August 21, 2025 • 51 mins
Lauren Coulter didn’t plan to be a restaurant leader—but she’s become one of the most intentional voices in hospitality today.
In this episode, the Co-Founder and Chief Biscuit Eater of Biscuit Belly shares her journey from pharmacy to franchising, how she’s scaled a people-first brunch brand, and what it means to lead with “ruthless hospitality.”
We explore everything from team development and franchising culture to real community engagement—and how to hire for the things you can’t teach.
🔍 Topics Covered:
00:00 Morning Rituals and Culinary Adventures
04:05 From Pharmacy to Restaurant: A Leap of Faith
06:48 Building a Restaurant Empire: Lessons Learned
10:15 The Art of Hospitality: Creating Memorable Experiences
12:56 Balancing Culture and Operations in Franchising
26:25 Ruthless Hospitality and Coaching Dynamics
33:01 Fostering Internal Team Growth
38:13 Community Engagement and Brand Values
44:57 Leadership Horizons and Personal Growth
🎧 If you’re growing a brand with heart—or thinking about taking the leap—this one’s for you.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Welcome to the Leadership Table, where
conversations inspire, lead andelevate.
I'm your host, jason E Brooks.
Each episode, I sit down withleaders across the hospitality
world to uncover real stories,strategies and tools that help
you lead stronger, scale smarterand build a team your guests
will never forget.
(00:25):
Today's guest is Lauren Coulter, co-founder and chief biscuit
eater at Biscuit Belly.
Her journey is one of bold,pivots and intentional
leadership From a career inpharmacy to launching and
scaling a chef-driven, fast,casual brunch brand.
Lauren's story is packed withlessons about growth, culture
(00:49):
and doing business with purpose.
We're talking about how shedefines modern Southern
hospitality, how she's keptculture intact while franchising
, and what it takes to scale abrand that still feels personal.
Let's get into it.
One thing I do have to let youknow is that I went to the gym
(01:11):
this morning.
Well, I went to the Y gym samedifference.
So I'm like, okay, let me go,stop by Biscuit Belly.
So I went out to Fort Mill andI went and picked up.
Yes, I'm in Charlotte.
So I picked up a mama's boy, aside of turkey sausage and a
(01:32):
black coffee and I got to say abiscuit.
Belly biscuit is one of therare biscuits that it is
absolutely needed that you needa knife and fork with, because
that thing that thing was amonster, an amazing, gorgeous,
(01:53):
beautiful, tasty monster.
But that thing was giant.
Oh my gosh, what in the world?
Speaker 2 (02:00):
I love that.
I'm so glad.
How was your experience?
Speaker 1 (02:04):
the experience was good.
There were probably eightpeople in the dining room when I
got there.
I think I got there just after8 am, got in, grabbed the menu,
walked to the front, placed myorder, nice and simple, got my
coffee, had a seat.
The server, or runner, broughtthe food out and said, oh, you
(02:28):
look so happy.
And I was like, yes, becauseyou are carrying a mountain and
put that mountain on my table.
And I snapped a few photos and Iwas like this is amazing, but
no food was good.
I was eyeing either the brisketbiscuits or the fire in your
(02:49):
belly.
But I went safer and went to amama's boy and it did not
disappoint bigger biscuits.
Speaker 2 (02:55):
So it's got all those different flavors, all those
different items and just thecombination is delicious and
very filling.
So you made a good choice.
Speaker 1 (03:12):
I didn't.
I was thinking well, I'll gofor something simple.
When that came out, I said wow,simplicity, this is amazing.
Speaker 2 (03:25):
Yes, a fire in your belly is much more simple, but
you have to have a taste for alittle hot.
You know something spicy.
So I think you made the bestchoice for this call, so good
job.
Speaker 1 (03:37):
A little kicky in the mouth.
I'll take it.
I'll take it, Okay.
So I've been looking forward tothis call.
I want to jump right on in.
So what sparked your leap frompharmacy into the world of
restaurants?
And to do that?
What kind of mindset shift didyou have to make to take that
(04:02):
kind of change?
Speaker 2 (04:08):
you have to make to take that kind of change.
I would love to sit here andtell you that there was this big
aha moment of let's dorestaurants and here's why.
And you know something kind ofbig and boisterous in our life,
but really I mean, chad and Iare very simple people.
We opened a small businesswhile we were still both working
, so I was working retail at thetime.
(04:30):
I shifted into pharmacy at abig insurance company here in
Louisville and he was working asa teacher at a pharmacy school
and so when you're fresh out ofschool and you're used to
studying a million hours or hedid a residency, so you're fresh
out of school and you're usedto studying a million hours, or
heated a residency, so you'reused to working all these hours
to then go to a job that's anine to five-ish was easy.
(04:54):
All of a sudden, we had allthis capacity in our life and if
you meet Chad and I'm sure youknow people like this and you
might even be one of thesepeople he doesn't like to sit
still.
So all of a sudden it was well,let's find something to do,
let's find something to do.
And so we opened upLouisville's first paint and
drink place.
(05:14):
Have you ever seen these?
At the time, it was calledUptown Art.
I don't think it exists in thestate that.
It was when we opened it backin 2011, I believe, but that was
just something fun that wecould kind of do on the side.
We grew it to a second location, and it did really well.
It was the first of its kindhere.
(05:36):
I think everyone in Louisvillehas a painted Florida Lee or
Sucks City Skyline somewhere intheir home, and we, though, saw
that it was probably a fad, andso, after two, two and a half
years, we looked to exit it, andat that time, we were like you
(05:58):
know, we've got this chunk ofcash, and we were young.
We don't really have anythingthat we need to put it towards.
We're used to living life likecollege students, you know, and
so we decided to open arestaurant, and that was truly.
I mean, we looked around ourcity.
There's a lot of bourbon herein Louisville, a lot of craft
(06:20):
beer, but there wasn't a placethat was a cool, low-maintenance
wine spot a bit moreapproachable, with good food.
Speaker 1 (06:27):
Louvino.
Speaker 2 (06:29):
Louvino.
Yes, that's how Louvino wasborn.
We I think that Louvino, whileI didn't participate as much on
the business side, I was usuallyjust a sounding board for my
husband.
Business side I was usuallyjust a sounding board for my
(06:50):
husband but he, you know, justlearning the importance of
finding the right people, kindof came from that group.
Our chef that we hired literallybefore we ever opened Lubino,
Chad, met Chef Tavis TavisRockwell.
You said you visited BiscuitBelly this morning.
You told me that earlier and sothere is some menu items named
(07:10):
for him the Rockwell, theRockwell Supreme.
He helped create the BiscuitBelly menu, Lubino.
It was all about local dishes.
About half of our menu was thesame at all of our stores.
We grew it to five locationsand then the other half was just
really unique to what the cityaround them liked.
(07:30):
So we have some.
We had some in Louisville, wehad one in Cincinnati and two in
Indianapolis area.
So definitely gave the chef anopportunity to be very whimsical
and creative.
We changed up the menuquarterly-ish, just kind of
seasonally.
So it was a really a funexperience, but a totally
(07:54):
different beast.
I mean full service, nighttime,60, 70 wines by the glass, lots
of training involved whenyou've got that many wines, and
so it was just, I don't knowChad jokes.
I mean, I worked at a fast foodchicken joint where I grew up
Okay, Other than that, likethrowing chicken in a fryer and
(08:18):
throwing it in a box and givingit out.
The first night that we ownedLouvino was both of our first
night working at a realrestaurant, and so you know
you've got like farm D's,cleaning glassware and running
around and talking to people andjust engaging, and I think
really that's what it's aboutright the experience and how
(08:40):
people feel when they're at yourrestaurant, and I think all
those learnings certainly helpedas we decided to move into
doing a company like BiscuitBelly.
Speaker 1 (08:52):
Now, whenever you speak, you make things sound so
easy but so challenging.
At the same time, you weavethroughout both sides of that
fence, Like a lot of restaurantowners want to grow to five
locations.
You spoke through that partlike, yeah, so we opened up
(09:15):
Louvino and then we grew to fivelocations and we started
Biscuit and we all know it's notthat easy.
But it does sound like it was areally good formula at the time
that helped you to catapult tothose five locations and then
get into Biscuit Belly.
(09:37):
So talk to me about some ofthose lessons and some of those
realities that you learned thatmade that possible.
Speaker 2 (09:47):
Well, I think, have you ever heard the adage?
You know, not every chef needsto own a restaurant.
I think that what Chad didreally well was find people who
could do what they do reallywell and let them fly.
So what's the biggest issue inrestaurants?
(10:08):
Most restaurant people will saypeople are the biggest issue,
and I felt really lucky andprivileged to be able to say
that the people that we hired atLuvino generally they stuck
with us, our management teamthere, as we grew, location to
(10:29):
location.
We were able to pull people andhelp grow and develop them.
And look, it's easy to sit herein 2025 and kind of say we
opened five of those.
It was over quite a period oftime.
So we opened our first Luvinoin 2014.
