Peter Waters, owner of T/aco in Boulder, Colorado, discusses the state of the industry as we enter 2026. Peter candidly reflects on a difficult 2025, noting that rising operational costs and shifting socialization patterns among college students and remote workers have made for a less profitable year. However, the conversation pivots to a deeply inspiring story of community support: T/aco donated $50,000 in gift cards to 50 local families facing food insecurity. This "fire hose" approach to marketing not only provided these families with a "T/aco rich" experience where they could dine without financial worry, but it also rejuvenated the staff and built immediate, meaningful relationships with a new demographic of regulars.

Key Takeaways

The "First Four Gifts": Peter shares Danny Meyer's philosophy that restaurants are unique because they can provide the first four gifts a human ever receives: eye contact, a smile, an embrace, and food.

The "T/aco Rich" Concept: By giving $1,000 gift cards to families, Peter wanted them to feel "rich" in his restaurant., able to order anything they want for about ten visits without checking their bank balance.

Vanishing Demographics: Due to high rents, the 22-to-30-year-old post-college audience has almost entirely left Boulder, leaving a gap in the customer base.

The Work-From-Home Effect: With more people working remotely, restaurants are losing the "stop-off" drink and socialization business that used to happen between the office and home.

Fire Hose Marketing: Instead of a "sprinkler" approach of small, scattered ads, Peter focused his resources on one massive, impactful community donation.

Shift in Peak Hours: Peter has observed that guests now tend to eat strictly between 6:00 PM and 7:30 PM, with a dramatic "drop off" in business after 7:45 PM.

Gen Z Socialization: Students aged 18–22 are socializing differently, often staying in their rooms and relying on delivery or "rejection-proof" digital interactions rather than going out.

Wage and Housing Disparity: Peter points out that even as minimum wages rise, they cannot keep pace with real estate; a person would need to make $60 an hour to afford a home in Boulder.

The Gift Card Tip Benefit: A secondary benefit of the gift card program was that the families used the cards to leave tips, directly benefiting the T/aco staff financially.

Sundance Film Festival: Boulder is preparing to host the Sundance Film Festival in 2027, which Peter hopes will turn the typically slow month of January into a profitable period for local businesses.

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.
  
  

In this episode of the Restaurant Owners Uncorked podcast, Wil interviews Trace Miller, the founder and CEO of Konala, a health-focused fast-casual brand. Miller shares the incredible personal story that anchors his business: his own childhood battle with Lennox-Gastaut syndrome, a severe form of epilepsy that began at age three. While doctors predicted he would be brain dead by age 13, Miller credits his mother with being the "desperate" researcher who refused to give up, eventually finding the medical professionals and the strict nutritional protocol that cured him. This life-altering experience with the power of food, combined with Miller’s military background and his "Simple scales, fancy fails" philosophy, serves as the foundation for Konala’s mission to provide delicious, high-protein, and convenient whole-food meals to the public.

10 Key Takeaways

Trace Miller’s Personal Miracle: Miller himself was the patient who suffered from Lennox-Gastaut syndrome; he was cured through a strict medical ketogenic diet after a grim prognosis.

A Mother’s Relentless Research: The cure was discovered not by doctors, but by Miller’s mother, who spent years researching alternative medical texts and articles to save her son.

"Simple Scales, Fancy Fails": This is Miller’s primary business mantra, emphasizing that operational simplicity is the key to successful expansion, while over-complication leads to failure.

Nuanced View on Seed Oils: While Miller personally avoids them and recognizes their inflammatory nature, he acknowledges they "play a role" in the industry as an affordable fat that can be "helpful" for managing margins.

The Philosophy of Via Negativa: Miller applies the concept of "improvement through subtraction," focusing on removing unnecessary or harmful elements from the menu to enhance the final product.

Focus on Metabolic Health: Konala was built to address the American metabolic crisis, specifically targeting the 74% of the population that is overweight or obese.

The Paradox of Choice: Miller keeps the Konala menu intentionally small (around 12 to 20 items) to reduce decision fatigue for customers and operational friction for staff.

Military Discipline and Self-Education: Miller’s leadership style and business acumen were largely shaped by his time in the military and his commitment to being a "perpetual student" through reading.

The Value of Consistency: Miller argues that long-term success requires the discipline to "do the boring things" consistently for 15 years rather than chasing "flashy" or "fancy" shortcuts.

Strategic Franchising: Konala focuses on partnering with franchisees who have multi-unit experience to ensure the brand’s high standards are maintained during growth.

Trey Morgan and Derek Copeland of Sentinel Grove Partners pull back the curtain on the high-stakes world of restaurant real estate and private equity. The trio explores the critical importance of the landlord-tenant relationship, viewing it as a long-term partnership rather than a mere transaction, and discusses the shift toward a "landlord’s market" in high-growth regions like the Sunbelt. Beyond the numbers, Trey and Derek emphasize that successful investing is about "betting the jockey, not the horse," highlighting how exceptional leadership, staff retention, and clear succession planning are the true indicators of a concept's longevity in an unpredictable economy.

10 Key Takeaways

1. Interview Your Landlord: A lease is only as good as the people behind it. Talk to existing tenants to see how the landlord handles crises before signing.
   
   
2. Bet the Jockey, Not the Horse: A great concept (the horse) will fail with a poor operator, but a great operator (the jockey) can pivot and save a concept during a "black swan" event like COVID-19.
   
   
3. The "Disproportionate" Equity Model: A popular funding structure involves paying investors back 100% of their capital first; once de-risked, the profit split shifts in favor of the operator.
   
   
4. Staff Longevity as a Metric: High retention (e.g., staff staying 20+ years) is the ultimate green flag for investors, signaling a healthy culture and operational stability.
   
