Milt’s Kosher BBQ On Processes & Preparation 

Arash Amini:

Hey, everybody. I am Arash Amini from JetEngine Marketing, and we are on a quest today on behalf of an unmentioned client to help you start a restaurant. This is How to Start a Restaurant with Milt’s Barbecue. We are in the lovely East Lake View, Chicago, and it is kosher barbecue which is kind of staple to the Kosher community in Chicago. They have expanded into a Deli recently. Things are going well. It is really a fundraising platform for the community because 100% of the profits go to other nonprofits. It is a very interesting concept. Today, we are going to talk to Bryan, the Head Chef. He was actually poached from another location, came here right before they were starting up, went through the opening day madness, and has been here since five-and-a-half years. And remember that everything is kosher; therefore, we are going to see a unique model in a successful restaurant, and we hope to help you on taking extracts from this and on how to make a restaurant or community center and still be financially profitable. So, catch you inside, and we will take a look at what is going on… Hey, Bryan!

Bryan Gryka:

Hey, how is it going man?

Arash Amini:

Good, I am Arash. Thank you for having us. So, where are we, where did I stumble into here?

Bryan Gryka:

I think you stumbled into a place called Milt’s Barbecue for the perplexed.

Arash Amini:

Yes, what is up with that? Who is the perplexed, why are they…

Bryan Gryka:

That is a long story. How much time do you have?

Arash Amini:

I think we have a minute or two.

Bryan Gryka:

Alright. There are a few different ways that I can start with. The name Milt’s Barbecue for the perplexed is actually a play-off of a book called “The Guide for the Perplexed” by Rebecca, Maimonides, or RAMBAM, which is I am not going to put his name, and it’s God for the Perplexed, Barbecue for the Perplexed, it’s…

Arash Amini:

So, it is kosher barbecue?

Bryan Gryka:

It is Kosher. Yes, everything in here is black kosher. We are certified by the Chicago Medical Council, and so, pretty much anyone who keeps kosher can eat here.

Arash Amini:

That is fantastic. Now tell me a little bit about yourself. We just went back and forth a little bit on text. How did you get involved with this place?

Bryan Gryka:

It was a process. I wasn’t even looking for a job, but I got contacted by someone through LinkedIn randomly. This was almost six years ago, and we went back and forth through emails, set up an interview, and then on the day I solidified all this, I got a call from a friend. He said, “hey, there is this place opening up in Lake View, and they are looking for a chef. I think you might be interested.” He started telling me about it. Wait a second, I just spoke to someone earlier, they were both different. Two hiring managers for the same place, obviously, this place, and so we went through some interviews. I met the owner, did some tastings, and here I am.

Arash Amini:

Rest is history.

Bryan Gryka:

Yes.

Arash Amini:

Excellent! Can you take us for a little tour?

Bryan Gryka:

Yes, absolutely. This is our dining room. We don’t have a private room or anything. This is what we have got. In summer, we will have a patio and stuff but…

Arash Amini:

…And you have been here for…

Bryan Gryka:

We have been here for five-and-a-half years.

Arash Amini:

Five-and-a-half years!

Bryan Gryka:

Yes, and then a little longer. I have been working here for almost six years because we had a few months of build out, R&D, etc.

Arash Amini:

So, you were here from the…

Bryan Gryka:

Yes, from the beginning. Henry designed the dining room, and I had little to say in the design of the kitchen. However, the place hadn’t been built yet. I didn’t really have much to do out here, but we did a great job. I like it.

Arash Amini:

Yes, it is really nice.

Bryan Gryka:

Yes, it is pretty big. Can’t complaint.

Arash Amini:

Yes, absolutely. Do you have such a thing as kosher wine?

Bryan Gryka:

Look right over here; you have got a whole bunch of kosher wine right here.

Arash Amini:

Oh, fantastic!

Bryan Gryka:

Yes, and there are some rules about wines. There are certain kinds of wines we are allowed to have and some that we are not. However, the wines do have to be very specifically Kosher. Things like alcoholic whiskies and whatever if they are plain, unflavored, or anything like that. It is not really an issue.

