It's kind of like the word pick six. I don't, that just like happened a few years ago and now everybody says it. Watch, now they're like ESPN, it's like pick six, pick six. And when it doesn't happen, they're like, we could really use a pick six right now. Totally, totally. No one said that 10 years ago.
Welcome to season six, episode four of Acquired, the podcast. Ben, I think you're on autopilot. Yeah, sorry. Muscle memory. All right, listeners, we are coming to you in a time of enormous change and upheaval. The coronavirus has spread around the world, challenging global health systems, bringing economies to their knees and changing daily life for everyone, seemingly overnight. Given this, it just seems irresponsible to stay business as usual over here and put on our normal Acquired episodes for you all. So we're changing Acquired. For the first time ever, we're taking a pause from normal episodes. The world doesn't need Acquired right now.
People normally tune in to hear us talk about the stories behind great technology companies and what goes into building them. But these aren't normal times. What the world does need right now is stories of great leaders and how they and their organizations are responding to what might be the biggest moment of change we've ever seen. So we're going to take everything that we've put into Acquired over the years, our format, our infrastructure, and the way we can reach all of you, and we're going to put our full weight behind this. So starting today, we're pausing Acquired, and we are launching Adapting. Adapting is a series all about doing just that, showing leadership and changing to fit what the world needs right now, not what it needed last week.
So with adapting, we're going to take a shallow dive, a more shallow dive at the beginning of each episode into the history of an organization. But our focus is really going to be on the present and on the future, not the past. We also won't be grading. Adapting requires taking risks and putting yourself out there. And anyone who's doing that right now is forever an A plus in our book. Yep.
Yeah, David, I think we were just talking about this, but I'm excited about this. It just feels right in this moment to do this. Totally. Listeners, we are making some important changes to the Acquired community. If you haven't joined our Slack, you can sign up on the Acquired website and find all the announcements there. And we're doing some sort of new and pretty cool things in there. If you're not yet a limited partner, now is the time to join.
In addition to LP episodes, we are adding a community component to the LP program. So last week we had our first group Zoom call with everyone who's shut in at home, and it was really fun and therapeutic to get to talk with everyone. So we decided to make it a regular monthly thing as part of the limited partner program. So we'll be announcing more details on that in the LP show. And in the meantime, you can sign up at glow.fm slash acquired by clicking the link in the show notes below.
And lastly, David and I feel very strongly that money should never be a reason that a single person can't become an acquired LP. So we were talking about this beforehand, especially when introducing this new sort of community hangout component. If you can't afford a subscription, especially as we all respond to this pandemic together, even if you already are an LP, just shoot us an email, introduce yourself, and we'll take care of you. Yeah, we feel super strongly about this. We want everyone who wants to be part of this community to be able to. So shoot us a note. Yep. All right, listeners, now is a great time to tell you about longtime friend of the show, Vanta. So, David, I want to paint a picture that many founders listening will recognize.
You're about to close your biggest customer yet. The product team has hit a bunch of milestones. The sales team built this fantastic relationship. Everyone at the potential customer is fired up. Your legal team has the contract done, but then an email comes in from the security team. Ah, yes. It's usually a very polite email asking something like, before proceeding, could you share your SOC 2 report? Or do you mind sharing your ISO 27001? If you don't have one, that deal just went from closing this month to closing next quarter, maybe. Now you have to go find an auditor, go through every system, write the policies, and then prove that you follow them. Right. Or you could just use Vanta.
They are the leading agentic trust platform, which means that you can connect it to your systems at your company, and it automatically pulls all the relevant data, and it tells you exactly what's missing for a SOC 2 and ISO 27001, or whichever framework your customer asked for. Vanta gets you through the audit, and then it keeps going. It watches your controls every day afterwards, so the report that you hand to the next customer is still true. Yep. And even more impressive is the Vanta agent. It continues to run in the background so it can find the issues and draft the fixes. This is the work that eats weeks of an engineer's time before an audit. And now it mostly just gets done before anyone has to ask. And the results are super impressive. A recent industry report says that Vanta's customers see a 526% return over three years and that it pays for itself within the first three months. If you've ever had one of these security emails stall a deal, you know exactly how that math works. More than 16,000 companies now run on Vanta. 16,000. Listeners, there were 2,000 when David and I started working with Vanta. That's incredible what they've accomplished.
And these are companies from large enterprises like Atlassian and Snowflake to the NuGuard, like Ramp and Cursor. We've been fans of Vanta for years. And hundreds, like literally hundreds, maybe even at this point thousands of acquired listeners have become Vanta customers over that time. If you want $1,000 off, check out Vanta.com slash acquired. That's V-A-N-T-A dot com slash acquired. And just tell them that Ben and David sent you.
