November 3, 2025 • 45 mins
In this episode of the Restaurant Technology Guys podcast, host Jeremy Julian sits down with Scott Taylor, CEO of R&R Brands. Scott shares his fascinating journey from being a law school dropout to becoming a successful restaurateur. He provides insights into his experiences growing brands like Walk-Ons and Party Foul, discusses the structure and purpose of R&R Brands, and outlines his vision for helping other restaurant groups succeed. Scott also delves into common pitfalls for new restaurateurs, how to create value in casual dining, and the role of technology in enhancing customer experience. Listeners interested in franchising, restaurant growth, and brand building will find this episode particularly enlightening.
00:00 Introduction and Episode Overview
01:33 Meet Scott Taylor: From Law School to Restaurant CEO
03:19 Scott's Journey: From Marriott to Beef O'Brady's
05:50 Building Walk-Ons and Party Foul
07:38 The Birth of R&R Brands
13:14 Strategic Partnerships and Future Plans
18:35 Common Pitfalls for Restaurant Founders
21:26 Exploring R&R's Restaurant Concepts
24:16 Exploring Nashville Hot Chicken and Boozy Slushies
24:56 Expanding to College Campuses and Airports
25:33 Walk-Ons: The Ultimate Sports Bar Experience
27:09 The Future of Casual Dining
29:10 Enhancing Restaurant Experiences with Technology
31:32 Creating Value and Unique Dining Experiences
35:41 The Story Behind Rhythm and Rooster
36:59 R&R's Unique Approach to Restaurant Partnerships
39:40 Cultural Alignment and Future Growth
43:37 Staying Connected and Future Plans
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 2 (00:02):
This is the Restaurant Technology Guides
podcast, helping you run yourrestaurant better.
Speaker (00:14):
Hey everyone.
Welcome back to the RestaurantTechnology Guys channel.
Today's episode you are notgonna wanna miss.
I sit down with longtimerestaurateur and CEO of an r and
r brand.
Scott Taylor, let me tell you,he had some really cool stories
from a law school dropout toleading a growth brands like
Walk-Ons and Party Foul, Scott.
(00:35):
Shares some really cool storiesabout what it takes to build
restaurants, how he's learnedsome incredible lessons and what
it takes to run a successfulfranchise.
In today's day and age, we diveright into all of the things
that RR is building, theplatform that they're trying to
continue to grow and helprestaurants to succeed.
If you are a restaurateur,somebody that's in the franchise
(00:57):
space, somebody that's lookingto grow in technology or
anything else.
Please check out this episodeand stick around till the end
where Scott shares some of hisgreat secrets that have helped
him to propel himself to thetop.
If you don't know me, my name isJeremy.
Julian.
I am the Chief Revenue Officerfor CBS Northstar.
We are at the North Star pointof sale solution from
(01:18):
multi-units.
Please check us out@cbsstar.comand now onto our episode.
Jeremy Julian (01:24):
Welcome back to the Restaurant Technology Guys
podcast.
I thank everyone out there forjoining us, as I like to say
each and every time.
Now you got lots of choices.
So thanks for hanging today.
I am joined by a longtimerestaurateur who's, uh, who's
done a little bit of pivotingand I'm, I'm excited to dig in
with Scott.
But Scott, why don't you, uh,give our audience a little bit
of a primer on who is ScottTaylor, where did he come from?
(01:45):
And then let's talk about kindof your latest, uh, latest
venture.
'cause I'm, I'm excited to digin.
Scott Taylor (01:49):
So, where did I come from?
Is gonna be an interestinganswer there.
So, hey.
Hey everybody.
Uh, Scott Taylor.
Uh, I'm the CEO of r and rBrands.
And, uh, can't wait to kind ofwalk y'all through what, uh,
that's all about, but, uh.
I'm a restaurant guy, man.
Um, went to school at Florida,actually right before this was
at the gym, so wearing a GatorGator t-shirt, uh, and then
(02:09):
wearing my buddy, uh, fromHoppins hat who, uh, uh, I was
just joking.
Everybody wants to buy my hat.
And actually somebody at the gymtoday said, dude, cool hat.
I'm like, yeah, uh, thanks.
Like, damn, Josh.
I need really cool stuff, rich,because he's got good, you know,
Jeremy Julian (02:24):
you're, you're part of
Scott Taylor (02:25):
I am his marketing
Jeremy Julian (02:26):
start to have him send you a dozen hats.
You can be, start
Scott Taylor (02:29):
Yeah, he, he gave some challenge.
Sell a thousand.
I'm like, oh, that sounds greatfor you, dude.
Like, what's it do for me?
But anyhow, no, he's a gooddude.
Hopkins's a great brand.
I'm not gonna pimp anymore forhim, but there you go.
Good.
Check him out.
Uh, but, uh, no, I started, uh,went to uf, met my wife there,
um, graduated, actually startedlaw school at uf.
Um, and then, uh.
(02:49):
Always worked in restaurantssince I was a kid, you know, 13
and, uh, you know, just throughcollege, bartending, cooking,
things like that.
And just had an opportunity tobe an assistant manager at a
restaurant back in the day.
And I needed a break after, youknow, uh, semester, actually two
semesters of law school.
So imagine I was super excited.
My parents were to tell'em I wastaking a break and, uh, you
(03:09):
know, 30 years later and neverwent back.
So, uh, um, yeah, just got inthe space.
Worked, uh, my way up.
Uh, my big first, uh.
It's not a big job.
My first big company wasMarriott, where I really, I
think just learned organizationsystems, quality standards.
I mean, they are, they are, uh,ruthless in a good way, just
(03:30):
making sure stuff's right.
Uh, and then from there, just,uh, I really had three big jobs
in my career, you know, uh, acouple little things on off, uh,
kind of deals on the way, but Iworked for a brand out of Tampa
called, uh.
Uh, shell seafood restaurants,and, uh, my wife had worked
there.
Uh, it was just a great,
Jeremy Julian (03:49):
high volume, those places, man, I, I was, I
was there in town.
I was like, holy smokes.
These people just pushed throughsome
Scott Taylor (03:55):
it was insane, man.
It was a great brand.
Uh, still is a great brand.
Uh, we got, uh, you know, thefounder kind of stepped aside,
brought in a outside CEO thattook us public with nine
restaurants.
Super, not smart.
Um, we had no bench, we had noplan, so we grew to like.
I don't know, 55 restaurants inthree years, all corporately
owned.
Uh, but we were doing four or 5million bucks dinner only back
(04:16):
in the day.
That was huge volume.
Um, you know, and, uh, kind ofplateaued.
Hit a rough time a little bit.
Uh, one of my, uh, mentors who,uh, I think still one of my, my,
uh.
Uh, strongest mentors today is aguy named David Head, uh, had
joined us as CEO and uh, he andI had got it on this point where
we were turning it around and,but it was a nine year moment
(04:39):
for me and I'm like, I had thisopportunity to jump to Beef O
Brady's, which was this littlefamily sports pub franchise in
Tampa with like 35 or solocations.
You know, founders stillinvolved.
Uh, actually I think they justcelebrated their 40th
anniversary, which is supercool.
Um, uh.
Jeremy Julian (04:58):
Yeah, they've been on the show as well and
talked a little bit about thatand the, um, and their, uh,
their tap
Scott Taylor (05:03):
Yeah.
Brass Tap.
Yeah.
Yeah.
So, great guy.
So, you know, Jim Melody was uh,just a crotchety Irish guy, you
know, had failed at a millionthings.
Uh, funny story.
It was called Beef O' Brady's'cause he couldn't afford to
change the name.
I bought a sandwich shop calledBeefs and his wife's maiden name
is Brady's.
It was Beef o' Brady's.
Um, and it was.
Jeremy Julian (05:22):
that's
Scott Taylor (05:23):
brand to try to open.
You know, we'd be in Tawa,Tennessee and they thought we're
an Irish steakhouse.
I'm like, we got chicken wingsand burgers.
We don't have anything Irishhere.
So, um, but had a great time.
We grew that brand, almost 300locations and sold off to
private equity in 2010 ish orso.
And then I jumped to, uh, I hadsome mutual friend, um, uh,
(05:45):
working with these guys in BatonRouge.
They had a brand called Walk-Onsand, and some other brands.
And so, uh.
Got to know'em, spent some timegoing back and forth, uh, and
then spent 14 years there, uh,growing that brand from one to,
they've got 90 now or 91.
Um, but, uh, really cool brand,full service, sports bar, you
know, taste Louisiana.
(06:06):
Um, typically sports bars notknown for great food.
We used to have actuallyhorrible food.
Uh, early on when I, when Ijoined them.
Uh, the nickname used to be waitons or walkouts.
Um,'cause it worked.
Good or you wouldn't get it.
But, uh, what was like, uh,probably their biggest weakness
at the time is now probably thebrand's biggest strength is just
(06:27):
great food, cool culture, youknow?
Uh,
Jeremy Julian (06:30):
It's a cool
Scott Taylor (06:31):
yeah, it is man, the underdog mindset and the
whole thing.
So, uh, you know, uh, 14 yearsthere, I needed a minute, uh,
and just, uh, took that, uh.
It was a time both my kids weremoving out of the house.
We lived in Baton Rouge.
One went to University ofFlorida, the other one to
Florida State, um, which is alsoa really fun little time for the
(06:51):
holidays.
And those two get together, but.
Jeremy Julian (06:54):
I was gonna say that, that must be interesting.
Uh, Thanksgiving dinner
Scott Taylor (06:56):
It is.
And my wife and I both went toFlorida, so we had to like rock
paper scissor.
Who's gonna be the Seminole whenSavannah comes home?
But, uh, you know, unfortunatelyI've been the Seminole a lot of
late, uh, gotta work on my game.
But, uh, yeah, so, you know,the, it's that, that time, you
know, as a parent, man, yourkids are in the house, they're
gonna leave and, you know, uh,we'd been at Baton Rouge 14
(07:17):
years, let's do somethingdifferent.
So, you know, it took a little,little time, uh, actually just
did a lot of free.
I called it my free love tour ofhelping out friends, you know,
consulting, don't pay me or Igotta call you back, kind of
thing.
So I just figured out what Iwanted to do, what I didn't want
to do.
Hooked up with some friends, uh,uh, with a private equity group,
uh, for a short stint.
(07:38):
We put together kind of thisplatform of what we're actually
doing with r and r brands and,uh.
You know, the idea was, youknow, uh, in the space and
having been involved withprivate equity, you know, with
beefs, having been involved withbringing in private equity to
walk on, there's, there's, youknow.
That's a great, greatopportunity to write, to bring
(07:58):
in cash.
But by nature, with privateequity, there's an exit that's
kind of already in mind on thefront end.
'cause you're, you're gettingother people's money, you're
giving promising a return andthen, you know, you gotta get
it.
So, uh, you know, I was like,man, it'd be cool to have a
platform where we could justhelp people, you know?
Uh.
Genuinely without like stringsattached, Hey, sign here.
Uh, we just have control of yourcompany now.
(08:20):
Or, you know, let's put togethersomething where, uh, we could
provide like a strategicpartnership.
And, uh, that might just be it,you know?
Um, we could build our best inclass team and then be able to
kind of spread some of that, youknow, uh, knowledge with others
and not have to, uh, you know,uh, like I said, it, uh, it was.
(08:41):
It started out, at least on ther and r side of like, let's
build a really great team andhow do we afford that while
we're trying to build stuff?
Let's be, you know, maybethere's two or three groups we
can partner with on like supplychain or marketing or, you know,
finance.
And, uh, it, it has kind ofgrown into a lot more than that,
so, uh.
Uh, kind of along the way, um,uh, with my private equity
(09:04):
group, we had, uh, come acrossthis brand called Party Foul in
Nashville.
Uh, and uh, I had experienced itmaybe six years ago from what I
remember.
We got a little wasted theredrinking boozy slushies, uh, in
the Gulch, but, um, like what acool brand, cool name.
The food was good.
And I'm, uh.
I just remembered it.
And so we were kind of goingafter, you know, helping it, we
(09:26):
actually supported it through arestructuring process and uh,
you know, we came in on theother end.
Um, we went to acquire it and,uh, the partner we brought in to
buy it was actually my largestfranchisee at Walk-Ons.
Uh, this guy named Shane Morris.
And, and so it's likeinteresting dynamic'cause uh,
Shane and I were friends beforewe started the franchise.
(09:47):
He ended up becoming our largestfranchisee.
Uh.
And listen.
Wasn't hugging, hug, hugging itout every day.
We had some like
Jeremy Julian (09:55):
Yeah.
Well, franchisees, franchisorrelationships are never, are,
not never, but very seldom arethey, are they super
Scott Taylor (10:02):
Yeah.
But, but we always had mutualrespect.
