Axe Throwing)

How to manage social media in today's age: When planning our editorial calendar, we consider: will this content be entertaining for our audience? Will this content strike up engagement? Engagement is the king metric. Instagram is no longer a platform where aesthetically-pleasing photos with aesthetically-pleasing copy to match are guaranteed to perform. How do we grab the attention of our audience and get them to engage? Gear your social media strategy toward engaging your audience, and you’ll see it reflect in the KPIs and overall brand loyalty.”

“

Anna Greenberg DIRECTOR OF MARKETING bartaco

“In the everchanging world of social media, one thing remains most important: content. Creating content specific for each platform is the best way to ensure that you reach your KPIs. If the copy and media is designed for the audience that lives on that platform, you will always see higher engagement, reach, click thrus, etc.”

Christine Lorusso SENIOR DIRECTOR OF DIGITAL MARKETING Firebirds Wood Fired Grill

How to stay true to brand DNA in marketing: “Authenticity and consistency.

These two characteristics will help in building a strong and recognizable brand in the market. Never compromise the brand’s integrity for short-term gains.”

Cai Palmiter VP OF MARKETING JINYA Holdings

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Guests become loyal to a brand, and if you shy too far away from who you are, you risk losing them. At Firebirds, we have evolved over the years in regard to brand colors, store prototypes, fonts, logos—but at the heart of our brand is good food cooked over an authentic, wood fire grill.”

“

Christine Lorusso SENIOR DIRECTOR OF DIGITAL MARKETING Firebirds Wood Fired Grill

One of the critical ways to stay true to your brand is to set up some standard brand guidelines. Establish your color palette, your fonts, your logos in several variations for different applications, and ensure that your marketing team adheres to them. This can be difficult sometimes as trends change, so definitely keep an eye on updating things to keep them fresh. We create templates for our graphics and reuse them often with minor tweaks, but it is hard to not get tired of them. Allow your marketing team to get creative and try new things as long as they fit the overall vibe of your brand.

Imagine having a mascot that represents you perfectly, and then “talk” like them in your ads, website, and posts. People connect better with a more conversational tone when receiving info through ads.”

“

inger Flesher G Sonnier

OWNER/CEO The Ginger Brands (THRōW Social, Kick Axe Throwing)

“It’s important to look beyond the transactional piece to understand the “why” behind how we want to connect with our guests, what we want to deliver to them, and what we want them to take away from the experience. It’s an important exercise to all align on as an organization, and something that should be reviewed every couple of years as that “why” may shift.”

Anna Greenberg DIRECTOR OF MARKETING bartaco

THE GINGER BRANDS / JINYA / FIREBIRDS WOOD FIRED GRILL / BARTACO

“One of the easiest ways for your restaurant or brand to come across as genuine is to tell your story. Who are the founders? What is their background? What made them want to open a restaurant or bar in the first place? What made them select the type, style, or theme of the restaurant? Most founders genuinely just want to provide an amazing place for people to enjoy, escape, and receive excellent service. Let this shine through in the story.”

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11/13/23 10:51 AM

HOW-TO G U IDE

Goals marketers should be aiming for: You need to start with how you measure the success of your campaign and set the right expectations. Start with the objective, develop a cross-channel marketing plan, enable the right tracking mechanisms, dive into the analytics, and then go look at the impact that it's had on guest counts and sales trends.”

“

Christine Lorusso SENIOR DIRECTOR OF DIGITAL MARKETING Firebirds Wood Fired Grill

Going back to the basics of marketing, marketers should set the SMART (specific, measurable, achievable, relevant, and time-bound) goals. They can be as simple as enhancing brand awareness, increasing ROI, enhancing customer retention, or adapting to market changes.”

“

Cai Palmiter VP OF MARKETING JINYA Holdings

What operators should know about the future of restaurant marketing: AI will continue to be the hottest topic in 2024; empowering marketing teams to make informed, data-driven decisions, at a much faster pace than ever before. Marketers who embrace AI early on will undoubtedly have a competitive edge over late adopters.”

“

Brandy Blackwell VP OF MARKETING Another Broken Egg Cafe

The future of restaurant marketing will be centered around personalizing every touchpoint that you have with the guest.

Data collection continues to be a big focus, and with all of the information that we have, access to the opportunities are endless.”

