Full Episode HERE.

In this episode of Serves You Right, I sit down with Daniel Frazier, Director of Operations and General Manager of The Pharmacy Burger Parlor & Beer Garden in Nashville. Starting as a host, Daniel worked his way up the ladder and now oversees a fleet of restaurant concepts…including a food hall, a beer garden, and an airport location, each with its own challenges and quirks.

Today we had an unfiltered, thoughtful conversation about what it really takes to lead with heart in an industry that often forgets to care.

Expect to Learn:

• Why “not caring” might make management easier…but worse
• The emotional math behind firing someone the right way
• How to scale leadership across multiple locations without losing your soul
• What Daniel looks for in hires (it’s not just restaurant experience)
• How beer selection can tell your restaurant’s story
• The art of training staff to describe beer in ways that dazzle
• Why weekly payroll isn’t just about money: it’s about morale
• The surprising overlap between hospitality and dating
• Daniel’s hilarious story about a post-dentist server blinking in slow motion

Links of Interest: ⁠ ⁠

• ⁠thepharmacyburger.com⁠ 
• ⁠@thepharmacynashville⁠  on Instagram
• ⁠The Pharmacy Burger⁠ on Facebook
• ⁠Cicerone program⁠ (Beer Certification Program)

Service starts now.

Follow the show:⁠⁠⁠ ⁠⁠Spotify⁠⁠⁠⁠⁠,⁠⁠⁠ ⁠⁠Apple Podcasts⁠⁠⁠⁠⁠,⁠⁠⁠ ⁠⁠YouTube⁠⁠⁠⁠⁠

I talk mostly to people in and around the service industry space. I’m looking to hear from the people I wish I could have talked to when I was coming up in restaurants. Said another way: I am trying to make sense of this wild, beautiful mess of a life, and help others that are feeling similarly confused and/or lost. You can find more of my work at⁠⁠⁠ ⁠⁠⁠⁠my blog⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, and all my social links are at the bottom of that page.

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-#14:⁠⁠⁠⁠⁠⁠⁠ ⁠⁠Dr. Shalini Bahl, mindful marketing⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

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-#23:⁠⁠⁠⁠⁠Jeffrey Morgenthaler⁠⁠⁠⁠⁠

As always, I’m just here taking notes, trying to figure out what it all means.

Cheers

Andrew Roy (00:01.215)

Hey, how’s it going Daniel? Hello, can you hear me?

Daniel Frazier (00:04.782)

Daniel Frazier (00:09.666)

think I was muted. I think I had you muted. Can you hear me? I can hear you now. Yeah.

Andrew Roy (00:13.363)

Yeah, I can hear you. Can you hear me?

perfect. How’s it going?

Daniel Frazier (00:19.126)

And then if, good, how are you?

Andrew Roy (00:22.232)

good, good. What were you about to say?

Daniel Frazier (00:25.099)

I have headphones if this doesn’t sound good we can try that but they’re not amazing headphones so but but if this

Andrew Roy (00:32.403)

Well, you’re coming through, you sound fine on end. So perfect. Hey, thanks for, thanks for forgive me. What was it last week or two weeks ago? I can’t believe I forgot my charger.

Daniel Frazier (00:45.1)

Yeah. No, that was pretty, that was pretty funny. I’ve, we’ve all been there or there thereabouts with something like that happening. So it’s all good, especially like I’ve got two kids and there’s just always something forgotten that throws a wrench into plans. But when honestly, I was looking forward to talking with you, but it did like, with some things that had happened that morning and ended up being not a, not the end of the world. So it was like, yeah, yeah, I know. And maybe that, maybe that was my bad for scheduling that in the first place, but it was,

Andrew Roy (00:54.3)

Yeah.

Andrew Roy (01:07.827)

Yeah, Friday.

Andrew Roy (01:13.577)

Sure.

Daniel Frazier (01:14.286)

No, it was like, okay, you know, hey, at least there’s a bright side in everything. But obviously, obviously I know it through original years.

Andrew Roy (01:19.731)

No, no, I mean, just on that same, kind of theme. We played this and it turned out we ended up having to let a manager go and our executive chef is in town. like, like every time you play anything, things start piling up. It just that’s how life is, think. Yeah, but

Daniel Frazier (01:32.941)

Okay.

Daniel Frazier (01:40.046)

Yeah, moving on from management is like, I don’t know, it’s really not fun.

Andrew Roy (01:50.769)

It’s part of the job though. It’s it is a thing. Just so I know some of the housekeeping things. Do you have any time constraints I should know about just to make sure we’re not? Okay.

Daniel Frazier (01:52.192)

It is.

Daniel Frazier (02:00.622)

Not really, no. mean, I’ve got to work-wise, an open morning. I’ve got to be at the restaurant. I live very close. I’m at my house for this because there’s just not really a quiet spot to do something like this there. But I’ve got to be there by noon. So two hours.

Andrew Roy (02:14.451)

Yeah.

Andrew Roy (02:20.191)

Oh, sure, sure. Yeah. Yeah, I have another call later in the morning. So yeah, I won’t be more than an hour. I always let guests know to if you end up saying something that you like, probably shouldn’t have said that let me know I can always cut cut that out. That way you’re not worrying like editing or censoring yourself. Only one person’s take me up on me. But yeah.

Daniel Frazier (02:27.799)

Yeah, perfect.

Daniel Frazier (02:35.69)

Yeah.

Yeah, try to edit. Yeah. Honestly, the only time I’ve ever asked somebody is I said my kids names once on something and it was just like, no, let’s keep, we can keep that out. But, um, and honestly, I don’t know how much I actually care about that, but it was just still as like, ah, it’s just, they’re really little right now. let’s just, let’s just leave that out of it. That’s, but yeah, I try to, I try to edit myself as much as possible. So yeah, appreciate the, I appreciate that, uh, being an option.

Andrew Roy (02:51.433)

keep them out of there. Yeah, I’ll say.

Andrew Roy (03:05.885)

Yeah.

Andrew Roy (03:09.791)

Cool. And yeah, I was just gonna, know, I had a couple of questions. I just kind of see where the conversation goes and have fun. Yeah. So if you’re cool with it, I’m gonna just start talking. You’re kind of cutting out a little bit there. That’s why I’m kind of waiting for a second.

Daniel Frazier (03:25.486)

Perfect.

Daniel Frazier (03:32.238)

Yeah, you’re good.

Andrew Roy (03:34.653)

Yeah, there you go.

Daniel Frazier (03:39.15)

Is that better?

Andrew Roy (03:41.041)

That is a lot better. Yeah, it was just kind of a momentary. there you’re crystal clear now. Cool. Well, Daniel Frazier, thank you for joining us today. Yeah. I was looking into sort of, you know, your work and your life. And I thought I’d open up with a question that sounds strange, I think kind of hits to the core of a lot of things that I learned about you. So it seems like you are extremely guest focused. It seems like you work hard.

