November 3, 2025 • 16 mins
Zack Oates sits down with James Bonanno, Founder and CEO of Upstream Hospitality Group, to talk about building strong operations, developing A-player leaders, and delivering five-star guest experiences across 20+ locations. From Tap Room to Bango Bowls, James shares how great culture starts with great GMs—and why sharpening the team’s skills is key to growth.
Zack and James discuss:
- Why operations fuel great marketing
- How to identify and develop A-player leaders
- The role of feedback in improving accuracy and service
- Using AI and data to boost training and leadership development
- Turning quick responses into loyal guests
Thanks, James!
Links:
https://www.linkedin.com/in/james-bonanno-a5a665103/
https://www.linkedin.com/company/upstream-hospitality-group/
https://upstreamhospitality.com/blog/tap-room-featured-on-owners-operators/
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
Welcome to another edition of Give and Ovation The
Restaurant Guest ExperiencePodcast.
I'm your host, Zach Oates, andeach week I get to chat with an
industry expert to uncover theirstrategies and tactics to help
you create a five-star guestexperience.
This podcast is powered byOvation, the feedback and
operations platform built formulti-unit restaurants.
Learn what is actually happeningin your restaurant from your
(00:23):
office or home.
Learn more at ovationup.com.
And today I'm excited we have afriend, someone who is an
amazing speaker, amazingbusinessman, James Bonano.
He is the founder and CEO ofUpstream Hospitality Group.
I mean, he has got tap room,bango bowls, he's got some cool
(00:44):
seasonal restaurants that wherethey import palm trees and just
like create such a vibe.
James, welcome to the podcast,man.
SPEAKER_01 (00:52):
Zach, what's up, buddy?
Thanks for having me.
And thanks for the intro.
And yeah, let the listeners knowwe're based out of Long Island,
New York, and excited to be onhere.
So thanks.
SPEAKER_00 (01:00):
Yeah, and I've had the privilege of going in there
a while and going into yourrestaurants and like you've got
such great operations.
Like you've just got to naildown.
But before we get intooperations, I do have a serious
question for you.
What is the weirdest way peoplehave mispronounced your last
name?
SPEAKER_01 (01:16):
Banana, obviously, is an easy one.
But no, it's honestly not toofrequent.
Not too frequent.
SPEAKER_00 (01:24):
Once you give it two looks, you're like, oh, that's
not banana.
That's well, very cool.
I'm just excited to chat becauseone of the things that we talk
about a lot is from a marketingperspective, if you don't have
your operations buttoned up,what actually is happening is
you are paying for people tocome in and have a one-star
experience.
(01:45):
Once they have that experience,they share it online because
they're three times more likelyto share a negative than a
positive.
So you may actually bemarketing, spending dollars to
lose money because you're goingto lose 26 guests for every
negative experience you have.
And so talk to me about theimportance of operations to you
and how that relates to theguest experience, in your
(02:06):
opinion.
SPEAKER_01 (02:07):
Yeah, sure.
I mean, my director of marketingsays it all the time.
You know, we can have all thiscrazy marketing and local store
marketing in the community andthese segmentations and driving
frequency and foot traffic.
But if we're not nailing theoperations in the guest
experience, then it's all fornothing and we're spinning our
wheel here.
So the guest experience is thebiggest piece of the puzzle here
(02:27):
for sure.
SPEAKER_00 (02:28):
And what do you look at to when you're thinking about
the guest experience and you'rethinking about the operations
aspect of it?
If you were to go in and let'ssay that you buy a 10-location
restaurant tomorrow, what aresome of the low-hanging fruit
that you would go to to look at,hey, is this brand doing well or
not?
And what can we do to improveit?
SPEAKER_01 (02:47):
Well, if I were to buy a 10-year chain, that's a
good question.
If I not knowing a chain andbeing, let's say, out of market,
I mean, similar to any guest,right?
Like I'm gonna go online andlook at their online reputation
and kind of figure out is thererecurring themes?
Is this place maybe have greatfood, but just they're missing
on service or they're missing oncleanliness, or what's making
(03:10):
that brand miss on their promiseto their guests?