“

Christine Lorusso SENIOR DIRECTOR OF DIGITAL MARKETING Firebirds Wood Fired Grill

BEST PRACTICES FOR FINANCE THE GINGER BRANDS

How to price menu items:

Of course it’s great to survey a broad swatch of your competitors to see what’s going on out there, but first you need to know where your brand is positioned in the category. Or to put it another way, first you must define where you want to be in your space. For Huckleberry’s, we are in the top quartile of our category in regards to food quality and plate appeal, and in the low- to mid-quartile when it comes to menu price. That variance between what you pay and what you get is the VALUE guests receive by dining in your restaurant, and

“

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the greater the value, the greater the chances are for that repeat visit. It’s also important to have some elasticity to your menu to allow guests to buy “down” or “up” depending on the occasion usage.”

Greg Graber

CEO/FOUNDER Heritage Restaurant Brands

How to manage costs with inflation: “We work closely with our vendors to ensure rockbottom pricing, along with substitutions priced laterally with our preferred items. Controlling our orders by keeping a tight par system allows us to limit freight costs.

We try to understand where our loss is and put procedures in place to control these losses for the cleanest inventories possible.”

Robert Sweers

COO The Ginger Brands (THRōW Social, Kick Axe Throwing)

Discipline. The drudgery of the numbers will set you free. You must manage every penny every day with the utmost intensity in order to produce great costs in an inflationary environment. Setting up daily reports and systems to communicate, report on, and create action plans around labor, purchases, waste, etc. is the bare minimum to ensure you are operating at the highest level.

If you wait until the week end or period end, you are too late.”

“

Anthony Valletta PRESIDENT bartaco

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INTRODUCING WOMEN

IN RESTAURANT LEADERSHIP

FOUNDING SPONSOR

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F S R M AG A Z I N E .CO M

11/13/23 10:56 AM

AN INITIATIVE FROM FSR AND QSR

ADOBE STOCK

BY CALLIE EVERGREEN

F S R M AG A Z I N E .CO M

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I

t’s not a secret top positions at restaurants, from ownership stakes to executive chef roles, have historically been male-dominated. The barriers to entry are complex; not only are women up against internal biases and access to the right networking opportunities, they also have to contend with an industry with long hours and late nights, making it even more difficult for those who choose to have children and don’t have a partner to share the load with. That’s juxtaposed with the societal expectation women excel at being home cooks, according to traditional gender norms—which have thankfully been challenged within the past couple decades. (Lucky for me—I barely know how to make mac & cheese.)

Breaking the glass ceiling into the upper echelons of restaurant chains is something only a few women can claim, and this gender disparity is rooted in societal norms, stereotypes, and systemic biases. Efforts to address the disparities include mentorship programs, advocacy for equal opportunities and gender-inclusive hiring policies, women-centric culinary schools, industry awards and recognition, financial support and incentive programs, educational outreach, collaboration initiatives, and more.

But there seems to be room for more opportunity when it comes to a national society/networking group to support, educate, and uplift women in restaurant leadership—which is why FSR and our sister publication, QSR, D EC EM B ER 2 0 2 3

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WOME N IN LE A DE R SHIP are creating one. The idea was sparked when our editorial director, Danny Klein, had the idea to host an hour-long networking event at our September Atlantabased conferences, QSR Evolution and the NextGen Summit. It was originally ideated as a five-person panel that soon became a 10-leader roundtable. That morphed into a 25-person meetup to a 50-person one. We decided then to make it 75. Seventy-five became 100. Ultimately, we had to cap it at 155 restaurant leaders to keep the fire marshal from crashing the party.

Even then, we had to turn people away at the door, which was both frustrating and inspiring. We knew there was a need we had tapped into, and we’re expanding upon that one-hour get-together by launching a fresh platform—Women in Restaurant Leadership, or WIRL. WIRL will have programming throughout the year, including webinars, downloadable content, and more to be announced, plus an annual one-day conference this February in Nashville with speakers and educational sessions, dinner, and networking opportunities we’re calling “The Together Summit.” (Stay tuned for more details on this front). Our aim is to create a safe environment for women to connect, learn from one another, create mentorship opportunities, and gather career advancement advice and tips.

We’re excited to launch this, and know this is just the beginning. Keep an eye in your inbox for more information to sign up. (If you’re not already subscribed, visit fsrmagazine.com/subscribe/eletters/) Make sure you don’t miss the chance to be a part of what we’re forming—I think it’s going to be pretty special.