Daniel Frazier (03:50.67)

Great to be here.

Andrew Roy (04:11.027)

You care about the people you work with. Why do you think that you’re unique in the restaurant world? Why isn’t everyone doing what you’re doing? Yeah.

Daniel Frazier (04:18.478)

That’s an interesting question. I think…

That’s a really good question. Honestly, I’ve sort of thought about this on my own. don’t phrase it that way in my head of like, why am I unique? Well, honestly, I think a lot of times the restaurant world, I guess it’s a few things that the people that end up in leadership in the restaurant world are often a certain type of person and often

if you’re either a cook or maybe you’re in front of house and then you develop the skills to move into leadership, sometimes the people that end up doing that have a certain abrasive, intense energy sometimes. Not to say they don’t care about people, but those people sometimes end up in leadership positions in restaurants just sort of naturally. And so I think over time when those people get…

promoted and promoted and promoted, you end up with a certain kind of energy in a lot of spaces. And then the other reason I think a lot of people don’t care about people is because not caring about people can make your job easier. Which I know is, you know, like if you have to let somebody go, if you have to be hard on someone, when you really care about people, it can make that decision a lot more painful. And, and

Andrew Roy (05:33.151)

Mmm, yes, yeah.

Daniel Frazier (05:48.554)

If you’re too soft, can lead to not doing your job and the job you need to do. But that’s where having, you know, got to have, you got to really have a good mental model of what you’re doing and that what’s best for the restaurant and what’s best for the entire team means that, I don’t like to call people cancers or that, but it is good to sometimes think of things that way, that bad behavior begets bad behavior. So you can’t allow it or you will bring down.

you will bring down good people. And then the other thing, just from doing it a long time, I’ve had to teach myself with on that side is that all the hard decisions I have to make that as long as you approach it the right way, I’ve just had story after story where, again, with firings, literally, you let somebody go, it was hurt. It hurt because there was, you know, maybe some relationship or even if it wasn’t a relationship outside of work, there was still a fondness that had developed through working with this person.

But a lot of times that you end up finding out a year to maybe sometimes even three years later that they were like, I needed that. I needed to be not here anymore. And usually the, the, whatever had developed around them that was affecting work was something that wasn’t even about work. was something else, but that actually losing their job actually helped them fix it. So I try to approach all these things with a lot of hope that when you’re doing hard things, whether it is just coaching someone up or whether it is full on terminating the relationship with the restaurant.

you know, hey, it’s up to them, but this can actually be what’s best for them. And sometimes keeping someone in a job when they’ve really shown they don’t need to be there, it’s actually, you are not actually helping that person. You can end up close to enabling.

Andrew Roy (07:28.617)

Yeah.

No, no. And you know, I’ve heard that before from some people I’ve had to let go. That has, you know, that made me turn things around, but it’s tough. It’s you don’t know what it’s like until you look someone in the face and say, you’re not doing the job that I know you can. And you can’t work here anymore. It’s before we got on, we were talking about that. Yeah.

Daniel Frazier (07:42.862)

They’re really hot.

Daniel Frazier (07:52.418)

Yeah. And it’s funny where after you’ve let enough people go, you learn that there’s like, there’s really only a handful of ways those conversations go. There’s like the quiet acceptance and then it usually goes pretty quick. There’s the, there’s like the anger response and then like usually involves like blaming others and devolving. And then there’s like the worst one, which is the usually tears and begging. my.

Andrew Roy (08:17.727)

tears. yes. Sorry. Yeah.

Daniel Frazier (08:21.888)

It is terrible. It is terrible. no, is a really that that one is the only you know, the other one, the quiet, the quiet resolve is like, probably the easiest. The anger one is is also easy. And also you end up feeling even more justified the decision you made after you did it. the. Yes, like this is just a symptom of exactly what we were usually dealing with. And then but the tears are the tears is tough, especially when it’s someone it’s.

Andrew Roy (08:40.465)

It’s like, this is a good call. Good, good to know.

Daniel Frazier (08:51.798)

if it’s been a longer time with the restaurant and then there’s, know, because we do, we try to keep a family atmosphere. Obviously we try to also not bring in the aspects of the, a family that can lead to bad behavior, both by staff and by leadership to take advantage of people. But because of that, there are strong bonds. And then some people, it’s just really hard on them when, you’re not, at least least in our restaurant. But I know that’s any place with.

Andrew Roy (09:04.959)

Mm-hmm.

Daniel Frazier (09:20.652)

people that end up staying for years, it’s just going to be painful if there is a severance.

Andrew Roy (09:25.445)

And so at our restaurant, we say not that we’re a family, but we say we’re a team like a sports team. You know, as long as you’re doing your job, you’re on the team and we’ll fight to the death for you. But the second you’re not, yeah, may have to get off the bench.

Daniel Frazier (09:30.934)

Yeah. Yeah.

Daniel Frazier (09:36.32)

A team is a great metaphor. Yes, a team is the right metaphor because there is a bond that’s stronger than co-workers and we’re all going the same direction. But then again, like a team, can get kicked off the team, you know, like ideally with family you can’t get kicked out of family, you know, this is an opt-in relationship.

Andrew Roy (09:49.491)

Yeah,

Yeah, this is not a therapy podcast. Yeah, so you kind of touched on and I want to kind of double click and explore this. So I run one restaurant and that is a enough for me. And so you’re director of operations and you have several that you oversee. So how do you manage that? And also, you know, for the people listening that may not be familiar with you, can you tell us a little bit about your place and

Daniel Frazier (09:58.647)

Bye.

Daniel Frazier (10:09.976)

You

Daniel Frazier (10:13.678)

Yeah.

Andrew Roy (10:22.271)

your job and how you got the job. I know that’s like a 10 minute intro there.

Daniel Frazier (10:24.684)

Yeah, so, yeah, so, so I’m the director of operations and general manager for the pharmacy, burger parlor and beer garden. have, three locations, the flagship, which is where I started and is the first restaurant that’s been, running for coming on 13 years now. excuse me, coming on 14 years now. and,

is a burger parlor and beer garden in East Nashville. So we focus on craft and import beers, large outdoor space, and then we focus on burgers. We also have some German influence smoking our own sausages. So I started serving there 11 years ago and a host in the door actually, excuse me. Started as a host, worked my way up serving and then on and on up the chain. And then…

coming on three years ago, excuse me, four years ago, got promoted to general manager of that location. The following summer, which was a year later, got promoted to run our assembly food hall location, which had opened just after the pandemic in 2021. Plans for that had happened, I think going back to 2018 was when we first started looking at that location. And then COVID slowed that production way down for all the reasons. And then,

Andrew Roy (11:42.527)

Same up here, yeah.

