Welcome back to another episode of the Restaurant Report. Today we're going to be
talking about leadership tactics for twenty twenty five and one of the things that I
wanted to break into is some of the events that are out there. And
we are partnered with the Prosper Forum and joining me today of course is Hattie
Hill. Is Hattie Hill and mister David Job. Great to have you guys
on the podcast. Thank you, Thank you, Paul. You guys did
this with us last year, so it was really fun. And you know,
ironically, we had a really good performance on the podcast, you know,
on the like on YouTube, it got a ton of views, so
I think a lot of people are really leaning into leadership strategies. Obviously the
forum is all about that. Maybe you guys could give us in our audience
a little bit of an outline of what Prosper Forum is all about. Well,
first, Paul, I just want to say thank you. We couldn't
be more proud to be a partner with you, rever Networks, saverer FM
and your team. You guys epitomize leadership, so it's a real honor and
it's a real benefit for the Prosper Forum. When you think about leadership,
to be able to partner with leaders like you, you're a transformative leader,
you're influence leader. People look to you, and so I just wanted to
say thank you very much for that opportunity. And we're excited about what we
have here and you are a part of that. But you know, we,
Pattie and I had really thought, you know, even ten years ago,
that there was a different way to take this great industry of ours and
bring people together. And it really you know, we have our vision,
which is a real, you know, mouthful and more prosperous and just world.
But if you think about the industry that we're in, we employ everybody
and everybody has to eat. So if you think about trying to make a
difference in the world, I don't think there's any better industry than this great
industry that we're all in, a food service, hospitality, and I think,
you know, this more prosperous and just world. So how do you
make that happen, right, Paul? How do you bring people like you?
Right? That's what we're trying to do, unite leaders, but fundamentally,
foundationally, deliberately, intentionally, we have said you must have this next
generation of diverse leadership. So how do you make all of that happen?
Right, Well, we had enough relational capital for you know, particularly with
Hattie Hill on board, who doesn't know Hattie, and then to be able
to partner people like you. Right, we had the relational capital and the
history that we could bring leaders together. But we had to figure out how
to deliberately intentionally bring this next generation of diverse leadership right. And really,
as you know, Paul, we really just basically demanded nicely as much as
you could at these CEOs, you must bring a next generation diverse leader with
you. And really it's about like minded individuals with like minded companies coming together
that are thinking differently, to learn differently, to act differently, to win
differently. So we've been real fortunate, right that the real you know,
Hattie always says this, Right when you think about all of the things around
diversity today, right, the d word was not even talked about then it
was a great word. Then it's like, is it is it? You
know? Are there issues? Really it is about this industry, our continued
need for talent, right, the change in the world. We're more diverse
tomorrow than we are today, and every consumer, every customer, every employee,
every stakeholder in your business is more diverse tomorrow than they are today.
So the idea about bringing deliberately a next generation of diverse talent that in fact
is thinking and acting and winning differently, which you know, we're very proud,
quite frankly that you know the prosper Form although now in its full second
year, the response to it has exceeded the objectives and certainly the expectations that
we've had. So this idea of bringing the current leaders with the next gen.
And of course it is individuals, right, the leaders of the industry
recognize, right, like minded companies, like minded individuals coming together in a
differentiated environment. And I think you know, Paul, and you're you're a
big part of that, right, We set an environment that really is different.
It's open, it's safe, it's barriers just get broken down. And
look, part of that is we have a different group that comes. If
you look at you look at the diversity of our group. It is a
diversity, except probably not that senior executive CEO level, which still looks a
lot like you and I, Right, Paul, you looked at that attendance
of the prosper form, it was exceptionally diverse, right, which a lot
of people. The feedback had been, you know, the biggest thing that
we've got, right, Paul, and I think this goes to your leadership
twenty twenty five, right is what leadership to me has always been defined really
by two words, right, follow me. And if we were on this
podcast, as you know a year ago, it was much more well Hattie
and I, you know, and some a lot of industry leaders and influencers
right as you know, you know, from David Gibbs to Paul Brown,
to Kelly Vala to up and coming Maria Rivera with small sliders right yea.