In honor of launching this initiative at FSR and QSR, we asked women leaders from around the industry two questions:

1 2

“If you could offer advice to a woman starting in this industry looking to grow her career, what would it be?”

“How do you balance career, personal life, and passions? Is there such a thing as balance?”

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Caroline Skinner CHIEF OPERATING OFFICER TUPELO HONEY

1

First, find a company with a growth trajectory and growth mindset. If your company is stagnant, your career will likely follow that same path. Second, embrace opportunities to learn outside your comfort zone. This might mean working cross-departmentally, putting on an apron if you’re accustomed to front-of-the-house, or just asking a colleague if they can teach you something new.

And lastly, don’t opt yourself out of opportunities just because you haven’t followed the traditional “career ladder.” As someone who has jumped from HR to operations, more than once in my career, being humble enough to know what you don’t know, willing to learn from and work alongside front-line leaders, and never ever considering yourself “above” learning something new, can allow you to step into roles that you might not be “qualified” for on paper. Humility to learn and dedication to work hard can give you an edge over even the most qualified candidate.

F S R M AG A Z I N E .CO M

11/13/23 10:56 AM

WOME N IN LE A DE R SHIP

Roberta C. Frierson SVP, IT AND DIGITAL STRATEGY BAR LOUIE

1

Be confident in your abilities, believe in yourself, and trust you have what it takes to succeed. Don’t let any self-doubt hold you back from pursuing your goals. This field is constantly evolving and it’s important that you stay up to date, so you must embrace continuous learning and not be afraid to ask questions. Build your network with other women in this industry, this can open new opportunities for mentorship and support. Above all, always support and empower other women.

2

I think there is such a thing as balance. The problem is always defining your “balance.” I believe that finding your perfect balance is an ongoing process that changes over time and may require some adjustments during different periods of your life. I have found that for me to consistently have balance, I must be fully present. When I am at work, I am fully engaged in the tasks at hand, and likewise, when I am with my family or pursuing my passions, I am fully present and work to minimize any distractions. I also prioritize my self-care and make time for activities that rejuvenate me.

TUPELO HONEY (4) / BAR LOUIE(2)

2

Career, personal, and passions will always ebb and flow in priority. Will it ever be perfectly balanced 100 percent of the time? Probably not. At times you will have to choose one priority over another, and it’s important to have a workplace and family support system that understands that.

However, as a guiding principle you MUST define for yourself UPFRONT the moments that fulfill you most and prioritize them—protect them. No one will do that for you. Being present for the things that REALLY matter, means sometimes letting go of the little areas of “perfection” that ultimately just fill up your calendar and take time away from your most important priorities. Your time is an investment, and you have to treat it that way.

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CEO

DENNY’S

1

I started my career in the restaurant industry at 16 years old, working as a hostess at a small, local restaurant, where I immediately felt a connection to the team, my bosses, and the customers we served.

It was there that the people around me saw something in me. They took a chance on me, gave me feedback, and told me I could do something bigger. They opened my eyes to a whole new world of opportunity.

That’s what’s so great about the restaurant industry. There are so many paths and opportunities to learn and grow. It’s important not to shy away from taking on something new or outside your comfort zone. Opportunities came to me because I didn’t let my current job function define me. I was always trying to learn across functions and be a good business partner. To this day, I’m constantly listening, learning, and growing. Feedback comes in all forms and from lots of different directions. It’s important not to filter the feedback you receive, using it to see how you can make yourself even better. You have to take those learning moments and make sure you do something with them. And when you

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2

We all face challenges trying to juggle the responsibilities for our jobs and our home life, plus the pressures of everyday life, and it’s easy to end up feeling stressed and off-balance. Unfortunately, too often when we’re feeling overwhelmed, anxious, depressed, or lonely, we choose to stay silent and pretend that we’re OK. Staying silent about how you’re feeling is not OK. You have to be willing to speak up and ask for help when you need it, and as leaders, we have to be open to having new and different conversations with our teams that prioritize mental fitness and overall empowered well-being. By creating a safe place to have candid conversations about how we are feeling, we can create more compassionate and mentally-healthy workplaces for everyone, everywhere.

DFO, LLC (2)

Kelli Valade

see something in someone, tell them.

