Latest / The Inspired Stories Podcast / Monte Silva Champions People-First Restaurant Philosophy Through Coaching and Management

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Monte Silva Champions People-First Restaurant Philosophy Through Coaching and Management · The Inspired Stories Podcast

0:04
Welcome to another edition of the Inspired Stories podcast
0:08
where leaders share their experiences so we can learn from
0:11
their successes and be inspired by how they've overcome
0:14
adversity. My name is Anthony Kotaspodi and
0:17
today's guest is Monte Silva, Chief Executive Officer of Monte
0:21
Silva Coaching, a Florida based firm established in 2020 that
0:26
provides high performance coaching for restaurant owners
0:29
and business leaders, offering personalized strategies to drive
0:32
growth and streamline operations.
0:35
Through this service, Monti has helped clients boost
0:37
profitability and tap into new markets.
0:40
Now his journey also includes Co founding 10 Tables Hospitality,
0:44
a company focused on delivering intimate, high quality dining
0:48
experiences. We're going to learn a lot more
0:49
about that today. He's also published the book
0:52
Shift Happens, 7 Proven Strategies to Help Your
0:56
Restaurant Crush in the New Economy, showcasing his passion
1:00
for creative solutions in a fast changing industry.
1:02
With over 25 years of restaurant leadership, he has managed high
1:06
revenue establishments including Acme, Feed and Seed.
1:10
Recognized as the 31st highest grossing restaurant in the
1:14
nation, Amanti's ability to transform operations while
1:18
maintaining a fresh perspective has earned him praise from peers
1:23
and clients alike. Now before we get into all that
1:26
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1:29
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Add Back benefits.com. All right, back to our guest
2:00
today, CEO and owner of 10 Tables Hospitality and Monte
2:03
Silva Coaching. Monte, I appreciate you making
2:06
the time to Share your story today.
2:08
Yeah, I'm great. I'm grateful to be here.
2:10
Thank you for having me. Looking forward to our
2:13
conversation. So Monty, you've been in the
2:15
restaurant industry for a long time.
2:18
How did you first get your start?
2:20
Well, I started as a dishwasher in a hotel and at a restaurant
2:25
and it was a steakhouse and I kind of learned the early
2:29
hustle. I had servers that would ask me
2:33
for the scraps for their dogs. So I started selling meat scraps
2:38
to the servers and they would tip me out and I actually made
2:41
more money in scrap tips than I did in my hourly wage.
2:45
So I learned very early that that the restaurant industry is
2:50
a, is a industry that if you hustle and you work hard and
2:55
you're innovative, you can you can do quite well.
2:59
What was before we get to sort of present day and what you're
3:02
working on now as you look back, what's maybe one of your more
3:06
formidable stops along the way and why, What did you take away
3:10
from it? Well, I had, I had a few
3:13
different mentors, but one, one of the stories is I had the
3:19
opportunity to be AGM for Wolfgang Puck.
3:22
And that's where I kind of learned that food needs to look
3:27
sexy, right? That the plates need to be very
3:30
attractive and, and draw the eyes.
3:34
We are, you know, we have our senses and when we utilize those
3:40
senses, we have memory recall, right.
3:44
So if you smell something, your brain automatically starts
3:48
thinking, where have I smelled that before?
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And that that pulls up your memories and then and then your
3:54
memories elicit emotions. And so it could be a very
4:00
emotional experience and dining experience when you use your
4:03
senses and and certainly side and making the food look sexy as
4:07
part of that. And the other thing with
4:09
Wolfgang was he could work the floor better than anyone I've
4:12
ever seen as big of a celebrity as he became.
4:19
And he was taking care of a lot of celebrities, you know, in the
4:23
room. His focus was on them, not
4:27
himself. And, and he really taught me
4:31
about how to work the room, talk to tables and really orchestrate
4:35
this these amazing guest experiences.
4:38
And So what does that look like from a practical standpoint?
4:41
How are you kind of working the room?
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What is it? You just, you know, hey, how's
4:45
your dinner? Is it sort of to that extent or
4:47
did you have some other kind of like opening 1 liners that got
4:51
that conversation kicked off? Well, there's a, there's a
4:54
number of reasons and I, and I just did a, a segment on the
4:57
lost art of table touches. And the reality is if you go to
5:02
a restaurant, most restaurants, you never see the manager, let
5:06
alone engage with them. And what our role really is, is
5:12
is, you know, we have two hats. We are a shift leader for that
5:16
particular shift. And then we might be the GM or
5:18
the beverage director. And so most of the secondary,
5:24
you know, beverage director, GM position, most of the work you
5:28
do is more administrative, more task focused, you know, writing
5:32
schedules, writing your orders, things like that.
5:36
Whereas your shift is very people focused.
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And so if you're not on the floor with people, then you're
5:42
really not doing your job. And so the things you should be
5:45
doing on the floor is supporting your team when it's busy,
5:49
jumping in and helping them when it's not as busy, observing and
5:53
keeping your head on a swivel. So you can, you can proactively
5:56
see things coming that may need your attention.
5:59
And, and if you do that in a way where I call them circle or
6:04
circle eights, where you start at the host desk, you check to
6:08
make sure that reservations are on time, that that we are
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accommodating everyone and getting them in when their, when
6:15
their reservation is. If we're creating a wait, how
6:18
long are we quoting? Then we go through the dining
6:22
room and we touch tables of people that have just just
6:26
gotten their entrees or their appetizers and just check really
6:31
quick because if something needs to be fixed, it can be done very
6:34
quickly. Work your way into the kitchen,
6:38
look at the window, make sure that ticket times are good.
6:41
There's not too many tickets. If you see an overwhelming, you
6:46
know, bunch of tickets in the window, then you can go back to
6:50
the host desk and ask them to slow down the seating a little
6:53
bit. Then you work your way through
6:54
the bar, talk to tables in there, ask if the bartenders
6:58
need change or anything. And then you work your way back
7:01
up to the front. And by doing that and having
7:05
that proactive nature, you can really ensure that the guest
7:09
experience, even if it goes sideways a little bit, can be
7:12
corrupted very quickly. And you're fixing it on spot,
7:15
which is then going to boost your online reviews and and so
7:21
forth. When it comes to and, and really
7:24
it's, you know, you can't say the same thing to each table.
7:28
You can't say Hi. How are you?
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How's everything? Can I get you anything?
7:31
Great. Thanks for coming in.
7:33
Hi. How are you?