We always had our breakfastmeeting, you know, and sometimes
it was a happy hour meeting ifwe need to have a little tougher
conversation, you know.
But, um, we always, uh, gotthrough it and like I said,
mutual respect.
'cause uh, uh, you know, I, Ialways looked at franchisees as.
Uh, as intrapreneurs, you know,we needed somebody who was an
(10:22):
entrepreneur, but willing towork within a system and, uh,
you know, so I respected thefact that somebody stepped up,
wrote a big check to us andbelieved in our brand.
So I felt this huge obligationto perform.
So, uh, we just got along, youknow, uh, through all that.
And so, gosh, had been a yearand a half later.
Next thing you know, we're inbusiness together with Party
Foul.
Um.
You kind of clicking, man.
(10:43):
Um, I was working with JohnTaffer a little bit at the time
as well on his brand.
Um, uh, John had been a friendfrom, uh, actually from the Beef
or Bradys days, met him manyyears earlier.
Uh, and so, uh, going throughthat, but, uh.
John eventually kinda moved onto, uh, grave Worthy, which was
a, which is something I helpedhim facilitate.
(11:03):
And Shane and I sat here andlooked at each other, said We
got Party Foul.
Um, but you've got all theseother brands.
And so he had developed, uh, twoother franchise full service
steak houses that he hadn'treally franchised in a long
time.
Uh, he owned Party Foul.
Uh, he's a large walk-onfranchisee and he has, uh.
Theaters, which was really kindof his passion.
He was a theater movie, theaterguy, family entertainment
(11:26):
center.
So said, man, let's put it alltogether.
Let's make one company.
Um, and, uh, build a team aroundit.
Uh, Shane was always like, man,I love what you did at Walk-Ons.
You know, how do we get the bandback together?
I'm like, well, you know, theband's on tour, some of the
bands still there, some of thebands in a different band or
whatever.
I don't know, you know?
And, uh, but it was, uh, kind oflike, you know, there were some
(11:47):
people that, uh, you know, hadbeen.
You know, they're a long timeand, uh, as well that, you know,
kind of, you, you hit that 10year mark, it's time for
something different.
So, you know, I hired a, our CMOwith r and r had, uh, been with
walk-ons 15 years.
You know, we'd worked together14 years.
That's a long time.
Hired a hiring a COO, or excuseme, CFOI worked with for 13
(12:10):
years, hired a VP of ops andconcept.
I worked with her 14 years.
Um, shoot, uh, tech guy, 14years.
I mean, ridiculous.
So like we, we just kind of kneweach other.
Um, so that was kind of an easyplug and play and, you know, put
together this, this restaurantplatform.
And, and like I said, it startedout to, um.
(12:32):
Be, let's support our brands.
Cody's Original Roadhouse, SantaFe Steak and Cattle.
Uh, walk On Sports Bistro willbe the best franchisee possible.
Um, and then Party Foul.
You know, we are a licenseealready, uh, in an airport.
Um, we wanted to build it into alicense and franchise model and
then kind of rejuvenate Cody'sand Santa Fe franchise.
So, uh, that's where it started.
(12:53):
Let's go crush it.
Um, you know, uh.
Jeremy Julian (12:57):
Well, and, and clearly, clearly you've got, you
know, plenty of experience bothon your own side and then just
kind of the team that you'vebuilt.
Uh, I had said to you before wehit the record button, it's
like, you, it feels like youcame outta nowhere, but
obviously you've been sitting inthe space, you know, for quite
some time having, you know,having done this.
So I guess.
Double click real quick for meand I, I, you know, kind of
corporate slang, but just doubleclick real quick.
(13:18):
So r and r, is it a growthvehicle?
You know, I know the guys atCrave Worthy, I just was with,
um, with Greg and, and Sam at a,at a, um, a local event here in
Dallas for the lead conference.
Um, and we're just kind oftalking a little bit.
Is it, are you trying r and r toturn into kind of a crave worthy
where you're buying brands,growing brands, building
franchisees?
Is it.
Is it new concept growth, youknow, from scratch?
(13:40):
And I'd love to get a little bitof a, a thought on kind of,
Scott, you built this superpowerful team.
Where are you going?
Where are you
Scott Taylor (13:47):
sure.
So, uh, there's Listen and Greg,Sam, great guys, Josh Halper.
Love those guys.
And actually they were tightwith John, so it was really good
thing for me.
Jeremy Julian (13:57):
I didn't realize that they were super tight.
I walked up to Sam, I'm like, isthis just for the camera?
He is like, no, no, no, dude.
I've known that
Scott Taylor (14:01):
Yeah, they call him.
Yeah, uncle John.
You know, so, I mean, it was a,it was like, uh, I felt, you
know, um, obligated because Icould only do so much.
It was really me, just myselfhelping John and these guys had
a team.
But, um, the, I'll say we, uh.
There's some, some similarities,but I think there's a real big
contrast, say from like a CraigWorthy and what we do with r and
(14:23):
r.
So, you know, RR we have, uh,close to 50 restaurants of our
own.
And so party fo right now, we'regonna
Jeremy Julian (14:29):
Oh, well.
Okay.
Scott Taylor (14:30):
five party files this year.
Um, they're all corporatelyowned.
Um, we're continue to open uptwo, I think two more walk-ons.
That'll be ours.
Their franchise is, but they, weown'em, so we'll be, you know.
Over 50 restaurants of our own.
So we are operators.
Um, what I think is interestingis we have opportunities to, um,
(14:52):
partner with, you know,restaurant groups and say, Hey
man, we've got, uh, this teamwe're buying.
Let's buy together.
We can be more efficient.
Um, you know, I think we're in aposition to be strategic
investors, um, but we don't haveto invest.
And so where we would differfrom, differ from private equity
in particular, or mostinvestment platforms, I think
even really crave worthy.
(15:12):
Um, we're not doing it, uh,because we have to invest.
Um, we're doing it because, hey,this is a brand we like.
Um, you know, and, and man, I,I've been in this business a
long time and I feel like, uh.
A lot of times there arepredatorial type groups out
there just waiting for thatgroup that either thinks they're
(15:33):
ready for an investor or thinksthey're ready to franchise.
And you know, somebody's gonnasay, yeah man, you're ready.
Everything looks great.
We'll do it and we will, uh,kind of get our tentacles in
here and take a piece of thisand that.
And they were Rev really neverready to grow or.
They'd take an investment at atime.
Maybe it was too early, theygave up too much of the pie for
nothing.
Um, and next thing you know,this thing's gone and the brand
(15:55):
identity's gone.
So, um, you know, we're gonnaannounce, uh, three, four,
probably big strategic dealshere in the next 60 days.
One of'em, uh, started out asjust purely, you know, uh,
managed services, strategicpartners.
We're gonna run every aspect ofyour business for you, including
executive, uh, as an interimtill we find like you a brand
(16:17):
president, but.
No intention of investing, um,just do it, you know, get a fee.
Kind of go from there.
As we've gotten to know'em,we're like, shoot, maybe we do
wanna invest with you.
Um,'cause being a partner isdifferent, but it wasn't a
prerequisite.
Uh, and it isn't.
Um, there's two other groupsthat uh, are just groups, guys,
groups.
Actually one run by guy run, onerun by a girl.
(16:40):
And, uh, but they're both greatbrands and they're kind of at
that pivotal phase where.
They can't afford theinfrastructure to get to where
they need to be.
They've gotten as far as theycould.
We can bring'em along and kindof help manage the business and,
and kind of coach'em up alongthe way.
Um, but uh, one of the brandsfor sure we probably would not
(17:01):
invest in.
And it's not because it's not agreat brand, it just kind of
just, it's.
It's geographically doesn't makesense for us.
Um, uh, they really just want togo, go, go franchise and, and
we're trying to be kind of abalance with that.
But listen, we're gonna, we'regonna help'em out.
We're gonna bring value.
They're gonna be buffed up andshined up and, you know,
(17:22):
whatever we gotta do to help'emout.
And then there's another that,you know, we may or may not, but
it's, once again, it's not aprerequisite.
Um, because I do feel, and thismight sound corny, I think
there's a higher purpose, uh, inthis business.
And if you've been in it, youknow, if you've had time on the
vine, like I've had, you know, Ithink there's some obligation to
kind of give back and help.
So, you know, uh, uh, that is abig part of what we're doing is,
(17:46):
you know, let's invest in the,in the business.
Let's see where there'sopportunities.
Uh, I know one particular group,uh, that we're already working
with that, uh, you know, we'regonna help'em get to this point.
And I've got a group who's gonnabe their investment partner.
It's not us, but I'm gonna put,I'm gonna put it together.
Uh, and I'm not gonna be therein the middle like, Hey, uh,
where's my big commission?
You know, kind of thing.
Uh, it honestly is like, uh.
(18:09):
Uh, is doing the right thing agood business model?
Probably not, but it's a goodpersonal model for me and I feel
like, um, you know, dude.
Jeremy Julian (18:22):
Let's you sleep on the pillow at night.
That's really where this showcame from.
Man, I, you know, I, I'm 30years in the business, you know,
on the tech side.
And 10 years before that, youknow, or eight years before
that, you know, working inrestaurants and it's like, you
know what?
There's so many mistakes.
And I guess not to take away thesecret sauce, but what are some
common things, Scott, that yousee, you're a founder.
You've grown to one or two orthree locations and you think
(18:44):
you're ready to go big.
You want to be the nextwalk-ons, you want to be the
next, you know, Chili's, youknow, whatever.
Um, and there's so many successstories and then there's so many
people that give up too much ofthe pie.
But is there anything that yousee commonly when you're talking
to founders that you, you wouldtell our listeners to think
about as they're there reallyrunning a successful 1, 2,
Scott Taylor (19:04):
Yeah, so I think if it's, uh,
Jeremy Julian (19:05):
that you guys have seen
Scott Taylor (19:06):
I think there's two
Jeremy Julian (19:07):
that, uh, that you think people need to be
thinking
Scott Taylor (19:09):
brand.
They're like, I wanna franchiselike everybody wants.
Franchise seems like it's soeasy, you know?
Right.
Jeremy Julian (19:17):
Yep.
I don't understand it, but Idon't understand it.
I, I love that your guys'
Scott Taylor (19:25):
love the franchise model, but not every model
Jeremy Julian (19:27):
you know what, then answer to anybody, but I'll
Scott Taylor (19:29):
you, your unit level economics gotta be super
right and tight.
Uh, if you're the founder, guesswhat?
You've gotta learn gray.
It's an amazing color.
Um, it's not black and whitebecause you're bringing in
partners.
That aren't looking for a boss.
So like, you've gotta be willingto, your brand has to evolve at
some point.
The brand's bigger than you.
So if you can't be open to newideas from partners joining and
(19:51):
being investing with you andyour brand, you're gonna
struggle, right?
So, um, franchising is not easyand it's, it's uh, I think
sometimes it's that ego gets inthe way, doesn't work.
You know, if you wanna docorporate growth.
I'm, I'm, you know, once again,what's the unit level economics,
man.
So these are cool.
You're doing good volume, butyou don't make any money.
Okay?
So let's figure out, let's, howdo we get the cost of the
(20:14):
building down?
Or we need to get your, yourprime cost a little tighter.
Let's look at your menu, orwhatever it may be.
Um, might have a great brand,just needs a little work.
Um, but, uh, taking capital tooearly and growing too fast is a
bad choice.
Um.
Getting an FTD done, which isnot chat.
GBT will do an FTD, which sucks.
(20:35):
Um, I wouldn't use it, but Imean, it's so easy to become a
franchisor.
Um, but uh, man, you can, youcan just screw it up so fast,
uh, getting caught up in thedazzle of what that would be.
So, uh, I'm like, man, just.
Take a minute.
Don't be in a rush.
Just make sure the model, likeprove it out.
Like operate, be the best at it.
(20:56):
Um, you know, get outside of onemarket.
You know, you got three greatlittle restaurants so they're
all in, you know, a 10 milering.
Go open one somewhere else.
If you think you're a regionalbrand and see if you can be
successful.
Um, you know, those are a lot ofthings you just, people don't
do.
Um, so, and then continue toinvest in the brand.
Jeremy Julian (21:25):
No, I love that.
Um, um, for, for the brands thatyou guys do run, I'd love for
you to just kind of, kind ofwalk our listeners through
people that haven't been to aparty foul, that haven't been to
the steakhouse, you know, whatare they, you know, kind of what
are the concepts?
Just to, to share with ourlisteners so that uh, when
they're in an area they can belike, oh dude, I heard this
Scott Taylor (21:41):
A hundred percent.
So I'll start with Cody's.
Cody's, uh, just celebrated 31
Jeremy Julian (21:45):
the way to go and, uh, or whatever that might
be.
I'd love to love to have youkind of.
Scott Taylor (21:48):
restaurants, uh, and it is a.
