99: The Secret to Scaling Successfully

Episode Transcript
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SPEAKER_00 (00:08):
Welcome back to the show.
I am featuring an episode thisweek where I was able to be
interviewed with Eric Cachatori,one of my friends who has the
podcast Restaurant Unstoppable.
He's the OG when it comes to thepodcast space and playing in the
restaurant podcast landscape.

(00:29):
He really started this journeyfor many of us.
So grateful to be able to spendtime with him.
He's a wonderful interviewer.
And during the episode, we talka lot about the three pillars
that I believe every restaurantgroup should have in place in
order to scale.
And those three pillars arepeople, process, and profit.

(00:51):
We're going to take a deep diveinto each of those pillars.
I'm going to tell you stories,success stories of clients that
I've worked with and what theimpact and outcome is for each
of their restaurant groups whenthey've implemented all of these
pillars.
I hope you find this episodevery valuable.
Eric and I talk about a ton ofresources during this, and they

(01:16):
will all be in the show notesfor you.
Enjoy.
Welcome to the RestaurantLeadership Podcast, the show
where restaurant leaders learntools, tactics, and habits from
the world's greatest operators.
I'm your host, Kristen Marvinwith Solutions by Kristen.
I've spent the last two decadesin the restaurant industry and
now partner with restaurantowners to develop their leaders

(01:39):
and scale their businessesthrough powerful one-on-one
coaching, group coaching, andleadership workshops.
This show is complete withepisodes around coaching,
leadership development, andinterviews with powerful
industry leaders.
You can now engage with me onthe show and share topics you'd

(02:00):
like to hear about, leadershiplessons you want to learn, and
any feedback you have.
Simply click the link at the topof the show notes, and I will
give you a shout-out on a futureepisode.
Thanks so much for listening,and I look forward to
connecting.

SPEAKER_02 (02:17):
With excitement, allow me to welcome back on the
show for a second time, authorand restaurant coach at
Solutions by Kristen.
Kristen, Marvin, my lady.

SPEAKER_00 (02:30):
Always.
Thanks for having me, Eric.

SPEAKER_02 (02:33):
Always a joy to connect with you.
And you know, the first time wehad you on the show, that was
episode 1096, almost a year ago,over a year ago.
Uh tons of value.
It was a great conversation.
I really enjoyed just sharingyour story, and you really
impressed me.
So I'm stoked to be able to haveyou back to go deeper into that
noggin you have.
You have some great advice.
I know this is gonna be goodtoday.

(02:53):
We're gonna be talking about thethree pillars to scale your
restaurant group without losingcontrol, uh, those pillars, the
teaser, people, process, andprofit, which aren't really
surprising pillars.
You know, I think if you're astudent of the industry, you're
you're hearing a lot of contentand you you hear things like
that's that's not a surprise,but looking at the sub bullets,

(03:14):
there's some great stuff comingour way.
So I cannot wait to get into it.
And I think that you know thisis coming.
I hope you know this is coming,but we can't get started until
until we get that motivational,inspirational, ball rolling with
a success quote or mantra.
What do you got for us?

SPEAKER_00 (03:27):
Yeah, slow down to speed up.
I think la I think I used thesame mantra last time we
recorded together, which youwere in my living room, so I'm
feeling a little bit distantfrom you today.
I think I'm in your living roomtoday or somewhere in your
house.

SPEAKER_02 (03:41):
But my studio.
I actually have a studio now.

SPEAKER_00 (03:44):
Nice, nice.
Yeah, slow down to speed up is amantra that I have been using
since becoming an entrepreneur,and it's something that I talk a
lot about with clients.
And and it's just the a lot ofthe beauty that I um the beauty
of the work that I do is helpingpeople really take a second,
pause, breathe deeply, and thinkdeeply about every aspect of

(04:07):
their business.
And that's not something that wedo a lot in the restaurant
business.

SPEAKER_02 (04:13):
What does that slowing down look like?

SPEAKER_00 (04:16):
It really can look different for everyone.
It's something that I kind ofwork on designing with people.
But sometimes for people, it'ssimply taking a 10-minute walk
outside.
It can be listening to apodcast, it can be walking the
dogs, it can be taking a techbreak, a 72-hour tech break, um,
and spending some time innature.

(04:37):
It can be walking around ingrass with your shoes off and
just connecting to the earth.
Um, it can also be just a fewdeep breaths at a time when
things are really stressful inthe middle of the ship.

SPEAKER_02 (04:50):
Yeah, and I think those are micro examples, but I
think it also could be taking amonth or two, a quarter, maybe a
year to work on the business.
And, you know, I think this isreally true.
I think today's conversation isabout scaling.
I think uh restaurateurs getsuper aggressive with scaling
and they just they think aboutyou know, they just put their
energy out, out, out, out, andthey don't put their energy into

(05:13):
what they're doing better.
And uh, you know, you see thisgoing from two to three or four
locations, uh, or even justgoing from one to two locations,
they think, oh, I if I just havemore of these, the money will
come and things will get easier.
Uh, and then they just end upoverextending themselves and
they don't put the the energyinto uh what you're doing today

(05:35):
better tomorrow, and constantlyjust making that thing that you
do better, and that that takesslowing down um and really
thinking and being intentionalwith how you do things.

SPEAKER_00 (05:45):
Absolutely, and really understanding the
reasoning of rent behind why youwant to scale.
Sometimes people scale becauseof ego, right?
Or they want to build theirbrand and their name across
multiple locations.
Sometimes it's because they getbored, which I hear a lot,
right?
They've opened one or they'veopened two, and they're like,
okay, now what?
I think the nuts next, you know,next natural step is just to

(06:05):
grow.
I was having a conversation withthe owner, with a um an owner
the other day who six monthsago, when we started to work to
start our work together, wascompletely burnt out and ready
to escape the industry becausethings were so chaotic.
And after being able to put someof these systems in place today
that we're gonna talk about, hehe said to me last week, he

(06:26):
said, You you're gonna think I'mnuts, but now that things are
going so well, I just got anopportunity to open a third, and
I think I want to continue togrow.

SPEAKER_02 (06:33):
Interesting.
Well, let's see how that goes.

SPEAKER_00 (06:35):
Uh so sometimes the opportunity, yeah, just comes
and comes to them and they don'teven, they're not going to be
able to do that.

SPEAKER_02 (06:40):
I think that's what I don't think you need to.
I think the best way to scale isto attract opportunity, not to
go look for it.
You know?
Um I think, you know, I think ifyou do the thing well enough,
people will come to you.
Uh and I don't know.
Man, maybe that's not auniversally accepted approach,
but I find that when you aregood at what you do, the

(07:00):
opportunity you you attract it,you don't go looking for it.

SPEAKER_00 (07:03):
I think it can work both ways, Eric.
I think that you know, for I I'mlearning a lot about myself as
an entrepreneur and how I'mbuilt and designed and how I
should be working.
And I'm finding that it's betterfor me when I wait for
opportunities to come instead ofchasing opportunities because
one is much more draining for meand the other one is much more

(07:24):
sustainable.
But I think that no matterwhether you have an invitation
come to you or an opportunitycome to you to open a new
restaurant, or you decide thatyou're gonna open an additional
location or multiple locations,there needs to be intention
around how you're gonna go doit.
And that really starts withpeople and the first pillar that

(07:46):
we'll kind of dive into today.

SPEAKER_02 (07:48):
Yeah, so let's get into that first thing.
Um people.
Like do your thing.

SPEAKER_00 (07:54):
Yeah, for sure.
So these pillars are um part ofa framework, an independent
restaurant framework that Ibuilt and put into uh my new
book, Multi-Unit Mastery.
So what and the the why and kindof the backstory behind this was
I've been coaching independentrestaurant owners now for a
couple of years.
And, you know, I've been again,been in the industry for 20

(08:16):
years.
I realized that there was acommon theme, a few common
themes that were really missingfor people and specific pain
points with every single personI talked to.
And I found myself coachingaround very much some of the
same things.
And when I sat down and spentslowing down the speed ups and
spent some time reflecting onwhat's going on here and what is

(08:38):
the bigger opportunity here tosupport the industry, I was
like, oh, this is somethingbeautiful that I could put into
a framework.
I also really compared this tomy previous experience, right?
So growing an independent groupfrom two locations that were
different, and then opening fivecompletely different concepts
over five years.

(08:59):
I saw that none of thisframework was in place and it
was incredibly chaotic.
And what we did was we justfound people that were really
loyal to us, and then we putthem in leadership positions and
then tried to design roles forthem.
And what that does when youscale is it it's it can be
expensive from a salaryperspective.

(09:21):
If you're just bringing on toomany people and you don't really
know what to do with them, theycan get really confused on
exactly what their role is andwhere their skill sets can
shine.
And you just can for for theposition that I was in and
where, you know, the companythat I worked with, we didn't
continue to think about how togrow our people and multiply

(09:42):
them every time we opened moreconcepts.
We just kept putting more andmore and more work on our team,
which is going to burn peopleout, right?
So then moving to when I workedfor Snooze and we went from six
to 48 locations, I saw thisframework in place.
I just didn't know it at thetime and saw how we were able to
scale so quickly and sosuccessfully and sustainably

(10:06):
because we have these keycomponents.

SPEAKER_02 (10:08):
So this framework is the pillar one, two, and three

we're gonna be covering today: people, process, and then (10:10):
undefined
profit.