But that that group right coming together right, was really about thinking and acting
you know differently, right. So that environment right where you had the CEOs
there, you know, on our Prosper Accelerator program, you know, it
was a big part of that. And look, Inspire Brands brought seven Prosper
Accelerators because Paul Brown wanted to spend three days with that group where those seven
accelerators have the opportunity to see and be exposed to people like you, like
Caddie Hill, like Great Creed, like Maria Rivera, like Kelly valad to
Denny's, like GJ. Hart, right, Alex Eagle of Free World Burritos,
Right, So we were very deliberate and very intention right, so it
really goes into the bottom line, at least for us, right a year
or two ago. This is what we think we're going to do. Paul,
thanks for coming on board and helping us. Right, this is the
vision. This is the outcomes that we think, where today we would be
much more saying we're not talking about it, we're not thinking that this is
this is the results that we're having. These are the outcomes. These are
what people are saying, which really is Listen, this was different. This
was one of, if not the single best use of my time for not
the thought leading content, the best practices, the takeaways, and look,
the real content of any event is the people. Is the people in attendance.
That's the true content of any event. And we've been very fortunate to
have you know, people like Papa John, you know Subway last year came
for the first time and they're like a great roster, that's for sure.
Yeah, this is different. So anyway, that was probably a lot more
in the opening, you know, Slavo here of you know, Leadership twenty
twenty five. Well, it kind of sets up the framework of today's podcast,
and Hattie, I know as a board member of Prosper Forum, I
was looking at the diversity of last year's event. That was great, and
you know, we've seen a lot of events that have started to do some
things like this, but with the Prosper event, it seemed as though there
was quite a bit of unique design around the leaders that were there. And
I'll get to that in a second. But when you look at leaders today,
I guess my first question to you is around adaptive leadership. Have you
started to see a real shift in how leadership is taking this kind of this
next generation workforce, especially in food service today with kind of a different framework
in terms of how they're working with those people now. But first, thank
you, Paul. It's excited to be here. As you can tell,
David is passionate, so I just sit and smile and let him tell you
all the good stuff. But no, it is absolutely I'm just honored to
be a part of this and thankful to David and the team to be on
the board of Prosper because it really gets to all the things that I've believed
and advocated for in my entire career, and that is that as leaders,
we're continuous learners. We have to look at who are the people that walk
through my door every day, and because of the pandemic and other things,
we have to be adaptive leaders in this day and time. It is absolutely
the new currency of business because you want to understand each one of your employees,
you want to understand your organization, and then how do I need to
adapt to make sure that this person not only comes to me, but stays
with me. The whole idea of recruitment and retention is real. It's impacted
all of our restaurants. You go in your favorite restaurant there, half of
it may not be opened or closed at a different time because we don't have
the staff. So for us and the Prosper Forum, it's about bringing these
amazing leaders together. But let's be clear, it is about business and making
our business better because we are adapted leaders. Well, I think that's the
cool thing that I found. You know, we did a bunch of podcasts
there at the event. We'll be doing a bunch this year, and one
of the things that was things that I felt were so unique was the frame
of mind of these operators. You know, you see a few events that
you just feel like the operators that come to these events have opened up,
and then you go to events where you feel like operators are just there to
collect information. You know, this one felt very opened up. You know,
everybody was very receptive. When you look at adaptive leadership and you think
about culture, especially today, and I'll keep this on you, Hattie,
the idea around continuously learning, creating and fostering that kind of culture that has
not been an area that the restaurant industry has been known for in the past.
Do you feel like that's changing now though? Oh? Absolutely. We
had to do, Paul, a serious shift when COVID happened, right,
And what we learned was we can be adaptive, no matter how old the
business, no matter how we've got to do it this way. Everyone was
forced to learn something different. The good news about that, and they always
say, you never waste a good crisis, So the good news of the
crisis of the pandemic was we've had to be very adaptive in the way we
work with our employees, the way we look at our business, and the
way we think about culture. Because the culture is now a hybrid culture.
Always in the office, right, exactly, you're not always at the restaurant.
So absolutely, the adaptability, the learning, the innovation, all of
that was a gift of COVID. And also the adaptability. Now it's got
to be fast, it's not exactly speed, I think is a big one.
Hey David, you've had a chance last year and I saw you work
in your magic there with all the leaders, and I don't know how you
guys run an event like that because it feels like you got, you know,
an eight string band going on in a concert that's happening in four rooms.
So to me, it was pretty it was pretty cool to watch you
work. But my question is when you walked away from the event last year,
was there a story that you could tell me that says, hey,
Paul, this was the transformation of a leader. I saw this with X,
Y or Z, anybody that you could kind of share a little bit
about. Yeah, I think there's You know, obviously, we're fortunate that
you know lots of feedback, and we're deliberate about the feedback, intentional about
asking for it and not only asking at times, begging for it, right,
because it's it's really the collective group that's going to come up with you
know that thinking and acting differently, to win differently and to win better.