Uh, high value, great productsteakhouse.
Um, uh, some, some at one pointthey were like, oh, it's the
early Bird steakhouse.
Uh, because it does really wellwith that segment, but it's
just, it's a, it's a greatvalue.
A lot of food.
But, you know, hand cut steaks,I mean, legit foods, you know,
(22:09):
small spaces.
Uh, gosh, we've got one that's,uh, they're all dinner only.
Um, one that does just over 6million bucks in sales dinner
only.
That's crazy and like 4,000square feet, like all day long.
Great opportunity.
Right?
Uh, Santa Fe station.
Yeah.
(22:31):
Yeah.
So I'm like, we need to punch abunch of them babies out.
So, uh, you
Jeremy Julian (22:35):
within that size
Scott Taylor (22:36):
model, but
Jeremy Julian (22:37):
uh, steakhouse at
Scott Taylor (22:38):
need to get in a position to grow.
Santa
Jeremy Julian (22:39):
a heck of a lot bigger than that, and you got a
whole lot more rent to cover.
Scott Taylor (22:42):
And so, uh, they are spread out across Louisiana,
Alabama started in Nashville.
Uh, we have restaurants inOklahoma, I wanna say 16, 17 of
those.
Um, uh, a little, uh, higherend, but more of a southwestern
twist.
So fajitas, you know, somedifferent types of southwestern
items on the menu as well as, Imean, great.
(23:04):
Uh, steaks, margaritas, um, youknow, lunch and dinner, good
volumes.
You know, some of those units up6 million plus as well, a unit.
Uh, and in that six to 6,500square foot range.
Um, uh, so like I said, at 30,30 years old this year, uh,
party Foul, oh my God.
But Party Foul just goes inNashville and it's been my baby
(23:25):
for a while.
I mean, the name when party'syour first name and foul, FOWL
for chicken.
But I can remember in college,in a fraternity that was, you
knocked ever a buried.
It didn't finish your shot.
Somebody changed the music partyfoul, you gotta do a shot.
You know, so we've played intothat whole thing.
And, uh, you know, it'sNashville Hot Chicken, um,
(23:45):
which, uh, if anybody's curioushow to make that, it's basically
take bacon grease, uh, and thenmake it spicy and toss fried
chicken in it.
So it's super healthy.
Um, but it's unbelievably good.
We do a, you know, house mademild, medium hot, and then our
poultry geist, which is ourhottest, is right at 2.3 million
on the Scoville scale.
Um.
(24:06):
It'll, it will light you up.
Um.
In many ways it, it has days ofbenefits with the light up on
that side.
But, uh,
Jeremy Julian (24:15):
Oh my gosh.
Scott Taylor (24:16):
so, uh, you know, Nashville hot chicken, uh, we
have some other sub asidechicken, lots of variations, but
the menus focus there.
Boozy slushies, man, are ourthing.
Um, lots of different flavors.
The bushwhacker will take youwhere you need to be and then,
uh, you know, if you need aextra shot, we just drop in
airplane bottles of screwballairplane bottles of whatever it
is.
Uh, you can get a big one, get alittle one.
(24:37):
We do a big brunch for two.
That's a whole chicken on a 65ounce Bloody Mary.
Um, so it's just fun factor.
Uh, shoot.
We do, uh.
Shots, skis like you do at atailgate.
So if you're having a good time,we'll do shots, skis, we'll do
shot uh flights, we'll do allkinds of different stuff.
But it's, it's a good time.
Uh, our growth.
(24:58):
Honestly, we see this as likethat college campus place that,
you know, if you're going toGainesville, uh, where I went to
school, you're right acrosscampus.
Like we're looking at a siteright at Midtown across from
campus.
Uh, we've got one opening nextto the campus Sigma House at
Louisiana Tech, uh, in Ruston.
Uh, we're opening one rightacross from Vanderbilt,
literally across from theirproperty line.
(25:20):
Uh, up here in Nashville, one inMiddle Tennessee State,
Murfreesboro.
And then we'll still be, youknow, kind of growing in the
neighborhoods.
But, uh, and then we have one atthe airport as well, Nashville.
So, uh, super fun brand, man.
We love it.
Uh, and then walk-ons.
Listen, uh, uh, if, uh, we werevoted number one sports bar in
America about ESP.
Um, great food, legit, uh, AVpackaged, like Best Buy on
(25:45):
steroids.
Um, but, uh, you get the best oflike good southern hospitality,
legit Louisiana cuisine, but notover the top.
It's probably 30% of.
Jeremy Julian (26:05):
Unique.
I mean, to me, the Walk-Onsexperience,'cause I haven't,
I've been to Party Foul, Ihaven't been to the other two
brands, but, you know, Walk-Ons,the cool thing for me is, is
it's not, you know, you, you'vegot a menu that's variety, you
know, wide
Scott Taylor (26:17):
man.
And I, you know, people I thinkwith, uh, when you say Cajun,
sometimes they
Jeremy Julian (26:20):
and can still experience
Scott Taylor (26:22):
Louisiana food is
Jeremy Julian (26:22):
that special twist on something, you know,
Scott Taylor (26:25):
My thing was like, we've gotta take the salt
shakers off the table.
'cause everybody rolls up andthey're like, they're like, your
food's salty.
It's like, well, if you had totaste it at first, you'd have
seen it's already seasoned, thisLouisiana cuisine.
But no, walk-ons is great, man.
And, uh, they're on a awesomegrowth trajectory.
So, uh, you know, we, uh, weopened, uh, our 11th restaurant
in central Louisiana as afranchise.
(26:47):
And, uh, we'll open inJacksonville, I wanna say, uh.
Late September and then do andAlabama in, uh, October.
Those will be the last two onour deal and we'll, we'll have
13 walk on.
So.
Jeremy Julian (27:09):
Love it.
So, um, Scott, there's been alot written about kind of the
death of casual dining recently,and, you know, and, and I, and I
think about, you know, as Iwatched you go through the four
different brands that you guyslook at, you've gotta, you've
gotta create an experience.
I'd love, I'd love your thoughtson, you know, for our listeners
out there, why, why are you sobullish on being able to grow
(27:29):
these brands where everybodyelse is like.
Well, maybe I need a drivethrough.
Maybe I need a, you know, I needsome other way to, to get
consumers and get top linerevenue.
And I look at you going, no,
Scott Taylor (27:40):
Yeah.
So, you know, I hate when peoplesay back at COVID
Jeremy Julian (27:42):
you know, from a long time
Scott Taylor (27:43):
a long time ago.
But it did, you know, whenpeople were locked up, you know,
they gotta get out, you know,they wanna be around people and
so
Jeremy Julian (27:49):
um, and whatnot.
So
Scott Taylor (27:50):
Full service restaurants will never go away
casual.
Or,
Jeremy Julian (27:53):
you
Scott Taylor (27:53):
fast casual is gonna try to
Jeremy Julian (27:55):
kind of jumping, jumping through
Scott Taylor (27:56):
it.
And listen, there's a, there's amodel for a polished, fast
casual that we will do with acouple of these brands where I
think it makes sense, thathybrid model.
Um, but you know, there's somany places to eat.
You can eat a grocery store athome, gas, it doesn't matter,
man.
So, uh, I think, uh.
Having an experience is, uh,beyond just the food is, is, uh,
(28:17):
very, very cool.
People want it, right.
Um, but it's gotta be, there'sgotta be more to do as well.
So, you know, I hate to go in arestaurant like I.
Uh, like there's certain thingsthat just will piss me off, but
if I go in a restaurant ordinner and the lights are too
bright, I will literally get upand go find the server rally and
the dimmers and dim the lights.
And people are like, what areyou doing, sir?
(28:38):
I'm like, uh, doesn't that lookbetter?
Like, oh my God.
I like, we'll, get a littlesharpie, mark this right pm Old
school, like, I, we're here toeat, not perform surgery.
Like it pisses me off.
Or if the music's off, like,Hey, can you, y'all got music up
in here or something, you know?
Um, I think when done right andthe vibe, you know, call it the
lava, you know, the, thelighting, ambiance, volume,
atmosphere.
When the lava's right, thefood's great, sometimes the food
(29:00):
almost is second to theexperience.
So I think people go out andwant to just have a good time
and a good meal, have a cocktailor two if they want.
Uh, and then what else?
Right?
So that's where tech comes in,man.
How do you gamify?
Not necessarily gambling though,that you can do that.
And I think there's some brandsdoing a great job with it.
But, um, you can do gamified,uh, things through your loyalty
(29:22):
app.
You can create interactivity inthe restaurant where there's
just more reasons to be there.
Um, and then, uh, you know, froma tech standpoint, there's
things that, uh, you know, allowyou to just have a great
experience in full service whereI think.
Where things have gotten toughfor a lot of brands.
Listen, there's labor pressures,there's commodity pressures.
(29:42):
You know, you hear tech and ai,you're like, oh my God, I don't
want a robot, which I don't wanta frigging robot waiting on me
either, uh, but you know, Icould be in the best restaurant
at the best server that just gotset at 10 top and I don't care
how good you are.
That person's tied up with that10 top, I'm not getting a drink,
I'm waiting.
So I'm cool with scanning a QRcode, send me to the drink,
(30:02):
things like that.
I don't wanna live and die by aQR code and no human involved or
even like just somebody droppingfood.
So there's ways I think tech cankind of make the experience.
Great tech can do some thingswhere you create interactivity
in the restaurants.
It just, you know, theentertainment type deal, you
know?
Um.
And so, you know, uh, with allthese brands, just trying to
(30:24):
find ways to make it fun.
Um.
The old school trivia, it soundslike.
Uh, you know, karaoke never inmy life hate karaoke.
They sit there, they drink adiet Coke.
I'm just, no offense if you're akaraoke guy, I apologize, but I
can't stand it.
But like, other things, youknow, are interactive.
Like, there's just a reason tobe there, you know, and, and,
um, I, I, I don't think peopleall just wanna go through a
(30:45):
drive through or get somethingdelivered.
Uh, there are a lot of peoplelooking to go someplace.
We just wanna be that placethat's more than just food.
Jeremy Julian (31:07):
Mm-hmm.
Scott Taylor (31:16):
Oh yeah.
Jeremy Julian (31:19):
Yeah, no, and I, I remember talking to a CEO
years ago and he's like, youknow what?
People are dining out to have anexperience.
They're not dining out just'cause to your point, they can
go get food cheaper at thegrocery store.
They can go get food at the gasstation, they can go get, drive
through.
And now I guess that, that'd bethe last thought I have here,
Scott.
Is, is the, the pricing forcasual dining and, uh.
(31:40):
And fast casual has gottencloser.
You know, uh, you know, you andI have been around this space
for a long time.
I've, I happen to have a familyof six, four kids and, and my
wife and I.
So when all six of us go out, itvalue is a big piece of it.
I guess I'd love your thoughtson how do you create value but
still create.
An experience and make sure thatyou're making money because you
know, in casual dining it's atough deal to do.
(32:02):
You've gotta be able to servepeople, right?
I had that exact experience lastweek, or actually this weekend
where I went to a brand that Ilove.
We go all the time and the guygot set a 10 top and
Scott Taylor (32:11):
No, seriously, man.
I think, um,
Jeremy Julian (32:13):
all within five minutes of each other.
And I was like, I knew and I waslike, Hey, they screwed
Scott Taylor (32:18):
equals value.
So experience is a big part of
Jeremy Julian (32:21):
You know, I, I know.
And it was a 16-year-old
Scott Taylor (32:23):
there's just been this desire
Jeremy Julian (32:24):
watched the manager watch her do it, and
then did not
Scott Taylor (32:26):
will pay it.
They know, they know,
Jeremy Julian (32:28):
that's a different story for a different
day.
But I, I'd
Scott Taylor (32:30):
You know, and I always look at it,
Jeremy Julian (32:31):
that drives me nuts because it's like, dude,
you're standing there.
Get your lazy ass up and go help
Scott Taylor (32:35):
so many places I go, you know, and I guess
there's some days I'm that, youknow, I'm just gonna like chow
and like pack it in.
Uh, but most people eitherthey're needling up, which I,
that's a crazy little deal.
You know, I've been jokingaround.
We need to have like a, uh, likeI'm on j or a Ozempic menu or
(32:56):
something.
Do a sh done a shot.
Just get a shot.
Let's do a shot or somethingfunny.
But, uh, you know, it's like,uh.
You know, uh, smaller portions,man.
Let's, let's give a tasting ofthings.
You know, I see value.
If I could hit the table withthree things for 20 bucks versus
one, you feel like you got agood value in the whole deal.
And it's not like, you know,entree, beverage, dessert, I
(33:16):
mean, like, you know, justdifferent stuff.
Variety, shareable things, man.
Um.
