Forktales

From J.P. Morgan to mushroom and cannabis beverages, Pete Olander has taken an unconventional path into one of the fastest-growing spaces in food and beverage. As founder of Happie, Olander has built a vertically integrated wellness beverage company focused on hemp-derived THC drinks and functional mushroom products designed to offer consumers approachable alternatives to alcohol and traditional energy drinks. In this episode of Forktales, Pete discusses the realities of bootstrapping a cannabis brand, the growing sober-curious movement among younger consumers, and why functional ingredients like lion’s mane and cordyceps are reshaping the beverage industry. He also shares insights on branding, consumer trust and navigating the complex regulations surrounding cannabis beverages.

In a category everyone thinks they understand (like dairy and cheese), the real challenge isn’t the product, it’s staying relevant. Jenny Mehlman is Senior Marketing Director at Dairy Farmers of America, a farmer-owned cooperative representing more than 9,500 dairy farmers, bringing a sharp perspective on marketing dairy aisle staples. In this episode of Forktales, Jenny explores dairy’s resurgence, the role of storytelling in earning attention and why small, everyday moments drive connection. She also shares how authenticity builds trust and how DFA’s farmer-owned model shapes a more long-term approach to innovation.

Mike DiBeneditto is CEO of Golden Waffles, a nearly 90-year-old foodservice brand known for its fresh-baked waffle program. With a background in broadline distribution and leadership roles shaped by industry acquisitions, he brings an operator-first mindset grounded in clarity, partnership and disciplined execution.Golden Waffles, founded in 1937, provides an all-inclusive waffle program to operators in more than 50,000 locations across 60 countries. The company supplies mix, irons, service and support, helping foodservice partners add fresh waffles to their menus without operational friction.Under Mike’s leadership, the company rebranded from Golden Malted to Golden Waffles to better reflect what it actually delivers. The transition focused on clarity, modernization and honoring the company’s heritage, with careful internal communication and customer engagement throughout the process.Mike describes the brand’s mission as “happy made easy,” explaining that Golden Waffles exists to remove friction for operators, not just sell waffle mix.He shares that the rebrand was rooted in clarity. Customers already referred to the team as “the waffle people,” and the new name simply reinforced that identity.Relentless communication was central to the rollout. Mike believes that if leaders do not clearly explain the why, employees and customers will fill in the blanks themselves.Internally, involving long-tenured associates and even the founder’s grandson helped preserve heritage while modernizing the brand.Mike defines success as the intersection of speed, honesty and accuracy, getting to the right answer quickly without cutting corners.On trends, Golden Waffles focuses on solving real operator problems such as speed, simplicity and kitchen footprint rather than chasing hype.Regarding AI and technology, Mike views it as a support tool that should make good teams better, not replace people.At its core, he believes food is memory. Whether leading a rebrand or serving a waffle, the goal is to create shared experiences that people remember.  QUOTES “If the waffle is right, you don’t need to hide it under toppings.” (Mike)“Golden Waffles is the first time where I actually leapt at something. I ran towards something.” (Mike)“We don’t just sell waffle mix. We help operators serve a great waffle without any friction.” (Mike)“Bread tells you what to do. It’s a carrier. A waffle asks, how creative do you want to be?” (Mike)“You don’t rebrand just to look cool. You better look cool at the end of it, but you don’t rebrand to look cool. You rebrand to be clear.” (Mike)“Our rebrand was intended to remove friction, not necessarily to add polish.” (Mike)“If you don’t explain the why, people will fill in the blanks. And when they do that, it typically doesn’t align with where leadership’s head is at.” (Mike)“My definition of success is where speed, honesty and accuracy all meet. Who can get to the right answer the fastest without cheating?” (Mike)“Technology should really disappear into the experience. AI is never going to replace people. It’s about making good teams better.” (Mike)“The best meals aren’t really about complexity. It’s about who you share them with. Food is memory, that’s why it matters so much.” (Mike) 

Madelyn Alfano is CEO and owner of Maria’s Italian Kitchen and a lifelong hospitality leader. Raised in her family’s grocery and restaurant business, she brings decades of hands-on experience, people-first leadership and a deep belief in food, culture and community.Founded in Los Angeles in 1972, Maria’s Italian Kitchen is a family-rooted, Southern Italian restaurant brand known for classic comfort food, consistent quality and warm hospitality. With eight locations, the brand has become a multigenerational neighborhood staple across Southern California.Alfano grew Maria’s from a small takeout operation into a multi-unit brand while navigating major challenges, including the Northridge earthquake and rapid industry change. She serves on California and national restaurant boards and is a strong advocate for thoughtful leadership, employee respect and community-centered hospitality.Early lessons from her parents taught her that customers will tell you exactly what they want if you listen closely.True hospitality means treating everyone with the same respect, regardless of status or background.Clear, consistent communication is critical, especially as a business grows.Leadership requires calm focus during crises, even when things are chaotic behind the scenes.Hiring in hospitality should prioritize personality and attitude over technical skills.Strong culture is built by leading by example and meeting people where they are.Long-term employee retention comes from respect, flexibility and genuine care.What keeps guests coming back isn’t just food, it’s how they feel when they walk through the door.  QUOTES “People will tell you what they want to buy. If you really listen, they’ll show you exactly what belongs in your business.” (Madelyn)“You treat everyone the same, from the Getty’s to the gardeners. My parents taught me that respect is non-negotiable.” (Madelyn)“Whoever walks through your front door, you need to embrace them and make them feel really good about who they are and where they are.” (Madelyn)“I was the original Instacart girl. We were delivering groceries long before anyone thought to call it that.” (Madelyn)“I had to pretend that someone was coming from Mars and had never worked in a restaurant before. That’s how clear your communication has to be.” (Madelyn)“Regardless of the circumstances, if you stay focused and lead with intention, you can get through almost anything.” (Madelyn)“It’s like a duck in water. Underneath, you’re paddling like crazy, but on top you have to look calm and steady.” (Madelyn)“Don’t confuse my kindness for weakness or my casualness for not being serious. I’m very intense about our business.” (Madelyn)“I’m very interested in people. It’s better to be interested than interesting.” (Madelyn)“Our first customers are the people we work with. If you don’t respect your team, nothing else works.” (Madelyn)

Great creative doesn’t start with execution, it starts with a point of view. Chuck Meehan is Chief Creative Officer of Pavone Group and a veteran creative leader with decades of experience building bold, culture-shaping work for some of the world’s most recognizable brands. A four-time Super Bowl creative, Chuck has a reputation for ideas that break through pressure, complexity and noise. In this episode of Forktales, Chuck pulls back the curtain on what defines a truly “big idea,” why the Super Bowl is both the most exhilarating and punishing creative arena in advertising, and how protecting an idea is often harder than coming up with it.

Season 9 of Forktales brought together visionaries redefining what it means to lead, create, and serve in the food and beverage world. From heritage duck farms to plant-based dairies, family restaurants to city-shaping pubs, every guest offered a story rooted in passion and purpose. Joey Jurgielewicz kicked off the season with a lesson in legacy and sustainability from Tasty Duck. Tom Moffitt explored the science and spirit behind plant-based dairy innovation. Edward Medina shared how Ramona’s Food Group turned a 78-year-old family brand into a modern Mexican food powerhouse. Sameer Malhotra revealed how Café Spice brought authentic Indian cuisine to America’s mainstream, while Elliot Nelson showed how restaurants can revitalize an entire city. And Curtis Chin closed the season with heart, reflecting on growing up in his family’s Chinese restaurant and why small, family-run eateries are still the glue of communities everywhere.

Curtis Chin is a writer, filmmaker, activist, and author of the acclaimed memoir Everything I Learned, I Learned in a Chinese Restaurant. His work reflects on growing up gay and Chinese American in 1980s Detroit while working in his family’s landmark restaurant.Chung’s Cantonese Cuisine, founded by Curtis’s great-grandfather, was a legendary Detroit institution for 65 years. Known for its handmade egg rolls and welcoming atmosphere, the restaurant became a cultural hub and safe haven for people from every walk of life.Curtis has taken his family’s story global through more than 300 talks across seven countries. His memoir has received widespread recognition from outlets including The New York Times, The Washington Post, and CBS. He continues to tell stories through writing and film, while exploring ways to reconnect with his restaurant roots.Growing up in the dining room taught him about people, service, and the value of making someone’s day better.His father taught him to “talk to strangers,” a lesson in curiosity, openness, and seizing opportunities.Chung’s exposed him to every side of Detroit — from white-collar professionals and politicians to pimps, drag queens, and movie stars.He values service as much as food, lamenting the loss of human interaction in today’s QR code and robot-driven dining experiences.The restaurant sold more than 10 million handmade egg rolls and became a Detroit institution remembered decades after closing.Food anchored his cultural identity and offered a tangible link to his heritage when other ties to China were distant.He believes family restaurants are the “glue” of communities and often serve as civic spaces as important as political offices.Chinese restaurants shaped American dining trends — from takeout and delivery to open kitchens — and remain a vital, unifying presence across the country. QUOTES “I grew up in the restaurant, but I was one of those kids that didn’t know how to cook, so I was banished to the dining room. That’s where I actually did most of my learning.” (Curtis)“I like to say that even though I don’t work in a Chinese restaurant anymore, I’m still that Chinese waiter.” (Curtis)“My dad always gave us that advice — talk to strangers — because he knew the dining room was full of people who had opportunities outside the four walls of that Chinese restaurant.” (Curtis)“For me, going out to eat is really not just about great food, but also about great service.” (Curtis)“I realized, if I’m gonna look up to somebody, it’s gonna be my dad and not this Hollywood star.” (Curtis)“Meeting all these people gave me a different perspective, a different way to see the world.” (Curtis)“Detroit in the ’80s was really rough. I knew five people murdered by the time I was 18 years old.” (Curtis)“The one connection I did keep to my culture was food — that was the easiest way to hold on to where we came from.” (Curtis)“Chinese restaurants are actually one of the few places where you can go in and see someone from a different race or class and maybe start a conversation.” (Curtis)“Small family restaurants are the glue to a lot of communities.” (Curtis)“Chinese restaurants are going to save America.” (Curtis)

