August 25, 2025 • 46 mins
In this episode of the Restaurant Technology Guides podcast, host Jeremy Julian converses with Eric Cacciatore, founder and host of the Restaurant Unstoppable podcast. They discuss the journey and valuable lessons learned over 12 years and 1,200+ episodes of Eric's podcast. Key highlights include the importance of having integrity, always learning, teaching others, effective communication, and collaboration in the restaurant industry. Eric emphasizes the evolution of podcasting, the significance of building relationships, and the impact of systems like EOS (Entrepreneurial Operating System) on restaurant operations. Together, they underline that the heart of a successful restaurant lies in the people behind it and their dedication to continuous growth and service to others.
00:00 Introduction to the Podcast
01:01 Meet Eric Cacciatore: The Podcast Pioneer
02:19 Eric's Journey: From Restaurants to Podcasting
04:24 The Evolution of Podcasting
06:23 On-Site Interviews: The Heart of the Podcast
08:48 Core Values and Lessons Learned
17:41 The Importance of Integrity and Action
20:12 Being a Student and a Teacher
23:58 Teaching and Delegating for Success
25:29 Implementing EOS in Business
26:03 Understanding EOS and Its Benefits
27:15 Real-World Applications of EOS
32:01 The Importance of Continuous Learning
35:50 Building a Collaborative Network
43:42 Final Thoughts and How to Connect
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
This is the RestaurantTechnology Guides podcast,
helping you run your restaurantbetter.
In today's episode, I talk withEric Kori from Restaurant
Unstoppable, uh, venture to saythat the Restaurant Technology
Guys podcast would not exist ifnot for Eric's help in the early
(00:25):
days.
He and I spent a decent amountof time kind of talking about
what it takes to run asuccessful podcast.
If you haven't already checkedout his show, it's amazing.
He's on episode, I don't know,1800 or something.
He's interviewed some of thebest restaurateurs in the world.
He and I talk quite a bit aboutwhat he's learned over that
journey.
He's got some really great.
Um, insights that he has learnedtalking to chefs and business
(00:46):
owners all over the country.
If you don't know me, my name isJeremy.
Julian.
I am the Chief Revenue Officerfor CBS North Star.
We sell the North Star point ofsale solution for multi-units.
Please check usout@cbsnorthstar.com and now
onto the episode.
Jeremy Julian (01:01):
Welcome back to the Restaurant Technology Guys
podcast.
I thank everyone out there forjoining us.
For those that are on video,they likely will recognize the
face.
Uh, for those that aren't, uh, Iam joined by at least the second
time, and Eric and I talk aboutthis every time I get connected
with him.
But, uh, part of theinspiration, even some of the,
some of the things that, uh, heshared with me early on on this
journey were, were based on, uh,some of the stuff that Eric had
(01:23):
shared.
So, Eric, welcome back to theshow.
You want to introduce yourselfto the audience and talk a
little bit about who Eric is.
Eric Cacciatore (01:28):
Thanks for having me back on the show.
Uh, founder host of RestaurantUnstoppable podcast, 12 years
over 1200 episodes recorded, Ithink 1,190.
1,190.
Just went live recently and thatwas your episode.
So, uh, I think we're now sixmonths of content scheduled into
the future.
Never been that far scheduledinto the future, but the mission
of the podcast is to inspire,empower, and transform the
(01:51):
industry, man, just a student ofthe industry trying to learn
and, and share what I'mlearning.
Jeremy Julian (01:56):
Yeah.
No, and it's amazing and I knowwe'll dig into uh, kind of what
you've learned over the last 12years.
'cause, uh, early, early on youwere one of those people that I,
I mean, I still look up to you'cause you're at 12, 1200
episodes and I look up to youand you're one of those people
that we're so generous with yourtime.
So thank you for that.
It, you know, I'll publiclythank you for being generous
with your time to say, hey.
Lemme tell you how, how it'sgonna go.
This is what it's gonna looklike.
(02:17):
So
Eric Cacciatore (02:17):
pleasure man.
Jeremy Julian (02:18):
yeah.
So bring us back to 12 yearsago, or even kind of where the
idea came from.
'cause I know you and I havetalked a little bit about this
online, but I'd love, I'd lovefor our listeners to hear what's
the inception, what's thepassion, um, what makes Eric
tick?
And, you know,'cause you've beendoing this for a long time, and
it takes, it takes a level ofpassion, it takes a level of
dedication to get there to, towhere you're at.
Eric Cacciatore (02:36):
Yeah, of course.
So I'll, I'll try to, to giveyou the fast forward version.
Uh, I grew up in the restaurantindustry.
Parents owned a restaurant for10 years.
I had a dream very early on.
I was three years old when theyopened it, 13 when they got out.
Around that time, I decided Iloved the restaurant industry.
I was pretty.
Outspoken about my dreams andmy, my desire to open my own
restaurant someday.
My parents squash those dreamsimmediately saying, you're
(02:59):
crazy.
Do not do it.
We work so hard so you don'thave to go get a real job.
And I took their advice and Ihad no idea what I wanted to do.
Uh, I mean, I, I, I didactually, I knew exactly what I
wanted to do.
I wanted to be a commercialpilot.
Uh, I was.
Enthralled with the idea ofbeing able to just go anywhere
in the world.
Uh, all the pilots I knew hadnice homes, beautiful cars,
(03:20):
beautiful wives.
They were happy and they hadthis like, tremendous amount of
freedom.
So I was like, sign me up forthat.
Um, so I kind of committed earlyon by the age of 16 that I was
gonna be a commercial pilot.
did all the studying, you know,went to aviation school.
Uh.
Became a commercial pilot, uh,continued to work in
restaurants, row high school andcollege.
And then I, uh, by the age of 26decided that aviation just
(03:43):
wasn't for me.
It wasn't what I thought it wasgonna be.
honestly, it's everything thatI'm not, uh, in terms of
personal, like strengths and,uh, interests and, I had to make
a really hard decision when Iwas 26 to resign from aviation.
I found myself looking forwardto my part-time jobs in
restaurant industry.
I was also$200,000 in debt frombecoming a commercial pilot
because I went to private schoolto do it and I was like, well, I
(04:04):
can't work in restaurants'causeI'll never pay my debt back.
But if I can't work inrestaurants, I wanna work with
restaurants, maybe I'll get intosales.
Went back to school frommarketing and hospitality and
found myself as a assistantwinemaker.
Um, while I was back in schoolto learn more about wine, I
thought maybe I'd get into winesales, and that's where I
discovered podcasts.
Jeremy Julian (04:23):
I love it.
And, uh, I mean, and, and as Iwas thinking about it 12 years
ago, podcasting was verydifferent than it is today.
Is that a fair, a fairassessment for those listeners
that, uh, you think about howeven the technology's come
about.
Like, I, I mean, 10 years ago,it would've been hard to ha even
have this conversation the waythat we're doing it now online,
right?
Eric Cacciatore (04:40):
conceptually it's the same, it's two people
talking, right?
Uh, the technology has come along way.
Uh, when I started my podcast, Ihad to educate my guests on what
a podcast was.
It was like, what is that?
I.
I'm like, just take this phonecall.
I'm gonna ask you questions.
We're gonna record it and I'mgonna publish it.
Uh, I had to educate marketersin the world of podcast or in
the world of restaurantbusiness, like tech companies,
(05:02):
like, Hey, did you know youcould sponsor my podcast?
So when I started, I wasliterally just like, throwing
anything against the wall to seewhat would stick.
and yeah, and like thetechnology, the, the, the
marketing around it, the, I wasdefinitely ahead of the curve.
Jeremy Julian (05:17):
Absolutely.
Well, and, and most recently, Idon't know if you, uh, you
caught the article by JoeGutkowski from, uh, the
Restaurant Business Online.
He posted, he is like, what?
know, it feels like.
and he referenced you.
You referenced me and a coupleothers.
How many restaurant podcasts arenow out there?
Whereas 12 years ago you wereprobably one of maybe five
restaurant rock stars, you,
Eric Cacciatore (05:35):
yeah, I mean, I think only, there was only three
that I knew of before I startedand that was, um, Nate Riggs had
a show, I can't even
Jeremy Julian (05:43):
Yeah.
He's out of the industryaltogether.
He was another one that I askedearly on.
Eric Cacciatore (05:46):
Uh, and then there was, Paul Baron had the
um, food bowl.io podcast, andthen there was the restaurant
guys.
and they were like out in NewJersey and they weren't even
producing episodes anymore atthat point.
And of those three, only PaulBaron is still going.
So Paul Baron and I are thelongest continuous running
podcast that I know of.
(06:07):
Uh, you know, he, I think hebeat me by two months, so I
can't say that I'm the longestconsecutive running podcast
thanks to Paul Baron, but youknow, he's doing great work, so
Jeremy Julian (06:15):
Yeah, no, he is a, he is a good dude and, gotten
a chance to, to hang out withhim.
Haven't we haven't done thepodcast collab like you and I
have, so I'll have to, I'll haveto figure out how to pull that
off soon.
S so Eric, talk to me a littlebit about kind of, you know, I
guess some of even the earlydays of the podcast because I
think, you know, you, one of thethings that I, I admire so much
about you is, is you really wantto dig to get into the life of
(06:36):
what restaurants are doing.
And oftentimes, I mean, you're,those that are on video, they'll
see your, your, um, yoursweatshirt.
It's not from a place that'slocal to where you live, for
sure.
And so you travel a lot to a lotof these restaurants and sit
face to face.
You walk the restaurants and,and those kind of things.
Is that, is that, I guess, talkto me a little bit about that,
because it takes a, takes a lotto get there.
I.
Eric Cacciatore (06:56):
Yeah, I guess is the, at the core of the
question, why am I traveling tobe on site?
Is that what you're
Jeremy Julian (07:00):
Yeah, well, I'd love to just kind of understand
where did that come from,because, you know, and again, 12
years ago it was probably alittle bit harder, but I look at
now, I look at where we're atnow, and we can do this, but you
still get on the road, you stillhave a a, a very vibrant
community of people that you diginto their lives.
It's not just about the food,it's not just about the
experience that they'recreating, but it's about a lot
that you do when you
Eric Cacciatore (07:21):
honestly, yeah, it's nothing about the food,
it's nothing about theexperience.
It's about who are you and howdid you get here?
Like my show isn't, I believebehind every great restaurant is
a great person.
in terms of traveling on site,that was always the goal.
It was always the dream to be inperson and to, to produce this
high quality audio video.
(07:42):
I wanted to be a professional.
I wanted to do the best I coulddo I think as, as early as 2018,
which was about five years in, Iwas living outta my Honda Fit
and I was sleeping on people'sfloors, and I was like, like.
Pitching a tent in the backyardif, if I had to just go be able
to do these interviews inperson.
Part of it was because ofquality, because keep in mind,
(08:04):
you know, 2015 or 13, 14, 15trying to get people to do a
phone call, they're in, theyhave horrible reception.
There's the audio quality'sgarbage, and it's just like so
painful to try to like have aconversation where all you're
thinking about is, I can barelyhear what you're saying, you
know?
So really it was out of, um,desire to produce a better
(08:24):
quality.
Produ produce podcasts, likewith the audio quality,
specifically putting these mics,studio quality mics in front of
people.
and then, you know, like beyondthat, it was like, well, I'm
missing this huge, I'm on site.
I'm missing this hugeopportunity to capture, the
video.
Like, I'm in space, I'm here.
like it's just, there's oppor,there's, I'm leaving things on
the table, right?
So it was just like doing theobvious things, but mean.
(08:47):
The core of what I'm trying todo.
I mean, if I, it's actuallyreally interesting that we're
having this conversation nowbecause I'm kind of, at this
moment, I'm constantly evolvingand you know, I'm, I've been
really reflecting and askingmyself, what is it that got me
here?
I.
You know, like what is it aboutwhat I do, you know, that got me
here and I used to have thesecore values and they were, uh,
(09:08):
you know, we have integrity.
We are students, we're teachers,we're communicators, we are
collaborators, and those are mycore values.
And then I realized late, likerecently, I'm like, those aren't
my core values.
Those are more guidingprinciples, and we'll get to
those later.
My core values are.
You know, freedom like that hasalways been the one thing.
That's why I became a commercialpilot.
I wanted freedom.
I've always looked at birds andwent, damn, that looks good.
(09:29):
They could go anywhere.
They can fly away.
Like, I wanna be a bird.
integrity, like just doing whatyou say you're gonna do.
Curiosity, transparency.
Having an open mind in likeservice to others was what this
podcast was all about.
When I started it, I wasliterally a student of the
industry.
I wanted to find the podcastthat I wanted to create, the
podcast I was looking for, andthat was just a way to learn
(09:52):
from people who knew more than Idid.
Like I just wanted to learn.
Like it was all stemmed outtacuriosity.
It was stemmed out oftransparency.
Like, I don't wanna be theperson who decides who I talk
to.