I think, uh, we, we tested thisreally cool kids concept, uh, in
one of our other brands, but,uh, where you had to, you know,
sat down, you four kids, you andyour wife, you gotta lock all
Jeremy Julian (33:31):
I love
Scott Taylor (33:31):
up and cage on the table and stay there the whole
time.
And if you do, you open the doorto this new menu.
That's kind of fun.
You get to do stuff, but like,dad's like, it's work.
It's work.
We'll suck it up, dad.
Like it's, uh, it's my friend.
It's my friend.
Yeah.
They want.
(34:10):
Uh, so item wise, I would saythe, uh, the sirloin.
If you go to Cody's, just
Jeremy Julian (34:16):
Yeah.
Spend time with your kids,
Scott Taylor (34:17):
everybody's like, Ooh, the sirloin is actually
just a really
Jeremy Julian (34:20):
We've got a family rule.
No electronics
Scott Taylor (34:21):
were gonna go to Santa Fe, I think the fajita is
rock, or I love the ribeye.
Uh, if you go party foul, I'd
Jeremy Julian (34:27):
last
Scott Taylor (34:28):
uh, hot cheddar sandwich.
Uh, I would do it,
Jeremy Julian (34:31):
is your go-to, or if I'm a
Scott Taylor (34:32):
medium's a little hotter than.
Most the hot, the hot's gonna,it's gonna light
Jeremy Julian (34:37):
what are your
Scott Taylor (34:37):
Like it's good.
It's gotta have a
Jeremy Julian (34:39):
as they're out traveling and,
Scott Taylor (34:41):
Hold you guys.
If you're that guy, go for it.
Like, but you know, get ready.
Uh, if you were at walk off.
(35:02):
Oh, no, no.
It'll take you up big time.
No, listen, walk-ons, man.
I love the, uh, uh, first I'llcrush the red beans all day.
I think they blow Popeyes away.
Sorry, Popeyes.
Uh, they, the walk-ons arelegit.
Um, the gumbo is, is.
Ridiculous.
Uh, probably the best sellerthere, but it's like belly up
time is the Bayou pasta.
It's like a crawfish cream saucetop
Jeremy Julian (35:22):
that mistake the first time.
By the way, real quick.
I was at Prince's, you know,maybe 10 years ago before
Nashville Hot Chicken hit thehit the market, and I got the
medium at Prince's hot chickendown by y'all, and I was like,
woo,
Scott Taylor (35:32):
uh, let me tell you about, I wanna tell you a
Jeremy Julian (35:33):
I normally like
Scott Taylor (35:34):
our wrap up
Jeremy Julian (35:35):
just the medium was way too much.
So, sorry.
I'll let you keep going.
Scott Taylor (35:41):
Yeah, so r and r started out, you know, Shane and
I got together with Party Foul,you know, like, let's come up
with an entity name, you know,and I'm like, and it took
forever.
And I'm like, how aboutA-S-A-P-L-L-C?
Or L-F-G-L-L-C?
Can you just come up with aname?
And then finally it was Rhythmand Rooster.
I'm like, all right, well that'sdumb, but that's fine.
Let's go book it.
I need, I need an entity.
Let's get licenses.
And so Rhythm and Rooster is, isuh, you know, makes sense.
(36:04):
Nashville Rooster is chicken, sowe're cool.
So then r and r was floatingaround.
Uh, let's come up with thisrestaurant concept.
Well, it's not rhythm androoster.
Jeremy Julian (36:12):
That was where I
Scott Taylor (36:13):
You know, it's about getting the
Jeremy Julian (36:14):
how do people engage?
Tell us more about r and r andkind of
Scott Taylor (36:17):
we're gonna help other people and try to be
different, let's, let's bedifferent.
So we can't be rinse and repeat.
You know, if we're restaurantpeople, we operate restaurants
with resilience, you know, ifwe're gonna help you out and
figure out where you're at,we're going to give you a
little.
Rest and relaxation.
And so it's all these things oflike, what do we do and how do
we define ourselves?
(36:38):
What are we, what aren't we?
Um, I think the biggest part ofour portfolio is going to be
these, uh, these partnershipsthat we create with, uh,
different folks because, uh,oops, sorry.
I lost you there.
You still there?
Okay.
I just lost your picture.
Okay.
Sorry about that.
(36:58):
Uh, I can hear you we're good.
Um, no, but, uh, the, uh, Ithink that's gonna be the
biggest part of what we dobecause, uh, you know, having
been engaged, uh, with aninvestment group in the past,
they tend to want to make you.
Conform to how they do it orwhat they do.
Um, and uh, you look at a lot ofportfolios that have multiple
brands and they tend to all endup looking the same, like
(37:21):
vanilla yogurt, and nobody likesvanilla yogurt.
Like you just gotta put stuff inand make it difference so, you
know, we'll, we'll.
Take this curated approach, um,with these folks.
And I think, you know, uh,having been franchisees,
franchisors, licensors,operating around stuff, we just
have a really uniqueperspective.
So, uh, and I think that givesus some legitimacy coming in
(37:43):
that like, we're not, uh, oh,these bankers that, uh, we
really love the space.
Like, well, what, what do youknow about this space?
Yeah, like.
No, man.
Yeah, we're a restaurant dude.
We got people.
So like, take a minute to get toknow us.
Culture's key man.
Like we don't wanna change whatyou do.
(38:05):
Let's try to make you efficientand, uh, you know, I'm more
excited about, uh, you know,listen, we got great brands.
We're gonna grow'em.
That's gonna be insane.
I'm stoked.
We're, uh.
Super secret.
We're about to announce theacquisition of a large
franchisor.
We will pick up probably 85restaurants here in the next 60
days.
Uh, and then we're gonna partnerwith a large full service brand,
(38:26):
um,
Jeremy Julian (38:27):
Yeah, you've gotta, you've gotta make your,
your p and ls
Scott Taylor (38:30):
55 locations that we'll
Jeremy Julian (38:31):
you're like, this doesn't work for a restaurant
man.
This is not how a restaurantoperates.
I, I hate
Scott Taylor (38:35):
25 locations of two other brands that'll just be
pure partnerships and, and, uh,support.
But, you know, in all thoseinstances, it's, uh, and meeting
with the teams, it's like, um,you know, we don't wanna, like,
we don't wanna change what yougot.
I mean, there's obviously,there's gonna be a fresh set of
eyes walking in, right?
Hey, uh, we can help you here,there.
(38:57):
Yeah, but not coming in like,you know, flexing.
Like, you guys, you know, youneed, like, no, they, they're,
you didn't make this bar if yousucked, right?
You just, everybody sucks atsome point.
So we just want to bring a freshset of approach and help every
be better.
And honestly, it makes us bettertoo.
So, uh, that's the most excitingpart.
Jeremy Julian (39:32):
Yeah.
Have you thought about this?
Have you thought about that?
Yeah.
Scott Taylor (39:39):
Yeah.
You know, and so, honestly, thissounds weird, but we have to be
a culturally aligned group.
Um, and that is honestly thefirst box.
So there are some greatopportunities.
We've met with some people.
I'm like, there is no
Jeremy Julian (39:51):
Well, and what is that
Scott Taylor (39:52):
I don't, not
Jeremy Julian (39:53):
you know, what is that?
What is that customer that youguys are looking for?
Is it a brand like we talked
Scott Taylor (39:57):
sorry, like I cannot deal with
Jeremy Julian (39:59):
and is looking to get outside of the region?
Scott Taylor (40:01):
Yeah.
Jeremy Julian (40:02):
you know, at a place where they're like, Hey,
we own it and I'm 65 and I'mlooking
Scott Taylor (40:06):
know, it's
Jeremy Julian (40:06):
to spin it off.
Like, you know, kind of who are
Scott Taylor (40:08):
And it could be the best investment on the
planet.
It could be
Jeremy Julian (40:11):
with r and r?
'cause again, you guys have
Scott Taylor (40:12):
it has to be people that vibe.
Like you've
Jeremy Julian (40:14):
go in and help accelerate the
Scott Taylor (40:16):
You've gotta be about quality.
You've gotta want to, you know,um, just work hard and do what
needs to happen if you're lazy.
My dad told me you can't fixlazy mean and stupid.
You just can't, you know?
And so it is what it is, right?
Um, and so.
And stupid.
That's such a bad word, but, youknow, uh, we can
Jeremy Julian (40:36):
so if they're not willing to do a shots ski and
during the interview process,maybe, maybe
Scott Taylor (40:39):
you're lazy me, and that's forever.
I can't make you out lazy.
If you're mean, you're justfreaking mean, you know?
And so we don't like that thing.
So those are knockouts for us.
Um, but yeah, smaller brandsthat, uh, you know, what I was
just saying are some big brands,um, that are, that we, uh, you
know, I've, I've brought on acouple million bucks in g and a
to make sure we do it right.
(41:00):
Uh, and we've kind of put a, acap on it saying with these four
that we'll announce we're notdoing anything else for nine
months.
Um, so you're not gonna hear oracquirers or partners with 10
more deals, uh, because whatwe're gonna do is we're gonna
suck.
And so, mm-hmm.
I want to overperform, I wannaover deliver.
I want to be amazing, uh, anddelivering what we promise to
(41:22):
our partners and as well withour own brands.
If we do that, reputation willallow us to be able to continue
to grow and do what we want todo, but.
Man, it's just, you know, it'slike you wanna work with people
that you're aligned with andvalues and culture and, you
know, belief system.
And, uh, there's a lot of waysto make money, man.
And I just don't, I don't worknext to people.
(41:44):
I just like, Ugh, dude.
Yeah.
Have couple, be with them andsee how they are when they
loosen up and then go take'emgolfing.
'cause if you're an, it comesout when you're a golfer and uh,
so you know those two things,you're gonna figure it out.
(42:08):
Oh yeah.
You know what, uh, walk back tothe walk-ons day.
Get a little secret.
We used to, sometimes we'd pick
Jeremy Julian (42:23):
part of, that's my number one factor when I'm,
can I have a beer with theperson
Scott Taylor (42:27):
you know, there was a guy at Workforce,
Jeremy Julian (42:28):
I can't, if I don't really see myself ever
hanging out with this
Scott Taylor (42:30):
but, uh, you wouldn't look at him and think,
oh, he's part of the executiveteam or anything else.
And he wasn't, but he was partof our team.
He was a studded, you know, 10years.
And, uh, I would listen to the
Jeremy Julian (42:43):
Well, I always do the, the spouse test, have
Scott Taylor (42:45):
pick up somebody and they're like, engaging, oh
my God, what do you do?
You're so friendly.
And other people like, so, you
Jeremy Julian (42:49):
had a guy that was, I had an offer letter in my
Scott Taylor (42:51):
just like rude or, so where are you dropping me
off?
And like, what's your, what,like what, what other
Jeremy Julian (42:55):
I just said, no.
Scott Taylor (42:57):
Dude, I'm like, peace out.
Like, you know what, that's partof that guy's, part of our
family.
And and ironically we wouldbring that person in to like
kick off a discovery day andthey're like, uh, what's he
doing there?
You don't remember Willy Willy'sthe guy that grabbed you at the
airport?
Yeah.
Willy's been here 10 years.
He's uh, he's part of our team.
Man.
You treated him like an asshole.
(43:18):
Yes.
What's ironic is we've alreadyarranged for your trip back to
the airport.
Was so great to meet you.
Appreciate that.
So, I mean, yeah.
Jeremy Julian (43:32):
Okay, you're outta here, man.
Scott Taylor (43:38):
Yeah, so RR we, you know, we're on LinkedIn.
You could, you could follow usthere, you can message, you go
to RR and r brands.com.
It's spelled out the a and d,uh, connect with me on LinkedIn.
Um, I'm pretty good.
Uh, I work really hard actuallyto, to
Jeremy Julian (43:52):
Yeah.
You're like, uh, you treated himlike an asshole and now, now you
might not be a
Scott Taylor (43:55):
going on, man.
I, I'd love to, uh, chat withanybody, you know, and, uh, you
know, we're, like I said, we'renot out.
Jeremy Julian (44:02):
No, I love
Scott Taylor (44:03):
point, um, and
Jeremy Julian (44:04):
So how do people stay, stay in touch, Scott.
Like where, what's the best wayto stay connected?
Hear about all of these
Scott Taylor (44:09):
to get our stuff together.
Why are you out thereadvertising?
We're not adv
Jeremy Julian (44:12):
reach out
Scott Taylor (44:12):
telling our story, you know?
And so, um, but uh, you know, aswe, uh, uh, those would be the
best ways to reach out, man.
And as soon as we, um, you know,get our arms around everything
we're doing feeling real good,we're gonna continue to expand
and grow and do some cool stuff.
But yeah, I think those are theways to keep in touch, man.
And, uh.
Um, yeah.
(44:33):
Watch this.
We're gonna, we're gonna dosomething really cool.