Elliot Nelson is the founder and CEO of McNellie’s Group, a hospitality company that has reshaped the dining scene in Tulsa and beyond. A visionary entrepreneur, Elliot has grown from opening one Irish pub in 2004 to overseeing dozens of restaurants and development projects.McNellie’s Group operates a diverse portfolio of pubs, restaurants, and concepts across Tulsa, Oklahoma City, and beyond. With a focus on revitalizing neighborhoods, historic renovations, and community-driven development, the company now includes more than 25 units and multiple large-scale real estate projects.Elliot’s journey started with a college business plan for a fictional pub, which eventually became the foundation for McNellie’s. From restoring century-old buildings to developing multi-million-dollar mixed-use projects, he has played a central role in the transformation of downtown Tulsa. Beyond restaurants, his work emphasizes placemaking, employee care, and creating spaces that serve as the backdrop for community life.Elliot abandoned plans for law school after realizing he wanted to build something tangible and people-focused.His first pub in 2004 became Tulsa’s destination for craft beer and helped spark downtown’s restaurant renaissance.He emphasizes that a great pub should feel like “Tulsa’s living room,” welcoming all generations.Development projects like Santa Fe Square and 36 Degrees North have redefined downtown, blending restaurants, apartments, and office space.COVID-19 reshaped habits—lunch sales are still down, but outdoor dining saved his flagship pub.Elliot believes in putting employees first, offering benefits and even personal support during tough times.Success stories include staff rising from entry-level roles to ownership and executive leadership.He sees his larger purpose as making Tulsa a better place to live—and may even consider running for mayor one day.  QUOTES “After spending a summer in a law office, I was like, man, there’s no @#$%ing way I can do this for my life.” (Elliot)“When we opened in 2004, I had no idea what I was doing. I’d waited tables for nine months to try to figure out how a restaurant worked.” (Elliot)“We instantly became the destination in town for beer. At one point, we were named one of the 100 best places in the world to drink beer.” (Elliot)“More than anything, we’ve just tried to make our hometown a better place to live. Restaurants were the vehicle in the beginning.” (Elliot)“All those other people make a bunch of money. I just like to do cool shit.” (Elliot)“A really good pub should be everybody’s place—where you can bring your kid, or your 80-year-old parent, and all generations feel welcome.” (Elliot)“I think my purpose is to make my hometown a better place to live. That clarity really helps give direction and meaning to what I do.” (Elliot)“We used to be the 11th or 12th place to get a drink downtown. Now there are about 150, and we helped create that momentum.” (Elliot)“We realized in this industry you might be the most stable force in someone’s life. It’s a responsibility I take to heart.” (Elliot)“We’re not chasing awards—we’re trying to be the place where people make their memories.” (Elliot) 

From growing up in his family’s New York restaurants to leading a $50 million food company, Sameer Malhotra has built Café Spice into one of the most recognized names in Indian cuisine. What began as a single bistro-style restaurant is now a nationally distributed brand supplying Whole Foods hot bars, private-label products, and ready-to-eat meals across the country. In this episode of Forktales, Sameer shares how Café Spice made the leap from restaurants to large-scale manufacturing, the importance of balancing authenticity with approachability when introducing Indian flavors to American consumers, and why food demos are more powerful than discounts.

Edward Medina is at the helm of Ramona's Food Group, steering the company with both tradition and innovation in mind. When Edward joined in 2012 as director of finance, Ramona’s was losing hundreds of thousands each month. By 2014, as CEO, he led a dramatic turnaround—streamlining operations, cutting costs, and standing firm on product value—which transformed the struggling company into a profitable, respected brand. In this episode of Forktales, Edward shares engaging stories about Ramona's colorful journey, from delivering tortillas on buses to becoming a staple in the frozen food aisle. He talks about the importance of keeping things authentic and the unique perks of being a family-owned operation.

Tom Moffitt is a seasoned entrepreneur and pioneering figure in the plant-based dairy industry, leveraging his extensive background as a food microbiologist. With a successful track record co-founding Commonwealth Dairy and leading its growth into a national powerhouse, Tom now spearheads Culture Fresh Foods, a company dedicated to developing innovative non-dairy products such as plant-based yogurts, sour creams, and cream cheeses. In this episode of Forktales, Tom discusses his strategic shift from the dairy industry to plant-based products and the growing trend of plant-based products becoming interchangeable with traditional dairy.

We’re kicking off Season 9 of Forktales with a deep dive into the world of duck. Joey Jurgielewicz is Director of Client Service at Tasty Duck—one of the largest and most respected duck producers in North America. With a background in hospitality and a deep knowledge of the family business, Joey is helping lead the charge in bringing premium duck to chefs, retailers and consumers nationwide. In this episode of Forktales, Joey talks heritage breeds, fat-to-meat ratios, and why duck belongs on more than just fine dining menus. He breaks down new product innovations, zero-waste sustainability efforts, and the company’s core belief that happy ducks make tastier ducks.

Season 8 of Forktales served up a fresh batch of bold voices and breakthrough ideas from across the food and beverage industry. From Sean Zecman’s insights on scaling a food distribution powerhouse to Kenny Morrison’s mission to normalize cannabis beverages, we explored innovation at every level. Laurel Orley and Denise Woodard shared how mission-driven snacking can drive both purpose and profit, while Judy Joo redefined authenticity in modern Korean cuisine. We went local with Josh Kesler and Peter Newlin, global with Stephanie Jaeger and Clara Paye, and talked brand-building and hustle with Yanni Hufnagel and Jeff Broadhurst. Every guest brought flavor, strategy, and something unforgettable to the table.

Kenny Morrison is the founder of VCC Brands and CQ Drinks, and a pioneer in the world of cannabis-infused edibles and beverages. His expertise lies in crafting products that normalize cannabis consumption while staying ahead of shifting regulations, cultural trends, and consumer expectations. In this episode of Forktales, Kenny talks about his journey from filming a cannabis dispensary to running one of the first in Los Angeles. He shares how CQ Drinks is challenging outdated stoner stereotypes by focusing on approachable, female-friendly branding and fast-acting THC delivery.

Laurel Orley is the founder and CEO of Daily Crunch Snacks, a women-owned, mission-driven snack brand known for its sprouted, air-dried almonds and bold flavor combinations. With a background in advertising, Laurel brings a deep understanding of branding, storytelling, and consumer insight to her entrepreneurial journey. In this episode of Forktales, Laurel shares the family recipe that inspired her product and how she carved out a space in the crowded snack aisle. She talks about the mental health mission behind the Daily Crunch brand and the power of flavor-forward innovation.

