How Top Restaurants Create Winning Cultures and Strong Leaders

We break down why great restaurants are built on more than food costs, labor costs, and checklists. True restaurant success starts with culture, leadership, team development, accountability, and guest experience. From reducing employee turnover to developing Gen Z team members, this conversation explores what separates managers from true leaders and why the best restaurant teams are created through standards, systems, and intentional training.

If you’re a restaurant owner, operator, general manager, hospitality leader, or aspiring restaurant manager, this episode will help you rethink how you lead your team, develop people, improve retention, and create a culture that drives better service, stronger sales, and unforgettable guest experiences.

Listen now to learn how to build a restaurant team that performs, stays, grows, and delivers hospitality at the highest level.

🔥 Learn how to GROW & Scale Your Restaurant like the top 10% ... 👉  https://www.30percentrule.com?el=leaderformulayt

Transcript

SPEAKER_02 0:00

What makes a restaurant great? Culture. And then when we left, I said, go get the checklist shirt. And he goes, You guys want to bring you a couple of coffees to go? That's so simple.

SPEAKER_01 0:08

You can manage food costs. You can manage labor costs.

SPEAKER_02 0:11

You don't manage people's skill set you can have as a leader, as a manager is developing people. Gen Z, you can't train them. They have there's like TikTok and uh Instagram reels all day long.

SPEAKER_01 0:22

Take one of your Gen Z team members who you're complaining about, like, hey, you know what? I really need some help with social media marketing. Good culture. What do you think it takes to get there? In order to create a great culture in your restaurant.

SPEAKER_02 0:36

All right, so just give us your name, and I think what's really important is you give us your background, right? Like, you know, just where you worked and your positions and stuff like that.

SPEAKER_01 0:44

Sure. Kenneth Davis. Um, and I have worked in restaurants for, gosh, the better part of about 27 years, I hate to admit. I started in 1999 in Washington, D.C. I'm originally from uh just outside Atlanta, Georgia, but I went to school in DC, and that's kind of where I started working in restaurants, and that's really all I've ever done. I started working in an Irish pub on Capitol Hill in DC. I was there for about five years, and then I went to work and basically in like steakhouse concepts, pretty much. I kind of made that that shift through some friends that helped me uh kind of make that leap from more casual dining into kind of the fine dining world. Um, I did two of the four levels of the slum exams and ran the wine program for them. Then my wife is from Fort Worth, Texas. So uh when they opened their restaurant in Fort Worth, uh she informed me that we were moving. So um we made we made our way uh down there because it's just her hometown. She had a standing offer to go back and work uh the hospital that she had been working with before. So it was kind of a natural move for us. And we hope got to got to do an opening there with with that company. And then a former uh boss from that company actually recruited me over to another stickhouse style concept called Delfus Ghost. And then from there, I went to work with a smaller organization in DFW, but with multiple different concepts. It was an opportunity to be, you know, a VP of operations, or sorry, VP of training, not VP of operations, uh, a VP of training and get to help implement training programs for kind of new and upcoming concepts rather than being with one that had been around for 20 something years, right? So really cool experience. Learned a ton with them. Um, and that's where I met you.

SPEAKER_00 2:30

Yeah.

SPEAKER_01 2:32

Uh was fortunate enough to have you come down and do some openings with us, and uh here we are. Yeah, I know crazy journey.

SPEAKER_02 2:39

Um so 11 years at Del Frisco's?

SPEAKER_01 2:44

11 years at Del Frisco's. Uh with the I did some, they have two primary concepts, right? They have Del Frisco's Double Eagle Steakhouse, which is their you know, super fine dining uh steakhouse, and then Del Frisco's Grill, which is kind of it's kind of that in-between. It's like polished casual, you some people call it, but I it's almost kind of a little bit north of that, I feel like, because they've got you know great steaks on the menu and stuff, but they also have flatbreads and burgers, so it kind of appeals to a wider range of folks, and it's more of like it can be more of an everyday restaurant versus Capitol Girl. If if if if Capitol Girl or Delfresco is double steak house, it's an everyday restaurant for you, then then you're doing something right.

SPEAKER_02 3:24

Right, yeah. Things are going good. Things are going good. So, you know, you've been in the industry for a long time. Uh, you started working with us, which is awesome, and and and uh, you know, we're trying to build like a really killer team. Yeah. That's always been our goal. And you're doing a good job of it, by the way. Thank you. I appreciate it. Thank you. Um and so let's just start off with like some like I guess over big picture stuff, high-level stuff. What did what what makes a restaurant great?

SPEAKER_01 3:52

What makes a restaurant great? The culture. The culture. You you can tell, or at least I can tell, when when you walk into a restaurant, there's something special about great restaurants, right? Like you can feel it when you go in, especially if you've worked in the industry for that long. Maybe it's just kind of a sixth sense. But like when I'll I'll call out, for example, like that that Capitol Girl that I worked at in Washington, DC, was just one of those special restaurants. Like I went back there, um, I think it was last year. Um the years are all starting to go together now, but I I think it was last year. I went back. Um, I was going to DC for the 50th uh anniversary of the Irish pub that I worked at. They were turning 50, 50 years old. And so we were going to that celebration. Me and a buddy of mine that lives in DC, my wife was with me. And before that, we went to the Capitol Girl for dinner. And it was like, you know, this works great. I get to see both places, you know, two birds, one stone. If I had to guess, I'd say somewhere in the range of 60% of the team that was on that night had worked there when I worked there. And that was 14 years ago. This it was the same general manager or managing partner as is is their title, um, same executive chef. The butcher who had been there was was now the Sioux chef. One manager had retired, right? Like, like there's nobody left. The server it was same servers, a lot of the same bartenders, a lot of the same guys in the kitchen. And it's because they built such an incredible cult culture that nobody wanted to leave. Everybody enjoyed working there, right? And everybody made great money, and it was it was just uh, you know, kind of one of those win-wins. But like I don't know, you can just kind of tell. When you walk into a restaurant that has soul, trying to think like that the the Delfrisco's in Fort Worth is very much the same way. It's just an incredible building and just an incredible team that they built, and it takes time, like it's not something that happens in six months, right? It's something that has been built over years and years of dedication and like just like this is who we're going to be, and we're not going to allow anyone to change that.