Arash Amini:

Okay, so they make kosher…

Bryan Gryka:

I have got Maker’s Mark and stuff like that. It’s not a big deal.

Arash Amini:

Is there a menu item that just…what is the most popular menu item?

Bryan Gryka:

By volume, the most popular is probably a tie between brisket or Milt burger which is…

Arash Amini:

I had one. It is really good.

Bryan Gryka:

It is pretty good. I am proud of this one, the Milt burger, and then our brisket burger which is relatively new on the menu, that one, those three. Even when I look at our sales reports, we are almost equal between all the three. It is pretty cool. However, our ribs, I think we are known for the ribs. They are expensive, so we don’t have…volume-wise, they don’t do as much sales. However, that is, I think, our biggest reputation, the ribs.

Arash Amini:

Really?

Bryan Gryka:

___

Arash Amini:

That is on my bucket list. The ribs, I am looking forward to them.

Bryan Gryka:

All right. Well, come back in a couple of hours and you can have some.

Arash Amini:

I know; I’m excited. And so, I really notice the fact that there was a strong sense of community. I came here with some friends. Everybody knew everybody. Everybody was laughing.

Bryan Gryka:

Yes, that is a big thing. Our owner jokes that this is like a community center without the ___.

Arash Amini:

Yes, it really comes across.

Bryan Gryka:

It is a big part for him. He is always very (0:05:00) proud of it. We don’t do as much as we used to, but we do a lot of events. We have got speakers. We have musicians and some things in which people can engage. It’s not just a restaurant.

Arash Amini:

I saw outside when I was leaving the first time. The proceeds go to charity?

Bryan Gryka:

Yes, all of it.

Arash Amini:

Wow!

Bryan Gryka:

Yes, it’s pretty cool.

Arash Amini:

How does that work as a restaurant? Guys, what about your overhead?

Bryan Gryka:

We still operate like a restaurant. It’s a P&O. We are not officially a charity per se, but the owner set up a foundation where he gives money to charity. He is always trying to get money for good causes. Everything we bring from here, he just funnels it right out to different charities. Every month, we would have a different charity. It’s pretty awesome.

Arash Amini:

Wow, that’s really awesome.

Bryan Gryka:

It’s great to be a part of it. Don’t think it’s like a tax write-off. It isn’t. He is legitimately giving money away.

Arash Amini:
Sure, sure. Do you mind if you give us a tour, so we can see what’s going on?

Bryan Gryka:

Sure, yes. Come on in.

If you can see over here, I have got a ___. He is actually checking our greens for bugs because bugs are not kosher. Everyone knows that pork isn’t kosher and things like that; however, most people don’t think about things like bugs. It takes a long time. It’s a big process. We wash all our greens and make sure there are no little creatures around them. That’s a big process.

Arash Amini:

There are extra layers, almost like a sanitation program or full safety?

Bryan Gryka:

It has nothing to do with that. It’s completely about kosher. You know the whole thing about vegans. They eat all the broccoli and stuff. I can guarantee you broccoli is not vegan.

Arash Amini:

There are bugs in there?

Bryan Gryka:

Oh, there are a lot. We can’t even use broccoli here because it’s too hard to check.

Arash Amini:

Wow! Interesting. From a food service perspective, you have worked at a regular restaurant before. How much of extra work does it add?

Bryan Gryka:

It’s a lot. He is going to spend a couple of hours just doing this. It is our smoker. It’s a big nice rotisserie smoker. There are your ribs. How about good timing?

Arash Amini:

Oh my God. So, these are your ribs?

Bryan Gryka:

These are our ribs, yes. They are 3 pounds short ribs, full slabs. They aren’t cheap, but they are good. So, these are not quite ready yet.

Arash Amini:

Each of these is a serving?

Bryan Gryka:

Yes. We can sell half. We sell for 2 pounds also.

Arash Amini:

A full serving?

Bryan Gryka:

That’s going to be like 5 pounds of meat.

Arash Amini:

Oh my, no wonder.

Bryan Gryka:

I have seen people pound them down. It happens.

Arash Amini:

All right, we are going to get dinner tonight. I don’t think I have ever had beef ribs before.