Daniel Frazier (11:47.992)

But then that opened that year. And right after that opened is when the, I was the assistant general manager and the GM at the time stepped down to go on to greener pastures and other opportunities for him. so then I ran that as the general manager for that year, took over both that next year. And then we opened the airport location the year after that. Now that is a co-production with a

with a company called HMS Host who does concessions, specialist concessions in airport spaces. So for that, that’s just overseeing. There is no day-to-day operations there. It’s overseeing food quality and working with them to make sure there’s no issues. So that was a lot of work to set up. And then in that first year especially, and really that first six months, that was a lot of work to make sure they were doing. then from there, it’s just…

maintaining relationships, checking in occasionally. Like we eat there every time I fly out and then you drop in several times a year. and then obviously if they have any issues, we have good communication with them. So as far as, so really from the hands on side, direct managing, I really just manage the food hall and the East location and our East Nashville location. We’re interesting because one of them being in a food hall, one is it’s QSR counter service. The other is a full service fast casual restaurant.

So both are completely different, very different workflows and the way we do things. The food hall locations on a whole house tip share. The East Nashville location, obviously there’s bartenders, there’s runners, there’s hosts, there’s servers, there’s kitchen, all of those things delineated. There is a tip out amongst the front of house staff, but the whole shebang. So again, again, couldn’t be more different other than, and then there’s a limited menu at the food hall location.

Andrew Roy (13:31.453)

The whole shebang. Yeah.

Daniel Frazier (13:41.56)

featuring items that are all at East, but East has an expanded menu because there is more capacity to do things. So the only thing that’s similar is that they share some menu items really, and we’re called the same thing. That being said, the way you run, and a lot of this I had to learn on the fly because they were really fully separated and we sort of worked together in that first year the food hall location was open. And then I took it over so that it was developing.

Okay, how am I going to do this? How do we run this? So you, you you try to lean on some people in the industry and you try to gather some things. But the big thing I found and the, when I took over the food hall, there was a GM there that had stepped down as well, or we’d moved on from. And so we didn’t have any real leadership there. So the first six months we ran it just with some supervisors we’d had there before making a hire for a direct leadership there. So I wanted to spend some time getting it.

like really being more hands-on. Delegation and finding key people to lean on for your day-to-day operations is like one of the biggest things I’ve found is really important in multi-unit leadership. You have to have people there you can trust to get, I’m gonna say the basics done, but basically get your ordering done, your scheduling done. They’re checking in with the employees. It’s like big picture things.

Andrew Roy (14:53.375)

Hmm.

Daniel Frazier (15:09.066)

I can handle always and you know, all our big processes, all our operations, software, all these things, but you’ve got to find people and develop people to handle your day to day. Because I’m still going to deal with day to day things like our service issues, know, equipment failures and things. You’re going to have to be involved with that stuff. But if most of your days can’t go smoothly without you being like in it and audit, you’re just going to have problems all the time. you’ve got to find.

Andrew Roy (15:32.159)

Yeah.

Daniel Frazier (15:38.294)

either with hiring or develop people that are in your team that you can hand off that stuff to. And you got to get comfortable handing it off and then obviously coaching them up when they need it. there’s a development, there’s, you know, all the things we know about, giving them feedback. But the more you can do that and then them developing the employees to do the jobs with a certain level of autonomy, you’re just, you’re going to have a hard time succeeding when you’re having to be really, really hands-on.

Andrew Roy (16:08.285)

Hmm. What do you look for in these people that you can trust in this leadership role? Yeah.

Daniel Frazier (16:15.912)

yeah. So it depends on the role. But I look for a high level of personal accountability is number one. We being a mom and pop restaurant or a family owned restaurant, we have systems, we have procedures, we have ways of doing things because we’ve been open so long. But we also have a lot of freedom and autonomy to do things. So I need someone who’s a self starter and someone who doesn’t need to be like

I don’t need to be pushing you to get things done. That part of it needs to just basically be assumed. Maybe in some other environments, like where the role is potentially more cookie cutter and done by there’s handbooks on handbooks on handbooks of things to do, maybe that’s not important, but I feel like in management it’s kind of a given, but that’s thing one I’m looking for.

If we’re having to do lots of hand holding, it’s not gonna work. And then from there, it’s people skills. It’s great communication with the staff. then obviously all restaurant knowledge is a plus. And then we can teach them how we do things. That’s never gonna be a big challenge. We’ve had success both promoting from within with people that have been with us and hiring from outside. I’ve also found that…

If you’re going to hire from outside and you’re using something like, um, either LinkedIn or indeed, you’re just going to need to do an ungodly amount of interviews. I would just talk to as many people as possible. And if you want to streamline that and you can afford it, I have had success working with a recruiter only a few times, but both hires have now been with us for years and have been really successful. developing a relationship with a recruiter. If you’ve got some bandwidth in your budget.

Andrew Roy (17:49.191)

Yes, yeah.

Daniel Frazier (18:06.158)

It will pay for itself in the long run by actually finding someone good and again, you’re gonna spend money But you will also save a lot of times it just it just depends if I know most people are both cash poor and time poor Both of those But if you’ve got money and not a lot of time, I might use a recruiter It’s probably gonna be worth it to actually make a high stick with it. But if you know money, there’s two tons of

Andrew Roy (18:20.223)

Yes.

Andrew Roy (18:26.303)

I would like to meet the

Yeah, like I’d like to meet the person in the restaurant industry that has lots of money. I don’t know. Yeah. Yeah, that’s weird. I’ve never thought of using a recruiter. I’ve never thought of even going to recruiter because I’ve always had a job. Yeah.

Daniel Frazier (18:35.832)

Yeah.

Daniel Frazier (18:47.81)

Yeah, there are so I’ve worked with one a couple times and and it was a really good experience because they were people that the woman who was doing it she’s you know.

near the end of her careers, I guess the way I’d say it, but she owned restaurants, so she knew it. they were, they really focused and specialized on that. Most people using recruiters are really big organizations. But you do, you find a certain level of professionalism when you do that. That being said, you also, if you get in the recruiting space, you can also find people that are job hoppers. So you gotta be careful with.

you you gotta make sure you’re finding someone that’s actually dedicated, not someone that’s like gonna bounce, bounce, bounce, bounce.

Andrew Roy (19:37.533)

Yeah, building their resume, not a restaurant sort of thing. Yeah. So when you when you are doing these interviews, I’m just curious, do you have a set way that you sort of approach them? Do you kind of see what happens or a little bit of all the above?

Daniel Frazier (19:40.558)

That’s That’s it.

Daniel Frazier (19:53.494)

Yeah. So, if we’re like, if I’m hiring for a kitchen manager, we’re gonna, I’m going to curate it to their experience and then the role. so we’ll see what their culinary knowledge is. I do really just try to get to know them and I keep it pretty casual. as far as that, cause like, I feel like if we’re going to be ideally working together for years, like it really helps if we kind of like each other and can kind of find a rapport relatively quickly.