The last question I ask all myguesses, who do you know in your
community who's doing it right?
I'm not chasing vanity metrics,I'm chasing word of mouth, Um.
(10:13):
You know, and I think really atthe, at the core of that too, it
was just about like service toothers is like, I just wanted to
create this resource that I waslooking for.
That I couldn't find.
And there was this quote that Iheard like, if you help enough
other people achieve what theywant in life, you can have
anything in your life.
And I'm paraphrasing, but thatwas really what it was all
about.
It was like, I'm not in theposition with my$200,000 of
(10:35):
school loan debt to go open arestaurant, but I can serve
people who are in the positionby getting them access to these,
like these incredible minds,these leaders across the nation.
Um, not just the Michelin Starwinners or the James Beard Award
winners, but like.
The actual bad asses that aren'tout for awards, that aren't
playing the politics, that arejust like vicious assassin
(10:58):
operators that like you neverhear of because they're not
looking for the accolades,they're just good at what they
do.
Like, that's who I was after.
I think being able to be inperson.
To be able to not just have a 30minute or 40 minute or an hour
conversation and then maybenever talk to them ever again.
I wanted to be able to, it wasmore about establishing a
(11:20):
relationship with them.
and like there's the actualinterview, but then there's the
two hours before the interviewthat you're like getting to know
each other.
And then there's the, the dayyou spend at the restaurant
afterwards, like grabbing a mealand like.
Talking about who else should Italk to?
So it's, it's journalistic workis really what I'm trying to do.
And I, and I don't want to, Iwanna be influenced by the
people who know that market.
(11:41):
and I want to also, when youshow up to someone's front door
and you say, Johnny down thestreet told me I should talk to
you.
People in the restaurantindustry are hardwired to be
like, oh, like, what are youdoing tomorrow?
Jeremy Julian (11:50):
much Hospi, hospitality driven, and, and I
love, I mean, and one of thethings that always resonates
every time I watch you, I listento a show I see your newsletter
is how much of a student.
Of life and how much of astudent of the world you are,
Eric, you constantly areinquisitive and trying to learn
and trying to grow yourself andthen give that back to other
(12:11):
people.
If there's any one quality thatI've seen you consistently have
out there, it's that, let melearn and then let me give that
away to others.
so in that, let's talk, I mean,I know we, we prepped and said,
Hey, what are some things thatare consistently you see out
there?
And so I'd ask you to kind ofcome up with some ideas of after
1200 episodes, and it's almostimpossible to distill it down,
(12:32):
but what are some things thatresonate to you as, as one of
the, one of those things, or,you know, a few things that
continue to come up over andover as you've learned from so
many different incrediblebusiness owners over the years.
Eric Cacciatore (12:44):
Yeah, I mean, behind every great restaurant's
a great person.
and I can say this a milliondifferent ways.
It's, it's, um, don't put yourenergy out.
Put your energy in.
it's not about what you do, it'sabout who you are and who you do
it with, so really at the coreof that, you know, what I'm
trying to do with my podcast isto make an example of the people
(13:04):
behind the restaurant and reallydistill what their values are,
what their perspective is, andalso help people realize that,
you know, there is no.
One way to do anything.
In the restaurant industry,there's no one destination.
There's so many differentpossibilities, whether that be,
the type of concept, QSR, fast,casual, full service, fine
(13:26):
dining, or the rate of, or thelevel of scale, you know, and
there none of those destinationsis in itself success.
It's success is relative.
eight years into this podcast Iwas like.
Feeling like I didn't learnanything.
The more I felt more confusedthan when I was, when I started
and now I thought I was gonnaget answers, you know?
and I think I just came to termswith like, it's like, this is
(13:47):
qu, this is relativity, this isquantum physics.
Like, there is no right answerthere.
It's, there's so much that canbe true at once and there can be
two polar truths.
so, um, I guess what I'm tryingto do with my, my podcast, um,
what I've learned is that behinda restaurant's a great person.
I'm more about sharingperspective and, trying to
(14:07):
understand the complexities andto offer that perspective to
the, the listener.
And I think the listener has topick and choose.
What resonates with them andchart their own path that's
uniquely tailored to theirstrengths and weaknesses and
values,
Jeremy Julian (14:23):
Yeah.
Which goes back to even your,your core value of freedom and
you know, the, the freedom tochoose what it is that makes you
tick.
and I love that thought that youhave that.
and my own team that, that workswith me every day, struggles
with it.
'cause they'll be like, Hey, canI have an answer to this?
And I can't ever give them astraight, direct answer.
'cause it's like, well, help meunderstand where you're going.
Happens with my kids as well.
They're like, well, help meunderstand this.
(14:44):
It's like, what is your goal?
Is your goal to spend more timeat home with your kids?
Then automate some portion ofyour restaurant close on Monday
so that you can hang out withkids all day, whatever that
might be.
If it's to grow to multi-units,you need to understand where are
you going in order to understandwhat does success look like.
is that kind of what you'rehearing from people out there in
the world?
Eric Cacciatore (15:02):
Yeah.
You know, it's relative.
Yeah.
And, um, success is in the eyeof the beholder.
it's about self-awareness andbeing like understanding your,
your core values.
This is something.
That I'm going through right nowin full transparency, it's been
hard for me as somebody whosesole source of income is
sponsorship.
And I built this business modelthat basically I hinged on my
(15:23):
sponsor, supporting my show.
and as the restaurant space ofpodcasting has evolved, it's no
longer.
Paying for ads, it's, oh, wewant you to feature RCEO and get
testimonials.
And you become, you lose sightof what got you to where you are
in pursuit of, you know, fiscalsecurity and responsibility.
(15:44):
and like, you know, back to mycore values, freedom is my
number one core value.
And I think that, mostmarketers.
Um, play and learn to leveragehuman emotion and, fear for lack
of better terms.
And most people are, they areemotional and fearful around
money, security and time.
(16:08):
Like, I want more time with myfamily.
I want more time to pursue thethings that I love and I need
money to do that.
And we focus on money and timeas being the number one thing
that, You know, is at the coreof all marketing messaging, but
I think in terms of freedom,there's also freedom of
relationships that it's reallyimportant to people and freedom
of purpose.
And I think that if we startfocusing, we, if we invert that
(16:31):
and we say no, freedom ofpurpose is the most important
thing.
Like what do you want?
Like what?
Like what calls you?
What is your definite purpose inlife?
And lean into that.
What is your one thing?
What is the the thing that youare uniquely designed to do and
that makes you feel seen andvalued and like you love doing
it?
And who do you want to do itwith?
And if you can do that.
Like your core purpose, yourcore thing, and you can surround
(16:51):
yourself with people that youlove.
You can do it forever.
The endurance you're gonna have,will you make help.
You outlast everybody and youmight not get filthy rich, but
you're gonna have a fuckingblast doing it, man.
Like you're gonna love life.
And it's not all about money.
Money isn't important, don't getme wrong.
But it can't be at the, theforefront of everything.
Jeremy Julian (17:11):
Yeah, no, and, and, uh, I love that.
It's funny, somebody, I washaving dinner with a, with a
partner that's known me for over20 years and he said, oh, how
much longer are you gonna dothis?
And I'm like, you know what?
Honestly, I get, I feel superprivileged when people ask me
How am I doing?
It's like, I'm better than Ideserve, man, because at the end
of the day, I get to cool, I getto hang out with really cool
people, I get to do what I love,and I get to pour into people.
And so.
(17:31):
uh, the, those statements reallyresonate with me, Eric, that
just, you know what, if you'redoing what you love and you,
you're continuing down thatpath, and I agree with you, I
think it needs to be reevaluatedon a regular basis.
'cause when I didn't have anykids, my, my passions were a
little bit different than nowthat I have kids, Um, so what
are some other core things thatyou've learned over 1200
episodes from restaurant owners?
Restaurant operators, you, youknow, you talk about behind
(17:53):
every great restaurant there's agreat person.
What are some other things thatyou've learned as you kind of
distilled down and, and thought,how do I consolidate some of
these
Eric Cacciatore (18:00):
you know, again, kind of thinking about
what I've learned and trying tolike find general truths, you
know, I think that what were mycore values, which were have
integrity, be a student, be ateacher, communication and
collaboration was at the coreof, I really over time kind of
realized that those are guidingprinciples and.
Like common characteristics ofpeople behind restaurants.
(18:22):
So when I say things like, haveintegrity, it means do what you
say.
Do what you're gonna do.
Do what you say you're gonna do.
Like just, I think so often whatmakes people successful is that
they just take action.
They don't say that they don'tlike, they say like, this is my
vision, but then they startdoing something.
Today they do first thingsfirst, Seven habits of highly
affected people.
Start with the end in mind and,you know, what's the other one?
(18:42):
Um, first things first, right?
But they have integrity and theyfollow through.
And I think that that is the,one of the, the biggest, most
common characteristics ofsuccess and anything is doing
what you say you're gonna do andtaking action.
And then if you take action,there's this compounding effect.
It kind of like one thing,there's like a, like a, it's
(19:05):
like a, a trigger or, um, what'sthe word I'm looking for?
It's a like a chain reaction,right?
Like one thing spills, they sayjust make, wake up and like,
make your bed right.
And that thing, that one actionwill spill over.
And then make your bed, put yourrunning shoes on, step outside.
Just do those two things andthen walk to the, the, you know,
the, the mailbox and ride, like,you know, go to the end of the
(19:27):
street and eventually you'rerunning six miles.
So it's just like, just takingaction over time and developing
habits and routines and rituals.
but just starting, it all startswith just starting.
And that to me in one word isintegrity.
Do what you say you're gonna do.
Jeremy Julian (19:41):
Well, and I think in the integrity perspective as
you're in hospitality, you'vegotta have integrity with your
team members.
You gotta have integrity withyour guests, you gotta have
integrity with your vendors.
Because if you don't, all ofthose people can end up harming
your brand.
You don't take care of yourcustomers.
It's gonna hurt you.
Don't take care of your vendorsthat are supplying you food,
supplying you, napkins and POSand all of those kind of things.
(20:02):
It's gonna hurt you.
Don't take care of your teammembers and don't have
integrity, and don't pay them ontime.
You know, try and screw them outof hours and things like that.
It's gonna, it's gonna hurt justthe same.
Is that, uh, is that kind ofwhat you're seeing from those
successful brands?
Eric Cacciatore (20:12):
100%.
I mean, there's, there's fourothers and I just wanna get'em
out and we can kind of likedissect them as we go.
But you know, first one is haveintegrity.
Do what you say you're gonna do.
Just start.
Second one is be a student.
Always be learning.
it never ends.
Be a teacher.
It's not enough for you tolearn.
You have to take what you'velearned and and pull people with
you.
and then the other one is, um,communication.
(20:33):
I think that is such a huge partof.
Scaling and again, back to startat the end of mind, what is the
vision?
like first things
Jeremy Julian (20:41):
Where are you trying to go?
What are you trying to get
Eric Cacciatore (20:43):
Yeah, first things first.
Where do we start together?
You know, like what are we allcollectively doing today to get
that to that 10 year VI vision,And then collaboration like you
are only, I believe that we aredesigned as a species to coexist
in a tribe, and we're notsupposed to be good at
everything.
Like we're supposed to be goodat one thing, and that one thing
(21:04):
makes the tribe more valuable,Do like stay in your lane, do
your one thing, do what you areuniquely qualified to do, and
then so surround yourself witheverybody who is better at
things than you, Go furthertogether so I can go deeper into
all those if you want me to.
Jeremy Julian (21:22):
and I think, I think anybody that's listening
to the show is likely gonna be astudent because they wouldn't
have been listening to the showif they weren't trying to grow
and they weren't trying tolearn.
And then a lot of the samepeople, you know, and you see it
too, is when you run into peoplethat listen to the show, they're
like, oh, I got this from youEric, or I got this from this
guest.
I don't know if you, I mean, ithappens to me every single time
I'm out at a trade show.
Somebody's like.
(21:43):
Hey, I heard your voice, youknow, around the corner, and I'm
like, oh, that's the restauranttechnology guy come, they'll,
they'll come up and say, Hey,you know, I talked to this, or I
listened to this and I grew fromit.
how many, you know, how oftendoes that happen for you?
I'm sure whether it's digital oror in person, you'll get ping
saying, Hey, I learned somethingfrom you.
Um, and that, that kind of goesback to me in a student of the
game.
Eric Cacciatore (22:01):
Yeah, I mean often, not, I'm not by any
means.
I don't see myself being acelebrity, but like, it's cool
when, um, I mean, I go intorestaurants, so I'm, I'm
constantly traveling.
I'm usually, when I'm on theroad, I'm in restaurants,
there's a lot of, passionatepeople working in restaurants
that have their own dreams.
Uh, I think what really startedto, what was like a surprise to
me and a weird adjustment for meis when I started to interview
(22:22):
people who listen to the showand they're like, I'm a fan of
your show.
Like, this is, I've alwayswanted to be a guest under your
show.