7:33
Can I get? You to keep it fresh.
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If you're if you're just repeating the same thing that
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you've said 12 times already that evening, you're going to
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you're going to sound like a robot, whether you mean to or
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not. Yeah, and you want to go from
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transaction to human connection. And so you might ask why they're
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there and and if it doesn't already say so in your
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reservation platform. You know what?
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What brings you in? Hey, we're celebrating our first
7:55
date since, you know, since our baby was born.
7:59
Well, that's a big deal, right? Or maybe they're traveling and
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you say where you from and they say, Hey, I'm from Seattle and I
8:05
said, oh, my sister lives in Queen Anne, you know, and so
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you're able to create some connection, right, which helps
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them realize it helps them remember their home where they
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live. And they enjoyed talking about
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where they live. And and I could say something
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like, man, I love the fish market where they throw those
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big pieces of fish down to each other and and then they start,
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you know, again, they're listening memories.
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Those memories are creating emotions.
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And so the goal really is to try to create a human connection
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with every guest that sits in your restaurant.
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And you can't do that if you're not touching tables and engaging
8:44
people. And then I use if if something
8:48
has gone wrong, I use this formula called glad where you go
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to the table. So G is go, L is for listen,
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people want to be heard and if they don't feel heard from you
9:02
in the restaurant, they will tell the world 0 review
9:07
apologize is a So whether it's your fault, whether it's
9:12
misperception on their part, it doesn't really matter.
9:15
Their perception is the reality. So apologize and then do
9:19
whatever it takes. So glad go to the table, listen,
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apologize, do whatever it takes. And I found that a lot of times
9:26
people will do the bare minimum and you're not allowing the
9:32
guest at that point. And, and so I always try to do a
9:35
little extra to make sure that that they leave happy.
9:40
So that's really one of the, you know, the biggest things I
9:45
learned from Wolfgang was working the room and.
9:48
You know, and I, I love that last point that you're talking
9:50
about is, you know, use that problem as an opportunity to
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completely flip the direction of the evening.
9:57
I had a business partner years ago who was great with this.
10:02
We were fulfilling physical product orders.
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And, you know, sometimes people get the wrong thing or what they
10:09
got would be broken. And he would get on the phone
10:13
with them and he had a way of interacting with them, talking
10:16
with them, apologizing. We're going to fix it.
10:18
We're going to pay for shipping. You don't need to send it back.
10:21
And, you know, by the end of the call, they're so happy they're
10:24
ordering more things from us. And we used to joke about, you
10:28
know, maybe we should just screw up every order to give us the
10:32
opportunity to sort of show that over the top level of service.
10:36
Because I think a lot of times people are accustomed to when
10:39
something goes wrong the the vendor, the restaurant in this
10:42
case, you know, they're kind of like, you know, nothing we can
10:46
do here. And so I love what you're
10:48
talking about there, Monty. It's it's like, no, we're going
10:51
to use this as an opportunity to really wow them.
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Not just, you know, here's you know, here's a free Pepsi on us.
10:56
It's like, you know what, what's, what's the over the top
10:59
thing we can do that they're going to really remember us for?
11:01
Yeah, one of my best VIPs started off not so well.
11:07
We were on an hour wait at a restaurant I was running, a
11:09
Fleming Steakhouse, and we were on an hour.
11:13
This one table was waiting an hour for the food and it was a
11:16
party of 6. I ended up comping the whole
11:18
bill. It was 500 bucks and that guy
11:22
probably brought me over the next 12 years.
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Probably brought me 100 grand a business.
11:32
That's a pretty good ROI. If you want to just look at it
11:34
in dollars and cents. That's a pretty good ROI.
11:37
Yeah. OK.
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So where did the idea to start your coaching Monte Salib
11:41
coaching come from? Well, what's interesting is I
11:46
was, I was working in restaurants.
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I was at a restaurant in Nashville and I was the GM and I
11:52
came home one day and my wife said you got to see this show.
11:57
So went to the went to the family room and, and Robert
12:02
Irvine restaurant Impossible was on.
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And my wife was like, you could totally do that.
12:09
And, and that was in 2011, I believe.
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And I was like, yeah, it's a cool show and I started watching
12:17
it, but I never really thought of myself doing that kind of
12:20
work. And so when COVID hit, the
12:27
restaurant industry obviously took a huge hit and a lot of
12:30
restaurants shut down in Nashville.
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It was pretty brutal. They not only did the six foot
12:37
rule, but they only allowed 25% occupancy and they didn't allow
12:42
you to put tables on the pad, on the sidewalks, through the
12:45
parking lots. So it made it very, very
12:48
difficult to survive. And then on top of that, they
12:52
raised property taxes 26% to offset the lost revenue, which
12:57
then hurt the landlords that couldn't help their restaurants.
13:01
And so Nashville took a pretty bad hit and at the time I was
13:08
like, I had a one year old son and my wife was a stay at home
13:11
mom and I'm like, what the crap am I going to do?
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I can't get work for the first time in my career.
13:17
And so we decided to move to Florida where there were safety
13:22
precautions, but there was a desire to keep businesses open
13:28
and running safely. And so I moved down and I got a
13:32
job as a managing partner of a restaurant and, and while I've
13:36
even before I moved, I started thinking about how can IA make
13:42
money for myself and my family and B, how can I help other
13:48
people that are going to be struggling through this time?
13:50
And so I had to really kind of think about, OK, what am I good
13:55
at? What do people need and how can
13:59
I solve their problems? And so I created Monte Silva
14:03
Coaching, started writing A blog.
14:08
The blog was called Hash Hashtag Restaurant Tour.
14:12
That ended up becoming a blog called Shift Happens and that
14:17
basically got me to write a column called Shift Happens for
14:22
FSR Magazine. And that became the book.
14:27
So that's kind of how I got into it.
14:28
But I, I wanted to, I wanted to help people.
14:34
I wanted to create a revenue stream that was not dependent
14:39
upon somebody else. That was purely based on my
14:44
talent and skill set. And and then I wanted to also,
14:48
you know, be home more of my one year old and my wife.
14:51
So that's kind of how all that came about.
14:54
And I had several customer, you know, clients in the beginning
14:57
that really didn't know how to to create margin in their life
15:03
to be able to work on the business instead of in it.
15:05
So they were always working were.
15:07
You able to find consulting clients during this time because
15:11
you know a lot of the restaurants were shut down.