(10:49):
And I believe, the last one in2019.
So we're talking about fiveyears and again, it's almost
this idea of you know, inbusiness world they talk about a
minimum viable product and wehad this minimum viable product
in this restaurant.
(11:10):
Number one we were cheap on thebuild out.
I mean, it was Chad designingit all.
It was very simple.
We focused hard on the menu,the food and the experience, and
so then you figure out whatyou're doing right, you stick
with those things.
We focused hard on the menu,the food and the experience, and
so then you figure out whatyou're doing, right, you stick
with those things, you changethings and you grow, and I think
(11:32):
he just always had this way ofsurrounding himself, and it's
even what we do now with peoplethat are so much smarter than us
.
So you say, hey, this is what Ibring to the table, this kind of
business acumen, and how can Iapply it to this area?
(11:53):
And so now he's kind of islooked at as a restaurant expert
.
He's a restaurant businessexpert, but he's not back there
baking those biscuits.
So we we definitely have done agood job at finding people that
can be equally as passionate, Ithink, and and really take on
(12:16):
what we're trying to do, likehere's what we're trying to do,
here's this vision.
He's the classic visionary andcan get us all really engaged
around this vision that he'screating.
But I think, to do that I mean,I remember my mom telling me
this when we were planning awedding you don't need to do
everything, you just need tohire people to do what they do
(12:37):
well, and I feel like that hasapplied to our life, and so that
really, I think that's probablybeen the biggest thing to help
launch us.
You know, continue, make it sothat we hire people that can do
exactly what we do great, sothat then we can shift to do
(13:11):
something else.
Speaker 1 (13:12):
But then we start bringing in all these people
that do the exact same thingthat we do.
The things that are missingjust still keep being missing.
But your mama said it right.
She said hire people that dowhat they do great, and then you
bring them on, versus alwaystrying to hire people just like
(13:33):
yourself.
And so I think that is a greatleadership lesson and I know and
of course you preach BiscuitBelly isn't just about the food.
One of the first things thatyou asked me was how was the
experience?
So how do you define modernSouthern hospitality and how
(13:54):
does that show up across yourbrand, from the kitchen to the
guest experience?
Speaker 2 (14:02):
I think that that is something we focus hard on.
That I mean, 2024 was the yearof hospitality and you go into.
I think every restaurateurwould say, oh, I want this to be
a great experience, but whatdoes that actually mean to the
guest?
(14:23):
And so we spent a lot of timereally trying to figure out.
You know, there's performativelayers of this versus very
natural, casual and intentionaland really kind of separating
the two.
I don't want someone to come inand you know you'll go to
(14:44):
places and it's like, you know,welcome to X or whatever where
it's just rattled off right andwe come to expect it, but that
doesn't mean that I'll have awelcoming experience.
So how do we take the words oflike, comfort, care, engagement,
joy?
(15:04):
I mean, in this world thatwe're in right now, like, how
important is it that people cancome in, have a seat at a table
surround themselves with peoplethat they love, or that maybe
they're having a job interviewor just have this kind of
comforting, peaceful experienceand have it naturally?
(15:26):
And so we've looked at this acouple different ways.
There's definitely things thatwe have to get across to the
guests.
When they come in, they'reordering at the counter.
We are bringing it out to them.
We have this long spiel Usoutside of ordering.
(15:53):
We want it to be a full serviceexperience, as if you're at,
you know, a guest at your mamaor your grandmama's house and
they are making this deliciousfood for you.
So I think you even mentionedsome of the food that you got
was pretty big and hearty andthat you needed a knife and a
fork, and even just how it'splated For a biscuit, for a
biscuit.
So even how it's plated, wewant that to be beautiful.
(16:15):
So, you know, really diving intoevery aspect of the guest
experience and people oftenthink the only time that you can
be hospitable is when you'retalking to the guest, and I
wholeheartedly disagree.
How can we be hospitable whilethey're waiting in line in our
queue line, which sometimes isout the door?
For us, that means on a busyday when it's sweltering hot,
(16:37):
like last Saturday, you'remaking some little mini lattes
and running them out, you know,at the right time, maybe making
some bonuts that they can enjoywhile they're eating.
Last weekend, I had thepleasure of doing an event with
the Peach Truck.
Have you ever heard of thePeach Truck?
Speaker 1 (16:54):
No, I have not.
Speaker 2 (16:56):
So there's I've followed them for years.
It's a husband-wife team.
They grow, you know, bring allthese Georgia peaches up
throughout different places inthe South that don't get them.
And they have a stop at one ofour locations and they were 30
minutes late.
So they had people preordertheir peaches I mean boxes and
(17:16):
people come and they get four orfive boxes and they're from 9
to 1030, and then they leave andthey go to their next stop, and
they were there from 9 to 1030.
And then they leave and they goto their next stop and they
were 30 minutes late.
And so for 30 minutes I havethese people lined up and we're
just slinging biscuits withpeach stuff on it, really
talking up what we do, givingthem samples and then taking
(17:38):
their trash.
I think every little piece likethat that you do it just helps.
That is what the overall guestexperience should be.
So when they're in the queueline, I mean how do we better
level up that experience Oncethey sit down?
How do we level up theirengagement at the table?
(18:01):
We don't have to deal with thewhole like bringing out a check,
but in some books I've read youknow there's a whole.
How do you be more hospitablearound when you bring the check
out, and so just rethinking eachof those was really important
for us and I think we've dug inand tried to figure out, on more
(18:23):
levels than what most would,how to make that a Southern
experience, southern hospitableexperience, and I think we've
done a pretty dang good job.
Speaker 1 (18:36):
You absolutely have, and the way that you describe
hospitality, I think, nails itas well.
There's times, as innovators,as thinkers, as leaders,
managers, coaches, we tend tooverthink the execution.
And yes, there is absolutelyhospitality and it is a
(19:02):
formulated process of thinkingthrough things.
But when we go to land thathospitality plane, I think that
some brands tend to overshootthe runway.
They tend to overthink it If wescaled it back some.
Hospitality is still humannature.
(19:23):
Hospitality is still humannature.
It's still no matter whatisland, what continent, what
language.
There is a part of being atsomeone's mother's house,
someone's grandmother's houseand what they do in order to
make you feel welcome, from whenyou walk in to when you leave.
(19:45):
So there's some of it.
Yes, it is hospitality.
Some of it is just pure humannature and how we allow
ourselves to be human to eachother within moments of the 30
minute late pizza truck.
How do you still have humannature versus thinking through?
That's not a part of myhospitality steps.
(20:07):
Yes, there is that, but there'salso just being human, all
right.
So how do you balance being aculture carrier and brand
(20:33):
storyteller with the day-to-dayoperational discipline that
growth and franchising require?
You are a master juggler.
How do you do that?
Speaker 2 (20:46):
This is hard.
I mean, I think this is thebiggest challenge that no one
talks about in franchising.
They talk about, you know,making sure the operations are
consistent, making sure the youknow the experience is similar,
but how do we really almostobnoxiously push off these
(21:10):
values and these things that wecarry with our franchise
partners?
And I think that my husbandwould say it's bad.
I kind of think it's good.
We have not been supersuccessful from a franchise
development perspective.
We've got three franchisepartners.
(21:32):
They've each done two stores,and so I mean that's great.
We've done eight stores andbuilding that pipeline has been
more of a challenge, but in away I think it's been a blessing
because we have learned whatpieces we need to be diehard, no
(21:58):
excuse, no nonsense about.
And then we've learned whatthings can we give and take on.
You know this is a relationship.
We are not, you know, a millionbrand, a million location brand
, with all these systems andperfect ordering figured out.
There's a lot of these thingsthat we're building this car as
(22:18):
we're driving it to a degree Now.
We've got processes, we've gotsystems in place that are ahead,
I believe, for our size, butstill, I mean we are 100% in
growth mode and so being nowbeing ruthless about the
(22:39):
hospitality piece even whenthese people come and visit us,
I think is the most criticalthing.
I mean, the best way to sell afranchise is to have current
franchise partners tout yourpraises.
You know, and the only waythat's gonna happen is if we are
(22:59):
all on the same page early,early, early, and you stay that
way.
My role day day.
I don't do a whole lot withfranchise partners.
Again, I leave the operationalpiece up to them.
But you know, when people fillout a contact us form on
(23:21):
viscabellycom, I get that.
When you know my husband ispsychotically looking at the
reviews.
We use a system called Ovation.
We are engaged and I care more,as you can probably tell about
an experience than I do, whetheryou know the coffee was at
exactly 128 degrees, which you'dbe surprised.
(23:44):
What we get complaints aboutbut I don't know to me that is
one of the biggest challenges istaking this culture and this
thing that we've created andtrusting that it's emulated
appropriately at other places.
Now what I love the franchisepartners that we have in Alabama
(24:07):
.
They are kind of the same group.
They've opened more in NorthCarolina, but it's technically
two different owners, so I callthem two different folks.
So I love that.