Judy Joo is a classically trained chef, entrepreneur, and television personality whose unconventional journey spans engineering, Wall Street, and the world’s top kitchens. She is an Iron Chef, cookbook author, and dynamic force in the food world, celebrated for modernizing and globalizing Korean cuisine.Judy is the founder of Seoul Bird, a Korean fast-casual fried chicken concept with locations in London, New York, Las Vegas, and beyond.Seoul Bird merges bold Korean street food flavors with the speed and scale of modern dining, combining Judy’s culinary heritage and operational expertise.Before launching her restaurant empire, Judy trained at the French Culinary Institute, worked in Michelin-starred restaurants like The French Laundry and Gordon Ramsay’s empire, and became a recognizable face on Food Network. Seoul Bird is expanding through a strategic mix of franchising and licensing, including high-traffic venues like Citi Field and Edinburgh Airport.Judy left Wall Street to pursue her passion for food, trading finance for the kitchen with zero expectations—just love for cooking.Her engineering and banking backgrounds continue to shape how she designs restaurants and runs operations at scale.As a Korean-American woman in male-dominated fields—finance, engineering, and restaurants—Judy forged ahead with “fearlessness or I just don’t care” confidence.She believes “today’s invention is tomorrow’s tradition,” especially in defining authenticity in global cuisines like Korean fried chicken.Seoul Bird thrives in arenas and airports, offering high-volume, high-flavor experiences with a focus on simplicity, quality, and cultural storytelling.She emphasizes the power of brand building—through books, TV, and food—as key to her business success.Judy finds inspiration everywhere, from grocery store aisles to international travel, always absorbing and evolving her culinary creativity.She’s proud to see Korean food embraced globally, transforming from a source of school-lunch embarrassment into a pop-culture phenomenon. QUOTES &#8220;I love creating experiences. I love creating meals. I love food. I love the language of food. It is a language of love for me.&#8221; (Judy)&#8220;I&#8217;m going to downgrade my life in every way possible and work weekends and evenings and much longer hours and get paid a fraction of what I was getting paid.&#8221; (Judy)&#8220;I remember hesitating. Like, which one do I want to do? I was like, oh, math and science is easy for me. I&#8217;ll go to engineering school.&#8221; (Judy)&#8220;If I want to be in these industries where I am the one and only minority, the one and only female, I don’t care. I&#8217;m going to do it.&#8221; (Judy)&#8220;A restaurant is a business at the end of the day. You have to know cost control, maximize profits, and understand finance.&#8221; (Judy)&#8220;I know so many chefs who can’t even get their way around an Excel spreadsheet.&#8221; (Judy)&#8220;Koreans are obsessed with fried chicken. Obsessed. Obsessed.&#8221; (Judy)&#8220;Today’s invention is tomorrow’s tradition. Korean fried chicken came from war and evolved. Is it authentic? I think so.&#8221; (Judy)&#8220;I’ve gone from being embarrassed about my lunchbox to everybody spamming me, asking, &#8216;What are they eating? What are they drinking?'&#8221; (Judy)&#8220;As long as the DNA is there—that makes it Korean.&#8221; (Judy)&#8220;Television cheffing is much easier. You&#8217;re in a nice air-conditioned studio versus burning yourself and dealing with employees.&#8221; (Judy)</p

In this very special 100th episode of Forktales, we’re joined by Denise Woodard. Denise is the trailblazing founder and CEO of Partake Foods, a line of allergy-friendly snacks inspired by her daughter’s food allergies. As the first Black woman to raise more than $1 million publicly for a CPG food startup, Denise has become a powerful advocate for inclusive entrepreneurship, food equity, and consumer wellness. On this episode of Forktales, Denise shares how a push from her nanny and a chance zoo encounter sparked her leap from corporate life to founder. She discusses the challenges of allergy-safe food manufacturing, evolving her brand message, and why family, mission, and great-tasting cookies are at the heart of Partake’s success.

Stephanie Jaeger is the President of Les Dames d&#8217;Escoffier International (LDEI) and a veteran of the restaurant industry with over 35 years of experience. She also serves as a Learning and Development Specialist for the Joey Restaurant Group, where she focuses on training and team culture.LDEI is a global philanthropic organization of women leaders in food, beverage, and hospitality. With over 2,800 members across 42 chapters worldwide, LDEI supports women through scholarships, mentorship, and networking opportunities to elevate and advance their careers.Founded in response to the exclusion of women from the all-male “Friends of Escoffier” society, LDEI has grown into a powerful network that champions leadership, education, and community. Under Stephanie’s leadership, the organization is expanding its reach, including new chapters in Mexico and Italy, and launching new initiatives like the M.F.K. Fisher Symposium for Women&#8217;s Food and Storytelling.LDEI was born from a desire to give women a seat at the culinary table—where they had previously been excluded—and now supports thousands of members across the globe.Stephanie initially joined LDEI over 20 years ago and, inspired by mentorship and a desire to represent a global voice, rose through the ranks to become its international president.“You have to see it to be it”—Stephanie emphasized the importance of visibility and representation for women in leadership across hospitality and culinary fields.Mentorship is central to LDEI’s mission; the organization provides not just scholarships, but ongoing personal support to help women succeed in their careers.While representation at the top is critical, Stephanie believes respect and equality must also be reinforced in everyday kitchen culture and among mid-level staff.LDEI’s upcoming M.F.K. Fisher Symposium will spotlight women in food media and storytelling, creating a space for inspiration, connection, and collaboration.Stephanie&#8217;s work at Joey Restaurant Group complements her LDEI leadership, allowing her to show women within the organization that there’s always a next step in their careers.Despite growth, barriers like unconscious bias and lack of access to education persist in the industry, making LDEI’s mission more relevant than ever. QUOTES &#8220;I either needed to step up or step aside. So here I am stepping up and excited about it.&#8221; (Stephanie)&#8220;You have to see it to be it. You have to see somebody in that position, and I would encourage anybody in the industry to put a woman in that leadership position so that somebody younger can see themselves there too.&#8221; (Stephanie)&#8220;Every time I see a woman in the industry, she&#8217;s breaking a barrier. She&#8217;s showing that it&#8217;s possible. She&#8217;s showing me that I can do it too. And every time I see a woman on the Food Network or read about one taking on a leadership role, it’s one more reminder that we belong.&#8221; (Stephanie)&#8220;We need to make sure that women are not only in the kitchen, but treated with respect and equals. It&#8217;s not just about being there—it&#8217;s about being seen, being supported, and being recognized as just as capable.&#8221; (Stephanie)&#8220;Mentorship is the ability to talk about your experiences in a positive way—not in a &#8216;you’ll never get there&#8217; way, but &#8216;look what I’ve done, and you can too.&#8217; It’s not about gatekeeping—it’s about opening doors and saying, ‘Come on in, let me show you how I did it.’&#8221; (Stephanie)&#8220;Asking for help really can come down to just

Yanni Hufnagel knows how to build a winning team, whether on the basketball court as a former assistant coach for powerhouse programs like Harvard, Vanderbilt, and Nevada or in the beverage aisle. As the founder of Lemon Perfect, he’s turned a simple idea into one of the fastest-growing brands in the industry, proving that great taste and better-for-you ingredients can go hand in hand. In this episode of Forktales, Michael and Yanni talk about the parallels between coaching and entrepreneurship, how an unplanned endorsement from Beyonce gave the brand a boost, moving the brand from Los Angeles to Atlanta (just a few miles from Coca-Cola) and a sneak peek at the new Lemon Perfect packaging.

Eat&#8217;n Park is a regional restaurant chain known for its family-friendly atmosphere, classic American comfort food, and iconic Smiley Cookies. Founded in 1949 in Pittsburgh, it offers breakfast, lunch, and dinner, with a focus on fresh, made-to-order meals. The brand emphasizes hospitality, community involvement, and sustainability initiatives.Parkhurst Dining, a division of Eat&#8217;n Park Hospitality Group, provides customized dining solutions for universities, corporations, and cultural institutions. With a focus on fresh, locally sourced ingredients and scratch-made meals, Parkhurst emphasizes hospitality, sustainability, and culinary excellence, creating memorable dining experiences tailored to each client’s needs.Jeff said the decision to create Parkhurst Dining was rooted in the desire to focus on an industry that they knew well – food. Eat’n Park’s FarmSource program, launched in 2002, partners with local farms to source fresh, sustainable ingredients, supporting regional agriculture while delivering high-quality, farm-to-table meals.In 2024, Eat’n Park celebrated its 75th anniversary and has nearly 60 locations in Pennsylvania, Ohio and West Virginia.The restaurant has been a family business since the 1970s. Jeff Broadhurst is the President and CEO of Eat&#8217;n Park Hospitality Group. He joined the company in 1996, became President in 2006, and CEO in 2008. Under his leadership, the company has expanded to include multiple dining concepts and emphasizes community engagement and sustainability. Jeff works side-by-side with his brothers, Brooks (Senior Vice President of Food and Beverage) and Mark (Vice President of Corporate Dining &amp; Retail Development).In the midst of COVID, Eat’n Park turned heads by opening a new location in Butler, PA. Jeff called the decision a “leap of faith” but said the decision showed employees and customers that Eat’n Park was strong and focused on growth. Eat’n Park’s Smiley Cookies debuted in the 1980s as a way to bring joy to guests, especially children. Originally hand-decorated with bright icing and a signature smile, these cookies quickly became a beloved brand symbol. Today, they are shared nationwide, spreading Eat’n Park’s message of kindness and hospitality. QUOTES “There are challenges (with working with family). There are challenges in any business, but there are a lot more positives.” (Jeff)&nbsp;“During COVID it was really nice having family there. Dealing with what we went through. That was the one thing that you really needed people that you trusted and respected and, in many cases, loved.” (Jeff)“When new management comes in I always tell them one thing: You can never have too much fun in the role.” (Jeff)&nbsp;“My mother was always talking about treating people the way you want them to treat you.” (Jeff)“(The Smiley Cookies) are all about creating a smile. That’s what it’s led into.” (Jeff)“Community involvement is a big part of our culture and a big part of who we are.” (Jeff)&nbsp;“A lot of our focus right now is continuing to invest in the brand – a 75-year-old brand.” (Jeff)&nbsp;“What we have to do in the restaurant industry is anticipating the guest needs. What are they going to want tomorrow, next week, next year?” (Jeff)“A lot of our innovation is about helping our team members have a more rewarding job and career. You can never forget about the importance of our team members.” (Jeff)

In this episode, we sit down with Clara Paye, founder and CEO of UNiTE Food, a company shaking up the protein bar industry with globally inspired flavors like Churro and Mexican Hot Chocolate. Clara shares her journey from the plumbing industry to entrepreneurship, highlighting her mission to create a more inclusive wellness community by offering diverse and nostalgic tastes that resonate with a wide range of consumers.