15:14
Probably people not looking to do anything other than hoard
15:17
what little cash they had. Yeah, everything that I did was
15:21
virtual, so I was able to take on clients all around the
15:25
country. I had a client in Richmond, VA,
15:29
West Virginia, Pennsylvania, Ohio, Illinois.
15:36
OK, so we. Are able to get some clients
15:39
during this time and how has it evolved today?
15:43
So what I've done, because I because I Co started another
15:47
company that I'm I'm very excited and focused on.
15:51
I'm shifting from the one-on-one model to more of a group
15:55
mastermind. So in addition to speaking at
15:59
conferences, which I've got some great events coming up, I'm also
16:05
I wrote the book shift happens. I'm working on a second book
16:09
called Transformational hospitality, turning transaction
16:12
into human connection. That'll be out next year.
16:15
And so under Monte Silver coaching, the speaking and the
16:19
writing and things like that are living.
16:22
And then rather than doing the one-on-one coaching, I'm going
16:25
to be launching a group mastermind in October where I'll
16:29
take 20 restaurant owners that want to really dig in and we
16:34
cover 5 core pillars that are is going to help them really be
16:39
successful. And it's, it's centers around
16:41
people, product process, purchases and purchases include
16:46
not only sales where you're building your sales with what
16:50
the guests are spending, but also what you're spending in the
16:52
restaurant and then profitability.
16:54
And so during the three months, the focus will be on those five
16:59
categories to really ramp up their businesses.
17:03
And really, any decision you make is going to fall into one
17:06
of at least one of those five categories.
17:09
And so who's the target for this?
17:10
Who's the ideal person that joined this mastermind?
17:14
It could, it could either be someone that owns a restaurant
17:18
route, maybe they have one to four restaurants, 1 to 5
17:21
restaurants. It could be someone spoke in
17:26
Vegas at bar and restaurant Expo last year and I met a guy who
17:29
has 85 franchise outbacks, you know, so it could be a larger
17:37
group like that. And, and maybe, you know, we
17:39
have a discount if someone wants to bring their GMs with them
17:43
into the training. So where I'm really training
17:47
their leaders as well. It could be corporate, but it's
17:52
probably more of the, you know, restaurant owner that you know,
17:58
has one to and. Where can people find
18:01
information about this you? Can reach out.
18:04
You can follow me on my LinkedIn page Monte Silva coaching.
18:07
You can also e-mail me. I'm revamping my website right
18:13
now, so Monte silvacoaching.com is not currently up, but I'm
18:18
about to revamp that and get that back up or you can e-mail
18:21
me at Monte at 10 tables hospitality 10 is spelled out TE
18:28
n.com and then I can and you know what I.
18:32
Really like about this mastermind concept they're
18:35
talking about and I've had the opportunity to discuss this with
18:37
a number of guests in the past. I think, you know, any time
18:40
you're running a business, it could be pretty lonely at the
18:44
top, right? Everybody looks to within your
18:47
organization, everybody looks to you to have the answers.
18:50
Sometimes you do, a lot of times you don't and you're just kind
18:52
of making it up on the fly. And so when you can bring
18:55
together some peers and you've got an expert like yourself at
18:59
the helm, wow, it just there's this sense of community one,
19:04
which is great because you kind of feel like you're on an island
19:08
as the, the leader of your restaurant group.
19:11
But then there's also just this place that you can go to for
19:14
answers. Hey, I'm having this HR issue.
19:17
Hey, I'm having this payroll issue and there's somebody in
19:19
the group. And in this case, a lot of times
19:21
it's going to be you that has had that issue.
19:24
Hey, here's what I've done. Here's a vendor that you should
19:27
call. I mean that, that kind of
19:29
support, it's obviously you are putting a price tag on it, but
19:33
it's hard to put a price tag on the value that that it delivers.
19:36
Yeah. And.
19:37
What's interesting is I, you know, I anticipated when I
19:40
started the coaching that I was going to get these people that
19:43
had no clue what they were doing, that they had never been
19:46
in the restaurant business. I only had one client that had
19:49
never worked in a restaurant that owned their own restaurant.
19:52
Everybody else was actually very successful to a certain degree,
19:57
but they kind of hit that plateau because most of it was
20:01
based off their own effort. And and so really it was just
20:06
helping them build the right teams, put the right processes
20:09
in place. You know, just like I said,
20:11
people in process are two big parts of that.
20:16
And, and what I've also learned over time is 2 things.
20:20
One, none of us are as smart as all of us, so.
20:24
So you have a perspective that I don't have because of your
20:27
experience and maybe you don't have, you know, a total of 40
20:32
plus years in the industry between hourly positions and and
20:35
salaried management positions. But you would bring a unique
20:39
perspective of your of your experience and maybe still
20:43
something that I'm not familiar with, right.
20:46
So by having that group dynamic, we're able to share ideas and
20:53
put best practices in place. And yeah, a lot of them will
20:56
come from me, but not all of them.
20:59
And then the other one, to your point, is just not feeling like
21:03
you're by yourself. And then lastly, sometimes you
21:07
don't know what you don't know and all of a sudden somebody
21:10
else in the group asks a question and you're like, yeah,
21:13
you know what I need? I need help in that area too,
21:16
right? They don't know that they do.
21:17
They're not thinking about it 'cause they maybe they have a
21:19
bigger issue that they're tackling.
21:22
And so that group dynamic really creates a community of people
21:26
that support each other. We'll end up doing some live
21:31
events as well in person so that people can come and meet each
21:36
other in person. But yeah, ultimately each week
21:39
there'll be some dripped content.
21:41
It might be some reading, it might be a video I've recorded,
21:46
pre recorded. There will be a master class
21:50
every week where on a subject where I run the class and then
21:54
there's Q&A afterwards. Everyone will get a copy of my
21:58
book and a lot of different stuff.
22:00
So it should be a lot of should be really great value and I'll
22:05
priced it in a way so that I can help or get them out of people.
22:09
But they'll be groups of 20. So it'll be a very intimate
22:13
opportunity to spend time with me and other, yeah.
22:16
And, you know, from the masterminds that I've been a
22:17
part of in the past, the other thing that it's been really
22:20
helpful for is in making me think bigger because I see what
22:25
some of the other people in the room are doing and how they're
22:28
stretching even further than I was.
22:30
And I'm like, OK, like I, I need to expand my thinking.
22:35
So I think it's really good from that perspective too.
22:37
But I want to hear now about 10 Tables Hospitality.