They are incredibly successfulbecause they do kind of
owner-operator models and I justI love that.
So when they come up andevaluate, when they were first
(24:28):
evaluating us, they sentprobably six different groups of
people up here because theywanted to figure out the right
fit for their organization Likewho who's going to run Biscuit
Belly?
And they entrusted it tosomeone that's been there, you
know, working with them for 10,12 years in other capacities, at
(24:48):
their other concepts.
So that has been just learningkind of what sort of franchise
partner we want is a criticallearning for us.
You know Lots.
I'm sure we've done a lot ofthings wrong.
I think we've done a lot ofthings right, but this is
(25:09):
something that I think we willcontinue to learn.
We actually have done a dealrecently with someone in Texas,
in Houston, and she has neverowned a restaurant before and we
are used to people who havebeen inundated with the
restaurant industry but we'vealso seen kind of the bad that
(25:30):
comes from that Like, so we'regoing to try this.
She's been, she's had likemajor business responsibility,
p&l responsibility, but she'sjust never been in the weeds on
the food side.
And so our hope is hey, this isa, you know, a clean slate.
We can build and teach some ofthese things.
(25:50):
She was the right personality,she was like the right character
.
We believe we can teach thesystems and the operational
pieces that come with it.
Well, that come with having adisc of belly.
Speaker 1 (26:04):
I got to say I actually worked with a franchise
group out of Alabama and youhave to be very savvy out there
in order to really be successful.
But I got to say my listenersbetter watch out for Lauren
Coulter, aka RuthlessHospitality no, ruthless
(26:28):
Hospitality.
I loved that.
Ruthless Hospitality no,ruthless Hospitality.
I loved that RuthlessHospitality.
It sounds like Ruthless Recordsback from the 90s.
Okay, so now you talked a lotabout finding the pieces within
your franchise partners thathave that right leadership
aspect, the right managementstyle.
(26:50):
But there's a lot of coachingthat goes into it as well.
How do you balance some of thecoaching with your internal team
?
You know you've spoken throughhow you're working with the
franchise partners.
You've spoken through howyou're working with the
franchise partners, finding theright locations, getting the
(27:11):
right mix, things like that.
But let's switch gears just alittle bit.
Speaker 2 (27:34):
How do you focus on your internal team in order to
make sure that they're gettingtheir growth as well?
You know, the blessing and thecurse of a small brand is that
there is all sorts of room fordevelopment.
Our team we have a exec team ofmy husband and I, a VP of
training, a VP of operations anda director of marketing, and
that's it.
We have one additionalmarketing team member and then
we get lucky and get someinterns here and there, and then
(27:55):
we have someone that serves inkind of a culinary coach,
culinary director role.
She does most of our liketesting for new items and when
we're looking at potentialvendor changes, she helps with a
lot of that work.
And so our team, I mean in itsentirety, is eight people, and
(28:15):
so we aren't talking about, youknow, a plethora of humans here.
Development, I mean there's twothings here.
Number one we again have hiredpeople who are a lot smarter
than us, so it was reallyimportant to us from a training
(28:37):
aspect to find someone who hadactually helped build a concept.
The woman who serves as our VPof training is insane,
incredible Lisa Dwelly.
She worked for Texas Roadhousewhen they had store.
I think she started there atstore three and then, you know,
left when there was hundreds inplace and she was the VP of
(29:00):
training there.
She also worked as the VP oftraining at Torchy's Tacos.
When they were acquired it wasthey let go of their whole
training department and so wehad no plans to hire a VP of
operations.
We met her Within about eightminutes of talking to her.
Chad and I are like squeezingeach other's legs, like we have
(29:24):
to have her.
And you know, we're a startup,we have no cash.
We're like we spend every bitthat we get in, but we're gonna
figure this out.
And so that decision of hiringsome of those key people who I
don't think that they needdevelopment I think that that
(29:45):
sometimes some of these teammembers they're just looking for
like something new and toimpart their insane knowledge in
places they can actually make adifference, and we're like, yes
, bring it on.
So I believe that that servedus well in those capacities.
Our marketing director she hadhad a couple different roles,
(30:07):
but I think she's probably grownand developed the most.
You know, at different ages andstages of life, people want
different things, right?
Our VP of training has twodaughters that are about to be
seniors in high school, and soshe is ready.
She's planning for differentthings in life than our
marketing director who has justrecently gotten married and
(30:31):
potentially may choose to havekids may not.
But growth, education anddevelopment overall I mean
growth, education and justLearning is really how we spark
joy in our marketing director,whereas you know her teaching,
(30:54):
her, helping, but then also herbeing able to like, say goodbye
and hang out with her daughtersthat she's not going to, you
know, in a couple more, in onemore year, she's going to be
sending them to college, likeher, priorities are different,
and so for us, since we're sosmall, we are able to kind of
figure out what works and whatinspires each person
(31:16):
individually.
For our VP of Ops, I know thatwhat inspires him is to be able
to log off and be like I'm out,and so for him, you know, once
every three to four months, he'sgoing to take a week off,
recharge himself, and he comesback just ready, ready to like,
(31:38):
help and engage with our teammembers, and for that week, I
mean my job is to be him.
You know, you contact me, youcontact me, you contact chad,
you leave him alone, don't callhim.
So we, I think know what ourteam values and there's so much
conversation around this rightaround millennials and, uh,
(32:01):
whatever the next gen?
gen z gen x yes, yes, whatthings they value, and luckily
we're at a point where we canreally know what they value and
we can actually act on that.
It's not always monetary, isthe amazing thing for a startup,
(32:21):
you know.
It's not always about dollars,it's about time off, it's about
not being bothered when I'm off.
You know, some of those thingsare so much more important to
our team and we take thatseriously.
Speaker 1 (32:33):
Internal space to know the individual, not just
their title, not just your goals, in which your goals as a brand
and as a person is veryimportant, but you're getting to
understand where are they atwithin their life, within their
career, within their family.
Now how do we make what whatthey do well and create the
(32:55):
space with what we need to makesure that it's being delivered
on both sides of that highway?
That is amazing.
I also want to get into, though, how you lead through your
community.
You have spanned out from yourarea into different markets and
(33:18):
I hear that you do Veterans Daymeals, local partnerships so
it's clear that communitymatters to you and the brand.
Why is that such a central partof how you and your franchise
partners lead?
Speaker 2 (33:36):
Well, I think that it's really important for
Biscuit Belly to define what isimportant for us, Like what are
the things we want to stand for?
And I'll be candid with you, Imean, the veterans piece was
(34:01):
looking around, seeing what ourcommunity loves to get behind
and kind of rinse and repeatingwhat we've seen other people do
well.
So, yes, we do Free Biscuit forveterans on Veterans Day.
It's insanity at all of ourstores.
But I think when you own abusiness, you get hit up by
(34:27):
every organization.
I mean I'm sure you experiencethis Especially restaurants.
Speaker 1 (34:32):
Because, if you think about it, restaurant owners and
managers are the mostaccessible.
Yes, managers and owners out ofany other kind of industry.
You can't walk into a doctor'soffice or a retail office and
always get to speak with theowner.
At restaurants, we get sold tomore than anything else.
(34:54):
Sorry, but it's just so true.
Yes.
Speaker 2 (34:57):
I mean it's insane how many requests we get and you
want to help everyone, but atsome point you got to say no,
and so for us, we did spend sometime early on, at least for our
team here in Louisville, askingthe questions what's important
to you, team member, what do youwant us to get behind?
(35:18):
If we have, you know at thebeginning, if we have a thousand
dollars that we can give tothings, how should we, how do
you want us to allocate it?
It's not what Laurennecessarily wants to allocate it
to, but what's important to youall.
And so some learnings that Ihad was that our team, shocker,
(35:38):
was really interested in helpingwith food insecurities or you
know specifically things thathelp and target kids.
So just where we're located,you know there's pieces of that,
and so we've tried to figureout how do we do that.
For us, it's been collaboratingwith companies that will come
(35:59):
get like, your waste, your foodwaste, good and bad, abyss of
belly, we don't create that muchfood waste, and so.
But when we do, especially fromlike, create that much food
waste and so, but when we do,especially from like let's call
it events where we go somewhere,maybe we take a thousand
biscuits because we're toldthat's how many people will be
there, but then only 400 peopleshow up and so you've got all
this leftover food.
(36:19):
You know how can we get thatredistributed in a way that's
good for the community?
We do a lot of that and thenour franchise partners we kind
of let you know choose how theyand their people want to give
back.
I always tell people that aremaking asks, and also it never
(36:40):
fails that they're like hey, canI, can you write us a check for
a thousand dollars?
And it's like well, you know, Iwe always say I'm rich in
biscuits Like how can I give youfood?
Because that's what we do,right, and I want to again, a
company that is so focusedaround experience, writing you a
(37:06):
check doesn't give me theexperience that I'm wanting,
that I want my, that my teamwants, you know.
So, being able to deliver food,bring it to.