So I think looking at the guestexperience, I mean for me
operating a little over20-something restaurants, and I
could have all SOPs andtraining.
It's all about the leader in therestaurant, it's all about the
GM in the restaurant who issetting the tone for that store.
(03:32):
And you can see it within abrand, uh, underperforming store
within that brand.
A lot of times it traces back tothat leader of the store.
So they're the ones that aresetting the tone of the culture
in the store, which when therest of the team in that store,
they're gonna permeate just howthat person is leading the
store.
If there's drama, if there'sclutter, if there's harassment,
(03:55):
or people aren't just enjoyingtheir time being there, that's
gonna permeate to the guests.
So I think having the right GMs,we're putting a lot of focus and
attention to make sure we havethe right leaders in the stores,
making sure we're hiring Aplayers.
Because I mean, every step ofthat guest experience, whether
they're calling the store,approaching the store, the
(04:16):
ambience of the store, thetemperature, the lighting, our
taper and brand sports is veryimportant to us.
So as their sport gamesthroughout the week, if we don't
have the right game on, we couldhave the best food in the world.
But if we don't have the rightgame on, that's a poor guest
experience, right?
SPEAKER_00 (04:32):
Yeah.
I mean, if the Giants areplaying the Niners and you got
on the Eagles-Bears game, noone's gonna care.
SPEAKER_01 (04:38):
Being a diehard Giants fan, they're on tonight.
Maybe they would rather ifthey're not being on.
SPEAKER_00 (04:42):
It's been a it's been a tough, it's been a tough
road the past uh 10 or 15 years.
So I'm gonna hang out with aformer uh Giant legend tonight,
actually, a man that you met.
He's flying out here to Utah.
So anyway, but I think thatlooking at this, one of the
things that we've always said onthis podcast, and we've heard it
numerous times, and it's saidall over the place, but it's so
true, the guest experiencecannot exceed the employee
(05:06):
experience.
And the number one factor of isthat employee happy or not is
based on do they have the tools,the training, the support to be
successful?
And if you're giving it to them,they're gonna be happy.
And I love how you said we gotto bring in a players.
I'd love to get your thoughts onthis because I've been doing a
lot of thinking on what an Aplayer is.
(05:26):
What do you look for in an Aplayer?
How do you know if someone is anA player, if they got it or not?
SPEAKER_01 (05:32):
Sure.
You know, I just think I ourhospitality group is upstream
hospitality, right?
So the name where that comesfrom is we're looking for people
who don't want to be average ordon't want to settle and kind of
go take the easy road and godownstream.
But we want people to be greatand we want them to fight the
current, and they we want themto be in that top 5%, that top
(05:54):
1%.
So, like that's gonna take youto fight upstream.
That's where our wholehospitality group name came from
is we're looking to find leadersand people in this organization
who want that upstream mentalityto fight upstream.
So we're just looking for peoplewho are willing to put in that
extra effort.
We'll show you the functionaltools of your job to do your
(06:16):
job, but having that mentalitywhere you're willing to put in
that extra effort, that's harderto teach.
That's something that comes fromwithin them.
SPEAKER_00 (06:27):
And one of the things that uh I 100% agree, and
I I love that.
And one of the things I've seenis that the way that you can
tell is I feel like you look atA players, and every A player
that I know is trying to becomean A plus player.
They're always trying to dothings different.
B players are usually okay beingB players.
(06:48):
You may have a few that you cancoach up to be an A player, but
a lot of them are just like,they're okay being a B player.
The C players, the problem isthey think they're already A
plus players.
We have C and when you thinkabout that, it's like you look
for those telltale signs of whatare they doing to improve from
an engineering standpoint.
When I find engineers that I'mlike, hey, what do you do on the
(07:09):
weekends?
And they're like, oh man, like Icoded up this thing that was
looking at this, or I'm I'm vibecoding with AI, test that out.
Those are a players becausethey're trying to sharpen the
saw all the time.
SPEAKER_01 (07:20):
Totally on their own time, they're home and they're
trying to learn how to take thatnext step.
