There's like a meme, you have a bell curve and everyone that's average in the middle is like overthinking, overthinking. And on one side you have like caveman and the other side you have like a Jedi. And the joke is that like the caveman and the Jedi arrive to the same conclusion. And I can't be the Jedi, I'll never be that smart. And I think a lot of people that are way smarter than me sometimes just get stuck in analysis mode and they're afraid to take risks and they're afraid to just try things. Welcome to Restaurant Influencers presented by Entrepreneur. I'm your host, Sean Walchef. This is a Cali BBQ Media production in life, in the restaurant business, and in the new creator economy. We learn through lessons and stories. We started this show back in 2022 with a mission to talk to the greatest hospitality minds, the greatest storytellers, and the greatest technologists on earth. And, uh, I've got one of them today. His name is Seth Gerber. He is the co-owner of Mida restaurant group out of Boston. They define and are redefining what it's like to run successful community driven neighborhood restaurants. Seth, welcome to the show. Thanks so much for having me, Sean. I appreciate it. Where in the world is your favorite stadium stage or venue? Oh, man. I mean, so the old Yankee Stadium, I think, was the thing that I fell in love with. Unfortunately, it's not. Can you say that in Boston? Are you allowed? Well, my parents are from Brooklyn. I grew up in southern Connecticut. So I, you know, I stay true. Fenway, don't get me wrong. It's nostalgic. It's the best. But there's nothing like going to Yankee Stadium as a 10-year-old with your dad and watching Derek Jeter play baseball. That was an amazing memory. Okay, we're going to go back to old Yankee Stadium. We're going to do some media magic, some AI magic and recreate it, but create an event for people that play the game within the game. As anyone knows that listens to this show, watches this hospitality, is hard, but hospitality is beautiful if you do it right. And that's why we learn through lessons and stories. So we're gonna go back to Yankee Stadium. I'm gonna give you the mic, I'll talk to Toast. They've been a big believer in this show, amazing sponsors, technology that powers our restaurants here in San Diego. I know they power your restaurants. They've built a community of restaurateurs now all over the globe who are like-minded and we believe a rising tide lifts all ships. We'll get some other sponsors, but I'm gonna get you on the mound, give you the mic and say, Seth, Give me your neighborhood restaurant thesis. Wow. Okay. I wish I had a lot of time. We don't do any prep on this show. People are like, oh, we'll have people ask. What are the questions you're going to ask? We don't do any restaurant thesis. Neighborhood restaurant thesis. I think that restaurants ultimately are a social good. We have made them into a business. And yes, they are. business entities. But if you really think about the purpose of a restaurant and where they've evolved from, they provide such an important, tangible social component to the way that we live our lives. And on every level of society, from employment to community gathering to mental health and the ability to provide a safe space for people to gather together and celebrate life, sometimes even mourn or be there together for difficult times. Restaurants are the link and it's really almost ingrained in who we are as society, right? Like, and as a people, on a genetic level. In the pandemic, we thought the world was going to end, there's a contagious disease, and people were still clamoring to go back to have their favorite something at a restaurant and connect with people, even if it was standing in line six feet apart. So to me, restaurants are more than just a business. They're a social good, and they are something that is really meaningful, especially in this country, as an economic driver and as something that people use to support themselves and support their families. And we've seen that model change over time as the business has evolved and as there's been more attention paid to restaurants because they are exciting, they are sexy, and they are potentially profitable. You've seen it shift away from this small model of you're a family, you have a neighborhood, you create a restaurant, you feed yourselves to that restaurant, you feed the community members, you're not necessarily profiting and making millions of dollars off of that. You're really providing almost like Bob's Burgers. You're literally doing it to provide a very specific service to the community. And that has been transformed over time. And we've almost taken it and made restaurants into a financialized product. And whether that's good or bad isn't necessarily what I'm getting at here. It's more that it has changed. And it's important for us to recognize that and recognize what the consequences are of that decision. Because when we're looking at scaling restaurants, franchising restaurants, you know, taking restaurants and making them into something that they weren't originally conceived to do, it has an impact on the way that they're used. It has an impact on the sort of the global restaurant and economy, the way that they're positioned. And one of the things that we've seen is that the more that we scale the industry, the more interest that we have in our business from a media perspective, from a tech perspective, from a consumer goods perspective, it's allowed certain business models to flourish and it's made it harder for others to be successful. And the ones that have struggled the most are the mom and pop small businesses, because they are not the ones that are the most savvy operators