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Diplomático Rum launches Single Vintage 2013, a limited-edition bottle
by David Klemt David Klemt No Comments

We Tasted Diplomático’s Latest Release

We Tasted Diplomático’s Latest Release

by David Klemt

Diplomático Rum launches Single Vintage 2013, a limited-edition bottle

I had the opportunity to attend a guided tasting of the latest release from Diplomático Rum, hosted by national brand ambassador Jose Luis Ballesteros.

During this guided tasting, those of us lucky enough to attend tasted Diplomático Reserva Exclusiva against the newest expression: Single Vintage 2013.

It’s odd to refer to a super-premium Venezuelan rum as “standard,” but Reserva Exclusiva is the entry point into Diplomático’s Traditional Range. It’s not up on the website currently, but Single Vintage 2013 will take its place in the Prestige Range.

In my experience, sharing tasting notes can hinder the experience for others. Someone who doesn’t detect the same notes as somebody else may think there’s something wrong with their palate. So, I’ll share the top-line notes from my tasting, with the caveat that “your mileage may very,” as it were.

When I sip Reserva Exclusiva, I pick up brown sugar, toffee, coffee, and dark chocolate. Personally, I pick up subtle orange peel notes, and also get a bit of licorice on the back end. As far as a lineup’s defining standard, Reserva Exclusiva is sophisticated sipper.

If I were limited to a single word to describe Single Vintage 2013, it would be “rich.” Overall, it’s a richer, deeper drinking experience in comparison to Reserva Exclusiva.

Along with a warm hug of brown sugar, I detect vanilla, dark chocolate, and, interestingly, a touch of smoke and mint.

Limited Allocation

For anyone who has yet to be introduced to Jose Juis Ballesteros, he’s uniquely qualified for the role as Diplomático’s national brand ambassador.

He happens to represent the fourth generation of the family that founded the company.

In addition to guiding us as we tasted the benchmark expression versus the latest one, Ballesteros shared some compelling insights and tips.

Interestingly, there are less than 18,000 bottles of Single Vintage 2013 worldwide. Roughly 6,000 are allocated for the US, making this a rather exclusive rum for 2025.

So unique is Single Vintage 2013, Ballesteros is uncertain Diplomático will ever replicate its specific profile. In other words, if you find yourself with the opportunity to taste it, do it.

And, once you’ve tasted it, consider doing what it takes to add it to your bar, restaurant, or nightclub’s inventory.

Switch it Up

It’s natural, perhaps, to compare rum to whiskey. Seems like a no-brainer, right? Tasting notes, production, cocktail creation… They seem rather similar.

In fact, it’s not uncommon at all for bartenders and educators to use whiskey as entry point for people who say they’re not rum drinkers.

However, Ballesteros feels the better comparison is tequila. So, take a look at your inventory, and taste your premium and super-premium rums against tequilas in similar categories.

When it comes to making cocktails, tequila educators have steered me toward orange rather than lime over the past year or two. Now, I can add using oranges when tasting rum.

To taste like Ballesteros, take an orange slice, cover it in cocoa powder, and take a bite. Then, taste the rum. I can’t say yet if this works for all rums or mainly Diplomático, but give it a whirl.

Final Pour

When I asked Ballesteros about a good evening out—thing pre-meal, meal, and afterward—he said the following:

He suggests starting with a Daiquiri, moving to a Rum Negroni made with Exclusiva Reserva, then ending with a Single Vintage.

Staying on the topic of cocktails, Ballesteros noted that he used to agree with the belief that adding high-quality rum to a simple cocktail like a Rum & Coke was foolish. However, he has shifted that mindset.

Now, he enjoys playing around, learning how a premium or super-premium rum’s profile can change with the addition of just one or two ingredients.

Finally, on the subject of pushback from people who say they don’t like rum, he had this to say: “Everyone has a palate for one style.”

There are so many styles, countries of origin, and expressions that there’s something for everyone. It’s the bartender’s job to help guide guests to their perfect match.

Cheers!

INTRODUCING DIPLOMÁTICO SINGLE VINTAGE 2013: A RUM TEN YEARS IN THE MAKING

NEW YORK, NY (JUNE, 2025) – Diplomático Rum, the award-winning super-premium rum from Venezuela, proudly announces the launch of Single Vintage 2013, a limited-edition release that showcases the brand’s passion for craftsmanship, innovation and precision in rum-making.

Single Vintage 2013 marks a first for Diplomático – a pioneering blend of the three types of Diplomático´s light distillates before ageing (standard column, batch kettle, and barbet column). Crafted from reserves distilled in 2013 and matured for 10 years in ex-bourbon and ex-whiskey casks, the result is a rum as rich in complexity as it is in character.

This distinctive rum opens with notes of toffee, fudge and toasted almonds, evolving into a layered palate of dark chocolate, cherry, pear, dates and raisin, finishing with a smooth blend of brown sugar, vanilla, and mint chocolate.

“The 2013 vintage is a tribute to the art of rum-making and the depth of our reserves,” said Jose Luis Ballesteros, National Brand Ambassador, Diplomático Rum. “It reflects our pursuit of excellence and the remarkable flavor that emerges when innovation meets patience.”

Diplomático Single Vintage 2013 will be available in limited quantities at select premium retailers across the U.S. for a suggested retail price (SRP) of $120. Featuring a redesigned bottle and packaging, the release brings modern elegance to the prestige range while honoring the timeless spirit within. For more information about Diplomático Rum and its full portfolio, visit www.rondiplomatico.com.

Learn More

PR Contact: KLG Public Relations | diplomatico@klgpr.com

About Diplomático:

Diplomático Rum, distributed in more than 100 countries, is a super-premium rum from Venezuela and one of the most awarded spirits around the world. Diplomático honors the rum’s signature flavor and the art in its blending over any other thing. The product range consists of the Tradition Range: Planas, Mantuano, and flagship Reserva Exclusiva, the Prestige Range: Single Vintage and Ambassador. Learn more: www.rondiplomatico.com.

ENJOY DIPLOMÁTICO WITH MODERATION.

Diplomático Rum, 40-47% ALC/VOL, Imported by Brown-Forman, Louisville, KY. DIPLOMÁTICO is a registered trademark of Diplomatico Branding, Unipessoal LDA.

Disclaimer: Neither the author nor KRG Hospitality received compensation, monetary or otherwise, in exchange for this post.

Image provided by Diplomático Rum

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AI-generated image of a pile of chicken nuggets on a plate in a restaurant, wtih a red flag jutting out of them
by David Klemt David Klemt No Comments

Chicken Tenders with a Side of Red Flag

Chicken Tenders with a Side of Red Flag

by David Klemt

AI-generated image of a pile of chicken nuggets on a plate in a restaurant, wtih a red flag jutting out of them

Red flag! AI-generated image.

Chef Brian Duffy doesn’t mince words, and when it comes to restaurant menus, he has zero patience for mediocrity and the absence of creativity.

During his latest live menu read at Bar & Restaurant Expo 2025, Chef Duffy once again shared his unfiltered thoughts and tips in real time.

Reviewing menus submitted prior to his live menu read, Chef Duffy went after tired ingredients, uninteresting items, pricing, and menus that scream “I was designed by a supplier!”

For those who have yet to witness a Duffified live menu read, the process is simple. A call for menus is sent out, people send over their menus, and they’re put up on a large screen at the Bar & Restaurant Expo’s F&B Innovation Center or in a classroom.

A key element is that Chef Duffy doesn’t see the menus ahead of time; his thoughts are off the cuff and in the moment.

It’s important to note that not every menu is eviscerated. Chef Duffy points out strengths, and offers suggestions to make good menus great. And, without fail, attendees paying attention will walk away with a pile of helpful tips.

Oh, look, chicken tenders. Yay.

Which came first, the chicken tenders or the apathy?

“If chicken tenders are on your menu, you’re bastardizing your brand.”

That line alone set the tone for the session. Chef Duffy’s point? If you’re trying to build a unique, memorable food program—and you should be—then you can’t fall back on the same tired menu items as everyone else.