And I love some of our teammembers say, Hey, you know, I've
been you mentioned AI, I've beenmessing around with AI, and
they're exactly what you said,they're sharpening their tools
because their DNA is A players,they're trying to progress.
And when we're a growth companyand and growing, we need leaders
(07:42):
to grow with us, right?
So just love people who want toput that effort in.
SPEAKER_00 (07:46):
So in your interview processes, highly recommend like
asking about that, asking aboutwhat else they do to unwind,
what are they reading, what arethey listening to, what are they
doing to try to expand thehorizons?
I think that's so important.
And what are some tactics thatyou've used to improve the guest
experience?
SPEAKER_01 (08:04):
Sure.
I think we'll go into speakingabout having the right leaders
is are we developing thoseleaders?
What are we doing to assist andsupplement them to sharpen their
tools?
And just even recently in thepast couple weeks, we have
really kind of dove into AI.
I mean, just AI and what it canspit out and save so much time.
(08:26):
We've really been developingmore curriculums, trainings,
having them look at differentstyles of leadership and giving
examples of hey, if you're amanager, if a dishwasher shows
up, but you're a leader ifyou're developing them to become
a line cook, right?
So like totally different stufflike that.
(08:48):
It's like, hey, you know, you'rekind of just going through the
motions, you're managing yourstore if you're doing XYZ, but
to become a leader and progressand take that next step.
Here's some things you could bedoing that helps develop you as
well as your people.
So, you know, to answer yourquestion, AI is helping a lot.
SPEAKER_00 (09:09):
And that's something that we've been really excited
about at Ovation.
Like we've put out a lot ofstuff with AI, but I think the
future is becoming crazy.
I mean, we're working with someof the foremost experts on AI
and building out theseincredible tools, and it is
mind-blowing what is going tobecome so normal over the next
(09:33):
couple of years.
SPEAKER_01 (09:34):
Yes.
I mean, I couldn't agree morewith you.
Like all this stuff, even liketoday, I was just thinking a
year ago, people would thesevery low-level things, they'd be
like, oh, this is how we'reusing AI.
And now it's like that's justcommon practice in so many
people's lives, and it's justprogressing them.
And it's just exciting to seekind of where it's all leading
to.
SPEAKER_00 (09:54):
Yeah, and and we're really excited to be launching
some new stuff and excited toshare that with you.
But right now, you guys areusing ovation.
So I'd love to get yourfeedback.
We're a feedback company.
What do you think about ovation?
How's ovation been helpful foryou?
SPEAKER_01 (10:06):
Huge, huge tool.
Not just saying that.
I've been a huge fan.
You've known that.
I've told other brands about it.
As a multi-unit operator, andwhen you have a few stores, you
inevitably have your hand on thepulse.
When you start getting to yourfifth store, 10th store, 15th
store, 20th store, 25th store, Ipersonally physically can't be
in all the stores.
(10:27):
I can't personally see everyguest experience because it's
just not possible.
So to have a tool like ovation,where in real time I'm getting
real-time feedback and it'sgiving me insight and not that
to just a problem, but aplatform that gives me the
ability to kind of hone in ondifferent areas of the guest
experience, whether it'scleanliness in a store or food
(10:48):
quality, order accuracy, allthose different things allows my
above-store operators to be ableto really get in there, assist
the stores for me to have apulse of what's going on, and
then for us to have the abilityto recover that guest instantly.
When at the end of the day, theguest, in my opinion, feels like
they're really like sending anemail to the corporate
(11:09):
headquarters.
But in reality, is ourmanagement is texting them back
within 20 minutes.
I mean, that type of service isjust incredible.
So I just love seeing all theguests we recover when we have a
situation.
SPEAKER_00 (11:23):
So it's been a great and you and your team are just
so on it.
And it's crazy to see when youhave that fast response time,
just the amount of loyalty thatthat builds with the guest to
know that they're cared about,they're seen, they're known.
And then all of a sudden it'snot tap room, but it's like, oh,
this is like this is my spot.
(11:44):
This is where the manager textedme.
I like I got it in.
SPEAKER_01 (11:47):
I saw one come through the other day, and
someone just said, the fact thatyou care to respond and
responded that quickly, thankyou.