You know teachers on theirfirst week of school coming back
, or, oh my gosh, we've done somany things.
You know young women, children,kids, their you know events
(37:30):
that are happening through thesummer.
That is more experience drivenand it's definitely more likely
to get a yes from me and from myteam.
So, on that note, I mean I'msure you experienced this, like
people that are like, oh, Ihaven't been here, I need to
come check it out.
Will you donate?
(37:50):
No, only the people who I knowlike that are coming in here,
I'll donate a gift card orsomething, but other than that,
you know, if there wasn't hardfood, I got to.
We got to know them, they gotto be a regular, no stranger
danger?
Speaker 1 (38:06):
Exactly, no-transcript.
What's on your leadership?
Speaker 2 (38:32):
horizon.
What are you most excited aboutfor you personally and Biscuit
Belly For me personally?
I'm really leaning into myvoice a bit more the table,
(38:53):
maybe, thoughts around food andhospitality, and you know how
you bridge some of these gapsthat others might be interested
to hear or know about.
I think it's really importantin this space to help.
You know other women who.
I mean the deals and stuff likethat you can get with multiple
locations versus one.
(39:13):
I would love for us to see,like I've talked about, building
a little group of women likethat own one restaurant to think
through how can we be like aGPO of sorts.
You know where we're all.
You know they're all going toget use the same flower and then
they all get a discount.
I feel like building betterbusiness.
Women is important.
(39:33):
That is my personal piece.
I'm trying to do more in termsof speaking engagements and
podcasts, whatever is reallyneeded.
I mean, people ask me to speak.
My husband likes speakingsometimes, but generally he
forwards things to me or he'llsay not it because it's just not
(39:55):
his cup of tea, and I thinkthat we're doing something
really cool and I think it'simportant that we really, you
know, yell it to the rafters,and so building that for me
personally, hopefully helpbuilding our brand is key For
(40:17):
Biscuit Belly.
I finally believe that we'regoing to open my husband says
anywhere from three to 13 storesnext year.
We've got a lot of thingscoming out of the ground and
good things happening.
From a pipeline perspective, Ifeel like with the processes
(40:40):
that we have put in place, weare ready for that now, like our
team is like let's go, we cando this, whereas a year and a
half ago I don't know if wecould say that.
So if we would have gotten thepipeline in then that we have
now, it could be a mess.
So I'm excited about not beingscared to bring that on and for
(41:04):
how much we can do like withoutnecessarily bringing on more
bodies.
So more to come on that front,we've got some fun announcements
in the works.
Speaker 1 (41:20):
So, yay, well, I am excited for you.
Your brand is amazing and weare getting close to the
signature questions that I askof all of my guests here on the
leadership table.
So if you could sit at aleadership table with three
other leaders, whether alive orfrom history, who would you
(41:44):
choose and why?
Speaker 2 (41:48):
My choices are very different.
So my first one is my girl,emily Lay.
She is a planner maker.
She makes planners and is allabout simplifying.
She's a mom, mom life, but hercompany is called Simplified and
(42:14):
I psychotically fangirl her.
I love my paper planner and Ijust think she's so intelligent
and brings a lot of justknowledge but then also real
life.
You know, I'm a mom, I'mstruggling sort of things to the
table and I would just love tomeet her and hang out.
(42:37):
I'm like we should be friends.
Why are we not friends?
And then my second person isI'm sure maybe you've gotten
this before is Ruth BaderGinsburg.
I just want to.
I love a woman that can usekind of a puppet effect of like
(42:57):
she helped increase rights forwomen by using a case that was
against a man, and so I just Imean that is puppeteering.
Speaker 1 (43:09):
She is the ultimate chess player.
Yes, she is the masterpuppeteer and ultimate chess
player.
You are not kidding.
Speaker 2 (43:17):
I just want to know.
I don't know, she was alwayskind of witty in her TV, you
know when you would see spots ofher and I don't know.
I mean, she's just an awesomehuman.
I would love to have dinnerwith her.
And then, lastly, is willgiardia?
I I always say giardia.
(43:37):
That's from my pharmacy schooldays.
It's like close enough, closeenough yeah, he wrote the
bookity which really Gadira.
Gadira, I cannot.
Speaker 1 (43:49):
Yes.
So, embarrassing, mr Gadira.
Speaker 2 (43:54):
That book really helped change my thinking about
some things and really helped us, you know, gave some examples
of how we could dig in on ourguest experience.
So you know, he's worked forDanny Meyer, just overall, best
of the best, and I would justlove to have him come eat with
(44:14):
us and tell me everything likeaudit us, tell me everything
that we could improve upon.
But good, I mean good people,good good dudes.
So so those are my three.
Speaker 1 (44:28):
I love your personal board there.
That is a mega table there.
Okay, so for the last questionAt the leadership table, of
course, we believe inconversations that inspire, lead
and elevate.
As you went through yourjourney, I know you've had lots
(44:50):
of conversations that werepivoting moments within what you
do, how you do, and there'sgoing to be more.
But what's one conversation inyour career that you believe
profoundly shaped how you showup as a leader today?
Speaker 2 (45:07):
I had a woman.
It wasn't one-on-one, it wasmore of a group thing.
I'm in a group of women who I'mthe youngest, and a lot of them
are retired and just livingtheir best lives.
But you want to talk aboutchess checkers?
(45:28):
I mean, I'm thinking about thenext three to five years, and
they are saying, well, how isthat going to prepare you for,
you know, a board that you wantto be on?
I mean, they are, they arethinking way down the line, but
I don't recall who exactly saidit.
But one of them said somethingto the effect of the best
leaders are not the ones whohave all the answers, they're
(45:52):
the ones that know to ask theright questions, and I think
that that has layered in reallynicely with this idea of hiring
people smarter than you.
And there's a girl on our teamwho she does all of our point of
sale stuff and integrationswith third party and online
(46:15):
orders and all the things, andpeople always comment that she
asks really good questions, andsometimes I drag her to meetings
that she probably shouldn't bein because I'm like you're
thinking about how this impactsother people.
You know how this is impactingother things that I'm not
thinking about.
So I think that that hasprobably changed how I think
(46:40):
about the minutiae of, like,what we're doing day to day.
And when you're growing, you'realways communicating.
It doesn't matter what'shappening in a company.
Ultimately, the root cause ofmost struggles is lack of
communication.
Bad communication, you know, Itruly believe it's like 90% of
(47:01):
the issues are communicationrelated, and so hiring people
that are smarter than me so thatthey can help ask the right
questions, that's it to me.
That is like the thing.
If I could nail that, I wouldbe like I'm a dang good leader,
(47:23):
you know.
Speaker 1 (47:25):
Well, it sounds like you are well on your way already
.
Have you ever heard of WhirlWomen in Restaurant Leadership?
Speaker 2 (47:34):
I went there this past.
Speaker 1 (47:36):
Excellent, good, good , good.
Speaker 2 (47:39):
I want to speak at it or be on something at it.
It's in Charleston next yearand I want to go.
We have a store in Somerville,about 20 minutes outside of
Charleston, so definitely going,going to bring a team member or
two this time and I just I loveit.
They're great.
I do a couple of the onlineevents webinar things.
Speaker 1 (48:05):
I actually do.
I am a contributing writer forFSR magazine and one of the key
people that that helps keepworld going.
One is Callie Evergreen andthen and then Satine Donor.
They both are large parts keyfigures within world and FSR,
(48:28):
QSR Magazine, WT, WH Media doesa great job of creating that
space, creating that table tonot just call out women who are
leaders but to help grow allleadership within every genre,
every segment, leadership withinevery genre, every segment, and
(48:54):
they have some amazing sessionsthat really move restaurant
leadership forward, man or woman.
So absolutely I'm glad thatyou've been to one, that you're
planning on going.
Next year I will be at the QSREvolution Conference as well.
I'll be moderating a panel andsitting on a second panel at the
same time launching my secondbook, Every Team Needs Coaching.
(49:15):
So that's going to be thisSeptember as well.
So, Lauren, before we wrap up,where can listeners connect with
you or learn more about BiscuitBelly's story and future
opportunities?
Speaker 2 (49:33):
I've got a couple of things.
I've got a couple ways.
I'm on Instagram and I'm verylike I will write people back.
It's me managing my.
Speaker 1 (49:44):
You know my tens of followers on Instagram, not AI.
Speaker 2 (49:48):
No, no, you know my tens of followers on instagram,
not ai, no, no, obviously I'm onlinkedin, but I I mean I'll,
candidly speaking linkedin canbe overwhelming because there's
a hundred thousand people tryingto sell you stuff on there and
it's just.
It doesn't totally spark joyfor me, but okay.
And then Biscuit Belly.
(50:11):
I mean biscuitbellycom hasloads of good info, lots of good
material.
Speaker 1 (50:17):
So always plug that Good stuff.
Well, lauren, thanks forbringing your heart, your grit
and leadership to the tabletoday and to everyone listening.
