The Main Course

The omnichannel experience that first wreaked havoc with the retail industry quickly began to make its impact on the restaurant industry even before the pandemic. The disruption caused by the pandemic accelerated this trend requiring restaurant owners of national chains and family-run businesses as well as every restaurant version in between to adapt or die.

Carl Orsbourn and Meredith Sandland worked together at Kitchen United, a ghost kitchen headquartered in Pasadena, CA in the early days of the company still in its start-up phase. Osbourn had formerly worked in the convenience retail world for 15 years at BP in the convenience store space where he first saw the shift in consumerism coupled with an increased desire for healthier food.

Prior to joining Kitchen United, Sandland spent a decade working within the restaurant industry at Taco Bell where she started in brand development and then moved on to real estate development. When the omnichannel disruption created the desire for a “commissary where she could simply deliver tacos out the door and not have a restaurant, particularly in high-congested areas such as Manhattan.”

At Kitchen United, the two worked together to create a business model that would support Sandland’s dreams. And Orsbourn was introduced to “this incredible ecosystem of restaurants that are looking to change and move with the times. Even though they were looking to work in a ghost kitchen environment, which, of course, was pre-pandemic at this stage, a lot of them were actually still struggling to adapt to change.”

Their experiences working with clients and consumers inspired them to collaborate on writing a book that would help restaurants succeed in a ghost kitchen world. And, in 2021, they published Delivering the Digital Restaurant: Your Roadmap to the Future of Food.

The omnichannel experience that first wreaked havoc with the retail industry quickly began to make its impact on the restaurant industry even before the pandemic. The disruption caused by the pandemic accelerated this trend requiring restaurant owners of national chains and family-run businesses as well as every restaurant version in between to adapt or die.

Carl Orsbourn and Meredith Sandland worked together at Kitchen United, a ghost kitchen headquartered in Pasadena, CA in the early days of the company still in its start-up phase. Osbourn had formerly worked in the convenience retail world for 15 years at BP in the convenience store space where he first saw the shift in consumerism coupled with an increased desire for healthier food.

Prior to joining Kitchen United, Sandland spent a decade working within the restaurant industry at Taco Bell where she started in brand development and then moved on to real estate development. When the omnichannel disruption created the desire for a “commissary where she could simply deliver tacos out the door and not have a restaurant, particularly in high-congested areas such as Manhattan.”

At Kitchen United, the two worked together to create a business model that would support Sandland’s dreams. And Orsbourn was introduced to “this incredible ecosystem of restaurants that are looking to change and move with the times. Even though they were looking to work in a ghost kitchen environment, which, of course, was pre-pandemic at this stage, a lot of them were actually still struggling to adapt to change.”

Their experiences working with clients and consumers inspired them to collaborate on writing a book that would help restaurants succeed in a ghost kitchen world. And, in 2021, they published Delivering the Digital Restaurant: Your Roadmap to the Future of Food.

Can seafood really be as accessible as the corner bar? Shuckin’ Shack was designed on this premise of making seafood an everyday menu item as opposed to the white tablecloth service. The company’s CEO Jonathan Weathington joined The Main Course host Barbara Castiglia to share the company’s story and his thoughts on franchising.

While Shuckin' Shack is a franchise with locations in the southeast, the vision is for it to feel local. “We want to take the pretense out of seafood and build a community,” Weathington explained. Not only is that critical, they are also committed to responsibly sourced seafood.

Weathington doesn’t come from a background of restaurant experience. Instead, he considers his love for customer service and people made this job a “natural fit.”

The restaurant has experienced success and is expanding. Much of that has to do with the business model, uniqueness, and broad appeal. Weathington explained that a market research project revealed that the average customer was between 25 and 75 and 50% male and 50% female. “Our average customer is everyone,” he added.

