EXPANDING ACROSS BORDERS
BOOZELESS BRUNCH
SPB HOSPITALITY’S PLAYBOOK
CEO JOSH KERN
SHARES HIS HARD-WON INSIGHTS FOR GROWING A COMPANY THROUGH ACQUISITION AND REINVENTION
PLUS HOW CHEF DONALD YOUNG LAUNCHED A FINE-DINING POP-UP
SPB HOSPITALITY
CEO JOSH KERN OFFERS ADVICE ON HOW TO LEAD A COMPANY THROUGH GROWTH, ACQUISITION, AND REINVENTION.
24 SPB Hospitality’s Playbook
From navigating Chapter 11 to scaling a diverse portfolio of restaurant brands, SPB Hospitality CEO Josh Kern shares his hard-won insights and “how-to” strategies for transforming restaurant operations and driving sustainable growth.
CHEFS & INGREDIENTS
11 How to Launch a Successful Fine-Dining Pop-Up
Chef Donald Young’s Duck Sel is a prime example of how embracing the flexibility and creativity of the pop-up restaurant format can redefine the fine-dining experience, without the ego or rigidity.
16 How to Revolutionize French Cuisine
A new generation is transforming French cuisine by blending traditional techniques with bold, global flavors and contemporary twists, featuring insights from chefs at Pastis and Bread & Butterfly.
LIQUID INTELLIGENCE
19 How to Host Brunch Without the Booze
From handcrafted iced coffees to colorful mocktails, non-alcoholic beverage programs at brands like Turning Point and The Big Biscuit are proving that a well-rounded menu can thrive without alcohol.
FIRST COURSE
7 How Walk-On’s Created its Restaurant of the Future
hospitality with local flair.
In the first major redesign for the sports bar brand since 2016, Walk-On’s new prototype is designed to elevate the restaurant experience for guests, employees, and franchise owners alike.
8 How to Target Emerging Cuisine Trends
Restaurateurs eyeing new opportunities need to be strategic in choosing the types of restaurant concepts they go for. A recent study revealed the most and least competitive cuisine types across the U.S.
BACK OF HOUSE
35 How Moxies Expands Across Borders
ON THE RISE Born in Canada, casual-dining chain Moxies is creating inspiring meals
37 How to Build a Family-Run Culinary Destination
WOMEN IN LEADERSHIP Meet the mother-daughter duo behind Culture + Co., which flaunts the first cheese conveyor belt dining experience in the U.S.
40 How to Expand Your Brand
BEHIND THE SCENES Celebrity chef, restaurateur, and TV personality Kelli Ferrell chats with FSR about her cookbook, community roles, tips for aspiring restaurateurs, and more.
EDITORIAL
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How to Level Up
WELCOME TO FSR ’S SECOND-EVER “HOW-TO” ISSUE, where we write about how to make your restaurant better by highlighting advice from the best, brightest, and rising star restaurant leaders. You’ll read their stories of learning from failures, and how those lessons eventually spurred success— like SPB Hospitality, which rose from the ashes of Chapter 11 bankruptcy and, led by CEO Josh Kern, has transformed into a company with a peoplefirst mentality that’s driven by listening, adapting, and constantly seeking improvement (PAGE 24). You’ll read about how a new generation of chefs and restaurants are revolutionizing French cuisine with bold, global flavors and twists, like at Bread & Butterfly in Atlanta, where executive chef Demetrius Brown pushes boundaries with a dinner service that explores cuisine through the lens of the African Diaspora—a fusion of French, Caribbean, and Afro-American culture (PAGE 16).
On PAGE 35, find out how a Canadian-born brand has evolved from deli-style beginnings into a 58-unit casual-dining brand that’s planning further expansion into major U.S. cities. On PAGE 37, discover how a motherdaughter duo brought the first cheese conveyor belt dining experience to the U.S. that celebrates American artisans and local farmers. Read how you can create a thriving non-alcoholic beverage program from brands like Turning Point and The Big Biscuit on PAGE 19, and how to launch a successful fine-dining pop-up by following the lead of chef Donald Young’s Duck Sel on PAGE 11
As you dive into this issue, we hope these stories inspire you to push boundaries, learn from setbacks, and continually refine your vision. Whether you’re navigating the challenges of growth, introducing new culinary concepts, or elevating your beverage offerings, this collection of expert insights is here to help you thrive. Here’s to embracing fresh ideas, celebrating bold creativity, and driving your restaurant toward a more successful future. Welcome to a guide that’s all about building better restaurants, together.
Callie Evergreen EDITOR
cevergreen@wtwhmedia.com
On the Cover
This month’s cover of Josh Kern was shot by Willie Petersen, a photographer based in Denver, who is known for his dynamic work in advertising and commercial photography. Willie’s passion lies in creating striking images that tell compelling stories through light and composition. To explore more of Willie’s photography, you can follow him on Instagram via @williepetersen_ or visit his portfolio at williepetersen.com
CHICKEN TOSTADAS WITH CACTUS CORN SALAD
Walk-On’s new prototype is designed to elevate the restaurant experience for guests, employees, and franchise owners alike.
Walk-On’s Restaurant of the Future
BY CALLIE EVERGREEN
This is the first major redesign for the sports bar brand since 2016.
CHRIS PORCELLI LABELS HIMSELF as “obsessed” with the guest experience, which is why for the first time since 2016, Walk-On’s Sports Bistreaux is launching a new restaurant prototype with a smaller footprint—though slimming down isn’t the only big change. Upgraded tech, a more efficient kitchen,
revamped interior and exterior design, and fine-tuned comfortable seating are promised to elevate the brand’s offerings while streamlining operations for franchise partners, who had a significant hand in the decision-making process. “After speaking with franchisees about their experiences and
First Course
looking back throughout our 21-year history as a brand, we learned valuable insights that led us to solutions for more efficient kitchens, increased table turns, and lower overhead costs,” says Jennifer Striepling, chief development officer.
From a franchisee perspective, the condensed footprint—up to 50 percent smaller than current restaurants—will equate to reduced construction and operational costs, while the revamped kitchen processes translate to improved efficiency. This will not only help the bottom line, but also create a more scalable model for operators looking to expand, notes Porcelli. “We spent a significant amount of time analyzing operational efficiencies, customer behavior, and franchisee feedback. The data showed that a more agile footprint would allow us to optimize our kitchen processes and enhance the overall guest experience,” he says.
Leadership worked closely with the brand’s culinary and operations teams to ensure the maximized space didn’t come at the expense of quality or speed of service. While each dish is made fresh in the scratch kitchen, many core menu items share ingredients, which leads to improved throughput and resource management. “Ultimately, it’s about being smarter with the space we have, without compromising the experience our guests have come to expect from Walk-On’s,” Porcelli notes.
“We also learned that many of our guests value a vibrant, communal space, but don’t necessarily need a large layout to enjoy it,” he continues. “By focusing on operational streamlining and guest preferences, we were able to develop a format that maintains the heart of the Walk-On’s experience while driving greater efficiency and ROI.”
In September, Porcelli was promoted to CEO of the rapidly grow -
International Eats BET ON
RESTAURATEURS EYEING NEW OPPORTUNITIES need to be strategic, not only in their business models, but also in choosing the type of restaurant concept and cuisine. A recent analysis from OnDeck revealed the most and least competitive cuisine types across the U.S. by comparing the density of different food business types in each state and large cities to the national average. A few key findings of the study:
▶ Steakhouses have the most direct competition, facing more competition than any other restaurant type in seven states
▶ Korean cuisine is projected to be the least competitive restaurant type to launch in 2025, encountering the lowest competition in 12 states. This is closely followed by French and Spanish cuisines, with both types being the least competitive in nine states.
▶ In New York City, French restaurants are the most competitive to open, while barbecue spots experience the least competition.
ing sports bar chain, which has nearly 80 restaurants in the U.S. Walk-On’s will test out the new format by opening corporate restaurants featuring the new design— another first for the brand since 2016. The idea is to collect learnings from the new builds in the greater Atlanta area to enable franchise partners to seamlessly implement the enhanced prototype in existing and new locations.
Ultimately, the goal is to position Walk-On’s to stand out in the competitive casual-dining space by doubling down on what makes the concept unique—a combination of Southern hospitality, a family-friendly atmosphere, and a premier guest experience, Porcelli says, adding that “We pride ourselves on being more than just a place to watch the game, and with this new format, we’re creating a space that’s welcoming to families, sports enthusiasts, and everyone in between.”
CULINARY INSPIRATION AND STORIES FROM INDUSTRY TRAILBLAZERS
MENTIONED IN THIS SECTION PASTIS
DUCK SEL
BREAD & BUTTERFLY
Pioneering Pop-Up
Chefs & Ingredients
BY CALLIE EVERGREEN
Chef Donald Young’s Duck Sel is a prime example of how to launch a successful fine-dining pop-up concept.