And I'm like.
Really,
Jeremy Julian (22:30):
Mm-hmm.
Eric Cacciatore (22:31):
that's crazy.
so it's
Jeremy Julian (22:32):
I'm not gonna lie, I fanboyed out when I saw
you in Chicago a couple yearsago and I couldn't get your
attention, you were doinginterviews.
I'm like, oh my gosh, I knowthat guy.
You know, and, and so it's kindof funny that, that we're now,
collaborating and, and doing adifferent
Eric Cacciatore (22:44):
tunnel vision, man, when I'm on a podcast.
Like, I just, like, I only seethe person across from me, so
Jeremy Julian (22:48):
Yeah, no, it was funny'cause you were in
somebody's booth in Chicago, itwas probably three years ago,
and I was like, uh oh, that'sEric.
I should go say hi.
And then, you know, you weredoing your thing.
But I totally fanboyed out,which is kind of funny, you
know, 12 years in that.
Uh, and, and again, I've been onyour show, you've been on my
shows.
It's not like we haven't talkedbefore, but I was like, I need
to meet that guy in person.
Then we never had a good chanceto.
No, I, no, it's not your faultat all.
It was just kind of funny, youknow, that, that happened.
(23:09):
Uh, and, and, you know, I'm sureit's happened, uh, happened to
you, you know, plenty because,uh.
Again, after 1200 episodes andcontinuing to put that good out
into the world.
What else?
What else do you think, you talkabout, you know, communication,
you talk about being a teacher.
You talk about all of thosethings.
I guess give our audience alittle bit of practical advice.
what do you see that, that, thatlooks like?
(23:30):
what is the student mindset andthe teacher mindset look like
day in and day out?
Because so many of the ownersthat are sitting out here
listening are like, dude, I got700 things to do.
I don't have time for this.
Help.
Help'em.
Help'em see what doespractically that look
Eric Cacciatore (23:44):
So I think it's, it's listed out in that
order for a reason, because Ithink it's in that order that
you focus, you know, start, dowhat your state you're gonna do,
learn like what are the things Ineed to learn, or how do I need
to get better or what do, like,what's standing in my way from
doing that thing?
Learn those things.
Uh, and then eventually if youwant to, you have to learn the
next thing.
So you have to.
Teach the people that you'redoing things with.
(24:05):
You gotta delegate and putlayers between you and the work.
And if you're not good at it,you should get rid of that thing
as fast as possible.
Uh, so it's about really being ateacher and creating opportunity
for others.
Uh, but you have to be able tocommunicate what that thing is.
You have to be able to documentit and create a process of like,
this is what it done.
Right.
Looks like this is the pictureof perfection.
(24:26):
So, you know, like you arebringing people up, you're
giving them the tools, you'reshowing them how you're giving
them, you're the teaching is theliteral communication, right?
Uh, and then beyond that, it'slike, okay, like this is where
we're going.
This is the vision.
How do we work the vision intoour daily routines and rituals?
How do we resurface this everyday?
This is where we're heading.
(24:47):
And then what's the first thingsfirst?
You know, like what is the onething that if we're heading here
in 10 years, what do we have todo to get.
Where do we need to be in fiveyears to be on track in 10
years?
Where do we need to be in oneyear to be in track for five
years?
Where do we need to be in aquarter to be on track for one
year, and where do we need to bethis week to be on track for the
(25:08):
quarter goal, and thencommunicating that weekly?
I.
Daily, like delegating andcommunicating responsibility.
You are responsible for this,you're responsible for this, and
having a plan, a strategy, asystem to get there, right?
So that's communication.
That compounds off of being ateacher and that compounds off
of learning.
That compounds off of justgetting off your ass and
(25:28):
starting right.
And
Jeremy Julian (25:29):
and I know you and I talked a lot about EOS,
um, in the past, and I, and youknow, you've been putting the
EOS thing out there for thosethat are less familiar with EOS.
I happen to run a point of salecompany for those longtime
listeners.
They know that that's what I do.
We implemented EOS five yearsago or so, and it's been a game
changer.
but I'd love, I mean, really youkind of almost broke down
backwards.
We're gonna set the vision, thenwe're gonna do a 10 year goal,
(25:51):
then we're gonna do a one yeargoals.
Walk us through, or walk ourlisteners through that.
Don't have an operating systemfor their business.
What is e os and how have youseen restaurants implement it in
your travels?
Eric Cacciatore (26:02):
Yeah.
So, um, EOS stands for theEntrepreneurial Operating
System.
It was first introduced by GinoWickman, the author of Traction.
And, uh, they have since rolledout, you know, what the heck is
EOS?
The EOS Life.
I think there's also RocketFuel, which talks about the
integrator, visionary, uh,
Jeremy Julian (26:19):
Yeah, that, that book on the top of that, uh,
right over my shoulder there isthe, what is EOS Life.
I'm I, after our lastconversation, I picked it up
'cause it's been sitting on myshelf and I haven't read it in a
couple years, so.
Eric Cacciatore (26:29):
I think there's another book called Process,
which is, uh, Mike,
Jeremy Julian (26:32):
Process is amazing.
Eric Cacciatore (26:33):
that's Mike.
oh, what's his last name?
Jeremy Julian (26:36):
I don't
Eric Cacciatore (26:37):
It's on the book.
Yeah.
Peyton Patton, I
Jeremy Julian (26:39):
Yep.
Pat.
Eric Cacciatore (26:40):
Patton.
Um, which is about systems andprocesses, and then there's how
to be a great Boss and these,these are all books in the
traction library books.
But what EOS is really at theend of the day, I, the way I des
when I describe it, it's a tool.
None of the stuff that theyshare in EOS is groundbreaking,
but it's a way they laid it outin a way that makes it very
(27:00):
actionable and digestible.
the way I communicate, what isEOS, it's a process for picking
a destination and then a step bya, a, a process for
communication on a regular basisto get there.
I think that
Jeremy Julian (27:15):
And how have you seen restaurants?
Uh, I didn't, I don't know anyother restaurant groups that use
it.
But it sounds like you've runacross
Eric Cacciatore (27:21):
That's how I discovered it.
And that's really at
Jeremy Julian (27:22):
So tell me a little bit more about that.
I'd love to, you know, how haveyou seen it operate within the
business?
'cause I'm in a white collarbusiness.
Everybody sits at their deskevery day.
They can get into an L 10.
They can do all of those kind ofthings.
You know, a lot of restaurants,it's pre-shift meetings and it's
daily standups and all of thosekind of things.
I'd love to see, you know, fromyou, how have you seen
restaurants, uh, implement this?
Eric Cacciatore (27:41):
Yeah, I mean, I can't remember.
I wanna say it was in, uh, IowaCity where it was first, like on
an interview set.
We're an EOS company.
and it was a brewery, and Ben, Ithink is his name, or Eric, I
can't remember.
There's so many people.
but it, since that time, it waslike three years ago, it's just
been kind of resurface,resurfacing.
And I think, you know,restaurateur, like, I think the
(28:03):
theme that is missing forpeople.
What EOS solves and fills isthis rhythm of reminding
everybody that this is wherewe're going.
this is, it gives you all thethings like the organizational
chart, of like who isresponsible for what.
It helps key players know whattheir, like, what their, um,
(28:25):
responsibilities are.
What their obligations are toget to where we're going.
And it's accountability in a, ayearly and quarterly and monthly
and weekly cadence.
and it's a
Jeremy Julian (28:38):
it does break down the business processes that
happened.
To your point, nothing isrevolutionary about it.
But it puts it in a distilledway that you can implement with
your leadership team and witheverybody within your
Eric Cacciatore (28:49):
Right.
And then with, so what is EOSbeyond the level 10 meeting,
which is what we're talkingabout.
It's, creating your vision.
It's a, it's a scorecard.
So using data to influence thedecisions you're making and
tracking the progress you'remaking.
It is, what else is it?
so it's, it's um, your level 10
Jeremy Julian (29:05):
it's, it's a format for one-on-ones to make
sure that they fit your corevalues.
it's scorecarding, it's the alltens, it's setting that vision,
it's redefining your corevalues.
There's so many different thingsthat a lot of restaurants have,
but they don't have a mechanismto
Eric Cacciatore (29:18):
It's a format for communicating, like
basically like a very simplemeeting.
there's so much talking thathappens in meetings and nothing
ever happens.
They, they,
Jeremy Julian (29:27):
Yeah.
Nothing ever
Eric Cacciatore (29:27):
big part of what the success of e os is
like, here's how you run ameeting like.
We stay on focus, we start withlike, here are the numbers.
are you on track like rocks?
Like what is the thing that yousaid you were gonna do this
month?
Are you on track?
Yes or no?
No.
Drop it down.
Any issues?
Yes, drop it down.
You go to the identified discusssolve section where like you're
(29:49):
talking about all of your, yourissues and um.
Jeremy Julian (29:53):
And making the business better every week,
every day.
Eric Cacciatore (29:55):
And like, what is the thing that's in our way?
Let's tackle it together andlike, let's remove excuses and
like, it just keeps youmarching.
It's a system for growth.
That's what it is.
It's a system for growth.
And I think most of the times wedon't live intentionally.
We're just reacting to the worldaround us.
And this says, no, get the hellout of our way.
We're going here and we're gonnamake one step progress every
week, and we're gonna documentit and help each other get
(30:17):
there.
that's what EOS is.
Jeremy Julian (30:19):
Yeah.
I'm saying for all of thoseexhausted operators that are out
there that are listening, it'snot a have to eat it all in one,
one sitting.
It's one of those things thatyou can take piece by piece.
We're four years in and we'restill not, To the full pinnacle
of what EOS can do.
And so for those operators, itreally is, from my perspective,
I, I love that you have found itthrough the operators and
(30:39):
through your discovery, and it'sbeen really helpful for
Eric Cacciatore (30:42):
Yeah.
And um, you know.
that's really what the show isall about, is to go to people
and to look for patterns.
And then when there's a patternthat shows up, then I go to the
source.
And I've had Mike Batton on theshow.
I've had Gino Wickman on theshow.
I've had, Mark Winters mostrecently on the show author of,
uh, rocket Fuel, which is againthat visionary integrator
relationship with the is huge.
(31:03):
And, and what does thattranslate into the restaurant
industry?
It's usually like the, the chefand the general manager, right?
Or like the, the CEO and theCOO, like you.
There's the dreamer, the personthat knows what's possible and
like what's, like, where theopportunity is.
But then there's the person thatcan actually build the, and
integrate the systems to make ithappen, right?
Jeremy Julian (31:22):
Yep.
Yeah, no, I had my same pagemeeting with our, with our
founder and my father earlierthis week.
And you know what, even thatthere's a format for the same
page meeting to make sure theintegrator and the the visionary
are on the same page so thatyou're not going home at night,
exhausted, frustrated about whydoesn't Eric get this?
Like, it's just, I can't get itthrough his head that this is
where I'm trying to go.
Eric, I'm gonna pivot a littlebit.
(31:44):
Talk to me for those thathaven't heard your show.
What do they get from your showfor those that maybe aren't
already subscribed to the show?
What, what can they expect fromyou, from the guests?
Um, what can they expect tolearn and, and kind of what
would you encourage them tothink about as they're trying to
go through their next, um, nextgroup of, uh, of podcasts?
Eric Cacciatore (32:01):
think, transparency, um, consistency,
perspective variation, honesty,vulnerability, you know, it's,
it's, my format is very, I.
Straightforward.
It's Who are you?
Where, like basically who areyou?
Where are you today?
Let's go back and talk about howyou got here.
(32:21):
what have you, like what werethe points of evolution
transformation for you?
Like what were your points oflike growth?
Where, like back to where areyou today?
Let's go even deeper.
What is your tech stack?
What is your organizationalstroke structure?
Uh, and where are we going?
Okay, so if this is where we arebased off, off, like all the,
the news we're hearing, thetrends we're seeing, like,
where's the industry heading andwhat are you doing to prepare
(32:42):
for it?
And further, like, instead ofreacting to what we're being
told the future is, do we likethe future?
Can, like, can we like, becollectively conscious and maybe
influence the direction ourindustry is going by talking to
each other and saying, we don'tlike this.
Like, why I think the, the, theindustry has historically been.
(33:02):
Heads down and.
A victim of a lot of otherpeople's intentions, like almost
never is the restaurant owner,the true beneficiary of the hard
work they do.
There are so many ancillaryadjacent industries that sponge
and just feed off of the hardwork of restaurant owners, and I
think restaurant owners need topick their head up a little bit,
(33:25):
and I'm not like pointing myfingers and saying, shame on
you.
I think it's just a lot of workand it's hard, but we can easily
be taken advantage of, you
Jeremy Julian (33:32):
and I think there's opportunities to be
better.
If you go back to your corevalues of those things that
you've learned and some of thoserestaurants that are so
successful, it's like they'recontinually learning,
continually growing, continuallyteaching, continually modifying.