Bryan Gryka:

Most people don’t sell them. They are all that you see. These are short ribs. They would cut them into forking cuts and do grazing and stuff, because most barbecue places do pork and sell these as pork ribs.

Arash Amini:

We would like to sit down with you and pick your brain a little about your learning experiences from around the opening day. I think like a lot of people, like you mentioned earlier. It’s like getting to opening days is a milestone.

Bryan Gryka:

Yes, you have got a couple of hours.

Arash Amini:

Yes, I mean, I know you can go on. However, that’s just when your work really starts. Then, you have got to be a chef for the rest of the time but…

Bryan Gryka:

Yes, I know. It’s beyond a full-time job. However, it’s one of those things.

Arash Amini:

A lot of people think that starting a restaurant is like the American dream in many ways, and it’s so visceral because it’s your food, your culture that sneaks in but comes in. Nowhere does it teach you how to start the restaurant.

Bryan Gryka:

Well, that’s where the consulting comes in. However, the problem is that people are just so quick to get into it. I had to do some actual cleanup at a place which will be open for a couple of months. Then, they realized that there are no further heads, and I had been called there. I wondered how did the guys get this far without having any systems in place. And they tried doing an opening.

Arash Amini:

So you came in as a consultant effectively to clean up?

Bryan Gryka:

Yes, basically trying to fix the mess. But, it’s always after-the-fact that you’ve already done a lot of damage, and the owners already handed out a couple of hundred grand. It’s depressing initially the onset, yes. It’s hard for a part of me not to get angry and frustrated. But, as you said, come on guys through, through, and through.

Arash Amini:

And you must get frustrated because you have the right solution in your head.

Bryan Gryka:

Yes, like why didn’t you call me six months ago! Again, people don’t realize what they need, and they are very quick to get into it. Even here, we opened without a budget. You know when I just came by, I got hired on a Halloween day. I remember the day exactly, Halloween Day.

Arash Amini:

It was on a Friday?

Bryan Gryka:

Yes, it was October 31st. I still think I was two weeks into my job, and the owner was like (0:10:00) we want to be open in the middle of December, what? December was like six weeks, and you have to remember that this space was not even built yet. Honestly, we did not even get to the kitchen until right before New Year. But, we had it open.

Arash Amini:

How long does it to take to start?

Bryan Gryka:

If the constructions is already done?

Arash Amini:

Yes.

Bryan Gryka:

I mean it depends on how hard you are working and how much you have done. You have to have certain things done.

Arash Amini:

Maybe this place.

Bryan Gryka:

I got hired. I was not on full-time. But I started doing the menu. I got my menu 90% done within a couple of weeks. I kind of knew in barbecue where I wanted to go with some things. I made a lot of tweaks. I spoke to Jeff. He had some ideas. See those other barbecue places. I kind of looked at what they were doing.

Arash Amini:

But the menu kind of sets the tone for the inventory, equipment?

Bryan Gryka:

The menu of all other barbecue joints. Therefore, we knew we needed a smoker. I did make some changes. The menu was first. The menu was the first thing. I did not know what we were going to sell. Then, I had to work backwards. Okay, so then what worked here was we have a stove in there, you saw it earlier with six burners on it. Then, it has a flat top which you don’t see in there. There are some places which use a flattop, especially for toasting buns and other stuff, making things such as omelets or hash browns, and they have a salamander which is like the broiler. You don’t see one in there. I have no use for a salamander. I’m not brailing anything. I’m not melting cheese.

Arash Amini:

That’s so interesting. So this is not in your menu. So, literally, you don’t have the equipment to make something you’re not making.

Bryan Gryka:

Yes, and I see I wanted more burners. I really wanted a tilt skillet. It’s like a big kettle that’s on a hydraulic lift because we were doing a lot of chilling in barbecue sauces; therefore, ideally, it fills up in a stainless steel and has its own water source. So, I can make 60 quarts of chili in one shot. It also has a hydraulic lift. Therefore, you can lift it out and then dump it all into the bucket, and it has got its own drain. These things are great to have, and I have worked with them in other kitchens.