But one of the one of the things that had happened at one of the
events, you know, we had put intentionally we had put four completely diverse
individuals on stage at the same time, all at one time. And we
did this with James Fripp. We did this with Alisha McMath right, running
chief people officer for Compass right the largest right the fourth largest employer in the
world young brands, you know, the number one restaurant chain in the world.
It was moderated by Idristover of Shakeshaft and then we obviously had Adrian Tremble
on their chief people officer of Cisco. So you think about the influence that
was on that stage. And we didn't come up with the topic. It
was Idris Stover of Shapshack that came up with the topic, which was you
know, inclusion in action and the feedback that we got off of that really
most of it came from digital and online and social, but it was this
is what fifty years you know of inclusion looks like, right, and you
know, look, I'll be real clear, right Paul that you know,
I get pushed in different ways, right, like, hey, what are
you doing here, David? Right? Is it okay if you know a
heterosexual white guy with a beard, Is it okay if they're part of this
event? To hey, you know, David, are you and Hattie just
trying to take advantage of you know, a situation here with you know,
d E and I. And the answer to that is for every one of
those, it's one hundred comments that come back that says, finally, right,
this this this environment, this event, that we're a part of,
this community that you're growing. We actually are doing something. It's not just
talk about it. It's not just hey be on stage and then leave.
Hey let me be on this committee that never survives and goes away. So
you know, the big outcome of that is our Prosper Accelerator program. But
I think in answer again full circle pall to your question, that was a
really good example, right, and that was by design, Like we're very
very clear about, Look, we are going to reach out. This is
thinking and acting differently right to a more diverse audience, right, because that
reflects it and I think you know I've told the story many times, right,
of one of the larger, most significant restaurant chains, one of the
fastesting you know of, asking that you know CEO and founder, right,
we need to you must bring a diverse leader. And he's like, look,
we get it. We know the consumer, we know our customers,
we know every stakeholder, we know our employees. Right. But we're tie
in white guys from the Jersey shore, right, not in the C suite.
Yet we have you know, this young diverse he runs some of the
best business for us highschool like him? Yeah, like him? We bring
we put on right. And so the point is the Maria Rivera is the
only Latino female CEO in a trillion dollar industry. Now wait a minute,
right, Paul pulled up. Women are half the population and Hispanic Latino Arizona
where I live, California, New Mexico Tech. Right, it's almost,
if not the majority of the population. It's twenty five percent of the population
growing at twenty twenty five percent. Yeah, you're telling me, right,
or what I am saying? What the prosper form is saying that opportunity for
talent is so available to us that if we shift and think differently, right,
And that's essentially what we're doing in you know, anyway, there's an
example or two. Yeah, Well, I think you know, one thing
that a lot of people forget is this is that often in this industry,
it's unfortunate, but most of the media headlines are geared toward, you know,
the CEOs that have been around for a very long time. It's not
that they're a bad thing. They've led this industry for quite some time.
But we haven't seen kind of this next generation, you know. And what
one thing that has happened, I know, even with our own podcast network,
you know, we've started opening up our podcast mics to a lot more
not really, we just opened it up to more emerging leaders. But when
we did that, it automatically became much more diverse, you know, because
it was an emerging crop. And I think that's the question I have.
And maybe there is a transformative shift that is occurring right now. And you
think about twenty twenty five, Hattie, and what brands are going to look
like in five years, you know, just the makeup of that c suite
or even the top level management. Do you think that this next year or
two could set the stage for that going forward? Oh? Absolutely, Paul.
Here's and David mentions this all the time, and James Fripp with Young
said this very clearly at Prosper last year. Our next generation is changing daily
and we have to change and make sure our products are prepared for that.
Example, McKenzie, some research mackenzie did on the gen Z the next level
group, right, forty seven percent of that group have said they are racially
different, ethnically different. Eighty seven percent said their friends and people and their
immediate groups are diverse people. So when you hear the noise around diversity going
away, that's our audience. So there's no way it's going to go away.