SPEAKER_00 (10:14):
Exactly.
Exactly.
Before we dive deeper intotoday's topic, I want to share
something that's been a gamechanger for the restaurant
owners I work with.
You know how we've been talkingabout building stronger
foundations for your restaurant?
Well, I've taken everything Iteach my coaching clients about
creating core values, missionstatements, and long-term

(10:34):
vision, and I've turned it intothree hands-on online courses.
These aren't your typical watchand forget courses.
Each one walks you through usingAI tools like ChatGPT to create
the foundational elements everysuccessful restaurant needs.
We're talking about core valuesthat actually guide your hiring
decisions, mission statementsyour team can rally behind, and

(10:57):
a three-year vision that turnsyour growth from reactive to
strategic.
The best part is each course isonly$49, or you can grab all
three for$99.
That's less than what mostrestaurants spend on a single
food delivery order, but it'llgive you the clarity to make
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(11:17):
You can check them out atkristenmarvin.com slash courses.
You can also text me directly inthe show notes.
There's a link at the top of theshow if you want a special promo
code to save an additionalamount of money on any of the
courses, including the bundle.
Now let's get back to ourconversation.

SPEAKER_02 (11:44):
So let's break down that first pillar.
People, uh, get into it.

SPEAKER_00 (11:48):
Yeah, so P I put people first because no
restaurant can operate, whetheryou're a single unit or
multi-unit, no restaurant canoperate without people, right?
And it's about understanding,again, successfully scaling is
all about understanding whoexactly you need to hire and
making sure that they align withthe core values of your
business.
And some people know what theircore values are and some people

(12:10):
don't.
And so that's okay.
And you it starts withidentifying what the core values
are for your business, hiringteammates that um that fit with
those core values, and thenensuring that you're working on
developing them.
So, what happens when somebodytypically when an owner opens a
restaurant, right?
They've got all the systems andthe processes up here in their

(12:31):
mind.
And as you continue to grow andyou hire more people, the
challenge then becomes how do Iget all these systems and
processes out of my head?
How do I put them down on paper?
And how do I teach those topeople when I'm still working in
my current position?
So it's about, you know, DanSullivan talks a lot about this.
It's about finding the right whoum for your business, right?
Instead of thinking to yourself,I want to grow, how am I going

(12:53):
to do this?
It's about making sure thatyou're putting the right team in
place.

SPEAKER_02 (12:56):
I think I have who not how on the shelf behind me.
Do you?
Yeah.
It's a great, it's a great book.
Yeah.
And it's, I think a lot ofpeople they think about like the
what and the why and the how,but it's really uh it's at the
end of the day, it's all aboutthe who's like you don't have to
be the the end all be all.
It yeah, you you can go to thepeople who are those things and

(13:17):
and you know, they might bringthe how to you if you can find
the right who.

SPEAKER_00 (13:21):
Absolutely.
And and when you identify, okay,here are the core values of the
business, here's exactly whowe're looking for.
Again, the challenge in theindependent space tends to be,
oh, well, let's just go findsomebody that's been working
with us and working hard for along time, and then we'll teach
them how to do this skill.
But sometimes that can be reallychallenging because the
restaurant owner isn't great atmarketing per se, right?

(13:43):
Restaurant owners didn't getinto the restaurant business
because they're good marketers.
So if you're trying to, if youhave a skill set that's lacking,
and then you're turning aroundand trying to teach somebody
else that's young, that's got,you know, that's lacking in
those same skills, here's how todo this.
That's draining for both people.
So again, it's about findingsomebody with that skill set.
And the beautiful thing abouttoday's world is you don't have

(14:04):
to pay somebody a salary andhave that person be full time,
right?
You can micro outsource.
So once you identify whatleadership components, exactly
what roles you need in yourrestaurant, then you can figure
out, okay, am I going todelegate this out to somebody on
the team?
Am I going to outsource this toa fractional CEO, fractional

(14:24):
CFO, a fractional HR?
I mean, there's just all thesereally, you know, or or is this
an AI?
Is this something I can use AIfor?

SPEAKER_02 (14:31):
Where where is the restaurant tour in their life
cycle as you're talking rightnow?
Like, is this one location, twolocations, three locations?
This this point of outsourcing,like you're discussing.

SPEAKER_00 (14:41):
Yeah, the where the biggest pain point I tend to see
is going from two to three.

SPEAKER_02 (14:46):
Yeah.

SPEAKER_00 (14:46):
Two seems to be a little bit more manageable
because they can be in bothlocations within a week.

SPEAKER_02 (14:52):
Yeah.

SPEAKER_00 (14:52):
Right.
Three is when it's just like itfeels like the wheels are
starting to fall off.

SPEAKER_02 (14:57):
I have segmented my community into uh basically four
groups that I haven't openedyet.
Um, between one and three and uhfour to ten and eleven to
twenty.
And those tend to be areas oflike evolution to your point at
three locations.
You can it it can all go throughyou up to three.
But if you want to get beyondthree locations, you have to

(15:17):
start thinking about thatmindset of owner operator to CEO
has to start kicking in whereyou have to remove yourself from
the manager executive roleswhere you're really starting to
surround yourself with the thethe who's, right?
And you're you're the visionary,you're the you're the why, or
maybe you're uh you're atechnician.
You could be somebody who needsto find a a why guy or gal,

(15:42):
right?

SPEAKER_00 (15:42):
Yeah, yeah.
It's about understanding for thethe the owner first and
foremost, what role do you wantto truly be playing?

SPEAKER_02 (15:48):
Right.

SPEAKER_00 (15:49):
What's giving you energy?
What do you want to get get ridof?
And then exactly who you need tohave in place in order to get
rid of those things.

SPEAKER_02 (15:55):
And you have a note here, core values aren't just
wall art.
What do you mean by that?

SPEAKER_00 (15:59):
So it's important to make sure that, you know, and
this was a beautiful thing thatwe did at Snooze.
Once you identify your corevalues, it's important to
revisit them often becausethey're gonna change as your
business grows.
They should, they should evolve.
Not only does the leaders doesthe leadership team need to know
your core values, but they theentire team, your entire staff

(16:20):
needs to know what your corevalues are.
And so those core values shouldbe used not only to build your
business, but to hire everysingle person on your team in
your restaurant group.
And they should be used whenyou're coaching and they should
be used in performance reviews.
So they're always a living andbreathing thing.
If you just hang them on thewall and then you expect people

(16:43):
to hold themselves accountableto them, it's not going to work.
You have to teach people whatthe behavior is around each of
those core values and then coachwhen that behavior gets off
track.

SPEAKER_02 (16:54):
Yeah.
So when do we resurface thesecore values?
Like when are the one of theright times to echo these things
and to resurface them?

SPEAKER_00 (17:02):
Annual reviews are a wonderful way just to check in
and just say, again, as you'rechecking in with your vision,
whether you've got a one year,three year, five-year, 10-year
vision, and you're doing annualreviews with everybody, whenever
you start to say, okay, let'scheck in on how the business did
last year, and then let's talkabout where we're going next
year.
Core values should be rightthere.

(17:22):
Are we still living to our corevalues with this growth plan?
And are our core values stillmaking sense for the business
today?
Or do we need to make anadjustment or two?

SPEAKER_02 (17:31):
Yeah, uh I'm I'm thinking of Mario Del Pero who
talks about using rituals likein any culture across the world,
there are rituals.
Um there are annual rituals,there are decade rituals, there
are um monthly rituals, thereare daily rituals.
Like it's like, so like how doyou incorporate rituals with
your core value?
So that you are forcing likethere's a habit around

(17:55):
resurfacing these things.
I think that you could do itdaily.
I think maybe pick one corevalue and cycle through maybe
you have seven core values everyweek or every day of the week.
Find an example of a time wheresomebody used that core value,
right?
Or who live that core value andin and make an example of them
in front in front of the group,right?
Yeah.

(18:15):
What what comes to your mindwhen I say this?

SPEAKER_00 (18:17):
I mean social media, telling stories of how core
values are showing up in socialmedia is really powerful.
Yeah, pre-shifts are a wonderfulway to talk about them.
If you have leadership retreatswith your teams, it's a
wonderful way to revisit them.
I mean, you could have them onyour menu.
I mean, there's so many waysthat they can show up in your
business.

SPEAKER_02 (18:34):
Yeah, I think the thing, you know, you said like
core values aren't on your orsomething that's you know wall
art.
It's even if you have thesethings written down and you're
talking about them, really umit's what you do every day that
are your values.
Like it's it's not what you say,it's what you do.
So it's the behavior.
Exactly.
It's you got you gotta live it.

SPEAKER_00 (18:53):
Exactly.
And you can't live it if you'renot being constantly reminded of
it, right?
Exactly.
Because we can we forget thingsafter 90 days.
We're just humans.
That's why quarterly check-insare so important and performance
reviews are so important andcoaching is so important.

SPEAKER_02 (19:05):
Yeah.
Uh well, I like to say somethingoften, like in terms of scale,
like what determines growth ispeople and cash flow.
And um, you have a little notehere about you know promotional
traps.
Um, promoting people like likeyour best service to a manager
usually fails.
Like, get it get into that.

SPEAKER_00 (19:21):
Well, again, it's you know, Eric, I'm sure you
hear this all the time.
I'm still hearing story, youknow, horror stories of people
saying, I was promoted too soon.
I was promoted without any skillset, I was promoted without any
training, and I have no ideawhat my job expectation is.
There's a lot of operators thatI talk to when they say, Hey, I
need to find X, the first thingI ask them is, Do you have a job

(19:42):
description for that?
And a lot of people don't.
And and it's and it's surprisingto me because, and again, I've
lived this world.
Um if you don't have a clear jobexpectation for people, they
have no idea what success lookslike in their role.
And there is an there's there,you lose an opportunity as a

(20:03):
restaurant owner or a leadershipteam to be able to hold people
accountable to something.
So you lose that measurablecomponent.
And it's such a, you know,especially with AI now, you can
sit down and talk to chat for afew minutes and start to draft a
really nice job offer.
It adds another level ofintention and professionalism to
your organization that is very,very easy to implement.