If your reports show that chicken tenders are at the top of your sales, that’s a justification for keeping them. However, at least consider getting creative with accompanying sauces, presentations, and enhancements so you stand out from the competition.

Chicken tenders may be “safe,” but safe isn’t what guests remember, photograph, post about, or come back for specifically. Not to slander big brands, but chicken tenders are what people expect from full-service national and global chain restaurants.

Meet with your culinary team, get creative, stand out.

Your first five items reveal everything.

Chef Duffy says he can tell, just from scanning the first five menu items, whether your menu was designed by you or handed down by the food purveyor.

The latter is a problem.

“Your menu is your brand,” Chef Duffy reminded the F&B Innovation Center. “It tells your story, your values, your creativity—or your lack of all three.”

As he has said before, your menu is also your billboard.

That means you need to ditch generic descriptions, rethink your item layout, and stop outsourcing identity to third-party salespeople.

“Everybody has the same shit on their menu,” Chef Duffy said just a year ago. “We’ve been told what to put on our menu buy our purveyors.”

Being honest with yourself, is your menu actually yours, or have you ceded control of your brand to your suppliers?

Pricing should be as intentional as plating.

“I’m all for a funky number, my friends,” Duffy said.

This statement was in response to a menu with less-standard pricing. Whole numbers ending in 0 or 5? Not exactly blowing anyone’s hair back. Rational numbers ending in a 5 or 9? Been done, haven’t they?

Chef Duffy’s reasoning is psychological: Funky numbers can create curiosity. Perhaps more importantly, nontraditional numbers communicate that the pricing wasn’t slapped on from a cost spreadsheet; it was considered.

Of course, you don’t have to pour nonstandard numbers all over your menu. There’s nothing wrong with sprinkling them around instead.

Just be sure that you’ve costed your items down to the temp picks in your burgers, and bev-naps that accompany your drinks, when pricing your menu.

Retire the balsamic.

If your go-to vinaigrette is still balsamic, it’s time to move on.

“It was cool in 1986,” Duffy quipped.

If that statement offends or surprises you, it may be time to check out some flavor trend news and reports. Also, ask your culinary team what they think about the dressings accompanying the salads and other items leaving the kitchen. Anything but enthusiasm should tell you that they have some ideas for more on-trend accompaniments. (Note: A disinterested kitchen is a disengaged kitchen. Get your team excited!)

I’m not saying, and Chef Duffy wasn’t suggesting, that tradition should be tossed in the trash. However, adhering strictly to decades-old tradition in the culinary world puts you, your menu, and your brand at risk of obsolescence.

You have a responsibility to embrace flavors that reflect today’s culinary trends and consumer palates if you work in F&B.

The same goes for buzzword-laden menus and what he calls “culinary white noise”—ingredients and terms that sound impressive but say nothing.

A box, a name, and a story.

When it comes to designing your menu, Chef Duffy likes to see creative item names, detailed but punchy descriptions, and a visual cue—like a box—surrounding (and therefore calling out) featured items.

Why?

Because you’re not just listing food, and that mindset needs a seismic shift.

Restaurant operators, their culinary and bar teams, and their service staff are curating a guest experience. The layout of your menu should help guide the guest journey, telling and reinforcing your brand’s story.

There’s limited real estate on a menu—including digital versions—so every millimeter requires careful consideration to maximize the results.

There’s no room for confusion.

Okay, this next one baffled not only Chef Duffy but every person who attended his live menu read. Honestly, if you have any idea what this meant, please email me with your thoughts.

One menu—remember, this is real life—that Chef Duffy reviewed included the phrase “choice of meat bar bbq” (written here exactly as it was on the menu). And where was this listed? Under the chicken wings.

Seriously, what does that even mean? If a room full of F&B professionals can’t figure it out, something has gone terribly wrong.

Put simply, ambiguity kills confidence. If a guest has to guess what they’re ordering—or worse, ask a server who also doesn’t know—you’ve very likely lost their return visit.

There’s nothing wrong with building mystery. Plenty of chefs, bartenders, and operators come up with item names and descriptions intended to pique guest curiosity.

But here’s the thing: That’s an intentional, curated choice. These items and descriptions are meant to provoke a response. It’s part of the experience, and each server and bartender can answer questions about such items confidently.

Put more simply, there’s a difference between, “Ooo, what’s that?” and, “Um, what’s that?”

Final Bite

Your menu is your voice, so make it count.

Chef Duffy’s latest live menu read was less a menu critique and more a rallying cry this year.

Stop giving up control of your inventory, menu, and brand to your purveyors. If you’re going to have the same dishes as other operators, at least get creative with the ingredients, sauces, and other accompanying items. Revisit your pricing strategy. And, hey, while you’re at it, revisit your dressings and other items, and determine if they’re still adding value.

Whether it’s weird pricing, boxed features, or creative naming conventions, every detail matters. Your menu doesn’t just feed your guests—it frames their expectations, defines your concept, and tells the world your brand story.

And if all else fails, just remember: Lose the chicken tenders and balsamic vinaigrette.

Image: Canva

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AI-generated image of a male consultant leaning on a bar
by David Klemt David Klemt No Comments

Privilege of Being a Coach & Consultant

The Privilege of Being a Coach & Consultant in the Hospitality Industry

by Doug Radkey

AI-generated image of a male consultant leaning on a bar

AI seems to think hospitality consultants have quite veiny arms.

I say this with gratitude and clarity: It’s not a right, it’s a privilege to be a coach and consultant in the hospitality industry.

And I don’t say that lightly.

To be trusted with someone’s vision—their dream of building a bar, restaurant, or hotel—is one of the greatest responsibilities I’ve ever carried. I’m not just strategizing, asking the right questions, or giving advice; I’m helping people make decisions that affect their livelihood, their families, their futures, and their legacy.

Every time a client says, “We want to work with you,” they’re inviting us into their world.

And that comes with an expectation to lead with clarity, honesty, and purpose.

It Isn’t Just Telling People What to Do

There’s a massive misconception about consulting. People think we saunter into a business, point out their flaws, hand over a plan, and walk away.

That’s not what we do. At least, that’s not what we do at KRG Hospitality.

We believe the most impactful results come from a hybrid approach, where coaching and consulting work together. Consulting gives you the strategy, the systems, the roadmaps. Coaching gives you the mindset, the accountability, the clarity to actually execute.

One without the other leaves a gap. That’s why we don’t just hand over a playbook and walk away, we look to walk alongside our clients, challenging their thinking while guiding their actions.

It’s not about telling people what to do; it’s about helping them become the kind of leaders who can start, stabilize, and scale truly remarkable hospitality businesses.

That balance is where transformation lives.

The Weight of Trust

When someone hires you as a consultant, they’re not just hiring your expertise. They’re hiring your integrity, your leadership, and your judgment.

They’re saying, “I’m willing to put my future in your hands.”

That’s not something I ever take for granted. Because with that trust comes an unspoken contract: To show up, be real, and deliver results.

The truth is, I’ve seen what happens when consultants don’t take that seriously. Cookie-cutter solutions. Generic strategies. Vague advice. And clients left more confused than when they started.

That’s not coaching or consulting; that’s just collecting a check. If you’re in this industry just to sell services, you’re in the wrong business.

But if you’re here to guide transformation, you understand the privilege this role holds.

The Real Role

Hospitality is different. We’re not selling widgets or other products. We’re creating experiences. More often than not, we’re building human connections.

And in this industry, every decision, from the lighting in the hallway to the type of salt on the rim of the glass, it all matters more than you think.

As a coach and consultant, our job is to:

  • Develop the strategies and details others overlook.
  • Ask the questions others are afraid to ask.
  • Challenge assumptions at the status quo.
  • Reinforce the standards of excellence.
  • Inspire bold, consistent, and strategic action.

This is where our playbooks come in. The eight playbooks we talk about all the time, they’re not just frameworks—they’re tools for clarity, accountability, and execution.

But the truth is, those playbooks are only as effective as the leadership behind them. And that’s what coaching is really about: bringing those plans to life with you. Because strategy without execution is just theory.

This is where our coaching framework activates the plan, through a combination of project task force support plus mindset and operational coaching. We step in as partners, not just planners, to help our clients start strong, stabilize with confidence, and scale with intention.

