Episode 111: Sam Ballas & Sammy Gianopoulos with Sammy's Sliders

Welcome to another episode of The Corner Booth, the official podcast of RestaurantOwner.com.

Today, the restaurant industry is changing faster than ever. Learn from successful independent restaurant operators and other industry leaders as they share best practices that will help you engage your team, delight your guests, and grow your business. And welcome everyone to another corner booth.

I'm Chris Tripoli with restaurantowner.com and we are bringing you a tremendous story of concept development and growth from a couple of industry well-established successful individuals, Sam and Sammy. We're talking Sammy Sliders. We're in Winston-Salem, North Carolina. And I'd like to introduce you to founding partners, Sam Ballas, Sammy Gianopoulos with Sammy's Slider. So grab something to drink, get comfortable. We're going to tell you a really good story.

Sam, Sammy, thank you so much for joining me today. Welcome to Corner Booth. Well, thanks for having us. Well, we're going to really enjoy, I know, the background you're going to be able to give us, the concept, how it works, your growth strategy. Can't wait to hear your choice for growth and how it's working.

But before we get there, I think the listeners might like to enjoy a little bit about knowing you, how you guys got together, what your backgrounds are, what got you first interested in doing this concept anyway? Well, I mean, I'm a serial franchise person, I guess you could say. So how we got together was I founded a brand, East Coast Wings and Grill, years ago, and we were traveling together in Atlanta with our church and our daughters, our best friends.

And we were at dinner in Buckhead, Atlanta, Georgia. And I got a chance to kind of see Sammy, you know, he's a culinary chef. He'll tell you about himself here in a second. And I got a chance to see him in action as a culinary mindset. You know, talking with the chef that he has to come out and visit the table. I had this idea about creating a firm to help concepts that were multi-united, two, three, four locations, who were thinking about getting into franchising.

So we met with that conversation with a firm that is not related to Sammy Sliders today, but that's how we met. We started our partnership there in 2018 with his reliability concept. There'll be a later podcast, maybe one day. But with that meeting, we ended up with where we are today with Sammy Sliders. You know, I basically was in a finance business most of my career out of college and got kind of the Godfather three.

I got sucked back into the restaurant space. As I grew up in the restaurant space, my family were restaurateurs. And a restaurant concept invited me to join them in the first concept. And I worked it into the second location and then decided, okay, how do I multiply this? And I studied franchising for a few years. For about two years, I studied it before I got into franchising. So I've been franchising for 19 and a half years.

Sammy and I have been franchising together now for a little over a year. But Sammy Sliders has been a product in the making for about three years. Between the origination of how we started a concept to what it ended up being today, which is Sammy Slides. Sammy? So Sammy Janopoulos, a graduate of Johnson & Wales Culinary. Born and raised in the business, I guess you should say. I went off to college and went to culinary school. Came out and started developing restaurants.

I've opened 11 different concepts in the past 25 years. And never nothing small. And that's why I loved about Sammy Slaughter's and, you know, who doesn't like burgers and fries and milkshakes. So when we started this conversation, I was 100 percent in and we took off from there. How long ago was that? You had that dinner in Buckhead and you guys got together. So we had that dinner with our fams, our families, 2018. I think it was January of 2018. Yeah, it was. It was at Kima Restaurant.

At a seafood restaurant in Kima called Kima in Buckhead, Atlanta, high-end seafood. And then we talked about franchising on that trip. We were down with the church. And then I invited him to come meet the rest of the team of that firm that we were just on paper. And he joined that. So through the course of that, we were coaching a brand. And then COVID came.

Being that I'm involved with the International Franchise Association, I was able and privileged and blessed all at the same time to have a lot of good data of what was going on in Europe with COVID and the pandemic. So we were kind of ready for it when it was approaching the U.S. But this brand invited us to invest in them. And COVID pretty much bellied up the brand, I would say, right? So we got stuck with some things we invested in.

And we went to an agency, a marketing agency, to try to coin what to do with this concept.

And it was a French fry-based style concept with sodas, deconstructed sandwiches on top of the fry bed, for example, multi-kaiser french fries and we decided in 2021 late early 22 to launch that brand and we got the the lunch day part you know doing the right things and we struggled to do the the the the nighttime the dinner part we had a really hard time trying to figure the dinner part out it was frustrating growing up in the space a lifetime earning successful in

my case a successful franchise model in the southeast all the way to Pennsylvania. Sammy's case had been opened and sold and still owns multiple restaurant concepts from the ground up. All of a sudden, we had this fast casual concept we couldn't figure out. I think it was 2023 summer, again, on a vacation trip with our families that he and I sat on the beach and we were kind of almost like laughing at each other for the inability to finger this thing out.