CONNECTION AND COMMUNITY ARE CELEBRATED AT DUCK SEL, WHERE STRANGERS BECOME FRIENDS OVER A SHARED PASSION FOR GREAT FOOD AND CONVERSATION.
WHEN CHICAGO NATIVE DONALD YOUNG first stepped into the kitchen at Le Francais as a 17-year-old, he still had a preference for only ordering “very plain” burgers with ketchup, mustard, and cheese. The only time he ever really used a knife was peeling potatoes for Thanksgiving and Christmas family meals. But what began as a reluctant job quickly blossomed into a lifelong passion, propelling Young on a journey that would
lead him to being one of the youngest chefs to be awarded a Michelin star in the U.S., creating an innovative pop-up fine-dining concept, and being nominated for a James Beard Award.
Young’s first job, however, was at a Culver’s when he turned 16—a common milestone for any kid growing up in the Midwest. “I was working 45 hours a week while going to high school. I had no social life, basically,” he recalls. “I started off putting everything on my burger at Culver’s when I went on break to force myself to start liking onions and lettuce and tomatoes. Pickles took a while to get used to, but eventually I fell in love with pickles.” (That forced penchant for pickles eventually paid off, in that he ended up utilizing a lot of pickled ingredients at Duck Sel to add complexity and brightness to dishes.)
Young went from downing SpaghettiOs and Chef Boyardee cans for dinner to working under award-winning chef Roland Liccioni at Le Francais, the famed Chicagoland French restaurant opened by legendary French-American chef Jean
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LATEST COOKBOOK PURCHASE: “Eleven Madison Park”
SECRET COMFORT FOOD: Korean Fried Chicken
FAVORITE FOODIE DESTINATION: France
Banchet. His father worked as a manager at a bar and restaurant, and one of his reps worked at Le Francais back in the ‘90s and had a connection—so Young was convinced to go meet Liccioni and work a day for free to see how he liked it. “During that time, that’s when I was really into heavy metal, and in high school wore all black, had big curly long hair, had a metal chain wallet, all that kind of stuff. I was a punk a** little kid, for sure, but Roland took the chance on me, surprisingly,” he says.
While pursuing a degree in culinary arts at Chicago’s Kendall College, Young secured a six-month internship in Castres, France, where he studied under acclaimed chef Simon Scott at Michelinstarred Bistrot Saveurs, sparking a deep love for French cuisine. It was during this time that Young’s culinary vision truly began to take shape, as he immersed himself in the world of modern French cooking and spent time further refining his techniques and flavor profiles.
Throughout his early career, he worked closely with his mentor, Lic -
DUCK SEL WAS BORN OUT OF CHEF DONALD YOUNG’S DESIRE TO CREATE A DINING EXPERIENCE THAT WAS EQUAL PARTS ELEVATED AND APPROACHABLE, WHERE THE FOCUS WAS ON EXCEPTIONAL FOOD, PERSONABLE SERVICE, AND A GENUINE CONNECTION BETWEEN THE CHEF AND HIS GUESTS.
cioni, rising through top Chicago kitchens, including Miramar Bistro and Les Nomades. By 2018 at age 28, Young became the youngest chef in Chicago to earn a Michelin star at Temporis, a progressive, 20-seat American fine-dining restaurant offering a 10-course tasting menu each evening.
“It was an honor and a jump start to my career,” Young says. He later led WoodWind on Chicago’s Magnificent Mile epicenter in 2019, and then got furloughed when the pandemic hit. “I got brought back for two weeks, and let go after the restaurant was opened and functioning again, which kind of led me where I’m at today with Duck Sel. It was the start of Duck Sel there.”
Young set out to create a dining experience that was equal parts elevated and approachable, where the focus was on exceptional food, personable service, and a genuine connection between the chef and his guests—which led to Duck Sel, originally called Salted Duck, that was born as a small pop-up in 2016. Branching off of his Instagram handle (@DonaldDuckConfit), the name Duck Sel came from a cross of a duck and the French word for salt, “sel.” Young was also inspired by a poster he had up in his room that had the chemical formula NaCl, commonly known as table salt.
A few of Young’s former customers from Temporis had asked him to host a private dinner in their homes, and after a few successful dinners, he decided to post pictures and videos of the experience on social media, and it took off from there. His private dinner format began building momentum as families started telling their friends about the experience, which involves a 12-course tasting menu where modern meets classical. Young seamlessly blends his Midwestern roots with elevated French techniques and an unwavering dedication to all things duck.
Though Young is always changing up the tasting menu, one dish that remains constant “and will never change” is the Duck & Waffles. The dish features a liege-style waffle enriched with duck fat instead of butter, accompanied with dry-
aged duck confit nuggets that are tempura fried, pickled blueberries, a black truffle maple syrup, a French butter that he cuts with duck fat, and a little bit of sumac. It’s then finished off with a maple ice cream twist on Dippin’ Dots. “Kind of that hot, cold, little sweet, and salty to it. It’s a dish we put in the middle of the menu to act as a savory palate cleanser that refreshes your palate in that sense,” he explains. This dish is presented right before the last two savory dishes in the menu, and has quickly become a crowd favorite.
Young also likes to incorporate playful twists on some of the food he grew up eating, like the final course that harkens back to his first job. It’s a riff on a Culver’s concrete mixer, served in a bag with Duck Sel’s logo. The concrete is placed inside the bag and smoked with cherry wood, then brought to the guest. Once the bag is opened, the smoke is released, giving guests the feeling of being around a campfire. Inside is a chocolate and passion fruit custard that has Valrhona Dulcey chocolate cookie dough mixed in; a
few different chocolates on top that taste like Reese’s peanut butter; passion fruit pearls to enhance the passion fruit on the dish and to add more acidity to cut the richness; and a honey and graham cracker meringue on top that is brûléed.
“Duck Sel has gone way above [what] I ever expected it to be. We’re having fun, doing what we love, and cooking the food that we want to cook,” Young says.
“I’m curious to see what are the boundaries Duck Sel can break, being a pop-up and a private chef, because I think it’s overlooked in general over many different awards. I think it was wild to get the James Beard nomination for being a private chef, but at the same time, why has no one ever been nominated for that?”
When asked if he’s ever considered transitioning Duck Sel into a brickand-mortar restaurant, Young says the thought is always there and is a dream one day, but he’s in no rush to get there.
“With the way Duck Sel is going right now, we’re having a lot of fun with it, and there’s a lot more control,” he says.
“The hardest part about Duck Sel becoming brick-and-mortar is how to create this concept in a more professional, commercialized space, and that’s the biggest thing that’s holding me back—how we create it for the future to stay the same with the same charm.”
One key to Duck Sel’s success that makes it stand out from other pop-up concepts is how Young serves fine-dining food, but in a relaxed setting without the “super fine-dining ego and staleness, in my opinion,” he says. The other piece is all about giving guests a chance to connect and share in a communal experience together. With two tables that seat 10 people each, guests are sitting with up to nine strangers, which organically forces people to chat and joke around— including with the servers. “I’m not going to scold you for that—I would rather see backhanded service and the guests laughing and joking around with you, because that to me is better service than trying to be so robotic,” Young adds. “There’s more personality, essentially. We’re trying to keep it like a large dinner party with great food, music, and all that.”
AT DUCK SEL, CHEF DONALD YOUNG SEAMLESSLY BLENDS HIS MIDWESTERN ROOTS WITH ELEVATED FRENCH TECHNIQUES AND AN UNWAVERING DEDICATION TO ALL THINGS DUCK.
Revolutionizing French Cuisine
BY SATYNE DONER
FRENCH CUISINE has been the backbone of modern flavors and techniques for decades, but a new wave of restaurants is starting to color outside the lines and push boundaries while still keeping tradition and classic principles in mind.
In 1651, François Pierre La Varenne published “Le Cuisinier François,” the first French cookbook, inspiring French cuisine to expand beyond the country’s borders as chefs worldwide studied these published recipes. In 1903, Georges Auguste Escoffier, known as the “king of chefs,” brought “haute cuisine” to the
modern world, a style of French cooking renowned for its technique and precision. Not much has changed since then. French flavors and techniques have stood the test of time, creating a blueprint for today’s chefs. The question now is: What does the next generation of French cuisine look like, especially in the U.S.?
Pastis, a Parisian-style brasserie with locations in New York City, Miami, Washington, D.C., and West Palm Beach, defines its brand as traditional French fare with a newly invigorated soul. Led by renowned restaurateur Stephen Starr,
the four-unit concept prides itself on transporting guests to a classic Parisian brasserie.