We may call it something different, and that's okay if we need to
sure. Our job at Prosper and what this team is committed to is to
make sure that we connect the more tenured leaders with this next group so that
we'll have the talent transfer. You still want to keep your business growing,
you still want to make sure the stock is making money, right, and
so that's automatically going to change just because of the demographics. What Prosper has
done is really to be deliberate about bringing those two groups together, build these
trusted, long term relationships so that they can do business and be effective and
build the right pla cultures. Well, I think the key there as we've
seen so many emerging brands. You know, I just think about a lot
of CEOs today that I talked to, especially that they're coming out in the
emerging brand sector, meaning you know, they're under twenty units, they're starting
to it's mostly in the fast casual space. Because we host our podcast Fast
Casual Nation, I've been surprised when we did the original documentary about a decade
ago, you know, it was a different crop of people. It was
the icons that kind of cracked the seal on Fast Casual and you know,
you have the ron Shakes of the World, the Rondy Grudy's of Shakescheck,
you know, Danny Meers, et cetera. That have really kind of accelerated.
But now it appears that that baton is now passing and I think we're
right there at that precipice today. When you think about that and what we've
started to see with this hybrid model, because there's a lot of people working
now away from corporate facility, do you think that helps helps or hinders potential
careers of being maybe away from corporate life or is it a different just a
completely different world today. What are your thoughts? Well, because I spent
a lot of time in this baseball really talking about culture and people and what
happened when we had to go to this hybrid model. And we of course
did it because we had to. But you realize that your culture has to
be built outside of the office. And that's tough for some of us who've
been around for a long time because we like to, you know, come
into the office, we all get to know each other, right, So
we have to learn to build that trust from outside, which means we have
to make clear goals, we have to do what we're doing right now.
With technology, we have to bet on zoom teams, whatever it takes for
you to you know, a lot of people use the Google Meets for collaboration
other base projects. You know, there's all kinds of project's software that you
can use or technology. At the end of the day, I have to
understand the nuances of the people that I'm working with and build trust. And
I'll give you an example. I was talking to someone last week, so
woman, she has a couple of kids. She works for one of the
major companies in the food industry, and she was saying she didn't feel like
her boss trusted her. They were working from home. They work from home
three days a week, and she said, I have to go and get
pick up my child from kindergarten. So it's you know, three o'clock,
two thirty in the afternoon. But she said, I'll come back, I'll
feed the kid, log back on, and I might be on, get
on at nine and stay on until eleven at night. Right, So you're
still getting the work that you need. But what we have to do as
leaders sometimes is not hold that traditional model to say, you know, you
got to be logged in at eight ny. Yeah, time shifting is occurring,
right right. Yeah, that's a lot. That is a big one.
I hear a lot. Did you see that graphic I was just showing
it says fully on site only fifty eight percent. Yeah, I was surprised
that it was. Is that low hybrid about thirty percent and then work from
home around twelve percent, So there's still a lot of that. Do you
think that that is conducive to careers going forward? So I'm thinking about myself
as as maybe a young GM that's trying to make it in the in the
world today, and you know, I'm already remote kind of maybe I'm covering
you know, four or five units. I work primarily here. I don't
go much into the corporate office. That's been kind of a thing in the
past. But do you feel like that is going to have any effect on
people's ability to advance in the future. You want to take that one,
David, do you want me to? Yeah? No, go ahead,
Yeah, I know that is right down your ally right now. I think
it's going to require extra work when you let's go back to where you started
calling. Yeah, we have to be adaptives. We have to look for
other ways because I may not catch you in the office, but could you
meet me for coffee and I introduce you to a Chipwaight and say, okay,
here's a person, a person of color who's very successful. When you
want role models in the industry, here's a great example of a role model
for you. What there may be a woman that you want to get to
know. I want to have you know, I need to meet Maria Rivera
because I'm one looking for women of color in the industry. What if the
hybrid model still works and we have to be willing to change because Some of
these young people will never go back to us back in the day, going
in at eight, staying till five, slay till six or seven, just
to FaceTime because your boss was still there. That may never happen. But
what I know, if my boss is authentic and says to me, listen,
I want to introduce you to someone who cares not only about this organization,
but about the career and about the industry. That tells me a whole
lot about it the person I'm working with. It requires us to think differently.
The nuances be different as David started with, but we can still build
trust and build relationships. Yeah. I think that's a good quality because flexibility
in the food service has been I think everybody's learned to adapt to some different
things. We've already seen time shifting occurring in day parts. A lot of
day parts have been pretty much dismantled today. I think a lot of restaurants
are starting to figure that out, so it's kind of cool. I want
to go back to inclusive leadership because this is an area that we touched on
a little bit, but we didn't go all the way in there. I
want to talk about when you look at how you measure success on inclusive leadership
today, and I know you guys are doing some things with these accelerators.