Jeremy Julian (44:47):
Mm-hmm.
Scott Taylor (44:48):
Absolutely.
Jeremy Julian (45:11):
Love it.
Well.
Well, like I said, uh, at theonset, Scott, I was excited to
see, you know, once I gotintroduced, you, I've been kind
of watching what y'all have beendoing and it's been fun.
And so I'm excited to check outthe concepts.
Um, thanks for sharing thestories.
Thanks for sharing even kind ofsome of the early days at
Walk-Ons.
I love that.
Uh, um, to our listeners guys,uh, thank you guys for hanging
out, uh, and, uh, make it agreat day.
Speaker 3 (45:34):
Thanks for listening to The Restaurant Technology
Guys podcast.
Visit restaurant technologyguys.com for tips, industry
insights, and more to help yourun your restaurant better.
This is the Restaurant Technology Guides
podcast, helping you run yourrestaurant better.
Speaker (00:14):
Hey everyone.
Welcome back to the RestaurantTechnology Guys channel.
Today's episode you are notgonna wanna miss.
I sit down with longtimerestaurateur and CEO of an r and
r brand.
Scott Taylor, let me tell you,he had some really cool stories
from a law school dropout toleading a growth brands like
Walk-Ons and Party Foul, Scott.
(00:35):
Shares some really cool storiesabout what it takes to build
restaurants, how he's learnedsome incredible lessons and what
it takes to run a successfulfranchise.
In today's day and age, we diveright into all of the things
that RR is building, theplatform that they're trying to
continue to grow and helprestaurants to succeed.
If you are a restaurateur,somebody that's in the franchise
(00:57):
space, somebody that's lookingto grow in technology or
anything else.
Please check out this episodeand stick around till the end
where Scott shares some of hisgreat secrets that have helped
him to propel himself to thetop.
If you don't know me, my name isJeremy.
Julian.
I am the Chief Revenue Officerfor CBS Northstar.
We are at the North Star pointof sale solution from
(01:18):
multi-units.
Please check us out@cbsstar.comand now onto our episode.
Jeremy Julian (01:24):
Welcome back to the Restaurant Technology Guys
podcast.
I thank everyone out there forjoining us, as I like to say
each and every time.
Now you got lots of choices.
So thanks for hanging today.
I am joined by a longtimerestaurateur who's, uh, who's
done a little bit of pivotingand I'm, I'm excited to dig in
with Scott.
But Scott, why don't you, uh,give our audience a little bit
of a primer on who is ScottTaylor, where did he come from?
(01:45):
And then let's talk about kindof your latest, uh, latest
venture.
'cause I'm, I'm excited to digin.
Scott Taylor (01:49):
So, where did I come from?
Is gonna be an interestinganswer there.
So, hey.
Hey everybody.
Uh, Scott Taylor.
Uh, I'm the CEO of r and rBrands.
And, uh, can't wait to kind ofwalk y'all through what, uh,
that's all about, but, uh.
I'm a restaurant guy, man.
Um, went to school at Florida,actually right before this was
at the gym, so wearing a GatorGator t-shirt, uh, and then
(02:09):
wearing my buddy, uh, fromHoppins hat who, uh, uh, I was
just joking.
Everybody wants to buy my hat.
And actually somebody at the gymtoday said, dude, cool hat.
I'm like, yeah, uh, thanks.
Like, damn, Josh.
I need really cool stuff, rich,because he's got good, you know,
Jeremy Julian (02:24):
you're, you're part of
Scott Taylor (02:25):
I am his marketing
Jeremy Julian (02:26):
start to have him send you a dozen hats.
You can be, start
Scott Taylor (02:29):
Yeah, he, he gave some challenge.
Sell a thousand.
I'm like, oh, that sounds greatfor you, dude.
Like, what's it do for me?
But anyhow, no, he's a gooddude.
Hopkins's a great brand.
I'm not gonna pimp anymore forhim, but there you go.
Good.
Check him out.
Uh, but, uh, no, I started, uh,went to uf, met my wife there,
um, graduated, actually startedlaw school at uf.
Um, and then, uh.
(02:49):
Always worked in restaurantssince I was a kid, you know, 13
and, uh, you know, just throughcollege, bartending, cooking,
things like that.
And just had an opportunity tobe an assistant manager at a
restaurant back in the day.
And I needed a break after, youknow, uh, semester, actually two
semesters of law school.
So imagine I was super excited.
My parents were to tell'em I wastaking a break and, uh, you
(03:09):
know, 30 years later and neverwent back.
So, uh, um, yeah, just got inthe space.
Worked, uh, my way up.
Uh, my big first, uh.
It's not a big job.
My first big company wasMarriott, where I really, I
think just learned organizationsystems, quality standards.
I mean, they are, they are, uh,ruthless in a good way, just
(03:30):
making sure stuff's right.
Uh, and then from there, just,uh, I really had three big jobs
in my career, you know, uh, acouple little things on off, uh,
kind of deals on the way, but Iworked for a brand out of Tampa
called, uh.
Uh, shell seafood restaurants,and, uh, my wife had worked
there.
Uh, it was just a great,
Jeremy Julian (03:49):
high volume, those places, man, I, I was, I
was there in town.
I was like, holy smokes.
These people just pushed throughsome
Scott Taylor (03:55):
it was insane, man.
It was a great brand.
Uh, still is a great brand.
Uh, we got, uh, you know, thefounder kind of stepped aside,
brought in a outside CEO thattook us public with nine
restaurants.
Super, not smart.
Um, we had no bench, we had noplan, so we grew to like.
I don't know, 55 restaurants inthree years, all corporately
owned.
Uh, but we were doing four or 5million bucks dinner only back
(04:16):
in the day.
That was huge volume.
Um, you know, and, uh, kind ofplateaued.
Hit a rough time a little bit.
Uh, one of my, uh, mentors who,uh, I think still one of my, my,
uh.
Uh, strongest mentors today is aguy named David Head, uh, had
joined us as CEO and uh, he andI had got it on this point where
we were turning it around and,but it was a nine year moment
(04:39):
for me and I'm like, I had thisopportunity to jump to Beef O
Brady's, which was this littlefamily sports pub franchise in
Tampa with like 35 or solocations.
You know, founders stillinvolved.
Uh, actually I think they justcelebrated their 40th
anniversary, which is supercool.
Um, uh.
Jeremy Julian (04:58):
Yeah, they've been on the show as well and
talked a little bit about thatand the, um, and their, uh,
their tap
Scott Taylor (05:03):
Yeah.
Brass Tap.
Yeah.
Yeah.
So, great guy.
So, you know, Jim Melody was uh,just a crotchety Irish guy, you
know, had failed at a millionthings.
Uh, funny story.
It was called Beef O' Brady's'cause he couldn't afford to
change the name.
I bought a sandwich shop calledBeefs and his wife's maiden name
is Brady's.
It was Beef o' Brady's.
Um, and it was.
Jeremy Julian (05:22):
that's
Scott Taylor (05:23):
brand to try to open.
You know, we'd be in Tawa,Tennessee and they thought we're
an Irish steakhouse.
I'm like, we got chicken wingsand burgers.
We don't have anything Irishhere.
So, um, but had a great time.
We grew that brand, almost 300locations and sold off to
private equity in 2010 ish orso.
And then I jumped to, uh, I hadsome mutual friend, um, uh,
(05:45):
working with these guys in BatonRouge.
They had a brand called Walk-Onsand, and some other brands.
And so, uh.
Got to know'em, spent some timegoing back and forth, uh, and
then spent 14 years there, uh,growing that brand from one to,
they've got 90 now or 91.
Um, but, uh, really cool brand,full service, sports bar, you
know, taste Louisiana.
(06:06):
Um, typically sports bars notknown for great food.
We used to have actuallyhorrible food.
Uh, early on when I, when Ijoined them.
Uh, the nickname used to be waitons or walkouts.
Um,'cause it worked.
Good or you wouldn't get it.
But, uh, what was like, uh,probably their biggest weakness
at the time is now probably thebrand's biggest strength is just
(06:27):
great food, cool culture, youknow?
Uh,
Jeremy Julian (06:30):
It's a cool
Scott Taylor (06:31):
yeah, it is man, the underdog mindset and the
whole thing.
So, uh, you know, uh, 14 yearsthere, I needed a minute, uh,
and just, uh, took that, uh.
It was a time both my kids weremoving out of the house.
We lived in Baton Rouge.
One went to University ofFlorida, the other one to
Florida State, um, which is alsoa really fun little time for the
(06:51):
holidays.
And those two get together, but.
Jeremy Julian (06:54):
I was gonna say that, that must be interesting.
Uh, Thanksgiving dinner
Scott Taylor (06:56):
It is.
And my wife and I both went toFlorida, so we had to like rock
paper scissor.
Who's gonna be the Seminole whenSavannah comes home?
But, uh, you know, unfortunatelyI've been the Seminole a lot of
late, uh, gotta work on my game.
But, uh, yeah, so, you know,the, it's that, that time, you
know, as a parent, man, yourkids are in the house, they're
gonna leave and, you know, uh,we'd been at Baton Rouge 14
(07:17):
years, let's do somethingdifferent.
So, you know, it took a little,little time, uh, actually just
did a lot of free.
I called it my free love tour ofhelping out friends, you know,
consulting, don't pay me or Igotta call you back, kind of
thing.
So I just figured out what Iwanted to do, what I didn't want
to do.
Hooked up with some friends, uh,uh, with a private equity group,
uh, for a short stint.
(07:38):
We put together kind of thisplatform of what we're actually
doing with r and r brands and,uh.
You know, the idea was, youknow, uh, in the space and
having been involved withprivate equity, you know, with
beefs, having been involved withbringing in private equity to
walk on, there's, there's, youknow.
That's a great, greatopportunity to write, to bring
(07:58):
in cash.
But by nature, with privateequity, there's an exit that's
kind of already in mind on thefront end.
'cause you're, you're gettingother people's money, you're
giving promising a return andthen, you know, you gotta get
it.
So, uh, you know, I was like,man, it'd be cool to have a
platform where we could justhelp people, you know?
Uh.
Genuinely without like stringsattached, Hey, sign here.
Uh, we just have control of yourcompany now.
(08:20):
Or, you know, let's put togethersomething where, uh, we could
provide like a strategicpartnership.
And, uh, that might just be it,you know?
Um, we could build our best inclass team and then be able to
kind of spread some of that, youknow, uh, knowledge with others
and not have to, uh, you know,uh, like I said, it, uh, it was.
(08:41):
It started out, at least on ther and r side of like, let's
build a really great team andhow do we afford that while
we're trying to build stuff?
Let's be, you know, maybethere's two or three groups we
can partner with on like supplychain or marketing or, you know,
finance.
And, uh, it, it has kind ofgrown into a lot more than that,
so, uh.
Uh, kind of along the way, um,uh, with my private equity
(09:04):
group, we had, uh, come acrossthis brand called Party Foul in
Nashville.
Uh, and uh, I had experienced itmaybe six years ago from what I
remember.
We got a little wasted theredrinking boozy slushies, uh, in
the Gulch, but, um, like what acool brand, cool name.
The food was good.
And I'm, uh.
I just remembered it.
And so we were kind of goingafter, you know, helping it, we
(09:26):
actually supported it through arestructuring process and uh,
you know, we came in on theother end.
Um, we went to acquire it and,uh, the partner we brought in to
buy it was actually my largestfranchisee at Walk-Ons.
Uh, this guy named Shane Morris.
And, and so it's likeinteresting dynamic'cause uh,
Shane and I were friends beforewe started the franchise.
(09:47):
He ended up becoming our largestfranchisee.
Uh.
And listen.
Wasn't hugging, hug, hugging itout every day.
We had some like
Jeremy Julian (09:55):
Yeah.
Well, franchisees, franchisorrelationships are never, are,
not never, but very seldom arethey, are they super
Scott Taylor (10:02):
Yeah.
But, but we always had mutualrespect.
We always had our breakfastmeeting, you know, and sometimes
it was a happy hour meeting ifwe need to have a little tougher
conversation, you know.
But, um, we always, uh, gotthrough it and like I said,
mutual respect.
'cause uh, uh, you know, I, Ialways looked at franchisees as.
Uh, as intrapreneurs, you know,we needed somebody who was an
(10:22):
entrepreneur, but willing towork within a system and, uh,
you know, so I respected thefact that somebody stepped up,
wrote a big check to us andbelieved in our brand.
So I felt this huge obligationto perform.
So, uh, we just got along, youknow, uh, through all that.
And so, gosh, had been a yearand a half later.
Next thing you know, we're inbusiness together with Party
Foul.
Um.
You kind of clicking, man.
(10:43):
Um, I was working with JohnTaffer a little bit at the time
as well on his brand.