Executive chef Jose Diaz, who has 15 years of experience working with French cuisine, began his career in the U.K. before settling in Miami with Pastis. His cooking style revolves around using French techniques as a foundation while experimenting with different ingredients.
“Pastis is in between classic and contemporary French cuisine. We try not to focus solely on the traditional dishes,” Diaz says. “We take ideas from the clas -
AT BREAD & BUTTERFLY IN ATLANTA, CHEF DEMETRIUS BROWN PUSHES THE BOUNDARIES OF FRENCH CUISINE BY INCORPORATING AFRO-CARIBBEAN FLAVORS AND TECHNIQUES.
sics and then turn them into our own with little twists.”
This balance between textbook and progressive shows up on the Pastis menu in dishes like French onion soup, escargots, tuna carpaccio, and warm shrimp salad. Adventurous entrée offerings include lobster frites with garlic-herb
not to lose the classical Parisian influence.
“The next generation of French cuisine is an interesting intersection of cultures because you cannot stray too far from the classics without losing the essence of French cuisine,” Diaz says. “To me, this essence means you’re keeping traditions in mind through your techniques while incorporating twists with new ingredients.”
tive twists on traditional drinks. Standouts include The Eiffel Sour, Le Dirty Martini, and Le Petit Pickle, a mix of Belvedere vodka, house brine, and pickled vegetables. The Rouge Fumée combines Banhez mezcal, tequila blanco, watermelon, espelette pepper, and honey.
Though the modern evolution of French cuisine is a delicate topic for Diaz, he emphasizes that while the Pastis menu is constantly changing with the seasons and local flavors, it’s important
At Bread & Butterfly in Atlanta, executive chef Demetrius Brown pushes boundaries with a dinner service that explores cuisine through the lens of the African Diaspora—a fusion of French, Caribbean, and Afro-American culture.
Born into a Trinidadian and Jamaican family, Brown is passionate about teaching others the French influence on Africa and the Caribbean through his cooking. He blends ingredients from these regions with French techniques like slow poaching and sous vide.
“At first, we got a lot of pushback because we aren’t your typical French restaurant,” Brown says. “It took people coming in and trying the food to fall in love with it and see the connections between France, the Caribbean, and parts of Africa.”
Bread & Butterfly’s menu begins with French classics like potato salad, scallops, and beef bouyon, then transitions to Caribbean influences in dishes such as the Haitian patty, made with local beef, puff pastry, tamarind, and peppers. The Poulet Mafe features roasted chicken, peanuts, sweet potatoes, and plantains. The gumbo and beignets de banane mas-
terfully blend all three cultures, using ingredients like papaya, coconut custard, blue lump crab, and crispy okra.
“I also make a grilled quail, which everyone knows is super French. But in this case, I rub it in a Berbere (Ethiopian) spice and cook it on a yakitori grill,” Brown says. “I’m always asking myself what the best way is to integrate my background and culture with a traditional French restaurant.”
Like Pastis, Bread & Butterfly’s beverage program showcases globally inspired flavors. The Maduro Old Fashioned features a Caribbean twist, with plantaininfused Ten to One Spiced Rum, Giffard Banana Liqueur, and HooDoo Chicory Liqueur. The Bare Bone Espresso Martini pays homage to the original French drink, with Bare Bone vodka, Borghetti liqueur, fresh espresso, and maple.
“We wanted to start by bringing as many Black producers as possible into our beverage program,” Brown adds. “We use rum that’s grown, bottled, and distributed from Haiti. Then, we try to minimize waste in the kitchen by taking ingredients we already have and moving them into our drink menu, like the rum-infused plantain skins we use for our Maduro.”
French cuisine emphasizes hyperlocal, seasonal food—a principle Brown also finds in Afro-Caribbean cuisine. At Bread & Butterfly, he works with local farmers around Atlanta to create a sustainable and responsibly sourced concept.
Ultimately, Brown wants to keep breaking down barriers and reimagining traditional recipes, seamlessly integrating his heritage with French cuisine and techniques. While coloring outside the lines may be challenging, he has an eye for innovation. “This will be my only Bread & Butterfly location forever, but I want to be nominated and win James Beard awards or be mentioned in the Michelin Guide this coming year,” Brown says.
“We want to be known as a restaurant that takes risks and pushes the boundaries of food and culture in Atlanta. There’s enough food that’s good for just being good, but we want to tell a story and be at the forefront of French and Afro-Caribbean cuisine,” he adds.
AT PASTIS, FRENCH CLASSICS LIKE ESCARGOT AND FRENCH ONION SOUP TAKE CENTER STAGE, WHILE SEASONAL DISHES ADD A CONTEMPORARY FLAIR.
WOMEN IN RESTAURANT LEADERSHIP:
TOGETHER SUMMIT
FEBRUARY 19 - 20, 2025 / NASHVILLE, TN
Unite. Elevate. Lead.
Join the movement of women reshaping the future of the restaurant industry at the Women in Restaurant Leadership: Together Summit. This two-day event is all about bold conversations, powerful insights, and purposeful networking that fuels the growth and success of women leaders across the industry.
What to Expect
• Visionary Speakers: Hear from trailblazing women who are changing the restaurant world, sharing strategies and stories that inspire action.
• Hands-On Workshops: Gain practical tools to overcome real challenges, enhance your leadership, and drive business success.
• Next-Level Networking: Connect with driven, like-minded women ready to collaborate and empower each other.
Why Attend?
• Innovative Leadership: Discover fresh perspectives and actionable ideas to enhance your leadership in this evolving industry.
• Empowerment in Action: Engage in meaningful discussions that inspire personal and professional growth.
• Collaborative Impact: Be part of the conversations that tackle today’s challenges— diversity, equity, and work-life balance—and shape tomorrow’s solutions.
FEBRUARY 19 - 20, 2025
Limited seats available—secure your spot today.
Who Should Attend?
If you’re a woman in the restaurant industry— whether you’re an owner, chef, manager, or emerging leader— this summit is for you.
Nashville Awaits
Experience the energy of Nashville while connecting with women leaders who are as passionate and driven as you are.
ARE YOU READY TO LEAD THE CHANGE?
TRENDS AND CREATIVE APPROACHES TO SPIRITS, WINE, AND BEER.
MENTIONED IN THIS STORY THE BIG BISCUIT • TURNING POINT
Liquid Intelligence
TURNING POINT HAS FOUND SUCCESS WITH ALCOHOL-FREE RIFFS ON DRINKS LIKE APEROL SPRITZES, MARGARITAS, AND CREATIVE MOCKTAILS LIKE THE INSTAGRAMWORTHY PINK HORCHATA TOPPED WITH A SALTED RIM AND A FRESH STRAWBERRY.
Brunch WITHOUTBTHEooze
BY SAM DANLEY
Brands are proving that a well-rounded drink menu can thrive without alcohol.
BRUNCH AND BOOZE have become practically inseparable over the years, but that hasn’t stopped daytime eateries without alcohol from getting creative with their beverage programs. Chains like The Big Biscuit and Turn -
ing Point Restaurants are proving that you don’t need alcohol to elevate the drinking experience, focusing instead on expanding and enhancing their non-alcoholic options to keep up with shifting consumer preferences.
LIQUID INTELLIGENCE
cent of the chain’s total beverage sales.
“Having that dedicated menu was a pretty big and bold move for us,” says Marita Swift, vice president of brand strategy at The Big Biscuit. “We had our beverages listed on the primary menu for the longest time. When you take that out onto a separate physical menu, it creates
“I think that the younger generation really wants that experience. Beverages like Western Sodas give them something to get excited about, something to put on social media.”
“The truth of the matter is that everybody who comes in the door is going to order an entrée. It’s pretty much a given,” says Chad Offerdahl, president of The Big Biscuit. “For us, it’s really a matter of whether we can also get a beverage on the table that isn’t water. That’s not necessarily a given, but it’s a huge way to boost the check.”
With that goal in mind, The Big Biscuit kicked off its beverage revamp last spring with some new caffeinated creations. Nothing too crazy—just a line of iced coffees in familiar flavors like mocha, french vanilla, and caramel. At the same time, it removed all beverages from its main menu and created a separate, standalone menu to spotlight both new and existing drinks. Within a year, the iced coffees were accounting for around 9 per-
soft drinks and ingredients like cream or flavored syrups. It has taken social media by storm, with users on TikTok sharing recipes and experimenting with different combinations.
“We’re not looking to bring on the next trend just because it’s the next trend,” Offerdahl says. “It’s easy to try and be everything to everyone, so we’re very mindful of that. We’re looking for things that fit our brand and fit our consumers. It’s about adapting without necessarily changing who we are.”
a moment where there’s this implied purchase, where people are ordering from one menu and then ordering something from the beverage menu.”
