April 4, 2024 • 31 mins
In this episode of the Pre-Shift podcast, host DJ dives deep into the intricacies of managing successful restaurant teams with Stella Denig, co-owner and GM of Daytrip Restaurant in Oakland, California. Stella shares insights on building a restaurant prioritizing pay equity, equitable compensation, and a strong internal culture. She discusses their unique business model, the challenges of introducing equitable systems, and the importance of legislative change in the industry. Stella also touches on the role of collective thinking in their operations and the exciting personal and professional changes coming up for her and Daytrip. This episode is a must-listen for anyone eager to learn about innovative practices in the hospitality industry.
00:00 Introduction to the Pre-Shift Podcast
00:12 Meet Stella Denig from Daytrip Restaurant
01:02 The Journey to Opening Daytrip
02:20 Innovative Business Model and Pay Equity
04:14 Service Charge and Employee Compensation
09:51 Open Pay and Hiring Practices
14:08 Collective Thinking and Team Culture
25:19 Advice for Aspiring Restaurateurs
29:19 Exciting Future Plans for Daytrip
30:52 Conclusion and Contact Information
Guest Bio
Stella Dennig (she/her) is the Co-Owner/GM of Daytrip, a fermentation-driven party of a restaurant in Oakland, CA. Core to Daytrip’s mission is to push toward a more equitable future for this industry and at the center of that, its workforce. Daytrip has been written up for its employment practices by publications like Bon Appetit, The New York Times, and the SF Chronicle. Daytrip was a Bon Appetit top 10 Best New Restaurant in America in 2023 and Co-Owner/Chef Finn Stern was a James Beard Semifinalist in 2024.
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Credits
Host & Producer: D. J. Costantino
Producer: Samantha Fung
Editor: Fina Charleston
About 7shifts
7shifts is the complete team management platform for restaurants. 7shifts provides tools that help restaurateurs make more profitable decisions, improve team retention, and get operations in order. 7shifts is made for everyone — from FOH to BOH — and is trusted by over 40,000 restaurants and 1 million restaurant pros.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:04):
Hello and welcome back to another episode of the
Pre-Shift Podcast.
My name is DJ and I'll be yourhost, diving deep into what it
takes to run great restaurantteams.
Joining me on the show today isStella Denig from Daytrip
Restaurant in sunny Oakland,California.
Speaker 2 (00:17):
Hi, I'm Stella Denig.
I am the co-owner and GM ofDaytrip Restaurant in Oakland,
California.
We've been around for about twoand a half years.
It's the first restaurant I'veever owned.
It's been a wild ride.
But, yeah, lovely to be hereand talk to you.
Speaker 1 (00:36):
Daytrip is a fermentation-driven shared
plates party restaurant andbottle shop that takes extra
care to ensure that their teamreceives equitable compensation.
Stella and I chatted about themission behind the restaurant,
how they're able to pay theirstaff more than the minimum wage
and how they've built a cultureof equity at Daytrip.
As always, the Pre-ShiftPodcast is brought to you by
Seven Shifts.
Thanks for coming on the show,stella.
Speaker 2 (01:00):
For sure, thanks for having me.
Speaker 1 (01:01):
So I'm curious.
So I understand that when youand your partner Finn decided to
kind of start your own foodbusiness, you were like we're
not doing a brick and mortarrestaurant, You're very
reluctant to do that.
And now you're one of BonAppetit's.
You know hot 10 new restaurants, fully there with a brick and
mortar.
So curious, what changed.
Speaker 2 (01:27):
Yeah, we definitely.
When we embarked on thisjourney where you know my
partner Finn and I connectedover food and community in the
beginning we were so adamantthat we wanted to do anything
but open a full servicerestaurant, because the margins
are terrible and it's a terriblebusiness model.
It doesn't make any sense.
I think we all I don't knowwhat happened, to be honest, I
don't know how we got here itjust sort of happened.
I think we all I don't knowwhat happened, to be honest, I
don't know how we got here itjust sort of happened, I think
(01:48):
retrospectively, there's thisthing, there's this piece of
advice that we've gotten from somany people at this point I
think it's pretty common in therestaurant industry which is
don't open a restaurant unlessyou feel like you wouldn't be
satisfied without doing it.
And I think, ultimately, that'sprobably what happened to us.
The more we got into foodtogether and the more we
(02:09):
explored different avenues popups, catering we just realized
like we have to do this, and soone thing led to another, and
here we are.
Speaker 1 (02:18):
Very exciting With the restaurant you said.
You know it's a terriblebusiness model and I think a lot
of people feel the same wayabout the margins being so slim.
But what you guys set out to dois create a restaurant where
the model made more sense, wherepay equity between the front
and the back of house was equal.
There was equity there.
So how did you end upstructuring that and coming up
with that business model thatdid work for you guys?
Speaker 2 (02:40):
Yeah, and you know, I should probably start by saying
I don't know, we have yet toprove whether this is a business
model that actually will work.
But I think what's core to ourtheory is for us, it's not worth
it to run a business under amodel that doesn't value its
people and that doesn't live byour values.
(03:03):
So if it ultimately fails, thenwe failed at trying to prove
this business model.
I think there's plenty ofreason to suggest that it's
possible and lots of restaurantsdoing things differently in
this way that are successful.
So we're chasing that.
But TBD, I know I think there'sa lot that needs to change in
(03:27):
this country legislatively tomake it be more achievable for
the norm in this industry to beparts of what we're trying to do
and what other restaurants aretrying to do in this regard.
But, yeah, with regard to payequity.
So I guess what we're doing iswe have a base rate that
everyone, regardless of theposition that you're starting in
(03:49):
, is in the same range of.
So if you're a prep cook, ifyou're a line cook, if you're a
server, host, runner, dishwasher, the entry level pay is the
same range.
And then if you end up takingon more responsibility and are
in a shift lead role, thenthat's at a kind of second tier
of pay, but it's not anydifferent between different
(04:12):
positions and different teams inthe house.
Similarly, we have a 20%service charge that gets divided
up proportional to hours workedover a two-week pay period, and
there's no point system there,it's just proportional hours
based on however many hours youworked, and it's shared across
(04:34):
the whole non-managing,non-owner team.
Speaker 1 (04:39):
So everyone that comes in at like that entry
level is it's the same payacross the board, and then, once
you get to that second level,that's also the same across the
board.
Is that correct, correct,awesome.
And then that 20% is just addedon to all the bills, all the
guest checks, and distributedlike you said, hours worked in
just an equal tip pool.