If this episode sparkedsomething for you, take a second
to subscribe, leave a reviewand share it with someone
(50:37):
building a purpose-driven brand,just like Biscuit Belly.
You'll find more leadershiptools and resources at
jasonebrookscom.
Until next time, keep leadingwith impact and remember, manage
, lead, coach, repeat.
Lauren, thank you so much.
Speaker 2 (50:55):
Thank you.
Welcome to the Leadership Table, where
conversations inspire, lead andelevate.
I'm your host, jason E Brooks.
Each episode, I sit down withleaders across the hospitality
world to uncover real stories,strategies and tools that help
you lead stronger, scale smarterand build a team your guests
will never forget.
(00:25):
Today's guest is Lauren Coulter, co-founder and chief biscuit
eater at Biscuit Belly.
Her journey is one of bold,pivots and intentional
leadership From a career inpharmacy to launching and
scaling a chef-driven, fast,casual brunch brand.
Lauren's story is packed withlessons about growth, culture
(00:49):
and doing business with purpose.
We're talking about how shedefines modern Southern
hospitality, how she's keptculture intact while franchising
, and what it takes to scale abrand that still feels personal.
Let's get into it.
One thing I do have to let youknow is that I went to the gym
(01:11):
this morning.
Well, I went to the Y gym samedifference.
So I'm like, okay, let me go,stop by Biscuit Belly.
So I went out to Fort Mill andI went and picked up.
Yes, I'm in Charlotte.
So I picked up a mama's boy, aside of turkey sausage and a
(01:32):
black coffee and I got to say abiscuit.
Belly biscuit is one of therare biscuits that it is
absolutely needed that you needa knife and fork with, because
that thing that thing was amonster, an amazing, gorgeous,
(01:53):
beautiful, tasty monster.
But that thing was giant.
Oh my gosh, what in the world?
Speaker 2 (02:00):
I love that.
I'm so glad.
How was your experience?
Speaker 1 (02:04):
the experience was good.
There were probably eightpeople in the dining room when I
got there.
I think I got there just after8 am, got in, grabbed the menu,
walked to the front, placed myorder, nice and simple, got my
coffee, had a seat.
The server, or runner, broughtthe food out and said, oh, you
(02:28):
look so happy.
And I was like, yes, becauseyou are carrying a mountain and
put that mountain on my table.
And I snapped a few photos and Iwas like this is amazing, but
no food was good.
I was eyeing either the brisketbiscuits or the fire in your
(02:49):
belly.
But I went safer and went to amama's boy and it did not
disappoint bigger biscuits.
Speaker 2 (02:55):
So it's got all those different flavors, all those
different items and just thecombination is delicious and
very filling.
So you made a good choice.
Speaker 1 (03:12):
I didn't.
I was thinking well, I'll gofor something simple.
When that came out, I said wow,simplicity, this is amazing.
Speaker 2 (03:25):
Yes, a fire in your belly is much more simple, but
you have to have a taste for alittle hot.
You know something spicy.
So I think you made the bestchoice for this call, so good
job.
Speaker 1 (03:37):
A little kicky in the mouth.
I'll take it.
I'll take it, Okay.
So I've been looking forward tothis call.
I want to jump right on in.
So what sparked your leap frompharmacy into the world of
restaurants?
And to do that?
What kind of mindset shift didyou have to make to take that
(04:02):
kind of change?
Speaker 2 (04:08):
you have to make to take that kind of change.
I would love to sit here andtell you that there was this big
aha moment of let's dorestaurants and here's why.
And you know something kind ofbig and boisterous in our life,
but really I mean, chad and Iare very simple people.
We opened a small businesswhile we were still both working
, so I was working retail at thetime.
(04:30):
I shifted into pharmacy at abig insurance company here in
Louisville and he was working asa teacher at a pharmacy school
and so when you're fresh out ofschool and you're used to
studying a million hours or hedid a residency, so you're fresh
out of school and you're usedto studying a million hours, or
heated a residency, so you'reused to working all these hours
to then go to a job that's anine to five-ish was easy.
(04:54):
All of a sudden, we had allthis capacity in our life and if
you meet Chad and I'm sure youknow people like this and you
might even be one of thesepeople he doesn't like to sit
still.
So all of a sudden it was well,let's find something to do,
let's find something to do.
And so we opened upLouisville's first paint and
drink place.
(05:14):
Have you ever seen these?
At the time, it was calledUptown Art.
I don't think it exists in thestate that.
It was when we opened it backin 2011, I believe, but that was
just something fun that wecould kind of do on the side.
We grew it to a second location, and it did really well.
It was the first of its kindhere.
(05:36):
I think everyone in Louisvillehas a painted Florida Lee or
Sucks City Skyline somewhere intheir home, and we, though, saw
that it was probably a fad, andso, after two, two and a half
years, we looked to exit it, andat that time, we were like you
(05:58):
know, we've got this chunk ofcash, and we were young.
We don't really have anythingthat we need to put it towards.
We're used to living life likecollege students, you know, and
so we decided to open arestaurant, and that was truly.
I mean, we looked around ourcity.
There's a lot of bourbon herein Louisville, a lot of craft
(06:20):
beer, but there wasn't a placethat was a cool, low-maintenance
wine spot a bit moreapproachable, with good food.
Speaker 1 (06:27):
Louvino.
Speaker 2 (06:29):
Louvino.
Yes, that's how Louvino wasborn.
We I think that Louvino, whileI didn't participate as much on
the business side, I was usuallyjust a sounding board for my
husband.
Business side I was usuallyjust a sounding board for my
(06:50):
husband but he, you know, justlearning the importance of
finding the right people, kindof came from that group.
Our chef that we hired literallybefore we ever opened Lubino,
Chad, met Chef Tavis TavisRockwell.
You said you visited BiscuitBelly this morning.
You told me that earlier and sothere is some menu items named
(07:10):
for him the Rockwell, theRockwell Supreme.
He helped create the BiscuitBelly menu, Lubino.
It was all about local dishes.
About half of our menu was thesame at all of our stores.
We grew it to five locationsand then the other half was just
really unique to what the cityaround them liked.
(07:30):
So we have some.
We had some in Louisville, wehad one in Cincinnati and two in
Indianapolis area.
So definitely gave the chef anopportunity to be very whimsical
and creative.
We changed up the menuquarterly-ish, just kind of
seasonally.
So it was a really a funexperience, but a totally
(07:54):
different beast.
I mean full service, nighttime,60, 70 wines by the glass, lots
of training involved whenyou've got that many wines, and
so it was just, I don't knowChad jokes.
I mean, I worked at a fast foodchicken joint where I grew up
Okay, Other than that, likethrowing chicken in a fryer and
(08:18):
throwing it in a box and givingit out.
The first night that we ownedLouvino was both of our first
night working at a realrestaurant, and so you know
you've got like farm D's,cleaning glassware and running
around and talking to people andjust engaging, and I think
really that's what it's aboutright the experience and how
(08:40):
people feel when they're at yourrestaurant, and I think all
those learnings certainly helpedas we decided to move into
doing a company like BiscuitBelly.
Speaker 1 (08:52):
Now, whenever you speak, you make things sound so
easy but so challenging.
At the same time, you weavethroughout both sides of that
fence, Like a lot of restaurantowners want to grow to five
locations.
You spoke through that partlike, yeah, so we opened up
(09:15):
Louvino and then we grew to fivelocations and we started
Biscuit and we all know it's notthat easy.
But it does sound like it was areally good formula at the time
that helped you to catapult tothose five locations and then
get into Biscuit Belly.
(09:37):
So talk to me about some ofthose lessons and some of those
realities that you learned thatmade that possible.
Speaker 2 (09:47):
Well, I think, have you ever heard the adage?
You know, not every chef needsto own a restaurant.
I think that what Chad didreally well was find people who
could do what they do reallywell and let them fly.
So what's the biggest issue inrestaurants?
(10:08):
Most restaurant people will saypeople are the biggest issue,
and I felt really lucky andprivileged to be able to say
that the people that we hired atLuvino generally they stuck
with us, our management teamthere, as we grew, location to
(10:29):
location.
We were able to pull people andhelp grow and develop them.
And look, it's easy to sit herein 2025 and kind of say we
opened five of those.
It was over quite a period oftime.
So we opened our first Luvinoin 2014.
(10:49):
And I believe, the last one in2019.
So we're talking about fiveyears and again, it's almost
this idea of you know, inbusiness world they talk about a
minimum viable product and wehad this minimum viable product
in this restaurant.
(11:10):
Number one we were cheap on thebuild out.
I mean, it was Chad designingit all.
It was very simple.
We focused hard on the menu,the food and the experience, and
so then you figure out whatyou're doing right, you stick
with those things.
We focused hard on the menu,the food and the experience, and
so then you figure out whatyou're doing, right, you stick
with those things, you changethings and you grow, and I think
(11:32):
he just always had this way ofsurrounding himself, and it's
even what we do now with peoplethat are so much smarter than us
.
