Restaurant Owners Uncorked

Wil sits down with Chris Moran, owner of Bullet Grill House in Point Blank, Texas—an hour north of Houston by Lake Livingston. Chris traces a winding path from teenage shifts at Big Boy to Pizza Hut GM postings across the Midwest, a pivot into automotive/oil & gas, and a “nights-and-weekends” stint at Ted’s Montana Grill that rekindled his hospitality bug. In 2019, he and his wife built Bullet Grill House from raw land—doing much of the interior themselves, debt-light by cashing out savings. After a strong first summer, COVID hit; they pivoted fast to curbside, takeout, and discounted beer/wine to-go—ironically exceeding February sales in April 2020. Since opening, they’ve posted year-over-year growth.Chris walks through lessons learned: keep operations simple and reliable (including moving back to Schedulefly), obsess over service consistency, and keep a close eye on vendor pricing. He’s grown the space with “McBullets,” a hidden-door Irish-style speakeasy room, and leverages their 4.4-acre lot to host the East Texas Showdown bikepacking event that brings 200+ riders each spring. While expansion is tempting, he’s focused on protecting the “mothership,” staffing depth, and community hospitality that turn first-timers into regulars.Key Takeaways Nonlinear path pays off: Early chain experience + manufacturing “lean” mindset shaped Bullet’s processes. Built, not bought: They acquired raw land and did much of the buildout themselves, staying (initially) debt-light to survive the early years. COVID pivot that stuck: Curbside + discounted beer/wine to-go drove April 2020 sales above pre-shutdown February and introduced future dine-in guests. Simple > shiny: Switching away from Schedulefly for “bells & whistles” backfired; they returned to what’s stable and staff-friendly. Watch your vendors: Distributor pricing can drift—tight, ongoing monitoring protects food cost. Staff for service, not just cost: Slight overstaffing can be a strategic advantage in remote markets and for guest experience. Grow inside your four acres: Added a speakeasy-style back room (“McBullets”) and use back acreage for events/camping/overflow instead of opening a second unit. Anchor community events: Hosting the East Texas Showdown (180–380 mile routes) fills the lot, sells serious calories, and cements local relevance. Brand clarity matters: Shifting perception from “biker bar next door” to full-service family restaurant took intentional service, menu, and messaging. Cautious about expansion: Protecting the core location and culture outweighs the allure of a second unit right now.

Edward (26) and Myi (27) went from hanging door flyers and delivering pies in high school to owning two Pizza Guys franchises in California’s Inland Empire. They share how a decade of on-the-line learning beat any business textbook, why the right partner matters, and what it took to pioneer a NorCal brand in SoCal—leases, permits, delays, and all. They dig into California’s new $20/hr fast-food wage, how corporate support and smarter deals helped them steady sales, and the community-first tactics that keep customers coming back. Above all, they’re building a culture by doing the hardest jobs themselves, mentoring their crew, and taking calculated risks—not lottery-ticket ones.5–7 Key Takeaways From door hangers to owners: Starting at the bottom gave them credibility with their team and an operator’s eye for the details that matter. Choose partners wisely: Drop the ego, communicate, and make decisions together—partnerships thrive on humility and trust. Calculated risk > blind risk: College can teach frameworks, but entrepreneurship is learned by doing; fail, adjust, repeat. Expansion is logistics, not just vision: GC delays, city permits, and rent during buildouts can crush timelines and cash—second-gen spaces can save ~$100–250K. Franchise leverage helps: Brand, ops support, and rapid promo pivots (e.g., after the $20/hr wage hit) can stabilize traffic when conditions change. Community beats coupons: Little gestures (a free ranch, knowing names) build word-of-mouth and event turnout in a non-tourist market. Lead by example: Owners doing the least desirable tasks set the standard; that’s how you create consistent service and product quality.