Now, what is today's episode actually about? Well, we are doing an episode on a topic that we never thought we would do on this show, a local restaurant, but it is so much more than that. Indeed. And we think our guests' words are very inspiring and super important today. So without further ado, please enjoy our conversation with Mark Canlis of Seattle's Canlis Restaurant.
All right, listeners, most of you are aware that restaurants are among those hit the hardest from our current health crisis. Canlis is leading the way in adapting to provide a product in need, delivery food, saving jobs and ensuring the continuation of the business through trying, trying times. Many are asking as a city, country and a global community, can we do this? And as Mark said in The Seattle Times earlier this week, hell yes, we can do this. And we're going to do it with burgers and bagels. So to introduce Mark, I'm going to borrow a line or a little bit of Mark's bio from the Canlis website because I find the prose just poetic. Mark Canlis is the second of three sons.
He grew up in a restaurant family. He joined Candlest in 2003 after graduating from Cornell University and serving as a captain in Air Force Special Operations. He met his wife, Anne Marie, while opening famed restaurateur Danny Meyer's fifth restaurant, Blue Smoke, in Manhattan. Returning to Seattle, Mark spearheaded the generational transfer and brand modernization that has garnered the family business national acclaim as one of the finest restaurants in America. He now owns and operates Candlest with his brother, Brian.
He and Anne-Marie reside on Queen Anne with their three children. And as for Canless, Food and Wine Magazine has called it one of the 40 most important restaurants in the last 40 years. They have received 22 consecutive Wine Spectator Grand Awards and been nominated for 15 James Beard Awards and won three of them. Welcome, Mark. Thank you. It's good to be here. I also have the luxury of when you write your own bio, you can kind of make yourself sound good. I hope I haven't inflated that in any way, but thank you. I was going to say the most important thing for Ben and for me is I know both of us have had many special memories at Canless, so thank you guys. No, I'm honored to be on the show.
All right, David, take us in history and facts. Yeah, well, so for anybody of our listeners who are in the Seattle area and probably many who even many who aren't, you already know a lot about Canlis. But Mark, can you give us a little bit of the history? I mean, it's a very, very special place. This isn't just another restaurant. Maybe can you go back and talk about your grandfather's story and Hawaii and Pearl Harbor? Sure. You know, we we're going to go all the way back. I run this restaurant with my brother, Brian, and we very much feel like this is the tale of a couple of different grandfathers. It's the amalgamation of four generations of.
Canlis is doing restaurants. Our great-grandfather cooked for Teddy Roosevelt after his presidency on an African safari. I was picked up at a hotel in Egypt and invited to come along and be a steward on that whole thing for a year and a half. So really, it starts there. He and my great-grandmother would come to the United States somewhere around 1909, 1910. They started a restaurant in Stockton, California at that time and had a bunch of kids. One of them, Peter Canlis, started this restaurant, Canlis, in 1950. So that was my grandfather. He passed away in the 70s, and my mom and dad ran this.
for 30 years. Brian and I have now been doing it since 2003. And in so many ways, we feel like we're just getting the hang of it. So slow learners. But, you know, it's more or less 100 years of trying to cook for people. There's a pretty cool military history with the restaurant and starting with Peter, too, right? Yeah. So then on the other side of the family are a whole bunch of folks who have served in the armed forces. And that just continues to be something that we're really proud of in this family and something that many of us have chosen to do.
and represent, I think, some of the sweetest years, at least for my own life. And I would say that the same is true for my dad and my grandfather and my brother. So I was in the Air Force with Brian. Dad was in the Navy. My grandfather was a Marine for 43 years. I don't think you can do that anymore, but back then you could. And so we have, yeah, that's just been a part of our family story. And to be completely honest, a very large influence on the way that we lead. Yesterday, we're running this crazy drive-thru. We've got cars everywhere, shut down traffic, and I get a...
I get a phone call and I have hearing aid. So the thing just comes straight into my head. It's as if the phone is ringing in your brain. So I just answered it because I thought it was our road team. And it was the colonel that I worked for 25 years ago, Colonel Mueller, and a man that just had such a remarkable influence on the way that I lead. And it was random. I haven't talked to him in years. And I was like, Colonel Mueller, no way. I've been talking about you to everyone because in so many ways, I feel like you prepared me for this. And it's not about adapting your company, but the leadership, I think, the way the military teaches you to surprise your people is just, you know, I just learned so much in my time in service. So that's just been a gift to us.