Um, uh, John had been a friendfrom, uh, actually from the Beef
or Bradys days, met him manyyears earlier.
Uh, and so, uh, going throughthat, but, uh.
John eventually kinda moved onto, uh, grave Worthy, which was
a, which is something I helpedhim facilitate.
(11:03):
And Shane and I sat here andlooked at each other, said We
got Party Foul.
Um, but you've got all theseother brands.
And so he had developed, uh, twoother franchise full service
steak houses that he hadn'treally franchised in a long
time.
Uh, he owned Party Foul.
Uh, he's a large walk-onfranchisee and he has, uh.
Theaters, which was really kindof his passion.
He was a theater movie, theaterguy, family entertainment
(11:26):
center.
So said, man, let's put it alltogether.
Let's make one company.
Um, and, uh, build a team aroundit.
Uh, Shane was always like, man,I love what you did at Walk-Ons.
You know, how do we get the bandback together?
I'm like, well, you know, theband's on tour, some of the
bands still there, some of thebands in a different band or
whatever.
I don't know, you know?
And, uh, but it was, uh, kind oflike, you know, there were some
(11:47):
people that, uh, you know, hadbeen.
You know, they're a long timeand, uh, as well that, you know,
kind of, you, you hit that 10year mark, it's time for
something different.
So, you know, I hired a, our CMOwith r and r had, uh, been with
walk-ons 15 years.
You know, we'd worked together14 years.
That's a long time.
Hired a hiring a COO, or excuseme, CFOI worked with for 13
(12:10):
years, hired a VP of ops andconcept.
I worked with her 14 years.
Um, shoot, uh, tech guy, 14years.
I mean, ridiculous.
So like we, we just kind of kneweach other.
Um, so that was kind of an easyplug and play and, you know, put
together this, this restaurantplatform.
And, and like I said, it startedout to, um.
(12:32):
Be, let's support our brands.
Cody's Original Roadhouse, SantaFe Steak and Cattle.
Uh, walk On Sports Bistro willbe the best franchisee possible.
Um, and then Party Foul.
You know, we are a licenseealready, uh, in an airport.
Um, we wanted to build it into alicense and franchise model and
then kind of rejuvenate Cody'sand Santa Fe franchise.
So, uh, that's where it started.
(12:53):
Let's go crush it.
Um, you know, uh.
Jeremy Julian (12:57):
Well, and, and clearly, clearly you've got, you
know, plenty of experience bothon your own side and then just
kind of the team that you'vebuilt.
Uh, I had said to you before wehit the record button, it's
like, you, it feels like youcame outta nowhere, but
obviously you've been sitting inthe space, you know, for quite
some time having, you know,having done this.
So I guess.
Double click real quick for meand I, I, you know, kind of
corporate slang, but just doubleclick real quick.
(13:18):
So r and r, is it a growthvehicle?
You know, I know the guys atCrave Worthy, I just was with,
um, with Greg and, and Sam at a,at a, um, a local event here in
Dallas for the lead conference.
Um, and we're just kind oftalking a little bit.
Is it, are you trying r and r toturn into kind of a crave worthy
where you're buying brands,growing brands, building
franchisees?
Is it.
Is it new concept growth, youknow, from scratch?
(13:40):
And I'd love to get a little bitof a, a thought on kind of,
Scott, you built this superpowerful team.
Where are you going?
Where are you
Scott Taylor (13:47):
sure.
So, uh, there's Listen and Greg,Sam, great guys, Josh Halper.
Love those guys.
And actually they were tightwith John, so it was really good
thing for me.
Jeremy Julian (13:57):
I didn't realize that they were super tight.
I walked up to Sam, I'm like, isthis just for the camera?
He is like, no, no, no, dude.
I've known that
Scott Taylor (14:01):
Yeah, they call him.
Yeah, uncle John.
You know, so, I mean, it was a,it was like, uh, I felt, you
know, um, obligated because Icould only do so much.
It was really me, just myselfhelping John and these guys had
a team.
But, um, the, I'll say we, uh.
There's some, some similarities,but I think there's a real big
contrast, say from like a CraigWorthy and what we do with r and
(14:23):
r.
So, you know, RR we have, uh,close to 50 restaurants of our
own.
And so party fo right now, we'regonna
Jeremy Julian (14:29):
Oh, well.
Okay.
Scott Taylor (14:30):
five party files this year.
Um, they're all corporatelyowned.
Um, we're continue to open uptwo, I think two more walk-ons.
That'll be ours.
Their franchise is, but they, weown'em, so we'll be, you know.
Over 50 restaurants of our own.
So we are operators.
Um, what I think is interestingis we have opportunities to, um,
(14:52):
partner with, you know,restaurant groups and say, Hey
man, we've got, uh, this teamwe're buying.
Let's buy together.
We can be more efficient.
Um, you know, I think we're in aposition to be strategic
investors, um, but we don't haveto invest.
And so where we would differfrom, differ from private equity
in particular, or mostinvestment platforms, I think
even really crave worthy.
(15:12):
Um, we're not doing it, uh,because we have to invest.
Um, we're doing it because, hey,this is a brand we like.
Um, you know, and, and man, I,I've been in this business a
long time and I feel like, uh.
A lot of times there arepredatorial type groups out
there just waiting for thatgroup that either thinks they're
(15:33):
ready for an investor or thinksthey're ready to franchise.
And you know, somebody's gonnasay, yeah man, you're ready.
Everything looks great.
We'll do it and we will, uh,kind of get our tentacles in
here and take a piece of thisand that.
And they were Rev really neverready to grow or.
They'd take an investment at atime.
Maybe it was too early, theygave up too much of the pie for
nothing.
Um, and next thing you know,this thing's gone and the brand
(15:55):
identity's gone.
So, um, you know, we're gonnaannounce, uh, three, four,
probably big strategic dealshere in the next 60 days.
One of'em, uh, started out asjust purely, you know, uh,
managed services, strategicpartners.
We're gonna run every aspect ofyour business for you, including
executive, uh, as an interimtill we find like you a brand
(16:17):
president, but.
No intention of investing, um,just do it, you know, get a fee.
Kind of go from there.
As we've gotten to know'em,we're like, shoot, maybe we do
wanna invest with you.
Um,'cause being a partner isdifferent, but it wasn't a
prerequisite.
Uh, and it isn't.
Um, there's two other groupsthat uh, are just groups, guys,
groups.
Actually one run by guy run, onerun by a girl.
(16:40):
And, uh, but they're both greatbrands and they're kind of at
that pivotal phase where.
They can't afford theinfrastructure to get to where
they need to be.
They've gotten as far as theycould.
We can bring'em along and kindof help manage the business and,
and kind of coach'em up alongthe way.
Um, but uh, one of the brandsfor sure we probably would not
(17:01):
invest in.
And it's not because it's not agreat brand, it just kind of
just, it's.
It's geographically doesn't makesense for us.
Um, uh, they really just want togo, go, go franchise and, and
we're trying to be kind of abalance with that.
But listen, we're gonna, we'regonna help'em out.
We're gonna bring value.
They're gonna be buffed up andshined up and, you know,
(17:22):
whatever we gotta do to help'emout.
And then there's another that,you know, we may or may not, but
it's, once again, it's not aprerequisite.
Um, because I do feel, and thismight sound corny, I think
there's a higher purpose, uh, inthis business.
And if you've been in it, youknow, if you've had time on the
vine, like I've had, you know, Ithink there's some obligation to
kind of give back and help.
So, you know, uh, uh, that is abig part of what we're doing is,
(17:46):
you know, let's invest in the,in the business.
Let's see where there'sopportunities.
Uh, I know one particular group,uh, that we're already working
with that, uh, you know, we'regonna help'em get to this point.
And I've got a group who's gonnabe their investment partner.
It's not us, but I'm gonna put,I'm gonna put it together.
Uh, and I'm not gonna be therein the middle like, Hey, uh,
where's my big commission?
You know, kind of thing.
Uh, it honestly is like, uh.
(18:09):
Uh, is doing the right thing agood business model?
Probably not, but it's a goodpersonal model for me and I feel
like, um, you know, dude.
Jeremy Julian (18:22):
Let's you sleep on the pillow at night.
That's really where this showcame from.
Man, I, you know, I, I'm 30years in the business, you know,
on the tech side.
And 10 years before that, youknow, or eight years before
that, you know, working inrestaurants and it's like, you
know what?
There's so many mistakes.
And I guess not to take away thesecret sauce, but what are some
common things, Scott, that yousee, you're a founder.
You've grown to one or two orthree locations and you think
(18:44):
you're ready to go big.
You want to be the nextwalk-ons, you want to be the
next, you know, Chili's, youknow, whatever.
Um, and there's so many successstories and then there's so many
people that give up too much ofthe pie.
But is there anything that yousee commonly when you're talking
to founders that you, you wouldtell our listeners to think
about as they're there reallyrunning a successful 1, 2,
Scott Taylor (19:04):
Yeah, so I think if it's, uh,
Jeremy Julian (19:05):
that you guys have seen
Scott Taylor (19:06):
I think there's two
Jeremy Julian (19:07):
that, uh, that you think people need to be
thinking
Scott Taylor (19:09):
brand.
They're like, I wanna franchiselike everybody wants.
Franchise seems like it's soeasy, you know?
Right.
Jeremy Julian (19:17):
Yep.
I don't understand it, but Idon't understand it.
I, I love that your guys'
Scott Taylor (19:25):
love the franchise model, but not every model
Jeremy Julian (19:27):
you know what, then answer to anybody, but I'll
Scott Taylor (19:29):
you, your unit level economics gotta be super
right and tight.
Uh, if you're the founder, guesswhat?
You've gotta learn gray.
It's an amazing color.
Um, it's not black and whitebecause you're bringing in
partners.
That aren't looking for a boss.
So like, you've gotta be willingto, your brand has to evolve at
some point.
The brand's bigger than you.
So if you can't be open to newideas from partners joining and
(19:51):
being investing with you andyour brand, you're gonna
struggle, right?
So, um, franchising is not easyand it's, it's uh, I think
sometimes it's that ego gets inthe way, doesn't work.
You know, if you wanna docorporate growth.
I'm, I'm, you know, once again,what's the unit level economics,
man.
So these are cool.
You're doing good volume, butyou don't make any money.
Okay?
So let's figure out, let's, howdo we get the cost of the
(20:14):
building down?
Or we need to get your, yourprime cost a little tighter.
Let's look at your menu, orwhatever it may be.
Um, might have a great brand,just needs a little work.
Um, but, uh, taking capital tooearly and growing too fast is a
bad choice.
Um.
Getting an FTD done, which isnot chat.
GBT will do an FTD, which sucks.
(20:35):
Um, I wouldn't use it, but Imean, it's so easy to become a
franchisor.
Um, but uh, man, you can, youcan just screw it up so fast,
uh, getting caught up in thedazzle of what that would be.
So, uh, I'm like, man, just.
Take a minute.
Don't be in a rush.
Just make sure the model, likeprove it out.
Like operate, be the best at it.
(20:56):
Um, you know, get outside of onemarket.
You know, you got three greatlittle restaurants so they're
all in, you know, a 10 milering.
Go open one somewhere else.
If you think you're a regionalbrand and see if you can be
successful.
Um, you know, those are a lot ofthings you just, people don't
do.
Um, so, and then continue toinvest in the brand.
Jeremy Julian (21:25):
No, I love that.
Um, um, for, for the brands thatyou guys do run, I'd love for
you to just kind of, kind ofwalk our listeners through
people that haven't been to aparty foul, that haven't been to
the steakhouse, you know, whatare they, you know, kind of what
are the concepts?
Just to, to share with ourlisteners so that uh, when
they're in an area they can belike, oh dude, I heard this
Scott Taylor (21:41):
A hundred percent.
So I'll start with Cody's.
Cody's, uh, just celebrated 31
Jeremy Julian (21:45):
the way to go and, uh, or whatever that might
be.
I'd love to love to have youkind of.
Scott Taylor (21:48):
restaurants, uh, and it is a.
Uh, high value, great productsteakhouse.
Um, uh, some, some at one pointthey were like, oh, it's the
early Bird steakhouse.
Uh, because it does really wellwith that segment, but it's
just, it's a, it's a greatvalue.
A lot of food.
But, you know, hand cut steaks,I mean, legit foods, you know,
(22:09):
small spaces.
Uh, gosh, we've got one that's,uh, they're all dinner only.
Um, one that does just over 6million bucks in sales dinner
only.
That's crazy and like 4,000square feet, like all day long.
Great opportunity.
Right?
Uh, Santa Fe station.
Yeah.
(22:31):
Yeah.
So I'm like, we need to punch abunch of them babies out.
So, uh, you
Jeremy Julian (22:35):
within that size
Scott Taylor (22:36):
model, but
Jeremy Julian (22:37):
uh, steakhouse at
Scott Taylor (22:38):
need to get in a position to grow.