Sam Hart's journey into hospitality is a story of resilience, risk-taking, and reinvention. After dropping out of college multiple times and living out of his car, he discovered a passion for cooking while scraping by on cheap pasta and tomato sauce. That spark led him back to Charlotte, where he left a lucrative advertising career to attend culinary school and eventually train at Alinea, one of the world’s most celebrated restaurants. He returned to open Counter, a fine dining concept built on storytelling, music, and discipline, launched with just $35,000 during COVID. Over five years, Sam has grown as a leader, mentor, and innovator, developing restaurants rooted in creativity, resilience, and a fierce commitment to skill, not “talent.” His story blends lessons on risk, failure, discipline, health, and joy in pursuit of building something truly original.10–12 Key Takeaways Origins in Adversity – Dropped out of college four times, lived out of his car, and stumbled into cooking out of necessity. Discovery of Passion – Found freedom and creativity in cooking, which inspired a bold pivot away from marketing. All-In Decision – Quit his advertising job within 48 hours of realizing he wanted to pursue hospitality full-time. Early Sacrifices – Worked as a dishwasher for $8/hour while hustling with Uber, Lyft, and newspaper ad sales to survive. Mentorship Matters – Chef Rob Marilla became a crucial mentor, teaching discipline, fundamentals, and professionalism. Training at the Top – Earned a spot at Alinea in Chicago, where he learned the importance of discipline, organization, and precision. The Counter Concept – Progressive dining with storytelling, music pairings, and a 12-year, 100-menu arc ending in 2032. Bootstrapped Beginnings – Launched Counter with only $35,000 ($20k loan + $15k of his own) during COVID, relying on scrappiness and community support. Iterative Mindset – Embraced failure and constant adaptation rather than clinging to “what works.” People Over Banks – Refused bank loans; instead, worked with individuals who could bring value beyond money. Personal Discipline – Adopted daily practices of meditation, reading, fitness, service, and skill development to strengthen himself as a chef and leader. Philosophy of Joy – Rejects the idea of “talent” and fleeting “happiness,” instead pursuing skill, discipline, and lasting joy.

Wil talks with Anthony Hamilton of Icon Group Hospitality about building people-first restaurant businesses that last. They riff on digital minimalism (Wil’s flip phone!), presence with family, and the hard edges of hospitality—burnout, 24/7 crises, substance abuse—then pivot to how thoughtful leadership, balance, and systems can make the work sustainable. Anthony traces his path from CIA-trained chef to operator/educator to acquiring legacy independent brands and venues, explaining creative deal structures, venue-first catering strategy, and a culture that prizes productivity over performative “grind.” The throughline: lead with hospitality, invest in people, use simple tech well, and protect the soul of beloved neighborhood institutions.Key takeaways Presence beats obsession: Ditching always-on smartphones can reduce noise and make you a better leader, parent, and human. Hospitality is holistic: Mental health, family time, and modeling balance are part of the job, not perks. People > spreadsheets: “Internal customers” (your team) drive guest experience; treat them with autonomy, flexibility, and respect. Productivity > hours: Question 50+ hour weeks; manage to outcomes, not optics. Predictive labor wins: Forecast sales, schedule to targets, and adjust—don’t try to “cut” your way out after the fact. Simple tech scales: Use lightweight tools (like scheduling/communications) your staff actually adopts; avoid bells-and-whistles bloat. Legacy brand stewardship: When buying independents, preserve what locals love while modernizing ops; owners are often the brand—honor that story. Creative deals keep doors open: Mix owner financing, profit-sharing, and note-holding to match seller needs and protect cash. Venue-first catering strategy: Securing exclusive/long-term venue leases reliably feeds the catering pipeline. Unreasonable touches pay back: Small, thoughtful gestures (a $60 video game + handwritten note) can lock in lifelong clients. Turnover is expensive: Retention beats replacement—paying an extra $0.50–$1/hour can save thousands in churn costs. Lead by example: Owners will always care most; don’t expect staff to out-hustle you—set the standard and the tone.

Part I: People-First Leadership → Culture Over Everything

In this episode of Restaurant Owners Uncorked, Wil welcomes Darren Spicer, co-founder and CEO of Clutch Coffee Bar, a fast-growing drive-thru coffee concept with 17 locations across the Carolinas. Darren shares his journey from bagging groceries to working at Dutch Bros, then taking a leap from a successful medical sales career to build Clutch Coffee with his co-founders. The conversation dives into the brand’s philosophy of serving “positive energy,” its people-first culture, growth strategy, and the importance of authentic customer service as a differentiator in an increasingly transactional industry. Darren highlights lessons learned in funding, location strategy, and leadership while underscoring his belief that hospitality is about genuine human connection, not just speed or convenience.Key Takeaways Origin Story: Darren’s first taste of customer service came as a teenage barista, which shaped his passion for hospitality. Dutch Bros Influence: His time at Dutch Bros taught him the value of culture and service, but a shift tp franchising pushed him to start Clutch. Founding Clutch: In 2018, Darren and two co-founders self-funded Clutch with $500K, opening two stores within four weeks. Unique Experience: Clutch delivers “positive energy” through upbeat music, face-to-face ordering, and genuine interactions, not just transactions. Drive-Thru Focus: The model is primarily drive-thru with small footprints, initially built from converted buildings, now expanding with custom builds. Company-Owned Model: All 17 locations are company-owned to preserve brand consistency and culture, though franchising may be considered later. Growth Strategy: Targeting 5–10 new stores per year with careful site selection—favoring ease of access, visibility, and commuter-heavy routes. Customer Base: Average customer is a 33-year-old female, but Clutch appeals to anyone on the move, from students to retirees. Challenges: Rising coffee tariffs and labor costs require careful pricing strategies while maintaining customer experience. Leadership Philosophy: Darren emphasizes intentional training, consistent reinforcement of culture, and leading by example to scale hospitality.