Season 7 of Forktales was a feast of stories and insights from food industry trailblazers. We explored how Biscuitville’s secret recipe became a Southern staple, how Rubix Foods stays one step ahead of flavor trends and how RoboBurger reinvented the burger experience. Highlights also included Ben Jacobs’ mission to elevate Native cuisine, Doug Renfro’s spicy salsa innovations, and Andy Gellert’s global food import expertise. From mastering hospitality in airports to preserving the glitz of Vegas' Golden Steer, each guest brought something extraordinary to the table.

Stephen oversees Baldi Management Group (BMG), an airport concessions and management consulting company that manages restaurants in Reagan National Airport, JFK International Airport and Dulles International Airport. Established in 2008, BMG operates various food and beverage outlets, including franchises like Dunkin&#8217; Donuts, Potbelly, and Smashburger. Stephen is an alumnus of Georgetown University, where he was a Community Scholar and student-athlete. He attributes his success to mentorship and now mentors young people, aiming to provide growth opportunities within his company. As founder-led company, Stephen has formed connections with other DC-based founder-led restaurants like Founding Famers and Timber Pizza as well as with larger national brands. About 15-20% of BMG’s customers are employees from the airport itself. Stephen is a strong advocate of mentorship and helping employees grow and advance within an organization, even if it means the employee leaving the organization for a better opportunity. QUOTES “My commitment to making meaningful connections with people comes from way back then when I was forced to do it, not only because of who I am but my circumstances and I’ve tried to carry that out through my career and my life.” (Stephen) “There’s something different about a founder-led company, because you’ve built it.” (Stephen)“Airports are a wonderful place to work. Once you end up in this ecosystem, it’s hard to walk away.” (Stephen)“(In airports), the passengers are dynamic. We get to meet and connect with them all. We have the privilege of participating in whatever journey people are on every day and the following day, we get a whole new group of people.” (Stephen) “The (airport concessions and restaurant industry) is about an $8 billion a year industry nationally but the industry is controlled by about 20 key companies. It’s a small ecosystem.” (Stephen) “Operating a streetside restaurant versus a restaurant in an airport is a completely different sport. The speed, the requirements, the logistical challenges (of being an in airport), all of our crewmembers have to go through background checks. Unless you’re a serious player, you’re not trying to participate in airports.” (Stephen) “We encourage our crewmembers just to meet people where they are. It may be the 50th time you’ve welcomed someone to our restaurant but it’s the first time you’ve spoken to the person in front of you. You should be additive to their experience and not add additional stress or complications.” (Stephen) “We welcome the chaos. When it’s raining and snowing outside and your flights are delayed, we kind of welcome that because that means we get to hang out with you a little bit longer.” (Stephen) “If I bring in someone as a front line worker who’s pouring coffee, if they’re still pouring coffee in three years, both them and the organization has done something wrong. We want to scale people up.” (Stephen)  TRANSCRIPT 00:01.9900:01.99vigorbrandingHey folks, welcome to Fork Tales, and I&#8217;m excited. Today&#8217;s guest is Stephen Baldi He&#8217;s the founder and president of Baldi Management Group. Baldy Management Group is an airport concessions and management consulting company. It&#8217;s a mouthful there. ah Manages concessions in Reagan National Airport, JFK International Airport,

The Golden Steer Steakhouse, established in 1958, is Las Vegas&#8217;s oldest continuously operating steakhouse. It has been a favored dining spot for numerous celebrities, including Frank Sinatra, Elvis Presley, and Marilyn Monroe. The restaurant is renowned for its classic ambiance, featuring red leather booths named after its famous patrons, tuxedoed servers, and tableside preparations of Caesar salads and flambéed desserts.One diner once said, “The Golden Steer feels like the soul of Las Vegas.” Nick McMillan and Amanda Signorelli are the managing partners of the Golden Steer. Nick &amp; Amanda took over as managing partners in 2018. Amanda’s father, Dr. Michael Signorelli, purchased the Golden Steer in 2001. Nick has spent his career building companies in both the technology and food industries. Amanda’s background is in the tech industry.Nick and Amanda created a mail order offering called Goldbelly in 2020 as a way to offset the impact of lost sales during COVID. The online sales continue today with a variety of high end seasonings and compound butters.Customer service and hospitality is a key part of the Golden Steer brand and they live that philosophy every day. It includes simple things like answering phones with a human voice, which Golden Steer has hired staff members to do.  The Golden Steer has worked hard to build its social media presence, becoming one of the most viewed steakhouses on TikTok and using the channel to create offers that drive traffic to the restaurant.  QUOTES “I’m born and raised in Las Vegas and my father purchased the restaurant back in 2001. He did it because he loved the legacy and the story and it was something that was near and true to his heart as it is to many Vegas natives.” (Amanda) “Our longest tenured server is a gentleman named Venko who’s been with us almost 40 years. We’ve calculated that he’s made somewhere in the ballpark of 375,000 Caesar salads in his career.” (Nick)  “It’s a ton of fun when Venko’s making your Caesar salad. You’ll definitely hear some stories about old Vegas for sure.” (Nick)  “We’re one of the most – if not THE most – viral restaurants in America on TikTok.” (Amanda)  “We’re in a strip mall. A lot of times folks say ‘When I first drove up I didn’t think I was in the right spot.’ But then you walk inside and it’s like a little time capsule back to old Vegas.” (Nick)  “We look at ourselves as stewards of this brand that has survived six decades plus and we hope to celebrate another six decades.” (Nick)  “To quote Steve Wynn, ‘People make people happy.” We really try to embrace that.” (Nick)   TRANSCRIPT 00:01.94vigorbrandingHello, welcome to Fork Tales. I&#8217;m Michael Pavone, and we&#8217;re really excited about this episode. This is gonna be a fun story. There&#8217;s a list, obviously, of truly legendary restaurants right in in the United States, but the Golden Steer in Las Vegas is one of those restaurants. it&#8217;s It&#8217;s the oldest continually operating steakhouse in Las Vegas, and our guests today are Nick McMillan and Amanda Signorelli. I&#8217;m Italian, so I got that right, right? 00:29.18Nick _ AmandaNailed it. 00:29.73vigorbrandingyeah Okay. So the managing partners, the Golden Steer, the Golden Steer is a steak house that became a regular stop of Fr

Anand is the Founder and Managing Partner of Gala Capital Partners, a diversified investment and holding company with interests in chain restaurants, software &amp; technology, real estate development, franchising and public equities investment. He has spent the past 35 years in various executive capacities within the Software, Real Estate &amp; Restaurant Industries.Gala Capital Partners invests in (among other things) restaurants. The current portfolio includes CiCi’s Pizza, Famous Dave’s Barbeque, Rusty Taco and MOOYAH Burgers, Fries &amp; Shakes.Anand grew up in the restaurant industry. His mother was an early franchisee with Jack in the Box. Anand’s parents knew the restaurant industry was a difficult career path, so they encouraged Anand to pursue other careers. He graduated from USC with a degree in biology, but he was drawn back into the family business and fell in love with it all over again. When it comes to restaurants to invest in, Gala Capital Partners focuses on five key categories: burgers, chicken, tacos/Mexican, pizza and coffee. The brands that Gala Capital Partners focus on are between 25-350 units. They call those “adolescent brands.”  When evaluating successful franchises, Anand starts with the quality of the food. Focusing on quality and taste is the easiest way for a restaurant to stand out from the competition.  QUOTES “(The restaurant industry) is usually the first job for many young adults and teenagers. It teaches them work ethic, it teaches them responsibility.” (Anand)“When I returned to the (restaurant) business after university, I realized I could learn about finance, I could learn about accounting, I could learn about marketing, I could learn about HR, I could learn about IT, I could get into real estate. It was so multi-dimensional. It was remarkable and it just captivated me.” (Anand) “There were many, many humbling experiences. When you’re 25 you have a great deal of confidence and bravado. I had a couple lessons that I learned the hard way and I think I’m far better off for it today.” (Anand) “I’d encourage each and every (restaurant) executive to go work a week and do that every single year. You don’t know what a franchisee goes through and you don’t know what a store manager goes through until you’ve done it.” (Anand)“Each and every one of our restaurant brands plays a significant role in how you serve the customer.” (Anand) “Our typical franchisee and the ideal profile is somebody who is new to franchising and really wants to get into the business and work in the business and be hands on in the stores. Or it’s going to be someone in a smaller market of the family business and they’ve got anywhere from 3 to 30 locations and they really love being hands on and involved.” (Anand) “We want very active and hands on operators. People who want to be there and build relationships with their leadership teams, with their managers, with their employees. They want to participate and support their local communities. Those are the folks we’re looking for.” (Anand)  TRANSCRIPT 00:01.44vigorbrandingHello, everyone. Today&#8217;s guest is Anand Gala of Gala Capital Partners. Put simply, Anand is an investor, and one of those investments is restaurants. But I&#8217;ve known him for quite a while, and I&#8217;m always blown away by his stories, his growth, and and everything in between. So this will be a great conversation. Anand, welcome to Fork Tales. Thanks for doing this program. </

Gellert Global Group imports more than 5,500 unique food items from more than 60 countries and is one of the largest food importers in the world. Andy Gellert sits at the helm of that family owned and operated business where he leads the company’s vision of being a part of every food experience. In this episode of Forktales, Michael and Andy talk about how to avoid conflict in a family-owned business, the benefits of networks like the Young Presidents’ Organizations (YPO), the impact of inflation on the import business and the role of trends in identifying new imports.