I know stuff happens.
You got a guest for life.
I'm like, oh wow, amazing,right?
Like that's what the tool issupposed to do, and it doesn't.
SPEAKER_00 (12:00):
So awesome.
I love that.
And are there any likeoperational things that you've
changed as a result of thefeedback that you've received?
SPEAKER_01 (12:07):
Uh, sure, yeah.
I mean, you talk about it kindof highlighting order accuracy
in a world where deliverytakeout, it just grows every
single year.
When I'm able to kind ofpinpoint one store that might
have an order accuracy problem,then it allows me to go in there
and see kind of what'shappening, whether it's a team
member related or they're kindof just following a different
(12:30):
process, or maybe even their ourkitchen layout.
We kind of had to tweak akitchen layout just because
their the amount of takeoutreally spiked and they were just
having trouble with the physicalspace, which is causing
inaccuracies during peak period.
So it allows us to catch thingsquicker.
SPEAKER_00 (12:47):
And that's something where, again, it is amazing to
be able to recover guests.
And I'm so proud of the team andeveryone that we've been able to
work with that we've crossed thethreshold of a million guests
recovered.
A million people who had anunhappy experience were able to
get a response from someoneusing ovation and come back in,
verified, spend that money.
(13:09):
And that's amazing, but it'sonly the just like just
scratching the surface.
Our vision is we want to save ahundred million guests and
elevate this entire industry,but we only do it in partnership
with people who care because wetalked about sharpening the saw
earlier.
We're a saw, but it takes peoplelike you who truly care about
(13:29):
the guest experience, who trulywant to make it better and are
trying to make a mark in helpingpeople's day get better and
building that community thatthat's what elevates everything.
And so just it's an honor to bepartnered with you, James.
And I'm grateful that we'relearning a lot from you using
the tool.
No, it's been a great tool.
SPEAKER_01 (13:49):
It's helped build our business, and I'm grateful
for that.
So thank you.
SPEAKER_00 (13:53):
Well, James, who is someone that deserves an ovation
in the restaurant industry?
SPEAKER_01 (13:58):
So there's a great local brand here in Low Island
in Queens, New York calledFrench Workshop.
They're um French bakery, justputting out they're they're part
of a much larger internationalgroup, but they put out an
incredible product and somethingyou should check out next time
you're.
SPEAKER_00 (14:14):
Oh wow, this place looks bougie.
Look at oh, they got you didn'ttell me they had desserts there,
too.
Oh, it's yes, okay.
And look at those macaroons.
I'm so about this place.
Oh my gosh.
I'm just all right, I'm gonnaspend the next like 10 minutes
just yeah, there's okay.
I uh save in this spot.
(14:36):
Um, and by the way, for alllisteners, whenever you hear of
a location like that, make sureto save that location.
Go to Google Maps and click saveand say, James Banana told me to
come here because then next timethat you go anywhere around
Queens, you could see that placeand be like, Oh yeah, let's go
here.
Anyway, just something that I dobecause I get so many restaurant
(14:56):
recommendations.
And I don't usually do this,James, but I also want to throw
out an ovation at Kathleen Wood,who the first time that we met
in 3D, that was at your place ather conference, right?
SPEAKER_01 (15:09):
Yeah, I mean, I think we might have met at a
conference or two, but as far asthe first time you came into one
of our restaurants was at a uhevent she was hosting.
And we've been working withKathleen for it's actually five
years.
It was fall of COVID 2020.
Been an amazing experience.
Can't say anything more positiveand highly of anyone I've ever
done business with.
She's been an amazing assetworking with us.
(15:30):
So grateful for her too.
SPEAKER_00 (15:32):
Yeah, absolutely.
Well, James, where can people goto find and follow you and your
bevy of brands?
SPEAKER_01 (15:38):
So, of course, LinkedIn, but for the brands,
upstreamhg.com for taproom,specifically taproomovny.com.
SPEAKER_00 (15:46):
Well, James, for showing us the hospitality is
something that's worth swimmingupstream for.
Today's ovation goes to you.
Thank you for joining us onGivenovation.