That's great. So the first iteration of Canlis the restaurant was on Honolulu, grew out of the USO after Pearl Harbor, right? You know, he left the place in Stockton. He'd grown up there and he wanted nothing to do with restaurants and what his parents were doing. And he ends up in Hawaii. He's selling dry goods when Pearl Harbor happens. He remembers zeros flying over. He was playing tennis in the morning.
Like everybody, like so many people in Honolulu at the time, they kind of all headed to the base and tried to do what they could. My grandfather had quite a healthy self-esteem, which is code for, you know. He sounds like an entrepreneur. Yeah, there you go. Thank you. Yeah, that's a nice euphemism for, had a large ego. And at some point he finds himself talking a lot of smack inside the USO about the quality of food. The chef gets so upset that he kind of throws a towel at him and says, you need to do a better job. You try it, which of course he does. And by the end of the war, he's running all of the food on base for the USO. It's about kind of between 3,000 and 5,000 meals.
Um, so maybe in some way, uh, this drive through is us getting back to our sort of, um, I don't know, high volume roots, if you will. But, um, but that's what happened. And then right after the war opened a restaurant on a beach that was a little less known before the war and certainly then before now, uh, called Waikiki. So he had that restaurant in 1947 was called the boiler. And then he came to, he came to Seattle in 1950.
And Mark, just a context set for our listeners a little bit, when you say getting back to our high volume roots, for folks not from Seattle, Canlis is fine, fine dining. What does normal volume look like? And what does the adapted volume look like? I don't know. I feel like I live in a bubble and I don't really understand the real restaurant business. But in the world of, I guess, let's just try to understand fine dining for a second because I think it's a funny term. We consider fine dining just to be the most considered form of caring for somebody with food and hospitality.
So for us, we're considered to be a massive fine dining restaurant. In the world of fine dining, you know, 12 to 15 tables is pretty standard. We have 33. But on a busy night, the most guests we can serve are somewhere around 150 to 200. I have 115 employees to make that happen. We are a model of inefficiency. And that's just six dinners a week. That's all we're doing. So I say that because I just want people to know just exactly like. And not open for breakfast, not open for lunch. No, no, no, no. Yeah. 115 people to figure out dinner.
And there's always, if not, maybe there's like a couple hours a day where there's someone not there. But when you talk about that 115 people, it's like 2 a.m. to bake bread or something. Four hours a day. We don't use our kitchen.
So it takes us 20 hours to open for what is essentially five hours of dinnertime service. So a lot of prep obviously goes into that. And yeah, sure, you're baking bread and setting things up. Sometimes it takes a couple days to make. But today we served about 1,200 people through the drive-thru. We served about, I don't know, somewhere in the range of 300 people for breakfast. Tonight we'll send a couple hundred dinners out for delivery. So it's a much different impact for us. And we're not exactly set up for it. So we're trying to figure that out as we go. But today was a day rest for us. It felt so. Every day this week we've opened a new restaurant concept.
We started on Monday with a drive-thru. Tuesday, we added bagels. And yesterday, we added home delivery. So today, we were just sort of refining some of those systems again. And it was kind of nice just to run them and see how we could tweak it. So let's get right into, you know, the show is adapting. It's now 70 years that your family has run Canless Fine Dining. And in two weeks, really, since you started planning, you've thrown that out the window. And now you're doing these three different things. Like, can you walk us through when was the moment you realized that this was going to happen and you needed to change? A couple weeks ago now, my wife and I were in New York City.
doing something for the James Beard Awards, and we got the news that Seattle had its first case. And we went back to the hotel and just sort of talking through, like, you know, this thing's coming. It's here. It's here in Seattle. And what does that mean? What does it mean for our family? What does it mean for not just our marriage and our own children, but our extended family? Our parents are in their 70s. And what does it mean for the restaurant family, for the staff? And a couple days later, back at home, we had a meeting as a team, and we just said, you guys, let's really think through this a little bit while we were having that meeting.
King County or the governor, I can't even remember who it was, but someone official announced, they had this live stream and kind of came on and said, hey, this is a much bigger deal than we thought. At first, it's like the sucker punch to the system. You've got the wind taken out of you a little bit. And then pretty quickly, we realized that it would be just as risky to do nothing as it would to do something really radical. And if we were going to live into our values, then every once in a while, that really is probably going to cost you something. And in this way, it was going to cost shutting down what was still a profitable business for the unknown of opening up three new ones. And the reason we're doing three is because, again, it just took that many ideas.