When you look at the mostsuccessful restaurants in the
planet, They're brands that arenot the same as they were in
1950.
They're not the same as theywere in 1990.
(33:53):
They continue to evolve, theycontinue to change.
The leadership changes, thepeople change, the consumers
change, and, and they'recontinuing to do that.
The only way is by ingesting newthoughts, new ideas, learning
from other people.
Is that,
Eric Cacciatore (34:05):
Yeah, 100% like it.
It's like you constantly have tobe evolving.
If you're not growing, you'redying.
But also what is growth isgrowth more units.
Is growth a bigger team or isgrowth doing more of what you
love to do or doing what you'vebeen doing better?
And I think that's where we canbe better as a, as an industry
is saying, no growth isn'tgetting bigger or making more
(34:27):
money.
It's about the impact you'remaking, starting with you.
Like growth comes from theinside out.
You have to have integrity instart.
You have to be a student andgrow as you're growing.
Pick people up with you, empoweryour team, and that ripples out
from there.
Your team, your restaurant willempower your community and
you'll raise the bar on yourcommunity.
(34:48):
And I say.
I feel silly every time I sayit.
My mission is to change theworld through inspiring and
empowering and transforming therestaurant industry because I
believe that the restaurantindustry, the second or third
largest industry
Jeremy Julian (35:02):
Yeah.
The second largest employer ofpeople in the United States is
the restaurant
Eric Cacciatore (35:05):
And like, if you can transform, if you can
elevate the restaurant industry,you can change communities and
communities can change theworld.
And I think it's really, I thinkit's, we have to kind of pull
our heads where I was talkingabout before, we're all kind of
in silos where we, our headswere down, we're just doing what
we can to survive.
But I think we have to starttalking and seeing out further
and saying like, what, what isthe future?
(35:26):
What is the future we want?
And how do we collectively EOSthat future of saying
Jeremy Julian (35:31):
Yeah.
To help help
Eric Cacciatore (35:32):
Let's go there as like industry and say, we
don't have to be the, like the,we can be the beneficiary of all
the, the aspects of therestaurant industry.
We don't have to make otherpeople rich.
Like we can spread out thewealth and keep it in house,
Jeremy Julian (35:48):
Uh, well thank you for sharing that.
I know that it's not just thepodcast, Eric, that you have.
I know you've got a network.
I know you've got a wholecollaboration deal.
Talk to our listeners aboutother ways they can engage with
you, outside of even being onthe show.
'cause I think that's also anoption for some of our operators
that might be out there.
Eric Cacciatore (36:03):
Yeah.
So, um, it all started withRestaurant Unstoppable Podcast.
as I move into the future, I'mrealizing that.
You know, what got me here willget me there.
And what got me here is, stayingcurious, continuing to be
transparent, continuing to haveintegrity, do what I say I'm
gonna do.
And for me, that's doing honest,transparent work and existing to
(36:24):
serve and having an open mindwhile we do it.
And really that's at the end ofthe day, like that's what
Restaurant Unstoppable Networkis about.
Where it's um, you know, what ismy unique ability?
What is my unique sellingproposition?
What is my biggest asset?
If I ask you that question,Jeremy, what is your answer?
Like, you know me.
Jeremy Julian (36:42):
it's, I mean, for me it's ultimately to help I, I
believe everybody was createdfor a purpose In my job as a
leader is to help them find thatpurpose.
Eric Cacciatore (36:49):
Yeah.
you know, and I think my job isto be a, a host of this space
with those core values of we'rehere together to learn
collectively to, you know,really get at the truth and to
be open, open-minded, and tolearn.
And then.
Turn around and help our peers,right?
So Restaurant UnstoppableNetwork is a key community for
(37:10):
my listeners to come togetherto, put me to work for them.
I'm not the person who isdeciding who I make an example
of.
Really, when you join the thenetwork, it's what are your pain
points?
what are your fears?
What are your concerns?
What are your curiosities?
Well.
I have a network of people thatI can reach out to and, and
Grant and pull them into thisnetwork to c co collaborate on
content, a live event, aworkshop, a mentoring session, a
(37:33):
power hour where like I put youin the same room with these
people and we learn together.
So it's really my biggest.
Asset.
Your network is your net worth,and my biggest asset is my
network of 12 years and 1200episodes of connecting with
people, meaningful relationshipsin person, and then trying to
bring all these people acrossthe industry together in one
(37:54):
place where we can shareinformation, where we can
democratize knowledge, where wecan decentralize information and
just talk honestly.
About what's actually happeningwithout putting filters in,
like, just here to learn.
So like, at the core of it, likeit's a community website.
it's a listener supportedpodcast.
to keep the show honest andtransparent and to allow us to
(38:15):
continue to.
Pursue the core values ofRestaurant Unstoppable Network.
I think at the core of that isthis curiosity, transparency,
freedom, integrity, open mindservice first, right?
So it's, um, it's that thosecore values embodied into a
community that I'm the host of,and I leverage my network to
serve that community.
So you tell me where the painis.
I'll find somebody to speak toit.
(38:36):
who are the people you wannalearn from?
I'll ask them to be a guest inthe show using the podcast
Restaurant, unstoppable podcastas a lever to.
As leveraged to get access tothese people that your normal
one to three unit operatorscan't get access to on their
own.
So that's really what it is.
It's just like, I think it's amatter of leveraging my biggest
asset, my value to serve mycommunity, and that is access to
(38:59):
people that couldn't get accessto on their own.
Jeremy Julian (39:01):
And how do people learn more?
How do people get connected tothat network?
'cause it's a very vibrantcommunity.
And I mean, I'm saying that fromexperience'cause I've en engaged
with the community before.
But how do people learn?
How do people get engaged and,and join?
Eric Cacciatore (39:13):
Yeah, I mean, I think the first level to get
engaged is to start listening topodcasts and see, you know,
like, is this, are theseconversations a conversation I'd
want to be a part of?
But if you want to actually jointhe conversation, uh, then head
over to restaurantunstoppable.com/live and it's$47
a month.
I think that's a low bar to getover when you can get access and
(39:33):
you can literally put me towork.
I am now like, you're my boss.
Tell me who you want to talk to.
I can't guarantee that I can getDanny Meyer on the show, but
like, I'll send an email, I'llat least try, Um, and yeah, and
you know, I think that at thecore of it, just, you know,
check out the work and pleasesup.
Honestly, please support thepodcast because when you join
the network, not only are yougetting.
(39:55):
You're letting me serve you, butyou're also keeping the show
honest
Jeremy Julian (39:59):
Yeah.
No, I love that.
last series of questions, Eric.
Gimme one or two.
podcast that you think about,that you go back to and
resonates, resonate
Eric Cacciatore (40:07):
on my
Jeremy Julian (40:07):
Is there anybody that you, of shows that you've,
that you've recorded whereyou're like, oh my gosh, this
person changed my life.
This person really, if you, ifyou've got'em and if you don't,
I get it.
'cause that's, uh, I'm springingit on you.
But I, I think back about someof my early shows and I'm like,
you even having you on early,early, early gave me confidence
to, to go reach out to peoplebecause I was, I, you know, I
(40:28):
had imposter syndrome early on,and so there's things that, that
I know that I stand on theshoulders of the people before
me to get to where I got to inbusiness and on the podcast.
And so if there's anybody thatgave you a life lesson that,
that, that taught you somethingthat you still go back to and,
and can, uh, can recollect rightnow, I'd love to, to hear
Eric Cacciatore (40:48):
Yeah, I mean, there's just so many.
It's just hard, you know, Ithink one of the things that
like really made, um, like animpression on me was in terms of
like business success.
There's a few as I'm gonna startsaying things, they'll, they'll
come to me.
But you know, David ScottPeters, I.
Jeremy Julian (41:04):
He is amazing.
Eric Cacciatore (41:05):
he said something, he's just a really
good speaker and he's reallydialed in, and like the, he's
was the first person I everheard say you want to create a
system dependent operation on apeople dependent operation.
I think that really disdistilled, you know, like you
wanna put good people into goodsystems, but at the end of the
day, you need to be systemdependent, not people dependent.
I think that was a great lessonand you know, I've heard that so
many times since, but it waslike one of the first times I
(41:26):
heard it.
I think, you know, Rudy, Micksaid something that.
I constantly echo, and he'sanother expert in my network
where like, your, your job asthe restaurant owner is to paint
the picture of perfection.
The aiming point, like that is,like, your job is to, to make it
crystal clear.
What's the job done Right.
Look like, you know, I think of,Chris Schultz, who at the time
(41:49):
was the COO of Voodoo donut whodid a workshop on, you know, one
of the, the big mysteries is.
How do you scale somethingthat's amazing?
Like you get this restaurantand, you get all this attention
and you get this money andyou're, you know, you're
cranking out, you, you'rebuilding more restaurants.
Then eventually, like whatever,what, whatever it was that got
(42:10):
you there, you start to lose theculture.
And I've, I was always reallycurious, like, what's the secret
to scaling?
And he said, you know, it'sreally a, a matter of, finding
out who.
Like your culture carriers arelike, you're a people picker.
like who?
It's finding those people whoare the, embodiment of your
(42:30):
culture and they carry theculture.
You take them with you.
Like, so it also like reinforcedlike one of my, the things I had
been saying, which is people incash flow determine your growth.
And I think so often people getthe cash and they just go
gangbusters and they don't scalethe people.
I could keep going man.
As I, I started talking.
Jeremy Julian (42:51):
No, I love, I love these lessons because
Erica, at the end of the day,this is, this is why people
should join the network.
This is why people should followyou.
This is not that you need to bea celebrity as much as it is one
of those opportunities for youto truly make a difference in
somebody's lives.
So many of these people havehelped you to get to where
you're at.
And I want our listeners to beat that place where they can
(43:11):
pick up that nugget from A DSPor from some of these people
that are out there to achievetheir goals, to achieve their
objectives.
And, and I really love thatyou're able to, and again, we,
we could probably go through thehundreds of life lessons that
we've gotten from differentpeople, but I love that you've
just got just kind of a couplethat hit, uh, real quick.
So how do people follow, how dopeople connect?
How do people, join, you know,you said unstoppable
(43:33):
network.com, directly connectingwith you at all.
is that an option?
And then lastly, if there's away they could be on the show,
are you still taking guests?
Um, or they, they have to comefrom referral nowadays,
Eric Cacciatore (43:42):
I just wanna leave.
the listeners with one finalthought and um, or just idea or
just perspective.
I've gotten in my uniqueposition of being able to talk
to all these people and to seewhat's happening in the world of
marketing and media.
as we go into the future and as,content continues to be produced
and it's only gonna be producedat a faster rate with ai,
Jeremy Julian (44:00):
Mm-hmm.
Eric Cacciatore (44:00):
um, what you see on the internet.
Is gonna be heavily influencedby marketing and content
marketing, big people, bigorganizations influencing the
messaging.
and a big part of why I'mshifting the focus on RU network
is because I really want tocreate a platform that is solely
based off of what people aresaying.
(44:23):
Not what influence is comingdown from the, uh, you know, the
big titans of the industry whoreally have enough power and
money and influence to shift thenarrative.
So just keep that in the back ofyour mind.
Um, be mindful of where you'regetting your information.
get perspective from differentplaces.
and, Part of what I'm trying todo, if you wanna support my
(44:44):
mission to inspire, empower, andtransform the industry and
create an honest, transparentplatform, uh, you can listen to
the, the podcast, the downloadshelp, anywhere, podcast or play,
just Search Restaurant podcast.
There's a bunch of people thatpoint to my podcast as being a
great solution.
iTunes, Spotify, uh, you canfollow me at Restaurant
Unstoppable Podcast on Instagramis probably my most active.
Platform.
(45:04):
And then if you really want tojoin the conversation, head over
to restaurantunstoppable.com/live.
We are hosting multiple liveevents a week, whether it be a
mentoring session where we havea round table conversation with
leaders in the industry,workshops where I'm literally
creating workshops based off ofyour needs and your desire.
And, uh, power hours where we'rehaving a EOS Power Hour where we
(45:26):
just get together every quarter.
I have an integrator, the son ofMark Winters, you know, Blake
Winters, who's leading thoseconversations.
So if you're curious about EOS,you can get peer support, and
learn together.
And then, profit First isanother one that we're doing,
like you, like a Marketing PowerHour, a p and l Power Hour where
Fred Langley, the CEO ofRestaurant Assistance Pro,
literally.
We'll share your screen andhe'll break down your p and l
(45:49):
and help you find opportunityfor$47 a month.
I'm overselling it, but like, Iseriously, like, am stoked at
the level of going furthertogether in collaboration.
I'm living my core values.
and then I make myself availablefor an hour every other week
just to listen to say like, how,like, here's your opportunity to
influence the show.
So that's restaurantunstoppable.com/live.
Did I oversell it?
Jeremy Julian (46:09):
Eric.
Eric.
Yeah.