Kind of that sarcastic laughter where you kind of tell yourselves and each other, we know we have the talent. We know we have the insight and the background. At the same time, we know we're failing at this thing. What's going on here? And we decided to not ask anybody else for advice and just reel in the old school restaurant touring one-on-one hat and wear that hat.

And let's go back to this location in the fall of 2023 and let's do whatever we felt like we had to do to structure a restaurant idea that would develop and grow sales revenue and ultimately try to make us some money after a lot of six digits of investment. Just to be clear, there was a French fry concept that, if I understood this correctly, that you had and were struggling with, I get it.

And was it the French fry concept that you then flipped into what is now Sampy Sliders? So basically, we came to the conclusion that two of us were the other scenario of concept and a couple of other minority investors. And we said, listen, this thing's failed. And we're willing to put more capital into something different. Right. And they said they didn't want to. So here we were with now these assets and this lease. And then we took it by the horns and said, let's just do whatever it was going

to be. It could have been a Suflike in Euros. You know, it could have been, we got to do something with this, right, to salvage not just the economics of the investment, but to salvage a little bit of integrity space, you know. And because of who we are in the background, what we've done so successfully in all our careers. And through that came Sammy Sliders. And we flipped the space over without telling not only a soul and the patrons and the marketplace.

We didn't even tell some of our family members. And on December the 3rd of 2023. Patrons came into that store that Friday to see the old concept that was now a failed, gone concept. And a new concept there with a little different decorring. So we started at 630 in the morning. And by 1115, we had to look a little bit. And, you know, it's the craziest thing to see people in the community and patrons and guests embrace a concept owned by the same people.

Pretty much had, I would say, 65%, 70% of the same product lines. Yeah, yeah. But we challenged Sammy. Sammy's a very modest chef, but he's a culinarily talented. And we said, look, let's do a, let's do, you know, how you differentiate yourself from a slider concept. You know, everybody knows sliders in the food space is typically a snack product, typically a two and a quarter ounce product in protein. And we want to be different. So we want to have a bigger protein padding.

We want to have things just be more natural, things be antibiotic-free in our chicken, things be more scratch-made. We want our milkshakes to be ice cream shakes. How do we get ice cream through a soft-server machine and that consistency and butterfat content? So when somebody has it, they go, wow, this is definitely differentiating as a product line. Sammy went to work. I mean, he figured it out. That's great. And where was this location? Is this right where you are in Winston-Salem?

Yeah, the first one was in Winston-Salem, yeah. And that was in, you know, December of 2023. See, that's the reason why I wanted to ask when you met and when you first started talking about it. Because when I was first introduced to this concept, that's what I was told was this came very, very quickly. And so, well, of course it came quickly. I mean, here we are, December of 2024.

So we're talking just a year ago, the French fry concept that was problematic went away one day, same day, the birth of Sammy Sliders. I love the way you started describing the concept. It sounds like your point of difference was a higher quality. Maybe, Sammy, take it from there. Talk a little bit about the menu price range, hours of operation. Is this counter service? How large is the facility? Maybe you can paint us a picture.

So, Sammy Sages is a fast casual, polished fast casual counter service, 2,800 square feet. About 22 potty, right? We're offering a product that's, our slogan's beyond the bun, all right? So, our burger patty's going to hang off the bun, our chicken, Sam tender will hang off the bun and a sandwich to our fish. You know, it hangs off the bun, looks big. A cool thing about our concept is how you can mix and match.

You can get one burger slider and two fried chicken tenders that are hand-breaded and fried in-house. We have hand-cut fries. We have crinkle-cut fries. We have both options. So the guests can really choose exactly what they want. We added salads to the menu. We knew we had to get that veto vote and get the whole family to come in. The kids can get a burger slider and the wife can get a salad. And the shakes. I mean, all top-quality ingredients. Like Sam said, there's no milk in them.