SPEAKER_02 (20:25):
Right.
Um, I'm thinking of I think itthis is uh POS language.
I think I might have heard itthrough Dan Sullivan too, but
they have to get it, want it,and have the capacity to do it.
And I think we just take thesepeople, we're like, well, you're
the most dependable, like you'rethe best at your job.
Um, so we're gonna take you outof the thing you're the best at
and give you this opportunity uhthat you might not want or have

(20:48):
the capacity to do, or maybe youdon't even get it, you know.
So like um reflect more on that.

SPEAKER_00 (20:54):
Yeah, I mean, I love doing um leadership workshops
with junior managers becausewhen I sit down and ask them and
I say, hey, we're gonna developa customized leadership style
for you today, a lot of them sayto me, like, I don't know what
leadership is.
I don't know what, you know, howI want to be showing up.
And that's a really fun space toplay in.
But I think people don'tunderstand, again, the

(21:15):
difference between um being aserver and providing, you know,
having great menu knowledge andbeing able to provide a great
guest experience is one thing.
But managing and leading a teamare completely different skill
sets, right?
And there are a lot of um skillsthat you can bridge to set up a
server for managers uh for amanagement role, but there needs

(21:38):
to be a very clear specificprocess.
And again, it starts with clearexpectations.
So I love helping people set upa 30, 60, 90 day transitional
plan for anybody moving into anew leadership role so they
really understand here's where Ishould be focusing my first 30
days, here's what I should beobserving when I'm on the floor,
here's how I should be behavingand interacting with the team,

(22:00):
right?
Being a sponge, soaking in asmuch information as possible,
building relationships, gettingto know the entire business from
a leadership perspective, thenin 60 days, formulating here's
some of the problems that I'mseeing in the business, and then
90 days starting to implementsome of those things and
learning how to implement changein a really, really successful
way.

(22:20):
Because if you don't set thosenew leaders up with that
confidence out of the gate, theywill fail.

SPEAKER_02 (22:27):
Yeah.
So as we're moving these, youknow, high performers into uh
management roles, giving themopportunity for growth, we have
to fill that void, right?
And um get into you know thisthis next note that I see here
on values-based hiring.
So how do how do we use valuesas a filter when when growing
and scaling?

SPEAKER_00 (22:47):
Yeah, so I'll give you a great example.
I've got a client that had um,they have three locations and
they just opened a fourth.
So they have a regional managerwho's in her mid-20s.
First time she's been in aregional role.
We've taken her from AGM to GMto regional over the last year
and a half.
And she just went through herfirst opening and she we we got
to sit down and you know helpher figure out.
She'd hired a few people forsome, well, many people for the

(23:10):
shops that she had managed, butshe'd never done an opening
before.
So we really sat down and andcreated a core values-based
interview sheet that she couldstart using.
And she ended up interviewingabout 60 or 70 people.
She needed to hire a team of 30.
And when we were checking in andtalking about how that process

(23:30):
was going, she said, Kristen,I've never said no so much in my
life.
And this feels really weird.
And the end result of that was arock star team out of 30 people,
they lost two people becausethey chose to take different
jobs.
Um, but she's been able to hirea rock star team that was all
aligned, all moving in the samedirection together, believed in

(23:53):
the purpose and the mission ofthe company.
And now she's been able todevelop three of them into
management positions with theentire company.

SPEAKER_02 (24:02):
Well, I love that.
Um, I mean, I feel like peoplemight be listening to this, and
it's just like, I just need tohire somebody right now because
there's just not a lot of helpout there.
And do I really want to like beturning people away if they
don't check all the boxes of ourshared core values?
What is the argument to that?

SPEAKER_00 (24:19):
Yeah, they don't have to check all the boxes.

SPEAKER_02 (24:22):
Okay.

SPEAKER_00 (24:22):
They can check it, let's say you've got five core
values.
Like I usually recommend threeto five, those are good
manageable numbers.
Let's say they check three andyou need to coach them and
develop them to um grow into theother two.
If there's a willingness anddesire for someone to get more
involved in those core values,let's say it's community or

(24:43):
sustainability, for example, andyou have programs or training in
place in your company in orderto train them and teach them
those things, that's okay,right?
Those core values are going tobe showing up in the business.
Now, again, give somebody 90days in the position and you see
that they're not living up tosome of those core values, then

(25:03):
you can go in and coach andfigure out what's missing.
But they, you know, to have tohave the expectation that every
single person on your team isgoing to be aligned with every
single value at every stage intheir life just isn't realistic
because we grow and change ashumans.
So our values grow and changeover time, just like businesses
do.

SPEAKER_02 (25:20):
I think a lot of people get caught up in
developing their core values aswell because they're like, they
just want to cement it and putit away forever.
Um, and it's like, listen, likewhat are your core values today?
Like something is better thannothing.
Just get like what like thereare tests you can take, but
really, you know, just start andknow that you can evolve and
give your yourself permission togrow.
If you're not growing, you'redying.

(25:41):
So you're you should be changingyour core values as you advance
as an individual, you know?
Yeah.
And as your organizationadvances.
Actually, one of our attendeestoday, this is a struggle that
he's been going through, isgetting his core values out.
So maybe we can um do a littleQA at the end of this.
But uh I I am curious, um, yousaid that you help people

(26:01):
develop their core values, oryou know, what are some of these
exercises that you you can do toget what's inside of you out?

SPEAKER_00 (26:09):
Yeah, I think for for a um a solo restaurant
owner, I love figuring out whenthey were happiest in their life
and have them tell me that storyof who they were surrounded by,
what was happening in theirlife, maybe the job that they
were doing, um what theircommunity looked like, where
they were location-wise, andwhat was impacting some of the

(26:29):
decisions that they were making.
Because just from hearing peopletell a story, you can pick out a
lot of things.
Maybe community is important tothem, family is important to
them, integrity is important tothem, fun is important to them.
So that's a great way to startbuilding that list.
And then from a companyperspective, it's about just
having a conversation with theleadership team of what do you

(26:49):
want your company to stand for?
What are things that are reallyimportant to you as the
leadership team?
What do you believe in?

SPEAKER_02 (26:57):
Yeah, yeah.
I just recently reworked my owncore values actually after a
conversation I had with a pastguest, uh, repeat guest, Sean
Finter.
This episode hasn't gone liveyet, but he basically like, you
know, I share my core valueswith him, and we're like, this
is like a live, like he's likekind of giving me this hook like
I was like, shit, my core valuessuck, don't they?
And he's like, yeah.

(27:17):
And I was like, all right.
And then I realized that my corevalues that I had in the past
weren't really so much corevalues as much as they were
guiding principles.
And those, those they were, youknow, we have integrity, we are
students, we are teachers, weare collaborators, we are
communicators, we show up and wehave fun.
Like those were the core values.
I think I also worked in like weprioritize freedom was one of my

(27:39):
other core values.
And the more I looked at that, Iwas like, these are like guiding
principles of like what the mostsuccessful restaurant tours, the
the habits they have, they'renot necessarily values.
And then I started thinking likewhat got me here?
Like, who am I and what are thethings that got me here?
And I was able to rework my corevalues, and now it's uh my
number one core value isfreedom, but it's freedom of

(28:01):
purpose, it's freedom ofrelationships, it's freedom of
time, and then money, you know?
Yeah, uh and it's integrity,it's doing what you say you're
going to do, likefollow-through, like do the hard
thing.
Uh, and it's uh transparency,like that is what got me here.
Like just being open, honest,and vulnerable, having an open
mind, hearing differentperspectives, like being a

(28:23):
student first, you know, likethese are core values.

SPEAKER_00 (28:27):
I love that.
I we you and I share the samenumber one core value.
Freedom is a huge one to me.
I mean, I just you know uprootedmy life and moved to Denver and
start and starting over and andyou know, I've got freedom all
around me.
And um, you know, one of thethings that I find a lot when
business owners reach out, theones that are struggling,
sometimes they'll say, I feellike I'm out of balance or I

(28:47):
feel like I'm burning out.
And the first place that we goto is the core values.
And I have them write down whatthey are, if they know them.
If not, we discover themtogether and then rate them on a
scale of one to 10.
Where are you right now?
And then when you rate them, Ihave them put it in, put them in
like a circle of like pie orpizza, whatever they whatever
they like.
Exactly.

(29:08):
And then when you when you takea step back and you look at
where you've rated yourself onthat wheel, you look at what
does if this wheel was inmotion, what does that ride look
like?
What does that ride feel likefor you?
Is it real bumpy right now or isit pretty smooth?
Right, exactly.
Yeah, I did this exercise.

SPEAKER_03 (29:20):
It's fun.

SPEAKER_00 (29:21):
Yeah, it's fun.
And then have them rate wherethey want to be, right?
And so sometimes when they whenthey look at that and they
understand where they're attoday, you can really see, oh,
exactly where my life is out ofbalance.
And then picking one area tostart to move the needle on
actually helps all of thosevalues increase.

SPEAKER_02 (29:37):
Yeah, 100%.
Um pretty fun.
So looking at some of the thingsyou want to get out relative to
people, we have uh this line oflike, you know, creating that
pipeline, um, promotionalpipeline.
What what what does that looklike?

SPEAKER_00 (29:51):
Building a bench of talent to help you scale, right?
I think again, a lot of peoplewill say, Oh, we're gonna open
another location.
We found this great opportunity,and then go.
Who is the leadership team thatwe're going to need to hire or
put into place?
And that can be backwardsthinking and very, very
dangerous.
Because I mean, sometimes youhave 18 months to put a team of
people together.
Sometimes you have six.