22:40
This is more recent and this is something that you're really
22:43
excited about. Tell us what's going on here.
22:45
Yeah, so I. Was very fortunate when I I
22:48
spent a little bit of time in Cincinnati and I met a gentleman
22:52
named Mark Lundstein and he, he is a very talented chef.
23:00
He owned his own restaurant at the time.
23:02
We became really good friends and because of our level of
23:09
expertise, I've got AI was a chef as well.
23:13
So I have some kitchen background, but I'm definitely,
23:17
I lean towards the front of the house.
23:18
And and so we both felt like we were at similar levels of our
23:24
expertise in back of the house and front of the house.
23:28
And so we decided that with our passions that we had and similar
23:33
ideas that we should partner together.
23:36
And that was in 2015. And then we didn't do anything
23:41
about it. 2014, he went on to be the corporate chef of a
23:46
restaurant group in Cincinnati. I moved back to Nashville, was
23:50
the director of OPS in Nashville.
23:53
And then when COVID hit and I moved to just South of Tampa, I
23:58
was, I've been here for four years.
24:00
And then last November, he called me up and said, hey, I'm
24:04
going to move to Saint Pete. You want to finally do what we
24:08
talked about. And this is right in your
24:10
backyard. Yeah, so.
24:12
So we launched 10 Tables Hospitality in December and the
24:16
idea behind it is we believe that trying to properly take
24:23
care of people when you're scaling a massive restaurant
24:27
like Acme Feed and Seed was four floors.
24:30
We did 18 and a half million a year.
24:32
We had, it was a very low check average because we sold 70%
24:35
alcohol, but it was $18.00 per person check average.
24:40
So you're looking at a million visitors a year.
24:43
You know, how many of those people do I get to touch, you
24:46
know? And so we wanted to create
24:50
smaller, more intimate spaces so that we could really, really
24:56
control the guest experience. And so we're going to own our
24:59
own restaurants. And the first one we opened was
25:01
Comida, which we just opened this past June.
25:07
It's a elevated Latin American restaurant, very clean, healthy
25:13
eating, no seed oils, 100% gluten free, including our
25:17
churro doughnut holes, lots of vegetarian and vegan options.
25:23
And we just believed, you know, we kept away from the all of the
25:29
dangerous toxins that are sprayed on things.
25:33
We local source. We do a lot of those things.
25:36
So we opened up Comida and as an example of being able to do
25:40
something smaller, there's fifty seats in the restaurant and we
25:45
had 119 straight five star reviews on Google before we
25:50
dropped the ball and got a four-star.
25:52
So so you know, on a devastating.
25:55
Day. Yeah.
25:56
Yeah, it was. Devastating and, and it was
25:58
because we didn't have tofu on the menu.
25:59
It was why we got the four stars, which you know it, it
26:04
allows us to think, OK, how can we do better and, and our chefs
26:08
specifically didn't want tofu because of there's a lot of very
26:13
bad things for your body that are in tofu.
26:16
So we're going to be adding a dish that's made with chickpeas.
26:19
It's a tofu made with chickpeas. And so he's going to be able to
26:23
offer something very clean, but but it will accommodate that
26:27
four-star person. So but we're going to own
26:30
restaurants like Comida and we're going to they're going to
26:32
be between Sarasota, Bradenton, Saint Pete, Tampa and
26:36
Clearwater. We have some opportunities in
26:38
Clearwater that have come up and some other areas.
26:42
So we'll be expanding that and we'll do more.
26:44
Are these all going to be the? Comida yeah, we'll have
26:46
different. Concepts.
26:47
Yeah, we'll have. Different concepts.
26:49
We were only going to do 1 Commeda, but there's interest
26:52
now in Saint Pete and Fairwater. So we'll probably do about three
26:55
of those and then we'll do some other concepts.
26:57
And then the second leg of 10 tables hospitality is a
27:02
management thing, which I'm really excited about because
27:06
there's not really anybody doing this.
27:08
There might be a few one offs here and there, but it's, it's
27:12
very, there's a much greater need than current supply where
27:19
if you think about hotels, Marriott and Hilton don't own
27:23
the properties. They're the management company
27:25
that runs them and their brand represents that hotel and that
27:29
owner. And so we're going to offer
27:32
management services to restaurant owners where if they
27:37
don't have the infrastructure of a corporate office that we
27:40
provide that. So we'll provide the director of
27:43
OPS kind of support, the GM and chef to run the day-to-day to
27:47
make sure the guest experience is fantastic.
27:50
But the food quality is there, the restaurants are clean.
27:53
We'll offer financial support where we are.
27:57
We are doing inventory management and plastic goods
28:03
control that we're doing P and LS really helping manage the
28:09
finances. We'll offer HR and payroll.
28:15
It's interesting that we're on this call today because we're
28:18
going to be needing to, you know, talk to a company about
28:21
benefits. So you and I should have a
28:22
future conversation and that would be for our own restaurants
28:26
as well as those that we're managing.
28:29
And then we also offer marketing support.
28:31
So, so that's the management arm of it.
28:36
So we have the ownership and you know of our own restaurants,
28:40
management of other people's restaurants and we can do that
28:44
for either a percentage of sales off the top or some ownership in
28:48
the company. And then we offer straight
28:51
consulting services where where we might help somebody with a
28:56
turn around that has a failing restaurant.
28:58
I've done 15 turnarounds in my career and none of the
29:01
restaurants closed or we can do startups and I and Mark and I
29:06
have done probably 30 openings between the two of us.
29:10
So that's kind of what 10 tables hospitality is.
29:13
So it is taking up a lot of more of my time, which is why I'm
29:16
shifting from the one-on-one coaching through new market self
29:21
approaching to the master. So, Monty.
29:23
I want to better understand the management component of this.
29:28
And you drew the comparison to the hotel industry.
29:32
Yeah, For example, Hilton, right, They're not managing most
29:36
of their properties. Is that correct?
29:38
So. Hilton doesn't own the
29:39
properties, OK? They somebody that owns the
29:44
hotel will. And it's a little bit different
29:47
because they're bringing their brand name recognition as well.
29:51
So yeah. Is that like a franchise?
29:52
Model or it's. It's not.
29:56
It is kind of a licensing thing though, where the hotel owner
30:01
has the right, has purchased the right to put Hilton or Marriott
30:07
or one of the sub categories, you know, Hampton Inn, whatever
30:12
on their hotel. But it comes with the management
30:17
structure where they actually run the operation for you.