Whether it’s managing timelines, building culture, navigating change, or staying focused when things get hard, coaching ensures the strategy doesn’t just live on paper. Instead, it lives in the daily actions that drive real, measurable results.

This is where vision turns into reality. This is where momentum is built.

A Front-Row Seat to Transformation

One of the most rewarding parts of this work? Seeing the transformation happen in real time.

Watching a client go from idea to opening their doors. To go from stuck to clear. From chaotic to systematized. From dreaming to doing.

I remember working with a restaurant owner who came to us with a vague idea. She had heart but no direction. Through clarity sessions, a series of strategic playbooks, and post-open coaching, she found her confidence. She built a brand. She hired a team. She opened on time and on budget. And now, she’s highly profitable, and mentoring others within her community.

That’s building a legacy. That’s creating impact. That’s transformational.

The Humbling Truth

Here’s the humbling truth though: I don’t have all the answers. No one does.

But what I do have is perspective, experience, and a relentless commitment to seeing clients succeed. And that’s why we do the work. Not because it’s easy, but because it matters.

Being a coach and consultant in hospitality isn’t just about business. It’s about belief. It’s about believing in people’s ability to create something meaningful and by giving them the tools and support to do it.

So to every operator, entrepreneur, and leader who’s trusted us along the way, I have two words: Thank you. Thank you for giving us a front-row seat to your story.

And to every coach and consultant reading this: Never forget the privilege of what we get to do. Lead with clarity. Listen with empathy. Execute with excellence.

Because in this industry, the impact we make goes far beyond the glass, plate, or the check-in desk.

We help shape what hospitality looks and feels like for generations to come. And that right there is an absolute privilege.

Image: Microsoft Designer

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AI-generated image of a clean, well-equipped restaurant kitchen
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Who Really Owns the Kitchen?

Who Really Owns the Kitchen?

by David Klemt

AI-generated image of a clean, well-equipped restaurant kitchen

AI-generated image.

Who owns the kitchen? One of our favorites, Chef Brian Duffy, has some thoughts, and they boil down to taking ownership of the systems.

His 2025 Bar & Restaurant Expo session title, “Owners & Chefs: Who Owns the Kitchen?” sounded like Chef Duffy was teeing up a showdown: chef versus operator. But he had something else in mind.

During his session, Chef Duffy addressed ownership not as a title, but as an operating philosophy.

If you ask him who really owns the kitchen, his answer will be simple: Whoever takes responsibility for its systems.

Chef Duffy isn’t just theorizing from the pass. The chef and operator has opened more than 100 venues, and actively oversees ten restaurants each week. His experience and position in the business have helped him develop a uniquely sharp eye for what separates kitchen chaos from culinary consistency.

Spoiler alert: It’s not talent. It’s not even creativity.

What matters is taking ownership of systems, communication, and accountability. Are talent and creativity important in the kitchen? Absolutely. Will a restaurant survive (and thrive) without the development and strict adherence to effective systems? I think we all know the answer to that question.

Assumption Leads to Dysfunction

If you’ve ever attended a Duffified education session or demo, you know he jumps straight in. He’s passionate about this business. He loves talking about it, sharing his knowledge, sharing new ideas, and collaborating on ways to move the industry forward.

So, while I wasn’t fully expecting Chef Duffy’s opening provocation, it didn’t entirely surprise me that he kicked off his session with it: Restaurant owners are expecting too much without saying anything at all.

“They assume chefs and kitchen managers just know what to do,” he said. “Daily, weekly, monthly.”

That assumption is where dysfunction takes root.

Duffy plans six weeks out because that’s what it takes to run a kitchen like a business. With that proactive approach to lead time, he can lock in pricing with suppliers, ensure the products he needs are available, give teams time to plan events, schedule staff fairly and effectively, and control costs with precision.

When you don’t plan ahead (or don’t plan far enough ahead), your kitchen becomes reactive. Simply put, reactive kitchens are expensive.

Worse, they’re chaotic. And chaos burns people out.

Daily: Predictable Results

Chef Duffy doesn’t do ambiguity. Anyone who has spoken or worked with him can attest to this truth.

It should come as no surprise, then, that his expectations are decidedly unambiguous. They’re detailed, repeatable, and focused on communication, clarity, and control.

Here’s his daily checklist:

  • POS Counts: Know what you have. Open the line of communication with front-of-house.
  • Tasting: Everyone tastes the specials, cocktails, wines, and even a core menu item daily.
  • Pre-meal: Shift briefings with intention. Share what to sell, what’s 86ed, any kitchen concerns, etc.
  • Prep List: Created at the end of the shift, while everything’s fresh so nothing is missed.
  • Protein Counts: Same timing as the prep list to eliminate guessing on inventory.
  • Daily Recap: Communicate staffing, equipment, prep issues, and anything else those working the next shift should know.

You’ll notice none of these are flashy, and that’s the point: These rituals are how kitchens run efficiently, end of.

Chef Duffy’s clearly communicated expectations are how you reduce waste, avoid surprises, and build team alignment.

Crucially, he has tracked the results of his approach, and says a system like this can shave one to two percent off your costs. That’s a lot of dollars over the course of a year.

Know and Sell

One of Chef Duffy’s biggest irritants? Hearing a server say, “Let me go ask the chef.”

“If a guest asks if they can have a menu item without a certain ingredient, and the server doesn’t know the answer, it means the chef never had that conversation,” he said.

It’s a trust issue, an unforced service error. And it’s preventable.

Chef Duffy makes tasting part of the daily ritual. His teams rotate through core menu items so everyone understands the food. Therefore, they can talk about it like they believe in it.

The result? More confident service, better upsells, and fewer avoidable mistakes.

Let staff know the menu, and then step back and let them sell it.

Start with a Stretch, Not a Spiral

Culture isn’t built by luck or happenstance, it’s modeled. In some cases, it’s modeled physically.

Case in point: Chef Duffy uses pre-meal to reset the tone of the shift, not just brief the team. That includes a moment of breathing, and even light stretching.

“Don’t take last night’s negativity into today’s service,” he says when breathing and stretching with a team.

In high-stress environments, leaders don’t just direct traffic, they set the emotional baseline. That moment of reset might sound small, but it says something big: We show up intentionally.

Weekly: Breathing Room

Chef Duffy doesn’t stop at sharing day-to-day expectations.

Weekly deliverables create space for the kitchen to operate with their team, not against them.

  • Specials: Planned one to two weeks out.
  • Schedules: Also one to two weeks out. Give people time to plan and live their lives.
  • Inventory: Always on Mondays. It’s the cleanest window between Sunday close and Monday service.
  • Management Meeting: Review the past week, preview the next, and talk specials, events, holidays, and team concerns.

Chef Duffy also uses scheduling software that empowers the team to submit availability and day-off requests. Why? Because quality of life matters.

“Give your team a life,” he said.

People stay where they’re respected, and that absolutely, inarguably, non-negotiably includes considering their time.

Contests and Creativity

One of Duffy’s favorite ways to build buy-in? A little friendly competition.

He and I have talked about this on the Bar Hacks podcast, and I’ve shared this competitive approach of his in previous articles.

Like I said earlier, creativity is important; it just has its time and place.

“Go into the walk-in, come up with a special,” he’ll say to the kitchen team.

He’ll cost the special, price it out, and then add a dollar. For every special that sells (usually over a 30-day period), Chef Duffy gives that added dollar to the creator of the menu item.

It’s brilliant in its simplicity: The culinary team engages their creativity, the restaurant gets a low-risk special, and staff are rewarded directly.

That kind of engagement isn’t just fun, it’s a culture builder.

Monthly: Big Picture

Monthly meetings bring the business lens into focus.

For Chef Duffy, that includes:

  • Owner/Leadership Meetings: Discuss sales, budget, events, catering, and marketing.
  • Food & Labor Cost Reviews: Not just reporting numbers, but talking about them to ensure everyone understands the situation.
  • Marketing Roundtables: Let’s not forget that the kitchen is a core element of the brand experience.