Awesome.
Thanks for having me, Zach.
Thanks for joining us today.
If you like this episode, leaveus a review on Apple Podcasts or
your favorite place to listen.
We're all about feedback here.
Again, this episode wassponsored by Ovation, a two
(16:06):
question SMS based actionableguest feedback platform built
for multi unit restaurants.
If you'd like to learn how wecan help you measure and create
a better guest experience, visitus at ovationup.com.
Welcome to another edition of Give and Ovation The
Restaurant Guest ExperiencePodcast.
I'm your host, Zach Oates, andeach week I get to chat with an
industry expert to uncover theirstrategies and tactics to help
you create a five-star guestexperience.
This podcast is powered byOvation, the feedback and
operations platform built formulti-unit restaurants.
Learn what is actually happeningin your restaurant from your
(00:23):
office or home.
Learn more at ovationup.com.
And today I'm excited we have afriend, someone who is an
amazing speaker, amazingbusinessman, James Bonano.
He is the founder and CEO ofUpstream Hospitality Group.
I mean, he has got tap room,bango bowls, he's got some cool
(00:44):
seasonal restaurants that wherethey import palm trees and just
like create such a vibe.
James, welcome to the podcast,man.
SPEAKER_01 (00:52):
Zach, what's up, buddy?
Thanks for having me.
And thanks for the intro.
And yeah, let the listeners knowwe're based out of Long Island,
New York, and excited to be onhere.
So thanks.
SPEAKER_00 (01:00):
Yeah, and I've had the privilege of going in there
a while and going into yourrestaurants and like you've got
such great operations.
Like you've just got to naildown.
But before we get intooperations, I do have a serious
question for you.
What is the weirdest way peoplehave mispronounced your last
name?
SPEAKER_01 (01:16):
Banana, obviously, is an easy one.
But no, it's honestly not toofrequent.
Not too frequent.
SPEAKER_00 (01:24):
Once you give it two looks, you're like, oh, that's
not banana.
That's well, very cool.
I'm just excited to chat becauseone of the things that we talk
about a lot is from a marketingperspective, if you don't have
your operations buttoned up,what actually is happening is
you are paying for people tocome in and have a one-star
experience.
(01:45):
Once they have that experience,they share it online because
they're three times more likelyto share a negative than a
positive.
So you may actually bemarketing, spending dollars to
lose money because you're goingto lose 26 guests for every
negative experience you have.
And so talk to me about theimportance of operations to you
and how that relates to theguest experience, in your
(02:06):
opinion.
SPEAKER_01 (02:07):
Yeah, sure.
I mean, my director of marketingsays it all the time.
You know, we can have all thiscrazy marketing and local store
marketing in the community andthese segmentations and driving
frequency and foot traffic.
But if we're not nailing theoperations in the guest
experience, then it's all fornothing and we're spinning our
wheel here.
So the guest experience is thebiggest piece of the puzzle here
(02:27):
for sure.
SPEAKER_00 (02:28):
And what do you look at to when you're thinking about
the guest experience and you'rethinking about the operations
aspect of it?
If you were to go in and let'ssay that you buy a 10-location
restaurant tomorrow, what aresome of the low-hanging fruit
that you would go to to look at,hey, is this brand doing well or
not?
And what can we do to improveit?
SPEAKER_01 (02:47):
Well, if I were to buy a 10-year chain, that's a
good question.
If I not knowing a chain andbeing, let's say, out of market,
I mean, similar to any guest,right?
Like I'm gonna go online andlook at their online reputation
and kind of figure out is thererecurring themes?
Is this place maybe have greatfood, but just they're missing
on service or they're missing oncleanliness, or what's making
(03:10):
that brand miss on their promiseto their guests?
So I think looking at the guestexperience, I mean for me
operating a little over20-something restaurants, and I
could have all SOPs andtraining.
It's all about the leader in therestaurant, it's all about the
GM in the restaurant who issetting the tone for that store.
(03:32):
And you can see it within abrand, uh, underperforming store
within that brand.
A lot of times it traces back tothat leader of the store.