get all of my staff up to having all the hours that would have normally had. And that was the goal here. So, um, we started with the drive through, um, for those that don't know, we're a fine dining restaurant looking this direction. Um, but if you turn around, we're on a really busy road, you know, and that's not ideal. No one would plan that out these days. Um, but we just said, okay, what do we have? Like what, what, um, starting with, what do we have to be thankful for? And then what, what assets are at a disposal here? If we, if we started from scratch, um, how would we play this? And.
um we were i remember watching the live stream we're all sort of huddled on the couch there the team there's seven of us on this is all in the first in this meeting this is like in the meeting and uh we do these like three hour off sites and we go to one of somebody's homes we can like kind of feel what it's like to be welcomed into their home personally so we're sitting on maren's sofa and uh which is not seven person sofa it's like a three or four person so we're all kind of like watching this thing and yeah i think it just it just hit us that like the game isn't up like wait a second this isn't over this is just beginning and i think we'd all gone in with this sentiment of helplessness if we're honest maybe hopelessness i think there was a feeling of okay i gotta bat in the hatches i gotta hunker down i gotta you know and um protect yeah protect and that's a lousy strategy in a lot of things soccer being one of them um like you see it in sports all the time when when an entire team sort of switches the defense and loses their offense like suddenly you're like ah don't do that wait a minute like keep playing your game and for us we're like if we're gonna keep playing our game we just need to admit that the game changed
And the game now, currently today, this is two weeks ago, was no one understands the six foot rule and no one understands what is socially acceptable. We don't understand if we should be shutting down schools and public places or if that is, you know, building a fear that, right? So this is happening so quickly. But so we just said, well, today, we know at that moment that like the game had changed. We just got the sense that it was going to. Yeah, it hadn't yet, but it was like the writing is on the wall. And I think nobody wanted to actually say that out loud.
But it felt that way a couple of weeks ago. And so I can tell you from the outside, the way it sort of felt is you made a more drastic move earlier than most places. Like I think in the next week, a lot of places started trying to figure out what does it mean for us to do delivery. But I will say from the outside, the way it looked was, and frankly, part of what inspired David and I for this was, oh, my God, that was decisive. And that was severe and extreme and risky. Like, you know, you guys. I wish I could take credit for that. Let me tell you where a lot of that credit belongs. First off, we have an incredible board of directors and some advisors who are just remarkable sounding boards for us.
Both of our wives were really key into sort of speaking into how we were perceiving the world. And I think in this time, it was a time of just great perception, trying to understand and make sense of what we were hearing, how it pertained to us and our team. But really, when we launched this with the executive team, we said, you know, this thing could work. That's to say, there's a chance the boat is sticking on water, and there's a chance it might sink. And also, there's a chance there's a lifeboat on the end. Will someone just go to the end of the ship and see if there's a lifeboat? That's kind of what that meeting felt like.
And somebody came back and said, you know, it turns out there is a lifeboat on the back of the ship. Like, we could all get in it, right? And so, I was like, huh. So, we sat on that as a team for about 24 hours. The next, or 48, two days later, I was having dinner with our staff. And we're all sitting around having family meal, talking us through. And I just said, you guys, let me just tell you where my head's at. And I'm scared to tell you because I don't know what it means. But this is what we're thinking about as a team. And it would mean all of you need to re-volunteer to work here. It would mean all of you choosing to be in a position, choosing not to be laid off or temporarily furloughed, choosing to actually continue to do this thing.
Would anybody be interested? And not only that group of sort of five or six of us sitting around the table, but the next night in a staff meeting, announcing it to the entire team. This is up to you and you don't have to do this. And every one of them saying, we're in, you know, put me in coach. And I think that was just such a boost of encouragement to us. It's like, if you guys are in, we're in and let's do this. Right. It had like that sort of sentiment to it was like, OK, why not? And I think at some point you say to yourself in any time of crisis, if I have the ability to help, why am I not doing it?
And that is what it felt like to us. It felt like this could be an encouragement to the city. It was clearly an encouragement to the staff. And it was, for us, just a way through. An untested, untried way. But, I don't know, that would give it a whirl. That's awesome. All right, listeners. Now is a great time to thank our longtime friend of the show, ServiceNow. So, David, here's a question that I do not think most enterprise CIOs or CEOs could actually answer today if they were asked. How many agents actually run inside your business?
Yes, I don't think anybody really knows. And of course, then there's the harder questions like what can they access and who gave them that access? And is any of this paying for itself? ServiceNow has an answer to all those questions. The super intelligence control tower. As friend of the show, CEO Bill McDermott says, it's the one place to see, secure, measure, and help govern your agents, models, and workflows across your entire business, no matter who built it.