30:21
So the restaurant groups we work with, it won't say 10 Tables
30:25
Hospitality, you know, on the building, it'll say, you know,
30:33
Louise's authentic Mexican restaurant or whatever, whatever
30:36
it is. So we won't necessarily bring
30:40
the branding unless they want us to put, you know, put some
30:43
marketing on there that says A10 Tables Hospitality.
30:50
If if we come in as part owner of the business, then they'll be
30:55
represented on our website and you know, we'll be promoting
30:59
them through our own marketing sources as well.
31:03
But it's less about the brand of 10 Tables Hospitality and more
31:07
about the management support. So this this is a kind of a new
31:12
model in the restaurant space you said and there might be some
31:16
one offs here or there as you have tried to explain this
31:20
concept to people in the space. What's their reaction like?
31:24
Do they get it? Do they see a need for it?
31:27
If they do, who's sort of like the typical profile?
31:31
Yeah. If if it's a one off, if it's a
31:34
a singular restaurant owner, it only has one property.
31:40
They stayed pretty hands on and they don't really see the need
31:43
for it. But as people are scaling, for
31:46
instance, we're talking to a, a restaurant owner, he has an
31:51
Italian restaurant, he has a steakhouse and he wants to
31:53
expand the steakhouse concept. And he, he basically said
31:58
straight up, I don't have the firepower.
32:01
He said I, I need help getting this first steakhouse exactly
32:05
where I want it. He took it when he took over, he
32:08
took it from 1,000,000 to 2 million and potentially it's a
32:12
$5,000,000 a year restaurant. And he said I don't really have
32:17
the firepower to get it to 5 million.
32:20
And he wants, he's already looking at a second location
32:22
once, once the restaurant gets where to where he wants it.
32:26
And so he just doesn't have the bandwidth to be able to expand
32:30
to that level. So it's really people like that,
32:33
people that want to scale. One of my last one-on-one
32:37
clients had restaurants in, yeah, 2 restaurants in in
32:42
Illinois and one in Tennessee. And we worked together for about
32:47
a year as his, I was his coach when we scaled from 3:00 to
32:51
5:00. And I helped him figure out how
32:55
do we, how do we track top talent?
32:58
You know, what kind of benefits packages do we need to put
33:00
together for them? How do we put the right systems
33:04
in place that can be monitored from a single location?
33:09
And so we grew in that year, we grew from three to five
33:12
restaurants. So that's an example of somebody
33:15
that needs extra help with the firepower.
33:19
But for us, beyond just kind of getting that first restaurant
33:25
to, to be all it can be and then begin to duplicate that, we can
33:32
also come into places that have, you know, 5-10 restaurants that
33:36
don't have the corporate structure yet.
33:39
And they're frantically trying to, you know, put thumbs in all
33:43
the holes that are missing. And I just need that because
33:45
it's one thing. To be the person that can sort
33:47
of get it off the ground and get a few locations opened.
33:52
But then once you start scaling beyond a certain point, it takes
33:56
a different set of skills, a different set of infrastructure.
33:59
And that's where your expertise comes in.
34:02
Right, Monty? Yeah.
34:03
And. And not only even going back to
34:05
an earlier, that's a great observation.
34:07
Even going back to an earlier part of that process, when you
34:11
have a singular restaurant, it's a very different skill set to
34:20
open a restaurant than it is to operate a restaurant.
34:24
You know, it's very, very task focused when you're opening a
34:27
restaurant like, and I've, I've done, I think a dozen or so
34:32
openings myself and it's, it requires a lot of focused detail
34:39
on the tasks and the checklists and everything else.
34:43
Whereas in operations, it's about, you know, culture
34:46
building and the guest experience and cost control and
34:51
all of those other factors that fit in those five pillars that
34:55
I, that I mentioned earlier. It's a very different skill set.
35:01
I've been very fortunate through, through having ADD,
35:05
I've had to teach myself to be very focused when it comes to
35:08
the granular details and tasks. And so I've been able to like be
35:15
that visionary, creative guy who's creating concepts and, and
35:19
ideas and crazy stuff on my head, which there's always some
35:22
crazy idea out there, but then being able to bring it down to
35:28
ground level and execute. And they're very, very different
35:31
skills. And I'm, I'm through trial and
35:34
error. I've I've become very good at
35:36
both of us. What kinds of restaurants are a
35:41
good fit? Is this more fine dining like
35:44
casual sit down can like QSR kind of fit under your or is
35:48
that not really your area of expertise?
35:50
Yeah, I'm not. Really doing the QSR model,
35:54
there's a project we're going to be doing where we're going to
35:59
put a restaurant in a food hall and we'll control the alcohol
36:03
for the whole food hall. And then there will be some QSR
36:06
spots in there. And we're going to help find
36:09
those QSR companies and then also kind of manage the whole
36:16
food hall where we're there to support the QSRS.
36:20
But we aren't really creating our own QSR concepts nor are we
36:27
focused on management contracts with those people.
36:32
Would they be a good? Fit for your mastermind or not
36:36
so much. QSRS, you mean?
36:40
Yeah, yeah. I mean, I think that, you know,
36:42
especially when you're focused on systems, if if you're a
36:45
franchise, you probably have a pretty good system in place,
36:50
otherwise you wouldn't have bought into the franchise.
36:55
But for people that are creating concepts, QSR concepts at a non
37:00
franchise level, then yeah, there's definitely opportunities
37:05
for us to help you, especially on the people process product,
37:11
you know, and profit side for sure.
37:13
The so back to your question, I think for, for management
37:18
company, you know, someone that wants to scale, but again,
37:25
doesn't have the bandwidth to get there or, or they need some
37:29
help getting that first. Because you know, once you
37:31
create that perfect model and you identify your avatar and
37:35
what you're going for, and you have your systems in place and
37:38
you have your order guides and who you're buying product from,
37:41
it's very easy to replicate as long as you can, as long as you
37:45
can attract great people. Let's talk a little bit about
37:51
your book Shift Happens. So in there, you outline 7
37:55
strategies to help restaurants adapt.
37:59
But Monty, if you had to choose just one strategy, just just
38:02
single that out, that consistently drives success for
38:06
people, what would that be? Now you it's like picking a kid.
38:13
So in the book I talk about they're, they're basically 7
38:18
false beliefs. There's more than that really.
38:19
But I identify seven false beliefs that we believe for the
38:22
last 50 years that really ruined our industry.