So they're the ones that aresetting the tone of the culture
in the store, which when therest of the team in that store,
they're gonna permeate just howthat person is leading the
store.
If there's drama, if there'sclutter, if there's harassment,
(03:55):
or people aren't just enjoyingtheir time being there, that's
gonna permeate to the guests.
So I think having the right GMs,we're putting a lot of focus and
attention to make sure we havethe right leaders in the stores,
making sure we're hiring Aplayers.
Because I mean, every step ofthat guest experience, whether
they're calling the store,approaching the store, the
(04:16):
ambience of the store, thetemperature, the lighting, our
taper and brand sports is veryimportant to us.
So as their sport gamesthroughout the week, if we don't
have the right game on, we couldhave the best food in the world.
But if we don't have the rightgame on, that's a poor guest
experience, right?
SPEAKER_00 (04:32):
Yeah.
I mean, if the Giants areplaying the Niners and you got
on the Eagles-Bears game, noone's gonna care.
SPEAKER_01 (04:38):
Being a diehard Giants fan, they're on tonight.
Maybe they would rather ifthey're not being on.
SPEAKER_00 (04:42):
It's been a it's been a tough, it's been a tough
road the past uh 10 or 15 years.
So I'm gonna hang out with aformer uh Giant legend tonight,
actually, a man that you met.
He's flying out here to Utah.
So anyway, but I think thatlooking at this, one of the
things that we've always said onthis podcast, and we've heard it
numerous times, and it's saidall over the place, but it's so
true, the guest experiencecannot exceed the employee
(05:06):
experience.
And the number one factor of isthat employee happy or not is
based on do they have the tools,the training, the support to be
successful?
And if you're giving it to them,they're gonna be happy.
And I love how you said we gotto bring in a players.
I'd love to get your thoughts onthis because I've been doing a
lot of thinking on what an Aplayer is.
(05:26):
What do you look for in an Aplayer?
How do you know if someone is anA player, if they got it or not?
SPEAKER_01 (05:32):
Sure.
You know, I just think I ourhospitality group is upstream
hospitality, right?
So the name where that comesfrom is we're looking for people
who don't want to be average ordon't want to settle and kind of
go take the easy road and godownstream.
But we want people to be greatand we want them to fight the
current, and they we want themto be in that top 5%, that top
(05:54):
1%.
So, like that's gonna take youto fight upstream.
That's where our wholehospitality group name came from
is we're looking to find leadersand people in this organization
who want that upstream mentalityto fight upstream.
So we're just looking for peoplewho are willing to put in that
extra effort.
We'll show you the functionaltools of your job to do your
(06:16):
job, but having that mentalitywhere you're willing to put in
that extra effort, that's harderto teach.
That's something that comes fromwithin them.
SPEAKER_00 (06:27):
And one of the things that uh I 100% agree, and
I I love that.
And one of the things I've seenis that the way that you can
tell is I feel like you look atA players, and every A player
that I know is trying to becomean A plus player.
They're always trying to dothings different.
B players are usually okay beingB players.
(06:48):
You may have a few that you cancoach up to be an A player, but
a lot of them are just like,they're okay being a B player.
The C players, the problem isthey think they're already A
plus players.
We have C and when you thinkabout that, it's like you look
for those telltale signs of whatare they doing to improve from
an engineering standpoint.
When I find engineers that I'mlike, hey, what do you do on the
(07:09):
weekends?
And they're like, oh man, like Icoded up this thing that was
looking at this, or I'm I'm vibecoding with AI, test that out.
Those are a players becausethey're trying to sharpen the
saw all the time.
SPEAKER_01 (07:20):
Totally on their own time, they're home and they're
trying to learn how to take thatnext step.
And I love some of our teammembers say, Hey, you know, I've
been you mentioned AI, I've beenmessing around with AI, and
they're exactly what you said,they're sharpening their tools
because their DNA is A players,they're trying to progress.
And when we're a growth companyand and growing, we need leaders
(07:42):
to grow with us, right?
So just love people who want toput that effort in.
SPEAKER_00 (07:46):
So in your interview processes, highly recommend like
asking about that, asking aboutwhat else they do to unwind,
what are they reading, what arethey listening to, what are they
doing to try to expand thehorizons?