The shift laid the groundwork for what came next: a “bigger, better” beverage menu that launched earlier this year and offers a wider array of inventive drinks. Among the top performers has been the new Western Sodas, inspired by the growing popularity of mocktails and the “dirty soda” craze. The trend mixes
The Western Sodas lineup at The Big Biscuit includes combinations like The Stallion (Dr Pepper, coconut cream, and lime), Cowboy Colada (Starry, pineapple juice, coconut cream, and lime), Dolly (Starry, strawberry puree, coconut cream, and lime), Desert Sun (Mountain Dew, strawberry puree, coconut cream, and lime), and Orange Creamsicle (Orange Crush, coconut cream, and lime). Guests also have the option to customize their drinks by adding cold foam or fruit purees like peach, strawberry, or raspberry.
These sodas have been a runaway hit. “When you’re presented with the Western soda at the table, you’re actually seeing that cream cascade down into the soda,” Offerdahl says. “It’s one of those things that really turns heads when you’re walking through the dining room.”
The visually striking presentation adds an experiential element, encour -
FROM HANDCRAFTED ICED COFFEES TO COLORFUL MOCKTAILS, NON-ALCOHOLIC BEVERAGE PROGRAMS PROVE YOU DON’T NEED BOOZE TO IMPRESS.
THE BIG BISCUIT (2)
aging diners to share their drinks on social media, Swift adds. “I think that the younger generation really wants that experience,” she says. “Beverages like Western Sodas give them something to get excited about, something to put on social media. I feel like that drives a lot of the innovation in beverages in general—the fact that the younger generation is putting it on Instagram.”
This visual appeal plays a crucial role in driving sales. Offerdahl notes that the
for them—we’ve seen a tremendous increase in sales,” Offerdahl says. “Our beverage revenue since making these changes has increased by more than 7 percent—all without adding alcohol.”
Turning Point Restaurants has also found ways to innovate its beverage program despite not offering alcohol. As the boozy brunch phenomenon gained traction over the years, COO Bonnie Iavaroni says the breakfast, brunch, and lunch chain has had to think creatively to stay relevant.
beverages featured on the separate menu with pictures sell better. “That’s something we’re considering as we’re looking at our menu design for future printing,” he says. “Which images are going to be pictured? Because we know it has an absolute direct effect on the sales of that product.”
Beyond Western Sodas, The Big Biscuit has found success with other new beverage offerings, including specialty teas, lemonades, juices, and cold brews topped with vanilla cold foam. “Just by having all of those different offerings available—creating more interest in the menu and giving guests more opportunities to find something that makes sense
That creativity has manifested in a deeper focus on mocktails. Turning Point has found success with alcohol-free riffs on drinks like Aperol spritzes and margaritas, appealing to the growing number of consumers seeking zero-proof beverages.
“I think that a lot of restaurants without alcohol have such a huge opportunity in this moment right now, where people are actually very strongly embracing and seeking out mocktails,” Iavaroni says. “You have all of these people that are switching from drinking a lot to wanting to have that same experience but without the alcohol in there, and then you have all of these younger guests that are being exposed to a lot of these mocktail experiences as well.”
But mocktails aren’t the only piece of Turning Point’s evolving beverage strategy. The chain has also doubled down on elevating its coffee program, a longstanding cornerstone of its offerings. Iavaroni points to the brand’s french press coffee as a unique differentiator, noting it’s not a common feature among many competitors. The brand has also found success with cold brew, developing a robust version that she says stands out from the more watered-down offerings found at other chains. Elevated lattes have helped move the needle, too.
These high-quality coffee options drive customer loyalty and repeat visits. Take the seasonal Fallin’ for Chai Latte as an example. This drink blends spiced chai tea and espresso, topped with whipped cream and autumnal spices. “It’s actually a morphing of two drinks from previous fall menus,” Iavaroni says. “We used to do a fall pumpkin latte, and then we’d do a fall chai drink. We put them together this year because it really is a better offer ing than either one on its own. The chai is a very sweet drink, so the espresso that we put in helps cut that down a bit. And the latte was kind of plain, even though it had pumpkin in it. When you add the chai to it, it really kicks up the flavor.”
It’s not just the flavors and ingredi ents that make a difference; presenta tion is crucial, too. The brand focuses on Instagram-worthy garnishes, creative glassware, and unique serving vessels to enhance the overall customer experience.
Turning Point offers an array of “Heavenly Hot Chocolates” with dec orative toppings like graham cracker crumbles, crushed peppermint, and Oreo cookie pieces. It’s also upped the visual ante on its cold brews with sea sonal offerings like the Marshmallow World Cold Brew topped with marshmal low cold foam and cocoa powder, and the Vanilla Coconut Cold Brew with vanilla coconut cold foam and toasted coconut chips. This summer, the brand launched a Pink Horchata LTO that blended the sweet Mexican drink with strawberry puree. It came with a salted rim and a strawberry on the edge of the glass.
“Your presentation has to stand out,” Iavaroni says. “Think about these younger folks that are very much into sharing everything on social media. You have to put in a lot of effort and be very thoughtful about how you’re presenting your drinks. It can’t just come in a plain, simple glass that looks like everything else. A lot of people are more willing to try something that looks cool as hell than they are when they just read the listed ingredients. They’re really looking for an experience when it comes to how the drink looks and how it’s brought out to them.”
SPB HOSPITALITY’S PLAYBOOK ON HOW TO LEAD A COMPANY THROUGH GROWTH, ACQUISITION, AND REINVENTION
From navigating Chapter 11 to scaling a diverse portfolio of restaurant brands, SPB Hospitality CEO Josh Kern shares his hard-won insights and "how-to" strategies for transforming restaurant operations and driving sustainable growth.
BY CALLIE EVERGREEN
BRINGING J. ALEXANDER’S “TASTE-PLATE” INITIATIVE TO LOGAN’S ROADHOUSE HAS IMPROVED QUALITY AND CONSISTENCY.
WHEN MARKETING WHIZ JOSH KERN
stepped into the role of interim CEO of SPB Hospitality in August 2022, he knew exactly what was at stake if he didn’t turn the company around and set it back on the right path, and failure wasn’t an option. He was tasked with uniting a diverse portfolio of restaurant brands under one roof and one cohesive vision, all while overcoming the challenges left in the wake of bankruptcy and a global pandemic. It was a balancing act, teetering between the immediate need for financial stability and the long-term mindset and goal of creating a thriving, people-centric company.
JOSH KERN
“It’s difficult in terms of not only coming out of resetting a company and restarting something from essentially scratch, and then having legacy brands, and then acquiring new brands … it’s this dichotomy of cross-culture challenges, and it’s real,” Kern says. “Trying to break down those barriers, to think as a collective, especially from a cultural standpoint, is a challenge.”
A quick history lesson: The multibrand operator SPB emerged as a result of a chapter 11 bankruptcy process. CraftWorks, the former parent company of Logan’s Roadhouse, Old Chicago, and several other brands, entered bankruptcy in March of 2020 with 261 company-owned stores and 77 franchises. Fortress Investment Group stepped in and acquired the group with a $93 million credit bid and formed SPB Hospitality in May of 2020, an incredibly turbulent time for the industry as COVID-19 caused restaurant closures and countless challenges.
The name SPB was originally a literal nod to the concepts it started out with—”Steak, Pizza, and Beer”—but has now been rebranded to align more broadly with the company’s overall mission, “Serving People Better,” which has also allowed the Houston-based operator room to expand into different segments and restaurant categories. That occurred with the merging of fast-food chain Krystal that spring, and when fine-dining restaurant chain J. Alexander’s entered the fold in September 2021. Kern describes J. Alexander’s as being at the “intersection of really refined hospitality and training and learning and development, and there's a methodical process that's been in place for quite some time.”
SPB’s diverse portfolio of brands now spans more than 500 units across nearly 40 states, including Logan’s Roadhouse, J. Alexander's, Stoney River, Old Chicago Pizza & Taproom, and a collection of restaurant-brewery brands, including Rock Bottom Restaurant & Brewery and Gordon Biersch Brewery Restaurant. SPB also operates a collection of specialty restaurant concepts including ChopHouse
OLD CHICAGO HAS SHIFTED TO USING FRESH DOUGH, A CHANGE THAT ENGAGES EMPLOYEES AND INVITES THEM TO TAKE PRIDE IN THE PIZZA-MAKING PROCESS.
& Brewery, Big River Grille & Brewing Works, AIA Ale Works Restaurant & Taproom, Ragtime Tavern Seafood & Grill, and Seven Bridges Grille & Brewery.