38:27
And I'll mention a couple just very quickly and then I'll dial
38:32
in on one. So that includes things like you
38:36
have to underpay your people to be profitable.
38:40
Another one is you have to work 70 hours a week to be
38:43
successful. Another one is good people are
38:48
hard to find. So I'll I'll go with the first
38:54
one about underpaying your people to to be profitable.
39:00
The problem with our industry is we focus so much on percentages
39:06
of cost that we devalued the greatest asset we have, which is
39:13
people. And so when we looked at people
39:16
as a labor line on AP and L, it detracts from our profit, right.
39:22
It costs US money. And so when we look at them as a
39:26
liability, we try to underpay them.
39:30
We under train them because we don't want to spend the money
39:34
and that could be either not enough training hours or or
39:39
resources. It could be not letting them
39:41
taste the food because you don't want to have to pay for that.
39:45
But we're underpaying them, we're under training them, and
39:49
then we're under scheduling them.
39:52
But if you think about it, looking at two different
39:57
departments in a restaurant, you've got your line cooks and
40:02
you have your servers and your bartenders right on.
40:06
Any company that wants to grow has to increase their
40:12
production. And increase their sales force,
40:15
right? And so if you're trying to scale
40:18
your restaurant and grow it, if you cut your line cooks, you're
40:22
cutting production, cut your servers, you're cutting your
40:27
sales people. And if you're cutting your
40:29
bartenders, you're cutting your sales force and your production,
40:32
right? And so no company can grow their
40:36
business by cutting their production and their sales
40:40
force. So when we when we're cutting,
40:44
we think, OK, they're a liability.
40:46
So we're going to cut them as much as we can.
40:48
We're going to pay them as little as possible.
40:50
We're not going to offer them benefits, things like that.
40:53
And then the cost of turnover is outrageous because not only are
40:58
you paying for a new person to train at a non tipped rate, but
41:02
you're paying somebody else to also train them, right?
41:06
And if you look at them as an asset on a, on a balance sheet,
41:13
then you're looking at them as like something that can grow and
41:17
you want to invest in your people because they're going to
41:19
grow and you're going to be able to grow your sales, your
41:24
business, you're going to be able to grow your people.
41:27
And so I always look at restaurants as a greenhouse for
41:31
growing our our greatest asset, which is our people.
41:35
I like that a lot. How about a serious challenge
41:39
that you've overcome in your life, Monty, whether it was
41:42
personal or professional, How did you get through that and
41:45
what did you learn going through it it?
41:47
Was both personal and professional.
41:49
The one I'm going to share, there's lots.
41:51
There's lots. Certainly where I am now.
41:56
Came from a lot of heartache and bad decisions and watching other
42:00
people make bad decisions really kind of fine tune.
42:04
And that's where a lot of my knowledge for the book came
42:07
from. But when I was with Wolfgang
42:10
Puck, I was running 2 restaurants as the GM.
42:14
So I would get to 1 restaurant at 8:00 AM and I'd work till
42:19
four and I'd jump on the four O 5 and I would drive to the other
42:23
restaurant and work 5 to midnight six days a week.
42:27
So I was clocking 90 hours a week, had Sundays off and I
42:33
would just sleep. I was married, went through
42:36
divorce, went through burnout. And I decided that because I,
42:44
because I, when I started my career as a manager in 94, I was
42:52
AGM for Wolfgang Puck in four years from my very first
42:57
management position at a Mexican restaurant.
43:01
I went through bar manager, assistant KM, service manager,
43:05
chef, GM in two different companies all in four years and
43:10
then went to work for Wolfgang 4 years into my career.
43:13
So it was a very, very fast rise, but it cost me a lot in my
43:20
mental and physical health as well as my relationship.
43:24
So I went through a divorce, went through burnout, decided
43:27
that I was just going to go to Vegas and be a captain in a
43:31
restaurant and take a break and work, you know, 30 hours a week.
43:35
And some of that was self-inflicted because I'm a
43:37
very, it's hard to turn my brain off.
43:40
And so when I get home from work, I have to figure ways to
43:45
decompress. And so I took the break in
43:49
Vegas. But so Wolfgang's team said,
43:53
look, if you're going to go to Vegas, you know, you should at
43:55
least still work with us, even if you just want to be a
43:58
captain. And then when you're ready to
44:00
jump back in, we'll bring you back into management.
44:03
So I did that. I was in Vegas for four years
44:06
and really took a break. But during that time and a lot
44:10
of time to self reflect and the burnout and the failed
44:18
relationship had a lot to do with my inability to delegate
44:26
and my inability to develop people.
44:29
It's like I took all the reins and I tried to do it all myself
44:32
with the white knuckles holding on to everything very fiercely.
44:38
I wanted to control every guest experience, every, you know,
44:42
every dish, every and and because of that, I was always
44:46
there and working for Wolfgang Puck.
44:48
I had, you know, I had John Travolta and Meg Ryan and Donald
44:52
Sutherland and Oliver Stone and all these celebrities, and I
44:57
felt like I always had to be in the building when I knew they
45:00
were coming. So what I learned from that is
45:06
that the restaurant industry is not a Sprint.
45:10
There are moments of sprinting, right?
45:12
A new opening, Valentine's Day, you know, things like that.
45:18
There's there's moments of sprinting, but it's a marathon
45:21
if you want to be in the business.
45:23
And I would have never made it, you know, 15 years in the hourly
45:27
ranks and over 25 and management had I not learned that this is a
45:32
marathon. And I need to figure out how do
45:35
I pace myself to where I'm aggressively growing the
45:39
business, but I'm also taking time to replenish to have
45:43
healthy relationships. And, and what I learned was if
45:48
you've got your personal relationships, you know, or your
45:52
personal life and your business life, once you bring your
45:58
business life into your personal life, your personal life
46:02
suffers, right? And then when your personal life
46:06
suffers, it affects your business because you are
46:11
thinking about home when you're at work and you're thinking
46:13
about work when you're at home. And then you do both very
46:17
poorly. And so I learned how to to grow
46:23
people and to delegate. And unless it's a decision
46:28
that's going to close your restaurant, you need to let
46:31
people learn from their mistakes and grow.
46:36
And then I created a this, this thing I said, look, if something
46:42
is important but not urgent and I'm off e-mail and when I have
46:49
time, I'll look at it. It's important.
46:51
I won't forget it. It's emailed.