Mentorship is important. I’ve had many mentors in my career, and over the years I have built my own personal board of directors made up of people who I reach out to for different reasons. Build a network of mentors who will be honest and teach you what you don’t know, while also supporting and encouraging you in your journey.

Really strong mentors are colleagues and peers, lifetime friends, family members, and advocates for you, and they hold you accountable for the things you’re trying to work on. They help you celebrate the wins, while pushing you to constantly be better.

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11/13/23 10:58 AM

WOME N IN LE A DE R SHIP

Cai Palmiter VP OF MARKETING

JINYA HOLDINGS

1

For women entering the restaurant industry, my advice would be to embrace bravery and never view being a woman as a weakness. When faced with challenges or tasks you're unsure about, don't hesitate to seek guidance. A strong support system is invaluable. Surround yourself with people who understand the demands of the business and will provide encouragement and support at every stage. Seek out mentorship, have confidence in your abilities, and remain open to continuous learning and adaptation.

Building a robust network within the industry, cultivating positive relationships, and maintaining your passion for the work are also critical for advancing your career. Keep in mind that while the industry may be vast, it often becomes a close-knit community, especially when dealing with account representatives, vendors, and key players who frequently cross paths.

Erica Holland-Toll CULINARY DIRECTOR

THE CULINARY EDGE

1

Patience and curiosity. The foodservice industry is so broad and there is so much to learn… whether you started out of college, or fell in love with foodservice at your first summer job, or moved into the business with a similar job, different industry role—the job you started with will not be the job you end in.

You change, times change, the work changes. Be patient with yourself as you move through life—whether it’s marriage or kids or menopause—there is always joy to be found in this broad and ever-evolving industry.

JINYA (2) / BAR LOUIE(2) / CULINARY EDGE (2)

2 2

Balancing a career, personal life, and passions is an ongoing dynamic process. While achieving perfect balance may be challenging, establishing priorities, and effectively managing your time can help.

Make sure to allocate time for yourself and your loved ones, set clear boundaries, and communicate your needs to maintain a healthy equilibrium. Keep in mind that what works best may evolve over time, so be open to change. Ultimately, the goal is to find happiness in both your professional and personal life.

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Once I had a child, I would laugh at the idea of balance! How could that ever be a thing? There is never enough time. A partner? A child? A career? Me? Now we are all a bit older, and I’ve learned that, for me, it’s not the balance, it’s the see-saw that matters. From hour to hour, day to day, success is about being there when and where you need to be—whether it’s for your kids, your partner, yourself, your work. The constant push and pull, the up and down, the give and take—it's life. What makes your success possible are the teams you build around yourself—your family (home) team, your work (away) team, your (core) team. Building teams that have your back no matter what you need, or where you go, or who you are taking care of is the key to making the ride possible, and dare I say, enjoyable?

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WOME N IN LE A DE R SHIP

Mary Jane Riva CEO

PIZZA FACTORY

Jan Barnett CHIEF MARKETING OFFICER ROCK N ROLL SUSHI

1

Go slow. Surround yourself with people you trust, respect, and are not just “yes people.” Trust your gut but don’t assume anything.

Seek out a mentor within the industry to bounce ideas off of. Collaboration is key.

1

2

I come from a generation that lived to work and I do envy the younger generations who have taught me the importance of working to live. I literally do schedule time in my calendar for my passions, which might be eyebrow-raising to some, but it’s a necessity for me. I used to focus only on setting professional goals but have come to learn the importance of setting personal goals as well, including spending more time with family and friends. Learning to say “no” took time to embrace, but I’ve learned to do so to things that are insignificant to me and my goals. I’m still learning that I don’t need to wait for the right moment or opportunity but instead to live fully for today each and every day.

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2

Balance is like a teeter totter— the business is at one end and your personal [life] is at the other end. Up and down, and finding balance is tough because that means even distribution. I find it hard to balance too long, because aren’t there always ups and downs?

ROCK N ROLL SUSHI (2) / PIZZA FACTORY (2)

Three pieces of advice I share with other women starting in this industry and looking to grow in her career are: one, enjoy the journey, celebrate your successes, and learn from those initiatives that didn’t go as planned while also putting them in your rearview mirror, because life is truly too short to dwell on the negative. Find your champions or mentors who help you learn and grow over the course of your career while you seek out others to champion yourself, and be their biggest cheerleader.