Arash Amini:

You can’t because of…

Bryan Gryka:

I could not because of the space. I tried everything to get one here. It had to be under the hood and we could not fit it in, so I am going to really need a lot of more space to cook stuff. I did not really point that out, but we have these two huge burners. I got rid of that flat top and got those two burners in. It added that extra space because I need to do more cooking to try to fit the menu. Then, we really had one oven. We may have cookies and brownies and cornbread; however, most of them and almost everything comes out of that smoker grill. So, again yes, it’s limited, and I can do only some stuff. However, it is difficult when people order massive amounts of roasted chicken because I just don’t have the oven space for that. Therefore, most of my stuff has to come out of the smoker.

Arash Amini:

How did you approach it then because this like the framework for your whole buildup of the business, and everything boils down to a little piece of paper, and I naïvely thought that came last. But, it literally has to be the first.

Bryan Gryka:

You kind of have to know where you are going to go with it. There is standard kitchen stuff. Again, we are very specific about barbecue, and we need very specific tools. We have this thousand-pound rotisserie smoker. It’s barbecue, so everything comes from smoke. Therefore, you get ribs and chicken. There are things I knew I needed such as chilies, the standard item.

Arash Amini:

How do you come up with the menu?

Bryan Gryka:

I grew up in Arkansas. I had barbecue.

Arash Amini:

And barbecue was set, and that was the concept.

Bryan Gryka:

The owner wanted barbecue. It was like opening a barbecue restaurant.

I said that I can do this. I had zero barbecue training when getting into this. I did stuff at home. I have been in kitchens for a couple of decades but not at a barbecue one. This was definitely really daunting. But, I like challenges, and I got this. I can do this. The owner was super supportive, and he knew my background and that I had not done barbecue earlier. So, he was like whatever you need—insight, consulting—because obviously, according to him, I was proud of a few things that he obviously liked. I like flavors. I like spicy food. I guess I have the pallet for it. It’s in barbecue.

Arash Amini:

Is there a concept that you do not want to do based on your disposition, or do you feel that you can pretty much learn whatever you need?

Bryan Gryka:

At this point, yes, I pretty much did. There are things that I like more than others, but overall I’m not afraid of any challenges. All chefs are comfortable once they get to a point.

Arash Amini:

Did you learn all the skills?

Bryan Gryka:

___ basic skills and you figure out the pattern, the test for it. If you have eaten food, and you pay attention to flavor profiles, and there are a lot of books, things about mixing and (0:15:00) matching foods and, then, honestly, just screwing things up yourself.

There are things that I definitely like. I like spicy food. I like sweet and hot. We just opened up a Deli next door, which is also new. I have never worked in a Deli before, but I know what I would like him to ___ beef, and hence, I play with recipes and do some R&D. Here, I spent three weeks by myself in the kitchen playing with recipes to work on different spice rugs and salads and seeing what I like. What is working and what did not work. So, I started working on my timing. I had no idea because every kitchen is different. Every smoker is different. You have a general guideline, but briskets can take anywhere from 8-16 hours depending on the size and the fact that the ___ amount of connective tissue; also, there are a lot of different variables. So, you have to understand.

Arash Amini:

How is this meat going to do in this?

Bryan Gryka:

You just have to check it. You have to know when to check and when not to, and you know I’m getting into detail about barbecue specifically. It is kind of a barbecue tutorial, and I might be boring all the listeners with this.

Arash Amini:

I don’t know, you never know. Barbecue is big on Instagram. I put one Instagram video of barbecue, and now my whole feed is just filled with brisket.

Bryan Gryka:

Yes, brisket is in.

Arash Amini:

You had told me, although it may be controversial. It may not be about your training and how you learned your skill set but sometimes, I say the same thing about undergrads; don’t go to college if you don’t know what job you want to get because it’s getting really expensive to find out, and on-the-job training is always required anyways.

Bryan Gryka:

I have a degree in politics that was like another hundred grand out of the window.

Arash Amini:

Then you went to undergrad for that, and then you went to culinary school?

Bryan Gryka:

Well, I moved to Chicago to go to a law school; then, I worked for a political campaign for a year, took a year off before law school. And, then, while I was in law school, I realized what I would rather be. I spend more time cooking than in the library, so you know that was one of those moments when you realize.