46:54
If it is urgent but not important, make a decision
46:59
yourself, right? And if it is urgent and
47:03
important, you can call me or text me on my day off.
47:06
So what urgent and important is not a somebody wants to be cut.
47:12
Urgent and important is the restaurant's on fire, there's
47:16
$1000 missing in the safe. Somebody just fell off a ladder
47:21
and was rushed. You know, those are urgent and
47:24
important. And as you teach people how to
47:27
how to make their own decisions on the smaller things, and
47:32
there's less and less that needs to get to your level, then
47:36
you'll be able to have the time when you're off to replenish,
47:39
recharge, spend time with your loved ones.
47:42
And so that was the most valuable thing I learned was you
47:46
need to grow your people so that you can delegate and you need to
47:49
develop them. And you need to have safeguards
47:53
in place to protect yourself from burnout.
47:57
Because it is a marathon on a spring.
48:00
Did you? After that sort of four year
48:02
stint in Vegas, move back from being a captain into management,
48:07
Yeah, so I moved. To Nashville, I got back into
48:09
restaurant management. That's when I was working with
48:11
Flemings when I first got there. And, and I met my wife, Anita,
48:18
who now we've been married. We just celebrated our 17th
48:20
wedding anniversary, which, you know, has been a a challenge,
48:27
you know, because she was a school teacher and she didn't
48:29
understand the life we live. And it took a while and it's,
48:33
and I was still kind of learning how to balance life and work
48:37
and, but she's been a a trooper and, you know, I was really hung
48:43
in there. And now that I, my schedule is
48:46
freer and I can spend more time with her and my son.
48:50
It's a it's a really great life. I want to go back to when you
48:55
were in California. You hit that burnout stage,
48:57
working 80 hours a week. Your marriage fails partially as
49:02
a result of that. I mean, you hit on that.
49:05
But, you know, hey. And then I moved to Vegas and,
49:08
you know, took a break. But what was that period like
49:12
for you? How did you actually find your
49:16
way through it? I mean, that's that's a really
49:18
hard thing when you, you know it.
49:21
Both your marriage and your career get sidetracked, get
49:26
derailed. It's probably a better.
49:27
Yeah. I mean.
49:28
You, you lose, you know, work was an identity for me, you
49:32
know, so I felt like a failure, you know, in the relation
49:40
aspect, 'cause I grew up in a very conservative family that
49:42
you marry for life. You know, my parents married,
49:45
were married, you know, their whole time until my father
49:48
passed. And so felt like a failure in
49:51
that I felt like a failure running restaurants for Wolfgang
49:58
Puck and then not, you know, I was at the height of it wasn't
50:04
the height of my career, but it was the height of my career at
50:06
the time. And it was very prestigious.
50:09
I was featured in a book by David Steadman called Bev Biz is
50:17
Showbiz. And I was extremely well known
50:22
in in Southern Cal. And, you know, I could walk past
50:25
the lines at, you know, the Sky Bar and different, you know,
50:31
very elite nightclubs that, you know, I had a pastor pass by
50:39
everyone and get in because I was AGM for Wolfgang Pluck and
50:42
it was very prestigious time. I was dining at the best
50:46
restaurants in the city and going to, you know, sporting
50:50
events and and so feeling that failure of wow, I'm no longer
50:58
AGM for Wolfgang Puck. And it was a personal choice
51:01
that I made. But, but it still hurt, you
51:05
know, and it was difficult, you know, it was fine in Vegas
51:10
because I didn't want to pursue restaurant management again.
51:14
And it was a good break for me. And as I thought through that
51:20
process of getting back in, it was a good time for me to
51:26
reflect and kind of see, OK, what do I need to do
51:29
differently? And so a lot of the book shift
51:34
happens comes from that period of reflection of failure and
51:39
feeling like I hit the bottom, you know, and, and it wasn't the
51:43
only time. There's been peaks and valleys
51:45
through my career when I got laid off, you know, during COVID
51:49
because I was the only non family member of the corporate
51:51
level. There's these peaks and valleys
51:54
in my career. But as I look back, if I were to
51:56
take a graph, every time I hit a valley, my next rise was higher
52:02
than my previous interesting. And I think if we learn to fail
52:07
forward, which is a a great book that John Maxwell wrote called
52:12
failing forward, you learn to to pick yourself up from a failure
52:18
and and keep going, then I think that that's your really your
52:23
greatest resource for growth. And I think that we need, I
52:30
think you shared with. Me before we went live.
52:33
The mess is your message. What does that mean to you?
52:37
Well, when I started Monte Silva coaching, you know, my first
52:40
clients were people that were out of control with their
52:43
schedule, right? They they were workaholics and
52:45
they couldn't, they couldn't spend time with their kids and
52:48
their loved ones. We had AI had a client that
52:51
husband and wife team and he worked on the business and she
52:55
worked in it and she was there every day and never could take a
52:58
day off, didn't trust her staff to run it as well as she did.
53:04
She never saw her kids and she would come home, she would talk,
53:07
work with her husband. So there was no separation
53:09
there. My second client, the wife,
53:13
never took a day off. And her son, one of her sons
53:16
actually is the one that reached out to me and said, yeah, I need
53:19
you to help my mom, you know? And so the mess of burnout and
53:28
not having things in proper perspective and sequence allowed
53:36
me to get very good at fixing those situations.
53:42
And so that became my message, hey, this is what happened to
53:45
me. I failed miserably to burnout,
53:49
divorce, and then I climbed back up the mountain and and I can
53:55
help you. So being able to share your mess
53:58
with someone and let them know that hey, I've been where you
54:01
are is very comforting to people.
54:04
It requires, you know, humility, but I think every great leader
54:09
has tempered humility and empathy into their leadership
54:15
style. And so I was able to understand
54:19
where they were and they were able to appreciate that I've
54:23
been there and it really created some long lasting life
54:30
relationships with people. The client that was the husband
54:34
and wife team, they're investors in 10 Tables Hospitality.
54:39
You know, through that relationship, we've become quite
54:42
close and they love everything that I've done and want to be a
54:45
part of it. So they've invested the second
54:48
client that the son reached out to me and said, Hey, I need you
54:52
to help my mom. She can't take a day off.
54:55
Her name is Rosie. I still call her once a year.
54:59
I haven't worked with her since 2020, the fourth quarter of
55:03
2020. But I, I still call her and
55:07
check on her and make sure she's still taking days off.
55:09
And, you know, it's, it's, it's really great.