In this episode of Restaurant Owners Uncorked, Wil talks with restaurateur-turned-coach Josh Kopel about his journey from running highly successful, Michelin-rated restaurants in Los Angeles to how he ultimately transitioned to teaching profitability and marketing. Kopel emphasizes that hospitality is fundamentally about people, not products, and that lasting success requires a servant’s heart, resilience, and a willingness to embrace failure as a teacher. Their conversation explores the grind of restaurant ownership, the importance of clarity in brand storytelling, the danger of “scope creep” in menus or features, and why businesses must focus on benefits over features. Kopel also shares his philosophy of teaching everything he knows through a free masterclass, his use of AI as an “executive” assistant, and his mission to give more back to the industry than he takes.Key Takeaways Hospitality as performance art — Kopel discovered the industry young, viewing the bar as a stage and service as a performance. Servant’s heart over foodie passion — Restaurants succeed when owners love serving people, not just food. People burn you out, not the product — True resilience comes from loving the challenges of leading and serving people. Success without fulfillment — Despite outward success, Kopel sold his restaurant group during COVID to pursue time freedom and reduce overwhelm. Fall in love with failure — Excellence comes from reps and reframing failure as progress toward mastery. Clear positioning beats going broad — Success in marketing and restaurants comes from narrowing focus and stripping away distractions. People buy benefits, not features — Businesses must sell transformation and outcomes, not just functions or menu items. Michelangelo principle (via negativa) — Growth often comes from subtraction—removing what isn’t essential. Build a loyal tribe, not mass appeal — Strong brands unapologetically define who they are, attracting the right customers while turning others away. Marketing is storytelling clarity — Customers ask: Does this need to exist? Is it for me? How does it fit into my life? Teaching as giving back — Kopel runs a free five-day marketing masterclass to serve restaurateurs and build authentic trust. AI as an executive partner — Custom GPT tools can streamline SOPs, competitive analysis, and marketing execution for restaurants.

Tom and Amy Johnson are turning a years-long dream into B-Side the Tracks Brewing Company in Conyers, GA. Amy, a 30-year finance pro turned American Brewers Guild grad, will helm the brewhouse. Tom will run front-of-house and a small distillery (bourbon, whiskey, vodka; rum later). Their vision is a true “third place” with standout hospitality, pizza from a 700° rotating oven, smart limited specials, weekend brunch, and education-forward beer & spirits pairings. The path wasn’t linear: failed financing, lost earnest money, an architect/GC reset, a surprise ~$42k water fee, and an 18-month slog to close on their historic railroad-side building. Permits landed late May, renovation began in June, target opening is October. Equipment is en route, community excitement is real, and their service-first mindset (“welcome home”) is the throughline.8–10 Takeaways Hospitality > Hype: They’re building a neighborhood “third space” where regulars feel known. Service is the differentiator, not bells & whistles. Beer + Spirits, thoughtfully: Six house beers on 12 taps, a 1-bbl pilot for experiments (first up: a peach wheat), and a micro-distillery launching with three core spirits. Education matters: Tasting flights, three-course pairings (beer and spirits), and “why you like what you like” guidance to win over the “I don’t like beer” crowd. Menu discipline: 700° oven, ~90-second pizzas, tight rotating specials, and brunch on weekends, quality over quantity to control COGS and execution. Perseverance playbook: Multiple failed loans, lost deposits, a full architect/GC change, and a late surprise water impact fee, yet they kept going. Community roots: Name and location honor Conyers’ rail history. Goal is a Cheers-style welcome: “Welcome home, we’re glad you’re here.” Real operator chops: Amy’s ABG training (and engineering-heavy exams) plus Tom’s FOH leadership and distilling background from UVM/Colorado Boy. Own the asset: They bought the historic building; renovations started June after permits cleared in late May. Right partners: POS via GoTab for responsive support and fit; local construction management to keep it community-driven. Target timeline: Brewing kit is on the water (ETA late September); opening aimed for October (Oktoberfest whenever the doors open).