There’s no mystery to what’s discussed. Everyone at the table knows what they’re accountable for, and what needs improvement.

Importantly, everyone must also be given the tools to improve. Otherwise, these big-picture sessions are essentially just performative.

The Common Thread

Chef Duffy flies more than 140,000 miles a year checking in on restaurant operations.

So, what’s the most persistent problem he encounters across his travels?

“Operators don’t talk to their teams,” he says.

That’s it. Not bad food (though that’s certainly a problem). Not weak concepts and uninspired menus (also issues, industry-wide). It’s poor communication.

To be honest, that’s such a mundane problem to have, and too many operators are letting it spiral out of control. Want to improve operations? Be clear about their expectations, and transparent about the business.

Communication fixes everything.

Clear communication is also a cost-controlling measure. Put yourself in the shoes of a back- or front-of-house team member. Which do you think inspires more confidence and buy-in, knowing exactly what’s expected of you every day, or having to figure things out as you go without direction? Clear communication is an effective retention tool.

It’s also a core element of consistency.

To that point, this is why Chef Duffy insists on daily, not weekly, prep lists. When lists are weekly, people feel like they’ve got time, and their urgency disappears. Tasks get pushed, and accountability drops.

Whenever a new chef joins one of his kitchens, Chef Duffy requires a manager to sign off on their prep tasks. This isn’t done to just check a box. Instead, this requirement confirms the food is tested, tasted, and good to go.

That’s ownership not in title but in action.

Heed Warning Signs

This is one of the quotes from Chef Duffy’s session that most resonated with me:

“If your head chef or kitchen manager has a problem with over-communication, that’s not your person.’

Too many operators ignore early warning signs in leadership. They tolerate resistance to systems, and avoid hard conversations.

To be blunt, that’s unacceptable. This is, at the end of the day, business. True leaders don’t run away from difficult discussions, they stride confidently toward them; it’s the job.

Red flags don’t get less red if they’re ignored; they start to glow. When left unaddressed, red flags just get more expensive.

Identifying issues is a leadership skill. Having the courage to address them immediately is a leadership skill. Taking ownership of systems is a leadership skill.

Last Bite: Ownership Is a Verb

This wasn’t a session about chefs versus owners; this session was about chefs and owners working together to own their restaurant’s systems.

It was a call to action for anyone leading a kitchen, hiring a chef, or trying to build a better back-of-house culture.

Ownership isn’t about who’s in charge, it’s about who’s committed to clarity, systems, and communication. Ownership is about who shows up consistently for the business: the team, the guests, and the bottom line.

Want to own your kitchen? Take ownership of your systems.

Image: Canva

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An AI-generated image of a vintage, spherical restaurant or pub sign emblazoned with a script-style letter "L."
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Cultivating a Legacy Mindset

Cultivating a Legacy Mindset

by David Klemt

An AI-generated image of a vintage, spherical restaurant or pub sign emblazoned with a script-style letter "L."

The letter “L” is for building a long-lasting, lucrative legacy. (AI-generated image)

We talk about legacy in restaurant, bar, and hotel brands like it’s something that happens once the awards start rolling in.

But at this year’s Bar & Restaurant Expo, a standout panel turned that idea on its head.

Legacy isn’t something we leave behind; we live our legacy in real time. Every hiring decision. Every shift meeting. Each and every moment we’re engaging with the public, representing our brand. Every awkward moment when a team member calls us out, and we choose whether to get defensive or get better.

And as Gen Z makes up more of our workforce—and, increasingly, our leadership—this mindset isn’t just good culture. A legacy mindset is great business.

Last week, I hypothesized that a growth mindset will help operators set themselves up for success from the outset. This theory is grounded on a few points made by Dave Kaplan about nontraditional capital raises, as well as being prepared to expand even if that never becomes part of the plan.

Part and parcel with a growth mindset is a legacy mindset.

As it happens, a panel of hospitality, operations, beverage, guest experience, artificial intelligence, and space tourism experts assembled during BRE 2025.

This powerhouse blend of operators and innovators included:

Each offered a different perspective on the idea of legacy, coming together to lay out a roadmap for what lasting leadership looks like now.

Legacy is Culture That Lives Beyond You

For Meaghan Dorman, legacy starts with perspective.

Not ego. Not personal mythology. Perspective.

“Legacy is building a shared perspective that can leave your concept and live on its own,” she said.

Take a moment to digest Dorman’s viewpoint.

An operator isn’t just building a concept they control. What they’re creating is a concept others carry forward because they believe in it. The team an operator builds and the guests they work to transform into brand evangelists believe in the brand and the mission.

At least, that’s what operators should do. Ultimately, success depends on whether team members and guests believe in the operator themself.

I take this to be a founder’s versus owner’s mentality. Anyone who can afford to do so can purchase equity in a business, and take a stake in ownership. A founder, however, takes ownership of the brand, mission, innovation…the entire business. That means owning the strategy, successes and failures, and responsibility for driving team members and the business forward.

This is exactly the shift in mindset needed to engage a generation that values transparency, inclusivity, and authenticity.

If the culture can’t thrive without the operator in the room, they’re an owner, not a leader. And if they’re not a leader, they’re not building a legacy.

In fact, what they’ve built is a leash, and they’ve strapped and padlocked it to their leg.

Staff Serves Guests. Management Serves Staff.

Beth Hussey doesn’t pull her punches. She’s refreshingly straightforward with her perspectives on, and passion for, hospitality.

For her, legacy is hospitality at its most fundamental: A value that lives on in others.

Expressing those values and their importance happens through modeling: small, consistent actions that communicate the message, “I’m here for you.”

Hussey takes the radical step of flipping the power dynamic.

“Management serves employees like they serve their guests,” she said.

That one sentence reframes everything. It forces leaders to examine how they show up, particularly when it’s inconvenient.

She also challenged operators to consider whether their training programs are as guest-friendly as they expect their team members to be.

Hussey encouraged the operators and leaders in the room to stop and think about their training processes as if they had just thrown their guests into the same experience. The majority who took the time to consider how they train their staff “probably wouldn’t like it,” she opined.

That’s a gut-check moment for anyone who’s watched new hires get thrown to the wolves. And if many people reading this are being honest with themselves, they’ve done exactly that to new team members at some point in their careers.

The Suggestion Box Question

Hussey doesn’t just talk about feedback. Instead, she builds in real, actionable systems for it

Two weeks before team meetings, Hussey puts out a suggestion box, open to any team member. Before the meeting, she and her leadership team sit down, go through each suggestion, and address them during the meeting.

This doesn’t mean the team always gets their way; not every suggestion gets implemented by leadership. However, the suggestion, good or bad, yay or nay, is addressed. A reason is provided, in front of the team member who suggested it, for the suggestion being embraced or rejected. That’s a powerful message of leadership, teamwork, and valuing the team’s input.

Shifty, interestingly, features a truly anonymous suggestion box. This is a real, anonymous channel that can be reviewed ahead of a team meeting.

However, Hussey has noticed something alarming about this feature.

“Operators have asked us to turn it off, even though it has never once been used for evil,” Hussey noted, to laughter throughout the room. “Why don’t you want honest feedback from employees?”

That question says it all, really. If an operator or member of the leadership team fears their team’s honesty, the problem isn’t the team.

Codifying Culture at Scale Without Killing It

Dave Kaplan knows what it means to build a brand that people believe in—and sometimes, walk away from.

During the panel discussion, he revealed an internal saying about the brand: “Everyone quits Death & Co. at least once.”

That may sound like a negative. However, the key insight is this: Everyone comes back.

That’s legacy in action.

Operating multiple concepts in multiple cities, Kaplan has learned how important it is to codify culture without strangling it. His company’s five core values aren’t just decorative, they’re operational.

These values are applied to hiring, recognition, and even when it’s time to let someone go.

Scaling that culture requires infrastructure. Kaplan shared how they’re developing a company-wide learning management system (LMS), and investing in a tight tech stack to align operations across markets.

That said, tools alone don’t build trust. For that, a leader needs transparency.

When a major operational change is proposed at Death & Co., they open a two-week feedback window. If necessary, they even hold a town hall. This process isn’t just good policy, it’s a direct response to something Kaplan once heard from a long-time team member.