that are thinking strategically about ways to leverage new technology or new business models. They're really kind of applying more of the old paradigm to restaurants, which is you open, you feed your family, you do a good job, you're proud of your product, and everything else kind of happens downstream from there. But the truth is, is that model, especially in today's age, which is extremely competitive, and there's a lot of challenging operational requirements and operational components to consider, the ability to get yourself out there may be more open than ever, but it's also more competitive than ever. Those restaurants seem to be turning over and closing and may or may not be coming back. So we've seen a lot of shift in the way that Americans dine. We've seen a lot of shift in the restaurant market, and we're gonna continue to see it move in that direction unless we talk about it and do something about it. Would you consider yourself a restaurateur or a business owner? I think I'm both. I do consider myself an entrepreneur. Ultimately, I do start companies and they are restaurants. But I think of myself also as someone who, cares very deeply about the industry that I'm in. And to me, it's not just a way of providing for my family or making money, but it's also something that's extremely special and has an emotional sentiment based on what we create and what we provide for our employees and also the community at large. Bring me back to location one. What was the idea behind it? What was the all in moment? Yeah. I still know the story. So I actually joined Mita as the general manager. The partners at the time, Douglas Williams and Brian Lesser had signed a lease and put together this restaurant concept and were looking for a GM to get it off the ground. And I ended up coming in and was looking for something that, was maybe a temporary placement. I always had an ambition of doing my own thing. And I very quickly became connected with Douglas, Brian. And to be honest with you, when we first opened Mita, it did not go well. Our first six months of operation were extremely challenging. We actually almost failed and had to take on a bunch of additional capital. We were on sort of like the last legs of figuring out if this thing was going to work or not. And we were able to turn it around. And by the end of our first summer, about six or seven months after we opened, we slowly started seeing sales climb and climb and climb. And, you know, we had reconcepted our menu. We went from more of like a small plates, kind of like very creative avant-garde Italian concept to more of a, very grounded, traditional Italian concept. And that started to compound and compound. And we just got to a point where there was product market fit. The thing that we were selling was what people wanted. Whereas before that menu change, people saw Mita and they thought they were coming into a neighborhood Italian restaurant, but they got something else. And as soon as we were able to lock in that concept, it just, it just exploded. And, you know, Fast forward 10 years later, we now have four Mita concepts. We just opened a sister store at Amita. And then I have another restaurant in Salem, Massachusetts, which is kind of like a casual cocktail bar and sandwich shop. What do you think was the biggest lesson that you learned as you scaled? Like, bring me to the dark time of scaling. We opened our second restaurant in the middle of the pandemic. We were quite literally raising money for people from people during the shutdowns. So if you can imagine, not only do you think it's the end of the world, People think that the restaurant business is absolute toxic waste. We had already signed a lease before the pandemic broke out, so we were obligated to do the deal. And we basically decided to go all in. And we were calling friends and family, anybody who would give us their time and attention. And I don't wanna say begging, but making a strong case to invest in the restaurant. Doing that was insane. And then we finally got the doors open, I think a week after they officially released the indoor ban and the social distancing and mask mandates. So we opened at the time where all of that pent up demand just exploded. And the only people that we could hire for this restaurant were college students and high school students that were home for the summer. So our entire line was filled with people who had zero cooking experience and it was extremely extremely challenging to figure out how to operate this restaurant that was probably the most ridiculous opening that i've been a part of um but honestly every step of the way we basically you know our growth happened between the start of the pandemic and over the last couple years of the pandemic um and we had to basically just keep bootstrapping and pushing forward. Now that's kind of in the rear view mirror, but it was wacky trying to figure out how to grow a company when you really weren't sure what was going to happen next. Did you know that Toast powers over 140,000 restaurants across the United States, Canada, and UK? It's an incredible company. I'm on the Toast customer advisory board. They are proud sponsors of this show, Restaurant Influencers. We couldn't do it without their support. They power our barbecue restaurants in San Diego. If you have questions about Toast, if you're thinking about bringing Toast on to be your primary technology partner at your restaurants, please reach out to me. I'm happy to get a local Toast representative to take care of you. You can reach me at Sean P. Welchef on Instagram. Once again, thank you to Toast for believing in the power of technology, the power of storytelling, the power of hospitality. Back to