And then do the managers orlike those kind of next level,
(05:02):
two shift lead type employees.
Are they getting more of thetip pool or is it all just equal
across the board, no matterwhat, it doesn't matter what
role you're in, it doesn'tmatter if you have an elevated
position or not.
Speaker 2 (05:14):
Our thinking there and I don't think there's
necessarily a right or wronganswer here I think there's a
lot of ways of thinking about itand so you know no shade on
different models.
But I think, as we werethinking about it, we kind of
felt like we want to recognizedifferences in experience, in
(05:35):
levels of responsibility, viathe base rate.
But once we're in service,we're all in service together.
So if that service charge isrepresentative of how service is
going and what we're allcontributing to the whole, then
there's no reason that thatshould be in a point system.
I think there are pluses andminuses to all the systems.
(05:57):
I think it puts more pressureon management to really make
sure that everyone is performingat the level that they should
be.
But it also creates a platformfor teammates to hold each other
accountable in different ways,because they're saying you know
we're, we're in this equally, soI need you to step up and do
more.
So it creates an opening forthose conversations in a non
(06:20):
hierarchical way as well.
Speaker 1 (06:22):
And then that 20% as far as service charge.
How are you making that workfrom a cost standpoint?
Are you increasing menu pricesat all, I guess how far does
that go in terms of balancing itout and giving the employees
the ability to earn above themarket average?
Speaker 2 (06:41):
Yeah, so I guess the service charge is added in
addition to the total guestcheck, so we're not increasing
menu prices.
We do increase menu prices byabout 5% to account for health
stipends that we give out, butthat's unrelated and, to be
honest, we don't always increasemenu prices by 5% and we still
(07:05):
do that.
So we should be better there.
But, yeah, the service chargesin addition to the guest check,
and so I would say it doesn'thelp balance the books at all
because 100% of it goes toemployees.
There's no part of it that thehouse is keeping.
But it definitely helps createa more regular paycheck for our
(07:27):
team.
Over the two and a half yearsthat we've been open, I would
say we've had, within a narrowmargin, the same hourly pay as a
service charge in addition tothe base rate Um, and you know,
probably 90% of of weeks ofpaycheck weeks have been, uh,
(07:51):
within a dollar sway.
So it really helps create moreconsistency in um, in our
employees checks, and that Ithink it, especially in a place
as expensive as the Bay is, isreally important to be able to
make rent and and so the primaryadvantage is the consistency
(08:14):
and, you know, I think it doesprobably lead to a slight.
You know our average.
We've got a 20% service chargeand some guests still pay like
discretionary tip on top.
So our average service chargeand tips that employees are
taking home are about 22% and Ithink that that probably is a
little bit higher than what theaverage over the course of a
(08:35):
year would be otherwise by a fewpoints.
So it helps to increase theirtake-home pay but primarily
helps make it consistent.
Speaker 1 (08:43):
Absolutely.
Are you able to share what someof those numbers are?
Speaker 2 (08:45):
Yeah, for sure, absolutely Everything.
Also, feel free to ask anyquestions where an open book
comes to numbers and happy toshare that.
So our additional tips tend tobe somewhere in the like 13 to
$14 range.
There have been we've had a bitof a slower period in the last
(09:06):
like six months or so.
It's definitely been um,there's been a downturn in our
area in general.
A lot of restaurants arestruggling.
So during that period therehave been some weeks that have
been between like 12, 50 and 13an hour additional, I would say.
But um, most of the time it'slike somewhere in that 13 to 14
range, excellent.
(09:43):
Additional on top of the I thinkit's 18 or something was your
entry level Is.
That's because we want to givepeople an amount of time to
learn maybe 80% of the job andget competitive within the
greater whole, and because we'vegot transparent pay across the
entire team so everyone can seewhat everyone else is making,
(10:03):
including what my partner and Iare making, and so I think it's
really important to bring peoplein at the rate that feels fair
relative to the skill skill setof others.
Speaker 1 (10:16):
So that's why we've got onboarding period and that
kind of segues nicely into thenext question I want to ask,
with that open pay and ingeneral, like, what has the
feeling been like from yourstaff about these systems does?
Are people like coming to youbecause of in terms of hiring or
wanting jobs?
Are people coming to youbecause of in terms of hiring or
wanting jobs?
Are they coming to you becausethis way of doing things is
advertised?
(10:36):
And have there been anynegative feelings from people
with the wage transparency?
Speaker 2 (10:42):
Negative feelings?
None that I can think of offthe top of my head.
I think wage transparency isultimately essential and we
should all be doing it acrossall industries.
Big proponent of it, I thinkthat the way we hire, we spend a
lot of time hiring and we put alot of resources out there for
people.
(11:02):
So we've got through our linkin our Instagram bio.
There's a hiring form that isalways up and always running
whether or not we're hiring, andthere's also a document with
information about us andinformation about pay and
information about kind of whatyou can expect on average for
(11:22):
tips and stuff like that.
Because I think it's extremelyimportant for people to know
what they might be earning andthat's often kind of hidden and
you don't know until you start ajob, and that's really
problematic in a place that'sthis expensive.
But because so we kind of putfront and center in all of our
hiring materials that and youknow it's it's also part of
every interview that I do withpeople.
(11:44):
I I tell, especially when I'mhiring for front of house, I
tell people very clearly um, youknow in there are other
restaurants in the Bay that youcan work at, where the the
service charge or the tip splitis not equal and front of house
mate can make a largerpercentage than back of house.
And there we deeply believe innot doing things that way
(12:07):
because, it you know, I wouldnever want someone to earn more
off the backs of anyone else inthe restaurant and that is
ultimately the system thatexists in the norm in the
industry and we don't believe inthat, and this is why we do
things differently.
(12:28):
And I have full understanding.
If someone needs to earn moreand can earn more somewhere else
, then they should do that.
So it's a judgment-free zone.
But I think that that opennessand transparency around why we
(12:48):
operate in the way that we doends up attracting the people
who whose response to that,especially in front of house, is
that's great.
I love that.
Like it's made me feel weird inother places when I'm earning
more than people who are workingjust as hard as I am.
Speaker 1 (13:03):
Absolutely.
Do you find that it attractspeople that kind of have similar
feelings that you do and kindof strengthens that internal
culture a bit?
Speaker 2 (13:11):
Definitely yeah, I think we've got a lot of values
alignment on the team to thepoint where you know our team is
constantly pushing us to domore and be better, and I think
so many of our challenges havecome from team members over the
years saying like this doesn'tfeel right or I think we should
be doing things like this, andwe are listening and we're, you
(13:34):
know, we, I think we're allaligned in our values.