In September, the company acquired emerging concepts Amada, a three-unit Spanish tapas brand with restaurants in Philadelphia, Radnor, and Atlantic City, and Village Whiskey, which has one shop in Philadelphia. Both are creations of James Beard Award-winner and “Iron Chef” Jose Garces, who will remain involved with the brands and get to step back from day-to-day operations to focus more on the creative side.
Kern, a former marketing executive of Smashburger, American Blue Ribbon Holdings, and Quiznos, was serving as SPB’s president of concepts at this time, when the company was still coming out of the pandemic and “having to go through closing every single restaurant and essentially letting go of everybody in the company and trying to rebuild at a time when conditions didn’t really allow,” he recounts.
“You have to ask yourself really difficult questions of who can come back, and who can wear lots of different hats … and it was hard, because there were a lot of talented people that either
The name SPB was originally a literal nod to the concepts it started out with— “Steak, Pizza, and Beer”—but has now been rebranded to align more broadly with the company’s overall mission, “Serving People Better.”
didn’t get that call to come back, or they had moved on.”
Kern determined the essential elements for rebuilding were collaboration and transparency. Instead of leaning into traditional top-down management, he embraced an empathetic and peoplefirst approach, recognizing that restaurant employees were reconsidering their career paths during the pandemic.
“And I credit the Fortress team that was allowing us and opening up their checkbook to get the dollars flowing, to be able to turn on these restaurants and
get people back inside,” he notes. “So I think it was just that magic of a lot of collaboration happened at the right time.”
HOW TO CREATE A UNIFIED CULTURE
A key part of SPB Hospitality’s turnaround involved fostering a cohesive culture across diverse restaurant brands— without diluting each brand’s unique identity.
When it came to the culture at SPB that Kern inherited, he described the situation as simply backwards. “People were broken down. No one was really talked to like an adult. People weren’t transparent about the business, and then [no one was] really out there talking and getting inside of a restaurant,” Kern shares during a fireside chat at FSR ’s NextGen Restaurant Summit in September. “It’s vitally important to just get in to restaurants … I think it’s just that personal touch. And I’m much more of an empathetic person, and I believe [in] having those conversations, trying to talk one-on-one.”
During weekly senior leadership meetings, Kern and his team take a look at the metrics for all SPB’s brands,
and determine where things are going well and where they need to improve. “What can we learn from the concepts that are doing okay, to the ones that aren’t doing so hot? And for us, it’s just really hard because you have legacy brands—Old Chicago is from 1976, Krystal is now celebrating its 93rd birthday, and you have J. Alexander’s that’s 30-something years old. So it’s a matter of, how do you kind of interject that energy and stay passionate about it?”
Breaking down silos was also crucial. As a marketing-focused CEO, Kern had to address the “perceived favoritism” that can arise when some brands outperform others. To combat this, he focused on cross-training and encouraging employees to collaborate across concepts.
“I do believe that having the right people on the team is obviously incredibly vital, and it’s interesting when you start to acquire different concepts and different people come into the mix, the hardest thing is to try not to play favorites,” he continues. “You'll have some folks that just love their brand so much it's hard for them to cross over and spend time in a Rock Bottom or Old Chicago, because they know one of the other brands. So that has been a bigger challenge than I anticipated.”
Kern approached the challenge strategically; instead of forcing operators to focus on being part of SPB as a corporate entity, each brand was given the autonomy to shine while still sharing in SPB’s overarching values of service, purpose, people, and growth, and building business through flavors, moments, and memories. “Everyone is wearing the same flag, but we want to be brand-forward. We want to make sure our guests all understand that,” he adds.
At the same time, the company’s power as a collective is spotlighted through the SPB Foundation, which aims to make a positive impact in the lives of employees and in the communities they live and serve; to date, over $6.6 million has been donated to community programs. Managed by the SPB Foundation, the HOPE Program’s mission is to ease the financial burden of team members who are experiencing a crisis situation. Over the past 23 years, the company has granted over $1.5 million dollars to team members in need.
“A strong foundation can significantly enhance a restaurant’s brand reputation. Customers who perceive a brand as socially responsible are more likely to become loyal patrons. Specifically, 84 percent of Gen Z states they would
“We’ve
been really sensitive on price.
We’ve
used the scalpel versus just a broadline increase on those products, and we’re really leaned into being as competitive as we possibly can.”
SPB’S PLAYBOOK
SPB HOSPITALITY IS BETTING ON THE FUTURE WITH ITS RECENT ACQUISITIONS OF SPANISH TAPASSTYLE CONCEPT AMADA AND GOURMET BURGER BAR VILLAGE WHISKEY, WITH PLANS TO BRING CHEF JOSE GARCES’ AWARDWINNING RESTAURANT BRANDS TO NEW MARKETS.
be more likely to purchase from a brand that gives back according to Fuse Marketing,” writes Ryan Russell, senior director of communications & cause marketing for SPB Hospitality, in a column for FSR
Logan’s Roadhouse, through the SPB Hospitality Foundation, has launched initiatives to support Toys for Tots, No Kid Hungry, K9’s for Warriors, and places a heavy emphasis on its restaurants hosting Give Back Nights for local 501c3 organizations. Logan’s has also worked with the GiftAMeal program, effectively linking customer photos to charitable outcomes. After scanning a GiftAMeal QR code at the restaurant, guests can take a photo of their food to trigger a restaurant-funded donation being sent to a local food bank to provide a meal for a neighbor in need. Additionally, guests can share their photos on social media platforms to contribute even more meals (+1 for each platform selected). The result is over 20,000 meals have been donated to local food banks and resulted in customers sharing positive posts and photos on social media.
“The synergy between marketing and philanthropy amplifies brand messaging and fosters deeper customer engagement. Customers are more likely to support brands that contribute to their communities, creating a virtuous cycle of positive impact and increased patronage,” Russell writes. “These ini -
tiatives not only address critical community needs, but also create lasting positive associations with the brand, and oftentimes allows front line employees the chance to be directly involved with a charity they may not otherwise have had the chance to be involved with.”
SPB Hospitality’s commitment to a people-first culture also extends to it s corporate operations, where flexibility and connection are key priorities. On the corporate team side, everyone is spread out across the country with Kern being based in Denver and SPB having support center offices in Houston, Atlanta, and Nashville, Tennessee. However, the company has fully embraced technology and hosts monthly video calls to ensure
“We just can’t be afraid of ourselves. The only thing that can stop us is ourselves getting in the way. That’s something even at the executive level that I do constantly push, and I just don’t want to be afraid to fail.”
everyone can stay connected.
“No one is going to have to uproot their families and move anywhere,” Kern notes. “I do embrace how the modern way to work is these days, and so there will never be an edict out there, you must move to X city or lose your job, because then that’s not serving people better, that’s not doing anything other than dividing what we’re trying to do.”
HOW TO REINVENT BRANDS AND ELEVATE QUALITY
Reinvention is at the heart of SPB’s growth strategy—and for Kern, it always starts with the ability to listen to honest feedback from his team and trusted allies and respond accordingly. For Logan’s Roadhouse, the focus has been elevating the quality of ingredients while returning to its roots as a value-driven steakhouse. The revamp began in September 2021, when Logan’s remodeled a flagship restaurant in Houston with real mesquite wood (what the steaks are cooked over), signage that highlights its made-from-scratch rolls, oversized beer can flags and license plate artwork, and homages to its Texan roots, like neon-themed displays.
The next phase started nearly two years ago, when the brand’s director of operations came to the leadership team and basically said, “wake up, these steaks
are terrible—they’re just not right for us,” Kern candidly shares during the fireside chat. That led to investing in better cuts and adjusting pricing with precision.
“We went on this deep exploration, changed partners, and now I think we have one of the best—certainly our sirloins are incredible. We’ve been really sensitive on price. We’ve used the scalpel versus just a broadline increase on those products, and we’re really leaned into being as competitive as we possibly can on the sirloins,” he explains.
The changes are already paying off. Guest satisfaction scores have improved, and that also contributed to increased team member morale and satisfaction.
“What that started to do was lift those tides of ‘hey look, the team listened to us. We’ve seen quality improve,’” Kern adds.
Once a signature of Logan’s, the brand decided to eliminate giving away peanuts to guests, another example of a change that has modernized the dining experience, plus led to cleaner restaurants. “You’re not constantly sweeping up [or having] people throwing things on the floor,” Kern says, plus the brand still serves free rolls to customers. “It used to be rolls and peanuts, and I think it was a $3 million hit to the bottom line that we’re giving away.”