That being said, that’s not a must. But as long as we can communicate and I can see that you can lead a team. And I think if you talk long enough, you can usually get that out of someone and someone that either doesn’t know what they’re talking about or can’t back it up. Those things just become apparent. Again, just just using your people skills. I will say I…

Because the hiring we’ve done the past few years, I haven’t had to hire a manager in several years now. like, I’m not at the floor. Hiring is not at the forefront of my brain. did a, I did a bunch of hiring in 2022 and 2023. I did a nice round through the beginning of that, those years. And then since then we’ve, we’ve not had to make any major hires, which is nice other than, you know, kitchen staff and servers and those sorts of things. But in leadership, we’ve, we’ve found people and been able to make them stick.

Andrew Roy (20:53.755)

That’s good, yeah.

Daniel Frazier (21:15.11)

and they’ve been wonderful.

Andrew Roy (21:16.127)

Do you do the hiring for the like hourly positions as well? Or do you let your managers take the lead there? Okay, cool.

Daniel Frazier (21:22.51)

I let my managers, yeah, I give them a lot of feedback on it. I will, you know, tag along in an interview. and occasionally like something, someone will come across my, you know, I’ll see a resume or I’ll, I’ll just be in the restaurant when they were, when they popped in and then I’ll give a recommendation like, this person really like this resume is impressive. I really liked their energy. I never give them the, I say never, I, I’m not going to say you have to hire this person, but it was like, Hey, if we’re needing anybody, this

this person seemed like a really good fit. no, that’s something I like to… Exactly, exactly. Now, and again, if we don’t have shifts or there’s not, again, sometimes we’ll have that conversation, someone comes in, it’s like they’re wonderful, it’s like, we have a need? Where’s our service at? Are there any issues with the team? We’re bringing in someone fresh who’s gonna help us. We’ll have those conversations, but…

Andrew Roy (21:55.359)

Yeah, he why would you not hire this person? Yeah.

Daniel Frazier (22:18.424)

And then other than that, it’s just like, Hey, earmark this one so that we can go back to it if something changes. And you never know. Sometimes you get back to someone a month or two months later and it’s like, actually, I didn’t, I found something, but I don’t like it. Let’s then they want to come back. So, that can always work out, but it’s good. no, I like to let them hire because, everybody’s hiring as long as they’re, they’re doing it. I that’s a great way for them to develop, and to, and to grow and learn how to, coach the team.

It’s probably the one aspect where I often, and my team does a great job with this, but like, it’s one of those things where you’re like, if I just tightly controlled this, would, it would like, uh, you would, there would be maybe a few less growing pains, but again, those growing pains are worth it in the long run. So it’s like, cause they see, oh, wait, I should have caught, I should have caught this. But you, you just coach them up and talk through it and then it ends up working out. And then also there are a few times we’ve hired someone.

Andrew Roy (23:05.0)

Mm-hmm.

Daniel Frazier (23:17.09)

that you were like, I don’t know if that’s a hire I would have made. but then that person, right. Coach ends up being phenomenal. because either they didn’t have enough experience or maybe there was something that, you know, I would have flagged this. They didn’t, but then they, know, this person stuck with it. And it’s, like, I’m, I don’t get it right. A hundred time. And, we often hire in our own image. So if you’ve hired a manager and you like them to be a part of your team, they’re going to find people like them too. So it’s like, if you do that, you end up with.

Andrew Roy (23:20.572)

They surprise you. Yeah.

Mm-hmm.

Daniel Frazier (23:46.902)

It’s one way to end up with diversity in your restaurant, a diversity of personalities and energies, by letting people do that. And then sometimes it’s actually fun to also let the bar manager hire a server and let the server manager hire a bartender and let them cross pollinate the bar. You don’t want to overdo it, but sometimes it’s interesting. can have things round out by having your teams kind of…

Andrew Roy (24:06.291)

Let chaos ensue.

Daniel Frazier (24:16.75)

As long as everybody’s talking about what shifts we need covered and all these things you could end up with some interesting Again, because again everybody really it’s it’s really shocking how different hiring is manager to manager That’s one of the things I’ve I see it over over again Just like even the way the vibe the energy people have manager to manage like totally different so It’s it’s the biggest way. I think a manager expresses like who they are in the restaurant. Just who they are

Andrew Roy (24:44.009)

Yeah, no, I like that. I did want to ask you, you kind of mentioned the bar program and one of the things I wrote down, I wanted to make sure I got to talk about today was beer, because I know that that’s one of the areas that you’re really strong and very proud of what you’d done before you stepped up to the director of operations role. So I’m more wine heavy. So we’re steakhouse. So I don’t know as much about beer, but I just, you know, what is your philosophy when it comes to picking beers and

Daniel Frazier (25:03.65)

Yeah. Okay.

Andrew Roy (25:13.437)

What do you like and like, yeah, what

Daniel Frazier (25:15.202)

So, with beer, I got promoted to be director of operations, excuse me, not director of operations, beverage director in 2017, shortly about six, seven months after being promoted to assistant general manager. taking over the beer program was definitely like where I was enjoying managing before that, but it really, you got to be creative and…

do some different things. And it was really fun to express myself in that way. It was also pretty nerve wracking because we had a reputation for being a figure in the, especially the imports and craft beer community in Nashville. So I had a decent amount of trepidation taking it over that I…

might not be able to uphold that standard, but it ended up going really well. It took me a little while to get my hands around it, but beer is all about, and honestly, this basically goes for alcoholic beverage kind of across the board, but it’s all about the occasion and it’s the right drink for the right moment. So for us, we have a large beer garden. So because of that, we wanted to focus on local and wider high quality craft American beer.

Andrew Roy (26:26.463)

Hmm.

Daniel Frazier (26:38.88)

No domestics. And then again, with that beer garden theme, German and Belgian beers both drink well in that space and drink well with the sausages that we make. And they’re just really great beers with food, specifically the light fizzy lagers from Germany. then in the outdoor in the summer months, wits and blondes from Belgium just fit the environment. They fit the occasion.

Andrew Roy (27:04.307)

Mm-hmm.

Daniel Frazier (27:07.886)

And then as we get into winter, the beer colors darken just slightly and you get a little heavier, you’re doing that. And then from there, we wanted to have a large curated list of bottles. Well, excuse me, have 11 taps, one tap root beer, so 12 in total, 11 beers. We later added a 13 little line. So it’s a nice size tap list, it’s not one of the hundred tap places where you can barely manage it. And it’s a challenge to keep the beer fresh.

Andrew Roy (27:25.354)

that’s cool. Yeah.

Andrew Roy (27:32.532)

Mm-hmm.