Arash Amini:

Sure, like a couple of pivots, and then you are like I want to go into…which direction asked then that “I want to be a chef?”

Bryan Gryka:

Well, yes, kind of. I spend high school. I had worked in fryer flat top-type quick service. I did have a little experience at my home and in my apartment. I cooked, so I did not have any real professional training. However, I knew I would like it, which is like the worst thing you can do, because one thing I saw the culinary schools actually closed because what was happening was it was becoming somewhat like a loan factory. They just bring anybody in their advertisements in the middle of the day: “hey, do you like to cook? Come and join our school. We will give you loans and then, you can come up to the schools for free.” It was that thing and kids I was in school with. There are some kids who are literally homeless and are taking on 120 grand in debt, because the schools don’t even care, and they’re approving everybody, and a lot of people are going. If you don’t have the drive or skill set for it, and you’re going to a culinary school, you’re trudging through, and end up working in McDonald’s anyway. I saw what happened to a lot of kids and people.

Arash Amini:

Instead of doing that, what would be an alternative for the right person? Obviously, the situation…

Bryan Gryka:

You have to have the drive. If you are someone who is going to succeed in the industry, latch yourself on to a chef and you go to a restaurant and you say, hey, I don’t have any experience, but I will work for you for free or for minimum wage. I’ll just cut onions. I’ll do whatever you need me to do. But, you had to be one who wants to learn, who wants to do it.

Arash Amini:

Instead of paying at school, some people could go just hands-on job training?

Bryan Gryka:

Yes, hands-on job training, just like a mechanic or electrician or plumber. You practice, that’s exactly what it is.

Arash Amini:

You can move up the ranks and that and see if it’s a fit before taking it on. You can always go back to school.

Bryan Gryka:

Nowadays, everything’s available.

Arash Amini:

Interesting. Because you mentioned something like oh, that makes sense, they don’t teach you how to produce ___ here you guys, I saw, this 100 pounds of meat versus ___ sauce.

Bryan Gryka:

Yes. Like I was earlier, I can send 20 minutes creaming garlic or I can throw it on the food processor and extending two quarts of it.

Arash Amini:

Because you don’t have the time.

Bryan Gryka:

It’s not realistic.

Arash Amini:

Interesting.

(0:19:42)

Arash Amini:

You went through that. You have got your degree. Here, you mentioned they poached you from somewhere else. Everything is kind of came together. Then, you are here learning on the site, on the job. How did you get to the opening day? What was the biggest roadblock (0:20:00) to the opening day? I know that this is not where it starts. But, it’s a big milestone. It’s like we are here if you need it.

Bryan Gryka:

It’s hard because the time and the days of your biggest roadblock being able to get through your easy day with a minimum amount of sleeping, head spinning with so many things that you need to get done. It is almost 5 and half years and part of it feels like yesterday, and the other parts that I am so numb to it. Where it’s like a traumatic experience, you just kind of block it out completely.

Arash Amini:

What it was traumatic about? What was hard?

Bryan Gryka:

It was just more like there were no systems in place. The first thing we did aside from the menu, which was all happening at the same time, we spent over a week working on HR materials, like trying to get all the hiring packets, getting all our safety stuff, making sure all our legal stuff was in place. I know there are sources that are online, but they are all you have to customize to make sense of what you are doing, for example, sexual harassment training.

Arash Amini:

If you do that right upfront, it probably pays dividends.

Bryan Gryka:

Absolutely, I know a lot of places that don’t do that. Some parts of my life can be disorganized. But in other parts, I am very much like that these had to be. You have the direction and vision and you have to stick to it. The things like these that a lot of people see off. Those are the types of things that I was talking about cleaning up that these things aren’t in place. Once you open you are not going to have a chance to do it again. Because you all have to do the HR stuff, recipe development like actually having the bugs. One of the problems we have in places that I have seen, one of the problems that I had here for little bit, was that we did not have all our recipes together. We were always making some changes as we went.

Arash Amini:

You mean like physical recipes?