So my partner and I want tomake those changes whenever we
can, and sometimes it's a longerroad and sometimes it's a
shorter road, but but thatthere's a strong alignment there
overall.
Speaker 1 (13:48):
Now, of course, you know the pay obviously has a lot
to do with um pay equity inparticular, like how people feel
valued at work and, and youknow, contributing to a positive
culture.
But, um, I'm curious, like whatelse you guys do on the culture
front um and like the staffexperience front, um beyond that
, um to foster a great workenvironment.
Speaker 2 (14:07):
Yeah, um, I think the think the biggest thing that
weirdly feels different, like Idon't know why this feels
different and why this should bedifferent, but I think that we
have spent a lot of timebuilding systems where we can
hear everyone's voice, and we'restill building those systems.
(14:29):
And you know, I definitelystruggle on a daily basis with
the balance betweenover-communicating and getting
enough communication out andmaking sure that everyone's
looped in.
And you know, one of our valuesis transparency and we want to
share everything with everyonebut um, but, but when to do that
and when more and less is, isdefinitely a challenge.
So I'm not saying that we'vedone any of this perfectly, but
(14:51):
I think that we have spent a lotof time trying to create
systems in our daily operationsthat allow room for everyone's
voice on the team to be heard.
Specifically, we have somethingcalled Sherry Circle or Sharing
Circle.
That a little bit of a cornyname, but it came about from one
(15:15):
of our opening team memberssuggestions and we adopted it
and we've been running with itfor over two years, but it's
essentially a time for each teamthe front of house team and the
back of house team to meet atthe end of service, when things
have died down, when they'veclosed down most of their duties
, and to meet in a circle and to, via nonviolent communication,
(15:41):
share observations about how thenight went, sometimes make asks
to each other, sometimes putyou know, put ideas out there
for things we might want tothink about differently or
systems we might want to change,and that information all gets
captured by the shift lead onthe team via notes that come to
(16:04):
me and to my partner and ourother back of house manager, and
then we are able to the nextday make those changes via our
pre-shift notes or via ourpre-shift meeting with the team
the next day.
And then we've got weeklysummaries that go out to each
team, that kind of go througheverything that went on
(16:25):
throughout the week.
So there's heavy communicationand regular check-ins on a daily
basis with the team to reflectand capture those changes.
Because I think it really cameabout, because one of the
biggest frustrations that manyof us have felt in this industry
, working in this industry, isthat you constantly see things
(16:45):
that could be done better andyou feel like you know how it
could go better, but no one'slistening to you.
And not to say that we capture100% of those things, but I
think just the act of havingsystems in place on a daily
basis really really helps withthat.
That's the first thing thatcomes to mind.
But we have a lot of well, nota lot, but we have a handful of
(17:09):
team members who have worked incollectives in the past in the
food and bev industry and havereally brought a collective
thinking mindset to ouroperations in a way.
That's been really interestingand you know it's, I think,
heading into opening day trip,my partner and I and we still
(17:29):
have a vision that there's areally powerful potential future
in this industry, specificallyin collectivizing, in creating
co-ops and in beyond profitsharing, in really creating
co-ownership structures with thefull team.
And that's because the job forowners can be so demanding,
(17:55):
especially when you're a singleindependent restaurant that's
just getting started and sosharing in that labor, sharing
in that emotional and physicallabor and all that
responsibility across morepeople, feels really powerful
and it's really hard to findownership or find buy-in from
that number of people.
So there's plenty of challengesto get there.
(18:16):
But I think that the idea ofthat is really inspiring to us
and via many of our team memberswho have brought kind of this
collective thinking to to daytrip.
We've been able to, you know,find the intersection of the
capitalist structure withinwhere operate, within which
(18:37):
we're operating.
We are an LLC, that's a twoowner owned LLC, and how can we
bring, bring collective thinkinginto more of what we do?
And so we've slowly beenestablishing different
committees and trying to figureout when we can utilize this
(19:03):
more, this more.
We have a hiring committee thatcomes into play when we hire
salaried people or managers, notfor every role in the house
we're still trying to figure outhow we can make it efficient in
more situations but a committeeof three to four people across
all teams who have anopportunity to formally
(19:26):
interview all the candidates andreport back to us.
And that's impacted our hiringprocess every time, and we've
had different nuggets of ideasfrom experiences and desires of
folks on the team asking forthings in different ways that
(19:46):
we've been open to and adopted.
Speaker 1 (19:49):
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(20:10):
description.
Now back to the show.
Just like with those weeklysummaries and the share circle,
any recent changes you've madedue to that process that stick
out to you, like any recentthings that came out of that
experience that you ended upmaking a change in the
restaurant or anything like that.
Speaker 2 (20:27):
Every day, oh my gosh Every day.
Okay, there's stuff every day.
It would be boring if I gotinto it, but there's minutiae
every day, whether it'syesterday feedback on not
carrying heavy wooden tables tothe sidewalk.
Little random like littlelittle random things Okay.
(20:50):
Yeah, and then sometimes thereare bigger things that involve
communication or team dynamics,like there's a wide range and
most, you know, 90% of thefeedback that I get through the
circle ends up being implementedthe next day.
And then there's probably 10%that are bigger changes or
things that require moreconversation with the team, kind
(21:11):
of getting more people's inputbeyond just who was in service
yesterday, because I'm alwayssupportive of changes that the
team wants to make if they thinkit will help service run better
.
To me it's like you're the onewho's on the floor every night.
You know how things work best,I trust your judgment and, um, I
want to make sure that there'sfull team buy-in, that it's not
(21:33):
just coming from like one or twovoices, but but it's it's
really full, and so that cantake more time cool and just to
clarify with the kind of thecollective thinking when it
comes to hiring, that's justgetting more people's input on
the team as to who you bringinto the team.
Speaker 1 (21:46):
So it's not just you and you and Finn just like
making the decision yourselvesCorrect Awesome.
So I understand you talk to alot when you were opening.
You talk to a lot of differentrestaurateurs, people in the
industry.
Were there any conversationsthat really stuck out to you
Other folks doing similar thingsor people that made you think
like we can do this this way?
Speaker 2 (22:06):
Yeah, many Definitely .
Or people that made you thinklike we can do this this way?
Yeah, many, definitely.
I think the biggest moment oflike luck that I ran into was
discovering One Fair Wage andoffshoot of that organization
called High Road Restaurants.
Of that organization calledHigh Road Restaurants.
(22:30):
Before we opened, my partner andI knew that we wanted to.