Daniel Frazier (27:37.442)

The nice thing was everything could move, but you were also able to rotate. So we had usually three to four beers we would stick with, and then we would rotate to keep things fresh, both for the staff and the guests. And then we would usually change our bottle list once or twice a year. Not usually a full shakeup, but we also kept the exact number, but we usually keep 70 different bottles and cans around. So weird, funky, interesting things.

some crowd pleasers as well. But also from there, we would have big beer training programs for our staff. I really believe in as much as you can to educate your staff. And everybody kind of, I feel like some places potentially miss the mark. I know in finer dining, it’s really important that the staff is super educated on the menu there and usually be able to speak to it. But with us being a little more low brow than that, and also having such a breadth of

beers to offer. It’s important that they can obviously describe and talk about the beers. the way I always tell it to my staff is like, you just need to know more than the customer, than the average customer. And it doesn’t take a lot. Yes. Yes. Yeah, exactly. But if you can mention that it’s a, this is a top fermenting ale, you know, brewed at warmer temperatures. And because of that, these fruity notes, it’s like,

Andrew Roy (28:34.897)

Mm-hmm.

Andrew Roy (28:43.943)

Yeah. Yeah. No, no guess. No guess is going to be like, what are the IBUs on this? It’s like, no, no. Yeah. Yeah. More it’s like, what is a wit? Yeah.

Daniel Frazier (29:03.586)

just that little bit of pizzazz for the right customer just can heighten someone’s experience. Same with, know, it’s a bottom fermenting lager and you know, there’s all these little details you can just, you can throw in to just mildly dazzle the right guests. Again, some guests aren’t going to care. They’re here. I’m here for lunch. I just please bring me the things I asked for. But for certain guests there too, that are wanting to have a full on experience, hearing a little bit of detail about where the beer is from, how it’s brewed.

why it tastes the way it does. And also the average customer doesn’t have the most refined palette. They will be like, I like this or I don’t like this when they’re eating it. But that’s where I always really like for my staff to say, know, you’re getting this beer. There’s, you know, it’s crisp, it’s clean. There’s hints of strawberry. Maybe it’s a lager, but there’s just that like little hint of fruitiness in the backend. You know, the guests won’t have been able to most…

Andrew Roy (29:44.063)

Mm-hmm.

Daniel Frazier (30:01.23)

customers won’t have been able to pick that out. But again, by just feeding just those little things as they’re ordering or after they’re ordering, they’ll drink it. They’ll be like, I do taste that. I I wouldn’t have tasted it. And that’s those little things that can just heighten an experience. So as much as it is about curating a list that’s good, it’s educating the staff on things that are actually useful to them to increase sales and do that. And I will say though, having done the beverage program for as long it is,

I feel like alcohol is in a different place than it was at this point, six, seven, eight years ago. Somewhat people are drinking less. again, you want to, we maybe want to push guests into, and also people dining out a little differently, they maybe splurge when they go out a little more, but maybe they go out a little less frequently. So you really want to push them potentially to more higher end unique beers that we have that are a little higher dollar. And it’s less like,

you know, selling them three of our colches or whatever it is. It’s just things have shifted a little bit. So I think adapting to what your guest is wanting and the like the wider guest is a great way to to do that. But beer is all about the occasion and it rotates a lot with the seasons. But what’s really fun is there with German brewing is there was a season of German brewing where they brew certain beers at certain times of the year, because historically you only could.

Andrew Roy (31:25.811)

The Oktoberfest, the Mertz, yeah, for sure.

Daniel Frazier (31:29.102)

all that slough. you can, for us, incorporating that, having a beer garden was very natural for us. So we tried to kind of rope as many of that things in. again, it’s fun. You show up and it’s like, we’re drinking My Box because it’s May. And back in Germany, that’s when they had to empty the casks to brew the new beer. So this is what we’re doing now. And then again, at Oktoberfest, again into that. And then there’s similar stuff with Belgian brewing and Cezanne’s, which could only be brewed during the summer because it only ever got hot enough to brew those in the summer.

So there’s a lot of things you can do very naturally, at least for us. But again, each restaurant, I think taking this approach is gonna work for you in any space, but some places it is like, no, we need domestics because that’s our tried and true, but then you’re gonna curate your cocktail list to tell the story of your restaurant. You’re gonna curate your wine list to tell the story of your restaurant. Obviously being a steakhouse, you’re gonna have some nice.

Andrew Roy (32:24.895)

You’ve got to have wine. Yeah.

Daniel Frazier (32:26.126)

You’re have some really nice fancy bottles. It’s unique to every space.

Andrew Roy (32:32.348)

Yeah, well, we can run, you know, features that have like, rosé and spring and you know, that sort of similar concept. Yeah. We do a rotating seasonal cocktail list for that reason, which is, you know, same idea. Yeah, man. I was gonna ask, how many people do you have asking for domestics? Because we played with that we do mostly local and like that’s always it. It’s just hard to get people off that core site, you know. Yeah.

Daniel Frazier (32:38.594)

Yeah, absolutely. Absolutely, absolutely.

Daniel Frazier (32:45.698)

Yeah, absolutely.

Daniel Frazier (32:53.368)

Yeah.

Daniel Frazier (32:58.09)

It is, it is. You know, it’s gone up and down, but it’s, it’s every day. Every server gets out. Yeah. Usually more than once. That being said, we push them to our, our gaffle colch, which is most customers will drink it and like it occasionally. it has too much flavor for somebody. but what’s funny, you can’t, mean, but.

Andrew Roy (33:05.266)

Mm-hmm.

Andrew Roy (33:23.391)

Yeah.

Daniel Frazier (33:27.756)

You, it is, but literally it has too much flavor to where if you watered the beer down, they would probably be happy. Just quite literally just pouring water in it. But that, but that’s just, that’s just what that customer likes. And that’s, there’s no, there’s no harm, no foul there, but it’s interesting with domestics, the way people are like, occasionally there’s a guess and it’s like, it’s literally Bud Light or nothing, or it’s literally Miller Lite or nothing. And I like the brand loyalty for some of these beers kind of. Yeah. Ultra is one. Ultra is one. I do sort of get it.

Andrew Roy (33:48.511)

I find that most of Mick Ultra actually. Yeah.

Daniel Frazier (33:57.568)

It is maybe to, it is like maybe the least offensive. just because it is so watery. don’t want to talk down about anything, but, I guess I sort of get that, but yeah, it’s, it’s, it’s some people just, it is, it’s this thing and that’s all they, that’s all they do.

Andrew Roy (34:15.615)

Did you ever do the like Cesarone certification or anything like that?

Daniel Frazier (34:21.42)

I looked at it, I did look at it and I studied quite a bit for it and I just never found the time or made the time to get it done. I absolutely could have passed the like base level beer server one. I probably still could now. I would have needed to study a little bit more for the true Cicerone level.

But I did a little bit of it. then again, it was just, it was just involved enough a process to where I could never make it happen with the day-to-day operations of the restaurant. But, it, it was something I wanted to do. And I also, I did like the idea of making my bartenders do it at one point. And we did talk about that. And then again, we, it just was one of us is like, it’s just, it’s just involved enough to where, and then are we paying for it? Are they paying for it? And what are we going to do there? And yeah.