No, you, you killed it, man.
honestly, it's, it is one ofthose things that uh, you know,
I mean my mission for this showis this restaurant industry I've
been in for 30 years has givenme so much.
And so how do I give back?
It's by pe finding people likeyou to be able to introduce you
to our audience.
So thank you so much for whatyou've done for 12 years.
Thank you for continuing to showup, continuing to do what you
(46:30):
do.
Um, to our listeners guys, weknow that you guys have got lots
of choices, so thanks forhanging out with us and make it
a great day.
Eric Cacciatore (46:36):
Cheers.
Thank you.
Thanks for listening to TheRestaurant Technology Guys
podcast.
Visit restaurant technologyguys.com for tips, industry
insights, and more to help yourun your restaurant better.
This is the RestaurantTechnology Guides podcast,
helping you run your restaurantbetter.
In today's episode, I talk withEric Kori from Restaurant
Unstoppable, uh, venture to saythat the Restaurant Technology
Guys podcast would not exist ifnot for Eric's help in the early
(00:25):
days.
He and I spent a decent amountof time kind of talking about
what it takes to run asuccessful podcast.
If you haven't already checkedout his show, it's amazing.
He's on episode, I don't know,1800 or something.
He's interviewed some of thebest restaurateurs in the world.
He and I talk quite a bit aboutwhat he's learned over that
journey.
He's got some really great.
Um, insights that he has learnedtalking to chefs and business
(00:46):
owners all over the country.
If you don't know me, my name isJeremy.
Julian.
I am the Chief Revenue Officerfor CBS North Star.
We sell the North Star point ofsale solution for multi-units.
Please check usout@cbsnorthstar.com and now
onto the episode.
Jeremy Julian (01:01):
Welcome back to the Restaurant Technology Guys
podcast.
I thank everyone out there forjoining us.
For those that are on video,they likely will recognize the
face.
Uh, for those that aren't, uh, Iam joined by at least the second
time, and Eric and I talk aboutthis every time I get connected
with him.
But, uh, part of theinspiration, even some of the,
some of the things that, uh, heshared with me early on on this
journey were, were based on, uh,some of the stuff that Eric had
(01:23):
shared.
So, Eric, welcome back to theshow.
You want to introduce yourselfto the audience and talk a
little bit about who Eric is.
Eric Cacciatore (01:28):
Thanks for having me back on the show.
Uh, founder host of RestaurantUnstoppable podcast, 12 years
over 1200 episodes recorded, Ithink 1,190.
1,190.
Just went live recently and thatwas your episode.
So, uh, I think we're now sixmonths of content scheduled into
the future.
Never been that far scheduledinto the future, but the mission
of the podcast is to inspire,empower, and transform the
(01:51):
industry, man, just a student ofthe industry trying to learn
and, and share what I'mlearning.
Jeremy Julian (01:56):
Yeah.
No, and it's amazing and I knowwe'll dig into uh, kind of what
you've learned over the last 12years.
'cause, uh, early, early on youwere one of those people that I,
I mean, I still look up to you'cause you're at 12, 1200
episodes and I look up to youand you're one of those people
that we're so generous with yourtime.
So thank you for that.
It, you know, I'll publiclythank you for being generous
with your time to say, hey.
Lemme tell you how, how it'sgonna go.
This is what it's gonna looklike.
(02:17):
So
Eric Cacciatore (02:17):
pleasure man.
Jeremy Julian (02:18):
yeah.
So bring us back to 12 yearsago, or even kind of where the
idea came from.
'cause I know you and I havetalked a little bit about this
online, but I'd love, I'd lovefor our listeners to hear what's
the inception, what's thepassion, um, what makes Eric
tick?
And, you know,'cause you've beendoing this for a long time, and
it takes, it takes a level ofpassion, it takes a level of
dedication to get there to, towhere you're at.
Eric Cacciatore (02:36):
Yeah, of course.
So I'll, I'll try to, to giveyou the fast forward version.
Uh, I grew up in the restaurantindustry.
Parents owned a restaurant for10 years.
I had a dream very early on.
I was three years old when theyopened it, 13 when they got out.
Around that time, I decided Iloved the restaurant industry.
I was pretty.
Outspoken about my dreams andmy, my desire to open my own
restaurant someday.
My parents squash those dreamsimmediately saying, you're
(02:59):
crazy.
Do not do it.
We work so hard so you don'thave to go get a real job.
And I took their advice and Ihad no idea what I wanted to do.
Uh, I mean, I, I, I didactually, I knew exactly what I
wanted to do.
I wanted to be a commercialpilot.
Uh, I was.
Enthralled with the idea ofbeing able to just go anywhere
in the world.
Uh, all the pilots I knew hadnice homes, beautiful cars,
(03:20):
beautiful wives.
They were happy and they hadthis like, tremendous amount of
freedom.
So I was like, sign me up forthat.
Um, so I kind of committed earlyon by the age of 16 that I was
gonna be a commercial pilot.
did all the studying, you know,went to aviation school.
Uh.
Became a commercial pilot, uh,continued to work in
restaurants, row high school andcollege.
And then I, uh, by the age of 26decided that aviation just
(03:43):
wasn't for me.
It wasn't what I thought it wasgonna be.
honestly, it's everything thatI'm not, uh, in terms of
personal, like strengths and,uh, interests and, I had to make
a really hard decision when Iwas 26 to resign from aviation.
I found myself looking forwardto my part-time jobs in
restaurant industry.
I was also$200,000 in debt frombecoming a commercial pilot
because I went to private schoolto do it and I was like, well, I
(04:04):
can't work in restaurants'causeI'll never pay my debt back.
But if I can't work inrestaurants, I wanna work with
restaurants, maybe I'll get intosales.
Went back to school frommarketing and hospitality and
found myself as a assistantwinemaker.
Um, while I was back in schoolto learn more about wine, I
thought maybe I'd get into winesales, and that's where I
discovered podcasts.
Jeremy Julian (04:23):
I love it.
And, uh, I mean, and, and as Iwas thinking about it 12 years
ago, podcasting was verydifferent than it is today.
Is that a fair, a fairassessment for those listeners
that, uh, you think about howeven the technology's come
about.
Like, I, I mean, 10 years ago,it would've been hard to ha even
have this conversation the waythat we're doing it now online,
right?
Eric Cacciatore (04:40):
conceptually it's the same, it's two people
talking, right?
Uh, the technology has come along way.
Uh, when I started my podcast, Ihad to educate my guests on what
a podcast was.
It was like, what is that?
I.
I'm like, just take this phonecall.
I'm gonna ask you questions.
We're gonna record it and I'mgonna publish it.
Uh, I had to educate marketersin the world of podcast or in
the world of restaurantbusiness, like tech companies,
(05:02):
like, Hey, did you know youcould sponsor my podcast?
So when I started, I wasliterally just like, throwing
anything against the wall to seewhat would stick.
and yeah, and like thetechnology, the, the, the
marketing around it, the, I wasdefinitely ahead of the curve.
Jeremy Julian (05:17):
Absolutely.
Well, and, and most recently, Idon't know if you, uh, you
caught the article by JoeGutkowski from, uh, the
Restaurant Business Online.
He posted, he is like, what?
know, it feels like.
and he referenced you.
You referenced me and a coupleothers.
How many restaurant podcasts arenow out there?
Whereas 12 years ago you wereprobably one of maybe five
restaurant rock stars, you,
Eric Cacciatore (05:35):
yeah, I mean, I think only, there was only three
that I knew of before I startedand that was, um, Nate Riggs had
a show, I can't even
Jeremy Julian (05:43):
Yeah.
He's out of the industryaltogether.
He was another one that I askedearly on.
Eric Cacciatore (05:46):
Uh, and then there was, Paul Baron had the
um, food bowl.io podcast, andthen there was the restaurant
guys.
and they were like out in NewJersey and they weren't even
producing episodes anymore atthat point.
And of those three, only PaulBaron is still going.
So Paul Baron and I are thelongest continuous running
podcast that I know of.
(06:07):
Uh, you know, he, I think hebeat me by two months, so I
can't say that I'm the longestconsecutive running podcast
thanks to Paul Baron, but youknow, he's doing great work, so
Jeremy Julian (06:15):
Yeah, no, he is a, he is a good dude and, gotten
a chance to, to hang out withhim.
Haven't we haven't done thepodcast collab like you and I
have, so I'll have to, I'll haveto figure out how to pull that
off soon.
S so Eric, talk to me a littlebit about kind of, you know, I
guess some of even the earlydays of the podcast because I
think, you know, you, one of thethings that I, I admire so much
about you is, is you really wantto dig to get into the life of
(06:36):
what restaurants are doing.
And oftentimes, I mean, you're,those that are on video, they'll
see your, your, um, yoursweatshirt.
It's not from a place that'slocal to where you live, for
sure.
And so you travel a lot to a lotof these restaurants and sit
face to face.
You walk the restaurants and,and those kind of things.
Is that, is that, I guess, talkto me a little bit about that,
because it takes a, takes a lotto get there.
I.
Eric Cacciatore (06:56):
Yeah, I guess is the, at the core of the
question, why am I traveling tobe on site?
Is that what you're
Jeremy Julian (07:00):
Yeah, well, I'd love to just kind of understand
where did that come from,because, you know, and again, 12
years ago it was probably alittle bit harder, but I look at
now, I look at where we're atnow, and we can do this, but you
still get on the road, you stillhave a a, a very vibrant
community of people that you diginto their lives.
It's not just about the food,it's not just about the
experience that they'recreating, but it's about a lot
that you do when you
Eric Cacciatore (07:21):
honestly, yeah, it's nothing about the food,
it's nothing about theexperience.
It's about who are you and howdid you get here?
Like my show isn't, I believebehind every great restaurant is
a great person.
in terms of traveling on site,that was always the goal.
It was always the dream to be inperson and to, to produce this
high quality audio video.
(07:42):
I wanted to be a professional.
I wanted to do the best I coulddo I think as, as early as 2018,
which was about five years in, Iwas living outta my Honda Fit
and I was sleeping on people'sfloors, and I was like, like.
Pitching a tent in the backyardif, if I had to just go be able
to do these interviews inperson.
Part of it was because ofquality, because keep in mind,
(08:04):
you know, 2015 or 13, 14, 15trying to get people to do a
phone call, they're in, theyhave horrible reception.
There's the audio quality'sgarbage, and it's just like so
painful to try to like have aconversation where all you're
thinking about is, I can barelyhear what you're saying, you
know?
So really it was out of, um,desire to produce a better
(08:24):
quality.
Produ produce podcasts, likewith the audio quality,
specifically putting these mics,studio quality mics in front of
people.
and then, you know, like beyondthat, it was like, well, I'm
missing this huge, I'm on site.
I'm missing this hugeopportunity to capture, the
video.
Like, I'm in space, I'm here.
like it's just, there's oppor,there's, I'm leaving things on
the table, right?
So it was just like doing theobvious things, but mean.
(08:47):
The core of what I'm trying todo.
I mean, if I, it's actuallyreally interesting that we're
having this conversation nowbecause I'm kind of, at this
moment, I'm constantly evolvingand you know, I'm, I've been
really reflecting and askingmyself, what is it that got me
here?
I.
You know, like what is it aboutwhat I do, you know, that got me
here and I used to have thesecore values and they were, uh,
(09:08):
you know, we have integrity.
We are students, we're teachers,we're communicators, we are
collaborators, and those are mycore values.
And then I realized late, likerecently, I'm like, those aren't
my core values.
Those are more guidingprinciples, and we'll get to
those later.
My core values are.
You know, freedom like that hasalways been the one thing.
That's why I became a commercialpilot.
I wanted freedom.
I've always looked at birds andwent, damn, that looks good.
(09:29):
They could go anywhere.
They can fly away.
Like, I wanna be a bird.
integrity, like just doing whatyou say you're gonna do.
Curiosity, transparency.
Having an open mind in likeservice to others was what this
podcast was all about.
When I started it, I wasliterally a student of the
industry.
I wanted to find the podcastthat I wanted to create, the
podcast I was looking for, andthat was just a way to learn
(09:52):
from people who knew more than Idid.
Like I just wanted to learn.
Like it was all stemmed outtacuriosity.
It was stemmed out oftransparency.
Like, I don't wanna be theperson who decides who I talk
to.
The last question I ask all myguesses, who do you know in your
community who's doing it right?
I'm not chasing vanity metrics,I'm chasing word of mouth, Um.
(10:13):
You know, and I think really atthe, at the core of that too, it
was just about like service toothers is like, I just wanted to
create this resource that I waslooking for.
That I couldn't find.
And there was this quote that Iheard like, if you help enough
other people achieve what theywant in life, you can have
anything in your life.
And I'm paraphrasing, but thatwas really what it was all
about.
It was like, I'm not in theposition with my$200,000 of
(10:35):
school loan debt to go open arestaurant, but I can serve
people who are in the positionby getting them access to these,
like these incredible minds,these leaders across the nation.