(30:13):
So if you have an intention anda very clear vision with your
business out of the gate of,okay, we're going to open three
locations, one each year, thenyou know how many managers,
supervisors, chefs you need inorder to fill that need in three
years.
And then you can start workingbackwards from there.

(30:34):
But opening and chasing yourtail is just a recipe for
burning people out.
And again, continuing to throwpeople in positions that they're
not ready for.
Right.
So again, slowing down andhaving that intention and that
really clear vision on exactlywhat the numbers are and then
exactly how you're going to gohire those people and what
you're looking for will help youjust really be more sustainable.

SPEAKER_02 (30:55):
What do you mean by knowing exactly what those
numbers are?
What numbers are you referringto?

SPEAKER_00 (30:58):
So again, so if you open, let's say you open, you
want to open three restaurants.
And for each restaurant, youneed one GM, you need one chef,
and you need two managers perlocation.
At the end of three years,you're going to need three GMs,
you're going to need threechefs, and you're going to need
six managers.
Then you can start workingbackwards from there, right?

(31:19):
Just like if you want to hit alabor cost of 30%, how do you
work backwards from there,right?
In order to have the goal.
But it's it's much easier to getthere if you have the goal
versus just saying, well, nowwe're going to open a location.
I don't know how many managers Ineed.
So let's just start, you know,let's try to find people
internally or externally andthen put them into place.

SPEAKER_02 (31:37):
Yeah.
And back to the statement cashflow and people are what
determine growth.
Um, I see this all the timewhere people they're like, oh,
like I have something special.
Like we are we have interest andinvestors, we got to scale,
scale, scale.
Um, and you know, they theyscale at that and they lose the
thing that made them special,you know, because they're just

(31:58):
taking any because they havethese voids and they just have
to fill the voids.
Uh and it's like what you likewhen do you know it's time to
scale?
When you have like depth, youknow, like depth where if you
don't scale, you're going tolose people.
And I think it's only creatingopportunity for others.
And that is the the primaryreason why you scale.

(32:19):
Uh is that if I don't, then I'mgonna lose somebody who's truly
amazing, and I want to be theiropportunity, I want to bring
them in, I want to share thewealth, and it's that that
mindset of like going furthertogether, but uh you need
togetherness to go.
Like if you don't have thepeople, yeah, you're going far
on fumes and you're gonna runout of gas.

SPEAKER_00 (32:41):
You're so right.
And again, it goes back toreally understanding the why
from the gate of what yourintention is to scale.
If it's all about you and it'sall about building your brand
and it's all about ego, it'sgonna be really, really tough
for you.
And it's gonna be very difficultto scale.
But if it is about bringing yourpeople up, that's a beautiful
culture to breed success in,right?

(33:02):
When you're collaborative andit's team focused.
Yeah.

SPEAKER_02 (33:05):
Right.
So there's one more thing wehaven't touched on, um, the
power of one-on-ones.
Uh, we talked about annualreviews and stuff like that, but
let's let's tap into the whyone-on-ones matter before we
move on to the next pillar.

SPEAKER_00 (33:16):
It's such a crucial.
Uh I if anybody asks me what'sthe most important thing I can
start doing to change mybusiness right now, I would say
without a doubt it'sone-on-ones.
One-on-ones help you go fromcomplete chaos to recognize a
problem, recognizing problemsbefore they even become
problems.

(33:36):
And so it completely shiftseverything you do from
reactivity to proactivity.
So I have a client in umAustralia, in Sydney, Australia,
has two restaurants.
One's been open for 12 years,one's been open for three years.
Reached out to me because one ofthe restaurants is not doing
well.
And we've really been peelingback the layers of what his

(33:56):
communication looks like.
He runs his restaurants with nomanagers.
It's just him and a chef.
And so, and he's not on thefloor um seven days a week.
He's he's doing other things.
And so, and he doesn't want hisrole to be on the floor.
So, because he's removed alittle bit from the business,
the first thing that weimplemented was one-on-ones,
opening up communication fromthe team, understanding how to

(34:20):
handle team complaints and nottake them personally, but view
them as opportunities andfeedback.
Give the teams an understandingand start to train them on how
to bring solutions toone-on-ones and not just
problems.
So he can start to shift anddevelop them to be empowered and
think like owners when he's notin the building.
And that has completely shiftedum his stress level, his time

(34:45):
and energy and focus.
And now again, he wants toscale.

SPEAKER_02 (34:49):
Yeah, I love that.
Uh so like in this bullet herethat uh, you know, when you you
bring up the 101s and movingfrom checking into uh developing
leaders, I think back to thatquote we shared earlier.
Do they get it, want it, andhave the capacity to do it?
But if you if you establishthese, whether they be quarterly
check-in check-ins or annualreviews, uh, and you really go

(35:11):
into that with not trying to beheard, but under to understand.
Um, like if if you can reverseengineer, like get back to you,
like get it, want it, have acapacity to do it, what do you
want?
What does this person want?
Not in this job, but in theirlife.
And if I can give them avertical to get exactly what
they want in their life, um, andif I can verify and confirm that

(35:34):
they they have the capacity todo it, um, you know, like if you
can give people like tangiblepath for growth within your
organization, that is amazing.
Like, tell me they're not gonnashow up different for you.
Um, but you have to open up thatchannel of communication to
understand what is it that youwant?
How can I serve you?

SPEAKER_00 (35:52):
It's so true.
And so I some people will say, Idon't even know how to start
doing one-on-ones, Kristen.
Like, what does this processlook like?
How am I supposed to meet withmy entire team?
And what's the frequency, right?
It starts with you can choose,you can sit with somebody for 15
minutes, one person, 15 minuteseach week.
I guarantee you everyone canfind that time.
And it's about buildingrelationships first, right?

(36:13):
Because one-on-ones don't happenfrequently in the industry, uh,
employees are terrified of them.
So when you start to ask forone-on-one from somebody,
they're like, oh, they'reimmediately like, oh, I'm in
trouble.
So it's about establishing trustand building that relationship
to let people know I truly careabout you and I am going to just
sit here and listen.

(36:34):
And all you have to do is ask afew pointed questions.
Are you happy?
What are you enjoying most aboutyour job?
And what do you want to learn,want to learn more about?
Right.
Learning where they're happy,you can keep them in a place
where they're continue, going tocontinue to feel like they're
thriving and they're enjoyingtheir work and they're making an
impact.
When they tell you that theywant to learn more about

(36:55):
something, that's a wonderfulopportunity to immediately start
developing them.
And that doesn't mean that youhave to do that yourself.
That means pairing them withsomebody on your team.
Again, finding a who that canhelp that person continue to
grow and develop.
And you just do that andcross-training, right?
You just do that and rinse andrepeat and rinse and repeat and
rinse and repeat, repeat, andjust watch your team start to

(37:16):
develop each other becauseyou're listening to one little
component that somebody saidthat's giving you the clue to
what to do next in yourbusiness.

SPEAKER_02 (37:24):
First seek to understand, then seek to be
understood.
One of those highly uh or sevenhabits of highly effective
people.
Um, okay, let's move on topillar number two.
We're already over 30 minutes oftalking.
That was supposed to be 18minutes.
I guess when I just talked toyou, we we go.
Uh, so we cover pillar numberone, people, uh building your
leadership foundation.
Uh pillar number two is process,creating consistency without

(37:47):
micromanaging.
Get into that.

SPEAKER_00 (37:50):
So, and and some of the stuff is going to be, you
know, some of this we went intoa little bit, the processes,
right?
Once you've identified pillarone of the people, exactly what
rules you need, and then youstart to get them into place.
It's about how to nurture themand how to develop them so that
you can retain them, right?
Systems are wonderful for yourbusiness because systems provide
support to your team when you'renot in the room.

(38:11):
Again, so it's about takingthose, that all that knowledge
that's in a restaurant owner'shead and putting it down on
paper or in a tech platform orwhatever, what have you.
So it lives and breathes withinyour location when you're not
even in the room.
It gives people the tools to beable to problem solve on their
own.
I had a meeting a couple weeksago with a restaurant owner who

(38:33):
has three locations and we satdown for an hour and he, I'm not
kidding you.
20 text messages and phone callsover the course of an hour
asking, where do I purchase thisingredient?
Uh my refrigerator just brokedown.
What do I do?
Somebody just called in sick.
What do I do?
That's not sustainable.

(38:53):
No, right?

SPEAKER_02 (38:54):
And so are those systems or those protocols?

SPEAKER_00 (38:58):
Well, the there's a difference between leaning into
those questions.
There's a difference betweensystems and procedures, right?

SPEAKER_02 (39:04):
So, what is the difference between a system and
a procedure?

SPEAKER_00 (39:06):
The system is the bigger picture goal, right?
So let's say that the system isthe entire ecosystem around
this, we are going to provide areally great guest experience in
our restaurant.
That system is made up of thebar, the host, the busser, the
servers, the kitchen, everysingle aspect.
The procedures, though, are thestep-by-step ways that you're

(39:29):
going to achieve that.

SPEAKER_02 (39:30):
The system, if you're looking, if you're is the
watch.
A watch is a system.

SPEAKER_00 (39:34):
You've got it.

SPEAKER_02 (39:35):
A gear is one element of the entire system.

SPEAKER_01 (39:38):
Yeah.