The true meaning of “pay it forward;” never stop learning. Always be curious. This industry is continuously evolving, and new opportunities are always just around the corner. It’s never boring. Embrace change and seek out new ways to innovate and grow your brand or your client’s business.

F S R M AG A Z I N E .CO M

11/13/23 10:59 AM

Christine Lorusso

Tammy Calhoun

SENIOR DIRECTOR OF DIGITAL MARKETING

VP OF LEARNING AND NEW RESTAURANT OPENINGS FIREBIRDS WOOD FIRED GRILL

FIREBIRDS WOOD FIRED GRILL

1

The restaurant industry provides a unique opportunity to learn about every aspect of a business, from operations to purchasing to marketing. Take it all in, ask all the questions, and never be afraid to let your voice be heard.

FIREBIRDS WOOD FIRED GRILL (4)

2

It can be hard to establish a work/life balance, especially in an industry where business runs 12–14 hour days, seven days a week. If you surround yourself with the right partners, colleagues, and support system, it is absolutely possible. I’m especially thankful to work for a company that puts its people first.

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1

I’d encourage women starting out to learn about the industry as a whole—not only their organization or their subject area. Know your stuff, don’t blindly accept the status quo, and always look for new and improved ways of doing things. “The way we’ve always done it” isn’t always the best way, and you need to think differently to earn a seat at the table. Get involved in organizations like CHART (Council of Hotel and Restaurant Trainers) to spread your wings, learn how to improve your skillset, and network with people in your industry. Lastly, embrace and elevate your professionalism by perfecting your poker face and learning to stay calm under pressure.

2

Yes, balance exists, but we can only create it for ourselves. Nobody else will do it for us. It’s up to us to set boundaries, acknowledge when our plates are full, and learn that it’s OK to say “no.” It’s about protecting and respecting ourselves and our priorities rather than giving in to our people-pleasing tendencies. It takes practice.

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WOME N IN LE A DE R SHIP

Jessica Kruebbe SENIOR MARKETING MANAGER MILKSHAKE CONCEPTS

1

When embarking on a new professional venture, the most invaluable trait you can possess is teachability.

Stay steadfast in your convictions but be malleable and willing to grow. Whether you're interacting with a brand-new intern or a seasoned executive, there's always an opportunity to gain insights that will contribute to your professional and personal growth.

Dawn Petite PRESIDENT

FRIENDLY’S RESTAURANTS

1

When I was new to the business world and starting my own family, I realized that the key to managing both successfully was to be efficient in both my personal and work life. I transitioned from working relentlessly with no boundaries and feeling frustrated because I couldn't find time for anything else to working diligently on the right priorities consistently and not stressing over minor details.

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2

Balancing a career, personal life, and passions is an ongoing endeavor, and attaining a flawless equilibrium can be challenging. In my own life, I give precedence to these three aspects, but I also allow myself some flexibility and understanding when I fall short. I identify the non-negotiables beyond my professional obligations such as faith, self-care, and cherished time with friends and place them at the forefront of my priorities. It's worth noting that this balance may evolve in the future, especially as my circumstances change. Ask me again when I’m married with kids! I may not be as optimistic.

FRIENDLY'S (3) / MILKSHAKE CONCEPTS (3)

2

I categorize my priorities into different buckets, which include a mix of personal and work-related commitments. My critically important bucket might include board meetings or crucial projects with deadlines, but it also incorporates personal priorities like family vacations, this week's football game, dance performances, or birthday dinners. These commitments are non-negotiable and are firmly scheduled.

I've learned to seek assistance when it makes sense.

If hiring someone to help with cleaning my house or ordering groceries online for delivery frees up more time for important matters, why not? They're often more skilled at those tasks, and it's worth the investment.

F S R M AG A Z I N E .CO M

11/13/23 10:59 AM

Our Bavarian Pretzel Bites are on track to be one of the most profitable products for menus everywhere. A delightful taste, these bites have the versatility to fit on any menu and be served in every daypart. Oh, and they’re good at making customers smile.

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Your Take BY MICHAEL JOHNSON AND SARA HOWELL

How to Create Memorable Experiences

FORD’S GARAGE (2)

Today’s restaurant patrons are hungry for more than simply something to eat.

CONSUMERS HAVE A FEAST of dining choices besides in-restaurant meals, from delivery and takeout to gourmet meal kits that effectively make diners themselves your competition. But as convenient and efficient as those choices are, they can leave guests unsatisfied.