Ronald Fucking McDonald

Kaplan told the story of being a bit surprised—and somewhat frustrated—by the reactions to him visiting a Death & Co. outpost.

To paraphrase the response from a long-term (I believe original) Death & Co. team member addressing Kaplan’s frustration: “You haven’t been around much. You may as well be Ronald Fucking McDonald.”

Brutal, but honest. And exactly the kind of wake-up call too many owners brush off. To his credit, Kaplan took that blunt feedback on board.

He could’ve flexed his title as Dave Fucking Kaplan, if he were that type of person. And he could’ve taken out his frustration on the team members he felt had slighted or at least ignored him. Instead, Kaplan used that reality check as fuel to double down on being present, accountable, and humble.

There it is again: the founder’s mindset.

Here’s the unspoken truth about legacy: It doesn’t care about your title. Legacy cares about how a leader shows up, and how often.

Reverse Mentoring, AI, and the End of Top-Down Leadership

Anyone still asking whether artificial intelligence has a place in hospitality (and building a legacy), Colleen McLeod Garner has a message for you: “Pandora’s Box is already open.”

In other words, AI is taking its place in hospitality, regardless of who agrees with it doing so. Operators can either determine the best ways to implement and succeed with the AI solutions best suited to their operations, or they can fall behind, ultimately finding themselves passed by.

McLeod Garner doesn’t support replacing people with tech. If she did, we at KRG Hospitality wouldn’t agree with her on AI, and I would say so.

Her approach is to enhance human connection through strategic automation. By streamlining ops and freeing up staff from menial tasks, AI empowers staff to spend more time doing what matters: serving guests, supporting each other, and representing the brand.

But McLeod Garner’s real breakthrough insight about leadership? Reverse mentoring.

Flip it, and Reverse It

“Age does not dictate knowledge or leadership,” she said.

In a world where Gen Z employees bring digital fluency and cultural insight to the table, the smartest thing a senior leader can do is listen. That means inviting younger team members into leadership discussions, not as silent observers, but as active participants.

An operator adding reverse mentorship to their leadership toolbox sends a powerful message: “You matter. What you do here matters. Your ideas matter.”

McLeod Garner challenged leaders to ask questions, then shut up and listen—literally.

Ask open-ended questions. Let people until they’ve exhausted the issue on their own. This isn’t done to prove a point about what a great leader an operator is; this simple action shows team members that an operator respects them enough to listen fully, and give their insights careful consideration.

Respect. Empathy. Trust. Those aren’t soft skills, they’re business survival skills. And for Gen Z, and therefore future-proofed businesses and brands, they’re non-negotiable from this point on.

The New Metrics of Leadership

What makes this conversation urgent isn’t just generational turnover. While our industry is facing that issue, what we’re all facing is cultural transformation.

Gen Z, speaking generally, doesn’t tolerate hypocrisy from employers. These team members, admittedly generalizing again, are quick to hold leadership accountable. They’re not impressed by surface-level perks or “cool culture” branding.

They want authenticity, action, and alignment.

Legacy, then, isn’t about what leaders build for themselves. It’s about what they build with, and leave for, their teams.

This commitment to legacy includes:

  • Transparent hiring and promotion processes.
  • Feedback mechanisms that actually lead to change.
  • Recognition systems rooted in core values.
  • Tech that improves but, crucially, doesn’t remove people from the human experience.
  • Intergenerational learning that flows both ways.

None of this is easy. It takes hard work, humility, and long-term commitment. As Kaplan has put it, practicing relentless pursuit until it’s a key component of your everyday life.

As each panelist explained in their own way, the payoff for all the hard work in developing a legacy mindset is real: improved staff and guest retention, stronger culture, and a business that stands for something more than a bottom line.

Last Call: Build a Brand That Outlives You

Legacy doesn’t just mean being remembered. At least, not to me. Legacy means an operator’s impact, and that of their brand, is being repeated.

If team members carry a former employer’s values into their next job, or share an operator’s leadership principles with someone else, or feel changed for the better because they worked with a given operator, that’s a legacy.

Achieving that type of legacy doesn’t take ten or 20 or 30 years. In fact, there’s no set timeline that determines a legacy has been developed. Building a legacy requires presence and perspective. It demands the courage to be the kind of leader a team actually wants to follow.

And if Gen Z in particular has anything to say about legacy in hospitality—and they do—that’s exactly the kind of leadership that will last.

Image: Canva

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Relentless Pursuit: Future-Proof Your Bar

Relentless Pursuit: Future-Proof Your Business

by David Klemt

AI-generated image of a closeup of a wakeboard surfing a boat's wake

This image will make sense when finish the article, I promise. AI-generated image.

“This business is wildly rewarding but also wildly capital intensive.”

That’s a hard truth that anyone in hospitality learns sooner or later. It’s also a quote from Dave Kaplan, from one of a trio of presentations and panels he hosted or co-hosted during Bar & Restaurant Expo 2025.

In this case, Kaplan was addressing an important topic: raising capital, including via non-traditional avenues, to expand or future-proof your business.

It stands to reason that the topic of capital conjures thoughts of opening a hospitality business’ doors for the first time. However, it relates just as much to scaling an existing bar or restaurant.

One has only to look at how Gin & Luck has leveraged a series of capital raises to expand Death & Co. for proof.

Do You Want to Scale?

This is an honest question. Do you want to put yourself through the grueling process of expanding your business? Or do you think it’s what’s expected of you once your business is profitable, so you’re going through the motions?

The rewards, of course, are real: Building a brand and an empire from scratch, satisfying a creative itch and putting a different spin on your existing concept, the energy of the process, boosting revenue for longevity (and potentially a lucrative exit).

Equally real, however, are the demands of scaling your business: Longer hours, new and possibly unanticipated pivots, higher stakes (like a new location failing to catch), and higher costs, to name a few.

So, again, I ask you: Do you even want to scale your business? If you do, do any partners or investors you have want to come with you on the expansion journey? Does your leadership team want to come along on this adventure?

Relentless Pursuit

How do you scale in this industry without losing your soul or shirt?

In two words, relentless pursuit. That’s how Kaplan describes his approach to business. [And that of his business partners, presumably; I don’t want to put words in their mouths.]

In this context, that means, as Kaplan explains, waking up each day “and doing hard shit.” Systematize operations. Have difficult conversations rather than avoid them. Tackle challenging, mundane, and unappealing tasks instead of procrastinating. Learn every day how to lead with intention.

Implement and adhere to relentless pursuit so that the list of hard things shrinks for tomorrow. It’s about compounding effort, not chasing a quick win.

Kaplan isn’t shy or coy about his mindset. In fact, he’s more than willing to share what he’s learned about hospitality, business, and himself.

“I do not wake up thinking, ‘I’m going to be the best cocktail bar in the world.’ I wake up thinking about how I’m going to drive value for my brand, my team, and my investors.”

That mindset shift is powerful. It’s less about ego and more about legacy, and legacy starts not with your concept, but with you.

Start with Self

Before you define your brand, define yourself.

What are your values? What’s your mission as a human, not just as a founder?

Identifying core values, developing brand pillars, and crafting mission statements isn’t something we here at KRG do with our clients just for fun. The most impactful hospitality brands are extensions of the people behind them. That means that if you’re fuzzy about what’s driving you, that lack of clarity will impact your business.

If your team doesn’t know your core values or understand your mission statement, they won’t buy in and take a degree of ownership. That impacts the guest experience directly and affects their perception of your brand negatively.

With strategic clarity in place, everything else starts to lock in: your brand DNA, your aesthetic, your hiring philosophy, your service style…clarity coupled with relentless pursuit ties everything together.

And here’s the part too many operators skip, in our experience: documentation. Not just for investors. Not just for the employee handbook, onboarding process, and SOPs. Do it to plan ahead to scale the business in the future, even if you decide never to expand.

Why? Because scaling without structure is chaos. Creativity actually thrives when boundaries are defined. Documentation creates accountability, culture, and clarity. You’ll need all three just to lead your first business to success, never mind when you undergo the process of opening your second, third, or tenth location.