the show. And after you get through the pandemic, what was the thing that convinced you that you were on to something that was bigger than just the second restaurant? I think when the second restaurant worked, It just was very reassuring. I mean, it's a huge risk, right? We were an independent small restaurant in Roxbury on the corner, 65 seats, right? And we opened a 120 seat restaurant that was a couple of miles away in a suburban location. And it was a huge risk. We had no idea if it was gonna work at that level. We never envisioned Mita as a multi-unit brand. but it was successfully translated. And then from there, it just felt like, okay, this is something that makes sense that we feel confident scaling. We opened a third location in East Boston. That one was received well immediately. And it sort of has become clear over time that it's something special that we think we can take on the road and grow. And as you scale Mita as a concept, why a new concept? So this one is particularly interesting because the new concept is almost right next to an existing Nita location. Fantastic. And sometimes the concept falls into the location. Sometimes the location informs the concept. This is definitely an example of that. Nita East Boston is right on the harbor in East E overlooking the water. It is a phenomenally beautiful location. And... You know, we had a choice of either letting somebody else competitive come in right next to us or taking what we know is a prime location and spinning out a new concept. And that birthed La Tabernetta, which is kind of like Mita's, you know, punk little sister, maybe a little bit crazy, a little bit more of a bar scene, wild child. And we have them right next to each other. So what do you dislike the most about working in restaurants? I don't dislike anything about it. I certainly have frustrations from time to time. I guess what a better question is, what are your weaknesses? My weaknesses? Yeah. What are your strengths versus your weaknesses as a restaurateur? Yeah. So I've been kicked out of the hiring process. I'm not even kidding. Thank you for your honesty. Well, you know, I always joke with the managers. They're like, oh, we'd like to do the hiring all on our own. And I'm like, we're not very good at it. And I'm like, they say that to me. And I say, well, I hired you. Right. But, you know, in all honesty, I just I I'm a big believer that anybody can do anything. And I know it's a little bit of a cliche, like my my strength is my weakness. But I sometimes, you know, I learned. And honestly, this was my experience where I was a misfit kid. I was a punk. I drank a lot. I did a lot of things I shouldn't do. And I got a lot of second, third, fourth, fifth chances. And I had some really strong mentors that kind of sat me down that gave me, you know, opportunities to change my behavior. And I was able to, you know, change who I am through this business. And, you know, it's hard when you see the potential in somebody and you know what they can become, but there's something about, you know, their behavior or there's an issue there that is standing in the way. And ultimately I still hold onto that. I really believe that in this industry, you know, you have to be creative about hiring and that we're not looking at the same candidates that you're hiring for in an office in a corporate role, that the people that are here are smart and talented and sensitive, but it's a different walk of life. And in our industry, we have some of the highest rates of substance abuse disorder, some of the highest rates of mental health issues, and you have to be willing to work with people through their dark times to get the best out of them. And that breeds a lot of opportunity if you can have a strategy for doing that. However, when you are not the one directly handling it every day, you can get in the way of other people and their ability to manage their staff and the store. So I've kind of removed myself from that. I'm still intimately involved in the personnel, but I'm not making decisions to hire. That's probably a big thing that I've had to learn to step away from. Yeah, that's the biggest one I can think of for sure. What would you say your strengths are? Dude, I am just, I am relentless about trying again. I'm not particularly talented or smart in any way, shape or form. I just am a big believer that if it doesn't work, you just need to keep pressing forward. Maybe it's stupidity. I don't know. I'm so stupid that I'm smart. That's like kind of my thing. I just. If you never quit, you'll definitely win. It's just a matter of win. It's kind of like, there's like a meme, right? Where it's like, you have a bell curve and everyone that's average in the middle is like overthinking, overthinking. And on one side you have like a caveman and the other side you have like a Jedi. And the joke is that like the caveman and the Jedi arrived to the same conclusion. Right. And I can't be the Jedi. I'll never be that smart. I'll never be like a quantitative trader on wall street. I'm not like a math genius. I'm just an, but I can be dumb enough to just go for it. And I think a lot of people that are way smarter than me sometimes just get stuck in analysis mode and they're afraid to take risks and they're afraid to just try things and iterate. And that's one thing that I've become comfortable with, maybe by necessity, but it's just something I sort of learned about myself is that I'm not afraid of having difficult conversations and I'm not afraid of subjecting myself to a little pain to get to where I need to go. So you spend some of your time teaching hospitality at Boston University. Tell me a little bit about what are you teaching the next generation? What