So you say, hey, this is what Ibring to the table, this kind of
business acumen, and how can Iapply it to this area?
(11:53):
And so now he's kind of islooked at as a restaurant expert
.
He's a restaurant businessexpert, but he's not back there
baking those biscuits.
So we we definitely have done agood job at finding people that
can be equally as passionate, Ithink, and and really take on
(12:16):
what we're trying to do, likehere's what we're trying to do,
here's this vision.
He's the classic visionary andcan get us all really engaged
around this vision that he'screating.
But I think, to do that I mean,I remember my mom telling me
this when we were planning awedding you don't need to do
everything, you just need tohire people to do what they do
(12:37):
well, and I feel like that hasapplied to our life, and so that
really, I think that's probablybeen the biggest thing to help
launch us.
You know, continue, make it sothat we hire people that can do
exactly what we do great, sothat then we can shift to do
(13:11):
something else.
Speaker 1 (13:12):
But then we start bringing in all these people
that do the exact same thingthat we do.
The things that are missingjust still keep being missing.
But your mama said it right.
She said hire people that dowhat they do great, and then you
bring them on, versus alwaystrying to hire people just like
(13:33):
yourself.
And so I think that is a greatleadership lesson and I know and
of course you preach BiscuitBelly isn't just about the food.
One of the first things thatyou asked me was how was the
experience?
So how do you define modernSouthern hospitality and how
(13:54):
does that show up across yourbrand, from the kitchen to the
guest experience?
Speaker 2 (14:02):
I think that that is something we focus hard on.
That I mean, 2024 was the yearof hospitality and you go into.
I think every restaurateurwould say, oh, I want this to be
a great experience, but whatdoes that actually mean to the
guest?
(14:23):
And so we spent a lot of timereally trying to figure out.
You know, there's performativelayers of this versus very
natural, casual and intentionaland really kind of separating
the two.
I don't want someone to come inand you know you'll go to
(14:44):
places and it's like, you know,welcome to X or whatever where
it's just rattled off right andwe come to expect it, but that
doesn't mean that I'll have awelcoming experience.
So how do we take the words oflike, comfort, care, engagement,
joy?
(15:04):
I mean, in this world thatwe're in right now, like, how
important is it that people cancome in, have a seat at a table
surround themselves with peoplethat they love, or that maybe
they're having a job interviewor just have this kind of
comforting, peaceful experienceand have it naturally?
(15:26):
And so we've looked at this acouple different ways.
There's definitely things thatwe have to get across to the
guests.
When they come in, they'reordering at the counter.
We are bringing it out to them.
We have this long spiel Usoutside of ordering.
(15:53):
We want it to be a full serviceexperience, as if you're at,
you know, a guest at your mamaor your grandmama's house and
they are making this deliciousfood for you.
So I think you even mentionedsome of the food that you got
was pretty big and hearty andthat you needed a knife and a
fork, and even just how it'splated For a biscuit, for a
biscuit.
So even how it's plated, wewant that to be beautiful.
(16:15):
So, you know, really diving intoevery aspect of the guest
experience and people oftenthink the only time that you can
be hospitable is when you'retalking to the guest, and I
wholeheartedly disagree.
How can we be hospitable whilethey're waiting in line in our
queue line, which sometimes isout the door?
For us, that means on a busyday when it's sweltering hot,
(16:37):
like last Saturday, you'remaking some little mini lattes
and running them out, you know,at the right time, maybe making
some bonuts that they can enjoywhile they're eating.
Last weekend, I had thepleasure of doing an event with
the Peach Truck.
Have you ever heard of thePeach Truck?
Speaker 1 (16:54):
No, I have not.
Speaker 2 (16:56):
So there's I've followed them for years.
It's a husband-wife team.
They grow, you know, bring allthese Georgia peaches up
throughout different places inthe South that don't get them.
And they have a stop at one ofour locations and they were 30
minutes late.
So they had people preordertheir peaches I mean boxes and
(17:16):
people come and they get four orfive boxes and they're from 9
to 1030, and then they leave andthey go to their next stop, and
they were there from 9 to 1030.
And then they leave and they goto their next stop and they
were 30 minutes late.
And so for 30 minutes I havethese people lined up and we're
just slinging biscuits withpeach stuff on it, really
talking up what we do, givingthem samples and then taking
(17:38):
their trash.
I think every little piece likethat that you do it just helps.
That is what the overall guestexperience should be.
So when they're in the queueline, I mean how do we better
level up that experience Oncethey sit down?
How do we level up theirengagement at the table?
(18:01):
We don't have to deal with thewhole like bringing out a check,
but in some books I've read youknow there's a whole.
How do you be more hospitablearound when you bring the check
out, and so just rethinking eachof those was really important
for us and I think we've dug inand tried to figure out, on more
(18:23):
levels than what most would,how to make that a Southern
experience, southern hospitableexperience, and I think we've
done a pretty dang good job.
Speaker 1 (18:36):
You absolutely have, and the way that you describe
hospitality, I think, nails itas well.
There's times, as innovators,as thinkers, as leaders,
managers, coaches, we tend tooverthink the execution.
And yes, there is absolutelyhospitality and it is a
(19:02):
formulated process of thinkingthrough things.
But when we go to land thathospitality plane, I think that
some brands tend to overshootthe runway.
They tend to overthink it If wescaled it back some.
Hospitality is still humannature.
(19:23):
Hospitality is still humannature.
It's still no matter whatisland, what continent, what
language.
There is a part of being atsomeone's mother's house,
someone's grandmother's houseand what they do in order to
make you feel welcome, from whenyou walk in to when you leave.
(19:45):
So there's some of it.
Yes, it is hospitality.
Some of it is just pure humannature and how we allow
ourselves to be human to eachother within moments of the 30
minute late pizza truck.
How do you still have humannature versus thinking through?
That's not a part of myhospitality steps.
(20:07):
Yes, there is that, but there'salso just being human, all
right.
So how do you balance being aculture carrier and brand
(20:33):
storyteller with the day-to-dayoperational discipline that
growth and franchising require?
You are a master juggler.
How do you do that?
Speaker 2 (20:46):
This is hard.
I mean, I think this is thebiggest challenge that no one
talks about in franchising.
They talk about, you know,making sure the operations are
consistent, making sure the youknow the experience is similar,
but how do we really almostobnoxiously push off these
(21:10):
values and these things that wecarry with our franchise
partners?
And I think that my husbandwould say it's bad.
I kind of think it's good.
We have not been supersuccessful from a franchise
development perspective.
We've got three franchisepartners.
(21:32):
They've each done two stores,and so I mean that's great.
We've done eight stores andbuilding that pipeline has been
more of a challenge, but in away I think it's been a blessing
because we have learned whatpieces we need to be diehard, no
(21:58):
excuse, no nonsense about.
And then we've learned whatthings can we give and take on.
You know this is a relationship.
We are not, you know, a millionbrand, a million location brand
, with all these systems andperfect ordering figured out.
There's a lot of these thingsthat we're building this car as
(22:18):
we're driving it to a degree Now.
We've got processes, we've gotsystems in place that are ahead,
I believe, for our size, butstill, I mean we are 100% in
growth mode and so being nowbeing ruthless about the
(22:39):
hospitality piece even whenthese people come and visit us,
I think is the most criticalthing.
I mean, the best way to sell afranchise is to have current
franchise partners tout yourpraises.
You know, and the only waythat's gonna happen is if we are
(22:59):
all on the same page early,early, early, and you stay that
way.
My role day day.
I don't do a whole lot withfranchise partners.
Again, I leave the operationalpiece up to them.
But you know, when people fillout a contact us form on
(23:21):
viscabellycom, I get that.
When you know my husband ispsychotically looking at the
reviews.
We use a system called Ovation.
We are engaged and I care more,as you can probably tell about
an experience than I do, whetheryou know the coffee was at
exactly 128 degrees, which you'dbe surprised.
(23:44):
What we get complaints aboutbut I don't know to me that is
one of the biggest challenges istaking this culture and this
thing that we've created andtrusting that it's emulated
appropriately at other places.
Now what I love the franchisepartners that we have in Alabama
(24:07):
.
They are kind of the same group.
They've opened more in NorthCarolina, but it's technically
two different owners, so I callthem two different folks.
So I love that.
They are incredibly successfulbecause they do kind of
owner-operator models and I justI love that.
So when they come up andevaluate, when they were first
(24:28):
evaluating us, they sentprobably six different groups of
people up here because theywanted to figure out the right
fit for their organization Likewho who's going to run Biscuit
Belly?
And they entrusted it tosomeone that's been there, you
know, working with them for 10,12 years in other capacities, at
(24:48):
their other concepts.
So that has been just learningkind of what sort of franchise
partner we want is a criticallearning for us.
You know Lots.
I'm sure we've done a lot ofthings wrong.
I think we've done a lot ofthings right, but this is
(25:09):
something that I think we willcontinue to learn.