Who, Not How

Another game-changing mindset shift: Stop asking how and start asking who.

Scaling is about building a team of people who are smarter, more capable, and more experienced in their areas of expertise than you. That means you’re going to have to set aside your ego if you want to build a legacy. It also means putting your trust in others, and building a team you don’t feel the need to micromanage.

Who can you add to your team who won’t add to your workload? Who can you trust to stay on mission while you’re away? Have you built, or are you building, a team of people who help you work on your business, not in it?

Another way to look at it: Are you building a business, or have you just given yourself a job?

One of our goals is to help our clients eventually make themselves less essential to daily operations while remaining essential to the mission. We want every one of our clients to be able to step away from the business for a week at a time without chaos ensuing. That means not feeling the need to check emails, P&Ls, taking work calls, or answering work texts while away from the business.

Actual, real, unplugged vacations.

Trusting people does mean there will be failures. People you trust will make mistakes. You’ll make mistakes. Standards will slip.

But as Kaplan put it, “If you’re not falling, you’re not trying hard enough.”

He views the difference between hospitality and other businesses to the difference between wakesurfing and skateboarding. When someone falls on water instead of concrete, it tends to hurt much less, and recovery often takes less time.

Likewise, when you fall in hospitality, it can be easier to get back up. In Kaplan’s experience, this business forgives the ones who keep going.

Revenue Streams and Resilience

When we talk about scaling, it’s tempting to immediately think of square footage. But sustainable scaling often starts by thinking beyond your four walls.

Are you able to envision opportunities that exist outside your doors?

  • Can your brand live in e-commerce?
  • Are events like pop-up and takeovers authentic to your brand?
  • Is licensing a realistic option?
  • Can guests experience your brand outside of your venue?

Going further, new revenue streams should mean more than just generating more revenue. Rather, they should make your brand more resilient. They’re a means to drive brand awareness, and to not just convert first-time guests to regulars but transform them into brand evangelists.

However, it’s important to ensure that a new revenue stream isn’t a distraction from your core offering, but an extension of it.

If your systems are dialed in, your brand values are intact, and your team is empowered, scaling isn’t about copying and pasting—it’s about evolving with purpose.

Last Call

Here’s the truth we don’t hear nearly enough from people who speak at trade shows and conferences: They also fail.

Refreshingly, Kaplan had zero qualms about admitting that during his final presentation of BRE 2025.

“We still fail consistently, and we’re good with that.” As he pointed out, not a single speaker has done anything perfectly, and nobody ever will.

The difference appears to be that Kaplan, his partners, and his team have learned to fail, recover, and move forward.

Scaling a hospitality business with purpose means knowing your “why,” surrounding yourself with the right “who,” and never letting perfection get in the way of pursuing your vision.

You may never feel the urge to scale. However, developing and implementing the systems and teams to do so will only benefit your business.

At the end of the day, this business doesn’t reward perfection; it rewards the people who show up, fall down, get back up, and stay relentlessly on mission.

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Superhuman Hospitality: A New Era

Superhuman Hospitality: Where People and AI Build the Future Together

by Doug Radkey

AI-generated image of an AI-themed superhero on a laptop

AI is here. We can adapt and learn to leverage it, or we can be left behind.

Let’s get one thing straight: artificial intelligence is not here to replace humans in hospitality, it’s here to make us better.

And let’s be honest, that’s not a bad thing.

We’re entering an era I like to call Superhuman Hospitality. This is where the fusion of artificial intelligence and human empathy creates something far more powerful than either could do alone.

The question can no longer be, “Does AI belong in this industry?” The question is, “How do we integrate AI with intention, without losing the heart and soul of hospitality?”

As we tell our clients, the brands that figure out the answer to the latter question? They’re going to be the ones leading the pack.

The Misconception: Humans vs. AI

There’s this myth floating around that AI will take away hospitality jobs (and jobs in many other industries as well). That it’s all about automation, chatbots, and robots replacing real people.

Let’s be clear. Hospitality is, and always will be, a people-first industry. I think we learned that lesson once again during the pandemic when a majority of people (not, however, the team here at KRG Hospitality) were screaming from the hills that ghost kitchens were the future of restaurants.

That didn’t quite pan out, now did it?

You can’t automate warmth, social community, and engagement.

But what you can do is leverage AI to eliminate friction points, streamline your operations, and free your people to focus on what they do best: creating memorable experiences.

This isn’t about choosing sides; this is about building a hybrid model of intelligence, where AI supports the brain, and humans lead with the heart.

What is Superhuman Hospitality?

Superhuman Hospitality is about building systems that are tech-enhanced, not tech-dependent.

There is a major difference between the two. It’s about amplifying human potential through technology.

Think about it like this:

  • AI can analyze thousands of data points to recommend menu pricing adjustments.
  • But your bartender still needs to remember a regular’s name and favorite drink.
  • AI can forecast booking trends based on seasonal data.
  • But your front desk still needs to offer a warm smile and solve problems in real time.
  • AI can power your CRM and tailor marketing messages.
  • But your server still needs to read a table’s mood, and deliver genuine hospitality.

It’s not about doing less human work; it’s about freeing humans up to do the most human work possible.

Where AI Can Shine (and Should Be Used)

We’ve come to learn that there are areas where AI absolutely dominates. Ignoring those opportunities means you’re leaving money and efficiency on the table.

  1. Predictive Analytics & Forecasting: AI can analyze past data to predict sales, foot traffic, and labor needs. This enables smarter scheduling, inventory ordering, and dynamic pricing.
  2. Smart Inventory Management: AI-driven systems can track usage patterns, expiry dates, and cost fluctuations in real time, reducing waste and theft.
  3. CRM & Guest Personalization: AI helps build personalized guest profiles, automating follow-ups, birthday messages, loyalty rewards, and upselling strategies.
  4. Marketing Automation: From email flows to social ad targeting, AI ensures you reach the right audience with the right message at the right time.
  5. Dynamic Menu & Room Pricing: Based on demand, time of day, weather, or major events, AI can help you optimize pricing for profitability.
  6. AI Assistants & Chatbots: Useful for basic inquiries, reservation confirmations, and upsells, particularly during off-hours.

And that’s just scraping the surface of the potential.

Where Humans Must Lead

AI however, can’t replace empathy, intuition, adaptability, or real-time judgment.

Hospitality thrives on emotional intelligence. You still need:

  • People who know how to defuse a tense moment.
  • Leaders who can motivate a struggling team.
  • Servers who sense when a table wants privacy or a little extra attention.
  • Front desk agents who turn a mistake into a positive, memorable moment.

No algorithm will ever replace that. That’s the core of Superhuman Hospitality: AI provides the information, and humans provide the impact.

Use Case: The Superhuman Hotel

Imagine checking into a hotel where:

  • Your room temperature, lighting, and playlist are set to your preferences automatically, and there is a bottle of your favorite red wine sitting on the table with a hand-written note addressed to you personally.
  • You’re greeted by name because AI flagged your repeat visit.
  • You then get a text offering a curated spa or dinner recommendation based on your past behavior.
  • A staff member (not a bot) walks you to your room, answers questions, and builds rapport.

AI enabled that experience but humans delivered it. That’s what we should be building.

What This Means for Leadership

As operators, your role is to create systems that empower people with the tools to exceed expectations. You need to:

  • Train your team on how to use AI tools confidently, not fearfully.
  • Design SOPs that integrate tech without replacing the human touch.
  • Foster a culture that values both efficiency and empathy.

Superhuman Hospitality doesn’t happen accidentally. It requires strategy, clarity, and intentional integration.

My Final Thoughts: The Best of Both Worlds

The future of hospitality isn’t robotic. It’s not emotionless or transactional (at least, it better not be).

The future is powered by data, and then delivered with heart.

Superhuman Hospitality is about recognizing that tech is here to support us, not replace us. The brands that win will be those that embrace AI to work smarter, not colder.

So ask yourself:

  • Are you embracing AI with purpose?
  • Are your people equipped and empowered to use it?
  • Are your systems designed to enhance, not eliminate, the human element?

Because the goal is not to remove people from hospitality; the goal is to make them superhuman.