The locations also vary from central business districts to suburbia. No matter where the store is or who it owns it, they all have that local, authentic coastal atmosphere. That attracts would-be franchisees, too. Weathington explained their ideal partner. “Grit is the first quality, someone who can push through, but this business is difficult. They also have to be communicators because the personality of the owner is what makes or breaks a restaurant.”

Shuckin’ Shack, like any restaurant, dealt with issues in the past few years, from closings to supply chain to staffing. Weathington shared, “We understand that we’re successful because of our front-line employees. We talk to them; ask them what they need beyond just the money or better hours. We want to meet those needs.”

Can seafood really be as accessible as the corner bar? Shuckin’ Shack was designed on this premise of making seafood an everyday menu item as opposed to the white tablecloth service. The company’s CEO Jonathan Weathington joined The Main Course host Barbara Castiglia to share the company’s story and his thoughts on franchising.

While Shuckin' Shack is a franchise with locations in the southeast, the vision is for it to feel local. “We want to take the pretense out of seafood and build a community,” Weathington explained. Not only is that critical, they are also committed to responsibly sourced seafood.

Weathington doesn’t come from a background of restaurant experience. Instead, he considers his love for customer service and people made this job a “natural fit.”

The restaurant has experienced success and is expanding. Much of that has to do with the business model, uniqueness, and broad appeal. Weathington explained that a market research project revealed that the average customer was between 25 and 75 and 50% male and 50% female. “Our average customer is everyone,” he added.

The locations also vary from central business districts to suburbia. No matter where the store is or who it owns it, they all have that local, authentic coastal atmosphere. That attracts would-be franchisees, too. Weathington explained their ideal partner. “Grit is the first quality, someone who can push through, but this business is difficult. They also have to be communicators because the personality of the owner is what makes or breaks a restaurant.”

Shuckin’ Shack, like any restaurant, dealt with issues in the past few years, from closings to supply chain to staffing. Weathington shared, “We understand that we’re successful because of our front-line employees. We talk to them; ask them what they need beyond just the money or better hours. We want to meet those needs.”

After 15 years as a mechanical engineer in the aerospace industry, Christie Lagally decided to utilize her skills to champion plant-based foods. Barbara Castiglia spoke Lagally, Founder and Chief Executive Officer at rebellyous foods, about her unique career path and why plant-based foods are so important to her.

When Lagally first went to college she attended culinary school. She quickly learned that her gifts were not to be found in this space and went to a more traditional school eventually graduating with a Mechanical Engineering degree. She is now applying her knowledge to creating plan-based foods and making them more affordable to the general public.

When asked about her journey to today, Lagally explained that ending up where she is now is not as random as it might appear. Lagally has over 15 years of volunteer service for various animal protection agencies including a 7+ year engagement as a Washington State Council Member for The Humane Society of the United States.

“As an advocate, I was passionate about these issues because I care about people, I care about animals. I'd seen a lot of people in my family particularly either sadly pass away or just suffer very badly from diet-related diseases that we now know are heavily impacted by what we eat and how they can even be mitigated by changing what we eat,” stated Lagally.

She’s clearly passionate about the mission of rebellyous foods which produces plant-based nuggets, tenders, and patties that cook just like traditional breaded chicken products. The company has even been able to produce nuggets for the national K12 Food Service program allowing schools to offer a nutritious and cost-effective chicken alternative. An added benefit, plant-based foods offer a tasty treat without added chemicals and preservatives including antibiotics.

Moving forward, rebellyous foods aims to continue making plant-based meat better and cheaper by advancing manufacturing practices and technologies to bring its products to market throughout the U.S.

The Main Course served up something sweet when Nicole Di Pietro, Vice President at Jeremiah’s Italian Ice, dropped in to talk all about these tasty frozen treats served up with a smile.

Jeremiah’s Italian is no newbie to the frozen treat stage; they’ve been scooping Italian Ice since 1996. Florida residents know Jeremiah’s, where it established a following, but now one can find their ices in nine states and counting.