That's one way of being able to say, all right, well, this
is the kind of program that we're putting out there. But are you seeing
companies put together success metrics around this right now? Yeah, I can tell
you, Paul, one hundred percent. I will tell you too. Part
of the you know, the prosper Form about bringing people together to on your
highbred work, you know, optimization and and just the change. It just
puts another spotlight on the value and the importance of face to face meetings too,
right, And that's part of the value of prosper Form is the change
in the consumer, the change in our employees right about working from home.
It just puts a bright spotlight on a time that you can come together meet.
Face to face relationships are the key to everything. Foundation of a relationship
is trust. Trust takes time to build. To your question, you know,
on the inclusive leadership and the measurement, right, the prosper Accelerator program
we thought was a good idea. It ended up being probably way underestimated on
our behalf of what we thought it could be or could do. It just
has exceeded every expectation I think. You know, our goal is to have
one thousand in ten years. Last year we thought with the initial class maybe
thirty five, we had to stop at one hundred and one. This year
it's one hundred and twenty five and we're currently on one hundred and thirty.
We're not sure how we're going to fit in the other five, but we
will figure that out. But to the measurement of it, that is one
of the things one hundred percent that we are doing with the Prosper Accelerators.
It's a different curriculum, it's a different program, but we are specifically measuring
things like advancements, right additional responsibilities, where these people are going, what
they're learning. We're right in the process right now too, of having a
brand new assessment tool for specifically the exgen of diverse leaders as a measurement tool
for what skill deficiencies, what skill thing you know, what deficiencies would we
want to improve on. What are the skills that you want to bear down
on and promote and continue to develop. And then finally to your point of
measuring where are these people going in their careers? What are they finding is
the new way that they want to be led right, What is a better
thought process on how to be developed? What is a better thought process or
ways to be more efficient, more productive and ultimately right move into those senior
leadership positions. And the great thing of the measurement right about the Prosper Accelerator
program too, is okay, your Chipolte, your subway, your small sliders,
your Union Square, hospitality right part of our appropriate When can they come
in? It's been three days with Paul Barren to see you, to interact
with you, to see how you lead. What are the pearls or wisdom?
Well, now you know we have seven hundred people at the Prosper Accelerator
eighty percent or CEOs right. Your ability to be exposed to learn, that's
another thing that we measure right, and then we try to put metrics again
for that exposure, for that involvement, for that learning, for that development,
but anyway to bring that back one hundred percent on our Prosper Accelerator program.
We're tracking these individuals because Neil Sede's Air Direct TV has been really clear
and helping you know, to lead us that we must. The program's only
working if the outcomes are producing the positive incomes that you expect. So we're
definitely tracking measuring, and yeah, to your point, we've already had you
know, dozens of you know, hey, we're very proud to announce now
that ABC has some additional responsibilities or that are moving into this role. You
know, they utilize these relationships and this differentiated learning, you know, to
help advance not only their career, but you know, and raising all the
boats, so to speak. Yeah, I was looking at this article,
you know, for the show today and I'll share it for everybody. If
you're watching the podcast today, you'll get a chance to see the video version
of this how purpose driven leadership is changing the world and a couple of points
they kind of touch on. I'll scan down a little bit in the article
purpose bringing positive change. You know, this this a whole idea around you
know, different backgrounds and skill sets, ages, et cetera. But really
getting that purpose behind it. Back to your point of trying to measure.
And then also the other idea is it promotes fulfillment. So leaders who understand
kind of this purpose, on the other hand, experience the idea around tangible
benefit, and many people don't necessarily kind of qualify or look at that as
a benefit. But I think that's one of the things that starts to do
something that really does exactly what you're talking about, which shows progress, and
that's measurement, you know when you get out there in a lot of these
organizations. So I can definitely see that and it's starting to show up more
and more. Are you finding any patty when you're working with companies? I
know you work with a lot of people in the industry. What is one
of the more creative ways that you have seen leaders kind of take this next
step to growing diverse, becoming more accelerated in whether it's tech or hybrid workforce
or you know, purpose leadership out there, is there one model that you're
looking at today that says, oh, these guys are really doing it right.