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Travis Tober: Entertain Like You Mean It

Why Travis Tober Says to Toss the QR Codes and Entertain Like You Mean It

by David Klemt

An AI-generated image of a sign onstage that reads "5-cent City"

This was a fun AI-generated image to create.

If you ever get the chance to hear Travis Tober speak, do it. You’ll leave with a notebook full of quotables, and strategic clarity.

You’ll get a much-needed reminder that the hospitality industry isn’t about perfection; it’s about presence.

[Side note: If you ever get to hear Tober speak on a panel with Nectaly Mendoza and/or Eric Castro, do whatever it takes to not miss that golden opportunity.]

Tober, the force behind 13 bars and restaurants across Texas (and now expanding into Chicago, Hawaii, and Florida), stood on stage and did what few multi-unit operators can do: He told the truth about scale, struggle, and how to actually make money in this business, while hopefully avoiding burnout.

He opened his first venue in 2017. Eight years and more than a dozen properties later, 2025 is the first year he’s been able to take off for a weekend. That alone tells you plenty.

The real insights, however, came from how he views operations, branding, and the guest experience. That is to say, not as a checklist, but as a form of entertainment.

“Guys, we’re in the entertainment business, not the bar business,” noted Tober after asking how many people in the room thought they were in the drinks business.

So, let’s start there.

Bartender at Heart, Operator by Design

Tober doesn’t pretend to be the best bartender in the room. In fact, he said half the people attending were probably better bartenders than he.

But, as he made clear, “I can tend bar better than you.”

What he meant was simple: he knows how to read the guest in front of him. Guest-facing hospitality pros, that’s the job. It’s not just pouring the drink, dropping food, and touching tables; it’s knowing when to be the party, and when to shut it down.

Tober trains his teams not just to serve, but to entertain.

I’ve enjoyed the privilege of attending several sessions and panels hosted by Tober. One point he made years ago has stood out to me ever since: He views recruitment and hiring, at least in part, like casting a film or TV show.

He wants the super-dialed-in bartender who’s almost too serious about their job. He wants the young gun who thinks they can tend bar better than anyone else, neophyte or world-traveled veteran. Tober himself often steps into the role of old-school bartender who can put that young gun in their place in a single shift.

The smartass, the surly lifer, everyone’s best friend, the bubbly and energetic one…he wants a full cast capable of entertaining the guests at any one of his bars.

That full cast, by the way, also means there’s a personality that appeals to (just about) any guest. This bartender and that guest aren’t connecting? Let another bartender step in, see if they can recover the guest experience, and turn around that guest’s visit.

Consistency, Not Complexity

At his Nickel City locations, a bartender in Fort Worth can walk into the Houston bar and get to work immediately; the bar stations are identical. That’s not just convenience, that’s operational intelligence and strategic clarity in action.

The same goes for the drinks: Tober tracks what sells across the portfolio. Every LTO gets tested. If a cocktail moves, it stays. If not, it goes. There are 250 drinks in the system, and the data tells him what hits.

“McDonald’s tastes like shit here [Las Vegas], and it tastes like shit in every other city. There’s a reason they’re the most-successful restaurant brand in the world.”

Consistency wins. Period.

And yet, consistency isn’t boring. His menus are a design language. He works with a designer who gets his colors, paper stock preferences, layout…everything. Every menu is a training tool for guests, and a brand story rolled into one. The goal is clarity, not clutter.

That’s why you won’t find a bloated 30-drink cocktail list at his spots. Eight to 12 is the sweet spot now, and it has been for several years. Give guests a clear path. Include some quality alcohol-free options (otherwise, you’re leaving money on the table).

When met with a guest uncertain about stepping outside of their beverage comfort zone, train your staff to redirect: “You might not like that, but you might like this.”

Paper Menus, With a Twist

Speaking of menus, Tober doesn’t mince words, nor would I ever expect him to pull his punch: “Fuck QR codes.”

He wants guests to feel something. Literally.

Tober wants guests to hold the menu in their hands. And why is that? Because he wants to hold the menu in his hands. And if he wants something specific from the bar experience, why wouldn’t he deliver it to his own guests?

However, Tober’s not a purist. In fact, he acknowledges that a paper menu with a QR code for large wine or spirits inventories could be the right blend of physical and digital. The key? Use tech to complement, not replace, the tactile experience.

Further, not everything has to be on the menu. Discovery is part of the magic of any guest experience. So, you and your team need be in the habit of asking the right questions, offering the right off-menu item that will resonate with a guest and convert them to a regular.

Let the guest feel like they just unlocked something special. Do that, and they’ll want friends and family to experience the same thing.

Make Money, Not Passion Projects

This might’ve been one of his most grounded takes of the day: “I want to make money. I want to make sure my people are making money, I’m making money, my investors are making money.”

There’s room for passion, but it better be profitable. Tober recounted a conversation with a bar owner who’d never taken inventory. Eight years of running a bar…and no inventory or costing system in place.

That’s not just risky—that’s irresponsible. And let’s be clear: That irresponsible approach to operations, if it can be deemed an approach, affects more than just the bottom line. People’s jobs are at risk when an operator doesn’t put in the work to learn and nail the fundamentals. The community will be worse off if a third place with the potential to bring people together has to close due to incompetence.

If you don’t know what your drinks cost, you don’t know what you’re making. And if your team doesn’t know how to negotiate with suppliers or ask for items that are perfect for traffic-boosting, revenue-generating LTOs, like closeout wines, you’re leaving thousands on the table.

Your Menu Is Your Mission

Tober said it best, so I won’t even try to paraphrase him: “That menu is your whole journey.”

He wants a diverse menu for a diverse crowd. The business professional, the ironworker, the sorority girl, the guest with just $20 in their pocket, all should feel comfortable, respected, and relevant when gathering at and enjoying the same bar.

While that’s building a brand and vibe, it’s also smart business: curated chaos, energy, memorable stories, and, yes, entertainment.

Final Pour

Tober didn’t get here by accident. He got here by obsessing over the stuff that many owners ignore: station layout, menu flow, vendor strategy, staff training, drink tracking, and yes, whether or not the paper stock feels right.

Further, one of the things I admire about Tober the most is his dedication to knowing his numbers. He’ll readily admit that he’s loud, and can come across as a bar owner who’s just in it for a fun time. Honestly, I think just about anyone would want to have a beer and a shot with Tober.

And while, yes, Tober knows how to have fun, and sometimes he’ll share his opinions loudly, he’ll also probably run circles around the average bartender. Most importantly, he doesn’t just know his business intimately, he knows the business inside and out.

I’ve said it before and I’ll say it again now: If I didn’t believe Tober’s approach to operations was one to emulate, or that it didn’t align with ours at KRG Hospitality, I wouldn’t share what I learned after attending one of his education sessions. In fact, I wouldn’t even attend in the first place.

If there’s one takeaway from his session, it’s this: Run your bar like a business. Even better, run it like an entertainment business.

Make your bar look like a fully realized brand, and make it feel like a show. You’re not just serving drinks, you’re entertaining and producing experiences.

And maybe, just maybe, you’ll attain a goal we at KRG Hospitality aim for all of our clients to achieve: taking an entire week off work.

Image: Canva

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by David Klemt David Klemt No Comments

5 Books to Read this Month: March 2025

5 Books to Read this Month: March 2025

by David Klemt

Flipping through an open book

Our March book selections focus on outdoor cooking, miniaturized cocktails, restaurant design, hotel design, and prioritizing the right things.

To review the book recommendations from February 2025, click here.

Let’s jump in!

Tiny Cocktails: The Art of Miniature Mixology

Several years ago, Tales of the Cocktail featured an event highlighting Mar-tiny’s, miniature serves of an array of Martinis. Over the years, I’ve come across mini drinks at bars and pop-up events, and people have always seemed to find the concept compelling. Couple this interesting way of serving with today’s apparent preference for imbibing less alcohol and we have a recipe for successful drinks.