But Jeremiah’s is more than just a frozen treat venue. Di Pietro said they are a concept that’s serving experiences. “We are a people business that happens to be serving a delicious and indulgent treat.”

Di Pietro was a Jeremiah’s customer long before she joined the team. At this time, Jeremiah was looking to expand and not so coincidentally looking for Di Pietro’s help in making it a reality. “So, that’s what we’ve been putting in place for the past five years,” Di Pietro said. “To get to the point where we can actually share our culture, our experience, and our product with communities all across the Southeastern United States.”

There are twenty-four-to-twenty-six Italian Ice flavors available at all Jeremiah’s locations at any given time. Combine these ices with Jeremiah's creamy vanilla or chocolate ice cream and the Magnifica Creazione; the Gelati is at one's waiting fingertips. Mix and match to one's heart's content, and with additional toppings available, Di Pietro said there's no end to the flavor combinations.

And great news for frozen treat fans; Di Pietro said there is no one target demographic for Jeremiah’s Italian Ice. All are welcome, and all are deserving of a tasty boost. They are a family-oriented establishment, but no matter how large or small someone’s family is—step inside Jeremiah’s, and they’ll treat you like one of their own.

The Main Course served up something sweet when Nicole Di Pietro, Vice President at Jeremiah’s Italian Ice, dropped in to talk all about these tasty frozen treats served up with a smile.

Jeremiah’s Italian is no newbie to the frozen treat stage; they’ve been scooping Italian Ice since 1996. Florida residents know Jeremiah’s, where it established a following, but now one can find their ices in nine states and counting.

But Jeremiah’s is more than just a frozen treat venue. Di Pietro said they are a concept that’s serving experiences. “We are a people business that happens to be serving a delicious and indulgent treat.”

Di Pietro was a Jeremiah’s customer long before she joined the team. At this time, Jeremiah was looking to expand and not so coincidentally looking for Di Pietro’s help in making it a reality. “So, that’s what we’ve been putting in place for the past five years,” Di Pietro said. “To get to the point where we can actually share our culture, our experience, and our product with communities all across the Southeastern United States.”

There are twenty-four-to-twenty-six Italian Ice flavors available at all Jeremiah’s locations at any given time. Combine these ices with Jeremiah's creamy vanilla or chocolate ice cream and the Magnifica Creazione; the Gelati is at one's waiting fingertips. Mix and match to one's heart's content, and with additional toppings available, Di Pietro said there's no end to the flavor combinations.

And great news for frozen treat fans; Di Pietro said there is no one target demographic for Jeremiah’s Italian Ice. All are welcome, and all are deserving of a tasty boost. They are a family-oriented establishment, but no matter how large or small someone’s family is—step inside Jeremiah’s, and they’ll treat you like one of their own.

Colorado restauranteur Bobby Stuckey, Partner & Master Sommelier at Frasca Food and Wine, knows the challenges of making a restaurant a success under normal economic conditions. Add in a global pandemic, and the recipe for any restaurant owner is one for trying to avoid disaster and keep the doors open. SOMM TV documents Stuckey’s struggle for survival, and that of an entire industry, in a new documentary film, Saving the Restaurant. Stuckey shared his experience with Barbara Castiglia.

When the pandemic first began shuttering restaurants in mid-March of 2020, it only took a moment for Stuckey and fellow restauranteurs to realize they didn’t have strong advocacy at the local, state, or federal level. Amid all that, SOMM TV reached out to shoot some footage with Stuckey to capture what these uncertain early days were like for independent restaurants. Once on the scene, director Andrew Ackerman saw what Stuckey was going through was no short segment on the pandemic—it was a life and death struggle for not only Stuckey’s businesses but for all restaurants that warranted a feature-length documentary.

