Walk me through your career journey in the restaurant space thus far.
I actually started at Red Lobster at 19 years old as a line cook, going to culinary school, and my journey launched from there. I got into management early and then worked my way up into multi-unit, and then actually wound up staying with [Red Lobster] for 22 years and left as a vice president running 92 restaurants. That was that was a great run. I left them to go join and support the team at P.F. Chang's—I joined as an RVP and wound up helping lead the Northeast for them for a couple of years. And when I left P.F. Chang's, I wasn't quite sure what I was going to do. I was actually looking for a new chapter and within a few weeks actually, Smokey Bones came up. It was really James O’Reilly, the CEO at the time, and the leadership team just drew me in and painted the picture of where they wanted to take Smokey Bones, and how I played a part in that. And that was four years ago, so it's been it's been great.
What initially drew you to join Smokey Bones as COO in July 2019, and how have you seen the brand evolve since then?
I was a manager at Red Lobster when they opened the first Smokey Bones, and I remember visiting the first location they opened in Orlando. I've followed the Smokey Bones story ever since it was created—I even applied at Smokey Bones for a VP position they had multiple years ago. So it was kind of nostalgic when I actually did join.
In the last four years, we honed in on our core values; we really did some great work around positioning who we are in terms of what do we want to represent as a restaurant company. We can do what no other brand can do. Everyone can have a bar, everybody can cook a steak, everyone can serve a pasta dish, but we've got these amazing smokers we can do such creative things [with]. And so we really embraced meat is what we do, and we can do it in ways that others can't, and so that's our unique space.
How will your newly-created role of president shift priorities for you and the brand?
Obviously stepping into this role, I'll still have my hand a little bit into operations, but I'll be taking a lot more of a leadership role across the other aspects of the business. When we look at menu and we look at marketing and what's our approach, even technology and how are we leveraging that, I think what's exciting is that we're not changing a whole lot. We're just pivoting slightly to really enhance the frontline execution, the employee experience, and frankly, the guest experience, as well.
What new tech has been implemented so far, and what's coming down the pipeline?
One of the things that we brought in this past year was a platform to help us with reservations, with dining room management, and frankly, bringing real order to the dining room. We've also brought in some labor management and forecasting tools to equip managers to more effectively deploy labor, and looking ahead at their business, we brought in additional resources in the back of house as well as around kitchen displays, and really focusing in on takeout execution. Obviously throughout the pandemic and after the pandemic, takeout has been a significant piece of the business growth and bringing organization and execution enhancements there has been very rewarding and very well received.
We're going to continue to look forward—we're looking at other aspects around order taking [and] around payment options. We're also continuing to look at training capabilities through technology that would enhance that to bring us into the forefront, so we're looking at everything we possibly can.