55:15
I think when you're on your journey as an entrepreneur, even
55:19
if you're a solopreneur, you need to figure out how to engage
55:25
in relationships and community with people because it makes
55:28
your, it makes what you do so much better.
55:31
You know, now the couple that the wife couldn't take a day
55:35
off. They live in a separate state
55:38
from the restaurants they own and operate.
55:40
And, and I'll check in and they're like, hey, we're bike
55:44
riding with our boys. Can we call you back?
55:46
You know, And it's, it gives me great.
55:50
I feel a a real sense of reward when I can help somebody like
55:56
that. You know, somebody recently
55:59
shared this with me. There's sort of the common adage
56:03
that it's not the destination, it's the journey, right?
56:07
And they pointed out that that's wrong.
56:09
It's not even the journey. It's who you walk that path
56:13
with. It's that human connection that
56:15
you have along the way. It's your client, you know, out
56:18
riding bikes with their kids where you know, a few years ago
56:22
that wasn't within the realm of possibility for them.
56:27
Yeah, the journey is where, you know, you learn the most right
56:30
and that and when you're down in the pit, it's no fun sometimes,
56:35
but you're right. It's more fun when you get to
56:37
take that journey with other people.
56:39
I think we all I'm as a visionary, I'm always thinking
56:43
about, you know, what's ahead even in my my family life, You
56:50
know, I want better things for my family, but I have to I have
56:54
to stock and smell the roses, enjoy the moment as well.
56:58
And you know, when you have a six year old kid that changes
57:04
your perspective on all this stuff.
57:05
So. Just a little bit, Monty, I've
57:10
just got one more question for you.
57:11
But before I ask it, I want to do 2 things.
57:14
First of all, for everyone listening today, thank you.
57:17
I invite you to pause just for a second.
57:20
Go to your podcast app you're listening on right now, hit the
57:23
follow or subscribe button. It's a great way to help the
57:25
show and a great way for you to continue to get more wonderful
57:28
content like we've had here today with Monte Sola from 10
57:31
Tables Hospitality. And if you've got an extra
57:34
second you want to leave a review or a comment, that helps
57:36
us even more, helps a lot of people find the show.
57:40
Monty, I also want to let people know the best way to get in
57:42
touch with you. You were sharing some of those
57:44
earlier. We got LinkedIn, You shared your
57:46
e-mail address. Anything else you want to put
57:47
out there? Yeah, I.
57:48
I am. So I've got friends in the
57:51
industry, two in particular, that have shared this with me
58:00
and they say that they are wildly available.
58:07
I have a friend named Troy Hooper who is the CEO of Pepper
58:11
Lunch in N Troy as a guest. On the show previously and.
58:15
He is wildly successful and wildly busy.
58:20
He's got a young youngster in the house as well, and he
58:23
travels his his travel schedule is just sick, but he always has
58:31
time. If I call, he always picks up.
58:35
He was just here in Tampa meeting some potential
58:40
franchisees for other areas and he was showing them the the
58:47
restaurant in Tampa. And he decided to stay an extra
58:50
night in a hotel so that he could drive down and have dinner
58:54
at my restaurant. And so I try to be that way as
59:00
well. Robert Irvine is a good friend
59:01
of mine. So funny story I mentioned
59:04
earlier. So I got to meet Robert and we
59:07
became friends and I told him the story about how my wife said
59:11
you got to, you got to see this guy, you could do this.
59:14
And so he wrote the foreword for my book Shift Happens.
59:18
But he's wildly available. And so I'm happy to give my cell
59:23
phone too, for anyone that wants to reach out.
59:25
It's it's area code 615, which is Nashville 934-0261.
59:34
If I don't recognize the number, I typically don't pick up
59:37
because there's a lot of spam out there.
59:39
But, but if you leave a message, I'm, I'm, I'm making effort to
59:44
get back to everybody, but that's really, you know, my
59:48
e-mail address, my links. That's pretty.
59:52
Generous, but we'll make sure we include links to all of that,
59:55
including your phone number and the show notes for folks.
59:58
Last question I have for you, you had a, you know, long
1:00:01
history in the industry. You've got a vision of kind of
1:00:03
where you guys are going, where the industry itself is going.
1:00:06
What do you think is the biggest change that's coming?
1:00:09
In your space here in the next couple of years.
1:00:15
I think that I think that tech has has grown significantly over
1:00:23
the last several years and I think that everybody ran to it.
1:00:27
And I think that it's important, but it shouldn't be replacing
1:00:34
people, right? It should be, you should put,
1:00:38
you should build a tech stack that allows you to be more
1:00:42
available to your team and your guests and not replacing you
1:00:49
with your team and your guests or replacing, you know, I, I
1:00:54
believe that QSR will go to a greater level of tech and less
1:00:59
bodies, but I believe people still are starving for attention
1:01:03
and they're starving for, to, to feel relevant and important to
1:01:08
someone. And I don't think that tech is
1:01:11
going to replace that. And that's why I'm writing this
1:01:13
new book, Transformational Hospitality, because I believe
1:01:16
that mid level and up to fine dining is still going to require
1:01:22
heavily on the guest experience, which is ultimately more about
1:01:26
hospitality than service. Any idea when the new book will
1:01:31
be available? Monty.
1:01:33
I I would imagine sometime over the summer next year.
1:01:38
This summer, this. No, like this following summer,
1:01:42
So 2026, yeah, OK still. In progress.
1:01:44
Yeah, Great. Well, that'll give us a good
1:01:46
excuse to reconnect in a year and and see what's going on.
1:01:49
Get some updates about that book.
1:01:51
Yeah. I definitely want to talk to
1:01:53
you, you know, offline about your services 'cause I, I think
1:01:57
that there's a, a great opportunity to provide benefits
1:02:02
for people that can be affordable.
1:02:05
And I think that the model that you present is kind of a way of
1:02:09
the future, I think. Well, I appreciate that little
1:02:13
plug there and we'll make sure we do that.
1:02:15
But for now, Monte Silva from 10 Tables Hospitality, I want to be
1:02:19
the first to thank you for sharing both your time and your
1:02:22
story with everyone today. I really appreciate it.
1:02:24
Well, I appreciate. You it's it's great to connect
1:02:26
with you and you know online and hopefully one day in person I'd
1:02:30
love. That folks, that's a wrap on
1:02:33
another episode of the Inspired Stories podcast.
1:02:35
Thanks for learning.