Keith Paul of Good Egg Dining discusses the challenges and strategies of navigating the modern hospitality landscape, particularly in the Tulsa and Oklahoma City markets. Keith shares insights on the resilience of the restaurant industry, his philosophy of hands-on coaching and management, and the necessity of prioritizing human connection over "clunky" AI and automation in service. They also examine the economic pressures facing the industry, from minimum wage hikes in California to the rising Consumer Price Index (CPI), emphasizing that slow, intentional growth and a picky hiring process are key to long-term stability.

Key Takeaways

• Industry Resilience: Despite revenue problems and national chaos, the restaurant industry remains one of the most resilient sectors.
• Coaching as Management: Keith's approach to leadership involves understanding the court (the business) and coaching people rather than just managing silos.
• Local Market Focus: Keith emphasizes the value of a deep local presence in Tulsa and Oklahoma City, managing multiple successful concepts within a specific neighborhood.
• Recruiting for "Smiles": Hiring should focus on innate hospitality traits—like a genuine smile and comfort with people—rather than just technical server skills.
• The AI Disconnect: Many current AI and robotic solutions in restaurants are still "clunky" and risk devaluing the human experience.
• Picky Growth: Success often comes from having no desire for rapid, uncontrolled expansion; instead, being picky about the team and locations ensures quality.
• Economic Pressures: External factors like the $20 minimum wage in California and general CPI increases are creating "scary" new realities for hospitality margins.
• Deep Customer Conversations: Moving beyond surface-level interactions to "deeper conversations" is essential for high-value enterprise wins.
• High-Fidelity Service: In an era of mobile apps and digital exposure, the fastest way to lose a customer is to neglect the "human" element of the mission
  
  

Deric Rosenbaum, President and CTO of Groucho's Deli, a legendary brand celebrating 85 years in business, shares his journey from a commercial construction background to leading the brand's growth and technological evolution, emphasizing a philosophy of "adapt, not change" to modernize systems while preserving the core essence of community and hospitality. He discusses the strategic decision to prioritize controlled, concentric growth through franchising, the importance of fostering human connection in an increasingly digital world, and how leveraging data and a robust tech stack (including Square for restaurants, Ovation, and Bikky) helps optimize operations and enhance customer loyalty without sacrificing the personal touch.

10 Key Takeaways

1. "Adapt, Don't Change": Modernize systems (technology, operations) while retaining the core brand identity and legacy (e.g., original recipes).
2. Community and Hospitality are Core Assets: Building community and genuine hospitality is crucial for customer loyalty and takes time and investment.
3. Controlled Growth Strategy: Groucho's prefers slow, measured, and concentric growth to maintain quality, brand recognition, and efficient distribution, avoiding rapid, capital-intensive expansion common in private equity models.
4. Technology as an Enabler, Not a "Shiny Object": Tech should enhance guest experience and simplify operations, not just be used for its own sake.
5. Prioritize Retention Over Acquisition: Focusing on retaining existing guests drives frequency, which in turn leads to organic new guest acquisition and revenue growth, even during economic pressures.
6. The Importance of an Open API: A robust and open POS API (like Square's) allows for seamless integration with "best of fit" third-party tools (like Ovation for feedback and Bikky for data) to create a unified commerce ecosystem.
7. Data-Driven Decisions: Utilizing a customer data platform (CDP) like Bikky allows for deep understanding and segmentation of guests to tailor marketing and improve operational efficiency.
8. Consistency Creates Loyalty: Standardizing processes across the chain and delivering consistent experiences fuels success in the long term.
9. Invest in Training and Culture: Especially in a franchise model, training operators (not just money partners) on the fundamentals of hospitality is key to maintaining brand standards and a positive guest experience.
10. Listen to Your Guests: Use feedback mechanisms (like Ovation's text-based system) to engage in two-way conversations and make targeted operational adjustments based on sentiment analysis.

This episode features Jason Ingermanson, President and CEO of JRI Hospitality. Based in Salina, Kansas, Ingermanson oversees a diverse multi-concept portfolio that includes Mokas Coffee & Eatery, Chompie’s, and a massive franchise footprint as one of the nation’s largest Freddy’s Frozen Custard & Steakburgers operators. The conversation explores Ingermanson's journey from his early days at Burger King to managing high-growth brands across multiple states, emphasizing his philosophy of developing people, leveraging data for site selection, and maintaining a competitive edge through personal discipline and organizational alignment.

10 Takeaways

• Diverse Portfolio: Ingermanson manages a multi-concept operation through JRI Hospitality, including Freddy’s, Mokas Coffee & Eatery, Chompie’s, and the Salina Country Club.
  
  
• Humble Beginnings: His hospitality career began with a formative job at Burger King at age 18, which taught him the impact of a fast-paced environment.
  
  
• The "Dream" Philosophy: He views his role as a tool to help employees achieve their own dreams, even if those dreams eventually lead them away from his company.
  
  
• Strategic Growth: JRI Hospitality focuses on "concentric" expansion, starting in Kansas and moving into neighboring states like Oklahoma and Arizona.
  
  
• Data-Driven Decisions: He avoids high-cost markets like California in favor of areas with favorable demographics and political climates, such as the Midwest and South.
  
  
• Information Management: A self-described "fast metabolizer" of information, he consumes podcasts and books specifically to solve immediate organizational needs.
  
  
• Personal Discipline: He maintains an intense routine, starting at 5 a.m. and consuming a high volume of coffee—up to a gallon a day.
  
  
• Power of Retention: He emphasizes that retaining existing employees is more critical and cost-effective than constant recruiting.
  
  
• Cultural Alignment: He focuses on aligning high-value performance indicators with the organization’s overall mission to ensure consistent success.
  
  
• Market Awareness: He monitors industry volatility, including the impact of tariffs, commodity prices, and AI on the hospitality landscape.