Stuckey and several of his fellow restauranteurs formed the Independent Restaurant Coalition. “We were not an organization the day before COVID,” Stuckey said. “We didn’t have funding. We didn’t have expertise. I think most of us thought we’d be doing that for six-to-seven weeks. We’re now twenty-three months later, and the core of the Independent Restaurant Coalition is still fighting every day to sure up our industry.”

Stuckey said those early days felt like he and his fellow restauranteurs were on a sinking ship, and they were bailing water as fast as they could. He recognized the toll it all took while watching the unfolding drama on Saving the Restaurant. “The documentary is completed. The journey of American restaurants is not,” Stuckey said.

Pooja Nair, Partner at Ervin Cohen & Jessup LLP, is not only a business litigator for the food and beverage sector; she’s a problem solver. Through her work, Nair advises food and beverage clients, startups, and other businesses on a full range of issues, from employment and trade secrets to partnership disputes, intellectual property, and contract negotiations. She joined The Main Course’s Barbara Castiglia to discuss the state of the restaurant industry today and what, from a legal standpoint, restaurants need to know for 2022.

In the past two years, one of the primary concerns for restaurants is the pandemic and the ever-changing restrictions, guidelines, and mandates. Restaurants have a lot to keep up with, ensuring safety while attracting customers and not alienating customers and staff.

“As everyone’s known since 2020, unfortunately, things are changing almost every day, so it’s very difficult for restaurants to have any predictability,” Nair said. “The number one thing is to be aware that the federal guidance, state guidance, and local guidance is changing all the time, sometimes on a daily basis.” The most important regulations for restaurants to be aware of are at the state level.

Nair felt some guidance, no matter the mandate, could prove challenging to enforce regarding customers and masks. “It’s almost untenable to monitor what a customer is doing all the time, especially if they’re taking off their mask to dine.”

Another concern for restaurants is what to do if there is a COVID outbreak amongst staff. Castiglia wanted to know how restaurants should deal with such a scenario and any potential liability issues.

“This is the question I’ve been getting most of the time,” Nair said. “And, in terms of what the regulations say, it’s a total mess. The CDC issued guidelines that we all heard about that say five days of isolation, and then after those five days, you can wear a mask consistently, but you are able to be out. OSHA is still going by ten days, and neither of those requirements requires a negative to return to the workplace, but an employer can require that an employee test negative.”

Pooja Nair, Partner at Ervin Cohen & Jessup LLP, is not only a business litigator for the food and beverage sector; she’s a problem solver. Through her work, Nair advises food and beverage clients, startups, and other businesses on a full range of issues, from employment and trade secrets to partnership disputes, intellectual property, and contract negotiations. She joined The Main Course’s Barbara Castiglia to discuss the state of the restaurant industry today and what, from a legal standpoint, restaurants need to know for 2022.

In the past two years, one of the primary concerns for restaurants is the pandemic and the ever-changing restrictions, guidelines, and mandates. Restaurants have a lot to keep up with, ensuring safety while attracting customers and not alienating customers and staff.

“As everyone’s known since 2020, unfortunately, things are changing almost every day, so it’s very difficult for restaurants to have any predictability,” Nair said. “The number one thing is to be aware that the federal guidance, state guidance, and local guidance is changing all the time, sometimes on a daily basis.” The most important regulations for restaurants to be aware of are at the state level.

Nair felt some guidance, no matter the mandate, could prove challenging to enforce regarding customers and masks. “It’s almost untenable to monitor what a customer is doing all the time, especially if they’re taking off their mask to dine.”

Another concern for restaurants is what to do if there is a COVID outbreak amongst staff. Castiglia wanted to know how restaurants should deal with such a scenario and any potential liability issues.

“This is the question I’ve been getting most of the time,” Nair said. “And, in terms of what the regulations say, it’s a total mess. The CDC issued guidelines that we all heard about that say five days of isolation, and then after those five days, you can wear a mask consistently, but you are able to be out. OSHA is still going by ten days, and neither of those requirements requires a negative to return to the workplace, but an employer can require that an employee test negative.”