Yep. So for example, it finds the agent that someone in procurement spun up on their own and then tracks what it's doing and its ongoing cost. When the CFO inevitably asks whether any of this is working and if there's ROI, you'll be ready with a number. And importantly, if something goes wrong, it can detect and revoke access immediately. There's even a kill switch built into the product. And ServiceNow is uniquely positioned for this because they've spent the last 20 years building the operating backbone of the enterprise from IT to HR, sales, service, and cybersecurity.
They know how work gets done, helping support over 100 billion workflows a year across more than 90% of the Fortune 500. The world's most complicated businesses, like many that we've covered here on Acquired, already run on ServiceNow, and now they're running their AI there too. If you're trying to turn AI ambition into real outcomes, just go to servicenow.com slash acquired and just tell them that Ben and David sent you. I want to talk about... communication and language, and the language you guys use, and I've always used, but particularly now, it's really inspiring. But before we get to that, can we go back to the three concepts you guys are doing? Breakfast, the bagel shed, drive-thru lunch, and then delivery for dinner. Where did they come from? There's also a fourth concept coming, which I'm super stoked about. But yeah, I can kind of walk you through all three of those. The first one was the drive-thru. We saw that as being the biggest revenue generator. We have a ridiculous amount of labor here. It's the most expensive thing. And we knew that one of these concepts had to actually work.
And so we just, geographically, if you understand the way this restaurant works, you can pull right off of the street, right under our porch chair. You can stay in your car and you can roll right on down the driveway. And it was like, that's what we knew we needed, that the cleanliness there, the ability to not have any contact with the guests, but still sort of be facing them. And so, yeah, we were embracing our inner drive-thru as a fine dining restaurant. It was just like, guys, this is us. Come on, let's just let it out of the bag. And chef can cook a remarkable burger. And we've always joked about doing this sort of traditional salad bars, the camera salad is a good item.
like why not like let's just do burgers and ice cream sandwiches and salad to go it's like like I don't know sometimes that's all you need can you talk about average ticket price for each of these three concepts so you know what we have designed this thing not to make I think it's a little bit weird to be, let's see, this is a tricky thing. I don't think there's anything unethical about making money in this time. In a certain sense, we have a duty to do so, but mostly as a means of protecting the staff. And to be clear, we're only four days in. I don't know if we are. That's to say, the bagel concept clearly does not make money. It's labor intensive. We don't have the equipment to scale that in any way such that we could move that to be a profitable business. We could raise the prices, but that just feels dirty. So the point, again, is to keep people employed.
Um, with burgers, we probably make a little extra with bagels. We're definitely losing, um, with dinner as we scale that up, that'll be profitable. And somehow if we can get to break even, even from the onset, that's what, that's what the goal was, was like, it'd be amazing if for the next three months, cameras could not lose money. I think that'll posture us really well coming out of this thing on the other side. And I do think of it as a few months, not just a few weeks. So, um, yeah, bagels came out of the idea of, we're gonna be really busy for lunch. Um, our expediter happens to be this incredible woman from the Lower East Side of Manhattan.
Uh, she's a baker and she makes a ridiculous bagel and chef is from Brooklyn. And he was like, that's the best bagel I've had in New York city or in Seattle. We happen to have a bread oven and a shipping container. And it was like a no brainer. So we just opened the bagel shed and we're doing, you know, everything bagels with fried eggs and homemade sausage and, um, cheese. And can you sell the bagels as an add on to dinner for like breakfast at home the next morning? That'd be a good idea. We sell out of bagels in under an hour. So it's a full-time crew of eight making these things. And it lasts, that whole idea lasts an hour. So, uh, we actually thought about intentionally slowing the line so that.
Because, again, the idea is to keep up an employer. But no, we've been blowing through them too quickly. So right now we're looking at taking over another bakery that is closed, and maybe we can use their space and kind of scale it up a little bit higher. Yeah, I did see something. You had some message on your website this morning. Like, unfortunately, bagels are sold out as of 8.37 a.m. Yeah, they've been going nuts. So the last concept of just doing family meal at home, you know, we cook an amazing family meal for the staff. That's the meal that twice a day chef prepares for our team. And we always joke about, like, one of the best restaurants in the city actually being Canlis' family meal. Like, it's so good the pastry chef is making.
cobblers and the bartenders are like making homemade sodas and chef is like, Hey, this is my mama's meatloaf. And this is like enchilada from Nico's and French and prepping all day. And it's so good. And it kind of kills us that the rest of the city doesn't get to see what these guys are capable of outside of fine dining. And so we just thought, okay, well, that's a no brainer. Like, why don't we just keep making family meal? We don't need a big menu. Delivery is tough to figure out. And into making a transition like this, I think if you can keep it simple, you should. And so we offer one thing a night.