SPEAKER_02 (39:38):
Yeah.
Uh so I I have to, you know, Ihad uh McClaskey, David
McClaskey from the McClaskey uhexcellence institute on the
show.
Uh and he echoed a sentimentfrom Rudy Mick, uh, somebody who
I love and respect as arestaurant coach and consultant.
And and really what thesentiment of excellence is like
your job as a restaurateur is topaint the picture of what the

(40:01):
job done right looks like, andthat's what systems are.
It is literally like if if youcould like walk around your like
walk around with a camera onyour chest for the entire day,
like what are all the thingsyou're doing and just document
all those processes and likelike this is what uh this is
what take a photo of the food,like this is the job done right.
Uh, like this, these are likethat's why I love restaurant

(40:23):
systems pro so much.
People struggle with budgeting,cost is costing, purchasing, um,
you know, inventory, like allthese things, uh, labor
management, like those are verycomplex systems.
Uh uh, you want to go createthat from scratch, or do you
want to like literally gethanded a this is how you do it
when it's done exactly right?
And you have the software aroundit to support it, and it's all

(40:46):
fully integrated.
Like you're never gonna buildthat on your own, like plug it
in, reverse engineer yourbusiness around the best
systems.

SPEAKER_00 (40:52):
Yeah, absolutely.
It there's no reason to reinventthe wheel here.
And that's again what thisframework is entirely about is
just getting back to basics.
There's not a tech platformmentioned in here.
This is about taking care ofyour people, making sure that
you've got systems and processesin place to set them up for
success and achieve the resultsthat you want, and then how you
measure that.
Um, and and the result is theprofit.

SPEAKER_02 (41:14):
So as you scale and uh, you know, as you get more
and more locations, you get moreand more complex systems and
communication can break down.
So, how does that informationget lost?

SPEAKER_00 (41:28):
You can say one thing to seven people on your
team and they're gonna hear itseven different ways because
everyone's perspective isdifferent and everyone's
experience is different.
And so in-person communicationis absolutely key, but it's very
difficult to do when you'rescaling, when you have multiple
locations.

(41:48):
That's why it's key that you arehaving one-on-ones with your
leadership team and that they'veclearly understand the concepts
that you're talking about, andthey have the tools to
successfully implement implementthose things through their
entire staff.
Sometimes some I read somewhererecently that sometimes you have
to tell people something seventimes in order for it to click,

(42:10):
which is really challenging whenyou're growing a business.

SPEAKER_02 (42:13):
Yeah.
I mean, I feel like even justlike, you know, one of one of
the the core values I used tohave, which really again is is
not necessarily a core value,but a guiding principle is we
communicate.
Um, you have to have systemsaround communication because you
don't instinctually, I mean, youmight be good at communicating
with the people that are rightin front of you.
You might be a good naturalcommunicator, mean meaning like,

(42:35):
you know, you can speak withinflection, you have great body
language, and you can listenreally well, but that's not good
communication in theorganization.
You need systems for informationto flow.

SPEAKER_00 (42:47):
Yeah, it's like training, right?
When you bring in a new serverand you're training them, you're
providing all this informationin four days or five days or
seven days.
There's no way that they'regonna retain 100% of that.
You'll be, if you're if you'retraining them visually and
through um auditory and somatictraining, they're gonna retain
60% of what they learn.
That means you're gonna have toretrain the 40%.

(43:07):
That's where training materialscome in, right?
Testing, um, steps of service,you know, training materials,
menu testing, whatever you havein place.
There needs to be a resourceonce they're out of training for
people to go refer back to.
And again, when you're scaling,all those things just become so
much more crucial because whenyou're constantly growing and
you're changing things in yourorganization, you're just

(43:31):
constantly feeding newinformation into your team.

SPEAKER_02 (43:34):
Right.
Um, I mean, this is why toolslike Opus and WisTale and Mies
um have been on the rise lately,because you need a centralized
place for all that informationto live.
I mean, you can also get by withGoogle, um, being able to use
Google Docs where if one, youknow, like that one document is
the single source that everyonereferences.
So you update it in one place,everybody has access to the

(43:55):
latest information.

SPEAKER_00 (43:57):
Yeah, absolutely.

SPEAKER_02 (43:58):
But that's not enough, right?
There's more.
We need we need systems aroundmeeting architecture.
So, what does that mean?
Get into that.

SPEAKER_00 (44:06):
Yeah, absolutely.
So I'll I'll give you anotherexample here.
Um, my client down in in Arizonawas referencing earlier, three
locations getting ready to opensix in the next couple of years.
So the leadership team is reallythe owner and the regional
manager.
Now, owners are visionaries,right?
On the same way.
Um, and they say nine out of our10 ideas are complete shit.
So the visionaries constantlycoming in right to the to the

(44:28):
organization and bringing newideas, and the regionals trying
to figure out what's importantand what's urgent, and which one
of these things do I need to sayyes to and what can I say no to?
So setting up a structure withthese two of quarterly meetings
is really helping us againunderstand, okay, what's the
one-year vision?
What do we want to go accomplishthis year?

(44:49):
How are we going to get there?
And then each quarter, checkingin and saying, what are the
three to five things that you'regoing to focus on this quarter?
Let's keep it small, let's keepit focused, let's keep it
intentional.
And so every time the visionarycomes and says, I want to do
this and this and this, and Isaw this, and this is really
cool.
I said, I want to, you know,implement this that it can that
I saw at a competitor.
That quarterly review is thecheck to go, does this align

(45:13):
with us, or is this somethingthat we need to put on the long
list?

SPEAKER_02 (45:16):
Right.
Are you familiar with EOS?

SPEAKER_00 (45:18):
Yeah.

SPEAKER_02 (45:18):
Yeah.
So this is why EOS is sopowerful.
Uh, there is nothing in EOSwhich stands for the
operational, sorry, theentrepreneurial operating
system, which was intro whichwas introduced by Geno Wickman
in the book Traction.
Uh, but you need systems forinformation to flow and for like
you need systems for growth.
And part of the most importantthing to growth is is is

(45:40):
everybody pulling in the samedirection?
Does everybody know theirresponsibility?
Are we achieving our individualgoals that are crucial to the
whole ship getting to wherewe're going?
No, why or why not?
Let's all help each other solveour problem so we can achieve
those goals.
Uh and that's exactly what EOSis the level 10 meeting.
So, like, so like you saidquarterly, but what about like

(46:02):
weekly meetings?

SPEAKER_00 (46:03):
Yeah, absolutely.
Weeklies are super important aswell, right?
Weekly operations meetings.
I think I forgot to include thisin here, but you're right.
Like Gino talks about the factthat we as humans we lose um our
focus after 90 days, right?
That's why it's um that's whythose quarterly meetings are
super important.
So you start with your quarterlyfocuses and then you make sure
you're following through on yourweekly operations meetings.

(46:24):
You've got those targets andyour scorecards that you're
setting up, right?

SPEAKER_02 (46:27):
Scorecards and the numbers, like are we moving the
needle?

SPEAKER_00 (46:30):
Exactly.
Exactly.
And then in the one-on-ones,making sure that if somebody's
falling down, if one of yourlocations is falling down in one
of those areas, you're able toget in there and coach and
understand why uh why that'shappening and then course
correct.
Yeah.

SPEAKER_02 (46:44):
Selfish plug here.
If you are interested in EOS,uh, I'm working with an
implementer, um, actually theson of Mark Winters, who's one
of the authors in the attractionlibrary of books.
This guy grew up in the house ofEOS.
Um, and we're we're basicallylike we're helping each other
out.
If you're a restaurateur andyou're interested in leveraging

(47:06):
this, come join one of ourconversations because it's super
powerful.

SPEAKER_00 (47:09):
Very cool.

SPEAKER_02 (47:10):
Um, so okay, anything we have not I mean, a
lot we still have to cover inthe world of process.
We just talked about theimportance of meetings, but uh
performance management, uh,moving from reactive to
proactive leadership.
How does that happen?

SPEAKER_00 (47:23):
It's really again through communication, through
having creating, you know, therestaurant industry is so
different every single day andit's chaos, right?
And there's so many things thatyou can't control, but there's
so much that you can control.
And so again, creating thisstructure of having clear job

(47:44):
descriptions for people so thatyou have something to measure
their performance on, which youdo in one-on-ones and coaching.
Again, it's a all of thesethings are tied in together,
right?
All of these components of theframework work together.
Um it's, you know, I justimplemented something um with
one of my clients of just havinga again from a regional

(48:09):
perspective, she because shejust got out of opening and now
the opening is done andeverything is feeling settled
down, she's like, okay, now Ihave four locations and I'm
completely bored.
What do I do?
It's like, well, we need to goback to your um original job
description and go through whatexactly should you be looking at
every single time you're in oneof your locations and creating

(48:29):
an audit for her to look at, andthen an audit that the teams are
going to be doing as well.
So, and and again, and thentaking that audit and then
building it into their bonusstructure.
So you're creating a system andthen figuring out how it can be
measured and used to rewardreward results and coach on
performance.
Yeah, exactly.

SPEAKER_02 (48:48):
Yeah.
Um, so we talked about theimportance of systems, um, the
difference between systems andprocedures, but when we're going
through this process ofdocumenting, like how do we know
what should be documentedversus, you know, what systems
to document versus what weshouldn't have to worry about?