We wanted there to be payequity in our restaurant, and
because this was our firstrestaurant and we didn't have
much experience working in theBay at restaurants, we didn't
know what that meant in dollars.
And so I did some Googling andstumbled across High Road
Restaurants, which isessentially a.
So One Fair Wage is anorganization that, um, first and
(22:53):
foremost, is fighting for onefair wage, raising the federal
minimum wage, um, and and that'skind of the biggest thing that
they're fighting for right nowthey have a lot of offshoots,
though, um, kind of sub subparts of their organization.
One is called High RoadRestaurants and they bring
together restaurant ownersacross the country to help share
(23:15):
resources, to give each otheradvice to, essentially,
restaurants that are valuesaligned and are also interested
in equity at every level.
So I found them, had an amazingconversation with the then
director and was connected witha few different restaurant
(23:39):
owners, primarily in the Bay,but also across the country, and
they gave me.
They were so generous in theirtime and in being willing to
share some of this informationwith us transparently.
My partner and I came into thiswithout many resources in terms
(24:02):
of like knowing people in thisindustry and felt like we didn't
have access to any level oftransparency, which is part of
why it's so core to our values,but these folks were so generous
with that and really helped usdecide to have a service charge.
You know we were debating youknow that was a tough
conversation.
We were debating between aservice charge or raising menu
(24:25):
prices by 20% and not havingtipping, which, ultimately, is
definitely the future that Iwant to see in this country.
I think that's going to requirelegislative change for it to
work, though, because through anumber of conversations with
values aligned folks, wedetermined that there are so
(24:46):
many restaurants that have triedto do the no tipping thing but
ultimately either failed or wentback to service charge, because
you can't really successfully,it seems be a trailblazer in
that regard.
We need legislative change tohappen to normalize that across
the board for everyone, and sothey helped us make that
decision, which was definitely ahard one, but I think service
(25:08):
charges are a good interim stepfor us to get there.
Speaker 1 (25:11):
Yeah, Cool and, on the flip side, now that you've
been doing this for two and ahalf years, I think you're more
than qualified to talk about it.
What advice would you give toother restaurants that are like
I want to try this.
I don't know how to dip my feetin it, whether it's service
charges or even just tip pooling, like other ways of challenging
that, the status quo and thetypical way of doing things,
which I think we know how youfeel.
(25:33):
You don't think it's thegreatest business model.
Speaker 2 (25:35):
Yeah, it's definitely a tough one, because the unique
situation that we're in and theprivilege that we have is that
we opened a restaurant withthese decisions already made and
I think that's a reallydifferent situation and I have a
lot of empathy forrestaurateurs who are, who were
using the old system and want toshift to this, because change
(25:55):
is really hard and it's reallyhard to tell, to tell your
employees like, hey, you'regoing to get a pay increase, but
you're going to get a pay cutbecause we believe in equity and
this is, you know, this iswhat's going to happen and
that's hard.
You never want to reducepeople's pay or, you know, take
home pay.
So I have thought a lot aboutit because I believe there has
(26:16):
to be a path to get there.
I think the thoughts I've hadaround it are I would definitely
encourage restaurant owners toopen the conversation up to the
team before making any decisionson it, because I think a lot of
people would probably besurprised about team members.
(26:37):
You know, if there's a processto getting there and if they can
have, they can feel empoweredin that process and they can
feel a part of that process.
I think, if you know, imagineyou sit your whole team down
together and let them know.
You know we see a lot ofrestaurants moving in this
direction.
We are values aligned with thisand it feels really hard to
(26:57):
like change people's paydramatically or lower half the
team's pay.
Let's talk about it, let's havea conversation about it,
because then when back of houseand front of house are sitting
next to each other, it's a lotharder in front of house to say
like hey, I don't think youshould make more.
And maybe there are creativesolutions that the team can come
up with of like, let's havethis be a two year long process,
because it feels really hard todo this from one week to the
(27:21):
next.
And, like my paycheck, justseeing a cut in my paycheck
would be hard.
Who knows what creativesolutions they could come up
with.
But I think empowering the teamto be more legislative action
and push for more legislativechange, because I think the
(27:54):
longer I've been a smallbusiness owner, the more I see
how flawed the foundation ofeverything that we sit on is and
it's bad for workers and it'sbad for owners and unless you're
really taking advantage of youremployees, it's hard to make it
work unless you're a reallypopular restaurant and that's
not the norm.
So I think getting involvedlocally and in your state one
(28:22):
fair wage is a great place tostart is really key.
I think a lot of people areafraid of minimum wage rising
federally or in their state, andI'm a huge, huge supporter of
it rising and in fact, I thinkit'll be great for all of us if
it rises.
Because what's that expression?
(28:43):
A rising ship lifts all tides,or rising tide lifts all ships,
or something.
Speaker 1 (28:48):
Yep, that's it.
Speaker 2 (28:50):
If you can imagine everyone in a state in what's
the largest industry in ourcountry earning more, then
they're going to be spendingmore.
And restaurant workers are someof the biggest restaurant goers
some of the biggest restaurantgoers.
So I think it would really helpall of us.
(29:11):
But having one restaurant dothat here or there will not lead
to success for that restaurant.
So I think you know, getgetting involved feels really
like an important piece of thepuzzle.
Speaker 1 (29:19):
Well, with that, anything exciting coming up for
you guys this this year, orwhether it be in the next couple
of weeks or later this year, oranything you're looking forward
to at Daytrip, whether it be inthe next couple of weeks or
later this year, or anythingyou're looking forward to at day
trip.
Speaker 2 (29:30):
Oh my gosh.
So many things.
I don't know.
I guess we're in a.
So, personally, as it pertainsto the business, I'm pregnant
with my first child, thank you.
It feels like a horrifyingthing.
As a restaurant owner and I'vebeen processing it for a few
(29:54):
months I'm trying to figure outwhat does this mean for us?
I think I'm now at the stagewhere I'm actually getting
really excited about what thatcould mean for day trip, and I
think there's so many ways inwhich we could adjust systems
that we have, empower people indifferent ways, create new roles
that that feels really excitingand also feels like something
that our restaurant has beenneeding.
(30:14):
But we felt like we couldn'tafford, and now we're like we
have to find a way to afford it,you know, because some amount
of time it's parttime orwhatever it is, so, um, so I
think that's a big, big shift inmy life that I think will have
a big impact that I'm trying totrying to frame positively and
(30:35):
you know I'm getting genuinelyexcited about for the future of
day trip.
Speaker 1 (30:40):
That's, that's amazing Congratulations.