You know, the right is what every leader should do every day when
they get up, and that's listen to their people. Paul's one people will
tell you there's a phrase that I used a lot a couple of weeks ago,
a nuanced leader, which means you have to look at every individual employee
that you have, understand what their nuances are and that if the CEO is
doing that with his direct team, and that direct team is doing it with
the next team. It's all about engagement. The Gallop just came out with
a Gallup organization came out with a survey that said we had dropped eleven percent
in employee engagement. And a lot of that is just built on us not
spending time trying to get on to know our people, understand what is fulfillment
for them, Understand what it's engagement right, because when they feel good,
it's not always what you're paying them. A lot of our young people,
especially when you start with that gen z down, they want to love what
they do, but they want to love what you stand for them. Sure,
and that's where the past comes from. So you want it. As
a leader, you want to be conscious, you want to be a force
for good, and that's what the food industry and hospitality industry we've been known
for that forever. But we have to make sure that our people feel it,
they know it, and they can participate in it. Yeah, I'm
getting a lot of good points, I think for you know, I'm thinking
about how we're going to promote this podcast, and I see the component of
how leaders need because this is all designed for twenty twenty five tactics, you
know, getting into diverse workforces, dealing with these flexible scenarios and being able
to maximize them. You know, when you think about hybrid workforces, the
use of obviously technology that's really starting to shift forward. How important do you
think that is, David, when you think tech food service? Because I
hear this all the time, my friend Jeff Alexander. He and I always
have this little kind of running joke on it is that I'm you know,
I'm a restaurant operator. I'm not a you know, a computer programmer.
But how important is technology you think forward going in the food service space?
Yeah, I mean, you know, clearly a no brainer that the more
technologically you're advanced, the more you're up on the latest technologies, the better
business that you're going to run. And I think it's probably fair to say,
you know, the restaurant industry was a little bit slow to adapt technologies,
but I would say today as an industry, particularly with what happened with
COVID, it really put a bright spotlight on the value of technology on you
know, delivery, online pick up. You know, it's just one example.
So there's just look, there's just no question that technology and your ability
to understand it, to benefit from it, to utilize it, to implement
it is going to give you an advantage overall and running your business well.
And I think the key here, the takeaway I get with this is there
seems to be a shift occurring with a lot more diverse leadership. We're seeing
a lot younger CEOs starting to make their way into the market who are very
adapt in terms of use of tech, and in many cases people coming from
areas outside of the restaurant industry coming into the restaurant industry to work and start
companies and businesses. So that is the thing that really excites me because I'm
seeing almost like a new breed of restaurant operator being created right in front of
us. So it's gonna be it's gonna be cool. And of course most
of them will be over at the prosper event for sure. And yeah,
look, Paul, you're leader in that right. I mean, just look
at what you've done with technology in terms of your the growth of your podcast
and growth of your organization overall. You know, people, I think it
just goes again to this you know thing, thinking differently, learning differently,
acting differently, you're going to win differently, and winning differently, you know,
is winning overall. And listen, nobody is a bigger proponent and a
bigger cheerleader for technology than me because technology puts another bright spotlight on the absolute
importance cannot be replaced face to face. Yeah, we can create an environment
you know again that's bringing right people together and the right kind of environment right
to develop relationships, relationships or trust. Trust is a function of time,
right, So the value of that face to face, the ability to try
and we like to say this right three days, the prosper form can be
you know, three months, three years, thirty years, three years.
Right, when when can you be in front of and see and learn?
And I know you're doing a keynote speech for us from people like bar So
there's nobody that's a bigger proponent of technology because that does, you know,
just put again a real bright spotlight on the value of bringing people together with
technology. Yeah, I think that's the big takeaway. Events are definitely going
to be a big part of this in the future, for especially for I
think just not only industry growth, but also the collaboration that happens between brand
brand which I'm finding more and more. It's always refreshing to see that at
events like prosper So we're going to leave links down in the description. If
you're catching this on YouTube, we'll leave a link to the prosper Form so
you can get registered. Come out to the event this year in August.
What's the dates again, David, Yeah, August twenty fourth through the twenty
seventh, actually goes through the twenty eighth, Beautiful Amelia Island at the Ritz
Carlton. Yeah, we'd love to see facility. Yeah, great facility.
And David, it has been great having you on the show today. Thank
you so much for stopping in. Thank you, Paul, thanks for your
leadership. Thanks you bet all right, guys, if you guys are listening
in over on the podcast side of things, make sure and subscribe. The
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We'll catch you next time right here on the Restaurant Report