SPEAKER_00 (49:03):
You know, it's I would say anything that's being
trained needs to be documented.
You know, it gets a little graysometimes when you're talking
about coaching.
If you have an opportunity todocument everything, I
absolutely would.
Is that feasible?
It depends on what's happeningin your location and where
you're at and how big yourcompany is.
There are very easy ways todocument conversations, like
right now, we're using a notetaker to document this

(49:27):
conversation.
You can do that if you'remeeting with your teams
virtually and or in person.
Those notes from a conversationthat you have with someone are
really great nuggets because youcan use those in performance
reviews to celebrate wins.
And you can use those when youneed to coach someone.
And so when you sit down and youneed to write a coaching
document for someone, let's sayit's a negative coaching

(49:49):
document, instead of having torack your brain and have all the
emotions flood and say, I don'treally know what to put in here.
I don't know what to say.
You can go back to this amazing,um, Tiago Forte calls that a
second brain, just a datastorage information system.
You can go back to your folderof all these notes of the
conversations that you've hadwith people and just pull from
that and put that right into theperformance review.

(50:09):
That way it's not so, it doesn'tfeel so emotional and personal.
It's it's factual.
These were conversations thatwere had.
Here's what we're celebrating,and here's what needs to be
worked on next.

SPEAKER_02 (50:19):
Right.
So, I mean, so there in my mindis the procedures are relative
to like an individual role or atask that has to happen daily,
right?
Or maybe it's a monthly task ora quarterly task or an annual
task.
It's more like ri ritualistic.
Uh, but what about the things toyour point, like, hey, the
refrigerator broke down?
Or um, you know, somebody likelike any event that is random

(50:44):
that could happen at any timeand happens frequency,
frequently.
Is that one a procedure or likehow how do we document that?
What is that?

SPEAKER_00 (50:51):
So, one of the things that I did when I was a
GM and I was 25, I carriedaround a piece of POS receipt
paper with me at all timesduring service and a pen.
And any issue that would comeup, I would just write it down.
So refrigerator breaking is agreat example.
That's going to happen everyonce in a while.
However, you have a ton ofdifferent pieces of equipment in

(51:11):
a restaurant.
And again, thinking aboutscalability, when you've got
three or you've got six, what doyou want to happen?
And who do you want handlingthat?
So we put in place an oh shitguide.
Um, when I was managing atSuiteCow, we had seven locations
and our entire staff were highschoolers and college kids.
It was awesome.
We didn't call it that, I justcalled it that.
It wasn't very professional.

(51:32):
But it was basically a um alittle booklet and we wrote down
every single uh problem thatcould go wrong in your in your
space.
So if your internet goes out,troubleshoot like this.
If your TV goes down, do this.
If your refrigerator goes down,do this.
We gave them six or seventroubleshooting steps to try
first.
And then the next step was tocall me.

(51:54):
Right.
So the cool thing about that.
Yeah, exactly, exactly.
So the staff would be superexcited.
Nine times out of 10, they weresolving their own problems and
being able to troubleshoot ontheir own.
And sometimes they just call meto tell me that they did it and
they were super proud ofthemselves.
And so even though somethingseems like a one-off, you've got
to understand in in terms of thebigger picture of operations,

(52:14):
how much money could thispotentially cause us if it's not
taken care of?
And how do we make thisexperience easier for the teams
and not impact the guestexperience?

SPEAKER_02 (52:24):
Right.
So these are more protocols, uh,if this then that.
And in my experience as acommercial pilot, uh, one of the
things how they train, like howthe flight instructors would
train this behavior in you isyou ask a question, I don't
know, you tell me was always theanswer.
It's like I'm paying good moneyto go to this like private pilot

(52:45):
school.
Like, I'm asking you questions,and that what they're trying to
do, you know, when if you're upat 30,000 feet by yourself, uh,
and you have a question, youcan't call a buddy sometimes,
you know, you gotta know whereto find the answer.
And that's what the operationsmanual is.
So, like if you have if you'regoing through the process, if
you're writing down these thingsas they're happening and you're

(53:05):
documenting them and you knowthat the answer to the question
that's being asked isdocumented, develop the habit of
saying, I don't know, you tellme, and then your team is gonna
start to realize that it'sdocumented and they don't have
to know the answer, they justneed to know where to find it.

SPEAKER_00 (53:19):
It's so true.
And I used to tell them if Iknew it was in the training
materials and somebody came andasked me something, I'd say, let
where do we go find that?
Let's go find it together.
I had a conversation yesterdaywith a husband and wife who owns
a company and they're gettingready to scale.
And they they had a conflictbecause when the employees go to
go to her, um, she coaches themand educates them on how to find

(53:41):
the answer.
Same thing.
Ask them, what would you do?
So she's building them thattrust and judgment, right?
Building their good judgmentstrategic thinking skills.
The husband just tells them thesolution.
So it's very confusing for thestaff.
And so the staff starting tochoose sides, right?
Like, I'm gonna go to thisperson because it's just a lot
easier.
I immediately get the answer andthen I can get on with my day.

(54:02):
So we just talked about thecompletely different styles.
And again, what the end resultis, because the husband said,
I'm so sick and tired ofeverybody calling me and texting
me on my days off.
And I was like, Well, you'vetrained them to come to you
because they know that you'regonna give them the answer.
So now you've got to retrainthem to think on their own two
feet and to go find their ownsolutions.

SPEAKER_02 (54:20):
Yeah.
So one of the whole reasons whywe build these systems and we
document these systems is sothat we can remove ourselves
from having to do those thingsbecause there's a picture of the
job done right documented thatwe can keyword here, delegate.
So in terms of delegation, canyou offer any framework?

SPEAKER_00 (54:38):
I it's delegation is very, it's very, very
challenging because you've gotto figure out who you're
delegating to.
I was listening to a podcastthis morning, uh, one of Dan
Sullivan's podcasts, I think itwas, I think it's called Who Not
How as well, on um the fact thatdelegation can be really uh
successful or it can be reallychallenging.
So if you're delegatingsomething, let's say you're a
restaurant owner and you want toget some tasks off your plate

(55:01):
because they're draining yourenergy and you're not good at
them.
And you turn around and youstart delegating them to
somebody on your staff who doesnot have that skill set, now
you've created more work foryourself because you're gonna
have to train them and you'regonna have to hold them
accountable and you're gonnahave to help them try to figure
out how to find the resources todevelop their skill set.
So when you're talking aboutdelegation, when you find

(55:22):
something that you want todelegate, it's important to
understand, again, find the who.
Who is the best person for me todelegate this to?
And make sure you're delegatingup to somebody that has a skill
set so that you can grow yourbusiness, right?
If you're managing 10 things,you're I guarantee you you're
not an expert in all 10 of thoseareas.
And if you are, you probablydon't have the time or energy or

(55:43):
the bandwidth to be able to putthe the focus and energy and the
quality into that work that youwant to.
Um, so go find those people whoare gonna help you elevate.

SPEAKER_02 (55:54):
Got it.
We've covered people, pillarone.
We've covered pillar twoprocess, and we're about to get
into pillar three, profit,tracking what actually matters.
And it's funny, I feel likethere's uh this like avoidance
of profit in our industry, uh,especially with young people,
like profit's evil.
Uh, it's not above the money.

(56:15):
Uh maybe, yes, I agree with thatstatement that it's not about
the money, but there is a levelof fiscal responsibility that
should be a core value.
So let's get into that profit.
Um you take it from there, yes.

SPEAKER_00 (56:29):
Well, it's I agree with you.
I've heard that and I I thinkthis is this is something that
is a really difficult topic tochat to to tackle when
especially when you're anindependent group and you start
growing.
There seems to be with growth,seems to be more of an emphasis
on profit.
And so I would recommend foranybody that's listening to

(56:50):
this, if you're not talkingabout profit with your teams
today, please start.
You cannot operate a restaurantwithout profit.
I hear people say sometimes, oh,one to five percent, that's all
we can do in the industry.
And so they they keep themselvesin this limiting belief cycle
because they just think thatbeing in the restaurant industry
and owning a restaurant is allabout grit and you're never

(57:12):
going to be profitable.
And if that's how you think,those thoughts are going to
inform your decisions.

SPEAKER_01 (57:18):
Perception is reality.

SPEAKER_00 (57:19):
Absolutely.
It's very important for yourteam to be aligned on what does
it take to run a reallysuccessful business and what is
the result of that success?
It's a great culture, it's happyteams, it's development, it's
growth.
None of that can happen withoutprofit.
So figuring out how to not makeprofit a dirty word and have it
be a beautiful end result of thework that you're doing and

(57:41):
something that is celebratedwithin your organization, um,
that's a completely differentmindset that a lot of people
need to make.

SPEAKER_02 (57:48):
I think traditionally, people who were
profitable, uh, not all thosepeople were necessarily um
what's the word?
I guess it's it's not a matteris profit bad.
I think it's a matter of whatyou choose to do with the
profit.
Are you taking that profit andputting it into your pockets and
living like a king while thepeople that are making you
profitable are scraping to getby?

(58:10):
Or are you using that profit toput it back into the business,
to to invest in assets, to uhmaybe do profit sharing?
Uh like to your point, like likeit's not a dirty thing, it's
what you choose to do with it.
You know, just like privilegeisn't a dirty thing, it's what
you choose to do with it.

SPEAKER_00 (58:30):
And how and how you explain it and talk about it,
right?
And and getting people boughtin.
I mean, we I struggled with thisin my career where we were
rapidly growing um with a groupthat I was with, and and the
managers were working so hardand they were watching all these
new locations pop up, and maybethey were working in an older
legacy location with you knowequipment that wasn't
functioning properly or youknow, holes in the floors or or

(58:54):
whatever, and then being toldthey'd get a one to three
percent raise at the end of theyear.
You know, it like they theydidn't understand what growth
truly looked like.
So when we're talking aboutvanity metrics and vital
metrics, it's really abouthaving your teams aligned on,
okay, this is our vision for theyear.
And that vision includes howmany leaders we want to promote,

(59:17):
what the goals are that we wantto achieve, maybe it's guest
satisfaction ratings, um, maybeit's event sales that you want
to bring in.
But here's the amount of salesthat we want to generate, and
here's the amount of profit thatwe want to generate, and here's
what we're gonna do with it,just like you said.
We're gonna turn it around andinvest it right back into you
guys, this percentage, and thenwe're gonna invest the rest of
it in the business.
If they, if you treat them likeowners and you explain to them

(59:39):
the big picture of the business,you're gonna see that output in
how they show up every singleday.