Um, and yeah, it's a verypositive thing.
Um, and I like how you'reviewing it as something great
for the business.
And um, it's a very positivething and I like how you're
viewing it as something greatfor the business and it's very
exciting.
So where can folks find you ifthey are looking to do some more
research or they want to workfor Daytrip or they just want to
learn more about what you guysdo?
Speaker 2 (31:00):
Yeah, I think our Instagram is probably the best
place.
Our Instagram handle isthisisdaytrip and then our
website, thisisdaytripcom, areprobably the two places we have
some work to do on our website.
But Awesome.
Speaker 1 (31:16):
Well, thank you so much.
Speaker 2 (31:18):
Absolutely, thank you .
Speaker 1 (31:20):
Thanks again for listening to this episode of the
Pre-Shift Podcast.
If you enjoyed it, please leavea review and share it with one
of your friends to help our showgrow.
We could not do it without yoursupport.
As always, I would love to hearwhat you think.
You can email me atdj7shiftscom.
I look forward to hearing fromyou.
Until next time.
Hello and welcome back to another episode of the
Pre-Shift Podcast.
My name is DJ and I'll be yourhost, diving deep into what it
takes to run great restaurantteams.
Joining me on the show today isStella Denig from Daytrip
Restaurant in sunny Oakland,California.
Speaker 2 (00:17):
Hi, I'm Stella Denig.
I am the co-owner and GM ofDaytrip Restaurant in Oakland,
California.
We've been around for about twoand a half years.
It's the first restaurant I'veever owned.
It's been a wild ride.
But, yeah, lovely to be hereand talk to you.
Speaker 1 (00:36):
Daytrip is a fermentation-driven shared
plates party restaurant andbottle shop that takes extra
care to ensure that their teamreceives equitable compensation.
Stella and I chatted about themission behind the restaurant,
how they're able to pay theirstaff more than the minimum wage
and how they've built a cultureof equity at Daytrip.
As always, the Pre-ShiftPodcast is brought to you by
Seven Shifts.
Thanks for coming on the show,stella.
Speaker 2 (01:00):
For sure, thanks for having me.
Speaker 1 (01:01):
So I'm curious.
So I understand that when youand your partner Finn decided to
kind of start your own foodbusiness, you were like we're
not doing a brick and mortarrestaurant, You're very
reluctant to do that.
And now you're one of BonAppetit's.
You know hot 10 new restaurants, fully there with a brick and
mortar.
So curious, what changed.
Speaker 2 (01:27):
Yeah, we definitely.
When we embarked on thisjourney where you know my
partner Finn and I connectedover food and community in the
beginning we were so adamantthat we wanted to do anything
but open a full servicerestaurant, because the margins
are terrible and it's a terriblebusiness model.
It doesn't make any sense.
I think we all I don't knowwhat happened, to be honest, I
don't know how we got here itjust sort of happened.
I think we all I don't knowwhat happened, to be honest, I
don't know how we got here itjust sort of happened, I think
(01:48):
retrospectively, there's thisthing, there's this piece of
advice that we've gotten from somany people at this point I
think it's pretty common in therestaurant industry which is
don't open a restaurant unlessyou feel like you wouldn't be
satisfied without doing it.
And I think, ultimately, that'sprobably what happened to us.
The more we got into foodtogether and the more we
(02:09):
explored different avenues popups, catering we just realized
like we have to do this, and soone thing led to another, and
here we are.
Speaker 1 (02:18):
Very exciting With the restaurant you said.
You know it's a terriblebusiness model and I think a lot
of people feel the same wayabout the margins being so slim.
But what you guys set out to dois create a restaurant where
the model made more sense, wherepay equity between the front
and the back of house was equal.
There was equity there.
So how did you end upstructuring that and coming up
with that business model thatdid work for you guys?
Speaker 2 (02:40):
Yeah, and you know, I should probably start by saying
I don't know, we have yet toprove whether this is a business
model that actually will work.
But I think what's core to ourtheory is for us, it's not worth
it to run a business under amodel that doesn't value its
people and that doesn't live byour values.
(03:03):
So if it ultimately fails, thenwe failed at trying to prove
this business model.
I think there's plenty ofreason to suggest that it's
possible and lots of restaurantsdoing things differently in
this way that are successful.
So we're chasing that.
But TBD, I know I think there'sa lot that needs to change in
(03:27):
this country legislatively tomake it be more achievable for
the norm in this industry to beparts of what we're trying to do
and what other restaurants aretrying to do in this regard.
But, yeah, with regard to payequity.
So I guess what we're doing iswe have a base rate that
everyone, regardless of theposition that you're starting in
(03:49):
, is in the same range of.
So if you're a prep cook, ifyou're a line cook, if you're a
server, host, runner, dishwasher, the entry level pay is the
same range.
And then if you end up takingon more responsibility and are
in a shift lead role, thenthat's at a kind of second tier
of pay, but it's not anydifferent between different
(04:12):
positions and different teams inthe house.
Similarly, we have a 20%service charge that gets divided
up proportional to hours workedover a two-week pay period, and
there's no point system there,it's just proportional hours
based on however many hours youworked, and it's shared across
(04:34):
the whole non-managing,non-owner team.
Speaker 1 (04:39):
So everyone that comes in at like that entry
level is it's the same payacross the board, and then, once
you get to that second level,that's also the same across the
board.
Is that correct, correct,awesome.
And then that 20% is just addedon to all the bills, all the
guest checks, and distributedlike you said, hours worked in
just an equal tip pool.
And then do the managers orlike those kind of next level,
(05:02):
two shift lead type employees.
Are they getting more of thetip pool or is it all just equal
across the board, no matterwhat, it doesn't matter what
role you're in, it doesn'tmatter if you have an elevated
position or not.
Speaker 2 (05:14):
Our thinking there and I don't think there's
necessarily a right or wronganswer here I think there's a
lot of ways of thinking about itand so you know no shade on
different models.
But I think, as we werethinking about it, we kind of
felt like we want to recognizedifferences in experience, in
(05:35):
levels of responsibility, viathe base rate.
But once we're in service,we're all in service together.
So if that service charge isrepresentative of how service is
going and what we're allcontributing to the whole, then
there's no reason that thatshould be in a point system.
I think there are pluses andminuses to all the systems.
(05:57):
I think it puts more pressureon management to really make
sure that everyone is performingat the level that they should
be.
But it also creates a platformfor teammates to hold each other
accountable in different ways,because they're saying you know
we're, we're in this equally, soI need you to step up and do
more.