SPEAKER_02 5:59

Yeah, I mean, it's intention for sure. So, with that said, culture, I agree, obviously, like you can judge the success of a business, business, not even restaurant business off of how good the culture is. Bottom line, period. If a company is great culture, it's very hard to believe it won't be successful. And great culture is um bit mission-driven. It's not just where everyone's happy. That's not the goal. That's part of the goal, that's part of the the circle, the the puzzles. Like we, you know, your staff needs to be happy, but also fulfilled. And I think that's another thing, too, when you look at restaurants. Because you have two groups of restaurants. You have the restaurants you just talked about, where they have employees that have been there forever, and they have this, you know, decade plus employees that are filling up the roster. And then you and then because it's a great place to work, right? Right. Successful, great leadership, great ownership, whatever it is, um, or all of the above. And then you have restaurants that have long-standing tenured employees because they've learned how to gamify the system and they kind of get what they want and they're super comfortable. Sure. Right. So then you have a, and I think there's a percentage probably you can measure, like maybe if they have a 50 to 60 percent high retention rate, it's probably good culture. And like 20 to 30, it's probably the employees are just comfortable. Um, well, we've worked with in you know the story we've worked with restaurant groups all the time where it's like they have people that have been there 10, 20 years sometimes in a organization, but those people are the worst employees, right? They're the worst because they're we've all seen that. Yeah, jaded, um, but they get their way, you're not gonna be able to change them. Uh, it should be extremely hard to manage. They'll drive out any good employees that make them look bad, they'll drive out any managers that give them a hard time, like you know, and then they group together usually. So it's like a a click, right? Of people that kind of run the business, and that's also detrimental. But good culture, like we're talking about. Um, what do you what do you think it takes to get there?

SPEAKER_01 7:51

Uh, a lot of hard work, frankly. It's not something that's built overnight. And it to be clear, I'm not saying you have to have a restaurant that's been around for 20 years with employees who have been there for 16, 20 years to have good culture. Look at like companies like Chick-fil-A, or you know, like I mean, you talk about all the time, you know, like I I would venture to guess that there's probably a lower rate of turnover there than maybe compared to that segment, maybe, you know, but higher than say, like the segment that I was referring to with like a capital girl or Defrasco's, right? But but they still have a great culture, right? And people still care and they still give great hospitality. I think in order to create a great culture in your restaurant, you have to understand what culture actually is. I think that there's a lot of people that in at least in this industry, that, and I'm sure it's I'm sure it's across industries, right? Like I'm I I I just don't have a lot of experience outside of the restaurant industry. But it's like, okay, we're the leaders, we're gonna say, here's our mission, okay, great. Here's our core values, great. This is our culture. No, it's not. Those are some words you chose. The culture is what the people on your floor are doing every day. The culture is what the people in your kitchen are doing every day. Your culture is how do those people in the on the culinary side get along with the people out in the front of house, right? Your culture is what is what is your team saying after work. That's what culture is. And it's like, okay, well, how do I manage that? Well, you don't. You don't manage people, you manage things. You can manage food costs, you can manage labor costs, you can to an extent, you can manage sales, right? You can go out and try to drive sales. You can't manage people, you have to lead people, you have to show them what great performance looks like. You have to show them if you want them to exude a culture that that in your mind is this ideal picture of what this business should be, then you have to be giving them that. The team's only going to give to the guest what we give to them. It's just, it's proven over and over and over again. So, you know, there's a lot of like, okay, here's our culture, but I'm in the office, or you know, I don't have time, like, oh, there's an issue. Um, you know, we'll just we'll we'll get to that later. Or and yeah, there's always gonna be moments where you can't stop and and deal with something right in the moment, right? But like you come back to it and you have to show your team that you actually care about them for them to want to stay and want to care about the culture that you want for your business. I think that's a very long-winded answer to your question, but um and maybe a little vague, but I think there's a misunderstanding, a gross misunderstanding of what culture is in our industry in general. There's some people who really, really get it, but there's some people who really don't.

SPEAKER_02 10:43

But more often than not, people that don't. I I mean sorry, go ahead, please.

SPEAKER_01 10:48

No, please.

SPEAKER_02 10:48

No, no, you.

SPEAKER_01 10:49

I I I I was just agreeing with you, really. I mean, I think the positiveness in me would like to think that that it's more abundant out there, but I think you're probably right, just based off of, you know, kind of industry surveys and stuff that you see with with the turnover. I mean, we're what double the the rate of any other industry in turnover. And part of that's just, I mean, it's a it's a transient industry, right? We are we are often the stepping stone to something else for someone, especially someone young coming up. They're like, okay, what am I gonna do? I'm gonna do this for a while until I can find another job. So yeah, there's that component of it. But there's an awful lot of, you know, we're going to leave because of this. Not because it's not, not because I I don't want to do this anymore. It's because I don't want to be here anymore. And I tell you what, man, when I was a GM, like I I had to learn how to be good at what I did. And I remember and we opened a brand new restaurant and it was a busy restaurant. I mean, we were we were doing real numbers, right? I mean, like, you're talking like five, six hundred covers on a on a Friday, Saturday night. Like, I mean, that's that's a lot, or at least for the building we were in. That was that was a lot, right? I there's plenty of buildings where that would be like a a Monday, a Monday lunch. Yeah. Uh and that there's buildings where that's not even feasible. But um for us that was a lot, right? At the time, and that that can that number continued to grow. But but you know, in the beginning, stage is like I I did see turnover, and and I didn't really understand it. And then one time I had a boss, it was that probably that same mentor I was talking about before. She was like, You do know that people don't leave jobs, they leave leaders, right? And um, I don't know, it was she's but she probably said it nicer than that. She was one of those people that could give you feedback like that, like tell you all the things that you're doing wrong, and you get up from the table feeling great about yourself, right? Like, oh, I'm gonna be so much better now, right? If you can learn how to be that person, you you're gonna go really far in this industry.