They're 100% ice cream coming out of the machine, and we're blending them with whole Oreos and cookie butter with Biscoff cookies and... That was my main key when we transitioned. How do we keep the quality high and offer it at a good price? Our burger patty, it's a three-ounce patty, and it's a custom blend for us. We went to – I'm in a steakhouse business as well. So I went to my butcher and said, all right, how do we make the best burgers? Is there brisket in it?

So we made sure we had center cuts all in the grind.

Nice. And the customer, you know – Well, the price point's attractive. The price point's very attractive. Is this the same menu, lunch and dinner? I imagine your lunch dinner seven days a week. Great. And the price point, you come in and get a two-slider French fry and a soda combo tray, we call it. You're getting over a quarter of a pound of protein on the burger side. If you go to the chicken, you can get it grilled or hand-braided in-house. We don't allow any frozen protein.

And you're at, you know, $12.69 plus tax. And in today's marketplace, it's a win. I know other burger concepts are national brands who build themselves as quality and fast casual. That same express ticket would be $17, $18. So we're very, very competitive. And the consumers have been super, you know, and we're getting back brand. We give back to the community as much as we can to help our little league teams and to help our churches around the stores.

So we're not just tankers in the food space because we own so much.

We have the ability and we've been blessed that we're able to do what we do and grow revenue and create jobs, give back where it's necessary to give back in when we can. And now that we've had, as you mentioned a minute ago, the one-year anniversary of Sammy Slider's in the existing location at an 88% lift from the previous concept, and then we opened up the second location October of this year, it's outperforming the first location by about 18% to 20% on a weekly sales basis.

With our background of franchising of 19 and a half years and having a complete responsible franchising support cast already in place, we know that we can take this to franchising. So we officially launched in December 1st of this year. Okay. So those are some very, very key items there. So before we get into the launching of the franchising, I do want to talk a little bit about that so people get a good grip for why you chose that style for your expansion and what your expectations are.

But let's talk about this second unit now. So the first one we know was a flip. Now, the second one, was that an inline space? Was that also second generation, or did you do this from scratch? So this one was a second generation space. It was a piece of concept. I was going out of the space and Sam actually caught wind of it and his involvement with IFMA. I don't want to get into the brand. It's not important, but it was a little bit larger than what we needed to have.

But we offset the size with the savings of the capitalization for development and say, you know what, it's bigger than we need to have, but the offset makes sense. So we did it. And it was in the community in Kernsville, North Carolina, which is kind of like the middle of our triad region, which is Greensboro High Point of Winston-Salem.

So we figured if we can put it in Kernsville and succeeded here in a growth segment above the first store that already showed us 88% lift in revenue, we could probably then see the whole triad area of three cities and awareness and make it much more easier strategically to spiral out into Greensboro, North Carolina, and High Point, North Carolina. Good thinking. Good thinking. So I love this. I love, of course, that the counter service model and that you're hitting value very hard.

Because really, if you've got a $13 price point for your most popular item, you know, like you said, it's the two slider basket, fry in a drink. Yeah, that seems to fit with what you said your objective was, which was let's just be a little bit better. Let's make sure that we are offering variety and good quality. It probably helps that recent models of consumer surveys seem to feel like people have understood value a little bit differently now post-COVID than before.

You guys are well-established in the industry, so you know long ago when we said value, customers were basically saying cheap. You know, value meal. Go to the drive-thru, order number four, and we kind of used the word value. What it really meant was less expensive. Sit-down restaurants, for example, full-service guys had menus, and they had, remember the little executive lunch, which was their way of trying to do a value meal. And it was really maybe making something smaller and being cheaper.

But it sure is nice that customers are beginning to define value as worth. Is this portion, is this environment, is this service, is this taste worth the pay? They're defining cheap as cheap and value as, was this worth it? So you're hitting, I think you're hitting your stride perfectly by having, you know, better variety, better portion, better quality. Because I think people are going to be able to give you a little credence for

that now. Whereas years ago, see, you know, they may have misunderstood. They would have probably thought, holy moly, that's a lot to expect for just a, you know, burger basket. You know, what happens is, you know, post-COVID, value for us means dining experience. So if the dining experience is inclusive of high quality ingredients, the correct portions or value adding portion, hospitality, how you were greeted, how you were thanked.

I think that value to a guest in the food space, when food concepts understand and buy in for themselves, that their offering is dining experience, not just the menu items. When you get that, you're able then to project yourself to a different lens view of how to grow yourselves.