Santa
Jeremy Julian (22:39):
a heck of a lot bigger than that, and you got a
whole lot more rent to cover.
Scott Taylor (22:42):
And so, uh, they are spread out across Louisiana,
Alabama started in Nashville.
Uh, we have restaurants inOklahoma, I wanna say 16, 17 of
those.
Um, uh, a little, uh, higherend, but more of a southwestern
twist.
So fajitas, you know, somedifferent types of southwestern
items on the menu as well as, Imean, great.
(23:04):
Uh, steaks, margaritas, um, youknow, lunch and dinner, good
volumes.
You know, some of those units up6 million plus as well, a unit.
Uh, and in that six to 6,500square foot range.
Um, uh, so like I said, at 30,30 years old this year, uh,
party Foul, oh my God.
But Party Foul just goes inNashville and it's been my baby
(23:25):
for a while.
I mean, the name when party'syour first name and foul, FOWL
for chicken.
But I can remember in college,in a fraternity that was, you
knocked ever a buried.
It didn't finish your shot.
Somebody changed the music partyfoul, you gotta do a shot.
You know, so we've played intothat whole thing.
And, uh, you know, it'sNashville Hot Chicken, um,
(23:45):
which, uh, if anybody's curioushow to make that, it's basically
take bacon grease, uh, and thenmake it spicy and toss fried
chicken in it.
So it's super healthy.
Um, but it's unbelievably good.
We do a, you know, house mademild, medium hot, and then our
poultry geist, which is ourhottest, is right at 2.3 million
on the Scoville scale.
Um.
(24:06):
It'll, it will light you up.
Um.
In many ways it, it has days ofbenefits with the light up on
that side.
But, uh,
Jeremy Julian (24:15):
Oh my gosh.
Scott Taylor (24:16):
so, uh, you know, Nashville hot chicken, uh, we
have some other sub asidechicken, lots of variations, but
the menus focus there.
Boozy slushies, man, are ourthing.
Um, lots of different flavors.
The bushwhacker will take youwhere you need to be and then,
uh, you know, if you need aextra shot, we just drop in
airplane bottles of screwballairplane bottles of whatever it
is.
Uh, you can get a big one, get alittle one.
(24:37):
We do a big brunch for two.
That's a whole chicken on a 65ounce Bloody Mary.
Um, so it's just fun factor.
Uh, shoot.
We do, uh.
Shots, skis like you do at atailgate.
So if you're having a good time,we'll do shots, skis, we'll do
shot uh flights, we'll do allkinds of different stuff.
But it's, it's a good time.
Uh, our growth.
(24:58):
Honestly, we see this as likethat college campus place that,
you know, if you're going toGainesville, uh, where I went to
school, you're right acrosscampus.
Like we're looking at a siteright at Midtown across from
campus.
Uh, we've got one opening nextto the campus Sigma House at
Louisiana Tech, uh, in Ruston.
Uh, we're opening one rightacross from Vanderbilt,
literally across from theirproperty line.
(25:20):
Uh, up here in Nashville, one inMiddle Tennessee State,
Murfreesboro.
And then we'll still be, youknow, kind of growing in the
neighborhoods.
But, uh, and then we have one atthe airport as well, Nashville.
So, uh, super fun brand, man.
We love it.
Uh, and then walk-ons.
Listen, uh, uh, if, uh, we werevoted number one sports bar in
America about ESP.
Um, great food, legit, uh, AVpackaged, like Best Buy on
(25:45):
steroids.
Um, but, uh, you get the best oflike good southern hospitality,
legit Louisiana cuisine, but notover the top.
It's probably 30% of.
Jeremy Julian (26:05):
Unique.
I mean, to me, the Walk-Onsexperience,'cause I haven't,
I've been to Party Foul, Ihaven't been to the other two
brands, but, you know, Walk-Ons,the cool thing for me is, is
it's not, you know, you, you'vegot a menu that's variety, you
know, wide
Scott Taylor (26:17):
man.
And I, you know, people I thinkwith, uh, when you say Cajun,
sometimes they
Jeremy Julian (26:20):
and can still experience
Scott Taylor (26:22):
Louisiana food is
Jeremy Julian (26:22):
that special twist on something, you know,
Scott Taylor (26:25):
My thing was like, we've gotta take the salt
shakers off the table.
'cause everybody rolls up andthey're like, they're like, your
food's salty.
It's like, well, if you had totaste it at first, you'd have
seen it's already seasoned, thisLouisiana cuisine.
But no, walk-ons is great, man.
And, uh, they're on a awesomegrowth trajectory.
So, uh, you know, we, uh, weopened, uh, our 11th restaurant
in central Louisiana as afranchise.
(26:47):
And, uh, we'll open inJacksonville, I wanna say, uh.
Late September and then do andAlabama in, uh, October.
Those will be the last two onour deal and we'll, we'll have
13 walk on.
So.
Jeremy Julian (27:09):
Love it.
So, um, Scott, there's been alot written about kind of the
death of casual dining recently,and, you know, and, and I, and I
think about, you know, as Iwatched you go through the four
different brands that you guyslook at, you've gotta, you've
gotta create an experience.
I'd love, I'd love your thoughtson, you know, for our listeners
out there, why, why are you sobullish on being able to grow
(27:29):
these brands where everybodyelse is like.
Well, maybe I need a drivethrough.
Maybe I need a, you know, I needsome other way to, to get
consumers and get top linerevenue.
And I look at you going, no,
Scott Taylor (27:40):
Yeah.
So, you know, I hate when peoplesay back at COVID
Jeremy Julian (27:42):
you know, from a long time
Scott Taylor (27:43):
a long time ago.
But it did, you know, whenpeople were locked up, you know,
they gotta get out, you know,they wanna be around people and
so
Jeremy Julian (27:49):
um, and whatnot.
So
Scott Taylor (27:50):
Full service restaurants will never go away
casual.
Or,
Jeremy Julian (27:53):
you
Scott Taylor (27:53):
fast casual is gonna try to
Jeremy Julian (27:55):
kind of jumping, jumping through
Scott Taylor (27:56):
it.
And listen, there's a, there's amodel for a polished, fast
casual that we will do with acouple of these brands where I
think it makes sense, thathybrid model.
Um, but you know, there's somany places to eat.
You can eat a grocery store athome, gas, it doesn't matter,
man.
So, uh, I think, uh.
Having an experience is, uh,beyond just the food is, is, uh,
(28:17):
very, very cool.
People want it, right.
Um, but it's gotta be, there'sgotta be more to do as well.
So, you know, I hate to go in arestaurant like I.
Uh, like there's certain thingsthat just will piss me off, but
if I go in a restaurant ordinner and the lights are too
bright, I will literally get upand go find the server rally and
the dimmers and dim the lights.
And people are like, what areyou doing, sir?
(28:38):
I'm like, uh, doesn't that lookbetter?
Like, oh my God.
I like, we'll, get a littlesharpie, mark this right pm Old
school, like, I, we're here toeat, not perform surgery.
Like it pisses me off.
Or if the music's off, like,Hey, can you, y'all got music up
in here or something, you know?
Um, I think when done right andthe vibe, you know, call it the
lava, you know, the, thelighting, ambiance, volume,
atmosphere.
When the lava's right, thefood's great, sometimes the food
(29:00):
almost is second to theexperience.
So I think people go out andwant to just have a good time
and a good meal, have a cocktailor two if they want.
Uh, and then what else?
Right?
So that's where tech comes in,man.
How do you gamify?
Not necessarily gambling though,that you can do that.
And I think there's some brandsdoing a great job with it.
But, um, you can do gamified,uh, things through your loyalty
(29:22):
app.
You can create interactivity inthe restaurant where there's
just more reasons to be there.
Um, and then, uh, you know, froma tech standpoint, there's
things that, uh, you know, allowyou to just have a great
experience in full service whereI think.
Where things have gotten toughfor a lot of brands.
Listen, there's labor pressures,there's commodity pressures.
(29:42):
You know, you hear tech and ai,you're like, oh my God, I don't
want a robot, which I don't wanta frigging robot waiting on me
either, uh, but you know, Icould be in the best restaurant
at the best server that just gotset at 10 top and I don't care
how good you are.
That person's tied up with that10 top, I'm not getting a drink,
I'm waiting.
So I'm cool with scanning a QRcode, send me to the drink,
(30:02):
things like that.
I don't wanna live and die by aQR code and no human involved or
even like just somebody droppingfood.
So there's ways I think tech cankind of make the experience.
Great tech can do some thingswhere you create interactivity
in the restaurants.
It just, you know, theentertainment type deal, you
know?
Um.
And so, you know, uh, with allthese brands, just trying to
(30:24):
find ways to make it fun.
Um.
The old school trivia, it soundslike.
Uh, you know, karaoke never inmy life hate karaoke.
They sit there, they drink adiet Coke.
I'm just, no offense if you're akaraoke guy, I apologize, but I
can't stand it.
But like, other things, youknow, are interactive.
Like, there's just a reason tobe there, you know, and, and,
um, I, I, I don't think peopleall just wanna go through a
(30:45):
drive through or get somethingdelivered.
Uh, there are a lot of peoplelooking to go someplace.
We just wanna be that placethat's more than just food.
Jeremy Julian (31:07):
Mm-hmm.
Scott Taylor (31:16):
Oh yeah.
Jeremy Julian (31:19):
Yeah, no, and I, I remember talking to a CEO
years ago and he's like, youknow what?
People are dining out to have anexperience.
They're not dining out just'cause to your point, they can
go get food cheaper at thegrocery store.
They can go get food at the gasstation, they can go get, drive
through.
And now I guess that, that'd bethe last thought I have here,
Scott.
Is, is the, the pricing forcasual dining and, uh.
(31:40):
And fast casual has gottencloser.
You know, uh, you know, you andI have been around this space
for a long time.
I've, I happen to have a familyof six, four kids and, and my
wife and I.
So when all six of us go out, itvalue is a big piece of it.
I guess I'd love your thoughtson how do you create value but
still create.
An experience and make sure thatyou're making money because you
know, in casual dining it's atough deal to do.
(32:02):
You've gotta be able to servepeople, right?
I had that exact experience lastweek, or actually this weekend
where I went to a brand that Ilove.
We go all the time and the guygot set a 10 top and
Scott Taylor (32:11):
No, seriously, man.
I think, um,
Jeremy Julian (32:13):
all within five minutes of each other.
And I was like, I knew and I waslike, Hey, they screwed
Scott Taylor (32:18):
equals value.
So experience is a big part of
Jeremy Julian (32:21):
You know, I, I know.
And it was a 16-year-old
Scott Taylor (32:23):
there's just been this desire
Jeremy Julian (32:24):
watched the manager watch her do it, and
then did not
Scott Taylor (32:26):
will pay it.
They know, they know,
Jeremy Julian (32:28):
that's a different story for a different
day.
But I, I'd
Scott Taylor (32:30):
You know, and I always look at it,
Jeremy Julian (32:31):
that drives me nuts because it's like, dude,
you're standing there.
Get your lazy ass up and go help
Scott Taylor (32:35):
so many places I go, you know, and I guess
there's some days I'm that, youknow, I'm just gonna like chow
and like pack it in.
Uh, but most people eitherthey're needling up, which I,
that's a crazy little deal.
You know, I've been jokingaround.
We need to have like a, uh, likeI'm on j or a Ozempic menu or
(32:56):
something.
Do a sh done a shot.
Just get a shot.
Let's do a shot or somethingfunny.
But, uh, you know, it's like,uh.
You know, uh, smaller portions,man.
Let's, let's give a tasting ofthings.
You know, I see value.
If I could hit the table withthree things for 20 bucks versus
one, you feel like you got agood value in the whole deal.
And it's not like, you know,entree, beverage, dessert, I
(33:16):
mean, like, you know, justdifferent stuff.
Variety, shareable things, man.
Um.
I think, uh, we, we tested thisreally cool kids concept, uh, in
one of our other brands, but,uh, where you had to, you know,
sat down, you four kids, you andyour wife, you gotta lock all
Jeremy Julian (33:31):
I love
Scott Taylor (33:31):
up and cage on the table and stay there the whole
time.
And if you do, you open the doorto this new menu.
That's kind of fun.
You get to do stuff, but like,dad's like, it's work.
It's work.
We'll suck it up, dad.
Like it's, uh, it's my friend.
It's my friend.
Yeah.
They want.
(34:10):
Uh, so item wise, I would saythe, uh, the sirloin.
If you go to Cody's, just
Jeremy Julian (34:16):
Yeah.
Spend time with your kids,
Scott Taylor (34:17):
everybody's like, Ooh, the sirloin is actually
just a really
Jeremy Julian (34:20):
We've got a family rule.