are the truths that you're revealing to the class that most, I mean, I remember going to class and I thought that I wanted to study business and I went to business classes and I was bored out of my mind until an entrepreneur that was actually running a business came into class and then all of a sudden there was this huge unlock because they were willing to share the truth that was somehow hidden in the textbook. What truth are you sharing with the students of the next generation? Yeah, that's a tricky one. Honestly, teaching has been a whirlwind for me. I took the same class at BU that I'm now teaching. And when I inherited the class, literally nothing had changed. And the first thing I did was took the textbook and threw it in the trash. and tried to move away from talking about restaurants as this like theoretical practice because it's almost ridiculous to try to teach restaurants in a classroom right it's something it's totally ridiculous it's ridiculous so i changed the curriculum where you are now in class you are now um you know you're building a restaurant in the first half of the semester and then the second half of the semester you create your restaurant. You actually do a mock service. I have them do a stage in my stores at one point. I tried to bring them into the restaurants as much as possible and try to just be a little bit more real about what the pathway of working in the restaurant industry is like and how you could build a successful career doing it. I think a lot of the students are really interested because it sounds fun. and they want to be involved with food, but they're terrified based on the reputation of the industry, that it's long hours, it's, you know, the pay sucks, you're never going to get where you want to go career wise. And I think a lot of that is total BS. I think that ultimately, you can build an amazing career in this business. And that if you're curious about it, you should go for it. And that the restaurant industry runs parallel to entrepreneurship. And that even if you're not an entrepreneur starting a business, if you go and work for a company, you're still expected to provide value by solving problems so that, you know, the restaurant industry is really an amazing vehicle for learning how to be a problem solver and learning how to be a manager and that we shouldn't be so self-deprecating about wanting to be in this business. If you stand up in a room and say, oh, I'm a restaurant manager, right? You know, I remember I had an experience where I said that to my friend's mom coming home from summer in college and she said, well, what do you really want to do? I said, what do you want to do? Like, this is what I want to dedicate my life to. And instead of saying, well, it's like, Oh, I'm just a restaurant manager. Why don't you just say, you know what? I'm managing a restaurant. You're managing a multimillion dollar business. And like, since when is that a small deal? Right. If you're a manager at one of my stores, you run a multimillion dollar business and you should not, you should not like critic, criticize yourself or be self deprecating in, in that fact. Right. Um, It's a really important thing to understand the scale of what we're doing and how complex it is. And I think that the pessimism that we've ingrained in ourselves is something that I feel personally responsible to try to like extinguish within a younger generation. So that's a lot of what I try to talk about. I probably swear a lot more than the previous professor did and just give them like a real take on the business, not trying to be edgy, but it's just about giving them a real sense of what I'm building and the experiences that I've had. I can't tell you how much I appreciate that reframe. And I hope to carry that message. And anybody that's listening to this or watching this, but it couldn't be more true that there is this stigma about running restaurants and managing restaurants, but it needs to be reframed. And it's so much bigger than running restaurants. You are running multimillion dollar businesses, hundreds of thousands of dollars in payroll, costs of good. I mean, so many moving parts to run a restaurant business that it needs to be celebrated more. I couldn't agree with you more. Share a little bit about the vision. What's the vision for the future? What does it look like? I mean, the coolest thing about podcasting is these times capsules. So, you know, we can look back on me, 26 and be like, Seth, you remember that, that conversation we had in 2026 and now it's 2030, you know, did you underestimate or overestimate what you were, what you were able to accomplish as a, as a restaurant group and as a team? Oh man. Oh man. I mean, I try to adopt a mentality of just like, it's only we're only as good as our last project right especially at this size like i could dream all i want yes i'd love to grow the company i'd love to be at 20 restaurants in the future but if i don't execute this one then nothing matters um so i don't like to get too far ahead of myself i mean i think my my real aspirations sit with trying to figure out a way to be impactful to the industry at large yeah i really care about where this business is headed. I care about my staff. I want us to be proud of working in this industry. And I want people to see restaurants differently in society, both from the guest point of view, as well as from the industry professional point of view. And whether or not your destiny is to be in here as your career, even if you're in the business for two years, it can be an amazing stepping stone to build skills, maturity, learn important lessons, and graduate into the next thing. I think we have this idea that because it's not the career