Um, not just the Michelin Starwinners or the James Beard Award
winners, but like.
The actual bad asses that aren'tout for awards, that aren't
playing the politics, that arejust like vicious assassin
(10:58):
operators that like you neverhear of because they're not
looking for the accolades,they're just good at what they
do.
Like, that's who I was after.
I think being able to be inperson.
To be able to not just have a 30minute or 40 minute or an hour
conversation and then maybenever talk to them ever again.
I wanted to be able to, it wasmore about establishing a
(11:20):
relationship with them.
and like there's the actualinterview, but then there's the
two hours before the interviewthat you're like getting to know
each other.
And then there's the, the dayyou spend at the restaurant
afterwards, like grabbing a mealand like.
Talking about who else should Italk to?
So it's, it's journalistic workis really what I'm trying to do.
And I, and I don't want to, Iwanna be influenced by the
people who know that market.
(11:41):
and I want to also, when youshow up to someone's front door
and you say, Johnny down thestreet told me I should talk to
you.
People in the restaurantindustry are hardwired to be
like, oh, like, what are youdoing tomorrow?
Jeremy Julian (11:50):
much Hospi, hospitality driven, and, and I
love, I mean, and one of thethings that always resonates
every time I watch you, I listento a show I see your newsletter
is how much of a student.
Of life and how much of astudent of the world you are,
Eric, you constantly areinquisitive and trying to learn
and trying to grow yourself andthen give that back to other
(12:11):
people.
If there's any one quality thatI've seen you consistently have
out there, it's that, let melearn and then let me give that
away to others.
so in that, let's talk, I mean,I know we, we prepped and said,
Hey, what are some things thatare consistently you see out
there?
And so I'd ask you to kind ofcome up with some ideas of after
1200 episodes, and it's almostimpossible to distill it down,
(12:32):
but what are some things thatresonate to you as, as one of
the, one of those things, or,you know, a few things that
continue to come up over andover as you've learned from so
many different incrediblebusiness owners over the years.
Eric Cacciatore (12:44):
Yeah, I mean, behind every great restaurant's
a great person.
and I can say this a milliondifferent ways.
It's, it's, um, don't put yourenergy out.
Put your energy in.
it's not about what you do, it'sabout who you are and who you do
it with, so really at the coreof that, you know, what I'm
trying to do with my podcast isto make an example of the people
(13:04):
behind the restaurant and reallydistill what their values are,
what their perspective is, andalso help people realize that,
you know, there is no.
One way to do anything.
In the restaurant industry,there's no one destination.
There's so many differentpossibilities, whether that be,
the type of concept, QSR, fast,casual, full service, fine
(13:26):
dining, or the rate of, or thelevel of scale, you know, and
there none of those destinationsis in itself success.
It's success is relative.
eight years into this podcast Iwas like.
Feeling like I didn't learnanything.
The more I felt more confusedthan when I was, when I started
and now I thought I was gonnaget answers, you know?
and I think I just came to termswith like, it's like, this is
(13:47):
qu, this is relativity, this isquantum physics.
Like, there is no right answerthere.
It's, there's so much that canbe true at once and there can be
two polar truths.
so, um, I guess what I'm tryingto do with my, my podcast, um,
what I've learned is that behinda restaurant's a great person.
I'm more about sharingperspective and, trying to
(14:07):
understand the complexities andto offer that perspective to
the, the listener.
And I think the listener has topick and choose.
What resonates with them andchart their own path that's
uniquely tailored to theirstrengths and weaknesses and
values,
Jeremy Julian (14:23):
Yeah.
Which goes back to even your,your core value of freedom and
you know, the, the freedom tochoose what it is that makes you
tick.
and I love that thought that youhave that.
and my own team that, that workswith me every day, struggles
with it.
'cause they'll be like, Hey, canI have an answer to this?
And I can't ever give them astraight, direct answer.
'cause it's like, well, help meunderstand where you're going.
Happens with my kids as well.
They're like, well, help meunderstand this.
(14:44):
It's like, what is your goal?
Is your goal to spend more timeat home with your kids?
Then automate some portion ofyour restaurant close on Monday
so that you can hang out withkids all day, whatever that
might be.
If it's to grow to multi-units,you need to understand where are
you going in order to understandwhat does success look like.
is that kind of what you'rehearing from people out there in
the world?
Eric Cacciatore (15:02):
Yeah.
You know, it's relative.
Yeah.
And, um, success is in the eyeof the beholder.
it's about self-awareness andbeing like understanding your,
your core values.
This is something.
That I'm going through right nowin full transparency, it's been
hard for me as somebody whosesole source of income is
sponsorship.
And I built this business modelthat basically I hinged on my
(15:23):
sponsor, supporting my show.
and as the restaurant space ofpodcasting has evolved, it's no
longer.
Paying for ads, it's, oh, wewant you to feature RCEO and get
testimonials.
And you become, you lose sightof what got you to where you are
in pursuit of, you know, fiscalsecurity and responsibility.
(15:44):
and like, you know, back to mycore values, freedom is my
number one core value.
And I think that, mostmarketers.
Um, play and learn to leveragehuman emotion and, fear for lack
of better terms.
And most people are, they areemotional and fearful around
money, security and time.
(16:08):
Like, I want more time with myfamily.
I want more time to pursue thethings that I love and I need
money to do that.
And we focus on money and timeas being the number one thing
that, You know, is at the coreof all marketing messaging, but
I think in terms of freedom,there's also freedom of
relationships that it's reallyimportant to people and freedom
of purpose.
And I think that if we startfocusing, we, if we invert that
(16:31):
and we say no, freedom ofpurpose is the most important
thing.
Like what do you want?
Like what?
Like what calls you?
What is your definite purpose inlife?
And lean into that.
What is your one thing?
What is the the thing that youare uniquely designed to do and
that makes you feel seen andvalued and like you love doing
it?
And who do you want to do itwith?
And if you can do that.
Like your core purpose, yourcore thing, and you can surround
(16:51):
yourself with people that youlove.
You can do it forever.
The endurance you're gonna have,will you make help.
You outlast everybody and youmight not get filthy rich, but
you're gonna have a fuckingblast doing it, man.
Like you're gonna love life.
And it's not all about money.
Money isn't important, don't getme wrong.
But it can't be at the, theforefront of everything.
Jeremy Julian (17:11):
Yeah, no, and, and, uh, I love that.
It's funny, somebody, I washaving dinner with a, with a
partner that's known me for over20 years and he said, oh, how
much longer are you gonna dothis?
And I'm like, you know what?
Honestly, I get, I feel superprivileged when people ask me
How am I doing?
It's like, I'm better than Ideserve, man, because at the end
of the day, I get to cool, I getto hang out with really cool
people, I get to do what I love,and I get to pour into people.
And so.
(17:31):
uh, the, those statements reallyresonate with me, Eric, that
just, you know what, if you'redoing what you love and you,
you're continuing down thatpath, and I agree with you, I
think it needs to be reevaluatedon a regular basis.
'cause when I didn't have anykids, my, my passions were a
little bit different than nowthat I have kids, Um, so what
are some other core things thatyou've learned over 1200
episodes from restaurant owners?
Restaurant operators, you, youknow, you talk about behind
(17:53):
every great restaurant there's agreat person.
What are some other things thatyou've learned as you kind of
distilled down and, and thought,how do I consolidate some of
these
Eric Cacciatore (18:00):
you know, again, kind of thinking about
what I've learned and trying tolike find general truths, you
know, I think that what were mycore values, which were have
integrity, be a student, be ateacher, communication and
collaboration was at the coreof, I really over time kind of
realized that those are guidingprinciples and.
Like common characteristics ofpeople behind restaurants.
(18:22):
So when I say things like, haveintegrity, it means do what you
say.
Do what you're gonna do.
Do what you say you're gonna do.
Like just, I think so often whatmakes people successful is that
they just take action.
They don't say that they don'tlike, they say like, this is my
vision, but then they startdoing something.
Today they do first thingsfirst, Seven habits of highly
affected people.
Start with the end in mind and,you know, what's the other one?
(18:42):
Um, first things first, right?
But they have integrity and theyfollow through.
And I think that that is the,one of the, the biggest, most
common characteristics ofsuccess and anything is doing
what you say you're gonna do andtaking action.
And then if you take action,there's this compounding effect.
It kind of like one thing,there's like a, like a, it's
(19:05):
like a, a trigger or, um, what'sthe word I'm looking for?
It's a like a chain reaction,right?
Like one thing spills, they sayjust make, wake up and like,
make your bed right.
And that thing, that one actionwill spill over.
And then make your bed, put yourrunning shoes on, step outside.
Just do those two things andthen walk to the, the, you know,
the, the mailbox and ride, like,you know, go to the end of the
(19:27):
street and eventually you'rerunning six miles.
So it's just like, just takingaction over time and developing
habits and routines and rituals.
but just starting, it all startswith just starting.
And that to me in one word isintegrity.
Do what you say you're gonna do.
Jeremy Julian (19:41):
Well, and I think in the integrity perspective as
you're in hospitality, you'vegotta have integrity with your
team members.
You gotta have integrity withyour guests, you gotta have
integrity with your vendors.
Because if you don't, all ofthose people can end up harming
your brand.
You don't take care of yourcustomers.
It's gonna hurt you.
Don't take care of your vendorsthat are supplying you food,
supplying you, napkins and POSand all of those kind of things.
(20:02):
It's gonna hurt you.
Don't take care of your teammembers and don't have
integrity, and don't pay them ontime.
You know, try and screw them outof hours and things like that.
It's gonna, it's gonna hurt justthe same.
Is that, uh, is that kind ofwhat you're seeing from those
successful brands?
Eric Cacciatore (20:12):
100%.
I mean, there's, there's fourothers and I just wanna get'em
out and we can kind of likedissect them as we go.
But you know, first one is haveintegrity.
Do what you say you're gonna do.
Just start.
Second one is be a student.
Always be learning.
it never ends.
Be a teacher.
It's not enough for you tolearn.
You have to take what you'velearned and and pull people with
you.
and then the other one is, um,communication.
(20:33):
I think that is such a huge partof.
Scaling and again, back to startat the end of mind, what is the
vision?
like first things
Jeremy Julian (20:41):
Where are you trying to go?
What are you trying to get
Eric Cacciatore (20:43):
Yeah, first things first.
Where do we start together?
You know, like what are we allcollectively doing today to get
that to that 10 year VI vision,And then collaboration like you
are only, I believe that we aredesigned as a species to coexist
in a tribe, and we're notsupposed to be good at
everything.
Like we're supposed to be goodat one thing, and that one thing
(21:04):
makes the tribe more valuable,Do like stay in your lane, do
your one thing, do what you areuniquely qualified to do, and
then so surround yourself witheverybody who is better at
things than you, Go furthertogether so I can go deeper into
all those if you want me to.
Jeremy Julian (21:22):
and I think, I think anybody that's listening
to the show is likely gonna be astudent because they wouldn't
have been listening to the showif they weren't trying to grow
and they weren't trying tolearn.
And then a lot of the samepeople, you know, and you see it
too, is when you run into peoplethat listen to the show, they're
like, oh, I got this from youEric, or I got this from this
guest.
I don't know if you, I mean, ithappens to me every single time
I'm out at a trade show.
Somebody's like.
(21:43):
Hey, I heard your voice, youknow, around the corner, and I'm
like, oh, that's the restauranttechnology guy come, they'll,
they'll come up and say, Hey,you know, I talked to this, or I
listened to this and I grew fromit.
how many, you know, how oftendoes that happen for you?
I'm sure whether it's digital oror in person, you'll get ping
saying, Hey, I learned somethingfrom you.
Um, and that, that kind of goesback to me in a student of the
game.
Eric Cacciatore (22:01):
Yeah, I mean often, not, I'm not by any
means.
I don't see myself being acelebrity, but like, it's cool
when, um, I mean, I go intorestaurants, so I'm, I'm
constantly traveling.
I'm usually, when I'm on theroad, I'm in restaurants,
there's a lot of, passionatepeople working in restaurants
that have their own dreams.
Uh, I think what really startedto, what was like a surprise to
me and a weird adjustment for meis when I started to interview
(22:22):
people who listen to the showand they're like, I'm a fan of
your show.
Like, this is, I've alwayswanted to be a guest under your
show.
And I'm like.
Really,
Jeremy Julian (22:30):
Mm-hmm.
Eric Cacciatore (22:31):
that's crazy.
so it's
Jeremy Julian (22:32):
I'm not gonna lie, I fanboyed out when I saw
you in Chicago a couple yearsago and I couldn't get your
attention, you were doinginterviews.
I'm like, oh my gosh, I knowthat guy.
You know, and, and so it's kindof funny that, that we're now,
collaborating and, and doing adifferent
Eric Cacciatore (22:44):
tunnel vision, man, when I'm on a podcast.
Like, I just, like, I only seethe person across from me, so
Jeremy Julian (22:48):
Yeah, no, it was funny'cause you were in
somebody's booth in Chicago, itwas probably three years ago,
and I was like, uh oh, that'sEric.