Today’s restaurant patrons are hungry for more than something to eat. They want service and ambiance they can’t replicate at home; something they can tell others about, including sharing on social media. A restaurant that creates a memorable experience for guests has a winning strategy for standing apart from the competition and bringing guests back for more.

It’s a matter of bringing together all the elements of a restaurant visit—the food, the service, the hospitality, the vibe—into one cohesive piece where the sum is greater than its parts. Success means the guest leaves your table feeling good about their entire time there, not just one or two moments or features.

When the experience is out of balance, it is very apparent; guests not only notice, but with the speed of sharing, their circle of influence will know very quickly too.

At Ford’s Garage, we take a close look at every interaction a guest will have and how we can make it memorable. We create a vintage vibe with a 1920s service station theme that comes to life with details like vintage gas pumps, hose clamps for napkin rings and even bathF S R M AG A Z I N E .CO M

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WITH SO MANY CHOICES AND CONVENIENCES AVAILABLE, FOOD ALONE IS NOT ENOUGH; OPERATORS MUST CREATE AN EXPERIENCE FOR GUESTS.

they have plenty of other places to get one. What they can’t get is a burger presented in a vintage gas station complete with a Model T Ford in the background.

You don’t have to have a formal theme like Ford’s room fixtures incorporating car parts in Garage does to make a memorable expeinnovative ways. It all makes for great rience. Inviting décor, thoughtful presenphoto opportunities, and there’s a dis- tation, and attentive service will create covery process that happens even for loyal guests at any restaurant, whether regular patrons, who might notice some- you’re a budget eatery or a fine-dining thing new each visit. establishment. Simply remembering a With so many choices and conve- returning guest’s name or dining prefniences available, food alone is not erences will make that guest feel special, enough. We think our burgers are the and that’s half the goal. best, but if all a guest wants is a burger, Bear in mind that a theme can be over-

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Your Take after local celebrities and leaders. It’s a fun way to show you know and appreciate the area and the people who make it great.

Your teams are the ones who bring the theme to life for the guest. If they’re not dialed into the theme, it will fall flat and won’t feel authentic. Selection, training, and retention are the keys to driving a unique dining experience where the vibe is right, the food and drinks are awesome, and the service is unrivaled.

Listen to feedback from your guest.

But don’t just listen to what they volunteer; ask for it. Be responsive and open to learning from what they are saying.

Creating memorable dining experiences means creating them every day— not just on a Saturday night date or a birthday celebration, but also when it’s just a Tuesday afternoon. Restaurants that serve memorable experiences every day will see those guests again and again.

INVITING DECOR, THOUGHTFUL PRESENTATION, AND ATTENTIVE SERVICE WILL BRING LOYAL GUESTS TO ANY RESTAURANT CONCEPT (AS L ONG AS THE FOOD IS ALSO EXCELLENT).

FORD’S GARAGE

done. Is it a welcome part of the experi- before, if they’ve called for information ence, or does it get in your face? Are you or a reservation). Ensure that all the eleemploying it in an obvious way, or are ments add to the theme or feeling you’re there elements where the theme shows up creating rather than detract. in clever ways that the guest welcomes?

Invest in your people and training— Remember, too, that what’s mem- even if all the other elements are workorable for one guest might not be for ing, there is no replacement for human another. It’s essential to have differ- interaction. A friendly and welcoming ent levers to pull to create those special environment is a must. moments. Even in our concept, which has Consider how guests will share their a clear and authentic connection to Ford experience. Do you have share-worMotor Company, we find that some of our thy elements? When guests share their guests love the car elements while others experiences, new diners discover you as are drawn to the more historic, authen- they’re deciding where to dine. At Ford’s tic touches throughout the experience.

Garage, we create share-worthy experiHow to begin? Think of your guest’s ences throughout the interiors and extetime with you as a journey, not just a meal. riors of our restaurant. If a guest has a great experience, we want them to share Try These Tips that with a friend.

Look at every guest touchpoint and Create an authentic connection with what happens there, from the moment your community. For example, our resthe guest walks through the door (even taurants offer Burgers of Fame, named

Michael Johnson is vice president of operations, and Sara Howell is vice president of marketing for Ford’s Garage. Ford’s Garage is a 1920s garage-themed burger and craft beer restaurant franchise and an official licensee of the Ford Motor Company, enabling them to use the company’s iconic blue oval logo and other brand imagery.