choice forever for everyone, that it's not a valid career. And that's a really silly way of looking at it. We need to figure out a way to reframe, just like you were saying, we need to figure out a way to reframe our point of view around this business. And I'd love to be a part of that as much as possible. It's incredible. People that watch the show, listen, they know how much we believe in technology. Can you share your tech stack, restaurant tech stack? Run us through the partners that you have, the partners that you believe in and how it helps you enhance hospitality, not deter from it. Sure. Yeah. I mean, you know, we are partnered with Toast. That's our POS. We use Ovation for feedback and reviews. We're a big fan of that. We've been loyal OpenTable partners for a long time. We use PlateIQ. We use QuickBooks. We use Mies for recipes and some costing stuff. That's kind of like the core of what we use. There's some other ancillary stuff. To be totally honest, I'm starting to dabble and get more interested in seeing what we could within reason, start to build ourselves and leverage some AI stuff. I think there's a lot of interesting conversations in that arena. But, you know, technology should help us enhance the guest experience and the hospitality experience. I think I do have, to be very frank, some concerns with how technology has been kind of integrated into our business and have hopes for how I think it might change in the future. But, you know, we, We know that technology provides efficiency and opportunity that will help make us better operators and provide a better product. I think it's just really aligning interests on what the technology companies do and how they generate revenue and then how restaurants really work so that it's sustainable long term. Speaking of technology companies, we believe deeply in storytelling. Obviously, I wouldn't be putting on a podcast that goes on every single platform, omnichannel storytelling. We wouldn't be able to connect with people. I mean, It's been the biggest gift for me of getting outside of my restaurant in 2017 and realizing like if I start a podcast, I can realize that I'm not alone as a restaurateur. And I started interviewing other restaurant owners, other business owners, and no one listened to the beginning, but If you do it long enough, your stupid idea can become something of value and you can build a community. Can you talk about how you guys approach storytelling in the modern age, how you handle social media and running your accounts, multiple accounts, all of those things? Yeah, I mean, I've only very recently leaned more into social media. You know, my partner Douglas has always been at the forefront and has done a phenomenal job telling his story and telling the story of Mita and our culture of generosity and how he views that. And I think it's a lot of what has made us successful. You know, when people understand that there's a meaning behind the restaurant and those words, like you said, over time, you repeat them enough, they start to manifest. themselves in your brand. Your brand is repeated behaviors and habits and things that you say. And I think when we talk about that, you know, when I'm doing pre-shift in the restaurant where I'm hearing managers give pre-shifts in the restaurant, I'm always scanning and looking at, you know, the stories that they tell. It's funny, like certain things that I've said years ago and how that like in a good way, the game of telephone has, you know, changed that story and sometimes made it better. They have their own version of it. But, you know, it, the lineage that you build when you start to pass these things down. We have managers, staff members that are now general managers with us. And then we have people that have maybe left Mita to go and try something else that are killing it in other organizations. And we just really want, if you have your resume and you see Mita on there, you know, and you've been with the company for a year, two years, three years, five years, we know that that person is likely an absolute boss. And, you know, we'll continue to tell the stories that, you know, I told in 2017 in pre-shift, you know, those are the things that make our industry great. And that family tree is probably the thing I'm most proud of. Couldn't be, I couldn't agree with you more. If we at Cali BBQ Media, Cali BBQ at our restaurants, at our media group, like, If somebody puts it on their resume, we want it to mean something. And the only way it means something is that if we show up every single day and do the work and we do the things that we say we're gonna do, because over time that compounds and that's what brand is. That is brand equity. So well said. Before I let you go, let's talk about your personal tech stack, iPhone, Android. iPhone. Which version? 11, I believe. 11, when do you upgrade? Yeah, I don't know. I'm always behind the times on that, man. I like when I went to kids, you know, they'll get the upgrade first and then I'll go. What's your notification management system? It's a disaster. It's an absolute disaster. It's an absolute disaster. I don't do- Are you type B or type A? I have no idea. I'm just a type Z or something. Dude, I don't do any push notifications on anything, which helps me because I'm not getting blown up for every email. It sometimes works against me because I'm compelled to check it a lot. My entire filing system is based on sorting my email as unread. Even if I read it and mark it back and I'm not ready to respond, I'll mark it as unread. And then my life's mission is to just get through those emails and respond to as many as I possibly can. So are you inbox zero by the end of the day? I'm pretty on it. That's