Additionally, Logan’s Roadhouse has leaned into food and beverage innovation, with Shannan Hall, a 22-year
veteran from J. Alexander’s, leading the charge for refreshing the bar program and introducing new cocktails. The brand also launched a “Grill Master Certification,” created and led by Senior Director of Culinary Luis Haro. The initiative includes mandatory onsite training for grill cooks and restaurant managers. Once completed, grill cooks are given the title “Master of the Flame.” The brand grades them on their ability to cook at different temperatures, grill 6-ounce sirloins, salmon, and other entrees, and also tests basic grill operational points, like cleaning, setting up a line, and communication skills with managers and other employees.
Haro joined Logan’s Roadhouse almost 28 years ago, and previously told FSR how he’s seen about 12 different people cycle through the title of CEO in his tenure. “It felt like the new CEO always brought a vision and we were changing directions. There were times years ago that a CEO would only last a year,” Haro said at the time. Thankfully, Kern—who shed the “interim” title and was officially promoted to full-time CEO in June 2023—seems to be sticking around for the long haul.
Haro works in tandem with other SPB culinary leaders such as Ian Dodson, who started his career as a kitchen coach with J. Alexander’s over 30 years ago before rising to senior vice president of culi -
nary and beverage, and Nicholas Tzompanakis, vice president of culinary operations. That collaboration is key to the success of SPB’s culinary offerings, and one of Haro’s favorite parts of working at the restaurant group. “If I see something via a supplier or an idea that I have, we bring it together and say hey, this is not going to work for Logan’s, but I can see this working in Old Chicago or Rock Bottom,” says Haro. “It’s very open communication and seeing what we all have and what works for our guests. That’s one of the things that I think we all know, that our guests are very different—from the J. Alexander’s guest to the Stoney River guest to the Old Chicago and brewery group.”
Dodson and Tzompanakis both brought their expertise from J. Alexander’s to the larger organization with a standout initiative called “Taste Plate,” a quality-check process where leaders such as general managers sample every single sauce and dish every day before service to ensure consistent flavor and presentation. Originally a hallmark of J. Alexander’s and Stoney River, this process is now being adopted across brands like Old Chicago, which recently overhauled its pizza program by switching to fresh dough.
The move transformed the guest experience and engaged employees with a newfound sense of ownership. “Before, they really weren’t doing that—it was
AT LOGAN’S ROADHOUSE, THE GRILL MASTER CERTIFICATION PROGRAM HAS EMPOWERED TEAM MEMBERS TO TAKE PRIDE IN THEIR WORK AND CHANGED THE WAY STEAKS ARE COOKED, EMPHASIZING PRECISION AND PRIDE ON THE GRILL.
just the order comes in, the pizza gets fired. Now they’re really stepping back and looking at making pizzas before we even open to the public,” says Kern.
“Taking those pieces across all the different concepts has been very helpful, but it does get hard,” he adds. “If you come in and change a policy or procedure, people can react to it differently. And we’ve seen some challenges out there, and we probably deal with them every single day, but again, it comes back to having that discipline to really lean in on, when we’re doing something, that we’re doing it together, and we’re always telling the why behind something. That’s probably been [one of] the biggest pieces—how do you explain it and be real about it at the same time.”
HOW TO LEVERAGE SHARED SERVICES
One of Kern’s most effective strategies for scaling SPB Hospitality has been leveraging shared services and strong buying power to streamline operations. From bulk purchasing of potatoes and bacon to negotiating better vendor contracts, SPB has maximized efficiencies without compromising quality. This model has allowed SPB to weather economic challenges while maintaining high-quality standards.
Producing and printing menus for all the different concepts is one area SPB has optimized, as well as integrating tech for back-office functions and real estate planning. Kern emphasizes the importance of data-driven decision-making, using advanced analytics to identify prime locations for new openings and to understand market dynamics better. This data-driven approach allows the company to make informed decisions about which concepts to grow, and how to remain adaptable in a volatile market. “We can build these databases of, what made this so successful in this trade area, and what didn’t?” Kern says. “Smaller towns, Logan’s tends to do a little bit better, off the interstates. Really understanding [our] value-centric guest, [and] leaning into that has been critical for us.”
But some shared services can be a headache to implement. After an acquisition or merger, there are so many different puzzle pieces to fit together, Kern notes, and that takes time. One example of a work-in-progress: Across SPB’s portfolio, there are four different point-ofsale systems, “and it’s just such a headache,” he says. “It’s so hard in terms of all that data coming in … there’s just so much that’s coming at you, and how do you streamline all that?”
Kern also warns against adopting a one-size-fits-all approach. Each brand in SPB’s portfolio has unique needs, and requires thoughtful strategy when it comes to any changes. For instance, Krystal needed significant upgrades from drive-thru technology to asset maintenance. “We inherited everything that was broken on that brand in terms of, you’ve got restaurants that were built in the ‘70s, we had menu boards that didn’t work, we had dining rooms that weren’t open,” Kern says. “We’ve kind of gone back to embracing what we are, what we’re all about.” SPB’s team worked to align the brand with its shared services framework, which has already started yielding positive results, including improved sales and better franchisee relations.
His advice for other operators looking to leverage shared services, whether it’s a restaurant group or upstart franchise concept, is to take a closer look at vendor contracts, and evaluate what each partner is bringing to the table. “Throughout our charter, and we still do it today, we have so many different vendor partners out there, and it stems from produce to proteins to dairy to PR and pointof-sale systems,” Kern advises. “I think it's really paying attention to what you have, because a lot of times, you'll have a partner that can create something, whether it's on the technology side of things, or if it's on the communication side of things, where you don't necessarily have to engage another entity to get something accomplished.”
Another key piece is encouraging team participation and getting people invested in what you’re doing. Whenever Kern is implementing anything new, he
“IRON CHEF” JOSE GARCES’ FIRST RESTAURANT AMADA INVITES GUESTS TO SAVOR AUTHENTIC SPANISH
AND
“It’s
this dichotomy of cross-culture challenges, and it’s real. Trying to break down those barriers, to think as a collective, especially from a cultural standpoint, is a challenge.”
TAPAS INSPIRED BY THE FLAVORS
TRADITIONS OF SPAIN.
tries to get as many fingerprints on it as possible, versus just saying “this is what we’re going to do.”
“SPB is incredibly complicated in terms of what we do every day, and being multi-concept, you’ve got to get folks that just really understand how to get this job done,” he adds. “You not only have this crazy restaurant industry, and then you have multi-concepts, and then you have a company that’s in lots of different cities and we’re not always together—you’ve got to spend the time hiring the right people. I lean towards people—it’s the most important part of what we do every day. So be careful about who you hire and how you hire.”
HOW TO GROW BY BETTING ON NEW CONCEPTS
SPB is doubling down on the success of its upscale-casual concepts, which seem to be getting the most consistent traction, says Kern. That means J. Alexander’s and Stoney River are poised for major growth in the next three years into Huntsville, Alabama, New Jersey, three locations in the Dallas metroplex area next year, and in Chandler, Arizona. “And part of it is, not only is that brand just doing okay, there’s an unmet need that’s out there, and we can certainly see it from a real estate perspective. When we talk to developers, they want these brands,” Kern says. “It opens doors on that real estate side.”
Rather than relying solely on established legacy brands, the company is also
SPB’S FOCUS ON IMPROVING KRYSTAL’S DRIVETHRU TECHNOLOGY AND ASSET MAINTENANCE IS AIMED AT A BETTER, MORE CONSISTENT EXPERIENCE.
betting on chef-driven concepts with immense creative potential—but it’s a calculated gamble that showcases SPB’s forward-thinking mindset. The company’s recent acquisition of Amada and Village Whiskey marks a bold step into this new era of growth and innovation.
Operating as Ideation Hospitality, 3BM1 sold the two concepts to SPB for an undisclosed amount. Scott Campanella, COO of Ideation Hospitality, will step into the role of SVP of SPB over the Garces products and growth opportunities. Bringing Campanella on board introduces expertise that SPB previously lacked, particularly in licensing and developing nontraditional locations. Kern finds the prospect of expanding through partnerships with hotels, college campuses, and airports particularly exciting. Currently, SPB has units like ChopHouse and Gordon Biersch in six airports nationwide, and Campanella’s extensive background makes further expansion in these areas even more promising.
Amada, with its Spanish tapas concept, fits perfectly into this strategy. As dining preferences shift towards social, smallplate dining, SPB sees a major opportunity to bring this experience to new markets, and try to stand out in a category that isn’t already crowded with chains. By focusing initial growth on the Sun Belt, the company is not only taking advantage of a growing population but also aligning Amada’s warm, Mediterranean cuisine with climates where it will resonate most. The goal is to open two to three new Amada locations annually, establishing a
steady but deliberate expansion.