SPEAKER_02 12:41

In any industry in any and in any job field and any aspect of your life, because that's a skill set that you can hone. I mean, that's that is true leadership. Because I always talk about Michael Jordan being like one of the best examples of a leader because he always makes everyone around him better in basketball. You know, you look at his teams, he had no one great around him, right? It wasn't like the big three. It was Scottie Pimpin, who would uh Pippin who would never take a team to like playoff or finals or a championship. Uh Rodman best, you know. But I mean, yeah, it's like, okay, who we know. I don't I don't know. I know I don't think he was. Uh maybe, but yeah, yeah. That's a good example, right? We're not 100% sure. Um and but he always made everyone around him better, right? He would make sure that you're showing up to practice on time, he'd hold you accountable, he'd find out what your weaknesses are and make you better. He might find out what your strengths are and make you better, right? He made you take the tri the game serious, you know, and and that's what he did. If he left the Bulls after playing with Jordan, you left better than he came. That was true. You know, and that's true leadership, you know, it's like developing people to make them better inside outside of work, and that's what you know your mentor did, right? When that's great advice, right? People don't leave jobs, they leave leaders, and people, you know, is the way I look at it is you know, people if they follow you because you're a manager, right? It's because they don't want to get fired. And when people follow you because they don't want to get fired, they don't want to get fired, they're gonna do whatever it takes to not get fired. Right. Right. But if they follow you because you're a leader, they're gonna walk through fire for you. Absolutely. And that's a big difference. And that's uh and that's why I tell people all the time your leadership team, your leaders should have an ROI attached to them. You should look at them and say, How do I make how do I get an ROI out of their paycheck, out of their salary? Because most owners would, or even you know, like a regional manager, for example, right, will look at them and say, That's a cost, right? That's a yearly annual cost and they're expensive or whatever, or they're deal, whatever, but they're they're a cost. And how can I get the most out of them? How can I squeeze the most? And so they get them all these like they give them way too much work and they get you know diminished results. And it's like if we turn our focus, right? If we just focus like on the on the right things when we're developing our leaders hiring them and saying, how do I get an ROI out of this person? Right. Truly, how do I get an ROI? Because if I can get them to be a leader and if I can get them to lead people, that means our turnover rate will lower, like you just talked about, right? Our gas retention rate will go up, our sales will go up with that, right? Um, our food cost, liquor cost, all that stuff will go down at the same time as well. If I can really turn that manager into a leader, and then they will bring, they will create better employees that will perform better underneath them. So all these numbers start going up, but instead, I'm so focused on getting the most out of this cost possible. Yeah. Water down their whole It's a line on the PL.

SPEAKER_01 15:30

Yeah.

SPEAKER_02 15:30

Yeah, yeah, exactly. I'm gonna load up their workload, make them hate their lives, right? Make them, you know, and just go, oh my gosh, and never develop them, never grow them, nothing. And then until they eventually leave or they get fired, whatever it is. And then I'm like, okay, I gotta hire someone else, and then start that whole process all over again. You get that dip of the new GM coming in, right? Right. And it's just like, why not just focus on developing them into a leader? Why not invest into that? Focus on it, look, you know, and that that's why I say it's all about framing when you're running a restaurant. And most people don't run restaurants like that. It's like every human is a cost, right? Right? You hire an employee, like what's what's training? So it's a cost. Why is that why is training a why is training looked at as cost and not investment? Why is that not looking at like looked at as an investment into your freaking business? Because you're your training will lead into developing your people.

SPEAKER_01 16:15

Right. And I think to kind of answer your question, why, right? Why, why don't they do these things? I think are are there people out there that are just like who who are there's they're they've gotten into a leadership role and they they don't want to develop people or they're like protective of the things I have because I feel like if I teach someone else then then I'm replaceable, right? Like I think that yes, those people exist. We all know that, right? But I think they're a minority. I think the big chunk of people who aren't developing people, it's not because they're like, no, I don't want to develop Preston, right? Like it's I don't care about him, or he's just an you know, it's he's just a a a line on the on the PNL or whatever. I think, but I think it's a lot because this group over here is absolutely thinking that. These people are just like, I'm so busy, right? I've got so many things. I gotta get, I gotta get this opening checklist, closing checklist. I gotta do the mid-checklist, I gotta have to do the checklist checklist. I gotta do, you know, I I've gotta fill out my PL for my weekly review, and then the my monthly review, and then I've got to do all my manager one-on-ones, and I've gotta do right, like you've got all the like a the restaurant g job is like a it's the most crucial role in any business. For if you have multiple restaurants and you have any question about who the most important people are in your business, it's those people. Those those are the most important people in the in your business that determine whether or not your business is making money. Um, I there there are I think a lot of people would agree with that. But maybe that's just my opinion. I don't know. I agree, I agree. But the hardest step to take is like, okay, yes, I need to make my life a little bit harder for a period of time, but then it's just gonna start getting so much easier. Okay, well, let's say I'm a general manager and I've got two or three managers underneath me. If I can get those two or three managers to have two-thirds of the knowledge and skill set that I have if I'm a good leader, my job just instantly became well, what what what what do I need to be doing? You know what I'm gonna do? I'm gonna go out and work the dining room. I'm gonna show what great performance looks like. I'm gonna build great relationships with my guests so that they never they never want to leave. One of the best journal managers I've worked with, man, I could barely I he was a good bit older than than I was, and I could barely keep up with him on the floor. Dude, if he saw somebody getting up from a table to leave, he was booking it to the front door so that he could shake their hand and say thank you for coming in and having dinner in his restaurant, making sure they knew his name. Because he developed the people they were taking care of all the other little things, right? Like, and you you get to understand the strengths of your team, right? Hire people that are good at the things that you're not good at. Don't be afraid of that. Like it any great leader of a business is gonna tell you, like, you need if if you want to grow with us, you gotta figure out how to replace yourself, right? You gotta, you've gotta be developing people that are gonna take you because if you're so good at what you do, like why would I wanna bring you away from that? Like you're you're bringing in all of these results for us, right? So why would I like if I'm gonna pull you away from that so that I can develop you, this is thinking, you know, the GM's boss, right? Or like I I gotta know well and good that there's someone gonna be able to take that place and deliver the same results that you did.

SPEAKER_02 19:40

Right.

SPEAKER_01 19:41

Right. So regardless of what your ambitions are, like there's no downside to it. It's just you just have to accept the fact that it's gonna be harder for a little bit, but then it's gonna become exponentially easier. Like it's it's 100%. And it's easy to sit here and say, it really is, because I remember being a GM and I remember being pulled in 150 different directions every single day. Um, and I remember it being hard to sit down and develop. But when I when I truly developed someone who actually wound up getting promoted into being a general manager, it hurt when he like when I remember when he got promoted, I was like, oh man, he's not here anymore. Right? But like, then then that just meant I needed to be doing the same thing with other people. But like he made my life so much easier as a GM because he I he was hungry for it. I was teaching him to do all the things that I did and he just started doing them. This is a fact.