pretty good. How many emails do you get a day? A lot more than I'd like to. Hundreds? Probably 100, 150 emails a day. How many do you enjoy reading? I love reading our nightly emails from the managers. And... Every once in a while, I'll get a good deal on Wayfair or something like that. That's nice. No, that's about it. Honestly, I think, you know, I try to be pretty organized with how I structure communication and find ways to say no to things. So I don't think I'm as guilty as some other people about just getting bombarded with constant stuff. If I can't do it, I would rather just say no thank you and move on rather than continue to entertain email after email. What tool does your company restaurant group use for communications? We use Slack. You do use Slack. Yeah. But only for corporate communications, not front of the house? Not for our hourly staff. We use Slack On for scheduling. You use what for scheduling? Right On, formerly one of Dolce. Yep. We like it. They have a lot of really good programming for certain labor law compliance things that are really important in Massachusetts. So that's our preference for scheduling and timekeeping. But yeah, we're big on Slack. We do a lot of Slack reporting in the company. Do you prefer phone calls or text messages? I prefer phone calls. I know that's not popular with the newer generation, the younger generations, but if you need something, you pick up the phone and call. Do you listen to voicemails? No, absolutely not. In fact, my voicemail says, please send me a text message. That is my voicemail message. Which is ironic because you want people to call you. Well, I want you to call me, but if I don't pick up, don't leave me a voicemail. Don't leave me a voicemail because I don't have time to listen. Just text me your question. I'm with you. I'm feeling you. Apple Maps or Google Maps? I feel like I use both. I use both. Really? Yeah. Yeah. I think Apple Maps is probably my default on my phone, but I use Google Maps a lot for reviews and things like that. And also if I'm ever looking at location stuff or real estate stuff, like Street View, that's what I'll use. What's your favorite social app? I'm partial to Instagram. I like Instagram a lot. Although in a weird way, I've been on Pinterest a lot more. Really? Although I don't use it as a super social mechanism. I guess you could consider it social. I just think it's a, it's a, I've been using it a lot for like inspiration and moving. So, okay. How do you listen to music? What platform? I use Spotify. You Spotify. And what app do you use the most for running the restaurants besides Slack? I mean, honestly, Slack, open table and, and toast in the toast app. It's kind of where I live all the time, checking sales, checking labor, seeing where we're at, reading guest notes and then communicating with my team. It's really all I need. Awesome. And what's an app that you use that you don't think our audience knows about that's valuable to you? An app that I use. I don't know. I don't know if I have like an obscure app. I would have to go through my phone and think about it a little bit. I'm pretty plain. I like to spend my, I don't like to complicate my life with too many apps. I keep. Claude chat GPT or Gemini. I use all three. I started getting more into cloud code for building purposes. I use ChatGPT as my baseline for just back and forth, question and answer, chat, troubleshooting. And I use Gemini more and more for stuff because we use G Suite as our email and sometimes building presentations or doing a lot of photo editing. I'm partial to Gemini with the Nano Banana. I think it's pretty good. Amazing. If you guys are watching, if you're listening, we appreciate you. Thank you for subscribing. Please share this episode. Please go check out the restaurants in the restaurant group, in the new restaurant, La Tavernata. Is that right? La Tavernata. La Tavernata. Is it open? It's open. We just opened yesterday. It was our first day. Congratulations. Phenomenal. Well, thank you for taking the time. It's such a busy time. We appreciate it. If you guys are watching, listening, you can reach out to me anytime at Sean P. Walcheff on Instagram is always the fastest, but I'm weirdly available on all platforms. We're looking for the best storytellers, the best restauranteurs on the planet. So no matter where they are, please send me a message so I can connect with them. Seth, thank you for taking the time. When I'm in Boston, which I do a lot of Boston trips, I'm definitely going to hit you up. I look forward to meeting you in person one day. Hell yeah. Can't wait. Thanks so much, Sean. Appreciate it. As always, guys, stay curious, get involved, and don't be afraid to ask for help. We'll catch you next episode. Thank you for watching. Thank you for listening. If you've made it this long, you are part of the community. You're part of the tribe. We can't do this alone. We started, no one was listening. Now we have a community of digital hospitality leaders all over the globe. Please check out our new series called Restaurant Technology Substack. It's free. It's some of our deep work on the best technology for restaurants. Also go to YouTube and subscribe to Kali BBQ Media. Kali BBQ Media on YouTube. We've been putting out a lot of new original content. Hopefully you guys like that content. If you want to work with us, go to BeTheShow.media. We show up all over the United States, some international countries. We would love to work with you and your growing brand on digital storytelling. You can reach out to me anytime at Sean P. Welchef on Instagram. I'm weirdly available. available. Stay curious, get involved. Don't be afraid to ask for help. We'll catch you next episode.