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O N T A R I O November 2015 Vol. 30 No. 10
N AT I O N A L
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NEW MODEL FOR MCDONALD’S
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C O V E R A G E
CHEFS HELP BUILD HAMILTON
R E G I O N A L
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FOCUSING ON MILLENNIALS
F O C U S
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$ 5 . 9 5
FEATURE: THE RISE OF MOBILE POS IN THE PALM OF YOUR HAND
By Kristen Smith, Managing Editor STRATFORD, Ont. — Getting a piece of the pie makes for more invested restaurant staff. This is the business model behind Stratford, Ont. restaurant The Red Rabbit, which opened on July 14. Dubbed the restaurant’s fearless leader, general manger Jessie Larsen said the idea was born out of necessity. The Red Rabbit team are also behind the opening of another Stratford restaurant about four years ago, Mercer Hall. When that was being sold and they weren’t able to purchase it, the decision was made to go into business for themselves. “We sat down and I said, ‘I don’t really want to do this for someone else anymore,’ ” said Larsen. “If we are going to work 80 hours a week and throw ourselves passionately into up the rest of the funding through a With about 1,900 square feet, the eatery seats 48 guests with another 10 small business loan. something, we want to do it for us.” Larsen said the small business rep- seats at the wood bar. With a framework of 100 shares “The decor is kind of eclectic. at $1,000 each, the 10-person own- resentative at the branch took an inership team raised a portion of the terest in the project, which they really Lots of greys and neutral tones with pops of red,” said Larsen. “It’s meant capital in March. “We sold out within appreciated. “So often, banks are just faceless to be low key but also kind of timea week; everyone said, ‘Yup, I’m in,’ ” corporations and they say ‘no,’ be- less.” Larsen recalled. Head chef and owner Sean ColThrough a model similar to com- cause the numbers don’t work or bemunity supported agriculture, Strat- cause you’re in hospitality,” she said. lins designed a menu of southernAPPROVAL REQUIRED “Hospitality is a very difficult thing influenced comfort foods. Split into ford residents were invited to purThe enclosed proof is sent for your approval. We will not proceed with the job until the proof is returned. DO NOT GIVE VERBAL INSTRUCTIONS. CHECK CAREFULLY! omnivore, carnivore and herbivore to have financed through traditional chase futures in the restaurant. This Beyond this point we cannot accept responsibility for any errors. Alterations (other than typoerrors) will be charged extra. Mark proof “OK” or “OK with corrections” as the case may sections, the dinner menu offers Colmethods.” raised almost $60,000, which willgraphical be be, signing your name so we may know that the proof reached the proper authority. The Red Rabbit opened in a for- onel Collins’ Fried Chicken, Rabbit paid out in services over three years. APPROVAL DATE Street. and Leek Pie, BBQ Celery Root Fried bridal shop on Wellington The Royal Bank of CanadaSIGNATURE put OFmer
A team of owners
Canada Post Publications Mail Agreement No. 40010152
At The Red Rabbit in Stratford, Ont., the restaurant’s staff are also its owners and Polenta and Duck Egg. Made for sharing, Larsen described the menu as a “choose your own adventure,” where customers can select various items to try. During the theatre season, The Red Rabbit has pre-show fixed price menus and during the off season, will be rebooting some winter events such as beer dinners and monthly themed dinners, the first one being Orange is the New Black in November and Nosh Monday. “It’s not unlike a tapas Tuesday,” said Larsen. “It’s $39 per person;
there’s no menu, the chef just feeds you until you say, ‘I can’t take it anymore.” Of the 10-person ownership team, eight work regularly at the restaurant. The other two are Brittany Holmes, cocktail consultant and an enthusiastic regular and cheese consultant Kelsie Parsons. In addition to Larsen and Collins, the ownership team consists of Tim Larsen, Jon Naiman, Tyson Everitt, Steve Walters, Adam Robinson and Gen Zinger. By eliminating “the man at the top,” The Red Rabbit is able to pay staff more, what Larsen called “a living wage.” The plan is to not pay out shares for the first three years. “There’s actually two sides to the profit sharing. Each of the employees collects their salary and at the end of the year, let’s say there is a dividend, the dividend is split 50/50 between staff and shareholders,” explained Larsen. “So the best position that anyone can be in is to be both a staff member and a shareholder.” Larsen said the ownership model doesn’t only benefit the staff, but also The Red Rabbit. “Restaurants experience so much transience when it comes to staff. It makes sense for the business to have everyone invested. You don’t have people calling in sick or going to find other jobs. It works well for the staff and for the business model,” she said.
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NAME:
RestaurantNews_Tillsonburg_AD_OCT2015-BP
SIZE:
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DATE:
OCT 2015
JOB NO:
15-785