The very first night, it was cassoulet because we had all these dry-aged ducks. We're like, what do we do with ducks? And more of a farm saying, are you going to take delivery of ducks going forward? And we had a way to say yes. So tonight, it is a rabbit pot pie and glazed carrots. And I had it for lunch. It's insane. It's so, so good. So we just thought, shoot, we can bake all that stuff here, pack it up, throw a bottle of wine in it. And my servers, who used to take food from the kitchen to the table, are not just taking it to the parking lot and right on down the street a little way. So it keeps them employed and it keeps my kitchen cooking all night long. And it's kind of fun.
That's so cool. Technically, how did you make that happen? You guys adapted, you've been on Talk, the reservation and ticketing system for a while. How did you, did you work with Talk to make this happen? The guys at Talk were awesome. We called them early on and we're like, we have this crazy idea and we're actually trying to like cap the system. So Talk is a reservation system for those that don't know. And those guys are awesome. And we were trying to see if we could morph the reservation system into a delivery system. And we just about figured out and they called like, you guys, stop it. Hold on a second. We can do this. Give us five minutes. Five minutes later, they called back and they said, we stood our company down. We're turning it back on. We just called everybody in. They're in Chicago.
And we're just going to work on this so you have the platform. And they cranked it out, working around the clock for a couple of days, and we were able to launch. And so that is a mechanism that any restaurant in the country, look, not everybody can do drive-through. It's just the physicality of it. The location's going to work for them. But any restaurant in the company can do delivery. And now that we've got the software for it, it's just, it's not.
you know, overtly tricky. Can you talk through any restaurant in the country you can do delivery? I'm sure there's a lot of folks that own restaurants that are listening to this. What does that take? It takes a little guts and it takes just that kind of good old-fashioned restaurant scrappiness that every restaurateur already has. If you're in this business, I guarantee you have what it takes because it's just the same thing it takes to run a restaurant. It's that. It's a little bit of the willpower just to make it happen. That's what all of us are going through. So all we did was figure out a menu.
And we launched a website. So someone that knows what to do on the internet, that's not me. But our design team drew up a little logo, which is not necessary. We threw a little splash page on top of canless.com, which is also not necessary. You could just post on Instagram. Having to switch to delivery. So appreciate you supporting us doing this. You can do various versions of it. It's pretty fancy. Our servers have it all on their phones. They get the maps. They get the texts. We can do drop-offs, no-contact drop-offs. We can do alcohol. Again, talk about all that possible.
But you can keep it really simple. I mean, it takes ordering some boxes and some to-go containers, coming up with one thing that holds hot really well and letting your constituents, you know, tonight's a great night for takeout. So yeah, we sold out three nights worth of takeout in about 90 minutes. Wow. One question that I have that I'd be remiss if I didn't ask, and I'll give a little context for listeners. So Canlis is...
innovative, not just in the way that over the last 60, 70 years, you guys have changed fine dining, which we haven't talked about on this episode, but Mark's given some great talks that you can sort of read about and the evolution of fine dining and Canlis' role in it, but also in doing these wild experiments that you would not expect the finest dining in the city to also have a Shake Shack pop up in the parking lot before there was a Shake Shack, or you would not have expected... But why wouldn't you? Can we uncover that a little bit? Do you mind if we dig into why you wouldn't expect a fine dining restaurant to do that? Yeah, definitely. One of the reasons I think this transition has been possible for us is that we practice this kind of thing.
And by that, I don't just mean events in our parking lot. I mean, if you want to be a restaurant that is around, let alone relevant or germane to the conversation, you're doing a fair amount of this every year anyway. People always ask Brian and I, how come you guys haven't opened a second restaurant? I'm like, oh, you just don't know it. But we open a second restaurant about every 18 months. I would say that's how often the systems inside of Canvas are changing. And those are being rewritten by new employees and employees that have been here 20 years.
The idea is that there's probably a better way to do it than the way that we're doing it. We just kind of believe that. And so I think if you want to matter, you need to earn that right. And to earn it, you got to be working all the time and opening a restaurant that's really good. And tonight we're good. Tomorrow will be better. And that's not news to anyone. I think what happens, that's to say, that's not a strategy no one's heard before. If you're in business, you get it. And maybe thank you to the Japanese who've made that a very popular concept in the late 80s and 90s. But we're all sort of thinking that way. What happens is it's really easy to get lazy.
um it's really easy to start to devalue that as the thing is working and of course if you if you go too far that maybe you're undoing things that still had a useful lifespan inside of them right so you hate to take a system down that would have been amazing for the next you know foreseeable future so that takes a little i don't know sorting through you gotta be careful there but Welcome to business. It's a delegate balance, right? And less listeners think that, you know, we're just talking about a one-time thing, opening up a shake shot. Like, I went to your restaurant last summer. And when I say restaurant, I mean parking lot for the Hawaiian Knights Luau, where, listeners, it's the largest hot tub you've ever seen. It's 24 feet long. And it's up on, like, a second-story deck overlooking, like, you guys opened a little pizza shop and, like, a multi-story, like, hangout. We wanted to swim up a bar, which we...