Shannon is VP of Marketing for Rubix Foods. Rubix bills itself as &#8220;a premier culinary and food science-focused provider of flavor and functional ingredients, offering up insight-driven concepts and breakthrough food solutions for industry leading restaurants, retailers and manufacturers in the United States.&#8221;Rubix works with about 70% of the top QSR and FSR chains with a focus on sauces, glazes and spreads. Rubix has a full R&amp;D team that works on new flavors and processes to help with shelf life and other factors. Consumers today demand specific flavors from specific parts of the world. The quick-service restaurant (QSR) industry faces unique challenges in product development. Scaling products to meet operational demands, managing supply chains, and maintaining cost-effectiveness are all critical. Products must also maintain consistent taste, shelf stability, and not require refrigeration, adding to the complexity. This differs from fine dining, where chefs can source fresh ingredients from farmers&#8217; markets and prepare them on-site. The technicalities involved in QSR make the development process much more intricate and demanding compared to traditional restaurant models.Rubix Foods created the NEXT Flavor Network, an insight generator comprised of an exclusive group of social influencers who have joined the Rubix team to bring Gen Z-approved concepts to restaurant menus. QUOTES “What really sets (Rubix Foods) apart is the market research and consumer insights, which plays a huge role in what we do, and also speed-to-market. Because of our size and the team members that we have here we are able to be much more nimble and agile.” (Shannon) “We’re able to help restaurants capitalize on (flavor trends) at the peak of their virality and take advantage of trends much faster than (competitors).” (Shannon) “Gen Z is the most diverse demographic in history and they’re really excited about trying new flavors. Social media is a part of that.” (Shannon) “We’re seeing a lot of really exciting flavor profiles entering the marketplace. Like Korean flavors and Korean barbeque, Hawaiian flavors, a lot of spins on tropical and Caribbean flavors. It’s been really exciting. Not much is off limits right now.” (Shannon) “We all eat food. We all have our own unique food experiences. So it’s extremely interesting and nuanced and novel to see how other people are experiencing food. Food influencers have really tapped into that.” (Shannon) “There are very few companies that can allow brands to take advantage of social trends at the peak of their virality and actually get them on a menu while consumers still care about it. That is what brands need to do if they want to win with Gen Z.” (Shannon)

This episode of Forktales is a spicy one thanks to Doug Renfro of Renfro Foods. Doug and his cousins oversee Mrs. Renfro’s salsas, a brand that has grown into one of the largest salsa names in the nation and the brand with the most unique selection of flavors. On the menu, Michael and Doug talk about the benefits (and struggles) of family ownership, trend spotting, flavor development and eating ghost peppers for breakfast.

Burney Jennings is the CEO and president of Biscuitville. Burney took over the leadership reins from his father and founder of Biscuitville Maurice Jennings in 1996. Burney’s bold leadership, vision and keen sense of knowing what customers want has contributed to the company’s growth and success. Headquartered in Greensboro, North Carolina, Biscuitville Fresh Southern is a family-owned company serving authentic Southern food made fresh daily from locally sourced ingredients. Known as the Home of the Biscuit Window Since 1966, Biscuitville serves scratch-made biscuits baked fresh every 15 minutes. Biscuitville employs over 2,400 people and operates more than 70 restaurants in North Carolina, Virginia and South Carolina. In July 2023, Biscuitville was voted the nation’s Best Fast Food Breakfast &amp; Best Regional Fast Food restaurant in the 2023 USA Today Readers’ Choice 10Best contest. Burney’s father inherited his mother’s famous biscuit recipe after his ailing mother gave him a choice of his inheritance – the recipe or the farm. Burney’s father chose the recipe and the rest is history. Biscuitville has stood out from the competition for not working with food delivery services like Uber Eats and GrubHub. According to Burney, the decision was based on several factors including the inability to accommodate to-go orders because the restaurant is so busy. Biscuitville has made headlines with its “Life After 2” program in which each of its locations close at 2pm each day. The program allows employees to pursue other interests and spend more time with their families.  QUOTES “(My grandmother) gave my dad – since he was the oldest – the choice: My biscuit recipe or the farm. He chose the biscuit recipe.” (Burney)“The key to a good biscuit is love.” (Burney)“Growing up, my dad was fascinated by chain restaurants. My dad told me, ‘We all know how to make a McDonald’s hamburger. We know the ingredients. It’s not about the burger, it’s how they do it. It’s the system they put in place. It’s the marketing, it’s the brand, it’s the people, it’s the execution.’” (Burney)“We started closing at 2pm. Our food quality went up, our food costs went down and our employees are much happier. Now of course, you need to be a morning person. If you’re not a morning person, we’re not a good place for you.” (Burney) “We really strive to work with local companies first, and if we can’t be local, we work with family businesses.” (Burney) “We’ve been able to differentiate ourselves in the breakfast space because we close at 2pm. People know breakfast is our focus.” (Burney)  TRANSCRIPT 00:00.01Burney JenningsI can, this is not too close. 00:04.65vigorbrandingNo, ye you&#8217;re perfect. 00:05.35Burney JenningsNo video? Okay. 00:06.54vigorbrandingYep. Okay. You ready to roll? 00:08.75Burney JenningsNow I&#8217;m ready to roll. 00:10.09vigorbrandingAll right. Welcome, Fork Tales fans. The best biscuits in the world are made in the South, of course. And the best place to buy those biscuits is a restaurant called Biscuitville. Today&#8217;s guest is the chairman of bisop but Biscuitville, Bernie Jennings, and we&#8217;re going to talk about biscuits, fam

Ben started Tocabe with his friend and business partner Matthew Chandra. Opened in 2008, Tocabe is one of the only restaurants in Denver specializing in Native and Indigenous cuisine and one of only a handful in the United States. Ben is a tribal member of the Osage Nation of northeast Oklahoma. Ben also created Seed To Soul, which creates prepared authentic Native American meals for people in need in Native American communities. In Ben’s words, Seed to Soul helps to create and develop a Native food system. Tocabe was featured on Diners, Drive-In’s &amp; Dives in 2011. Before the appearance, Tocabe was struggling. After the appearance, business “skyrocketed.” Ben admits that operating a Native restaurant isn’t as easy as a burger or pizza restaurant because the food doesn’t have the built in knowledge and familiarity that other restaurants might have.  QUOTES “Whenever someone asks me ‘What is Native American cuisine?’, I don’t know. And that’s the whole point. We’re all so different depending on the region and tribal community.” (Ben) “I always like to say we’re the oldest cultures on the continent but in many ways we have the youngest cuisine because it’s not clearly defined.” (Ben) “When we started we said we wanted to create the trend for what a Native restaurant is in America.” (Ben) “We started with Osage-specific recipes, but now we’re ingredient-driven. We source from native food producers from all over the country.” (Ben) On Tocabe’s appearance on Diners, Drive-Ins &amp; Dives: “Guy (Fieri) was amazing. He was so fun, he was engaging. He enjoyed being there. You can tell he was into it.” (Ben) “For us to be a Native restaurant, we need to support the Native food system. And since it’s so spread out, we can’t always be locally made. So we say ‘Native first, local second.’” (Ben) “We source wild rice from the Great Lakes, blueberries from Maine, huckleberries from Washington state, olive oil from California, beans from the southwest. You name it, we source from all over.” (Ben) TRANSCRIPT “Whenever someone asks me ‘What is Native American cuisine?’, I don’t know. And that’s the whole point. We’re all so different depending on the region and tribal community.” (Ben)  “I always like to say we’re the oldest cultures on the continent but in many ways we have the youngest cuisine because it’s not clearly defined.” (Ben)  “When we started we said we wanted to create the trend for what a Native restaurant is in America.” (Ben)  “We started with Osage-specific recipes, but now we’re ingredient-driven. We source from native food producers from all over the country.” (Ben)  On Tocabe’s appearance on Diners, Drive-Ins &amp; Dives: “Guy (Fieri) was amazing. He was so fun, he was engaging. He enjoyed being there. You can tell he was into it.” (Ben)  “For us to be a Native restaurant, we need to support the Native food system. And since it’s so spread out, we can’t always be locally made. So we say ‘Native first, local second.’” (Ben)  “We source wild rice from the Great Lakes, blueberries from Maine, huckleberries from Washington state, olive oil from California, beans from the southwest. You name it, we source from all over.” (Ben) 

Earlier this year, Audley Wilson and his partners took their dream – a revolutionary vending machine that makes fresh, made-to-order burgers – and pitched it to the investors (and to America) on Shark Tank. They walked away with a $1.5 million loan, but getting there wasn’t easy. In this episode of Forktales, Audley shares the long journey to Shark Tank, the challenges with building a fully-functioning kitchen in a 12-square-foot vending machine and why he chose to devote himself to making hamburgers. Audley also offers a behind-the-scenes look at the Shark Tank process and why each entrepreneur who appears on the show really is required to meet with a psychologist after the taping.