So it creates an opening forthose conversations in a non
(06:20):
hierarchical way as well.
Speaker 1 (06:22):
And then that 20% as far as service charge.
How are you making that workfrom a cost standpoint?
Are you increasing menu pricesat all, I guess how far does
that go in terms of balancing itout and giving the employees
the ability to earn above themarket average?
Speaker 2 (06:41):
Yeah, so I guess the service charge is added in
addition to the total guestcheck, so we're not increasing
menu prices.
We do increase menu prices byabout 5% to account for health
stipends that we give out, butthat's unrelated and, to be
honest, we don't always increasemenu prices by 5% and we still
(07:05):
do that.
So we should be better there.
But, yeah, the service chargesin addition to the guest check,
and so I would say it doesn'thelp balance the books at all
because 100% of it goes toemployees.
There's no part of it that thehouse is keeping.
But it definitely helps createa more regular paycheck for our
(07:27):
team.
Over the two and a half yearsthat we've been open, I would
say we've had, within a narrowmargin, the same hourly pay as a
service charge in addition tothe base rate Um, and you know,
probably 90% of of weeks ofpaycheck weeks have been, uh,
(07:51):
within a dollar sway.
So it really helps create moreconsistency in um, in our
employees checks, and that Ithink it, especially in a place
as expensive as the Bay is, isreally important to be able to
make rent and and so the primaryadvantage is the consistency
(08:14):
and, you know, I think it doesprobably lead to a slight.
You know our average.
We've got a 20% service chargeand some guests still pay like
discretionary tip on top.
So our average service chargeand tips that employees are
taking home are about 22% and Ithink that that probably is a
little bit higher than what theaverage over the course of a
(08:35):
year would be otherwise by a fewpoints.
So it helps to increase theirtake-home pay but primarily
helps make it consistent.
Speaker 1 (08:43):
Absolutely.
Are you able to share what someof those numbers are?
Speaker 2 (08:45):
Yeah, for sure, absolutely Everything.
Also, feel free to ask anyquestions where an open book
comes to numbers and happy toshare that.
So our additional tips tend tobe somewhere in the like 13 to
$14 range.
There have been we've had a bitof a slower period in the last
(09:06):
like six months or so.
It's definitely been um,there's been a downturn in our
area in general.
A lot of restaurants arestruggling.
So during that period therehave been some weeks that have
been between like 12, 50 and 13an hour additional, I would say.
But um, most of the time it'slike somewhere in that 13 to 14
range, excellent.
(09:43):
Additional on top of the I thinkit's 18 or something was your
entry level Is.
That's because we want to givepeople an amount of time to
learn maybe 80% of the job andget competitive within the
greater whole, and because we'vegot transparent pay across the
entire team so everyone can seewhat everyone else is making,
(10:03):
including what my partner and Iare making, and so I think it's
really important to bring peoplein at the rate that feels fair
relative to the skill skill setof others.
Speaker 1 (10:16):
So that's why we've got onboarding period and that
kind of segues nicely into thenext question I want to ask,
with that open pay and ingeneral, like, what has the
feeling been like from yourstaff about these systems does?
Are people like coming to youbecause of in terms of hiring or
wanting jobs?
Are people coming to youbecause of in terms of hiring or
wanting jobs?
Are they coming to you becausethis way of doing things is
advertised?
(10:36):
And have there been anynegative feelings from people
with the wage transparency?
Speaker 2 (10:42):
Negative feelings?
None that I can think of offthe top of my head.
I think wage transparency isultimately essential and we
should all be doing it acrossall industries.
Big proponent of it, I thinkthat the way we hire, we spend a
lot of time hiring and we put alot of resources out there for
people.
(11:02):
So we've got through our linkin our Instagram bio.
There's a hiring form that isalways up and always running
whether or not we're hiring, andthere's also a document with
information about us andinformation about pay and
information about kind of whatyou can expect on average for
(11:22):
tips and stuff like that.
Because I think it's extremelyimportant for people to know
what they might be earning andthat's often kind of hidden and
you don't know until you start ajob, and that's really
problematic in a place that'sthis expensive.
But because so we kind of putfront and center in all of our
hiring materials that and youknow it's it's also part of
every interview that I do withpeople.
(11:44):
I I tell, especially when I'mhiring for front of house, I
tell people very clearly um, youknow in there are other
restaurants in the Bay that youcan work at, where the the
service charge or the tip splitis not equal and front of house
mate can make a largerpercentage than back of house.
And there we deeply believe innot doing things that way
(12:07):
because, it you know, I wouldnever want someone to earn more
off the backs of anyone else inthe restaurant and that is
ultimately the system thatexists in the norm in the
industry and we don't believe inthat, and this is why we do
things differently.
(12:28):
And I have full understanding.
If someone needs to earn moreand can earn more somewhere else
, then they should do that.
So it's a judgment-free zone.
But I think that that opennessand transparency around why we
(12:48):
operate in the way that we doends up attracting the people
who whose response to that,especially in front of house, is
that's great.
I love that.
Like it's made me feel weird inother places when I'm earning
more than people who are workingjust as hard as I am.
Speaker 1 (13:03):
Absolutely.
Do you find that it attractspeople that kind of have similar
feelings that you do and kindof strengthens that internal
culture a bit?
Speaker 2 (13:11):
Definitely yeah, I think we've got a lot of values
alignment on the team to thepoint where you know our team is
constantly pushing us to domore and be better, and I think
so many of our challenges havecome from team members over the
years saying like this doesn'tfeel right or I think we should
be doing things like this, andwe are listening and we're, you
(13:34):
know, we, I think we're allaligned in our values.
So my partner and I want tomake those changes whenever we
can, and sometimes it's a longerroad and sometimes it's a
shorter road, but but thatthere's a strong alignment there
overall.
Speaker 1 (13:48):
Now, of course, you know the pay obviously has a lot
to do with um pay equity inparticular, like how people feel
valued at work and, and youknow, contributing to a positive
culture.
But, um, I'm curious, like whatelse you guys do on the culture
front um and like the staffexperience front, um beyond that
, um to foster a great workenvironment.
Speaker 2 (14:07):
Yeah, um, I think the think the biggest thing that
weirdly feels different, like Idon't know why this feels
different and why this should bedifferent, but I think that we
have spent a lot of timebuilding systems where we can
hear everyone's voice, and we'restill building those systems.
(14:29):
And you know, I definitelystruggle on a daily basis with
the balance betweenover-communicating and getting
enough communication out andmaking sure that everyone's
looped in.