I should go say hi.
And then, you know, you weredoing your thing.
But I totally fanboyed out,which is kind of funny, you
know, 12 years in that.
Uh, and, and again, I've been onyour show, you've been on my
shows.
It's not like we haven't talkedbefore, but I was like, I need
to meet that guy in person.
Then we never had a good chanceto.
No, I, no, it's not your faultat all.
It was just kind of funny, youknow, that, that happened.
(23:09):
Uh, and, and, you know, I'm sureit's happened, uh, happened to
you, you know, plenty because,uh.
Again, after 1200 episodes andcontinuing to put that good out
into the world.
What else?
What else do you think, you talkabout, you know, communication,
you talk about being a teacher.
You talk about all of thosethings.
I guess give our audience alittle bit of practical advice.
what do you see that, that, thatlooks like?
(23:30):
what is the student mindset andthe teacher mindset look like
day in and day out?
Because so many of the ownersthat are sitting out here
listening are like, dude, I got700 things to do.
I don't have time for this.
Help.
Help'em.
Help'em see what doespractically that look
Eric Cacciatore (23:44):
So I think it's, it's listed out in that
order for a reason, because Ithink it's in that order that
you focus, you know, start, dowhat your state you're gonna do,
learn like what are the things Ineed to learn, or how do I need
to get better or what do, like,what's standing in my way from
doing that thing?
Learn those things.
Uh, and then eventually if youwant to, you have to learn the
next thing.
So you have to.
Teach the people that you'redoing things with.
(24:05):
You gotta delegate and putlayers between you and the work.
And if you're not good at it,you should get rid of that thing
as fast as possible.
Uh, so it's about really being ateacher and creating opportunity
for others.
Uh, but you have to be able tocommunicate what that thing is.
You have to be able to documentit and create a process of like,
this is what it done.
Right.
Looks like this is the pictureof perfection.
(24:26):
So, you know, like you arebringing people up, you're
giving them the tools, you'reshowing them how you're giving
them, you're the teaching is theliteral communication, right?
Uh, and then beyond that, it'slike, okay, like this is where
we're going.
This is the vision.
How do we work the vision intoour daily routines and rituals?
How do we resurface this everyday?
This is where we're heading.
(24:47):
And then what's the first thingsfirst?
You know, like what is the onething that if we're heading here
in 10 years, what do we have todo to get.
Where do we need to be in fiveyears to be on track in 10
years?
Where do we need to be in oneyear to be in track for five
years?
Where do we need to be in aquarter to be on track for one
year, and where do we need to bethis week to be on track for the
(25:08):
quarter goal, and thencommunicating that weekly?
I.
Daily, like delegating andcommunicating responsibility.
You are responsible for this,you're responsible for this, and
having a plan, a strategy, asystem to get there, right?
So that's communication.
That compounds off of being ateacher and that compounds off
of learning.
That compounds off of justgetting off your ass and
(25:28):
starting right.
And
Jeremy Julian (25:29):
and I know you and I talked a lot about EOS,
um, in the past, and I, and youknow, you've been putting the
EOS thing out there for thosethat are less familiar with EOS.
I happen to run a point of salecompany for those longtime
listeners.
They know that that's what I do.
We implemented EOS five yearsago or so, and it's been a game
changer.
but I'd love, I mean, really youkind of almost broke down
backwards.
We're gonna set the vision, thenwe're gonna do a 10 year goal,
(25:51):
then we're gonna do a one yeargoals.
Walk us through, or walk ourlisteners through that.
Don't have an operating systemfor their business.
What is e os and how have youseen restaurants implement it in
your travels?
Eric Cacciatore (26:02):
Yeah.
So, um, EOS stands for theEntrepreneurial Operating
System.
It was first introduced by GinoWickman, the author of Traction.
And, uh, they have since rolledout, you know, what the heck is
EOS?
The EOS Life.
I think there's also RocketFuel, which talks about the
integrator, visionary, uh,
Jeremy Julian (26:19):
Yeah, that, that book on the top of that, uh,
right over my shoulder there isthe, what is EOS Life.
I'm I, after our lastconversation, I picked it up
'cause it's been sitting on myshelf and I haven't read it in a
couple years, so.
Eric Cacciatore (26:29):
I think there's another book called Process,
which is, uh, Mike,
Jeremy Julian (26:32):
Process is amazing.
Eric Cacciatore (26:33):
that's Mike.
oh, what's his last name?
Jeremy Julian (26:36):
I don't
Eric Cacciatore (26:37):
It's on the book.
Yeah.
Peyton Patton, I
Jeremy Julian (26:39):
Yep.
Pat.
Eric Cacciatore (26:40):
Patton.
Um, which is about systems andprocesses, and then there's how
to be a great Boss and these,these are all books in the
traction library books.
But what EOS is really at theend of the day, I, the way I des
when I describe it, it's a tool.
None of the stuff that theyshare in EOS is groundbreaking,
but it's a way they laid it outin a way that makes it very
(27:00):
actionable and digestible.
the way I communicate, what isEOS, it's a process for picking
a destination and then a step bya, a, a process for
communication on a regular basisto get there.
I think that
Jeremy Julian (27:15):
And how have you seen restaurants?
Uh, I didn't, I don't know anyother restaurant groups that use
it.
But it sounds like you've runacross
Eric Cacciatore (27:21):
That's how I discovered it.
And that's really at
Jeremy Julian (27:22):
So tell me a little bit more about that.
I'd love to, you know, how haveyou seen it operate within the
business?
'cause I'm in a white collarbusiness.
Everybody sits at their deskevery day.
They can get into an L 10.
They can do all of those kind ofthings.
You know, a lot of restaurants,it's pre-shift meetings and it's
daily standups and all of thosekind of things.
I'd love to see, you know, fromyou, how have you seen
restaurants, uh, implement this?
Eric Cacciatore (27:41):
Yeah, I mean, I can't remember.
I wanna say it was in, uh, IowaCity where it was first, like on
an interview set.
We're an EOS company.
and it was a brewery, and Ben, Ithink is his name, or Eric, I
can't remember.
There's so many people.
but it, since that time, it waslike three years ago, it's just
been kind of resurface,resurfacing.
And I think, you know,restaurateur, like, I think the
(28:03):
theme that is missing forpeople.
What EOS solves and fills isthis rhythm of reminding
everybody that this is wherewe're going.
this is, it gives you all thethings like the organizational
chart, of like who isresponsible for what.
It helps key players know whattheir, like, what their, um,
(28:25):
responsibilities are.
What their obligations are toget to where we're going.
And it's accountability in a, ayearly and quarterly and monthly
and weekly cadence.
and it's a
Jeremy Julian (28:38):
it does break down the business processes that
happened.
To your point, nothing isrevolutionary about it.
But it puts it in a distilledway that you can implement with
your leadership team and witheverybody within your
Eric Cacciatore (28:49):
Right.
And then with, so what is EOSbeyond the level 10 meeting,
which is what we're talkingabout.
It's, creating your vision.
It's a, it's a scorecard.
So using data to influence thedecisions you're making and
tracking the progress you'remaking.
It is, what else is it?
so it's, it's um, your level 10
Jeremy Julian (29:05):
it's, it's a format for one-on-ones to make
sure that they fit your corevalues.
it's scorecarding, it's the alltens, it's setting that vision,
it's redefining your corevalues.
There's so many different thingsthat a lot of restaurants have,
but they don't have a mechanismto
Eric Cacciatore (29:18):
It's a format for communicating, like
basically like a very simplemeeting.
there's so much talking thathappens in meetings and nothing
ever happens.
They, they,
Jeremy Julian (29:27):
Yeah.
Nothing ever
Eric Cacciatore (29:27):
big part of what the success of e os is
like, here's how you run ameeting like.
We stay on focus, we start withlike, here are the numbers.
are you on track like rocks?
Like what is the thing that yousaid you were gonna do this
month?
Are you on track?
Yes or no?
No.
Drop it down.
Any issues?
Yes, drop it down.
You go to the identified discusssolve section where like you're
(29:49):
talking about all of your, yourissues and um.
Jeremy Julian (29:53):
And making the business better every week,
every day.
Eric Cacciatore (29:55):
And like, what is the thing that's in our way?
Let's tackle it together andlike, let's remove excuses and
like, it just keeps youmarching.
It's a system for growth.
That's what it is.
It's a system for growth.
And I think most of the times wedon't live intentionally.
We're just reacting to the worldaround us.
And this says, no, get the hellout of our way.
We're going here and we're gonnamake one step progress every
week, and we're gonna documentit and help each other get
(30:17):
there.
that's what EOS is.
Jeremy Julian (30:19):
Yeah.
I'm saying for all of thoseexhausted operators that are out
there that are listening, it'snot a have to eat it all in one,
one sitting.
It's one of those things thatyou can take piece by piece.
We're four years in and we'restill not, To the full pinnacle
of what EOS can do.
And so for those operators, itreally is, from my perspective,
I, I love that you have found itthrough the operators and
(30:39):
through your discovery, and it'sbeen really helpful for
Eric Cacciatore (30:42):
Yeah.
And um, you know.
that's really what the show isall about, is to go to people
and to look for patterns.
And then when there's a patternthat shows up, then I go to the
source.
And I've had Mike Batton on theshow.
I've had Gino Wickman on theshow.
I've had, Mark Winters mostrecently on the show author of,
uh, rocket Fuel, which is againthat visionary integrator
relationship with the is huge.
(31:03):
And, and what does thattranslate into the restaurant
industry?
It's usually like the, the chefand the general manager, right?
Or like the, the CEO and theCOO, like you.
There's the dreamer, the personthat knows what's possible and
like what's, like, where theopportunity is.
But then there's the person thatcan actually build the, and
integrate the systems to make ithappen, right?
Jeremy Julian (31:22):
Yep.
Yeah, no, I had my same pagemeeting with our, with our
founder and my father earlierthis week.
And you know what, even thatthere's a format for the same
page meeting to make sure theintegrator and the the visionary
are on the same page so thatyou're not going home at night,
exhausted, frustrated about whydoesn't Eric get this?
Like, it's just, I can't get itthrough his head that this is
where I'm trying to go.
Eric, I'm gonna pivot a littlebit.
(31:44):
Talk to me for those thathaven't heard your show.
What do they get from your showfor those that maybe aren't
already subscribed to the show?
What, what can they expect fromyou, from the guests?
Um, what can they expect tolearn and, and kind of what
would you encourage them tothink about as they're trying to
go through their next, um, nextgroup of, uh, of podcasts?
Eric Cacciatore (32:01):
think, transparency, um, consistency,
perspective variation, honesty,vulnerability, you know, it's,
it's, my format is very, I.
Straightforward.
It's Who are you?
Where, like basically who areyou?
Where are you today?
Let's go back and talk about howyou got here.
(32:21):
what have you, like what werethe points of evolution
transformation for you?
Like what were your points oflike growth?
Where, like back to where areyou today?
Let's go even deeper.
What is your tech stack?
What is your organizationalstroke structure?
Uh, and where are we going?
Okay, so if this is where we arebased off, off, like all the,
the news we're hearing, thetrends we're seeing, like,
where's the industry heading andwhat are you doing to prepare
(32:42):
for it?
And further, like, instead ofreacting to what we're being
told the future is, do we likethe future?
Can, like, can we like, becollectively conscious and maybe
influence the direction ourindustry is going by talking to
each other and saying, we don'tlike this.
Like, why I think the, the, theindustry has historically been.
(33:02):
Heads down and.
A victim of a lot of otherpeople's intentions, like almost
never is the restaurant owner,the true beneficiary of the hard
work they do.
There are so many ancillaryadjacent industries that sponge
and just feed off of the hardwork of restaurant owners, and I
think restaurant owners need topick their head up a little bit,
(33:25):
and I'm not like pointing myfingers and saying, shame on
you.
I think it's just a lot of workand it's hard, but we can easily
be taken advantage of, you
Jeremy Julian (33:32):
and I think there's opportunities to be
better.
If you go back to your corevalues of those things that
you've learned and some of thoserestaurants that are so
successful, it's like they'recontinually learning,
continually growing, continuallyteaching, continually modifying.
When you look at the mostsuccessful restaurants in the
planet, They're brands that arenot the same as they were in
1950.
They're not the same as theywere in 1990.
(33:53):
They continue to evolve, theycontinue to change.
The leadership changes, thepeople change, the consumers
change, and, and they'recontinuing to do that.
The only way is by ingesting newthoughts, new ideas, learning
from other people.
Is that,
Eric Cacciatore (34:05):
Yeah, 100% like it.
It's like you constantly have tobe evolving.
If you're not growing, you'redying.
But also what is growth isgrowth more units.
Is growth a bigger team or isgrowth doing more of what you
love to do or doing what you'vebeen doing better?