Craig is the founder of Doc B’s Restaurant &amp; Bar. The restaurant is named after Craig’s late father, “Doctor B,” Doc B’s was first opened in Chicago in September 2013 and is a fresh, casual dining concept. Doc B’s has 10 locations in Chicago, Tampa, Ft. Lauderdale, and Coral Gables, FL; Austin, Dallas, and Forth Worth, TX. Craig was inspired to follow a career in the restaurant industry after meeting Morton’s Steakhouse legend Allen Bernstein at a Knicks game. Craig and his dad talked to Allen at his courtside seats and he later formed a mentor relationship with Craig.  Craig interviewed Allen Bernstein for a career report in the sixth grade about being a restaurant owner. Allen would later industry Craig to other restaurant industry leaders.  Doc B’s started as a fast casual restaurant and transformed into a full service restaurant. That shift allowed Doc B’s to offer an elevated food offering and establish a better relationship with customers.  Different layouts of each Doc B’s location provides opportunities for different design elements and features within each location.   QUOTES “(Allen Bernstein) really transformed my life to a certain extent. Allen drove me to pursue a career in the restaurant industry.” (Craig)  “For me, the idea of hospitality and really going above and beyond for every guest was always really innate in the philosophy of our business. That’s why we transferred to full service.” (Craig) “It’s about slow and steady growth. Not just growing for growth sake. Really trying to get great real estate, grow organically, grow from within and build the team from within.” (Craig)  “I know the last chapter of our book. I just don’t know all the pages between today and then.” (Craig)  “We don’t want to cut costs just to get more bodies inside the restaurant. We want to maintain our integrity, we want to maintain our value on the plate and we don’t want to trim the quality that we offer.” (Craig)  “We’re traveling. We’re in our restaurants. We’re engaging with the team and engaging with guests. We’re doing constant evaluations of the food and service.” (Craig)  “It really comes down to letting the general managers own their business and operate it like it was their four walls.” (Craig)  “What’s fun about my job is you can have a day that’s the easiest day in the world and then you can have another day where nothing is going right.” (Craig)    TRANSCRIPT 00:00.60vigorbrandingHey there hey I&#8217;m really excited today to talk to a guest ah a gentleman I met probably a couple months ago something happened there got an error message you the phone expensive fiction problems. She&#8217;s got internet connection. 00:20.20vigorbrandingIt&#8217;s still going just gonna let rather than stop it ended I think we&#8217;ll just I&#8217;ll trim this up so you let&#8217;s start over. Okay hi I&#8217;m really excited about today&#8217;s guest mainly because I love a good origin story. Our guest today is Craig Bernstein he&#8217;s the founder of dock be&#8217;s fresh kitchen restaurants Craig I really appreciate you joining us today. Um, ah you and I met like ah I don&#8217;t know a couple months ago out in l a and I got to talking to you and I just love a good story. So welcome to the show

If you’ve had a donut, brownie, cupcake or cookie in the past year, you’ve probably had a baked good made with ingredients from Embassy Ingredients. Martino Brambilla was just 17 years old when his father handed him the reins to the company. Since then he’s grown it into one of the world’s largest providers of flavors and ingredients in the world. In this episode of Forktales, Michael and Martino talk about the personality traits of a successful entrepreneur, clean labels, flavor trends and why indulgence doesn’t have to mean unhealthy.

Livit Design is the leading design firm specialized in creating unique guest experiences in the Food &amp; Beverage and all areas of Hospitality, Fitness and Retail sectors. For over 20 years, Livit has worked as strategic advisors to investors and global brands on design, operations, guest journey and guest experience with the focus on improving efficiency, profitability and increasing growth potential.Livit Design bills itself as “a perfect mix of foodies, architects, interior designers, guest experience specialists, chefs, kitchen consultants, operations experts, entrepreneurs, graphic artists, DJ’s, visionaries and restaurant operators.” One of the projects Benjamin and Livit Design is working on is called The Line. Located in Saudi Arabia by the Red Sea, The Line is billed as the future of urban living. The 105-mile long structure is just 650 feet wide and will eventually be home to more than nine million people. It has no roads, cars or emissions and runs on 100% renewable energy. All great restaurant design has to touch the emotions of diners, but there’s not a magic wand that does that. Doing that requires great design and so many other touchpoints and factors. According to Ben, the hospitality industry is divided into two sides. One side focuses on convenience and the other is focused on experience. The Livit team is helping restaurant staff focus on hospitality by creating systems that automatically adjust sensory factors like scent and sound (music) to create better diner experiences.   QUOTES “I believe that one of the biggest differences between what we do and a regular design firm, but what’s really challenging is understanding the operations. How do you make sure that you create designs that are profitable? That’s where design really matters.” (Benjamin)“It could be the scents, it could be the sounds, it could be the thickness of the menu. There are so many small details in creating that holistic experience.” (Benjamin) “Consumers are getting picky. You go out less. The bland experiences – trying to be everything to everyone – those are the brands that are really suffering. You need to be niche, you need to create a phenomenal experience and you need to be a driver.” (Benjamin) “Restaurant design is an investment, not a cost.” (Benjamin) “Brands that try to be everything to everyone – they’re audience is literally dying. That’s a struggle in a world where everything is becoming more specialized.” (Benjamin) “We’re going to see a lot more artificial intelligence (in restaurants and design). It’s going to be better than humans at a lot of the repetitive tasks. Whether that’s comps and analysis, restaurant layouts, optimization of spaces, etc.” (Benjamin) “I’m a lighting freak. I think lighting and acoustics are the two things that designers will often overlook and they’re not well taught in design schools.” (Benjamin) “The things you touch – the cutlery, the table, the chairs, the glassware, the plateware – those are the most important things.” (Benjamin)  TRANSCRIPT 00:00.00vigorbrandingWell hello today&#8217;s guest is someone at the forefront of restaurant design. His name is Ben Kaa I probably pronounced it wrong even though I practice and he&#8217;s the founder and chief experience officer at design the what&#8217;s ama

Fransmart is a global leader in franchise development. For over 20 years, they’ve excelled at turning emerging concepts into national and global brands. Led by company founder Dan Rowe, Fransmart is known throughout the franchising community for spotting and growing brands like Five Guys Burgers &amp; Fries and Qdoba Mexican Grill, from single unit businesses to the powerhouse chains they are today. Fransmart has built restaurants in all of the top 150 media markets in North America. Fransmart’s success stories include Five Guys, Qdoba Mexican Grill and Halal Guys – a franchise that started from a success food cart in New York City. Today, Halal Guys is the most successful Middle Eastern restaurant in America. Dan’s success stems from his knowledge of each market and the potential franchisees in each market. With that knowledge, he can often predict whether a restaurant will find franchisees and be successful. The biggest mistake a lot of franchisees make is picking the wrong brand to invest in. Another mistake franchisees make is not following the system put in place by the brand they’re investing in.  QUOTES “A good franchisee wants to follow somebody else’s system. A bad franchisee buys a franchise and tries to do everything different.” (Dan)  “In every market, we know where the best operators are, we know where the best intersections are, where the best projects are, the best architects, contractors, food distributors, so we just sort of developed this knack for understanding the best way to do everything in these markets.” (Dan) “I want to be relentless about getting the right site (for a new restaurant). For any concept, there’s 10 or 15 or 20 potential sites. But there’s really only three or four first sites. You have to be very careful when you’re building a brand in a brand new market. There’s something very strategic about using real estate and real estate’s role in marketing.” (Dan) “You have to be really good at knowing exactly where your bullseye’s are and coming up with some logic around what order you should be growing.” (Dan) “You have staff for the sales you want and you have to staff for the company you’re trying to build.” (Dan) “I’ve never seen a concept that I can’t figure out how to drive sales and lower costs.” (Dan)  TRANSCRIPT 00:00.00vigorbrandingHello if you&#8217;re a restaurant looking to become an an international restaurant chain or if you&#8217;re um, you know I&#8217;m gonna start over I&#8217;m sorry it&#8217;s kind of fumble that all just yeah, hello if you&#8217;re a restaurant looking to become an international restaurant chain or if you&#8217;re an entrepreneur who wants to own a franchise today&#8217;s episode is for you. My guest is Dan Rowe he&#8217;s the Ceo and founder of fransmart and he takes emerging restaurant concepts and turns them into national and international franchises. He&#8217;s been called the chainmakerr and we&#8217;re gonna talk to him today about his process. Dan. Thank you so much for joining us. 00:32.74dan_fransmart_comUm, yeah, thanks, thanks for having me. 00:36.52vigorbrandingWell let&#8217;s just jump right in. Let&#8217;s start with Fransmart tell me a little bit about it How you started maybe a little bit about your history and where you got