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11/13/23 11:00 AM

On the Rise BY SATYNE DONER

How to Create an “Anti-Chain”

BIG BAD BREAKFAST

Chef John Currence infuses the tastes of his childhood with pieces of local communities at New Orleans-based Big Bad Breakfast.

JAMES BEARD AWARD-WINNING chef John Currence can’t think of a place with a more abundant breakfast and brunch scene than New Orleans.

Growing up, he would pick up his grandfather from the train station with his dad and grab a greasy spoon breakfast at a diner called Allgood’s.

On special occasions, like after first Communion, they would have a highend brunch experience at Commander’s Palace in the Garden District.

“I’m so deeply embedded [in breakfast], it means everything to me,” Currence says. “We’re told our entire lives that it’s the most important meal of the day, but it seems to be the meal that gets the least amount of intention.”

Throughout his career, Currence lived in a world full of accomplished chefs with landmark restaurants, consistently hashing up ways to improve lunch and dinner. This same attention was never paid to the breakfast segment, so launching his own breakfast concept was a no-brainer decision.

Currence introduced Big Bad Breakfast in 2008 with the mission to share pieces of his New Orleans childhood with others: scratch-made biscuits, jellies, bacon, and sausage, freshly-ground grits, and a flavor palate unchanged by F S R M AG A Z I N E .CO M

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ESTABLISHED:

2008

FOUNDER: John

Currence

HQ: Oxford,

Mississippi

THE BRAND AIMS TO BRING NEW ORLEANS BREAKFAST CULTURE TO NEW MARKETS AND MOUTHS.

UNITS: 19

the harsh processing of preservatives. freshly-squeezed juices.

The restaurant name is derived from By 2013, the restaurant was drawthe book title “Big Bad Love,” written by ing steady crowds and regular waits.

Currence’s late best friend, Larry Brown. Currence partnered with his long-time While Brown’s favorite meal of the day friend Nick Pihakis, and together they was breakfast, his writing schedule kept opened the second location on the outhim asleep most mornings. skirts of Birmingham, Alabama. The two Menu favorites include the Cathead worked together on streamlining operaChicken Biscuit, classic flapjacks, and the tions and increasing the customer expeBig Bad Breakfast Plate, which features rience as the fledgling concept took off two eggs, a choice of meat, bread, and and grew into more than what Currence one side. Unique additions include the had ever planned.

Oyster Poboy and the Mother of All “I was thrown into the driver’s seat Biscuits. The menu also includes an … suddenly, in my early 50s, the doors expansive array of brunch cocktails and swung open and I’m staring at a learn-

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11/13/23 11:01 AM

On the Rise

BIG BAD BREAKFAST

“I’m so deeply embedded [in breakfast], it means everything to me. We’re told our entire lives that it’s the most important meal of the day, but it seems to be the meal that gets the least amount of intention.”

Bad Breakfast approaches 25 restaurants, Currence is preparing for 50.

BIG BAD BREAKFAST CRAFTS EVERY DISH FROM SCRATCH AND SOURCES INGREDIENTS FROM LOCAL But he’s careful where GRITS MILLERS, BEEKEEPERS, AND MICRO-ROASTERS FOR ESPRESSO. the brand goes; he says the ing curve that looks like Everest,” Cur- culture is its dedication to building part- concept won’t work on just any interstate rence says. “And that couldn’t be more nerships with local artisans and produc- exit, and is more successful in secondexciting. I love the challenge of learning.” ers. This, according to Currence, is the tier markets like Charleston, South CarWith what he calls a “ragtag band of brand’s way of marketing itself as the olina, and Louisville. He looks to where little rascals,” Currence pieced together a “anti-chain chain”—by looking and feel- the whitespaces for breakfast are; marcorporate team and surrounded himself ing like an integral part of the community. kets that aren’t heavily saturated with with a network of intelligent individuals This comes to life in the shape of local brunch concepts already. to expand Big Bad Breakfast. grits millers, local beekeepers, and local “We want to go as far as we can, buildUtilizing technology was a key piece micro-roasters for espresso. The Louis- ing a brand as big as we can get it, while of the puzzle while expanding that ville restaurant sources its coffee from executing everything from scratch every allowed for ease of operations in the Safai Coffee, who has been in the Ken- day,” Currence says. “It is an incredible back office, accounting, food inven- tucky area since 1998. challenge … but it is what our model is tory, and ideal scheduling. Technology “To further the 100-percent-from- built on. We aren’t a franchise.” also helped maintain a better quality of scratch model, the thought from the very Currence wants to grow with indiproduct than is available in most chain beginning was to find things in the com- vidual operating partners through jointofferings, says Currence. In all restau- munity that we could use,” Currence says. venture operations. He says these partrants, ingredients are monitored daily “I hope to telegraph to folks that we want ners should be like-minded, dedicated for freshness. Every meal is cooked to to be a party of the community gener- to the quality of Big Bad Breakfast, and order, and the aid of technology lightens ous enough to give us the opportunity give the brand the ability to accomplish the load on his staff, who are constantly to make a home there.” what it is meant for: to bring a piece of quality-checking.

