Inside the Minds of Advisory Food & Hospitality CEO & Founders

• •helping restaurant operators find and adopt useful technology
• •building and expanding the podcast's reach
• •creating critical paths for project management
• •utilizing excess kitchen capacity
• •meticulous attention to physical space

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• •difficulty for early-stage startups to break into the restaurant space
• •getting relegated to bookkeeping, negotiating with vendors
• •the tendency to tolerate mediocrity due to fatigue or inconvenience
• •snop meetings lack real trade-offs; optimism overrides strategy
• •inefficiencies and overlapping work at restaurant openings

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• •isabella's is 'doing great'
• •developing a more purposeful product
• •spiffing that sale to the sales floor
• •20 million dollar round of funding (for 7shifts)
• •consumer freshness and trade freshness—food and beverage specific measure

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• •guaranteed volume commitment—get all functions to commit minimum volumes before negotiating supply chain costs
• •lease obligation and opportunity - opened a restaurant because they were 'stuck with that lease' but found a great chef
• •rocks philosophy: setting quarterly goals to break down larger objectives
• •perceived personality traits - assessing attention span for pictionary or escape rooms
• •self-reflection and psychological understanding - evaluating past behaviors through the lens of psychological development to understand current self

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• •restaurant owners not taking their head out of the sand
• •short-term metrics driving decisions at expense of long-term model building
• •keeping underperforming staff due to tenure or convenience
• •lack of autonomy or having 'hands tied'
• •losing interest quickly (add)

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