I think that's so important.
And what are some tactics thatyou've used to improve the guest
experience?
SPEAKER_01 (08:04):
Sure.
I think we'll go into speakingabout having the right leaders
is are we developing thoseleaders?
What are we doing to assist andsupplement them to sharpen their
tools?
And just even recently in thepast couple weeks, we have
really kind of dove into AI.
I mean, just AI and what it canspit out and save so much time.
(08:26):
We've really been developingmore curriculums, trainings,
having them look at differentstyles of leadership and giving
examples of hey, if you're amanager, if a dishwasher shows
up, but you're a leader ifyou're developing them to become
a line cook, right?
So like totally different stufflike that.
(08:48):
It's like, hey, you know, you'rekind of just going through the
motions, you're managing yourstore if you're doing XYZ, but
to become a leader and progressand take that next step.
Here's some things you could bedoing that helps develop you as
well as your people.
So, you know, to answer yourquestion, AI is helping a lot.
SPEAKER_00 (09:09):
And that's something that we've been really excited
about at Ovation.
Like we've put out a lot ofstuff with AI, but I think the
future is becoming crazy.
I mean, we're working with someof the foremost experts on AI
and building out theseincredible tools, and it is
mind-blowing what is going tobecome so normal over the next
(09:33):
couple of years.
SPEAKER_01 (09:34):
Yes.
I mean, I couldn't agree morewith you.
Like all this stuff, even liketoday, I was just thinking a
year ago, people would thesevery low-level things, they'd be
like, oh, this is how we'reusing AI.
And now it's like that's justcommon practice in so many
people's lives, and it's justprogressing them.
And it's just exciting to seekind of where it's all leading
to.
SPEAKER_00 (09:54):
Yeah, and and we're really excited to be launching
some new stuff and excited toshare that with you.
But right now, you guys areusing ovation.
So I'd love to get yourfeedback.
We're a feedback company.
What do you think about ovation?
How's ovation been helpful foryou?
SPEAKER_01 (10:06):
Huge, huge tool.
Not just saying that.
I've been a huge fan.
You've known that.
I've told other brands about it.
As a multi-unit operator, andwhen you have a few stores, you
inevitably have your hand on thepulse.
When you start getting to yourfifth store, 10th store, 15th
store, 20th store, 25th store, Ipersonally physically can't be
in all the stores.
(10:27):
I can't personally see everyguest experience because it's
just not possible.
So to have a tool like ovation,where in real time I'm getting
real-time feedback and it'sgiving me insight and not that
to just a problem, but aplatform that gives me the
ability to kind of hone in ondifferent areas of the guest
experience, whether it'scleanliness in a store or food
(10:48):
quality, order accuracy, allthose different things allows my
above-store operators to be ableto really get in there, assist
the stores for me to have apulse of what's going on, and
then for us to have the abilityto recover that guest instantly.
When at the end of the day, theguest, in my opinion, feels like
they're really like sending anemail to the corporate
(11:09):
headquarters.
But in reality, is ourmanagement is texting them back
within 20 minutes.
I mean, that type of service isjust incredible.
So I just love seeing all theguests we recover when we have a
situation.
SPEAKER_00 (11:23):
So it's been a great and you and your team are just
so on it.
And it's crazy to see when youhave that fast response time,
just the amount of loyalty thatthat builds with the guest to
know that they're cared about,they're seen, they're known.
And then all of a sudden it'snot tap room, but it's like, oh,
this is like this is my spot.
(11:44):
This is where the manager textedme.
I like I got it in.
SPEAKER_01 (11:47):
I saw one come through the other day, and
someone just said, the fact thatyou care to respond and
responded that quickly, thankyou.
I know stuff happens.
You got a guest for life.
I'm like, oh wow, amazing,right?
Like that's what the tool issupposed to do, and it doesn't.
SPEAKER_00 (12:00):
So awesome.
I love that.
And are there any likeoperational things that you've
changed as a result of thefeedback that you've received?
SPEAKER_01 (12:07):
Uh, sure, yeah.