Village Whiskey, with its emphasis on gourmet burgers and craft cocktails, provides an adaptable model that can succeed in both urban and suburban settings. SPB’s shared-services framework further enhances the appeal of these new concepts, as the company can efficiently scale operations while maintaining high-quality standards.
“Those are scary, right? Unproven concepts, new things, and will those gravitate with guests? If you don’t do it, you’ll never know,” Kern says. “So I think that’s certainly our charge and our charter, and that’s what I push constantly, and to do it smartly.”
The company will take a dual approach to growing by acquiring smaller, emerging concepts with great average unit volumes and potential, as well as launching completely new concepts. By bringing James Beard Award-winning chef Jose Garces into the fold, SPB aims to leverage his culinary expertise to inspire new menu ideas and brand innovations across the portfolio. Kern also notes that consumer preferences are shifting toward Latin, Asian fusion, and Mediterranean-influenced flavors. “We know there’s an opportunity there,” he says.
“The fortunate thing about SPB is that we’re large enough, where we can test stuff and prove it. We can look at a system, we can look at an LTO, we can look at a new product, we can look at a new concept, and we can make those changes. We just can’t be afraid of ourselves,” Kern adds. “The only thing that can stop us is ourselves getting in the way. That’s something even at the executive level that I do constantly push, and I just don’t want to be afraid to fail.”
Ultimately, Kern’s vision for SPB is rooted in balance: combining operational efficiency with a relentless focus on quality and culture. The company’s resilience, from emerging out of bankruptcy to becoming an industry leader, is a testament to this approach. As SPB looks to the future, the company’s playbook remains clear: invest in creativity, embrace change, and never lose sight of the people who make it all possible. SPB
On the Rise
BY TALLULAH HAWLEY
How Moxies Expands Across Borders
Casual-dining chain Moxies is creating inspiring meals in distinctive spaces while expanding across North America, blending upscale hospitality with local flair.
MOXIES, A CANADIAN-BORN restaurant chain, has been quietly making waves across North America, blending premium casual dining with local charm. Spearheading this transformation is Joanne Forrester, a seasoned hospitality leader who spent two decades rising through the ranks at Boston Pizza before joining Moxies.
HQ: Vancouver, B.C., Canada
CUISINE: Globally Inspired
UNITS: 58 (U.S. + Canada)
YEAR FOUNDED: 1986
Under her leadership, Moxies has evolved from its delistyle beginnings into a sophisticated, globally-inspired restaurant with 58 locations and plans for further expansion in major U.S. cities. Forrester’s vision, coupled with Northland Properties’ legacy of hospitality, is positioning Moxies for a dynamic future.
OWNER: Northland Properties
Texas NHL team in 2011. That deal led to Moxies opening its first location in the United States, unveiling its Dallas unit in 2016.
that remains today. Upon Forrester’s hiring, another revamp was executed. With this change, Forrester says, “We’ve really leaned into the premium side of the business, from our design to our menu.”
Forrester, who joined the brand in 2019 as president, says that the opportunity to work for Moxies was a great fit. Referring to Northland Properties, which has owned Moxies since its 1986 inception, she says, “I loved that it was a privately-held company: they’re family run and owned, their link to hospitality, they own a hotel division, a resort, [and] they own the Dallas Stars.”
For context, Northland Properties’ president Tom Garglardi bought the
“We’ve been rebranding and building the brand and the concept to position it for growth, which is now what we’re doing in Canada and the U.S.,” says Forrester. Their hard work has paid off, it seems. Now, Moxies operates 58 locations across Canada and the U.S., with plans to continue expansion in Washington, DC and Chicago in the coming year.
Moxies began as a deli-style single unit, which shifted in 1994 to encapsulate a more classic bar and grill. In 2014, the team launched the initial renditions of the upscale casual restaurant
Forrester’s marketing background has been a catalyst for Moxies’ development; the brand has found comfort in its current model as an elevated and sophisticated restaurant. By the end of 2026, all restaurants will be completely redesigned, Forrester predicts.
A key part of the brand’s growth story has been refining its food offerings. Since 2014, Forrester says, the menu has evolved with a more premium steak program. “We looked at our cocktail program—we’ve got a proprietary bourbon that we wouldn’t have had before,
MOXIES OFFERS FRESH, SCRATCH-MADE DISHES INFLUENCED BY GLOBAL FLAVORS. SIGNATURE DISHES LIKE FRESH SEAFOOD AND PREMIUM STEAKS REFLECT THE BRAND’S COMMITMENT TO QUALITY AND INNOVATION.
and more curated wine lists.”
At first glance, Moxies’ menu is quite all-encompassing. Its items slightly differ depending on location, with its Boston Seaport unit leaning more towards seafood (including sturgeon caviar) while its signature Miami Brickell property hones in on hearty salads. However, the cuisine offered is international, with miso ramen, spicy tuna sushi, linguine bolognese, “Bostonian-tested clam chowder,” and shrimp red Thai curry all available at most locations.
Moxies’ menu is handcrafted by executive chef Brandon Thordarson. “It’s a very fresh kitchen,” says Forrester. “So the recipes are unique to us, we make most of our sauces, dressings, and soups. It’s by and large a scratch kitchen.”
Thordarson’s culinary journey has taken him across the globe, from cooking at the prestigious James Beard House to serving as the head chef at a Michelin-recommended restaurant and hotel in Scotland. With a decade of experience at Moxies, his international background has deeply influenced the restaurant’s authentic, globally-inspired menu.
WITH
A FOCUS ON ELEVATED HOSPITALITY, MOXIES HAS CRAFTED AN INVITING SPACE FOR BOTH CASUAL DINING AND SPECIAL CELEBRATIONS.
Moxies’ interior design and flair sets the brand apart from similar concepts. With locations dotted across North America, all Moxies locations are specially decorated and structured to fit the culture of the individual area and community. “We’ve been really designing our builds to suit the market that we’re going into,” Forrester says.
Moxies partnered with an award-winning design firm to help maintain the core elements of the brand, but local artwork, luxe patio layout, and structural design have helped to maintain a special chic touch in every location.
“We would call [ourselves] premium casual,” she continues. “We really fill this void, if you will, between that familycasual space and fine dining, or conceptstyle restaurants.”
Moxies’ effortless vibe and energy has propelled its locations into community hubs. “It’s the perfect place for date night, for girls’ night out,” Forrester says, “but we still have a really nice dining component earlier on for families and business lunches.” While Moxies’ kitchen stays open into the late night, the bar area is a bright, modern take on a weekend club night, with an array of eccentric cocktail combinations.
Location choice is key in restaurant franchising, but for Moxies, Forrester argues that it is essential in creating a
dining experience. In the Boston Seaport location, the second floor features an extensive patio with an unobstructed view of the harbor. The patio seating, coupled with the rise of outdoor dining post-COVID, fosters a special place for diners to truly enjoy their meals as well as their company.
A prime example of Moxies’ dynamic growth and thoughtful curation is its flagship U.S. location in Dallas, just a 12-minute walk from the American Airlines Center, home to the NBA’s Mavericks and NHL’s Stars. Due to this, Forrester notes that its Dallas store has additional smart TVs to serve as a “really great hub for happy hour, and it’s great to pregame or even to postgame.” On non-game days, the TVs display digital art, returning to their polished daytime ambiance.
“If I had to really define the brand,” Forrester says, “it’s all about sociability. We’re unpretentious… I guess it’s just this genuine hospitality, and we bring groups together. So people come to celebrate moments with us, whether big or small.”
For the premium casual dining spot, Forrester adds, “There are elements that are core: we have a menu program, we’ve got regional chefs, we’ve got an amazing training team that when we open up locations, they go in and make sure we’re training to the standard.”
Out of Moxies’ 58 locations, twothirds are franchised, run by a few multiunit owners and operators. “All of our franchisees have worked for us in some capacity or worked in our restaurant and worked their way up,” she continues. “That’s what’s unique about the brand. This foray for us to look for new franchisees that aren’t part of our ecosystem today, that’s what we’ve been working at setting the foundation behind.”
As the brand continues to expand across America—there are five locations in development—Moxies will partner with existing and new franchisees.
“The magic happens in the restaurants: it’s with your team, talking to guests,” Forrester says. “That’s where I like to spend my time, that’s where the brand is. It’s not being on Teams calls all day, it’s being in the field.”
JOANNE FORRESTER
MOXIES (2)
Women in Leadership
BY SATYNE DONER
How to Build a Family-Run Culinary Destination
Meet the mother-daughter duo behind Culture + Co., which flaunts the first cheese conveyor belt dining experience in the U.S.