From Amazon: “Tiny Cocktails offers a unique and creative approach to mixology for those who want to savor delicious cocktails without overindulging. The recipes showcase smaller drinks with big flavors—an ideal way to explore new flavors and refine your mixology skills without making a full-drink commitment. Each drink comes in around 3-6 ounces, with about half the alcoholic punch of a full-sized cocktail.”

Order your copy here!

Symon’s Dinners Cooking Out: 100 Recipes That Redefine Outdoor Cooking

Funnily enough, this also reminds me of an awesome, engaging Tales of the Cocktail event. Not too many TOTCs ago, Kimpton Hotels hosted an event during which every food item (save for a couple of cheese boards) was prepared outside, over fire. The result was a fantastic dinner that showcased how the simplest form of cooking, when coupled with creativity, can produce something spectacular.

From Amazon: “In Symon’s Dinners Cooking Out, Michael Symon offers 100 recipes for outdoor cooking including desserts and drinks too. Featuring fan-favorite recipes from his popular Food Network show, Symon’s Dinners Cooking Out, and brand new recipes, this cookbook is sure to excite budding and expert grillers alike. From live-fire classics like Bacon-Cheddar Smash Burgers to unexpected dishes like Fettuccine with Smoked Tomato Sauce, cooks who take it outside will find all kinds of creative ways to use their grills year-round.”

Pick yours up today!

Tasteful: New Interiors for Restaurants and Cafés

I’ve had the opportunity to speak to multiple hospitality-focused interior designers on the KRG Hospitality-produced Bar Hacks podcast. In each case, I’ve asked about their process for helping clients share their vision for a restaurant, bar, or other concept and transform it into a tangible design.

To that end, I present Tasteful, which I hope will help spark creativity in anyone considering the interior design of their own concept, and explain what they’re visualizing to others.

From Amazon: “The ever-evolving landscape of the gastronomic industry never fails to surprise with new ideas and trends—and Tasteful is a testament to that. A follow-up on the earlier gestalten title Appetizer, this book is a curated selection of the most eye-catching interiors of new restaurants, cafes, bars and all kinds of food places. Featuring a variety styles from a host of diverse locations around the planet, Tasteful serves as both a travel guide for intrepid foodies and an inspiration for those passionate about design.”

Grab a copy now!

Design: The Leading Hotels of the World

On the most-recent episode of the Bar Hacks episode I speak with Michael Suomi, an award-winning architect and interior designer who specializes in unique and complex hotel projects (along with restaurant and bar designs). That episode, and this book, should inspire those opening a hotel to knock their design out of the ballpark, and create a narrative for their property.

From Amazon: “Embark on a stunning visual journey through The Leading Hotels of the World, a collection of the world’s most exclusive independent luxury hotels, which consistently dominates prestigious awards, securing top honors in Travel + Leisure’s World’s Best Awards and Condé Nast Traveler’s Readers’ Choice Awards.”

Click here to order your copy!

Undoing Urgency: Reclaim Your Time for the Things that Matter Most

One of our goals for KRG Hospitality clients sounds simple on the surface: spend less time on their business. Imagine having the ability to step away for multiple weeks throughout the year, to actually unplug and not even think about your bar, restaurant, cafe, nightclub, or hotel. We want that for all of our guests, because while we can help make brands, brick-and-mortar businesses, and menus, and make operations run more smoothly, none of us can make more time.

Undoing Urgency, likewise, is about time, and what we do with it.

From Amazon: “Undoing Urgency…details the GAME Plan (Goals, Actions, Metrics, and Execution), which turns core values into high-priority goals and minimum effective dose actions for maximum impact. The GAME Plan works for all goals, having been used at the highest levels in business, health, life, and the most personal ambitions. It takes readers on a journey of personal discovery to identify what brings them value and joy. Ultimately, Reynolds wants to help people break free of urgency and start living a value-driven life dedicated to what is most important to them.”

Buy it now!

Image: Mikołaj on Unsplash

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by David Klemt David Klemt No Comments

Program for Unique Holidays: March 2025

Program for Unique Holidays: March 2025

by David Klemt

Restaurant or bar owner sitting at the bar, working on a schedule or calendar

AI-generated image.

Do you want to stand out from from other restaurants and bars in your area? Change how you think about your March 2025 holiday programming.

Several holidays are set against every date on the calendar, and this month is no exception. These holidays range from mainstream to esoteric.

Pay attention to the “weird” or unique holidays to raise eyebrows, carve out a niche for your restaurant or bar, and attract more guests. Why do what everyone else is already doing? Why program only around the same holidays as everyone else?

To provide a handful of examples, March boasts National Cold Cuts Day, Mario Day, and Make Up Your Own Holiday Day. Those are all things you can get creative and program around, and celebrate with your guests.

Of course, you shouldn’t try to celebrate every holiday, strange or otherwise. Focus on the days that are authentic to your brand; resonate with your guests; and help you grab attention on social media.

You’ll find suggestions for promotions below. However, the idea behind our monthly holiday promotions roundup is to inspire you and your team to get creative and come up with unique programming ideas.

For our February 2025 holidays list, click here.

March 3: National Cold Cuts Day

If you’re a deli, are partners with a deli, or otherwise serve menu items featuring cold cuts, this holiday should certainly be on your radar.

Whether you choose to feature all the cold cuts available, focus on one specifically, or offer LTO sandwiches or other items, this is a holiday worth building a promotion around.

March 5: National Absinthe Day

Some people choose to celebrate “Cinco de Marcho” on this day, “training” their kidneys for St. Patrick’s Day. Well, allow me to propose an alternative: National Absinthe Day.

While there are also clear versions, absinthe is usually green. It’s interesting, and loaded with lore. And this holiday doesn’t necessarily encourage dangerous levels of alcohol consumption.

March 7: National Cereal Day

From breakfast shots to breakfast cereal-flavored shots and cocktails, this is a simple holiday for programming beverage promotions.

And on the food side, think about how much fun your culinary team can have reimagining famous cereals as new menu items.

March 10: Mario Day

People tend to associate Mario with a few powerups: Super Mushrooms, Fire Flowers, Super Leaves, and Starman stars. So, if we extrapolate and apply these powerups to F&B, operators and their teams can craft food and drinks that feature mushrooms, edible flowers, leaves, and star shapes.

And that’s to say nothing of the suits Mario can don, enemies he bests, and other associations with Mario.

March 13: World Kidney Day

I mention kidneys toward the top of this holiday roundup. Well, operators can celebrate World Kidney Day by offering healthy, zero-alcohol beverages. Going further, they can highlight food items that are free of ultra-processed ingredients, and low in sodium, potassium, and phosphorous. Instead, promote dishes that feature lean proteins and healthy fats.

March 15: National Corn Dog Day

On its own, a standard corn dog, one can argue, isn’t that unique. So…let’s change that. If you have corn dogs on your menu, or you have the capability of adding them as an LTO, think about how far you and your culinary team can go with it.

Elote treatment to the exterior? Awesome. Panko or cornflake crust? Yes, please. Going sweet and savory with a dusting of sugar, and accompanied with ketchup and mustard? I’ll try it.

March 21: National Countdown Day

For several reasons, a lot of people seem to like a countdown. Operators can leverage this by creating a countdown that ends later on National Countdown Day.

A special food item, unique drink, or LTO menu revealed when the countdown reaches zero are just a few ideas.

March 22: National Goof Off Day

I’m always a fan of giving guests an “excuse” to blow off work, errands, and other responsibilities. Not every day, of course, but once in a while.

This year, National Goof Off Day falls on a Saturday, so it shouldn’t be too difficult to encourage guests to goof off at your restaurant or bar.

March 26: Make Up Your Own Holiday Day

Hey, have you ever thought about a holiday celebrating your business? National [insert your bar, restaurant, cafe, nightclub, hotel] Day? Well, this is the perfect time to launch just such a holiday, or anything else you can dream up.

March 30: National Virtual Vacation Day

If National Goof Off Day doesn’t work with you, your brand, and your guests, perhaps this holiday does. While one way to celebrate this day is to use VR for a “vacation,” another is to simply embrace a holiday mindset. With nearly a month to plan, I’m sure you can come up with a promotion that helps transport guests to a vacation destination via your business.

Image: Microsoft Designer

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