Which I think we created. And then we also had, so we built a couple of tiki huts and yeah. The story is, am I right? You bought the swimming pool on Amazon? Well, no. So we like to test things out on staff parties. And the goal of a staff party is to throw one that the staff would willingly come to if they had no association with the restaurant, right? So you just said, look, you guys, it's a true day off or it's a true night off. Like do whatever you want. And also we're gonna be throwing this party over here. And it's like totally like no expectation come. Only let me just talk about it. So anyway, yeah, at some point we were throwing a luau.
oh yeah we had covered the parking lot and sawed uh because we were like it's not cool to throw a party in a parking lot in cement and wouldn't be cool with grass so we sawed the thing over and we threw a volleyball party made a pig roasting and somebody said at some point whoever luau needs a beach so we like brought in sand and then i went on amazon i'm like no way you can buy a pool for like two thousand dollars well that's cheaper than you know in the world of staff parties the stuff adds up quickly so anyway bought a pool and we filled it up um and then it just kind of like went from there so then that was a really successful party and we were thinking about fun things we could do over the summer and we thought why don't we just throw the staff party for the city And honestly, you guys, I thought like a few hundred people would come. Like who goes to a parking lot to find any restaurant to hang out in a bug round pool, right? Yeah, like 1,200 people came a night. Like it was nuts. And all of them waited an hour or two to get in. So that caught us by surprise a little bit. But it was also a ton of fun. I mean, a DJ on top of a shipping container and underneath your bacon, the best pizzas and roasting pigs.
I don't know what happened out there, but it was tons of fun. So we do like to just sort of think through these things. And I think it's a little bit of a good exercise. Look, just because we're fine dining doesn't mean we're not thinking of 99 other ideas to do. And to us, it's kind of like the Formula One version of putting out a sedan. It's like, why don't we go push this as far as we can? Let's see what happens. And every one of these projects finds its way back into our menu. Every one of these projects influences what we believe about hospitality. And you need that stuff. You'd be inspired by it. Your people need to be inspired by it. Yeah. That's fun.
All right, listeners, now is a great time to talk about one of our favorite companies, Lagora, the agentic operating system for legal work. Yes, most of you have dropped a contract into a chatbot by now. But as a lawyer, how far can that really take you? It's never seen your firm's precedents. It doesn't respect confidentiality, and you can't check where its answer came from.
So Lagora's founders approached this the way that great founders do. Early on, the team moved into the office of a big law firm in Stockholm and learned, for months, how the work actually gets done. A couple of thousands of enterprise customers and 100,000 users later, they still work that way. They employ 100 legal engineers on staff. These are lawyers sitting inside of firms and legal departments to deploy Lagora onto live situations like the deal closing this week or the policy review due Friday. The product has gotten very powerful in a short period of time. A year ago, the goal was a good answer from a chatbot. With the Lagora agent, you hand it the work and it comes back with a plan.
Tasks like running diligence on a data room or reviewing a new vendor contract get completed inside the tool you use every day, like Microsoft Word, and against your own precedents and playbooks. Every finding is sourced, the lawyer directs the work and signs off before the system executes any steps. Every legal team can get access to the same AI models, so the models themselves do not give you an edge. What you can do with your own data, people, playbooks, that's the whole game. Today, over 100,000 legal professionals at more than 1,800 law firms and in-house legal teams in over 50 markets use Lagora. And when Lagora goes head-to-head with its top competitor in a pilot, it wins 70% of the time.
A demo is one thing, but what matters most is an associate who reaches for it at two in the morning during a closing or whether a general counsel trusts what it says before the board meeting. So if your legal team wants to check it out, whether you're at a firm or in-house, go to legora.com slash acquired and be sure to tell them that Ben and David sent you. So as we start to wind down here, that's the question on my mind is, I know it's only been four days, but of the three restaurants you talked about and fourth that we'll keep under wraps for now, what do you think might make its way into Canlis when we live in a normal world again? Here's what I hope makes its way into Canlis. I hope that what comes out of this is a visceral reminder of how alike we all are. And if there's anything that I think we've learned so far, it's that our understanding of the human spirit is limited at best. And it's only when...