No electronics
Scott Taylor (34:21):
were gonna go to Santa Fe, I think the fajita is
rock, or I love the ribeye.
Uh, if you go party foul, I'd
Jeremy Julian (34:27):
last
Scott Taylor (34:28):
uh, hot cheddar sandwich.
Uh, I would do it,
Jeremy Julian (34:31):
is your go-to, or if I'm a
Scott Taylor (34:32):
medium's a little hotter than.
Most the hot, the hot's gonna,it's gonna light
Jeremy Julian (34:37):
what are your
Scott Taylor (34:37):
Like it's good.
It's gotta have a
Jeremy Julian (34:39):
as they're out traveling and,
Scott Taylor (34:41):
Hold you guys.
If you're that guy, go for it.
Like, but you know, get ready.
Uh, if you were at walk off.
(35:02):
Oh, no, no.
It'll take you up big time.
No, listen, walk-ons, man.
I love the, uh, uh, first I'llcrush the red beans all day.
I think they blow Popeyes away.
Sorry, Popeyes.
Uh, they, the walk-ons arelegit.
Um, the gumbo is, is.
Ridiculous.
Uh, probably the best sellerthere, but it's like belly up
time is the Bayou pasta.
It's like a crawfish cream saucetop
Jeremy Julian (35:22):
that mistake the first time.
By the way, real quick.
I was at Prince's, you know,maybe 10 years ago before
Nashville Hot Chicken hit thehit the market, and I got the
medium at Prince's hot chickendown by y'all, and I was like,
woo,
Scott Taylor (35:32):
uh, let me tell you about, I wanna tell you a
Jeremy Julian (35:33):
I normally like
Scott Taylor (35:34):
our wrap up
Jeremy Julian (35:35):
just the medium was way too much.
So, sorry.
I'll let you keep going.
Scott Taylor (35:41):
Yeah, so r and r started out, you know, Shane and
I got together with Party Foul,you know, like, let's come up
with an entity name, you know,and I'm like, and it took
forever.
And I'm like, how aboutA-S-A-P-L-L-C?
Or L-F-G-L-L-C?
Can you just come up with aname?
And then finally it was Rhythmand Rooster.
I'm like, all right, well that'sdumb, but that's fine.
Let's go book it.
I need, I need an entity.
Let's get licenses.
And so Rhythm and Rooster is, isuh, you know, makes sense.
(36:04):
Nashville Rooster is chicken, sowe're cool.
So then r and r was floatingaround.
Uh, let's come up with thisrestaurant concept.
Well, it's not rhythm androoster.
Jeremy Julian (36:12):
That was where I
Scott Taylor (36:13):
You know, it's about getting the
Jeremy Julian (36:14):
how do people engage?
Tell us more about r and r andkind of
Scott Taylor (36:17):
we're gonna help other people and try to be
different, let's, let's bedifferent.
So we can't be rinse and repeat.
You know, if we're restaurantpeople, we operate restaurants
with resilience, you know, ifwe're gonna help you out and
figure out where you're at,we're going to give you a
little.
Rest and relaxation.
And so it's all these things oflike, what do we do and how do
we define ourselves?
(36:38):
What are we, what aren't we?
Um, I think the biggest part ofour portfolio is going to be
these, uh, these partnershipsthat we create with, uh,
different folks because, uh,oops, sorry.
I lost you there.
You still there?
Okay.
I just lost your picture.
Okay.
Sorry about that.
(36:58):
Uh, I can hear you we're good.
Um, no, but, uh, the, uh, Ithink that's gonna be the
biggest part of what we dobecause, uh, you know, having
been engaged, uh, with aninvestment group in the past,
they tend to want to make you.
Conform to how they do it orwhat they do.
Um, and uh, you look at a lot ofportfolios that have multiple
brands and they tend to all endup looking the same, like
(37:21):
vanilla yogurt, and nobody likesvanilla yogurt.
Like you just gotta put stuff inand make it difference so, you
know, we'll, we'll.
Take this curated approach, um,with these folks.
And I think, you know, uh,having been franchisees,
franchisors, licensors,operating around stuff, we just
have a really uniqueperspective.
So, uh, and I think that givesus some legitimacy coming in
(37:43):
that like, we're not, uh, oh,these bankers that, uh, we
really love the space.
Like, well, what, what do youknow about this space?
Yeah, like.
No, man.
Yeah, we're a restaurant dude.
We got people.
So like, take a minute to get toknow us.
Culture's key man.
Like we don't wanna change whatyou do.
(38:05):
Let's try to make you efficientand, uh, you know, I'm more
excited about, uh, you know,listen, we got great brands.
We're gonna grow'em.
That's gonna be insane.
I'm stoked.
We're, uh.
Super secret.
We're about to announce theacquisition of a large
franchisor.
We will pick up probably 85restaurants here in the next 60
days.
Uh, and then we're gonna partnerwith a large full service brand,
(38:26):
um,
Jeremy Julian (38:27):
Yeah, you've gotta, you've gotta make your,
your p and ls
Scott Taylor (38:30):
55 locations that we'll
Jeremy Julian (38:31):
you're like, this doesn't work for a restaurant
man.
This is not how a restaurantoperates.
I, I hate
Scott Taylor (38:35):
25 locations of two other brands that'll just be
pure partnerships and, and, uh,support.
But, you know, in all thoseinstances, it's, uh, and meeting
with the teams, it's like, um,you know, we don't wanna, like,
we don't wanna change what yougot.
I mean, there's obviously,there's gonna be a fresh set of
eyes walking in, right?
Hey, uh, we can help you here,there.
(38:57):
Yeah, but not coming in like,you know, flexing.
Like, you guys, you know, youneed, like, no, they, they're,
you didn't make this bar if yousucked, right?
You just, everybody sucks atsome point.
So we just want to bring a freshset of approach and help every
be better.
And honestly, it makes us bettertoo.
So, uh, that's the most excitingpart.
Jeremy Julian (39:32):
Yeah.
Have you thought about this?
Have you thought about that?
Yeah.
Scott Taylor (39:39):
Yeah.
You know, and so, honestly, thissounds weird, but we have to be
a culturally aligned group.
Um, and that is honestly thefirst box.
So there are some greatopportunities.
We've met with some people.
I'm like, there is no
Jeremy Julian (39:51):
Well, and what is that
Scott Taylor (39:52):
I don't, not
Jeremy Julian (39:53):
you know, what is that?
What is that customer that youguys are looking for?
Is it a brand like we talked
Scott Taylor (39:57):
sorry, like I cannot deal with
Jeremy Julian (39:59):
and is looking to get outside of the region?
Scott Taylor (40:01):
Yeah.
Jeremy Julian (40:02):
you know, at a place where they're like, Hey,
we own it and I'm 65 and I'mlooking
Scott Taylor (40:06):
know, it's
Jeremy Julian (40:06):
to spin it off.
Like, you know, kind of who are
Scott Taylor (40:08):
And it could be the best investment on the
planet.
It could be
Jeremy Julian (40:11):
with r and r?
'cause again, you guys have
Scott Taylor (40:12):
it has to be people that vibe.
Like you've
Jeremy Julian (40:14):
go in and help accelerate the
Scott Taylor (40:16):
You've gotta be about quality.
You've gotta want to, you know,um, just work hard and do what
needs to happen if you're lazy.
My dad told me you can't fixlazy mean and stupid.
You just can't, you know?
And so it is what it is, right?
Um, and so.
And stupid.
That's such a bad word, but, youknow, uh, we can
Jeremy Julian (40:36):
so if they're not willing to do a shots ski and
during the interview process,maybe, maybe
Scott Taylor (40:39):
you're lazy me, and that's forever.
I can't make you out lazy.
If you're mean, you're justfreaking mean, you know?
And so we don't like that thing.
So those are knockouts for us.
Um, but yeah, smaller brandsthat, uh, you know, what I was
just saying are some big brands,um, that are, that we, uh, you
know, I've, I've brought on acouple million bucks in g and a
to make sure we do it right.
(41:00):
Uh, and we've kind of put a, acap on it saying with these four
that we'll announce we're notdoing anything else for nine
months.
Um, so you're not gonna hear oracquirers or partners with 10
more deals, uh, because whatwe're gonna do is we're gonna
suck.
And so, mm-hmm.
I want to overperform, I wannaover deliver.
I want to be amazing, uh, anddelivering what we promise to
(41:22):
our partners and as well withour own brands.
If we do that, reputation willallow us to be able to continue
to grow and do what we want todo, but.
Man, it's just, you know, it'slike you wanna work with people
that you're aligned with andvalues and culture and, you
know, belief system.
And, uh, there's a lot of waysto make money, man.
And I just don't, I don't worknext to people.
(41:44):
I just like, Ugh, dude.
Yeah.
Have couple, be with them andsee how they are when they
loosen up and then go take'emgolfing.
'cause if you're an, it comesout when you're a golfer and uh,
so you know those two things,you're gonna figure it out.
(42:08):
Oh yeah.
You know what, uh, walk back tothe walk-ons day.
Get a little secret.
We used to, sometimes we'd pick
Jeremy Julian (42:23):
part of, that's my number one factor when I'm,
can I have a beer with theperson
Scott Taylor (42:27):
you know, there was a guy at Workforce,
Jeremy Julian (42:28):
I can't, if I don't really see myself ever
hanging out with this
Scott Taylor (42:30):
but, uh, you wouldn't look at him and think,
oh, he's part of the executiveteam or anything else.
And he wasn't, but he was partof our team.
He was a studded, you know, 10years.
And, uh, I would listen to the
Jeremy Julian (42:43):
Well, I always do the, the spouse test, have
Scott Taylor (42:45):
pick up somebody and they're like, engaging, oh
my God, what do you do?
You're so friendly.
And other people like, so, you
Jeremy Julian (42:49):
had a guy that was, I had an offer letter in my
Scott Taylor (42:51):
just like rude or, so where are you dropping me
off?
And like, what's your, what,like what, what other
Jeremy Julian (42:55):
I just said, no.
Scott Taylor (42:57):
Dude, I'm like, peace out.
Like, you know what, that's partof that guy's, part of our
family.
And and ironically we wouldbring that person in to like
kick off a discovery day andthey're like, uh, what's he
doing there?
You don't remember Willy Willy'sthe guy that grabbed you at the
airport?
Yeah.
Willy's been here 10 years.
He's uh, he's part of our team.
Man.
You treated him like an asshole.
(43:18):
Yes.
What's ironic is we've alreadyarranged for your trip back to
the airport.
Was so great to meet you.
Appreciate that.
So, I mean, yeah.
Jeremy Julian (43:32):
Okay, you're outta here, man.
Scott Taylor (43:38):
Yeah, so RR we, you know, we're on LinkedIn.
You could, you could follow usthere, you can message, you go
to RR and r brands.com.
It's spelled out the a and d,uh, connect with me on LinkedIn.
Um, I'm pretty good.
Uh, I work really hard actuallyto, to
Jeremy Julian (43:52):
Yeah.
You're like, uh, you treated himlike an asshole and now, now you
might not be a
Scott Taylor (43:55):
going on, man.
I, I'd love to, uh, chat withanybody, you know, and, uh, you
know, we're, like I said, we'renot out.
Jeremy Julian (44:02):
No, I love
Scott Taylor (44:03):
point, um, and
Jeremy Julian (44:04):
So how do people stay, stay in touch, Scott.
Like where, what's the best wayto stay connected?
Hear about all of these
Scott Taylor (44:09):
to get our stuff together.
Why are you out thereadvertising?
We're not adv
Jeremy Julian (44:12):
reach out
Scott Taylor (44:12):
telling our story, you know?
And so, um, but uh, you know, aswe, uh, uh, those would be the
best ways to reach out, man.
And as soon as we, um, you know,get our arms around everything
we're doing feeling real good,we're gonna continue to expand
and grow and do some cool stuff.
But yeah, I think those are theways to keep in touch, man.
And, uh.
Um, yeah.
(44:33):
Watch this.
We're gonna, we're gonna dosomething really cool.
Jeremy Julian (44:47):
Mm-hmm.
Scott Taylor (44:48):
Absolutely.
Jeremy Julian (45:11):
Love it.
Well.
Well, like I said, uh, at theonset, Scott, I was excited to
see, you know, once I gotintroduced, you, I've been kind
of watching what y'all have beendoing and it's been fun.
And so I'm excited to check outthe concepts.
Um, thanks for sharing thestories.
Thanks for sharing even kind ofsome of the early days at
Walk-Ons.
I love that.
Uh, um, to our listeners guys,uh, thank you guys for hanging
out, uh, and, uh, make it agreat day.
Speaker 3 (45:34):
Thanks for listening to The Restaurant Technology
Guys podcast.
Visit restaurant technologyguys.com for tips, industry
insights, and more to help yourun your restaurant better.
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