And you know, one of our valuesis transparency and we want to
share everything with everyonebut um, but, but when to do that
and when more and less is, isdefinitely a challenge.
So I'm not saying that we'vedone any of this perfectly, but
(14:51):
I think that we have spent a lotof time trying to create
systems in our daily operationsthat allow room for everyone's
voice on the team to be heard.
Specifically, we have somethingcalled Sherry Circle or Sharing
Circle.
That a little bit of a cornyname, but it came about from one
(15:15):
of our opening team memberssuggestions and we adopted it
and we've been running with itfor over two years, but it's
essentially a time for each teamthe front of house team and the
back of house team to meet atthe end of service, when things
have died down, when they'veclosed down most of their duties
, and to meet in a circle and to, via nonviolent communication,
(15:41):
share observations about how thenight went, sometimes make asks
to each other, sometimes putyou know, put ideas out there
for things we might want tothink about differently or
systems we might want to change,and that information all gets
captured by the shift lead onthe team via notes that come to
(16:04):
me and to my partner and ourother back of house manager, and
then we are able to the nextday make those changes via our
pre-shift notes or via ourpre-shift meeting with the team
the next day.
And then we've got weeklysummaries that go out to each
team, that kind of go througheverything that went on
(16:25):
throughout the week.
So there's heavy communicationand regular check-ins on a daily
basis with the team to reflectand capture those changes.
Because I think it really cameabout, because one of the
biggest frustrations that manyof us have felt in this industry
, working in this industry, isthat you constantly see things
(16:45):
that could be done better andyou feel like you know how it
could go better, but no one'slistening to you.
And not to say that we capture100% of those things, but I
think just the act of havingsystems in place on a daily
basis really really helps withthat.
That's the first thing thatcomes to mind.
But we have a lot of well, nota lot, but we have a handful of
(17:09):
team members who have worked incollectives in the past in the
food and bev industry and havereally brought a collective
thinking mindset to ouroperations in a way.
That's been really interestingand you know it's, I think,
heading into opening day trip,my partner and I and we still
(17:29):
have a vision that there's areally powerful potential future
in this industry, specificallyin collectivizing, in creating
co-ops and in beyond profitsharing, in really creating
co-ownership structures with thefull team.
And that's because the job forowners can be so demanding,
(17:55):
especially when you're a singleindependent restaurant that's
just getting started and sosharing in that labor, sharing
in that emotional and physicallabor and all that
responsibility across morepeople, feels really powerful
and it's really hard to findownership or find buy-in from
that number of people.
So there's plenty of challengesto get there.
(18:16):
But I think that the idea ofthat is really inspiring to us
and via many of our team memberswho have brought kind of this
collective thinking to to daytrip.
We've been able to, you know,find the intersection of the
capitalist structure withinwhere operate, within which
(18:37):
we're operating.
We are an LLC, that's a twoowner owned LLC, and how can we
bring, bring collective thinkinginto more of what we do?
And so we've slowly beenestablishing different
committees and trying to figureout when we can utilize this
(19:03):
more, this more.
We have a hiring committee thatcomes into play when we hire
salaried people or managers, notfor every role in the house
we're still trying to figure outhow we can make it efficient in
more situations but a committeeof three to four people across
all teams who have anopportunity to formally
(19:26):
interview all the candidates andreport back to us.
And that's impacted our hiringprocess every time, and we've
had different nuggets of ideasfrom experiences and desires of
folks on the team asking forthings in different ways that
(19:46):
we've been open to and adopted.
Speaker 1 (19:49):
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(20:10):
description.
Now back to the show.
Just like with those weeklysummaries and the share circle,
any recent changes you've madedue to that process that stick
out to you, like any recentthings that came out of that
experience that you ended upmaking a change in the
restaurant or anything like that.
Speaker 2 (20:27):
Every day, oh my gosh Every day.
Okay, there's stuff every day.
It would be boring if I gotinto it, but there's minutiae
every day, whether it'syesterday feedback on not
carrying heavy wooden tables tothe sidewalk.
Little random like littlelittle random things Okay.
(20:50):
Yeah, and then sometimes thereare bigger things that involve
communication or team dynamics,like there's a wide range and
most, you know, 90% of thefeedback that I get through the
circle ends up being implementedthe next day.
And then there's probably 10%that are bigger changes or
things that require moreconversation with the team, kind
(21:11):
of getting more people's inputbeyond just who was in service
yesterday, because I'm alwayssupportive of changes that the
team wants to make if they thinkit will help service run better
.
To me it's like you're the onewho's on the floor every night.
You know how things work best,I trust your judgment and, um, I
want to make sure that there'sfull team buy-in, that it's not
(21:33):
just coming from like one or twovoices, but but it's it's
really full, and so that cantake more time cool and just to
clarify with the kind of thecollective thinking when it
comes to hiring, that's justgetting more people's input on
the team as to who you bringinto the team.
Speaker 1 (21:46):
So it's not just you and you and Finn just like
making the decision yourselvesCorrect Awesome.
So I understand you talk to alot when you were opening.
You talk to a lot of differentrestaurateurs, people in the
industry.
Were there any conversationsthat really stuck out to you
Other folks doing similar thingsor people that made you think
like we can do this this way?
Speaker 2 (22:06):
Yeah, many Definitely .
Or people that made you thinklike we can do this this way?
Yeah, many, definitely.
I think the biggest moment oflike luck that I ran into was
discovering One Fair Wage andoffshoot of that organization
called High Road Restaurants.
Of that organization calledHigh Road Restaurants.
(22:30):
Before we opened, my partner andI knew that we wanted to.
We wanted there to be payequity in our restaurant, and
because this was our firstrestaurant and we didn't have
much experience working in theBay at restaurants, we didn't
know what that meant in dollars.
And so I did some Googling andstumbled across High Road
Restaurants, which isessentially a.
So One Fair Wage is anorganization that, um, first and
(22:53):
foremost, is fighting for onefair wage, raising the federal
minimum wage, um, and and that'skind of the biggest thing that
they're fighting for right nowthey have a lot of offshoots,
though, um, kind of sub subparts of their organization.
One is called High RoadRestaurants and they bring
together restaurant ownersacross the country to help share
(23:15):
resources, to give each otheradvice to, essentially,
restaurants that are valuesaligned and are also interested
in equity at every level.
So I found them, had an amazingconversation with the then
director and was connected witha few different restaurant
(23:39):
owners, primarily in the Bay,but also across the country, and
they gave me.
They were so generous in theirtime and in being willing to
share some of this informationwith us transparently.