SPEAKER_02 (59:45):
I want to make sure we document them.

SPEAKER_00 (59:47):
Yeah, absolutely.
So, sales, what's your salesgoal for the year, right?
That's assuming a one yearvision.
I mean, it could be sales goal.
Obviously, you've got to look atyour labor, you've got to look
at your cost of goods.
Let's, and then you're ready.
Revenue streams, right?
If you've got online sales,that's a component.
If you've got event sales,that's a component.

SPEAKER_01 (01:00:05):
Um it's an opportunity for growth.

unknown (01:00:08):
Yeah.

SPEAKER_00 (01:00:08):
If you how many, how many locations do you want to
open this year?
That's a target.
And then how many managersyou're going to need in order to
make that happen?
How many people do you want topromote?
Yeah, 100%.
And then what's the percentageof internal promotion versus
external promotion?
And what's that percentage looklike?
And what's that balance there?
Right.
Because that's a whole differentconversation.

SPEAKER_02 (01:00:25):
And I think the this is a line from Mike Ganino.
Um, the number one mostimportant number you should be
tracking.
I think you know what it is.
I think you mentioned itearlier.
Yeah, like retention, people,yeah, happiness, like literally
every day when your people leaveand they check out on a scale of
from one to five.
Where are you today?
And if you get any threes ortwos, like, okay, like let's

(01:00:48):
schedule a one-on-one.
What's going on?
How can you how can you get meback to a five?

SPEAKER_00 (01:00:52):
It's so true.
I'm so over um you know, hearingpeople say, oh, there's just not
good and getting any good peopleout there anymore.
It making generalized statementslike that is really, really
dangerous for our industry.
And again, it it just I whenpeople say that I just question
what their hiring practices looklike.
And do they know what they'rehiring for and do they know who
they're hiring for?

(01:01:13):
Because not every single personis different.
And there are, with theleadership workshops that I'm
doing and the experiences thatI'm having, there are a lot of
good people out there that wantto learn and grow.
They're just not thatexperienced in the industry like
they used to be.

unknown (01:01:26):
Right.

SPEAKER_02 (01:01:27):
I think there's one other thing that you mentioned
the first time through.
You're you were sharing thosenumbers that you want to track
and it's customer satisfactionscore.

SPEAKER_00 (01:01:33):
Yes, yes, and comps, right?
You've got to see what you'relosing.
You've got to, you've got tomanage your waste and you've got
to manage your comps.

SPEAKER_02 (01:01:39):
Right.
There's there's three tools Iknow out there right now in
terms of customer satisfaction.
Um, you know, or at leastcustomer reviews.
Um, in terms of in-store uh likethe QR apps that you're seeing
people, whether that be ovationor Sunday app, um I've heard
ovation is a better option whenit comes to QSR or Fast Casual.

(01:02:02):
But if you're in-store, uh ifyou're a full service, I would
highly recommend checking outSunday app because they also
offer a payment solution that islike an amazing like guest
experience, like the userexperience on that payment
solution is really great.
Uh, and then um in terms ofonline, a tool like Marquee.
Any any thoughts there or interms of getting that customer

(01:02:22):
feedback?

SPEAKER_00 (01:02:22):
Yeah, I mean, I think uh I'm I listened to a
webinar that Eat Denver had withMarquee, I think it was last
year.
And I was, I don't know a tonabout some of those platforms
that you mentioned, but I thinkMarquee, what stood out to me
was that they pull from from allof your platforms, your Googles,
your Yelps, and they help yourespond um to all of your
positive and your negative.
And obviously you can customizewhat you want that to look like,

(01:02:46):
depending on the severity of thereview.
But being able to have all ofthose reviews coming to you in a
one, you know, one stop, easyshop is it's it it's a beautiful
way to offer hospitality umbeyond your four walls.
And it's and it's such an easyway to build repeat guests.
And um, I did an um an episodeon retention on my show

(01:03:06):
recently, but um Ewan said thatpeople he focuses on coaching
and restaurants aroundretention.
People that come back the secondtime spend 20% more and they
bring in two to three moreguests.

SPEAKER_02 (01:03:18):
Right.
And if they come back a thirdtime, they're like 70% more
likely to be a lifetime guest.

SPEAKER_00 (01:03:23):
Yeah, it's just it's absolutely incredible.
So retention from guests andretention from customers.
And you know, a lot of thosetimes too, depending on what
concept uh and what industryyou're in, those guests become
your employees.

SPEAKER_02 (01:03:37):
Yep, 100%.
So um as we're scaling, umprofit leak can happen.
So we're where are like the thethe secret killers, the the
things we have to be aware of interms of where you lose money as
we scale.

SPEAKER_00 (01:03:51):
There's just so many, right?
Because people's focuses arejust pulled in so many different
directions.
And so um it's it's any foodprep, right?
So prepping on the line, if yourrecipes are not consistent,
you're gonna make you're gonnabe losing food in the kitchen.
You've got to constantly bekeeping an eye on your um prep
cooks and checking in and makingit.

(01:04:12):
Yeah, absolutely.
Exactly.
What's your waste look likethere?
Same thing in the bar, right?
Are they using jiggers?
Do they have recipes?
Um, are they over is you know,is your team over-ordering?
Are they under-ordering?
If they're underordering, areyou going to the grocery store,
which messes with your cogs?
Are you um because you're payinga different price for something?
If you're substitutingsomething, that's going to mess
with your um your cost of goodsas well.

(01:04:35):
Um, gosh, there's so likethere's I feel like there's so
much in terms of waste.
Looking at how you're seatingyour tables.
Are you seeding two tops at fourtops?
If you are, you've just lost twoseats for a turn.
Right.
So there's a lot of differentways.
Uh it's maximum resources.
Absolutely.
Looking at your labor.
If people are clocking in 10 to15 minutes early, that's a loss

(01:04:57):
of productivity.

SPEAKER_02 (01:04:58):
So when you're talking about the profit leak
and the the multi-unit operatorsuh where they're losing money
without knowing it, are thesethe things you're talking about?

SPEAKER_00 (01:05:05):
Yeah, absolutely.

SPEAKER_02 (01:05:06):
Got it.

SPEAKER_03 (01:05:07):
Uh anything else to add there?

SPEAKER_00 (01:05:13):
I think the reservation book is another one.
This is a great conversation Ijust had with um with a client
as well.
What does the pacing look like?
And where when people, when youhave to say no to people, how
are you doing that?
Are you saying no, we don't havea seven o'clock, or are you
offering a 645 or 715?
If a walk-in comes in and you'renot ready for them, are you

(01:05:35):
saying no?
Or are you saying go to the bar,I'll buy you a round of drinks,
I'll be able to seat you within20 or 30 minutes.
Waste is not just product,right?
It's people too.
And and retention is a hugecomponent of that.
Yeah, 100%.
Exactly.

SPEAKER_02 (01:05:52):
So talk to me about strategic planning um and you
know how strategic planning tiesinto profitability, why it's not
just hoping to be successful,but actually having a plan for
growth.

SPEAKER_00 (01:06:01):
I had a conversation yesterday with two brothers that
own 16 locations and they'relooking to put a new leadership
team in place because there's noone between them and the
locations, and they're drowningright now.
One has a current full-time joboutside of this, the other one
just quit their full-time job tomanage 16 locations.
16 locations, wow.
16 locations.
They want to grow, but they needsomebody in place in order to do

(01:06:24):
that, potentially a team.
And my first question was what'syour goal over the next year?
What do you want?
They have no idea.
So they feel like they'respinning their wheels.
All they do is sit around andbrainstorm, and it doesn't lead
to action.
So the first thing we did wassit down and come up with a
really clear vision.
Again, how many locations youwant to have next year?

(01:06:45):
How many, what do you need interms of sales in order to do
that?
What does profit need to looklike?
What does your profit marginneed to look like?
How many team members do youneed?
And then now you've got theplan, you've got the target.
Now you start building theroadmap to get there.
And then you can start removingthose roadblocks.

SPEAKER_02 (01:07:01):
That's strategic planning.
Another one of those sevenhabits of highly effective
people, start with the end inmind, right?
100%.
And going back to thisorganization, EOS, that I
promote all the time, like theirV the VTO, the vision traction
organizer.
Before you gain traction, youhave to know where you're going.
So you're you know you're movingin the right direction.
It's nothing new, it's nothingearth-shattering.

SPEAKER_00 (01:07:20):
It's just it's it's not.
I learned it in coaching, in mycoaching courses.
And it's and it doesn't justapply to business, it applies to
every single aspect of yourlife, right?
You want to lose weight, you seta target.
Right?
It's it just um, it applies toevery single aspect.
You want to be happier, yougotta figure out what that looks
like.

SPEAKER_02 (01:07:38):
I think people they set these audacious goals.
Like, what's your five-yearplan?
I want to be 10 times where I amtoday, maybe 20 times where I am
today.
And then you start figuring out,well, how are you gonna like
what is it gonna take to achievethat?
And then you start thinking toyourself, holy shit, how the
hell am I gonna pull this off?