SPEAKER_02 20:31

The highest skill set you can have as a leader, as a manager, is developing people. Developing people? If you can develop people, you're going to be such a highly valued commodity in any business. Like if you walk in, if you're a director of operations, you walked in, you say, I have a program, okay? I don't care what the business is, I have a program, I'll guarantee results that I will develop your elite managers, your GM, your leaders, and I'll and we'll create systems that develop them and then a machine that develops them, right? We're gonna develop them into these people that develop other people, right? We're to create this culture. Who's gonna say no to that?

SPEAKER_00 21:07

Yeah.

SPEAKER_02 21:07

I I could run a PL really well. Awesome. So can everybody else on this list? Yeah, right. I well, I can get your numbers down to this, or I can focus on that, or like all that stuff is great, but that's all mechanical stuff that there's a big a majority of the workforce has in some way, shape, or form. But actually being able to develop people and create a culture is like so rare, especially these days. Yeah. It's rare. And if you can do it, it's a skill set. And I think it really lies the responsibility lies above the GM, right? Because there's so there should be someone above him that's giving the GM tools to be able to develop themselves, develop the people underneath them, training them to develop people, right? And it should have a cascade effect that goes down. All systems are created, right? Right? Like a server should come like that's why Chick fil A succeeds so well. That's why Hillstone succeeds so well because Hillstones has crazy systems, or you know, tried and true, but they also develop their people. You can get a server to come in and say, they the you can be the most freaking jaded, toxic server ever. You're coming into our ecosystem, or we're gonna develop you, you're gonna get in freaking line. You're gonna play the rules, our rules, our way. And if you're not, we're gonna show you the door. But we're gonna develop you and you're gonna make money and you're gonna you're gonna love your job. But if you don't, you're out.

SPEAKER_01 22:18

And that culture manages itself. Yep. Frankly. Once you've developed it, like I again, I go back to that restaurant. Like I so I was in charge of the like server schedule, right? For I think like six years, somewhere between six and seven years. We was in the restaurant for seven years. So yeah, about six years. Because that first year I was a server. How many people do you think I hired in six years for the server role in a restaurant that was doing how many servers are on the schedule? A lot of money. Well, I won't quote numbers, but a lot of money. How many servers on the schedule? Yeah. Probably it wasn't a giant restaurant. It was literally like a 37 table plus the bar. So on on you would have about on a full a full deck, a full floor plan would be uh 11 servers on the floor, two in the lounge, and three in the bar. So a full a full roster, depending on what time of year it was, was probably about 20 to 25 servers.

SPEAKER_02 23:16

So I would say if it was 25 servers, minimum 40. No, 60. 60?

SPEAKER_01 23:22

Yeah, that'd be 10, 10 servers in a year. That that would be pretty good. And I mean, and we're talking about, you know, uh a high-stakes environment, right? Like these are people, a lot of these people are like career, they're like veteran servers and they're like, you know, yeah, like this is what what they're doing for work.

unknown 23:37

Yeah.

SPEAKER_01 23:37

Um, it's not a stepping stone, is I guess what what I'm guessing.

SPEAKER_02 23:40

It's not transient.

SPEAKER_01 23:41

I'm veritably certain that it was less than 10. I think it was nine.

SPEAKER_02 23:44

Wow, that's insane. It's one a year.

SPEAKER_01 23:46

That's like a one point yeah, one point two a year. It was like it was like nine servers that we hired in that time.

SPEAKER_02 23:54

That's crazy. That's insane.

SPEAKER_01 23:55

And my point being is that like the service scene was so tight knit and the culture was so good that like you weren't A, people weren't really leaving, right? Because they enjoyed working there. But when someone new came in, I remember when I went in as a server, it was very clear that like, okay, this this is what we do, this is how we do it, this is who we are. We're not gonna be apologetic about it. Like this is who we are. If this isn't for you, then fine. But if you want to be if you want to be here, you are going to live up to these standards and be this type of person. Exactly. You're gonna live up to these standards.

SPEAKER_02 24:29

Standards, not rules, okay, those are different. Standards. Yeah. Because rules, when it's when it's you're gonna live by these rules, that means that the uh crazy people are running the asylum.

SPEAKER_01 24:38

No, right? Rul rules come from the rule book. Stand like this was like the team saying, This is our not not the not the GM telling me, not the manager. Yes, they had their things, but this was like straight up my first day with a trainer was like that these are our expectations of you.

SPEAKER_02 24:54

That's how it was at Claim Jumper, right?

SPEAKER_01 24:57

Did you live in California? No, I've never lived in California. So Claim Jumper's in California. I had some restaurants out there that from from my previous job, so I've been out there a handful of times.

SPEAKER_02 25:06

Yeah, you might not be familiar because so claim jumper was pretty pretty popular in California. No, I know the brand, but they're part of uh Oh yeah, duh, yeah, yeah, of course. I've always forget that they're like they're they're still around. But yeah, they're they're part of uh loundries now, right? Yeah, yeah. And so but they but before when they were blowing up and they're uh independently owned, uh that was like one of the first restaurants I worked at. And it's still, I think that was probably one of the reasons why I'm where I'm at today is because that was my first restaurant job. And it and it just it proved to me what a restaurant could possibly be because they had the highest standards, they had the best training, the best systems, the best leadership. It was just through and through. Like I look back and I'm like, yeah, I even till uh this day I look back and I'm just like, wow, master class. And Nyx and Hillstone have replicated what they what he what they did. I'm sure Pillstone and you know around before out, you know, and they probably copy each other, but yeah. Smaller level. The crazy part about claim jumpers they have these massive units. Oh Ganth in the one. Oh, yeah, dude. Like, I mean, huge. Like back in the you know, early 90s, gigantic, you know, when it was like the big, you know, if you have more seats, you sell more, you see you can sell more a night, right? Yeah, that that was like the whole thing. And so they had gigantic restaurants and they still crushed this the standards and all that stuff.

SPEAKER_01 26:27

You know what it's funny you say that because and don't quote me on this, but I'm pretty sure that the guy who was like the head of training for Claim Jumper is the the is like the head guy for training for all of the however many 50 something concepts that Landry zones now.