Andrew Roy (34:56.649)

Yeah.

Andrew Roy (35:14.111)

That’s always the thing. We got most of our service staff and bartenders on the level one Somali certification, but we did it by paying them back for it. yeah, it’s like, yeah, if we want them to do it, that’s the way to do it. But well, we do half upfront half in six months to sort of invest and then have them sit around. So that’s worked well. You mentioned it. sorry. You go.

Daniel Frazier (35:31.244)

Yeah. Yeah.

Daniel Frazier (35:37.4)

I love that. Yeah. That’s honestly something. But keep going.

Andrew Roy (35:44.223)

You mentioned your day to day and I was something I was gonna ask about what what does director of operations look like day to day?

Daniel Frazier (35:52.268)

Yeah, that’s a great question. So I am mostly Monday through Friday, mostly drop-ins on the weekend unless someone’s out of town and then I’ll operate a shift depending on the way that was that schedule fell. But I’ve mostly found and obviously if I had to change it, I just mostly found if I take a midweek day off, I end up working anyways because there’s just things happening, which again,

If that happens sometimes, it’s not a big deal, but if that was your week all the time, maybe that would eventually, you try to head off the burnout by watching those things. So typically on Monday through Friday, Monday is my payroll day. We run payroll weekly because we run our tips on payroll.

So yeah, so it’s an involved process, but we’ve got it streamlined to where it’s not a bear. So Monday is usually a half day from home. Do payroll in the morning. I run that from my house. My server, like I’m able to get reports out of Toast. We use Toast as our POS. And then we’ve got a tip sheet that we use and my managers keep up day to day.

Andrew Roy (36:40.422)

cool.

Daniel Frazier (37:04.066)

get all that into payroll, get all my auditing done and get that submitted. And then usually the end of my Monday is I head off to the food hall to do a check in there, spend some time with that manager, check in on the weekend, see how things are going. If there’s something going on East, I’ll prioritize getting over there. Then usually Tuesday, like today, is relatively open. I’ll take meetings. I’ll do some other things that I need, but then I’ll usually spend most of my day East. Wednesday mornings, and I may be switching this day soon, but Wednesday I usually operate one shift.

at East at least, and I’ll be the actual manager that day. It’s just nice to be able to actually touch the operations and get a good feel for them. Cause it’s a nice way to catch things that someone maybe forgot to mention or something. So I’ll do that on my Wednesday and then one of Thursday or Friday, I’ll be at the food hall again. Usually Thursdays cause the GM there that’s hit one of his off days. So I’ll check on things there.

And then Friday is also a mixed bag. then, but then day to day, what I’m doing, it looks very different week to week and for the period of year. Yeah. But also we, we offer health insurance. So my October’s and November’s are all about the new, you know, and somewhat the September is all about getting the new healthcare plan doing. then, and this work is very sporadic where it’s like a ton of it, but then it’s like.

Andrew Roy (38:07.999)

firefighter. Yeah.

Daniel Frazier (38:30.446)

And then it just comes in and out where you’re waiting on emails and things. So it’s getting that plan selected, getting it approved by the owner, then getting the staff enrolled, letting everyone know that’s full time. They’ve got offered and doing that, you know, summer, there’s a lot of filings for our, have, we offer 401ks as well. So summer, I’ve got a lot of filings with 401ks. There’s actually also a lot of, I don’t know why all of these things are in the summer, but there’s a, there’s quite a few, uh, in May, June and July, there’s a bunch of reports that have to be filed. I have to.

Andrew Roy (38:47.587)

cool.

Daniel Frazier (39:00.514)

do all that stuff and thankfully our team, our healthcare team, meaning our broker is always super helpful but honestly all that reporting is like not the most fun. that’s usually the summer is that. The summer is also with having a large outdoor space, spring and summer are our busiest seasons. that’s where we’re really focused on volume and we’re really focused on actually making the

the majority of, know, that’s when we’re going to be most profitable. So we’re focused on, that. And then it shifts in the winter where we’re focused on bigger projects, cleanings, all those sorts of things happen once that, once the beer gardens close. So then that’s, that’s where your head’s at. And as you ramp it up the spring, that’s hiring. So it’s working with the team on getting, getting everybody hired and trained up. So it just fluctuates so much day to day. And then you’ll, you’ll be surprised to be like, I don’t know where you’d be like, there’s like kind of nothing going on this week. It’s like,

Andrew Roy (39:53.171)

Yeah.

Daniel Frazier (39:57.378)

You know, and so you just touch base with the team, check on everybody. just try to find your time. It’s where you try to get inspired to have ideas. Like what thing are we missing? What can we, what can we do? And then out of nowhere, you’ll have a week where you’re like, wow, I just, you get to the end of the week and feel like you didn’t do that much. I was like, still did. And then the next week it’s like, my God, everything that could have ever happened this week has all happened. And a bunch of people called out and whatever it is, it’s like always somehow, somehow work, work and stress and.

Andrew Roy (40:11.473)

Every, yeah.

Andrew Roy (40:19.177)

Mm-hmm.

Daniel Frazier (40:25.42)

Lots of things to do always find themselves, but.

Andrew Roy (40:28.349)

Yeah, no. It’s like you just explained my life back to me. It’s funny. We actually do all of our account and accounting stuff on Monday too. So was like, well, that is that sounds remarkably like what I do, except for we have a two week payroll period. But yeah.

Daniel Frazier (40:29.974)

you

Yeah, I know, right?

Daniel Frazier (40:41.614)

So thank

We used to, and I will probably like to get back to that, but it’s one of those things that we shifted to, yeah, the tips, it’s tough making them sit on it. But then we shifted that during COVID and everybody was excited about getting paid weekly. Going back to bi-weekly is like, you have to just do it, but it’s hard. we’ve had discussions, but we’re okay doing it.

Andrew Roy (40:51.123)

the tips.

Andrew Roy (40:55.263)

Mm-hmm.

Andrew Roy (41:09.246)

Yeah.

Andrew Roy (41:14.451)

We have, so we have these either it’s overnight into a pay card or you can have your tips deposited and having the options really let people, the people that like planning went for the two weeks and the people that don’t like that delay went for the card. So yeah, it means extra paperwork, but it also meant no riots. yeah.

Daniel Frazier (41:21.602)

That’s fun.

Daniel Frazier (41:29.558)

Yeah.

Daniel Frazier (41:36.042)

yeah, that’s nice.

Andrew Roy (41:38.111)

Cool. So I had a really fun, interesting hospitality thing happen to me. I wanted the chance to tell it on air, but I thought I would do it by asking you, do you have a funny hospitality story? Doesn’t have to be your restaurant. Something that stuck with you that, yeah, everyone has one at least.