SPEAKER_00 (01:07:53):
Gotta find the who.
Now you're talking about DanSullivan, 10X is easier than 2X,
which I'm reading right now.
And I love that he talks about,you know, two, if you're gonna
2X something, you're not gonnachange a lot of your behaviors
because it's fairly easy to 2xsomething.
But if you want to 10xsomething, you have to change
80% of what you're doing.
And I'm working on doing thisright now with my business, and
it's to hit just the thought ofchanging 80% of how you're doing

(01:08:16):
something is so incredible.
And yes, it's scary, but itimmediately means I've got to go
find the who's.
Right.
I can't do this on my own if I'mgonna change all these things.

SPEAKER_02 (01:08:26):
Are you familiar with Dr.
uh Benjamin Hardy, the co-authorin those books?

SPEAKER_00 (01:08:30):
He's on the podcast.
So I've been uh listening to himthe last couple of weeks.

SPEAKER_02 (01:08:34):
He Dr.
Ben Hardy, like um, so he has alot of stuff that kind of
compounds on those earlier booksthat you're discussing.
Um, one of them, the the thelatest book is The Science of
Scale.
I actually have it right here onmy my desk, ironically, um,
which gets into like thepsychology, but he also has this
other book in terms of like theI think they call it, you know,

(01:08:55):
one is like this other one righthere.
I'm like I've got books over mydad's right.

SPEAKER_00 (01:08:59):
You would have thought we planned all this.

SPEAKER_02 (01:09:00):
Be your future self now is the title of this book.
And it's this idea of like,okay, who, okay, so you want to
be this is your five-year plan.
Be that today, like what is whatcan you do today to be a closer
version of that thing?
Uh and the ass talks about thegap and the gain.
I don't know if you've heard ofthat.
That's another thing.

SPEAKER_00 (01:09:15):
Yeah, love it.
It's just like measure themeasure the gain, not the gap.

SPEAKER_02 (01:09:19):
What are the wins and focus on the wins?
And the thing is, you can getvery intimidated by your goals,
but if you just focus on whatyou can do today and the gains
in taking one bite at a time, itcompounds.

SPEAKER_00 (01:09:30):
Yeah, it's pretty awesome stuff.

SPEAKER_02 (01:09:32):
Yeah.
Um, so okay, we've been talkingabout a lot of things.
Uh, it's hard to keep track ofall the our little check.

SPEAKER_00 (01:09:38):
Come to my world, Eric.

SPEAKER_02 (01:09:39):
Uh, so we talked about strategic planning and why
that's so important.
Um, I think we've gotten a lotinto the financial literacy for
operations, understanding yournumbers beyond the PL.
Is there anything that we youleft on the table there that you
want to?

SPEAKER_00 (01:09:52):
I think it's just again, seeking to understand,
right?
When you're looking at yourteam's numbers, really the
numbers just tell part of thestory.
Right.
And and making sure that yourteam understands why those
numbers are that way and whatthin they can impact.

SPEAKER_02 (01:10:06):
I I can't help but think of Jack Stack and the
great game of business.
Um, make it a game.
Back to the idea of a scorecard.
Like those numbers are the bestways to measure your success.
And it can be fun.
Like anything.
You gotta need a scorecard.

SPEAKER_00 (01:10:20):
It's so true.
I um I first learned of thescorecard concept at Snooze.
And so we, I don't know if wehad 48 locations at the time,
but we were getting there and welaunched the scorecard.
And the cool, the really coolthing about it was um somebody
produced it for us in themothership and handed it over to
us once a week, but we could seethe entire company.
So we weren't just competitivewithin the Colorado market and

(01:10:41):
with the managers that we knew,and we could call and say, Hey,
how did you hit this?
What do you guys do?
And differently, we werecompetitive with the entire
company, which was just anabsolute blast.
And so it was very colorful.
We had the reds and the greensand the yellows, right?
And it was like you knew exactlywhere you um could move the
needle, and it was reallyawesome to see that progress
every week.

SPEAKER_02 (01:10:59):
How should we measure compare unit success?

SPEAKER_00 (01:11:03):
It depends on square footage, it depends on location,
it depends on sales volume.
Um it, you know, it again, everybusiness is very different.
So there's there's definitelynot a one size fits all here.
But it's again understandingwhat your metrics are that you
want to measure.
And if people are hitting thosetargets, that's what success
looks like.
And also success outside of themetrics, too, right?

(01:11:24):
Like cleanliness.
How does it feel in there?
What's your culture feel like?
What's the environment?

SPEAKER_02 (01:11:29):
You can even create scorecards on that.
Like you can define what a fiveout of 10 is, you know, and you
can start measuring that stuff.
Um but what about like, okay,we've we've covered a lot.
Uh when do you know in terms oflike understanding the numbers
and the profit?
I think a lot of times you seepeople overextend, you know,
they they go, they grow too soonor too fast.
And when do you know it's theright time to open your next

(01:11:52):
restaurant?
Like what metrics do you tomeasure there?

SPEAKER_00 (01:11:55):
I would say, well, if you again, you need cash
flow, right?
You need cash flow in order toopen a business.
If you've got a strong budgetand strong projections, and you
understand how much cash flowyou're gonna need in case
something goes wrong, right?
Give yourself a runway of six to12 to 18 months, depending on
what kind of concept you're inand what location you're in and

(01:12:17):
what your market's like.
Start with the cash flow andmake sure that it's a smart
business decision.
So you're not making decisionsbased on emotions, you're making
them based on data.
And then you need to look atyour team.
You know, I worked for a companywhere every single week the
owners were coming in going,we're gonna look at this
location, we're gonna look atthis location, we're gonna look
at this location.
And it at the time it made mefeel like I wanted to throw up

(01:12:39):
every single time I heard thatbecause there was never any
conversation around whatleadership structure do we need
in place in order to make thissuccessful.
We were never a thought in thatdecision-making process.

SPEAKER_02 (01:12:53):
Yeah.
And I always say like growthdoesn't come from the outside.
Right.
It comes from the inside.
You put your energy into whatyou're already doing in the
people you're doing it with.

SPEAKER_00 (01:13:02):
Yeah.
If you start to talk aboutexpanding and your team goes
silent, there's a problem.

SPEAKER_03 (01:13:07):
Right.

SPEAKER_00 (01:13:07):
So pay attention to your team and start asking some
questions.
Like, what do we need?
What do you all think we need inorder to be successful here with
this scalability?

SPEAKER_02 (01:13:15):
Kristen, we've covered a lot, the three
pillars, one more time.
People, process, and profit.
Tie it all together for us.

SPEAKER_00 (01:13:24):
So again, this is the independent restaurant
framework.
It is available in the bookMulti-unit Mastery, Simplify
Operations.
Um, I've got to look at mytitle.

SPEAKER_03 (01:13:34):
That's right.

SPEAKER_00 (01:13:35):
Simplify Operations, Maximize Profits, and Lead with
Confidence.
Thank God it's behind me.
Um, you can get anybody can geta complimentary copy of this
book that's listening to theshow at www.irfbook.com.
And anybody that's listening, ifyou would like, I would be happy
to gift you a coaching sessionso you can check in on where

(01:13:58):
you're at with this frameworkand then what success or what
potentially you need in order tosuccessfully scale.
And you can do that by reachingout to me at kristinmarvin.com
slash contact.

SPEAKER_02 (01:14:09):
Beautiful.
Um, social handles.

SPEAKER_00 (01:14:12):
Uh LinkedIn is pretty much where I live 24-7.
So at Kristen Marvin, and myfirst name is spelled
C-H-R-I-S-T-I-N.

SPEAKER_02 (01:14:22):
And it's Kristen uh L Marvin on Instagram.

unknown (01:14:26):
Yes.

SPEAKER_02 (01:14:26):
Am I allowed to share that?

SPEAKER_00 (01:14:27):
Or solutions by Kristen.
Yeah.

SPEAKER_02 (01:14:29):
Got it.

SPEAKER_00 (01:14:30):
Yeah, there's a lot.

SPEAKER_02 (01:14:31):
Um so I like to wrap up every episode.
We already did the you knowcontact information.
How do we get connected?
But who do you respect andadmire right now?
And all the work you're doing,who's out there in terms of
operators that you think arejust doing it right, who are
successful, who are willing toget vulnerable, open up and to
share with my audience and withme how they got to where they

(01:14:52):
are today.

SPEAKER_00 (01:14:54):
I had a wonderful conversation this week with a
restaurant owner, and I'm I'mnot gonna say who they are, but
they I I had a greatconversation with them.
They're very people focused,they want to grow.
They know they need a strategicpartner to give them a different
perspective and an outsideperspective on what's going

(01:15:14):
right in their business andwhere the gaps and the blind
spots are.
So we had that conversation.
I then went and ate at theirrestaurant, which I haven't been
in probably three years.
And every single component ofthe guest experience was
extraordinary.
There was intention in the greetand the design and the

(01:15:35):
cleanliness and the foodpreparation and the the steps of
service and the presentation ofthe food, the seasoning, the
execution, the thank you on theway out.
It it it was beautiful.
It was very well orchestrated.
And I think I don't see a lot ofthat in the industry as much as

(01:15:57):
I use.
I'm not gonna say who it is.

SPEAKER_02 (01:15:59):
Can you tell me off air so we can try to get them on
the show?

SPEAKER_00 (01:16:01):
Yeah.
All right, awesome.
When you come to Denver, we'llgo eat there.

SPEAKER_02 (01:16:05):
Kristen, thank you so much for taking the time uh
to reconnect, uh, to go deeperto get granular to share your
knowledge.
I love today's conversation, anduh, I just gotta say it.
There is no questioning, mylady, you are unstoppable.

SPEAKER_00 (01:16:20):
Thank you, my friend.
Good to see you.

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