SPEAKER_02 26:44

Oh, really? Oh yeah, yeah, yes, I think so. Yeah, I I think you're right. Yeah. And so, and yeah, exactly. So, but they're they're so it was just so amazing how well they did, and it was like that. You start, I remember when we started there, they had pride in how well they upheld the standards, right? It was like it was a pride and it wasn't an ego thing, there wasn't an aggressiveness to it, it was just a pride, and just like, yes or no, are you down or not? If you're not, this isn't gonna be for you. Like we we're here together working as a team to make sure that we represent the brand and represent ourselves. And it was like so I remember I loved it. And then I go to other restaurants and I'm like, how? How is there a restaurant that operates like this that shows you the blueprint, right? There's they're not like, oh, we have a secret, it's not like an algorithm, right? A secret algorithm, it's a blueprint that you can follow, yet you're not following it. Why? Why would you choose not to do it? Because then I see what happens. I'm like, give this toxic culture, these lazy people who don't execute, managers want to complain about the staff and blame the staff. And we're really realistically, it's the fact that you guys aren't developing them, you're not giving them the systems. And then the leadership, of course, isn't there, right? Sure. And it's like, again, we're not but I I just don't understand why. And and and it blows my mind. But I always tell people like Gen Z is a great example of like misaligned leadership. And what I mean by that is I have so many people that come to us and they go, Preston, Gen Z. Gen Z. They can't, you can't train them, you can't do this. They have there's like TikTok and and and uh Instagram reels all day long. Yeah of people that are like there's you know, like owners making videos of like at the restaurants and like and like they obviously it's scripted, but it's like the Gen Z is like walking out and they're hard to deal with, they're hard to manage, and all this. And they go, But what about Chick-fil-A?

SPEAKER_01 28:25

Yeah. Chick-fil-A this 15, 16-year-old kid just opened the door for me and welcomed me in, and like yeah, that 15, 60 year old kid took my took an order with a giant smile on his face the whole entire time, right?

SPEAKER_02 28:37

Right, and didn't add didn't stumble once, like knew exactly what he was doing. You know, and they they have over 4,000 locations across the United States, so they're crossing state lines, they're crossing um uh different territories, and they're still dealing with probably I'd say 90% of their staff is are Gen Z. Yep, and they're performing at some of the highest levels possible in the industry in a sector where they get paid the least and they and it's the least desirable to be in, right? No one's like, oh man, I can't wait to be in fast food. That's my dream. And so how do they do it? And I and I always tell people that's the thing is it's not Gen Z. Like, yes, Gen Z is different than the millennials, and millennials are different than Gen X, right? It's always that story, right? Like my my grandpa walked up to the hill and it's and to go to worse, you know, school with no shoes on and one degree outside and you know, jacket, right? Stuff like that. It's always the next generation is always lazier and they are right. But I I always say like blaming Gen Z is like blaming being late to work because the weather's bad.

SPEAKER_01 29:33

Right. It's the same excuse that you'll see from you know, people say, Oh, it's impossible to hire here. Oh, it's you know, we we you can't get good servers here. Like a great example of like the the same I I keep going back to her. Um, shout out to S Sabrina, she's amazing. She was a GM in an extremely wealthy area in like the DFW um market, right? And people I remember because they opened shortly after I opened the restaurant in Fort Worth. And uh I remember people's like they the whole thing was like, oh, it's impossible to hire there because like generally restaurant people were commuting in, right? Because in that general vicinity, it was like a lot of the kids the kids didn't need to work, or you know, like they're they're you know, just I I don't know. It just they're saying you can't you can't hire good servers here. You can't do it because there were tons of restaurants in this area that it was in. She had some of the most, I mean, most amazing. And I when I say amazing, these were like 16 to 18 year old kids, she hired them. Man, she just led them to victory. I I don't know how else to say it, man. Like it's leadership, these kids are showing up in cars that are worth more than like, you know, somebody who's been working for 20 years in the industry. Um, and sh they are like would just go straight up that hill for her, man. Like they would they'd follow her into battle. Like they were showing up, they were on time, they worked their tail off. They didn't have to. They didn't have to.

SPEAKER_02 31:02

And and and they did, right? Yeah, they did. And then that's why I tell people, I'm like, you're so you have a you know you work at a restaurant, right, where you have a host who's in Gen Z, right? They oh they just walk out, Preston. They just they'll quit, you know, really. You have to be careful around them and stuff like that. But I'm like, but then it's Chick-fil-A that's two doors down that pays, they're getting less money, right? Because the tips over here, the service hosts over here getting tipped out. They're getting less money, and they're working in an environment where they're wearing instead of wearing like a dress that they want to wear, right, in the hostess stand, they're working over here wearing a red polo with a freaking Chick-fil-A hat with working next to friars, standing in the rain, taking your oil with a little umbrella thing like you know, like and still smiling. And still smiling, and they're not walking out in droves. Yet over here they're walking out in droves. Why is that, right? So I don't think it's the generation, I think it's the conditions.

SPEAKER_00 31:50

Yeah.

SPEAKER_02 31:50

I think it's the culture, I think it's the leadership that they're working with. I think over here they actually enjoy their job. They're they're they're they're taken care of, they're in a protected culture where they can feel comfortable coming into work every day and and and heaven forbid, maybe even enjoy it. Versus over here, they're not in the protected culture because do you have your servers on on lock or your servers going up, giving the host a hard time when they don't get sat the way you wanted to get sat? Do you have managers that are toxic, right? Do you have managers that are misaligned? Do you have managers that are lazy, making the host job harder? Like all that stuff. We don't take that into account. And so it all is the when people tell me what you just said, we have it's really hard to find good servers, or hard to find good talent, it's usually the symptom of a problem, yeah, not the problem itself, right?

SPEAKER_01 32:32

It goes back to what we said in the beginning. They don't leave leaders, they leave managers, I guess would be a way they're saying that.