Big Bad Breakfast is in Alabama, Mis- Currence’s childhood across the nation.

As Big Bad Breakfast has grown to sissippi, South Carolina, Florida, ArkanAs the brand continues to expand, 19 units and counting, each restaurant sas, Tennessee, and Kentucky. A fifth Currence stands behind his vision of has curated offerings specific to its loca- Alabama location in Huntsville, a second providing ample opportunities for his tion. For example, the Louisville, Ken- Arkansas location, and a breakthrough team to grow. “We truly are dedicated tucky, menu highlights the Big Bad Hot unit in North Carolina are coming down to improving the quality of life [of our Brown, which is made with black pep- the pipeline. team],” Currence adds. “We don’t lose per buttermilk biscuits, white cheddar The second Arkansas space, situated people to money. They can grow with mornay, roasted turkey, tomatoes, and in downtown Little Rock, opened on us if they’re on board. If they believe in house-cured tabasco brown sugar bacon. October 17 and is the 19th restaurant us, they can help us carry that banner Another pillar of Big Bad Breakfast’s in the brand’s growing portfolio. As Big forward.”

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11/13/23 11:01 AM

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11/15/23 1:54 PM

Behind the Scenes

BOB HOLTCAMP

ROLE: President/CMO BRAND: Bob Evans

Restaurants

UNIT COUNT: 440 HQ: New Albany, Ohio FOUNDED: 1948

BY CALLIE EVERGREEN

How to Modernize a Legacy Brand How has Bob Evans evolved within the farmto-table movement?

We’ve been in that space for quite some time.

We slow roast our turkey for six hours, and our pot roast for nine hours. All of our breads are baked fresh every day. There’s kind of heart and soul in our preparation, and we believe that’s part of the farm roots.

Farm-to-table means everything to us, and it doesn’t just mean a local grower to our restaurant. That’s a really difficult thing to do for restaurants across America; even one-off mom-and-pops—it doesn’t work that way.

We have a network of people we believe are part of our America’s farm fresh platform.

How have you modernized the 75-year-old brand to remain relevant?

Our biggest user is a millennial family, who thinks about food differently than the Gen X or baby boomer family did 20 or 30 years ago. All of our innovation has been looking at what the needs are of that group and staying relevant, and that means bigger, bolder flavor. We saw the millennial

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consumer of today thinking about carryout and takeout and delivery in a much different way, and so we engineered our website and built partnerships with third-party suppliers.

We built a whole line of family meals to-go, geared specifically to a family that wants a big bunch of chicken or big brunch. It was not only understanding what the consumer needed, but also engineering the menu and the operational side for off-premises to fit that consumer. That’s really what helped us through COVID, quite frankly; we built that muscle. And at this point, nearly a third of our volume and sales are [still] in off-premises, so we’re very proud of that.

How are you defining and highlighting the brand’s value proposition?

We looked at our menu and realized, heck, we’ve got over 30 items that are $8.99 or less that consumers can make across our value menus, and even embedded in our core menu.

That was a message we really wanted to get out to the consumer. I think a lot of people knew it already, but when you wrap it up that way, it has a nice punch to it.

BOB EVANS RESTAURANTS (4)

Bob Holtcamp previously clocked more than a decade at Wendy’s in roles ranging from vice president of brand management to SVP of brand marketing. Now the president and CMO of Bob Evans Restaurants, Holtcamp shares how he’s elevating the 75-old brand’s farmto-fresh value proposition to attract more families across the country.

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11/13/23 11:01 AM

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