How do you guys do that? Spend a little bit of time now on that because, you know, in a counter service environment, some of those things you mentioned are a bit of a challenge because you don't really have people that you're waiting on as you're doing full service. You don't have 45 to 50 minutes. You don't have nine steps of service. But yet you're still trying to get across that guest experience, that care, friendliness.

So how does that work with the staff, with the facility and the design to kind of get that experience across in a counter service environment? So one thing unique with Sammy Saunders, we put booths with cushions, you know, just like you would in a casual dining or a fine dining restaurant in there. You know, there's not just hard seating. You know, somebody can sit there. There's nice tabletops. We wanted to make

sure the atmosphere was giving that customer that value. Now, when it comes to hospitality, that's the hardest thing to train or to teach. But as long as you have the right culture from the ownership all the way down, the hospitality is there. Greeting people when they come in, thanking them when they leave. Getting refills for them in a fast casual space, taking their food out. Can we get you some more sauce, some more ketchup? It's those little steps. You're right.

It's not the non-steps of service anymore, but there's still not different steps of service from the point A when they walk in to point Z when they leave. And Sam is 100% right. And one thing we did here differentiating to what most fast casuals do is how do we force the culture to understand that our toolbox is dining experience and the menus, the tools, and the box.

Right. So what we did is we decided when Sandy's flipped to give everybody who comes to the POS systems and goes to the digitized menu boards and orders, we put in a number and hand them a number and their cups to go to their Coca-Cola stand and get their beverage. They then get served to that number. So we force the team that's on the ground at the store level to then engage with, okay, who got this?

Because now you don't have that circulation of the nine steps right when you kind of clockwise lay things down, right? So we do it politely that way. We collect that scenario. We train them that purposely when you collect that number, you are to visualize their sodas. If they sit there for six minutes or four minutes and they're a third of the way down, invite, would you like me to grab you some more? What are you drinking, sir, ma'am, whatever? And we pay well for that process.

They then grab that cup. They go, please take your straw and you've got a Diet Coke. I'll go get you a Diet Coke and bring it back. That 45-second encounter that the consumer gets with our fast casual or Sam said eloquently, you know, polished fast casual is huge meanings when it comes to dining experience value.

Very differentiating for them. When they finish their meal and somebody is running back with a table number and you see people stepping up and they're grabbing their small eighth or half aluminum pan of food to go to the self-serving trash can area, we train them to please take the tray. Matt, I'm taking the tray for you, right? Leave the malt vinegars and the ketchups on the table. We'll get that for you. And it's differentiating when you know how to keep that dining experience intact.

But the store, the restaurant has to create little things of procedures that keeps those hired people and that team focused on those strategies. Because as we know, the restaurant space, you have some turnover. And if those small little strategies are in place, those procedures are in place, it's so much easier to plug a new team member into that existing team and keep that dining experience flowing. Right. Wow. Well, I love every one of those points.

That was definitely one of the things I wanted to talk about because I know there are many listeners who are interested in this space. There's a lot of people who are very successful with counter service. But one of the little knocks that we get is that because we're going to see these people for a very short period of time, you order, you get a number, bingo, you pay and you're gone, that we're lacking hospitality.

And we're hearing that, that one of the things that the hospitality industry needs, maybe a little double shot of, is hospitality. So that's why I wanted to give you an opportunity to explain it. And boy, listeners, I hope you're making note of that, that these guys have invited, I mean, invented sort of five-star service that doesn't take more than five seconds. If there's a greeting and if there's a compliment to the order, you've got some suggestive selling.

Later, you're going to run the food. You're going to offer refills. Thank them when they leave. So we've still got some significant steps here of consumer interaction, even though it really is a counter service order. I love it. And I hope that that might, you know, instill an example that others in the counter service niche will follow. So let me share one more thing. I think it's really critical with this concept of procedure.

The other thing that we did is, okay, you got your procedures down, you hired the right people, you trained accordingly, you keep your culture intact. How do you continually motivate these younger people, typically young people, 18 to 24 years of age in the front of the house, to motivate them to have a desire to sustain that? How do you motivate your kitchen who's putting through back of the house, the front of the house, the product lines you want to keep that desire to sustainment.

So we allow tipping if they want to flip the screen over and add a 15% tip or 20% tip or 10% tip. And what we do is we collect the tipping and we distribute that amongst all the staff on that pain period. So all of a sudden, a $10, $12 an hour front of the house staffer could be earning two to three more dollars an hour based on the tip. So they are incentivized to keep that culture and that dining experience, hospitality in check.