SPEAKER_02 32:36

And I've seen owners drive out managers. Oh, yeah. I've seen I've seen it's crazy. I have sure when I worked in Laguna Beach, um, I worked with another server named Jessica Wynne, and she was probably the like epitome of ownership. Yeah, um, employee with ownership mentality. She just always owned everything. She was always born like leader, she always liked to lead, and she always took on more responsibility. She always liked, you know, she was just that rock star that you have to worry about. And so she moved up to leadership. Um, and then she got a job at another restaurant down the street. And she was, again, rock star leading it. She would, she worked, she was, you know, that manager that would just come in early, stay late, right? She understood hospitality, she understood how to lead people, um, always working the floor constantly. And I remember she put so much heart and effort into this restaurant, and the owner just would just not like get on board, right? Would not, it was just the owner was just I'll give you an example. That restaurant was struggling. And I remember I was bartending there one time and I had just gotten a job there, and I was like, how bad could it be? Because it was a nice restaurant. Like that was yeah. And so I walked in and I'm like, and so we're I'm bartending one day, and there's no one in the restaurant. I mean, zero people. One person comes in, sits at the bar, okay, and I serve the person and he got buffalo chicken tenders. Right. And it came with mine shaft blue cheese. We made in-house. We used mine shaft blue cheese, which is very expensive, right? Okay, I was like, Yeah, but it's a it's a brand. It's like super expensive, right? And so the buffalo tenders come out and there's like a little ramekin like this big, not a normal rammekin, like the the the half a rammekin, right? Yeah, yeah, the buttons. Yeah, the little like it's the guy's dipping it and he's like, Can I get some more blue cheese? I go, sure. So I go in the back and the owner's thing there on the expo line, right? And I go to the kitchen and go, hey guys, can I get another set of blue cheese, please? And he goes, Hey guys, why didn't you put the blue cheese on the on the on the plate? Why did you forget it? And I go, no, no, he didn't forget it. Well, what did you need another one for? And I'm like, Well, you guys give him like the little half ramican one. He he used it all. And he's like, Preston, that stuff's expensive. Tell him if he wants another one, he'll have to charge him. And I'm like, This is the only guest in the building. And you want me to go to him and be like, by the way, guy, you want some more sauce with your wings? Yeah, we're gonna charge you. Make sure you tell your friends about how you're gonna be able to do yeah, by the way, yeah. Can't wait to see you again tomorrow. I can't wait to see you again. Tomorrow's half price, second Ramekin day. Right. And so, of course, what happens, right? Like, Jessica leaves that environment, and that's what I'm talking about, right? Where it's like she he saw her as a cost, right? He's like, I'm gonna, I'm gonna maximize a value here and get as much as I can out of her, and and that's it, versus like, how do I make her, how do I get an ROI out of her? You know, how do I give her more tools to be more successful? Instead, it's like, how do we take away tools? Yeah, and that's a perfect example, right? That the Lu She's analogy is like we're taking away tools. Blows my freaking mind. Uh but that that's you know, I see it all the time, and it's just so we worked with a company, you'll laugh at this. We worked with a company, and they're like, ah, Preston, hospitality, hospitality, hospitality. Okay, cool. We go down there and we assess everything, but what's going on? So I go into the restaurant, giant restaurant. I mean, huge. Yeah. And uh they're like, this place used to be packed, blah, blah, blah. And it's it was connected to a hotel. So they're they, you know, it's not like they're hemorrhaging money, but they're like, man, we're, you know, we used to be freaking printing money with this restaurant, and now it's died down so much. So I go there for one night, and it's like they have one server, one bartender, one host, and they get their freaking butts kicked the whole time. And I walk in and I'm like, it was barely the guy could barely even couldn't even stop to say hello. Right. It was and it was just like that the whole night. And I'm like, why is what what what's why why is it why is it what's what's up with the staffing here? And like, well, usually Mondays are slow. They just happen to be busy tonight, so we got slammed. And and then they sent the host home early. So the security guard was working the host stand, and he's not really trained as a host. And I was just like, and I was like, so I talked to the managers, and I'm like, you guys staffing a little light there, and he goes, Well, they want us to have 11% labor. Yeah. I okay, what do they want? Because is there they they want hospitality, guest experience, they want guest retention? Do they want the restaurant to be busy? Or do they want 11% labor? Because you have to pick one. You can't have you can get 11% of labor when your sales are up here, right? Yeah, exactly. Yes, yes, but that's a freaking problem, man. That is the exact problem that I'm talking about. They don't think that way, right? It's not like, oh, our labor is high. How do we do this, right? It's our labor is high, how do we cut here? Then if the labor's high, cut the labor versus the labor's high, we need to get our sales up. What are we doing? What do we do six months ago, a year ago, this last 12 months, to where we've allowed the sales to go down and dip? What have we what have we done to allow that? And what do we do to stop the bleeding and go back up?

SPEAKER_01 37:22

You cut one person each each step along the way. And now the the the experience that the guests get is either or is what you had, right? It's it's it's you know.

SPEAKER_02 37:33

I was like, and I tell you right now, if I was the first time in there, I would not come back because the food wasn't enough and it wasn't even close, even if the food was. Doesn't matter. Dude, like I don't want to go to a I went to a restaurant the other day and it was like I had to wait forever to get my check and everything else was fine up until then. And it literally was like 15 minutes. And I'm like, I'm not coming back now because I'm angry, right? I'm not coming back because like I if I'm busy or if I if I want to go to a restaurant, I don't want to think about why I'm gonna spend an extra 20, 30 minutes there because I'm waiting right for something. It's like those little things matter. And so instead of trying to, again, right, labor, that's such a good example. Like instead of trying to fix the problem because the labor's a symptom, right? The labor is a symptom, and there are the problems over here, but you're trying to fix the symptom and not fix the problem. It's like someone has a runny nose, the doctor's like, just put two uh paper tapers up your nose. Just blow your nose. Yeah, blow your nose, yeah. Oh, you're a runny nose, blow your nose. Sore throat, drink some hot water. Yeah, there's there's there's your bill for $350. Exactly. So yeah. You have a red rash? Yeah, well, just but put some lotion on. Yeah, scratch it. Scratch that bad boy, you'll feel better for a little bit. And that's really what it is, though. That's seriously, it's like it's it is it's legitimately that, and it's just never the solution. And it might be a short-term solution. I'm not saying there's not a world where you're like, you need to be cautious and cognizant of labor and be and be uh efficient. Yeah, you have to be responsible.

SPEAKER_01 38:53

You have to be responsible, you have to be fiscally responsible, but you also have to be realistic to of what results you want out of what you're putting forth, right? Like I worked with uh with a company where like the one of our core value, but it was like one of the mantras we had on the wall, and it was like staff for the business you want, not the business you have. Just like you want to, you know, the job you want to work at, right? Yeah. Yeah, exactly.

SPEAKER_02 39:14

It's I mean, obviously there's a a limit to that.

SPEAKER_00 39:17

Yeah, of course. Right.

SPEAKER_02 39:18

But the it's like a it's a wake-up call because it's we yeah, we're not talking about well, you should have 10 servers on.