Through his company, HospiVation, Jason coaches restaurant executives how to make their goals real in the restaurant and teaches restaurant managers how to transform their patterns of management to improve their hospitality leadership.HospiVation helps restaurants through coaching, speeches, workshops and books. They try to meet managers where they are and dive deep in the restaurant’s team to help them build better teams. Jason has wanted to work in the restaurant industry since a very young age and got his first job as a restaurant dishwasher at the age of 15. He’s worked for 20 different restaurant brands during his career. One of the biggest mistakes restaurant managers make when it comes to leadership is trying to do everything by themselves and not learning to delegate. It’s important for managers to understand a restaurant’s KPIs, but it’s also important for EVERY member of the team to understand the KPIs and how success is measured.In an effective meeting, the meeting organizer and leader should talk 20 percent of the time and the rest of the attendees should talk 80 percent of the time. QUOTES “I came in through the side door. I started out washing dishes at a very young age. My mother didn’t even know I got a job.” (Jason) “I’ve worked for 20 different restaurant brands and six of the top 100 brands in the U.S. This has given me the ability to see the Mona Lisa painted 20 different ways. All of those learnings helped to shape my company, HospiVation.” (Jason)  “Ask any social media manager. It’s very hard to get people to follow you and it’s even hard to keep them.” (Jason) “It’s not just managing, leading and coaching – it’s knowing the difference between the three. We use managing more than anything else in our day as a hospitality leader. Leadership is different. Leadership is understanding the overarching items about the industry and where to move the brand next.” (Jason) “Coaching is the mastery of small groups and one-on-ones. Coaching is you creating a space of 30 minutes to listen to your team.” (Jason) “When it comes to mastering your meetings, you have to understand that if you aren’t sitting down to make a decision, you probably shouldn’t be there.” (Jason) “You should never stop training, even when someone puts in a notice (and are departing soon).” (Jason) TRANSCRIPT 00:00.00vigorbrandingHello everybody today&#8217;s guest is Jason Brooks he&#8217;s a motivational speaker an expert in restaurant management and the author of the book every leader needs followers 10 keys to transform restaurant managers into hospitality leaders Jason. Thanks so much for being here. Um, I&#8217;d love to start off with just you talking a little bit about your past like some of the places you&#8217;ve been and some of the things you&#8217;ve done. 00:26.34Jason BrooksThank you Michael ah, it&#8217;s a pleasure being on forktails in amazing podcast. Your listeners are full First they know their business. They know what they&#8217;re talking about so I am honored. Um, you know my past is like many. Pasts of coaches of speakers meaning that I came in through the side door and and I started out washing dishes very young age 15 first job. My my mother didn&#8217;t even know that I got a job. Ah, she just came home one day afte

Why do so many restaurants fail to properly use data? What are the biggest mistakes restaurants make when designing loyalty programs? Two huge questions and Emily Rugaber answers them both. Emily is the VP of Marketing for Thanx, a leading loyalty and guest engagement platform for restaurants. In this episode of Forktales, Emily talks about the most common challenge restaurants face when it comes to data, the problem with discount-based loyalty programs, and why personalized programs are so difficult.

Duck Donuts is an American doughnut shop chain based in Mechanicsburg, Pennsylvania. Duck Donuts was founded in 2006 in Duck, North Carolina, by Russ DiGilio and Robin Griffith, and has since expanded to over 100 locations in the United States. Duck Donuts is known for its made-to-order donuts in a variety of unique flavors. It recently opened a location in Thailand. Managing growth is something that Duck Donuts (and many franchises) pays careful attention to. The training program for franchisees includes an emphasis on consistent branding and quality. Duck Donuts franchisees typically own just a few locations and often work on a daily basis in the locations they own. The custom, made-to-order model is what differentiates Duck Donuts from its competitors. Duck Donuts is testing kiosks in stores and grab-and-go opportunities for customers who might not want to wait for donuts.  QUOTES “(Managing growth) is challenging. We try to set franchisees up for success in the beginning from a training standpoint and teaching them how we do things.” (Betsy) “We have smaller franchisees. A lot of them have two or three locations and come from different backgrounds.” (Betsy)“What really makes a franchisee successful is someone who has a small business mentality. They’re accountable for their success or failure and we’ll give them all the tools and resources they need to succeed.” (Betsy) “It’s a lot of work and it’s constant. Franchisees have to be in the store and know what’s going on. Having that ability to work ON the business and not just IN the business is important.” (Betsy)“We do try to make (the ordering process) easier because it can be overwhelming for some people. The ability is still there if they want to customize their donut, but if they don’t want to think about it and they want 12 suggestions, here you go, here’s a couple to pick from.” (Betsy) “We’re in growth mode. We opened 32 shops last year and we’ll open 45 this year.” (Betsty) “Donuts are happiness and the world needs more happiness.” (Michael)  TRANSCRIPT 00:00.00vigorbrandingGreat hello I&#8217;m joined today by someone I&#8217;ve always wanted to have on this show. Betsy ham is our guest. She&#8217;s the Ceo of duck donuts and it&#8217;s one of the fastest growing donut franchises in the nation betsy. Thanks for joining us. 00:12.88Betsy HammThank you so much for having me. 00:17.00vigorbrandingSo I want to hear all about your story but the duck story. It&#8217;s it&#8217;s amazing to me and and kind of maybe fortuitous. The the idea I guess actually grew up in my neighborhood. My neighbor Russ was the is the founder and ah. 00:30.67Betsy HammYep. 00:31.37vigorbrandingIf you would tell us the story. You know how it comes from a little neighborhood and in in Pennsylvania and turns into this international and international business. What was the idea behind it how to come come about. 00:38.78Betsy HammSure so it&#8217;s crazy. It real

Broaster Company is an American foodservice equipment manufacturer headquartered in Beloit, Wisconsin. The company is the leader in providing high quality pressure fryers and branded food service programs for over 65 years. “Broasting” is a unique cooking method developed in 1954 when Broaster’s inventor and founder L.A.M. Phalen combined the principles of a pressure cooker and a deep fryer into one commercial cooking appliance. The results – in quality, flavor and cooking speed – were revolutionary.Only restaurants and food service providers that are licensed to use genuine Broaster Company equipment can offer “broasted chicken” on menus. Protecting that trademark and licensing is important to the Broaster Chicken team. In many restaurants, broasted chicken is a champion menu item and sold to restaurants as a featured menu item. Broaster Company has been a global business for as long as the company has been incorporated. The company has a distributor in the Middle East for the past 60 years.  QUOTES “If you were to take the Dakotas over to Ohio, go down probably to Kentucky – that is where the Broaster market is. As people move outside the midwest, that’s how the name spreads.” (Jay) “If you want to say that you’re serving broaster chicken, it starts with the marinades and coatings, it uses the frier and you have to use the process that we dictate to call it genuine broaster chicken.” (Jay) &#8220;We have ‘broaster,’ ‘broasted,’ ‘genuine broaster chicken’ and anything around the name broast, broaster, et cetera has been trademarked by the Broaster Company.” (Jay)“We get more calls from consumers (about trademark violations) than we do from restaurants or distributors. Our consumers are our biggest police for monitoring our brand.” (Jay)“I’ve heard of people pressure frying Twinkies, hot dogs, et cetera. You can almost do anything. [&#8230;] Around the holiday season, one of the favorites is turkey.” (Jay)  TRANSCRIPT 00:01.14vigorbrandingFantastic hello hey today I am joined by someone I&#8217;ve known for ah personally for a long time. His name is Jay Cira and he is the Ceo of broster company Jay say hello and tell us a little bit about yourself. 00:14.42Jay CipraHey, how are you Mike how you doing um, first of all, thanks for the opportunity one whenever I get a chance to spend some time with you. It&#8217;s exciting but also the opportunity to talk about broster is great. So thanks for the opportunity and inviting me on your show here. Um. Groster company. So I&#8217;ll tell you a little bit about myself I&#8217;ve been with grocester company for 19 years now so long time can never imagine that I was going to be part of an organization this long but it&#8217;s it&#8217;s been awesome and it&#8217;s been awesome run and looking forward to another 20 years or so so it&#8217;s ah the broster company. Is actually a very interesting company and something that you know you think of a you know small business within the us. You know you think it&#8217;s fairly simple but it&#8217;s a little bit more complex than a lot of people think and that&#8217;s because we do a lot of different things. Um, broster company started back in 1954 when it was first organized and the way we got. Our started is ah there was a gentleman by the name of Lewis