And we measure those tips and share with them, hey, you guys have had a 12% increase. Great job. Or you've had 9% decrease this pay period. Let's address this, right? And the whole team's invested in that. From the prep guy to the cook now, to the expediter selling the food, to the lady, to the person running the food out. Now it's a team effort. You got seven, eight, nine people who are working together to bring that hospitality. Which is the differentiator in a concept like this.

We said it, you know, we're a burger concept. There's a lot of them out there. But what separates you from the burger place next door or from across the street? And it's hospitality, 100%. Excellent. So it isn't always about the what you do. It's about the how you do it. That's what I'm getting from this. And I think that's a really, really good, you know, comment for people to take away.

Yes, of course, it's a crowded industry. And yes, of course, even though you've invented a special, you know, grind for your burger, I love the fact that you're committed to a higher level of quality. But what I really like about this conversation is that you're not resting just on that. It's that you want to put the same amount of emphasis on staff and the guest experience. So that's wonderful. So now we've got two units. We have launched the franchise, I guess.

You said you launched your franchise growth model December. That's this month of this year. So let's go ahead and talk a little bit about that, if you wouldn't mind. You're very knowledgeable of how franchising works because you've had so much success previously. Maybe you can share for the listeners why you picked that as a growth mode for your Sammy Sliders, how you select areas to open, and what type of franchisee is the right franchisee to select?

I'm sure those are some of the first questions that are on their minds. So let me mention to start that anybody who's not in a franchising model space needs to understand that franchising is not an industry. It's a business model. Right. It's a terrific business model done the right way. It's maybe one of the best wealth creation models and then generational transfer models that exist as far as a business model is concerned.

So I would advise and say that if you're investigating franchising, you've got to investigate it responsibly. Franchising has a whole level of liability and stress points as a new founder of a concept going into franchising. Because all of a sudden now you want to grow your brand because you want to leverage other investors' capital opportunity into your brand to grow new markets.

What does that mean? That means that you have a concept in Winston-Salem, and I have somebody who wants to be in Raleigh, North Carolina. These individuals, whether they're multi-operators that own other concepts, Or they could be, as one of our first franchisees and the other brand was our beer distribution truck driver who was driving our kegs around to the restaurants.

It could be a husband and wife routine who's going to sign their home on a dotted line for that debt service to open that location. So you've got to make sure that the ability to service this opportunity is there because you're franchising to expand your brand in not just a super highway speed. That's the wrong approach. In a responsible, sustainable growth speed that you can support these new markets as the founding owner of the brand.

And you're using franchising because you're bringing people to the table and then can leverage their capitalization opportunity, their debt servicing opportunity that will help you because you're already leveraged most likely in three and four locations or five locations. So there is an easier process done correctly to expand the brand and getting more awareness that you exist through franchise modeling. But you've got to do it responsibly.

Who's the best franchise person or people or entity to expand with initially, or in my opinion, all the time? If I can sum it, that's a whole other hour conversation, but if I can sum it to one word, coachability. Because a responsible concept who goes to franchise the concept, you should have already figured out all your benchmarks, all your KPIs. What moves the needle? Of that needle, what creates revenue growth?

Of that needle, what creates solid G&A management in the middle of the P&L? Of that needle, what drives bottom line net operating income to help pay that service? Once you figure all that processing out, now you've got to figure out how to interstate that to a franchise owner, right? So that's a whole different element of operational know-how and really stress point. It's easier if you, you know, Sammy owns three independent restaurants.

Sammy can get in his car and hit every gym he has in three restaurants and tout the same process in three restaurants. And they're going to manage it based on what he tells them because it's him in three restaurants. When a franchise owner, a brand goes to a new franchise location, number one, number two, number three, now you're going into somebody else's domain. It's their restaurant. They just have a license right to be you in that market.

And for that right, you're doing some revenue sharing, typically 4%, 5%, 6% off the top. A franchise system needs to respect and understand that you earn regardless of what the franchise earns or not at the bottom of the P&L. So you have to have integrity that while you're earning, you have systems in place, not just to dictate and support, but to coach. On everything that happens in that restaurant. And that's a point, yeah, that you mentioned before, and I thought that's really good.

