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Marietta Square
770-428-6092
Kennesaw 2750 Jiles Rd.
678-247-8901
THE KITCHEN IS THE
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Harry Norman, REALTORS® Historic Marietta Office | 770-422-6005
started doing that Monday nights, and then we decided to invite
some other people to come and join us. And you know, he’s mixing
cocktails, I’m cooking, and he’s cooking and I’m mixing cocktails.
There’s a lot of fun. And then we just decided we wanted to do
something together.
RT: You’re dining and drinking and having fun, then all of a sudden,
you’re pregnant. Same thing with Chris. We met Chris at a function
for a nonprofit event and I was in orientation and Chris is like, ‘Hey
guys, I live in the neighborhood. I really like your new restaurant. I
want to own my own business one day. It’s my dream. How’d you
guys do it? I’d love to learn more.’ Next thing you know, we’re
communicating and he’s bringing in some wine and he’s a chef in
town. We got to know each other through food and drink, and then
establishing that we had common beliefs and values and
philosophies. You could not find more three different guys in so
many ways, but, at the core, the connective tissue, there’s a level of
consciousness and agreement on what really matters. What’s right,
and what’s wrong. That has really allowed us to effectively
communicate in a disagreement, sometimes effectively, sometimes
not. But at the same time, we bring three different perspectives and
three different competencies and three different points of view,
which in any scenario is always good because one single point of
view can steer you off the cliff.
CL: So many restaurant groups are led by one person and then
they have a team under them, but they’re really the face and the
sole leader. So how do you guys manage that as a trio?
CH: Oh it’s a full-on Texas cage match, man.
RT: Four-and-a-half years ago, we hired a business coach to help
work with us on our partnership, on our business, on our
deficiencies as managers. None of us went to school to manage, to
learn how to be executives of a company or manage people. But we
established a structure for us. We talk about it as alignment. We
meet not just to meet, we meet so that we can find alignment on
things that are important in our relative roles.
CH: It’s not about the end point. It’s about the journey. If there’s a
disagreement, we usually know where we’re going. There’s
somebody who wants to take a train, somebody wants to take a bus
and somebody wants to take a plane.
TM: You don’t know where there’s going to be a stopover.
CH: But if you know what the destination is, it’s a little easier. But
that’s why we hired a business coach because we were kind of like a
band that, you know, somebody wanted to tour, somebody wanted
to make a rock and roll album and somebody wanted to make a
concept jazz record and you’ve got to find a way to do something in
the middle.
RT: There’s a lot of restaurateurs that we actually proactively talked
to when this all went down and reached out to, that we knew were
kind of on their own, people that we know and respect and love. But
we realized how valuable it was, being able to sit around a table,
just the three of us, and work through it. It was a harrowing. I mean
that week, the week of the 16th, was the most harrowing experience
I’ve ever been through, that we’ve certainly ever been through as a
company ,and to have a group of people to collectively try to figure
out what to do with no visibility and really bad information coming to
you every two hours versus someone who’s by themselves, it was so
helpful. They’ve got some investors maybe, but there’s really no one
other than them making the calls.
CL: And a lot of restaurants owners that I’ve talked to have said
that they haven’t felt like they’ve gotten a lot of guidance on when
or how or if to open.