We actually have done a dealrecently with someone in Texas,
in Houston, and she has neverowned a restaurant before and we
are used to people who havebeen inundated with the
restaurant industry but we'vealso seen kind of the bad that
(25:30):
comes from that Like, so we'regoing to try this.
She's been, she's had likemajor business responsibility,
p&l responsibility, but she'sjust never been in the weeds on
the food side.
And so our hope is hey, this isa, you know, a clean slate.
We can build and teach some ofthese things.
(25:50):
She was the right personality,she was like the right character
.
We believe we can teach thesystems and the operational
pieces that come with it.
Well, that come with having adisc of belly.
Speaker 1 (26:04):
I got to say I actually worked with a franchise
group out of Alabama and youhave to be very savvy out there
in order to really be successful.
But I got to say my listenersbetter watch out for Lauren
Coulter, aka RuthlessHospitality no, ruthless
(26:28):
Hospitality.
I loved that.
Ruthless Hospitality no,ruthless Hospitality.
I loved that RuthlessHospitality.
It sounds like Ruthless Recordsback from the 90s.
Okay, so now you talked a lotabout finding the pieces within
your franchise partners thathave that right leadership
aspect, the right managementstyle.
(26:50):
But there's a lot of coachingthat goes into it as well.
How do you balance some of thecoaching with your internal team
?
You know you've spoken throughhow you're working with the
franchise partners.
You've spoken through howyou're working with the
franchise partners, finding theright locations, getting the
(27:11):
right mix, things like that.
But let's switch gears just alittle bit.
Speaker 2 (27:34):
How do you focus on your internal team in order to
make sure that they're gettingtheir growth as well?
You know, the blessing and thecurse of a small brand is that
there is all sorts of room fordevelopment.
Our team we have a exec team ofmy husband and I, a VP of
training, a VP of operations anda director of marketing, and
that's it.
We have one additionalmarketing team member and then
we get lucky and get someinterns here and there, and then
(27:55):
we have someone that serves inkind of a culinary coach,
culinary director role.
She does most of our liketesting for new items and when
we're looking at potentialvendor changes, she helps with a
lot of that work.
And so our team, I mean in itsentirety, is eight people, and
(28:15):
so we aren't talking about, youknow, a plethora of humans here.
Development, I mean there's twothings here.
Number one we again have hiredpeople who are a lot smarter
than us, so it was reallyimportant to us from a training
(28:37):
aspect to find someone who hadactually helped build a concept.
The woman who serves as our VPof training is insane,
incredible Lisa Dwelly.
She worked for Texas Roadhousewhen they had store.
I think she started there atstore three and then, you know,
left when there was hundreds inplace and she was the VP of
(29:00):
training there.
She also worked as the VP oftraining at Torchy's Tacos.
When they were acquired it wasthey let go of their whole
training department and so wehad no plans to hire a VP of
operations.
We met her Within about eightminutes of talking to her.
Chad and I are like squeezingeach other's legs, like we have
(29:24):
to have her.
And you know, we're a startup,we have no cash.
We're like we spend every bitthat we get in, but we're gonna
figure this out.
And so that decision of hiringsome of those key people who I
don't think that they needdevelopment I think that that
(29:45):
sometimes some of these teammembers they're just looking for
like something new and toimpart their insane knowledge in
places they can actually make adifference, and we're like, yes
, bring it on.
So I believe that that servedus well in those capacities.
Our marketing director she hadhad a couple different roles,
(30:07):
but I think she's probably grownand developed the most.
You know, at different ages andstages of life, people want
different things, right?
Our VP of training has twodaughters that are about to be
seniors in high school, and soshe is ready.
She's planning for differentthings in life than our
marketing director who has justrecently gotten married and
(30:31):
potentially may choose to havekids may not.
But growth, education anddevelopment overall I mean
growth, education and justLearning is really how we spark
joy in our marketing director,whereas you know her teaching,
(30:54):
her, helping, but then also herbeing able to like, say goodbye
and hang out with her daughtersthat she's not going to, you
know, in a couple more, in onemore year, she's going to be
sending them to college, likeher, priorities are different,
and so for us, since we're sosmall, we are able to kind of
figure out what works and whatinspires each person
(31:16):
individually.
For our VP of Ops, I know thatwhat inspires him is to be able
to log off and be like I'm out,and so for him, you know, once
every three to four months, he'sgoing to take a week off,
recharge himself, and he comesback just ready, ready to like,
(31:38):
help and engage with our teammembers, and for that week, I
mean my job is to be him.
You know, you contact me, youcontact me, you contact chad,
you leave him alone, don't callhim.
So we, I think know what ourteam values and there's so much
conversation around this rightaround millennials and, uh,
(32:01):
whatever the next gen?
gen z gen x yes, yes, whatthings they value, and luckily
we're at a point where we canreally know what they value and
we can actually act on that.
It's not always monetary, isthe amazing thing for a startup,
(32:21):
you know.
It's not always about dollars,it's about time off, it's about
not being bothered when I'm off.
You know, some of those thingsare so much more important to
our team and we take thatseriously.
Speaker 1 (32:33):
Internal space to know the individual, not just
their title, not just your goals, in which your goals as a brand
and as a person is veryimportant, but you're getting to
understand where are they atwithin their life, within their
career, within their family.
Now how do we make what whatthey do well and create the
(32:55):
space with what we need to makesure that it's being delivered
on both sides of that highway?
That is amazing.
I also want to get into, though, how you lead through your
community.
You have spanned out from yourarea into different markets and
(33:18):
I hear that you do Veterans Daymeals, local partnerships so
it's clear that communitymatters to you and the brand.
Why is that such a central partof how you and your franchise
partners lead?
Speaker 2 (33:36):
Well, I think that it's really important for
Biscuit Belly to define what isimportant for us, Like what are
the things we want to stand for?
And I'll be candid with you, Imean, the veterans piece was
(34:01):
looking around, seeing what ourcommunity loves to get behind
and kind of rinse and repeatingwhat we've seen other people do
well.
So, yes, we do Free Biscuit forveterans on Veterans Day.
It's insanity at all of ourstores.
But I think when you own abusiness, you get hit up by
(34:27):
every organization.
I mean I'm sure you experiencethis Especially restaurants.
Speaker 1 (34:32):
Because, if you think about it, restaurant owners and
managers are the mostaccessible.
Yes, managers and owners out ofany other kind of industry.
You can't walk into a doctor'soffice or a retail office and
always get to speak with theowner.
At restaurants, we get sold tomore than anything else.
(34:54):
Sorry, but it's just so true.
Yes.
Speaker 2 (34:57):
I mean it's insane how many requests we get and you
want to help everyone, but atsome point you got to say no,
and so for us, we did spend sometime early on, at least for our
team here in Louisville, askingthe questions what's important
to you, team member, what do youwant us to get behind?
(35:18):
If we have, you know at thebeginning, if we have a thousand
dollars that we can give tothings, how should we, how do
you want us to allocate it?
It's not what Laurennecessarily wants to allocate it
to, but what's important to youall.
And so some learnings that Ihad was that our team, shocker,
(35:38):
was really interested in helpingwith food insecurities or you
know specifically things thathelp and target kids.
So just where we're located,you know there's pieces of that,
and so we've tried to figureout how do we do that.
For us, it's been collaboratingwith companies that will come
(35:59):
get like, your waste, your foodwaste, good and bad, abyss of
belly, we don't create that muchfood waste, and so.
But when we do, especially fromlike, create that much food
waste and so, but when we do,especially from like let's call
it events where we go somewhere,maybe we take a thousand
biscuits because we're toldthat's how many people will be
there, but then only 400 peopleshow up and so you've got all
this leftover food.
(36:19):
You know how can we get thatredistributed in a way that's
good for the community?
We do a lot of that and thenour franchise partners we kind
of let you know choose how theyand their people want to give
back.
I always tell people that aremaking asks, and also it never
(36:40):
fails that they're like hey, canI, can you write us a check for
a thousand dollars?
And it's like well, you know, Iwe always say I'm rich in
biscuits Like how can I give youfood?
Because that's what we do,right, and I want to again, a
company that is so focusedaround experience, writing you a
(37:06):
check doesn't give me theexperience that I'm wanting,
that I want my, that my teamwants, you know.
So, being able to deliver food,bring it to.
You know teachers on theirfirst week of school coming back
, or, oh my gosh, we've done somany things.
You know young women, children,kids, their you know events
(37:30):
that are happening through thesummer.
That is more experience drivenand it's definitely more likely
to get a yes from me and from myteam.
So, on that note, I mean I'msure you experienced this, like
people that are like, oh, Ihaven't been here, I need to
come check it out.
Will you donate?
(37:50):
No, only the people who I knowlike that are coming in here,
I'll donate a gift card orsomething, but other than that,
you know, if there wasn't hardfood, I got to.
We got to know them, they gotto be a regular, no stranger
danger?
Speaker 1 (38:06):
Exactly, no-transcript.
What's on your leadership?
Speaker 2 (38:32):
horizon.