Daniel Frazier (41:54.446)

Yeah.

Now they do and I should have prepared something because my mind goes blank with open-ended questions. Yeah, go ahead with yours and I will jog my memory.

Andrew Roy (42:06.931)

Yeah, I can buy you some time if you want.

So there’s this local restaurant, I’m not gonna name it. technically they’ve been like counter service, they sell some other things to go, haven’t really operated as a restaurant and have recently been trying that, just a couple of small tables, not an extensive menu, just a couple of features, could probably sit six to eight people altogether. So, you know, just a very small operation. And me and my wife have gone there for a lot of things.

really high quality stuff, some great desserts, little pricey side, whatever. It’s clearly a family operation. The kid that runs it is a little clueless, but like the nicest person I’ve ever met. And just like every time we go in there, we always laugh about the things he says. So they have this kid who’s clearly never served anyone in his life doing the service on Saturday and me and my wife go and have our lunch there.

Daniel Frazier (43:00.174)

You

Andrew Roy (43:10.737)

And it was very good, know, service a little strange again. He’s never served. He’s trying his best sweet kid. And we get done and she, she’s Russian. So she loves desserts after meals. It’s, it’s just baked into their culture. And she asked the kid those desserts over there. could we actually, could we get one at the table? And he looked at us and just all sincerity said, probably. And he just walked away.

And me and her just kind of looked at each other like, oh, probably. And we just laughed at that. And I mean, this kid, I know he just didn’t think twice about it. It was the most natural response he could have given, but I just, I think I’ve been to remember that forever. Just probably. Yeah.

Daniel Frazier (43:49.847)

That’s amazing!

Daniel Frazier (44:00.422)

I love that. Yeah. I’m sure they’re there for you to buy, also I guess no one’s mentioned it to me yet. So I don’t know. know what to say. I love that. That’s hilarious. It is funny with, we hire some young people for like food running and some hosting and you do, when you’re working with people on their first jobs or maybe, or even their first job at a restaurant, you do get some really interesting things that they perceive, don’t perceive. There’s things that seem obvious and you have to really

Andrew Roy (44:07.998)

Yeah.

Andrew Roy (44:12.415)

though.

Daniel Frazier (44:30.53)

had to learn a few years back that it was like, okay, I’ve really got to just not assume there’s knowledge about anything, especially as I get older. There’s some things that seem obvious to me. They are not obvious to others, but it’s so funny.

Andrew Roy (44:44.235)

Mm hmm. Yeah, no, I mean, literally yesterday, kid that we’re hiring, starting off as a buster, never worked in restaurant, I had to call him back. said, I am going to need you to ask your parents for your social security number, because you wrote down 12 numbers here. And I know that can’t be right. Yes.

Daniel Frazier (45:06.028)

So that’s classic one. I love that. So your story reminded me, there was one summer, this is years and years and years ago, I was a teenager. And we used to go to, my uncle had a lake house, my great uncle, up at Lake Lures, which is North Carolina near Chimney Rock. And one year we were going up and we were going through the mountains and we stopped to eat at a diner.

Andrew Roy (45:09.033)

Yeah.

Daniel Frazier (45:34.87)

and had the funny, one of the funniest service experience I ever had where I think there were two people working. There was a cook in the back and there was, there was a waitress. And as she walked up, she walked up and she kept like slow blinking and came up with a pen and paper to talk to us. And when she was like, hello, I’m so sorry, thick Southern accent. She was like, I just got back here from the dentist.

and I’m still on my NovaCade. And so like, I’m gonna get you done, but just bear with me. And I swear to you, she stood there falling asleep in between orders, still on, still on. And I guess she was the, she might be the only server there. I don’t know. This is a little diner in the middle of nowhere. And it was just so strange. like, again, we waited and we ended up eating it. We ended up being fine. But she also, she went to the back and was gone for so long.

Andrew Roy (46:23.878)

Ha.

Daniel Frazier (46:33.71)

to where you were like, you felt like you were okay. Is there anyone even here? What’s happening? And that was one of the stranger experiences. She was very sweet, but really just kept slow blinking and closing her eyes for 30, 40 seconds at a time as you just waited. And then she would say, what would you like? It was very, very interesting. Yeah.

Andrew Roy (46:35.323)

Is she okay?

Andrew Roy (46:58.367)

Are you familiar with Jeffrey Borkenthaler at all?

Daniel Frazier (47:03.425)

I am not.

Andrew Roy (47:04.145)

He bartender out of Portland, Pacific Northwest, he world renowned at this point, but he tells a story. He always says he was the worst bartender when he started. And his very first day in the bar, he was so nervous. He went to a table of all like cowboys, if I remember. And he goes around the circles like, what would you like? The guy says Budweiser and he like writes out the whole word Budweiser. And he’s like, and you Budweiser. And he goes, okay, one Budweiser, you like writes everyone’s they all have Budweiser. He comes back.

And he sets them down one at a time, marks them off on his notepad. And he said, those people looked at me like I was the craziest person who ever lived. It’s like, yeah, it’s yeah, you see some weird things that the people are just starting who, guess, after the Nova cane.

Daniel Frazier (47:49.794)

Yeah. Yeah, or whatever. Yeah, whatever it is. But no, it’s like, yeah, shorthand. That’s what they develop short-hand for. But also for Budweiser’s, you maybe don’t need to write down. maybe, you’re okay there. That’s so funny. Well, no, it’s honestly, you get some weird things from also people that really want to do a good job. They do some of weirdest things before they’re confident in the rhythms of the restaurants. Some of the strangest behaviors are people, it also depends. Some people are very process oriented and they’re not, they’re not

Andrew Roy (47:58.707)

Yeah, yeah.

Andrew Roy (48:05.887)

Mm-hmm.

Daniel Frazier (48:19.574)

way I call it they’re not natural. They think about what they do. And if you have someone that’s very thoughtful about what they do, they will always be bad at something for longer than you think they should be. But in the end, they end up usually being some of your best and fastest employees because they’re very thoughtful about what they do. they’re, you know, some people are very natural and they just, they just do stuff they don’t think. But usually there’s like, they get up to speed very quickly. And then there’s a really hard cap on like how.

Andrew Roy (48:23.774)

Yeah.

Andrew Roy (48:37.759)

They finally figured it out. Yeah.

Daniel Frazier (48:49.206)

like the speed and their ability, but they’re just very natural. So it’s like, need a mix of both. But I’ve always had to try to tell people when we hired some, like, especially when we cross-trained this one employee we had, and I was like, hey guys, he’s going to seem bad at this and you’re going to get frustrated. There’s going to be an extra week or two of him being bad at this, I promise. And then it’ll be fine. And they were like, okay, we’ll play ball. He was training to bar back and it ended up being okay. But you got to meet people where they’re at.