My partner and I came into thiswithout many resources in terms
(24:02):
of like knowing people in thisindustry and felt like we didn't
have access to any level oftransparency, which is part of
why it's so core to our values,but these folks were so generous
with that and really helped usdecide to have a service charge.
You know we were debating youknow that was a tough
conversation.
We were debating between aservice charge or raising menu
(24:25):
prices by 20% and not havingtipping, which, ultimately, is
definitely the future that Iwant to see in this country.
I think that's going to requirelegislative change for it to
work, though, because through anumber of conversations with
values aligned folks, wedetermined that there are so
(24:46):
many restaurants that have triedto do the no tipping thing but
ultimately either failed or wentback to service charge, because
you can't really successfully,it seems be a trailblazer in
that regard.
We need legislative change tohappen to normalize that across
the board for everyone, and sothey helped us make that
decision, which was definitely ahard one, but I think service
(25:08):
charges are a good interim stepfor us to get there.
Speaker 1 (25:11):
Yeah, Cool and, on the flip side, now that you've
been doing this for two and ahalf years, I think you're more
than qualified to talk about it.
What advice would you give toother restaurants that are like
I want to try this.
I don't know how to dip my feetin it, whether it's service
charges or even just tip pooling, like other ways of challenging
that, the status quo and thetypical way of doing things,
which I think we know how youfeel.
(25:33):
You don't think it's thegreatest business model.
Speaker 2 (25:35):
Yeah, it's definitely a tough one, because the unique
situation that we're in and theprivilege that we have is that
we opened a restaurant withthese decisions already made and
I think that's a reallydifferent situation and I have a
lot of empathy forrestaurateurs who are, who were
using the old system and want toshift to this, because change
(25:55):
is really hard and it's reallyhard to tell, to tell your
employees like, hey, you'regoing to get a pay increase, but
you're going to get a pay cutbecause we believe in equity and
this is, you know, this iswhat's going to happen and
that's hard.
You never want to reducepeople's pay or, you know, take
home pay.
So I have thought a lot aboutit because I believe there has
(26:16):
to be a path to get there.
I think the thoughts I've hadaround it are I would definitely
encourage restaurant owners toopen the conversation up to the
team before making any decisionson it, because I think a lot of
people would probably besurprised about team members.
(26:37):
You know, if there's a processto getting there and if they can
have, they can feel empoweredin that process and they can
feel a part of that process.
I think, if you know, imagineyou sit your whole team down
together and let them know.
You know we see a lot ofrestaurants moving in this
direction.
We are values aligned with thisand it feels really hard to
(26:57):
like change people's paydramatically or lower half the
team's pay.
Let's talk about it, let's havea conversation about it,
because then when back of houseand front of house are sitting
next to each other, it's a lotharder in front of house to say
like hey, I don't think youshould make more.
And maybe there are creativesolutions that the team can come
up with of like, let's havethis be a two year long process,
because it feels really hard todo this from one week to the
(27:21):
next.
And, like my paycheck, justseeing a cut in my paycheck
would be hard.
Who knows what creativesolutions they could come up
with.
But I think empowering the teamto be more legislative action
and push for more legislativechange, because I think the
(27:54):
longer I've been a smallbusiness owner, the more I see
how flawed the foundation ofeverything that we sit on is and
it's bad for workers and it'sbad for owners and unless you're
really taking advantage of youremployees, it's hard to make it
work unless you're a reallypopular restaurant and that's
not the norm.
So I think getting involvedlocally and in your state one
(28:22):
fair wage is a great place tostart is really key.
I think a lot of people areafraid of minimum wage rising
federally or in their state, andI'm a huge, huge supporter of
it rising and in fact, I thinkit'll be great for all of us if
it rises.
Because what's that expression?
(28:43):
A rising ship lifts all tides,or rising tide lifts all ships,
or something.
Speaker 1 (28:48):
Yep, that's it.
Speaker 2 (28:50):
If you can imagine everyone in a state in what's
the largest industry in ourcountry earning more, then
they're going to be spendingmore.
And restaurant workers are someof the biggest restaurant goers
some of the biggest restaurantgoers.
So I think it would really helpall of us.
(29:11):
But having one restaurant dothat here or there will not lead
to success for that restaurant.
So I think you know, getgetting involved feels really
like an important piece of thepuzzle.
Speaker 1 (29:19):
Well, with that, anything exciting coming up for
you guys this this year, orwhether it be in the next couple
of weeks or later this year, oranything you're looking forward
to at Daytrip, whether it be inthe next couple of weeks or
later this year, or anythingyou're looking forward to at day
trip.
Speaker 2 (29:30):
Oh my gosh.
So many things.
I don't know.
I guess we're in a.
So, personally, as it pertainsto the business, I'm pregnant
with my first child, thank you.
It feels like a horrifyingthing.
As a restaurant owner and I'vebeen processing it for a few
(29:54):
months I'm trying to figure outwhat does this mean for us?
I think I'm now at the stagewhere I'm actually getting
really excited about what thatcould mean for day trip, and I
think there's so many ways inwhich we could adjust systems
that we have, empower people indifferent ways, create new roles
that that feels really excitingand also feels like something
that our restaurant has beenneeding.
(30:14):
But we felt like we couldn'tafford, and now we're like we
have to find a way to afford it,you know, because some amount
of time it's parttime orwhatever it is, so, um, so I
think that's a big, big shift inmy life that I think will have
a big impact that I'm trying totrying to frame positively and
(30:35):
you know I'm getting genuinelyexcited about for the future of
day trip.
Speaker 1 (30:40):
That's, that's amazing Congratulations.
Um, and yeah, it's a verypositive thing.
Um, and I like how you'reviewing it as something great
for the business.
And um, it's a very positivething and I like how you're
viewing it as something greatfor the business and it's very
exciting.
So where can folks find you ifthey are looking to do some more
research or they want to workfor Daytrip or they just want to
learn more about what you guysdo?
Speaker 2 (31:00):
Yeah, I think our Instagram is probably the best
place.
Our Instagram handle isthisisdaytrip and then our
website, thisisdaytripcom, areprobably the two places we have
some work to do on our website.
But Awesome.
Speaker 1 (31:16):
Well, thank you so much.
Speaker 2 (31:18):
Absolutely, thank you .
Speaker 1 (31:20):
Thanks again for listening to this episode of the
Pre-Shift Podcast.
If you enjoyed it, please leavea review and share it with one
of your friends to help our showgrow.
We could not do it without yoursupport.
As always, I would love to hearwhat you think.
You can email me atdj7shiftscom.
I look forward to hearing fromyou.
Until next time.
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