What are you most excited aboutfor you personally and Biscuit
Belly For me personally?
I'm really leaning into myvoice a bit more the table,
(38:53):
maybe, thoughts around food andhospitality, and you know how
you bridge some of these gapsthat others might be interested
to hear or know about.
I think it's really importantin this space to help.
You know other women who.
I mean the deals and stuff likethat you can get with multiple
locations versus one.
(39:13):
I would love for us to see,like I've talked about, building
a little group of women likethat own one restaurant to think
through how can we be like aGPO of sorts.
You know where we're all.
You know they're all going toget use the same flower and then
they all get a discount.
I feel like building betterbusiness.
Women is important.
(39:33):
That is my personal piece.
I'm trying to do more in termsof speaking engagements and
podcasts, whatever is reallyneeded.
I mean, people ask me to speak.
My husband likes speakingsometimes, but generally he
forwards things to me or he'llsay not it because it's just not
(39:55):
his cup of tea, and I thinkthat we're doing something
really cool and I think it'simportant that we really, you
know, yell it to the rafters,and so building that for me
personally, hopefully helpbuilding our brand is key For
(40:17):
Biscuit Belly.
I finally believe that we'regoing to open my husband says
anywhere from three to 13 storesnext year.
We've got a lot of thingscoming out of the ground and
good things happening.
From a pipeline perspective, Ifeel like with the processes
(40:40):
that we have put in place, weare ready for that now, like our
team is like let's go, we cando this, whereas a year and a
half ago I don't know if wecould say that.
So if we would have gotten thepipeline in then that we have
now, it could be a mess.
So I'm excited about not beingscared to bring that on and for
(41:04):
how much we can do like withoutnecessarily bringing on more
bodies.
So more to come on that front,we've got some fun announcements
in the works.
Speaker 1 (41:20):
So, yay, well, I am excited for you.
Your brand is amazing and weare getting close to the
signature questions that I askof all of my guests here on the
leadership table.
So if you could sit at aleadership table with three
other leaders, whether alive orfrom history, who would you
(41:44):
choose and why?
Speaker 2 (41:48):
My choices are very different.
So my first one is my girl,emily Lay.
She is a planner maker.
She makes planners and is allabout simplifying.
She's a mom, mom life, but hercompany is called Simplified and
(42:14):
I psychotically fangirl her.
I love my paper planner and Ijust think she's so intelligent
and brings a lot of justknowledge but then also real
life.
You know, I'm a mom, I'mstruggling sort of things to the
table and I would just love tomeet her and hang out.
(42:37):
I'm like we should be friends.
Why are we not friends?
And then my second person isI'm sure maybe you've gotten
this before is Ruth BaderGinsburg.
I just want to.
I love a woman that can usekind of a puppet effect of like
(42:57):
she helped increase rights forwomen by using a case that was
against a man, and so I just Imean that is puppeteering.
Speaker 1 (43:09):
She is the ultimate chess player.
Yes, she is the masterpuppeteer and ultimate chess
player.
You are not kidding.
Speaker 2 (43:17):
I just want to know.
I don't know, she was alwayskind of witty in her TV, you
know when you would see spots ofher and I don't know.
I mean, she's just an awesomehuman.
I would love to have dinnerwith her.
And then, lastly, is willgiardia?
I I always say giardia.
(43:37):
That's from my pharmacy schooldays.
It's like close enough, closeenough yeah, he wrote the
bookity which really Gadira.
Gadira, I cannot.
Speaker 1 (43:49):
Yes.
So, embarrassing, mr Gadira.
Speaker 2 (43:54):
That book really helped change my thinking about
some things and really helped us, you know, gave some examples
of how we could dig in on ourguest experience.
So you know, he's worked forDanny Meyer, just overall, best
of the best, and I would justlove to have him come eat with
(44:14):
us and tell me everything likeaudit us, tell me everything
that we could improve upon.
But good, I mean good people,good good dudes.
So so those are my three.
Speaker 1 (44:28):
I love your personal board there.
That is a mega table there.
Okay, so for the last questionAt the leadership table, of
course, we believe inconversations that inspire, lead
and elevate.
As you went through yourjourney, I know you've had lots
(44:50):
of conversations that werepivoting moments within what you
do, how you do, and there'sgoing to be more.
But what's one conversation inyour career that you believe
profoundly shaped how you showup as a leader today?
Speaker 2 (45:07):
I had a woman.
It wasn't one-on-one, it wasmore of a group thing.
I'm in a group of women who I'mthe youngest, and a lot of them
are retired and just livingtheir best lives.
But you want to talk aboutchess checkers?
(45:28):
I mean, I'm thinking about thenext three to five years, and
they are saying, well, how isthat going to prepare you for,
you know, a board that you wantto be on?
I mean, they are, they arethinking way down the line, but
I don't recall who exactly saidit.
But one of them said somethingto the effect of the best
leaders are not the ones whohave all the answers, they're
(45:52):
the ones that know to ask theright questions, and I think
that that has layered in reallynicely with this idea of hiring
people smarter than you.
And there's a girl on our teamwho she does all of our point of
sale stuff and integrationswith third party and online
(46:15):
orders and all the things, andpeople always comment that she
asks really good questions, andsometimes I drag her to meetings
that she probably shouldn't bein because I'm like you're
thinking about how this impactsother people.
You know how this is impactingother things that I'm not
thinking about.
So I think that that hasprobably changed how I think
(46:40):
about the minutiae of, like,what we're doing day to day.
And when you're growing, you'realways communicating.
It doesn't matter what'shappening in a company.
Ultimately, the root cause ofmost struggles is lack of
communication.
Bad communication, you know, Itruly believe it's like 90% of
(47:01):
the issues are communicationrelated, and so hiring people
that are smarter than me so thatthey can help ask the right
questions, that's it to me.
That is like the thing.
If I could nail that, I wouldbe like I'm a dang good leader,
(47:23):
you know.
Speaker 1 (47:25):
Well, it sounds like you are well on your way already
.
Have you ever heard of WhirlWomen in Restaurant Leadership?
Speaker 2 (47:34):
I went there this past.
Speaker 1 (47:36):
Excellent, good, good , good.
Speaker 2 (47:39):
I want to speak at it or be on something at it.
It's in Charleston next yearand I want to go.
We have a store in Somerville,about 20 minutes outside of
Charleston, so definitely going,going to bring a team member or
two this time and I just I loveit.
They're great.
I do a couple of the onlineevents webinar things.
Speaker 1 (48:05):
I actually do.
I am a contributing writer forFSR magazine and one of the key
people that that helps keepworld going.
One is Callie Evergreen andthen and then Satine Donor.
They both are large parts keyfigures within world and FSR,
(48:28):
QSR Magazine, WT, WH Media doesa great job of creating that
space, creating that table tonot just call out women who are
leaders but to help grow allleadership within every genre,
every segment, leadership withinevery genre, every segment, and
(48:54):
they have some amazing sessionsthat really move restaurant
leadership forward, man or woman.
So absolutely I'm glad thatyou've been to one, that you're
planning on going.
Next year I will be at the QSREvolution Conference as well.
I'll be moderating a panel andsitting on a second panel at the
same time launching my secondbook, Every Team Needs Coaching.
(49:15):
So that's going to be thisSeptember as well.
So, Lauren, before we wrap up,where can listeners connect with
you or learn more about BiscuitBelly's story and future
opportunities?
Speaker 2 (49:33):
I've got a couple of things.
I've got a couple ways.
I'm on Instagram and I'm verylike I will write people back.
It's me managing my.
Speaker 1 (49:44):
You know my tens of followers on Instagram, not AI.
Speaker 2 (49:48):
No, no, you know my tens of followers on instagram,
not ai, no, no, obviously I'm onlinkedin, but I I mean I'll,
candidly speaking linkedin canbe overwhelming because there's
a hundred thousand people tryingto sell you stuff on there and
it's just.
It doesn't totally spark joyfor me, but okay.
And then Biscuit Belly.
(50:11):
I mean biscuitbellycom hasloads of good info, lots of good
material.
Speaker 1 (50:17):
So always plug that Good stuff.
Well, lauren, thanks forbringing your heart, your grit
and leadership to the tabletoday and to everyone listening.
If this episode sparkedsomething for you, take a second
to subscribe, leave a reviewand share it with someone
(50:37):
building a purpose-driven brand,just like Biscuit Belly.
You'll find more leadershiptools and resources at
jasonebrookscom.
Until next time, keep leadingwith impact and remember, manage
, lead, coach, repeat.
Lauren, thank you so much.
Speaker 2 (50:55):
Thank you.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Las Culturistas with Matt Rogers and Bowen Yang
Ding dong! Join your culture consultants, Matt Rogers and Bowen Yang, on an unforgettable journey into the beating heart of CULTURE. Alongside sizzling special guests, they GET INTO the hottest pop-culture moments of the day and the formative cultural experiences that turned them into Culturistas. Produced by the Big Money Players Network and iHeartRadio.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com