   
5. The "Landlord’s Market": In high-growth areas like the Southeast, low vacancy and high demand mean rents are spiking, requiring operators to be faster and more prepared during negotiations.
   
   
6. Banking is still Face-to-Face: Despite digital trends, walking into a branch and looking a lender in the eye is still the best way to secure capital for a restaurant.
   
   
7. The Rule of Three Banks: Operators should maintain 2–3 banking relationships, as individual banks may lose their "appetite" for the restaurant sector depending on the economic cycle.
   
   
8. Inflation Beyond Rent: It’s not just the base rent; skyrocketing "Triple Net" (NNN) costs—taxes, insurance, and maintenance—are the biggest current headwinds for operators.
   
   
9. Succession Planning is Mandatory: Investors need to know what happens if the founder "gets hit by a bus." A business that can’t run without its owner is a risky investment.
   
   
10. Tenant Mix Matters: Successful real estate development requires a balance; too many restaurants in one center creates parking "cannibalization," hurting everyone’s sales.
    
    

Wil peaks with Enga Stanfield, co-owner of Pizza Today's 2025 Pizzeria of the year, multi-location Mattenga's Pizzeria in San Antonio, and Head of Community at Owner.com. Enga, an Iranian-born former engineer with no prior restaurant experience, shares how she and her husband Matt transitioned from engineering to restaurant ownership in 2014 by purchasing a struggling pizzeria, initially losing significant money due to inexperience. Through relentless grassroots marketing, obsessive cost control, data-driven location selection, and frugal self-funded growth, they turned the business around, expanded to multiple locations, achieved consistent strong sales growth, and built a profitable family-oriented operation that prioritizes community giving, strong systems, and work-life balance while preparing for potential franchising.

10 Takeaways

1. No experience required, but commitment is essential: Enga and Matt had zero restaurant or business background yet succeeded through sheer passion, grit, and a willingness to learn from expensive mistakes.
2. Obscurity is the biggest enemy: The real problem isn't perfect recipes or discounts, it's getting known. Aggressive, consistent marketing (guerrilla tactics, drop-offs, parades, costumes) is the owner's primary job.
3. Babysit numbers, not people: Obsess over P&L, labor percentages, food costs, and sales forecasting—small percentage improvements on large volumes create massive profit impact.
4. Hustle beats excuses: External factors (bad location, competition like Chick-fil-A) are irrelevant; successful owners take full responsibility and aggressively pursue customers.
5. Give to receive: Donating hundreds of pizzas monthly, supporting schools with spirit nights, and community involvement builds loyalty and drives long-term growth.
6. Location math matters: Use free tools like USPS Every Door Direct Mail to analyze household density, income levels, and demographics to ensure a site can support target sales and profit margins.
7. Break growth into simple math: Reverse-engineer sales goals into daily orders needed, then create targeted marketing plans to acquire and retain those customers.
8. Build systems and people, not just rockstars: Strong operational systems and deliberate team development allow scalability. Doing $15/hour tasks yourself prevents building a real business.
9. Negotiate everything: Leases, vendor prices, contracts: always ask, build in exit protections, and never sign desperate deals. Walking away power is crucial.
10. Profitability enables generosity: Running a tight, systematic, profitable operation allows you to pay people well, give back to the community, and maintain a thriving family life.

Israel Jiles reflects on his evolution from managing elite, high-volume establishments like Catch NYC and partnering with Montclair Hospitality Group (Ani Ramen) to founding his passion project, Po Boy Riche. The episode captures the pivotal moment around the one-hour mark where Jiles discusses the decision to leave the security of established hospitality groups to build something deeply personal.

The discussion centers on the "uncompromising pursuit of authenticity"—from shipping legendary Leidenheimer bread directly from New Orleans to ensuring his beignets rival those of Café Du Monde. Jiles explains that Po Boy Riche isn’t just a restaurant; it’s a cultural bridge. He shares insights on the grit required to launch in the competitive Jersey City market, the importance of operational excellence learned in the "big leagues" of NYC dining, and his philosophy on community-centric business, exemplified by the restaurant's "Artist Wall."

10 Takeaways

1. The Power of Provenance: Authenticity isn't a buzzword, it’s a logistics challenge. Jiles emphasizes that using authentic New Orleans French bread is non-negotiable for the brand's integrity.
   
   
2. The Pivot to Purpose: Transitioning from high-end "trendy" dining to casual soul food requires a shift from selling status to selling comfort and heritage.
   
   
3. Operational Rigor: His experience at Catch NYC provided the blueprint for scaling and maintaining consistency, even in a cozy 20-seat neighborhood spot.
   
   
4. Strategic Partnerships: The collaboration with Chef Darrell Raymond (with 25+ years of experience) shows that even a "simple" sandwich shop benefits from high-caliber culinary leadership.
   
   
5. Catering to Modern Palates: While rooted in tradition, Jiles highlights the necessity of inclusivity, offering vegan and gluten-free options like BBQ mushroom po' boys.
   
   
6. Cultural Stewardship: He views his role as an ambassador of New Orleans culture, ensuring that the "debris-style" fries and chicory coffee are educational moments for customers.
   
   
7. The "Leap of Faith": Around the 83-minute mark, Jiles addresses the psychological weight of leaving a successful corporate partnership to start from scratch.
   
   
8. Community as Interior Design: By featuring local photographers on the "Artist Wall," the restaurant becomes a living gallery that belongs to the neighborhood.
   
   
9. Marketing Through Tradition: Using "Big Game" catering and weekend brunches (like Hummingbird French Toast) creates multiple "entry points" for different customer demographics.
   
   
10. The Mastery of Simplicity: The episode concludes that doing a few things perfectly (the po' boy, the beignet, the gumbo) is more impactful than an overextended menu.