I mean, you talk about it kindof highlighting order accuracy
in a world where deliverytakeout, it just grows every
single year.
When I'm able to kind ofpinpoint one store that might
have an order accuracy problem,then it allows me to go in there
and see kind of what'shappening, whether it's a team
member related or they're kindof just following a different
(12:30):
process, or maybe even their ourkitchen layout.
We kind of had to tweak akitchen layout just because
their the amount of takeoutreally spiked and they were just
having trouble with the physicalspace, which is causing
inaccuracies during peak period.
So it allows us to catch thingsquicker.
SPEAKER_00 (12:47):
And that's something where, again, it is amazing to
be able to recover guests.
And I'm so proud of the team andeveryone that we've been able to
work with that we've crossed thethreshold of a million guests
recovered.
A million people who had anunhappy experience were able to
get a response from someoneusing ovation and come back in,
verified, spend that money.
(13:09):
And that's amazing, but it'sonly the just like just
scratching the surface.
Our vision is we want to save ahundred million guests and
elevate this entire industry,but we only do it in partnership
with people who care because wetalked about sharpening the saw
earlier.
We're a saw, but it takes peoplelike you who truly care about
(13:29):
the guest experience, who trulywant to make it better and are
trying to make a mark in helpingpeople's day get better and
building that community thatthat's what elevates everything.
And so just it's an honor to bepartnered with you, James.
And I'm grateful that we'relearning a lot from you using
the tool.
No, it's been a great tool.
SPEAKER_01 (13:49):
It's helped build our business, and I'm grateful
for that.
So thank you.
SPEAKER_00 (13:53):
Well, James, who is someone that deserves an ovation
in the restaurant industry?
SPEAKER_01 (13:58):
So there's a great local brand here in Low Island
in Queens, New York calledFrench Workshop.
They're um French bakery, justputting out they're they're part
of a much larger internationalgroup, but they put out an
incredible product and somethingyou should check out next time
you're.
SPEAKER_00 (14:14):
Oh wow, this place looks bougie.
Look at oh, they got you didn'ttell me they had desserts there,
too.
Oh, it's yes, okay.
And look at those macaroons.
I'm so about this place.
Oh my gosh.
I'm just all right, I'm gonnaspend the next like 10 minutes
just yeah, there's okay.
I uh save in this spot.
(14:36):
Um, and by the way, for alllisteners, whenever you hear of
a location like that, make sureto save that location.
Go to Google Maps and click saveand say, James Banana told me to
come here because then next timethat you go anywhere around
Queens, you could see that placeand be like, Oh yeah, let's go
here.
Anyway, just something that I dobecause I get so many restaurant
(14:56):
recommendations.
And I don't usually do this,James, but I also want to throw
out an ovation at Kathleen Wood,who the first time that we met
in 3D, that was at your place ather conference, right?
SPEAKER_01 (15:09):
Yeah, I mean, I think we might have met at a
conference or two, but as far asthe first time you came into one
of our restaurants was at a uhevent she was hosting.
And we've been working withKathleen for it's actually five
years.
It was fall of COVID 2020.
Been an amazing experience.
Can't say anything more positiveand highly of anyone I've ever
done business with.
She's been an amazing assetworking with us.
(15:30):
So grateful for her too.
SPEAKER_00 (15:32):
Yeah, absolutely.
Well, James, where can people goto find and follow you and your
bevy of brands?
SPEAKER_01 (15:38):
So, of course, LinkedIn, but for the brands,
upstreamhg.com for taproom,specifically taproomovny.com.
SPEAKER_00 (15:46):
Well, James, for showing us the hospitality is
something that's worth swimmingupstream for.
Today's ovation goes to you.
Thank you for joining us onGivenovation.
Awesome.
Thanks for having me, Zach.
Thanks for joining us today.
If you like this episode, leaveus a review on Apple Podcasts or
your favorite place to listen.
We're all about feedback here.
Again, this episode wassponsored by Ovation, a two
(16:06):
question SMS based actionableguest feedback platform built
for multi unit restaurants.
If you'd like to learn how wecan help you measure and create
a better guest experience, visitus at ovationup.com.
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