What do Michelin-starred restaurants and top financial advisory firms have in common? More than you might think.
In this episode, I’m talking with Patric Yumul, a hospitality industry leader who co-founded Mina Group with Chef Michael Mina, growing it from 4 restaurants to over 40 worldwide. Known for his expertise in fine dining, brand development, and team culture, Patric has built some of the most notable restaurant concepts in the industry. Now, as the CEO of TableOne Hospitality, he’s pioneering a fresh approach to hospitality, creating unforgettable guest experiences that keep customers coming back.
We explore the surprising parallels between the restaurant industry and financial services, from managing high-net-worth clients to differentiating in a crowded, commoditized market.
You learn all about the power of exceptional service—not just in restaurants, but in any business where client relationships matter (yes, that includes your advisory firm). Patric shares the exact strategies high-end restaurants use to turn first-time guests into lifelong patrons, and we explore how financial advisors can do the same by building trust, creating memorable interactions, and delivering next-level service.
The biggest insights from Patric Yumul …
- The "Keystone Light" Effect: How a simple act of listening and personalized service at The French Laundry created a legendary guest experience—and how you can replicate this level of attentiveness in your own business
- Why Relationships > Transactions: In a world where everything is commoditized, the best way to stand out is through hospitality—making clients feel valued, understood, and like VIPs at every interaction
- The Power of Culture in Scaling a Business: Most businesses fail not because of bad products, but because of poor leadership and team culture. Patric explains how he transformed a failing restaurant losing $400K into a thriving business generating $600K by focusing on people first
- Handling Poor Performers & Leadership Accountability: Patric stresses that when a team member underperforms, leaders must first look at themselves. Do they have the right tools, training, and expectations? If the issue is misalignment, it's on the leader to fix it. But if a team member lacks motivation, tough decisions need to be made.
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