When you come to me and say, Mark, I think you got this, man. And when I reflect that back to you and say, look, Ben, you got this, right? That's what happens. Something really powerful happens there. And the whole mission of this company, which is, I know, a really weird mission, but it's to inspire people to turn toward one another.
And when we saw the disease spreading, and I am not talking about COVID-19, I'm talking about the amount of fear, the amount of discouragement. When we saw that spreading, and often for really good reason, these are not insignificant days. This is a good, overused, but good word. This is unprecedented for the entire world to go through something together where no one gets to say, yeah, it doesn't apply to me, right? When something like that happens, I think we have a responsibility to remind ourselves of the truth.
And the truth is we don't know what we're capable of. We, the Camus team, we, the city of Seattle, we, the United States of America, we, the citizens of this rock that we're floating around on. And I hope that we understand that better on the other side of this thing. And that's what we're learning. That's what we're learning inside this building. I don't know if we might not be able to do this tomorrow. Maybe this will go for months. I don't know. But every day I tell the team, I was like,
Hey, look, you're going to want to go home and crawl under your covers and read your phone. And it is important to do so. But when you wake up the next morning, you go outside. You physically go outside of your house, your apartment. You look up at the sky and ask yourself the question, is it still up there or did it fall? And if it's still up there, you can be thankful for that. And you start with what you're thankful with. You say, all right, the sky did not fall. Contrary to the way I feel, having read all the headlines, it's still up there. I hear a bird tweeting. I see a neighbor walking down the street. You know what? Let's start with what we have. Let's go from there. And let's ask ourselves a question. If this is what I have, what can I do with it?
I don't know. Maybe what we get out of this whole thing is that as a discipline, as a practice, as a reminder that, I don't know, maybe that's a reminder that we need right now. I think it's a reminder that I needed it. I think it's a reminder that my team needed it. And I wish you could feel the difference inside this place before and after we made this decision. Before it was a feeling of helplessness. And after it was a feeling of hope. Before it was a feeling that...
The overwhelming weight of this thing was too much. And after, it was the understanding that I had a role to play and that even just enduring, even just enduring a little bit might be my role. And I think when we tell those stories, then we start to remind ourselves the truth of who we are as people. And that's pretty cool. That's why we wrote on that website, we got this, Seattle. It was the most poignant way I could say to a city that needed to hear it, we are capable of making it through.
Well, I cannot think of a single better way to leave this episode and leave our very first episode of Adapted and with that line. So, Mark, thank you so much. Thanks for having me on the show. Anything else you want to tell listeners or tell them where they should go get some great food? I do want to tell listeners something, yeah. I think they have the ability, even though it doesn't feel this way, to make a difference. What we've been talking about here is my restaurant. And you know what you don't have? You don't have my restaurant and you probably don't have a restaurant. To dismiss this.
as someone else's story in a city that you don't live in, I think would be a great, what would make me sad. I think to hear this and to know that if we're crazy enough to give this a whirl, maybe, you know, maybe some of your crazy is OK, too. And I hope it gives them permission to think optimistically. I hope it gives them permission to smile at a neighbor. Keep it six feet away. I don't care. You can still smile at them. And so that's not insignificant. It's important. And it's going to take all of us remembering that about ourselves, remembering that that is who we are as people. So this is a story about our country. And largely, this is a story about well beyond our borders and how alike we all really are.
That's all I got, guys. Amen. Let's all go do not exactly what you're doing, but do what we all can to get there. You're all welcome to open a try. I think competition only makes us better, but you're going to have some steep competition. The burgers are pretty good. Well, it is on my calendar to come tomorrow morning. I think hopefully around 7, 7.30 to the bagel shed and pick one up. Do it. Swing on through. Awesome. I'd love to see you here. Thanks so much, Mark. Listeners, we'll catch you for the next one. Thanks, guys. See you next time.
All right, listeners, now is a great time to talk about one of our favorite companies, Statsig. Yes, there is a reason why the best product teams rely on Statsig, whether they are iterating on their core product features or shipping AI-powered experiences at scale. Yep. crazy speed of today's AI world, shipping fast is just table stakes now. It's basically trivial to build and deploy your app constantly. The real advantage is how quickly you learn what changes actually created value for customers and how fast you can use that signal to guide what you ship next. This is where Statsig comes in. It brings experimentation, feature flags, and product analytics into one unified system so teams can ship safely, test rigorously, and directly link what they changed to how users actually behave. So if you want to make learning your competitive advantage, whether you're building new AI experiences or just evolving your existing core product, go to statsig.com slash acquired to get started.