I want to come back to that because I have had, and this is probably a mistake, many people say I'm selecting this franchisee, this person is interested in the industry, loves my concept, always wanted to be in business for himself. So this is an easier way for them to be in business for themselves because this is a brand that's established. I've got the systems, the procedures, the vendor contacts, and I'm going to support them.

That goes contrary to what you're saying, because it sounds like to me, somebody who's always wanted to be in business for himself is probably not somebody who is the soldier, who's coachable, who wants to be pointed and then be a successful follower. If they really want to be in business for themselves, that person might challenge, have a better idea, so to speak, on the hamburger grind or want to order the bun from maybe a friend because it's a nickel cheaper. And is that what you find?

So you'll deal with all of the above, but you're right. If you, and this is what I mean by a franchise or a concept who wants to become a franchise or, right? Meaning that you're awarding new markets to a family or individual to basically open your concept up in a new market. You have to have the integrity and discipline when you do sit with somebody, space holder. Sammy comes to me and he's a chef, three independent restaurants, and all of a sudden he wants to buy Sammy Sliders.

I know instantly that he's going to be challenging everything that we tell him to do because he's a chef, right? So the conversation, that discovering process to decide if we need a partnership in that market he wants to own, and me as a franchisor, if I want to award him to have that license right, we've got to have that conversation up front.

But if you think you can't manage through that, are you capable of bringing in a working partner that we can have there as that soldier to coach and help you run these stores? Right. So if that if that fits not there, but he's got the money, he's got the net assets to qualify, which the FTC guideline format you have to follow when it comes to franchising. He fits all the boxes on paper, but the reality box doesn't check.

A good franchisor will decline that relationship and move on to the next one because you will find yourself in a battle that's a no-win from both sides of that fence, right? The franchise owner and that family or that individual is going to hurt when the business doesn't perform correctly, and the brand's going to hurt because they feel like that they're derailing, they're being derailed off of what they've proven and validated.

And it becomes now a bad relationship and that is. That is the single-digit minority processing of what franchising gets black-eyed about, which is, you know, you're always going to have a bad apple in the bushel.

Right. The process is, and I believe, and I would say this, and I'm going to stage a lot, speaking about franchising and ramination, from 300 people to 4,000 people, I tell them all the time, is to franchise or, in your listener's case, The concepts who want to investigate franchising, those founders and C-suites and franchise development officers, it's their responsibility to understand who their best candidate is for their brand.

And not only their brand, because I tell people in our durability firm who have great concepts. Our first client, we said, don't go to franchising. He got upset. He was mad. Two or three of those cases. Supply chain is not there, yeah. Right? Your supply chain is not really, right? From listening to you guys, it sounds like you're right. It is not for everybody. This is a unique way of growing a concept. It has all the advantages that you mentioned. Opening markets, I get it.

Being able to choose established operators that understand those markets. You're building value in your brand. You're doing it really with other people who are going to guarantee the lease and raise the funds to pay for the TI and the opening.

Those are tremendous advantages, but I really, really like the hard line you have on this responsible approach because it sounds like to me that the bottom line that the listeners are going to take away is that if the person isn't right, this isn't about how fast or how many. It's about, is the person right? It's like you're selecting a family member. You're going to be sitting around the table having dinners with. So that is a wonderful, wonderful lesson.

Love everything that we got to talk about with the high-quality approach to Fast Casual, the inventive way of presenting sliders, the fact that this is so new, but we've already got our second location and are committed to franchising. I'm glad we're able to catch you at this point.

I've made a note here. I'm going to love to reach back out to you and see if we can do a revisit in a little while to talk about the first couple years of these first few franchises that were selected and how it's going just a couple years down the road. Hope that's going to be okay because we're running out of time today, but we're going to want to do that just to keep this going.

Sure. Love to come back. Well, listen, everybody, I hope you got a really good handful of notes because you've been listening to a couple of the best. Sam Ballas, Sammy Giannopoulos, thank you so much. Everybody look them up, Sammy Sliders. There's only two to go to now, but it's not going to take long before there's many, many more. So hopefully we'll have you back real soon and we'll get to talk about your successful expansion. Thanks so much, guys.

I got it. Thank you. And for everybody else, have a great day and I hope we see you real soon on another Corner Booth. Thanks very much. Thank you for joining us on The Corner Booth. We'll be back next Tuesday with more inspiration, insights, and industry best practices to help you engage your team, delight your guests, and grow your business.