In this episode of Restaurant Owners Uncorked, Wil sits down with Nick Patel, a CPA who left corporate accounting to become a multi-unit franchise restaurant owner before pivoting back into accounting, this time with a focus on helping restaurant operators. Patel shares his personal journey from owning restaurants in Florida, the challenges of partnering with family, and the lessons learned from expanding too quickly. Today, he runs a thriving accounting and advisory practice that specializes in restaurants, helping owners navigate razor-thin margins, complex tax credits, and strategic planning.The conversation spans everything from partnership structures and breakeven analysis, to practical tools like Margin Edge and bill.com, to how strong customer service and “high touch” relationships are becoming rare advantages in business. Both Wil and Nick emphasize the importance of focus, humility, and planning as the foundation for restaurant success.8–10 Key Takeaways Focus Before Scaling – Patel’s experience taught him to master one location before attempting rapid multi-unit growth. Confidence without experience can lead to mistakes. Partnerships Require Operating Agreements – Family or friends in business together must clearly define roles and responsibilities upfront to avoid conflict and confusion. Cash Flow Is King – Restaurants should aim for at least six months of fixed costs in reserves when opening to weather delays, early inefficiencies, and training costs. Market Research Matters – Demographics, traffic counts, and competitor sales tracking (even via receipt numbers) are critical before selecting a location. Leverage Tax Credits – Tools like the FICA tip credit and Work Opportunity Tax Credit (WOTC) can save restaurants tens of thousands of dollars annually, yet many accountants overlook them. The Value of Niche Expertise – An accountant who has actually owned and run restaurants brings empathy and practical insights that generalist CPAs may lack. Technology Should Enhance, Not Replace Relationships – Tools like Margin Edge, Ramp, and bill.com help manage costs, but true value comes from maintaining high-touch service and communication. Service Excellence Is a Competitive Edge – With customer service expectations so low across industries, simply answering calls and emails promptly can set a business apart. First Jobs in Restaurants Build Lifelong Skills – Both Wil and Nick argue that everyone should work in a restaurant at least once to learn resilience, multitasking, and people skills. Relationships Create Opportunity – Patel turned an “unsuccessful” restaurant experience into a successful CPA firm by maintaining strong relationships and becoming a preferred vendor.

In this episode of Restaurant Owners Uncorked, Wil sits down with Chef Franck Desplechin, a French-born chef, pastry chef, and hospitality leader with over 26 years of global industry experience. Franck shares his journey from growing up in Brittany, France, to working in Michelin-starred restaurants and luxury hotels, and now stepping into authorship with his debut book Relentless Growth: Cultivating a Chef Mindset for Professional Fulfillment.The conversation explores the demanding world of Michelin-star standards, the importance of mentorship and leadership, the evolution of hospitality culture toward well-being and mental health, and why developing a growth mindset is essential for success in both restaurants and life. Franck also opens up about his process of writing the book, the challenges of publishing, and his mission to help the next generation of hospitality professionals embrace patience, resilience, and personal development.10 Key Takeaways Early Passion for Cooking – Franck discovered his love for the kitchen at 14, influenced by his parents’ cooking and a sense of not fitting into traditional school systems. Michelin Star World – Achieving and maintaining Michelin recognition requires relentless pursuit of perfection, but consistency in experience, not just execution, is the true differentiator. The Pressure of Excellence – Working in Michelin-starred environments means high stress, peer pressure, and potential burnout—but also builds resilience and mental fortitude. Mentorship Matters – Franck’s passion has evolved from cooking to coaching and mentoring, helping young chefs develop foundations, work ethic, and mindset. Book Mission: Relentless Growth – His debut book provides a blueprint for hospitality students and future leaders, emphasizing patience, adaptability, and the long-term pursuit of fulfillment. Growth Mindset vs. Fixed Mindset – Inspired by Carol Dweck’s Mindset, Franck emphasizes that talent alone isn’t enough; embracing failure and reinvention is key to lasting success. Self-Publishing with Intention – Instead of chasing traditional publishing, Franck invested in editors, designers, and PR to create a high-quality self-published book that may later attract publishers. Leadership by Empowerment – Great chefs empower team members to create dishes, develop ownership, and grow into leaders themselves. Hospitality Lessons Beyond Restaurants – The principles of running a kitchen—communication, precision, resilience—apply to any industry and leadership role. Future Vision – Franck hopes to leverage his book to speak at seminars, conferences, and even TED Talks, helping transform hospitality culture while raising the standard of leadership.