SPEAKER_01 39:23

But you're saying you're saying they're saying don't understaff. We're saying that like if if you one person walks into the restaurant and can't have a good experience in a non-busy restaurant, then you're doing something wrong. Exactly. And like, I'm sorry. Like it's it's just and it's it yeah, it's and then obviously there's only so much juice that you can squeeze out of the fruit.

SPEAKER_02 39:45

Right. Exactly 100% before, yeah, the fruit's no longer good. And right, you're gonna have to fill the fruit away. And so I agree with that. And and it I guess there's also the piece too where it's like, okay, well, we'll press in, you know, Monday nights to randomly get busy and stuff like that, but that's where you're gonna have to get creative and and be prepared and have you know designs, or you have to be prepared to have a host, like this place center host home, have a host that's gonna be there saying, I know half the restaurant's empty, right or we're gonna have a we'll have a wait right now because we have only we'll there's only one server on right now.

SPEAKER_01 40:16

And I love the you know, we're gonna we're gonna cut labor because it's slow, and I like if it's slow, whose fault is that? Whose job is it to be driving the sales? Is it the server? It's leadership's job to be driving sales and to be making good decisions that the drives are having a properly staffed restaurant is one of the best ways to probably drive your sales because people are actually going home with a good experience and talking and telling their colleagues and friends and neighbors that about the great experience they had. But you can't just like hope's not a strategy, man. You can't just hope people are gonna walk through the door, you've got to be going out and doing all doing all the things. I know there's plenty of people that do, right? But like get involved with your community, like learn a little bit about take one of your Gen Z team members who you're complaining about, who wants nothing more than to be in the social media or be an influencer or whatever it is that they want to be, like, hey, you know what? I really need some help with Facebook marketing or or social media marketing. Could you be my guy? Hell yeah, absolutely. Guess what? You've got someone who's gonna work their tail off because you're helping them get to where they want to be, and they're gonna make your business better.

unknown 41:30

For free.

SPEAKER_02 41:31

Right. Or, you know, like it's there's I mean, there's just so much stuff out there that people just don't do. Like we've we've worked with restaurants before. We're like, what are you doing for marketing and all this stuff? And it's just like nothing. Uh I mean, literally, it's like nothing. It's like, what's your email strategy? We send them out an email, hey, we're open on Thanksgiving. Great. Come by from Father's Day. It's like we have a special going on. It's like that's already going out on Father's Day. Right. It's not gonna work. Like you have to you have to be creative uh emailing, creative um marketing, creative uh like what do you do at the end of the meal, you know, to to bring them back. What are we doing at the end of the meal to make sure they leave a five-star review? What what what effort are we putting into that? Because again, five-star reviews equals money. Like we work with Morisco's choice, and they had we're getting like 10 or 12 five-star reviews a month, something like that, pretty average for a restaurant, um, good or bad, right? And we worked with them, and I think it was 60 days after we worked with them, they had one server that got 140 well five-star reviews in one month. And so I yeah. And so we and we have a company meeting where like all the servers, bartenders will be there, and businesses. It's like yeah, like once a month. And so I we're there, and I and he told me that I go, Oh my gosh. And I so I want to make a uh, I wanted to like talk about it, right? And I knew and I knew I already knew what the answer was gonna be. And I said, What do you do? I I stood up, had everyone give a round applause. Okay, what do you do to get the five-star views? Like at the end of the meal, what do you do? What's your magic secret? Yeah, what's great sauce? What's the sauce? Yeah, guess what it was? I don't know. She asked, yeah, that was it. She asked everyone. Oh she she literally said, All she did was ask, Hey, it it How was everything tonight? It was awesome. Thank you so much. By the way, would you mind leaving me a five-star review? It would mean a lot to me. We would really appreciate it. Here's a QR code. I'm gonna go take care of your payment. If you can just scan it, leave me a five-star review, be amazing. Yeah, and so what that does is when you put a QR code in front of them while you process their payment, it it gives them time to do it. Yeah, and nine times out of ten, if you did give a good experience, because uh the the caveat to that whole thing is you have to give a good experience. Right. You have to give a good hospitality. You do, because if you do that, yeah, I'm gonna do it. Like, think about it. I don't care if I'm at double eagle, right? If I have a great experience, I love my server. That by the way, can you leave me a five-star review? Like, I don't care that I'm at a find any restaurant and you just ask me that. Yeah, of course, dude. You're awesome, man. What are you what if I can I can do it for Uber. I can do it for a restaurant. Exactly, man. I'm more than happy. See, you took freaking good care of me. You made me feel valued, right? I enjoyed my experience. You made my decision, the right decision, and I like that. Versus, uh, this is okay. This is fine. Yeah. So everybody didn't really seem into it. You know, you hate that experience, especially when you go out to eat. So she would just ask that, she would leave it there, she'd give them a good experience, which is what we trained her on. So she actually was doing that. And then at the but what the thing is, people want to give back to your certificates. When they have a good experience, when you ask them to do that, nine times, or not nine times out of ten, but a couple of times out of the ten times that you do that, let's say like on average, people show you the review because you're so excited to give back. They're like, is this good? Yeah, right? You're like, oh yeah, thank you. I was too or they'll go, What's your well, what was your name by the way? Right? Is it that way don't do could you put my name? Right? Because if you do a great, if you give again, if you give them a great, not subpar. No, absolutely.

SPEAKER_01 44:50

You really built a relationship, yeah, right? Yeah. You went that you went that far. Like, because there's not you're not gonna do that with every table, right? Like that's not gonna be because there are people who are there for a business meeting or whatever the case. Like for them, really great service is staying out of the way and making sure they don't need anything, right? Perfectly fine. But the true the secret sauces relationships, like that that's I mean, it's cheers, right? Like we've all there's a reason they made a show about it. Like it's it's there's there's a it it works. Um, and uh, but I wanted to make a comment about the reviews because this is something that I see personally is like everyone asks for a review, right? Like, why can't we? Yeah it's not that hard. Yeah, but it has to be simple, right? Can't be the here is a QR code that takes you to a 25 questionnaire, 25 question thing. Like as soon as I get to that with any business, even if I've had a great experience, I'm like, no, I don't know. No, yeah, I don't if it's I click five stars and maybe I say Preston was the best, yep, and I'm done. Okay, that's it. Or if it was some amazing, like we really built a relationship, maybe I'll take a little bit more time and type that out. But but if you yeah, it's it's like a sale, right? Yeah, like this. If I have to put one through ten on 15 different things, how how are the bushes when when when you walk down and you'd like don't don't ever this is the best advice, don't ever take them to a uh an internal review process.