TEAM Schostak Family Restaurants is based in Livonia, Michigan and has a portfolio of 150 casual dining, family dining, fast casual, and quick service restaurants throughout Michigan, TEAM Schostak Family Restaurants (TSFR) include Applebee’s, Olga’s Kitchen, Olga’s Fresh Grille, MOD Pizza and Wendy’s.Mark is the third generation of a four-generation family business. The company places a lot of emphasis on its road map, which includes its core purpose, its vision (to lead the way), its mission statement and its core values. TEAM Schostak Family Restaurants core purpose is to create opportunities that make lives better – to life. They create opportunities to make lives better with their employees, their guests and within the communities the company’s restaurants serve. The culture created by TEAM Schostak Family Restaurants took many years to create, but they bring it to life by modeling it and living it every day. The COVID pandemic was unprecedented territory for TEAM Schostak Family Restaurants and most restaurants. The first priority for TEAM Schostak Family Restaurants was keeping people employed.   QUOTES “Our core purpose is to create opportunities that make lives better. You have to give people a sense of purpose and they have to recognize that what they’re doing is really important.” (Mark) “You can do a great job with your people, a great job with your guests, a great job in the community and you can do everything with integrity but you have to achieve results.” (Mark)“The only way a culture comes to life in a restaurant is you have to model those behaviors. You have to live it. You have to talk about it all the time.” (Mark) “If you’re constantly going to the outside (to recruit restaurant managers), you’re losing. The only way you’re going to build a culture is you have to internally develop (managers).” (Mark) “People don’t quit companies, they quit managers.” (Michael) “We need to be out there. If you’re in the restaurant business, you need to be eating at your competitors’ restaurants. You gotta be out in the field.” (Mark)   TRANSCRIPT 00:00.97vigorbrandingGreat hello everyone I&#8217;m excited today dear friend of mine mark showstack is joining us and if you live in the lower peninsula of Michigan ah, you inevitably have eaten at 1 of Mark&#8217;s team show stack restaurants. Mark welcome to the show. You want to tell us a little bit about you and your family. 00:17.83Mark SchostakYeah, sure I&#8217;m part of a family business It&#8217;s a fourth generation family business I&#8217;m third generation and in the ah third generation my brothers and I got involved in the restaurant business and. Family&#8217;s legacy business is commercial real estate and we celebrated our hundred year anniversary in 2020 so we&#8217;re very proud of that. 00:38.72vigorbrandingAmazing. 00:46.00vigorbrandingIt&#8217;s fantastic I mean I know you guys were huge in real estate. It&#8217;s just only natural to put restaurants in it. So now you didn&#8217;t just put a restaurant in or a couple restaurants in I mean yo

As the founder and CEO of the International Food & Beverage Technology Association (IFBTA), Rob Grimes spends his time forecasting tech trends and helping brands apply those trends to stay one step ahead of the competition. In this episode of Forktales, Rob joins us from the Consumer Electronics Show (CES) in Las Vegas where he offers his thoughts on what’s hot (and what’s not) at CES, drones, robotics, the rise of electric vehicles, and why we should all keep an open mind about plant-based steaks.

GiftAMeal is an app that allows diners to take a photo of their order from a partner restaurant. For each photo taken, GiftAMeal donates to a local food bank to provide a meal to a family in need. Each month, more than 40,000 meals are provided through more than 100 local food banks in 37 states via GiftAMeal. In the last year, GiftAMeal has grown from 200 to almost 1,000 partner restaurants. Andrew fell in love with the profits-with-a-purpose business model as a student at Washington University. While there, he owned and operated a non-profit storefront dedicated to reuse and sustainability. Later, while interning at a venture capital firm, he developed the idea for GiftAMeal on his lunch break. GiftAMeal works with individual restaurants and franchises or franchise groups of restaurants like Red Robin. Making GiftAMeal an easy plug-and-play concept for restaurants and larger chains is a goal in 2024.   QUOTES “Making an impact is something that’s always been important to me. I also love the creative autonomy that comes with entrepreneurship and trying to find those win-win scenarios and align incentives for different parties.” (Andrew) “We’ve seen that guests using GiftAMeal are returning 39% more frequently, they’re spending 20% more per visit and they’re tipping 32% more than a standard guest.” (Andrew) “We started off as a mobile app, but we’ve always paid attention to the different technologies that were being developed.” (Andrew) “Fuse Marketing and 5W PR studies found that 84% of Gen Z were more likely to purchase from a brand if (the brand) gives back and 71% of Millennials would pay more for a product if they knew that some of the proceeds were going to a good cause.” (Andrew)  “Entrepreneurship is not an easy journey.” (Andrew)   TRANSCRIPT 00:00.00vigorbrandingHello everyone today&#8217;s episode of flirk tales I am joined by someone who takes cause marketing and entrepreneurial spirit to a new level. His name is Andrew Glanz and he&#8217;s the founder of gift a meal. Welcome Andrew and tell us a little bit about yourself and some of your backstory. 00:14.43Andrew GlantzYeah, of course. Um so I&#8217;m originally from Los Angeles and I came out to St Louis to go to wash you for college when I was a student there I owned and operated a nonprofit storefront to promote reuse and sustainability and volunteered for various causes and. Ah, then when I had a summer internship at a venture capital firm and got exposed to the startup world I fell in love with the scalability of it and found out about the idea of a profits with a purpose business model that you could do well while doing good and came up with the idea for gift and meal when I was on a lunch break break and kind of ran with it and put my savings into it. Graduated in May Twenty seventeen and started out in St Louis and now started to really scale it up and grow it into what it is today. 01:01.68vigorbrandingThat&#8217;s very cool now like you know I&#8217;m I&#8217;m somewhat of an entrepreneur I started my own business when I was 27 and grew several companies and I love it. I mean I Just think it&#8217;s ah a great way to be and and I love the energy of it. So How did you become this en

opsi is a daily workflow app built to progress the way modern operators manage their restaurant. With robust recipe management, true recipe costing, task and food prep lists, and product guides, opsi is suited for any operation looking to maximize efficiencies within their kitchen team, and cut down on employee training times.James has 20 years of experience in the hospitality industry and a strong vision for technology’s role in it. His time in the kitchen has taken him from New Jersey to Rhode Island, Washington DC, San Francisco and Minnesota. As a chef, James has worked alongside industry-leading chefs such as Michael Mina and Gavin Kaysen, giving him a profound understanding of restaurant operations. The inspiration for opsi came early in James’ career after he took over as chef de cuisine in a restaurant that was in the midst of change and facing issues with internal communication.   QUOTES “(Being a restaurateur) is a wild and challenging business. From any angle, as an operator it’s even more challenging because you’ve got 50+ people banking on you.” (James)“I love the stories behind entrepreneurial ideas because they’re usually very simple, very true and very authentic and that’s what makes them wonderful.” (Michael) “Technology was a space for me where we could develop a solution where we could keep all the information in there, keep the team on the same page and marching to the same sheet of music and moving in the same direction.” (James)“(opsi) made it easier for us to focus on the larger goal, which was servicing the guest and putting out a really high quality product.” (James)“In any kind of creative business, there’s organized chaos and artistry but I agree that people need and love process. A little organization isn’t a bad thing.” (Michael)  “My belief is that anyone – from a food truck to a three-star Michelin restaurant – can utilize opsi.” (James)   TRANSCRIPT 00:01.48vigorbrandingHello everyone today I am joined by someone who knows a lot about how to run an a fishing kitchen his name is chef James Pasa Faro James how you doing say hello and give us a little bit of your backstory. 00:17.65JamesHi thanks for having me. Um, yeah, my background I started in the cooking culinary world when I was really young something I really wanted to do from a young age bounced around a bunch ended up in Minnesota. I work for some really great chefs like Gavin Casean and Michael Mina and um here I am now working in technology which I never thought I probably have to say out loud. 00:42.10vigorbrandingThat&#8217;s awesome. We&#8217;re gonna talk about opsy here in a little bit but where did the whole love of cooking come from like where did it start I mean how did you? How did you happen upon it. 00:51.22JamesYeah, um, you know a lot of the times I think generally this story kind of goes for people. It&#8217;s like you know they&#8217;re cooking in a kitchen if they&#8217;re grandmother or mother some some family member or it&#8217;s a family-owned operator. My parents. Ah, my mom was in sales for telecoms so she worked for att my father was in floing so he worked worked in union in New York and then he owned a business in New Jersey where we grew up and he just had friends that were in

Dan Costello oversees nine Chicago area pizza shops and a thriving frozen pizza brand as the CEO of Home Run Inn Pizza. That position gives him a front row seat in the battle for hearts, minds and stomachs in the Pizza Capital of the World. In this episode of Forktales, Michael and Dan talk about brand storytelling, creating synergy between restaurant brands and CPG brands and, of course, pizza. Specifically, they discuss the origins of the Home Run Inn Pizza name, which meat tops more Chicagoland pizzas (hint: it’s not pepperoni) and whether deep dish pizza is really just a casserole disguised as pizza.