JACQUELINE PALLADINO’S culinary journey began 37 years ago as a pastry chef in New York City, where she honed her craft in some of the city’s most competitive kitchens. After developing her skills and reputation, she moved to Florida to be closer to her family, where she opened several restaurants in South Florida. Palladino’s next move was a position at Disney as the pastry chef for special projects at Epcot, where she worked on creating memorable culinary experiences for Disney guests.
While Palladino’s career was thriving, her daughter, Ashton Judy, was growing up immersed in the world of food. Though Judy never pursued formal culinary training, her upbringing alongside her mother provided an invaluable education—she knew what mise en place was as a toddler. By the time Palladino developed a cooking-with-kids program at Disney, Judy was already deeply involved, becoming her mother’s assistant and joining her at various events held in malls across the country. They even took their culinary skills to Disney cruise ships.
For years, the pair had dreamed of opening a restaurant together. That dream materialized during a trip to London, where they stumbled upon Pick & Cheese, the world’s only cheese conveyor belt restaurant. Inspired by the concept, they decided to bring the idea to the U.S.
FOR MOTHER AND DAUGHTER
JACQUELINE
PALLADINO AND ASHTON
JUDY, RUNNING A FAMILY BUSINESS IS BOTH REWARDING AND CHALLENGING.
but with their own twist, focusing on locally sourced, American-made products.
“I was a single mom at the time, and my daughters were older, so I was ready to move and have a fresh start somewhere,” Palladino says. “I wanted to do something different. When Ashton was in college in Nashville, I loved visiting. So when the opportunity came to start the concept there, it felt like perfect timing.”
The mother-daughter duo found the perfect location at the L&L Market in Nashville, Tennessee. This indoor market is home to a variety of locally owned and operated eateries and shops, making it
an ideal environment for Culture + Co.’s emphasis on local sourcing and community. However, like many in the restaurant industry, Palladino and Judy faced delays due to the pandemic. The unexpected pause allowed them to fine-tune their concept and menu, experimenting with different cheeses and seasonal pairings.
Culture + Co. opened its doors in 2021, becoming one of Nashville’s most unique dining experiences. The restaurant features a rotating conveyor belt loaded with artisan cheeses and charcuterie, complemented by seasonal food pairings and a carefully curated natural wine list. At the heart of Culture + Co. is a commitment to showcasing locally-made products, particularly cheeses from local farmers.
“Creating a well-rounded experience for our customers was a top priority,”
Women in Restaurant Leadership
Judy explains. “We didn’t just want to offer great cheese and charcuterie; we wanted to highlight the farmers and producers behind the products. It was important for us to build relationships with our suppliers and ensure that everything we serve reflects the best of what American farms and artisans have to offer.”
The restaurant’s conveyor belt is the centerpiece of the open-concept dining room, where customers can see plates of cheese and charcuterie rotating beneath glass domes. Each dish is labeled with numbers and charms corresponding to the menu, which provides detailed descriptions of the products and their origins. Guests can enjoy their selections alongside a wine pairing, available either by the glass or in flights, allowing them to create their own customized cheese and wine pairings.
“Cheese and wine can be intimidating for some people,” Judy says. “We wanted to break down those barriers and make it a fun, approachable experience. The conveyor belt lets customers see everything before they order, which helps them feel more confident about their choices. At the same time, we’re providing them with an elevated product—something special that they can’t find at home.”
Despite the challenges of maintaining a menu that relies heavily on local farms and seasonal ingredients, Palladino embraces the opportunity to keep things fresh and creative. “The menu can change daily, depending on what’s available from our suppliers,” Palladino explains. “It keeps me on my toes, but it also allows me to showcase a wide range of products and experiment with different pairings.”
Past partnerships have included wild mushrooms from the Nashville Farmacy, Valley Milkhouse brown butter pumpkin bread with candied pumpkin seeds, and smoked chocolate fudge from FireFly Farms. These collaborations highlight the diverse range of flavors and i ngredients available from surrounding farmers and artisans.
Culture + Co.’s open kitchen concept adds another layer of interaction between the chefs and customers. Pal -
“Cheese and wine can be intimidating for some people. We wanted to break down those barriers and make it a fun, approachable experience.”
ladino enjoys the opportunity to engage with guests, answering questions and offering insight into the dishes being prepared. “People love watching the process,” Palladino says. “When I’m preparing something like sautéed oyster mushrooms from Nashville Farmacy, people will gather around the kitchen to see what I’m doing. It’s a great chance to educate them about the ingredients and techniques we’re using.”
For Palladino and Judy, running a family business is both rewarding and challenging. They’ve spent a lifetime cooking together, and their partner -
ship is a natural extension of that history. While the adage warns against bringing work home, the pair find that their shared passion for food makes it hard to avoid.
“We actually enjoy brainstorming together outside of work,” Judy admits. “When my mom is developing recipes, she has a shorthand that only I understand. We just get each other, and it’s incredibly fulfilling to see Culture + Co. succeed, especially knowing that we created it together.”
Looking to the future, Palladino and Judy have big plans for Culture + Co. They are exploring opportunities to expand within Nashville and potentially into other markets with similar customer bases. In addition, Judy is working on launching a packaged goods line featuring some of Palladino’s signature recipes, such as her crackers, shortbreads, and pecan candies.
“Expansion is definitely in our future,” Judy says. “We’re looking at different strategies to grow the business here in Nashville and beyond. We’ve also always dreamed of having a packaged goods line, and we think that’s a natural next step for us.”
For aspiring entrepreneurs, particularly those looking to break into the restaurant industry with innovative concepts, Palladino offers some sage advice: “Surround yourself with a strong team, both in and out of work,” she says. “We had an incredible contractor who taught us so much during the build-out of the restaurant. Everyone who’s worked for us has brought such positive energy. We even have a longtime family friend who recently joined the team, and it’s been so rewarding to serve our community together.”
As Culture + Co. continues to grow, Palladino and Judy remain focused on their original goal: to create an approachable, yet elevated dining experience that celebrates American artisans and local farmers. Their unique concept and dedication to quality have already made Culture +Co. a standout in Nashville’s vibrant food scene, and with expansion on the horizon, their journey is just beginning.
FROM WILD MUSHROOMS TO SMOKED CHOCOLATE FUDGE, CULTURE + CO. FEATURES THE DIVERSITY OF INGREDIENTS FROM NASHVILLE AND BEYOND.
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Behind the Scenes
KELLI FERRELL
ROLES: Founder, Chef
BRAND: Nana’s Chicken-N-Waffles
FOUNDED: 2016 HQ: Atlanta
It’s no surprise that Nana’s Chicken-NWaffles is inspired by Kelli Ferrell’s grandmother Shirley, AKA Nana. Ferrell—a celebrity chef, restaurateur, and TV personality—grew up loving all the dishes Nana made from scratch, and her love for cooking was born out of a desire to recreate those dishes from her childhood. Ferrell opened her Atlanta metro area restaurant in 2016, where the entire menu was based on these favorite foods from her childhood. Ferrell has since added some of her own culinary creations serving historic and current familyroot-inspired recipes at this location and her second location is due to open later this year.
BY TENYSE WILLIAMS
Catching Up with Kelli Ferrell
What makes Nana’s Chicken-N-Waffles such a special place?
Customers get a taste of tradition along with new food and flavor trends. Even though we are known for our chicken and waffles, having grown up in Baltimore with fantastic seafood, we have incorporated that into our recipes. Favorites include our Lobster Waffle and the Cajun shrimp and grits. But I would say the real secret sauce to our specialness and success is my grandmother Nana herself. She is still alive and often comes to the restaurant giving her feedback on new menu items. Once this happens, we create items and add them to our “secret” menu of dishes that are not on our standard menu and on those days and nights we typically have a packed house because we send out notifications to our core customers who love to try new things.
Can you share the story of your cookbook?
Wanting to share my family recipes with people outside of Georgia who aren’t able to join us at the restaurant, in 2019 my cookbook, “Kooking with Kelli,” was published. These
are the same recipes that have been passed down from generation to generation along with some personal stories of family traditions, photos, and ideas for family meals.
Tell us about your community roles and social impact programs?
I serve as a culinary partner and ambassador for Meals on Wheels Atlanta. This organization was founded in 1965 to support seniors struggling with hunger, food insecurity, and social isolation. This year, Nana’s Chicken-N-Waffles was proud to be a partner at their third annual TASTE: A Recipe for Change, the annual spring fundraiser to benefit seniors experiencing food insecurity in Metro Atlanta.
What’s your top tip for aspiring restaurateurs?
Try to learn every part of your restaurant you can be prepared to jump in. This includes human resources, accounting, marketing, cooking... Learn everything. You don’t need to be an expert, but you should know just enough in case of an emergency.
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