SPEAKER_02 46:10

No, always take them to Google. Like, why would you Google's it, right? Like for the most part. I mean, Google's just universal. Focus on one, right? You can you sure you want to spend time building up all four, you know, like Yelp and Tripe Advisor and Google, but it's like, look, if you're the master of none and all your master of none, right? Right. Just focus on Google, grow that thing out. People are gonna see it. That's nine times out of ten, the most that's it's gonna get visited. That's the that's the first place they're gonna look. When they go to Instagram, or when they go to on A AI, what does AI dig into? Freaking Google, right? Google reviews. So they're gonna pop pull those out. So it's like just just use Google, focus on that. But also, but because you said you're like you can't build a relationship with everyone. But this is where I always talk about this, and we've you know, we've always of course we agree on this, but micro-dosing hospitality is like so important because you can micro dose hospitality and build a I guess a semi, I would say semi-relationship, even when there's like a business.

SPEAKER_01 46:59

Oh, yeah. No, like if I know you're not saying the opportunity if they if they know that hey, I that I can come to this place, I can have a great business lunch, I know they're gonna take care of me. Preston's gonna come by and give me the side eye and check on me, and I can kind of give them the the, you know, like it's I know you've got me, but without it having to be like conversation, gosh, yeah, you know, like first time here, yeah.

SPEAKER_02 47:19

Long and also Preston remembers my wine when I come in, right? Preston now but that's how you build that relationship without you having to talk to them, right? And then there's also I went to a business lunch at a pretty nice restaurant, um, and and we were just super, super like simple. We were in and out coffee, like a couple, like a couple of dishes, and then the server was very attentive. And then when we left, we said, could we get the check? Sure, and he and he goes, Do you guys want me to bring you a couple of coffees to go? Like, just that so simple. And and I was like, man, and that was the last impression I had, right? And I was like, that was awesome, right? Something to remember, it was something to remember, and I was like, Yeah, sure, that'd be great. He's like, Awesome. And he just he got and I he I like went to a push my cup. He's like, I'll give you a fresh cup, right? Brings it out, nice cup with like everything, and it's just like that, those like so simple, and that was the last impression, and and I was like, Yeah, this guy's uh and it went from this was a good experience, it was transactional, because he was it was a business lunch, so he was staying out of the way. Yeah, but he got his hooks in by doing that one just that saw the opportunity, right? He's like, How can I do something here, right? To make it official, and he saw a way, and that was freaking smart.

SPEAKER_01 48:29

And the great businesses find a way to, without making it robotic, they find a way to systematize things like that, right? Like they see maybe it's a pain point that they can find a fix for, or maybe it's just an opportunity to be like, Hey, every time we offer coffee to people who are in for a business meeting on the way out, they always take it and they always seem really happy about it. Great, let's make that a like for example, like at one of the that restaurant I worked at in DC, we one of the things we identified was people didn't want to wait for valet. So what did we do when we and almost everyone valet? We were on Pennsylvania Avenue, like they would tow your car if you parked out there for too long, right? So we just made it a step of service to when you were dropping the check, be like, Did you did you valet today? Oh yeah, yeah, I did. Well, let me take your let me take your ticket up to the front lawn getting your check done, and uh but that way by the time you go, your car will be ready, right? Like you you save someone time, especially someone who's there for business or something like that, like someone who's like, I've got a meeting, I've got to get to, or whatever. I that's something people remember, like without a doubt. I mean, you know, like little things like that. Yeah, it didn't. You find a way to you you find something that works and say, okay, how can we make this happen regularly? Now you've identified a key moment. And I I mean everybody has different terms for it. You can call it a uh a win, you can call it a hospitality moment, you can call it whatever you want to call it. But like great businesses look for those moments and find a way to systematize and and and to your point to that and to the point of that story, right?

SPEAKER_02 50:01

Like if you want to just boil it down to brass tacks, it's like how do we remove as much friction from the guest experience as humanly possible? Yeah, right. And that's well, well, that's a friction point. They go outside, now they have to wait for their car.

SPEAKER_01 50:12

Yeah.

SPEAKER_02 50:12

Right. And even if it's a couple minutes, they still have to no one's like, I love sitting there for four or five minutes waiting for my car to be pulled up like awkwardly when I just want to get home. Yeah. You know, and so it's like, okay, cool, identified that. There's a friction point. How do I get rid of it? Because they're going to value that. Yeah. We just separate ourselves from everybody else who does valet. Exactly.

SPEAKER_01 50:30

I'll give you another great example. We the very first time I ever went to Houston's um was in Houston, Texas. Um, uh, ironically enough. But I was there with my boss, and I think I was drinking a glass of wine. She was, she had, she had ordered a martini. They have pretty good size martinis, right? From what I recall. It's been a minute since I've been there. But we she had maybe gotten about halfway through the martini and the server's walking by, and like there was no like big deal made of it. There was nothing like it just very elegantly walked by, sets down a frosted martini glass, picks up her glass, slowly pours it into the frosted glass, and walks away. And I'm like, damn, that was cool. That was slick. And so uh, you know, after getting to talk to them, they we had gone back and forth because we worked in the industry. And I was like, okay, you gotta tell me about the martini thing. I was like, how do you do that without pissing off the bartender? Because I know the bartender does not want you stealing their frosted martini glasses from behind the bar. They were like, oh no, this is just something we started doing a long time ago, and they just they gave us these coolers that he showed me over in the bulkhead uh behind us between the booths, was like it just looked like wood paneling, like you know, like mill work, but it opened up and there was a freezer in there full of martini glasses, and that the servers could just do that for any table in the dining room.

SPEAKER_02 51:49

So simple, man. So simple, and that's that makes you stand out. Again, it's it's very it's fractional, but you're still removing you know friction from the experience because you know you're you're you're providing a cold glass. But it also just adds a uh uh uh like you said, a win, right? It adds a layer of hospitality, a layer of care, and that's something you can systematize.

SPEAKER_00 52:09

Yeah.

SPEAKER_02 52:09

You know, it's like, but it still adds a layer of care, the care that you actually take the time to do it, and it's freaking awesome. So it's little things like that. But all right, man. Well, I appreciate you uh being part of this. Yeah, man, definitely. We gotta do both we'll do it again more often for sure. Thanks, man. Thank you.