And I think that's where we canbe better as a, as an industry
is saying, no growth isn'tgetting bigger or making more
(34:27):
money.
It's about the impact you'remaking, starting with you.
Like growth comes from theinside out.
You have to have integrity instart.
You have to be a student andgrow as you're growing.
Pick people up with you, empoweryour team, and that ripples out
from there.
Your team, your restaurant willempower your community and
you'll raise the bar on yourcommunity.
(34:48):
And I say.
I feel silly every time I sayit.
My mission is to change theworld through inspiring and
empowering and transforming therestaurant industry because I
believe that the restaurantindustry, the second or third
largest industry
Jeremy Julian (35:02):
Yeah.
The second largest employer ofpeople in the United States is
the restaurant
Eric Cacciatore (35:05):
And like, if you can transform, if you can
elevate the restaurant industry,you can change communities and
communities can change theworld.
And I think it's really, I thinkit's, we have to kind of pull
our heads where I was talkingabout before, we're all kind of
in silos where we, our headswere down, we're just doing what
we can to survive.
But I think we have to starttalking and seeing out further
and saying like, what, what isthe future?
(35:26):
What is the future we want?
And how do we collectively EOSthat future of saying
Jeremy Julian (35:31):
Yeah.
To help help
Eric Cacciatore (35:32):
Let's go there as like industry and say, we
don't have to be the, like the,we can be the beneficiary of all
the, the aspects of therestaurant industry.
We don't have to make otherpeople rich.
Like we can spread out thewealth and keep it in house,
Jeremy Julian (35:48):
Uh, well thank you for sharing that.
I know that it's not just thepodcast, Eric, that you have.
I know you've got a network.
I know you've got a wholecollaboration deal.
Talk to our listeners aboutother ways they can engage with
you, outside of even being onthe show.
'cause I think that's also anoption for some of our operators
that might be out there.
Eric Cacciatore (36:03):
Yeah.
So, um, it all started withRestaurant Unstoppable Podcast.
as I move into the future, I'mrealizing that.
You know, what got me here willget me there.
And what got me here is, stayingcurious, continuing to be
transparent, continuing to haveintegrity, do what I say I'm
gonna do.
And for me, that's doing honest,transparent work and existing to
(36:24):
serve and having an open mindwhile we do it.
And really that's at the end ofthe day, like that's what
Restaurant Unstoppable Networkis about.
Where it's um, you know, what ismy unique ability?
What is my unique sellingproposition?
What is my biggest asset?
If I ask you that question,Jeremy, what is your answer?
Like, you know me.
Jeremy Julian (36:42):
it's, I mean, for me it's ultimately to help I, I
believe everybody was createdfor a purpose In my job as a
leader is to help them find thatpurpose.
Eric Cacciatore (36:49):
Yeah.
you know, and I think my job isto be a, a host of this space
with those core values of we'rehere together to learn
collectively to, you know,really get at the truth and to
be open, open-minded, and tolearn.
And then.
Turn around and help our peers,right?
So Restaurant UnstoppableNetwork is a key community for
(37:10):
my listeners to come togetherto, put me to work for them.
I'm not the person who isdeciding who I make an example
of.
Really, when you join the thenetwork, it's what are your pain
points?
what are your fears?
What are your concerns?
What are your curiosities?
Well.
I have a network of people thatI can reach out to and, and
Grant and pull them into thisnetwork to c co collaborate on
content, a live event, aworkshop, a mentoring session, a
(37:33):
power hour where like I put youin the same room with these
people and we learn together.
So it's really my biggest.
Asset.
Your network is your net worth,and my biggest asset is my
network of 12 years and 1200episodes of connecting with
people, meaningful relationshipsin person, and then trying to
bring all these people acrossthe industry together in one
(37:54):
place where we can shareinformation, where we can
democratize knowledge, where wecan decentralize information and
just talk honestly.
About what's actually happeningwithout putting filters in,
like, just here to learn.
So like, at the core of it, likeit's a community website.
it's a listener supportedpodcast.
to keep the show honest andtransparent and to allow us to
(38:15):
continue to.
Pursue the core values ofRestaurant Unstoppable Network.
I think at the core of that isthis curiosity, transparency,
freedom, integrity, open mindservice first, right?
So it's, um, it's that thosecore values embodied into a
community that I'm the host of,and I leverage my network to
serve that community.
So you tell me where the painis.
I'll find somebody to speak toit.
(38:36):
who are the people you wannalearn from?
I'll ask them to be a guest inthe show using the podcast
Restaurant, unstoppable podcastas a lever to.
As leveraged to get access tothese people that your normal
one to three unit operatorscan't get access to on their
own.
So that's really what it is.
It's just like, I think it's amatter of leveraging my biggest
asset, my value to serve mycommunity, and that is access to
(38:59):
people that couldn't get accessto on their own.
Jeremy Julian (39:01):
And how do people learn more?
How do people get connected tothat network?
'cause it's a very vibrantcommunity.
And I mean, I'm saying that fromexperience'cause I've en engaged
with the community before.
But how do people learn?
How do people get engaged and,and join?
Eric Cacciatore (39:13):
Yeah, I mean, I think the first level to get
engaged is to start listening topodcasts and see, you know,
like, is this, are theseconversations a conversation I'd
want to be a part of?
But if you want to actually jointhe conversation, uh, then head
over to restaurantunstoppable.com/live and it's$47
a month.
I think that's a low bar to getover when you can get access and
(39:33):
you can literally put me towork.
I am now like, you're my boss.
Tell me who you want to talk to.
I can't guarantee that I can getDanny Meyer on the show, but
like, I'll send an email, I'llat least try, Um, and yeah, and
you know, I think that at thecore of it, just, you know,
check out the work and pleasesup.
Honestly, please support thepodcast because when you join
the network, not only are yougetting.
(39:55):
You're letting me serve you, butyou're also keeping the show
honest
Jeremy Julian (39:59):
Yeah.
No, I love that.
last series of questions, Eric.
Gimme one or two.
podcast that you think about,that you go back to and
resonates, resonate
Eric Cacciatore (40:07):
on my
Jeremy Julian (40:07):
Is there anybody that you, of shows that you've,
that you've recorded whereyou're like, oh my gosh, this
person changed my life.
This person really, if you, ifyou've got'em and if you don't,
I get it.
'cause that's, uh, I'm springingit on you.
But I, I think back about someof my early shows and I'm like,
you even having you on early,early, early gave me confidence
to, to go reach out to peoplebecause I was, I, you know, I
(40:28):
had imposter syndrome early on,and so there's things that, that
I know that I stand on theshoulders of the people before
me to get to where I got to inbusiness and on the podcast.
And so if there's anybody thatgave you a life lesson that,
that, that taught you somethingthat you still go back to and,
and can, uh, can recollect rightnow, I'd love to, to hear
Eric Cacciatore (40:48):
Yeah, I mean, there's just so many.
It's just hard, you know, Ithink one of the things that
like really made, um, like animpression on me was in terms of
like business success.
There's a few as I'm gonna startsaying things, they'll, they'll
come to me.
But you know, David ScottPeters, I.
Jeremy Julian (41:04):
He is amazing.
Eric Cacciatore (41:05):
he said something, he's just a really
good speaker and he's reallydialed in, and like the, he's
was the first person I everheard say you want to create a
system dependent operation on apeople dependent operation.
I think that really disdistilled, you know, like you
wanna put good people into goodsystems, but at the end of the
day, you need to be systemdependent, not people dependent.
I think that was a great lessonand you know, I've heard that so
many times since, but it waslike one of the first times I
(41:26):
heard it.
I think, you know, Rudy, Micksaid something that.
I constantly echo, and he'sanother expert in my network
where like, your, your job asthe restaurant owner is to paint
the picture of perfection.
The aiming point, like that is,like, your job is to, to make it
crystal clear.
What's the job done Right.
Look like, you know, I think of,Chris Schultz, who at the time
(41:49):
was the COO of Voodoo donut whodid a workshop on, you know, one
of the, the big mysteries is.
How do you scale somethingthat's amazing?
Like you get this restaurantand, you get all this attention
and you get this money andyou're, you know, you're
cranking out, you, you'rebuilding more restaurants.
Then eventually, like whatever,what, whatever it was that got
(42:10):
you there, you start to lose theculture.
And I've, I was always reallycurious, like, what's the secret
to scaling?
And he said, you know, it'sreally a, a matter of, finding
out who.
Like your culture carriers arelike, you're a people picker.
like who?
It's finding those people whoare the, embodiment of your
(42:30):
culture and they carry theculture.
You take them with you.
Like, so it also like reinforcedlike one of my, the things I had
been saying, which is people incash flow determine your growth.
And I think so often people getthe cash and they just go
gangbusters and they don't scalethe people.
I could keep going man.
As I, I started talking.
Jeremy Julian (42:51):
No, I love, I love these lessons because
Erica, at the end of the day,this is, this is why people
should join the network.
This is why people should followyou.
This is not that you need to bea celebrity as much as it is one
of those opportunities for youto truly make a difference in
somebody's lives.
So many of these people havehelped you to get to where
you're at.
And I want our listeners to beat that place where they can
(43:11):
pick up that nugget from A DSPor from some of these people
that are out there to achievetheir goals, to achieve their
objectives.
And, and I really love thatyou're able to, and again, we,
we could probably go through thehundreds of life lessons that
we've gotten from differentpeople, but I love that you've
just got just kind of a couplethat hit, uh, real quick.
So how do people follow, how dopeople connect?
How do people, join, you know,you said unstoppable
(43:33):
network.com, directly connectingwith you at all.
is that an option?
And then lastly, if there's away they could be on the show,
are you still taking guests?
Um, or they, they have to comefrom referral nowadays,
Eric Cacciatore (43:42):
I just wanna leave.
the listeners with one finalthought and um, or just idea or
just perspective.
I've gotten in my uniqueposition of being able to talk
to all these people and to seewhat's happening in the world of
marketing and media.
as we go into the future and as,content continues to be produced
and it's only gonna be producedat a faster rate with ai,
Jeremy Julian (44:00):
Mm-hmm.
Eric Cacciatore (44:00):
um, what you see on the internet.
Is gonna be heavily influencedby marketing and content
marketing, big people, bigorganizations influencing the
messaging.
and a big part of why I'mshifting the focus on RU network
is because I really want tocreate a platform that is solely
based off of what people aresaying.
(44:23):
Not what influence is comingdown from the, uh, you know, the
big titans of the industry whoreally have enough power and
money and influence to shift thenarrative.
So just keep that in the back ofyour mind.
Um, be mindful of where you'regetting your information.
get perspective from differentplaces.
and, Part of what I'm trying todo, if you wanna support my
(44:44):
mission to inspire, empower, andtransform the industry and
create an honest, transparentplatform, uh, you can listen to
the, the podcast, the downloadshelp, anywhere, podcast or play,
just Search Restaurant podcast.
There's a bunch of people thatpoint to my podcast as being a
great solution.
iTunes, Spotify, uh, you canfollow me at Restaurant
Unstoppable Podcast on Instagramis probably my most active.
Platform.
(45:04):
And then if you really want tojoin the conversation, head over
to restaurantunstoppable.com/live.
We are hosting multiple liveevents a week, whether it be a
mentoring session where we havea round table conversation with
leaders in the industry,workshops where I'm literally
creating workshops based off ofyour needs and your desire.
And, uh, power hours where we'rehaving a EOS Power Hour where we
(45:26):
just get together every quarter.
I have an integrator, the son ofMark Winters, you know, Blake
Winters, who's leading thoseconversations.
So if you're curious about EOS,you can get peer support, and
learn together.
And then, profit First isanother one that we're doing,
like you, like a Marketing PowerHour, a p and l Power Hour where
Fred Langley, the CEO ofRestaurant Assistance Pro,
literally.
We'll share your screen andhe'll break down your p and l
(45:49):
and help you find opportunityfor$47 a month.
I'm overselling it, but like, Iseriously, like, am stoked at
the level of going furthertogether in collaboration.
I'm living my core values.
and then I make myself availablefor an hour every other week
just to listen to say like, how,like, here's your opportunity to
influence the show.
So that's restaurantunstoppable.com/live.
Did I oversell it?
Jeremy Julian (46:09):
Eric.
Eric.
Yeah.
No, you, you killed it, man.
honestly, it's, it is one ofthose things that uh, you know,
I mean my mission for this showis this restaurant industry I've
been in for 30 years has givenme so much.
And so how do I give back?
It's by pe finding people likeyou to be able to introduce you
to our audience.
So thank you so much for whatyou've done for 12 years.
Thank you for continuing to showup, continuing to do what you
(46:30):
do.
Um, to our listeners guys, weknow that you guys have got lots
of choices, so thanks forhanging out with us and make it
a great day.
Eric Cacciatore (46:36):
Cheers.
Thank you.
Thanks for listening to TheRestaurant Technology Guys
podcast.
Visit restaurant technologyguys.com for tips, industry
insights, and more to help yourun your restaurant better.
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