Andrew Roy (49:16.711)

Yeah, no, I always tell the managers that I have to I love people that do the wrong things for the right reasons. And that’s kind of Yeah, it’s those people that they had the guest at heart when they went above and beyond. They just did it in a weird way. It’s like, we need to redirect you a little bit back. Yeah.

Daniel Frazier (49:24.288)

Yeah? Yeah.

Daniel Frazier (49:33.513)

What are you doing?

Well, that’s also coachable. That is coachable. People that don’t like, and obviously you’re going to weed these people out pretty quickly, but if someone just really doesn’t care, it’s really hard to make someone like actually care about the guests or that. And a lot of people are pretty good at hiding that they don’t care or at least like going through the motions enough. yeah, no, it’s caring and misaligned caring is usually

pretty easy to steer in the correct direction.

Andrew Roy (50:07.251)

And then some people, I mean, you, some people can hide that they don’t, but I know I’m thinking of the last server I hired and just talking to her about her old job and she had to move because I think she moved with her boyfriend or because her boyfriend moved. I forget exactly why she moved, but just the amount of joy that sparked in her eyes when she was talking about her old job, like the end of the interview, I was like, do you want to work here? Like, when do you want to start? Sometimes you just fill it. You just know it, you know.

Daniel Frazier (50:31.084)

Yeah.

Daniel Frazier (50:37.506)

That’s a great note. I love hearing. I love honest feedback on previous jobs, but it’s honestly similar for me when you’re in the dating world. If someone is super negative on their ex partner, especially really early on, it’s a huge turnoff. It’s the same with me and hiring. I don’t want to hear that you hated your last job and it was terrible and you were that like, one, I don’t know you well enough for us to really talk about that that way. Some honest feedback on

things were disorganized there, so I found it hard to thrive. Something like that, that sounds measured and thoughtful, but man, if you’re just like, I hate it there, they don’t know what they’re doing, it’s like, it’s gonna be a no from me, dog. I just don’t, I really don’t like to hear that from people. And then honestly, hearing that they loved it and they left for whatever reason, and then when you hear that from someone, that’s usually someone you’re exactly right. You wanna get them in your building as fast as you can.

Andrew Roy (51:19.891)

Yeah, for sure.

Andrew Roy (51:31.731)

Yeah. It’s like right now we can start training this week. Let’s do it. Yeah, Daniel Frazier, everyone. Thank you for joining us. Where should people that are listening, where should they find out more about you? Where they can find your restaurants and yeah.

Daniel Frazier (51:36.319)

That’s awesome.

Daniel Frazier (51:48.716)

Yeah, so, so the pharmacy burger.com www.thepharmacyburger.com is where is our website. You can get us from there. We’re the pharmacy Nashville on Instagram, the pharmacy burger on Facebook. And I think we have a TikTok too, but I think if you search pharmacy, it’ll come up.

Andrew Roy (52:07.723)

We’re too old to know whether or not you have a TikTok. Yes. Yeah.

Daniel Frazier (52:10.904)

I know, right? I have people that worry about that. I don’t think about that very much. But those are the best places to keep up with what we’re doing. We post regularly. And yeah, I think that’s mainly it there. But yeah, if you’re ever in Nashville, we’re in the suburb of Cold East Nashville, just over the river. Come sit down and dining. But if you happen to be downtown,

at the fifth and broad just up from Broadway or it’s on Broadway, but past all the honky tonks, that’s where our food hall location is. Please come get a burger and say hi. and then, if you’re flying through as well, whether it just passing through, we’re there right out, right? Right outside the, the, the AB connection just to the left of the main gate, and the main security area. So you can come have a burger with us in the, in the airport as well. So.

We’d love to host you and also if you listen to this and you ever do come in, please do say hello. If it’s Monday through Friday and it’s before five, six, seven o’clock, I’ll probably be there and I’d love to say hi to you.

Andrew Roy (53:21.287)

Awesome. Yeah, I love that. And for all those of you listening out there who didn’t have pen and paper, I’ll have those in the show notes. So yeah, thank you, Daniel. Thanks for taking a few moments to talk to me.

Daniel Frazier (53:32.684)

Absolutely. This is blast.

Andrew Roy (53:34.207)

Thanks. Cool. I’ll stop it there. So that, know, next week, I believe I’ve got this scheduled for next Tuesday, next Tuesday, the 29th, that should be coming out. And then I was asked, would I in the call, would you mind just leaving the browser open till it says it’s done uploading? It usually only takes a few seconds, but I say it for that one time. I have a, someone with a slow connection or something weird happens, you know?

Daniel Frazier (53:55.075)

Yes.

Daniel Frazier (54:03.022)

That’s a good note. I will wait.

Andrew Roy (54:06.953)

Cool, yeah, if you ever find yourself in Omaha, Nebraska, come say hi. I’m at Mahogany Prime Steakhouse.

Daniel Frazier (54:11.31)

We have an employee, she got her big girl job and so she works with us sometimes on the weekends, but she’s from that neck of the woods. I want to, yeah. Our publicist, she’s from Oklahoma City, so she knew the steakhouse and the owner really well.

Andrew Roy (54:21.414)

cool.

Andrew Roy (54:31.128)

yeah. We have a couple of locations out there too. Yeah.

Daniel Frazier (54:35.246)

Yeah. Yeah. So she, when I was talking about this, she’s like, oh, that’s really cool. She’s like, I totally know all that stuff. I don’t have it. Yeah, we don’t have anything on the books, but I do want to get out West to do some like hiking in Utah and stuff, which I know, I don’t know how close that actually all is, but I will try to do that and say hello.

Andrew Roy (54:42.303)

Yeah.

Andrew Roy (54:51.199)

Yeah. Well, it’s the same thing I think is Nashville. I think a lot of people fly through here, which fair enough, you know, it’s the middle of the country. I get it. Yeah. But awesome. Hey, it was a pleasure to meet you and talk to you. And yeah, if you ever in this neck of the woods, I’ll look up same as me in Nashville. Yeah.

Daniel Frazier (54:58.478)

Yeah.

Daniel Frazier (55:10.478)

And please do the same. You have my number, please keep it. And also, I don’t have enough… If you ever just want to, like, bounce a restaurant idea, please feel free to shoot me a text or give me a call. I feel like, at least for me, as an operator, I stay busy enough to where I don’t have enough… I don’t have as many connections in the wider restaurant world and national as I’d like.

Andrew Roy (55:23.118)

sure.

Andrew Roy (55:37.92)

yeah.

Daniel Frazier (55:39.35)

try to just facilitate them when I can.

Andrew Roy (55:41.789)

yeah, I spent more time with the like crazy bunch of Spanish speaking guys in the kitchen than my wife some weeks so I get it. Cool. Hey, it was a pleasure. Have a good one.

Daniel Frazier (55:48.11)

That’s exactly it. That’s exactly it. All right. This is great. Thank you.