Bryan Gryka:

Physical recipes like the volume that we are doing. I could write a recipe for 8 quarts of chili but we are going to do so much chili I need to do a 40 quart batch, or something like that. And, then, making sure the recipe, then I am getting into the culinary here, but you can just take a recipe might multiply by four. It doesn’t always work. Intuitively, it sometimes doesn’t make sense. But especially when you do things like salt and acids that you can’t just quadruple the salt, it ends up either being really, really salty.

Arash Amini:

Should you have to really write the recipe for the volume?

Bryan Gryka:

Try it and, then, adjust it. Again, it’s all digital but I have 15 versions of the same recipe. I will read it 1, 2, 3. Then, I would like to have a file and I would have a folder of old recipes because God forbid if I delete them, that type of thing. But, that’s just me. It’s a history and not even that but the history is there. And, then, I can always look back and see what changes I’ve made and why I made those changes and whatever and kind of see where I am at.

Arash Amini:

Is there any app you use or just a notebook?

Bryan Gryka:

Again, things like inventory and costing and pricing, and there’s another big thing that I have not got into yet. But the pricing is huge and that’s time-consuming.

Arash Amini:

Like pricing out?

Bryan Gryka:

Pricing out chili?

Arash Amini:

Cost?

Bryan Gryka:

An item that has like 10 different ingredients. There is software that you can use for that where you type in the recipe and then your cost and that is so time-consuming.

Arash Amini:

Is it worth it though in the long run?

Bryan Gryka:

Absolutely. Again that’s a step that a lot of people skip and then end up making a huge mistake.

Arash Amini:

Why does it occur to you because it seems almost like you look at your books at the end of the month and I have spent this much on ingredients.

Bryan Gryka:

Well, then, you would not know where you went wrong and you would not know where your weak points are. If you are underselling yourself on certain items. There are certain items I know I’m making good money on and I used to debate with our GM about it. He is like I need to cost on the side and eyes was like it doesn’t matter where I was like a 20% food cost. That is kind of a joke that you sell as much as you can sell it for.

Arash Amini:

Yes, whatever the market will bear.

Bryan Gryka:

Yes, whatever the market will bear. I know something like our ribs, earlier we were selling our salad ribs at $67.

Arash Amini:

Just for contacts how many pounds of meat?

Bryan Gryka:

The meat itself, where we buy bone in, but with the bone you’re talking it will vary. But, they are anywhere between 4 to 6 pounds.

Arash Amini:

Very large family size pork, still going for almost like 6 bucks.

Bryan Gryka:

Yes, then, our cost on it will be like 50 bucks.

Arash Amini:

You said that you can’t increase the price much.

Bryan Gryka:

Because then we would not be able to sell it. So, you have to do the cost-benefit. Our exceptions to the rule, usually the rule and especially part of the culinary training is you try to anywhere between 25 and 35% food cost.

Arash Amini:

So, if you are selling something for $10. Then it’s $2 to $3 on the plate. So, basic business is that the rest goes to paying everything else. Then, some conveniences and emergencies and maybe…? (0:25:00)

Bryan Gryka:

The plate costs money, the dishwashers, the laborers, everything else. Our plate costs 30 bucks apiece. We break one. You just had to cover your costs.

Arash Amini:

So 20 is great, 30’s maybe more.

Bryan Gryka:

Realistically I think we run about 35.

Arash Amini:

Is there an idea to know which dishes are making you the most money?

Bryan Gryka:

Yes, ___, then, you get into the idea of how you lay out your menu. There is a lot of psychology involved with that too.

Arash Amini:

Interesting. So can you give us a little titbit about what’s an ideal menu flow or the like?

Bryan Gryka:

I mean it depends on how you’re doing it. But, a lot of times you are stuck ___ but you like the stars and those are the ones that you really want to highlight, your high end items. You will always want to have an idea that’s way priced over everything else because you always have the guy that comes in who wants to impress who is on a corporate card or for whatever reason they want to buy that item, and you hear about that restaurant that always has a $1000 burger that’s like the ‘covered in gold leaf” and nobody will ever buy that. But, 1% does.

Arash Amini:

It probably makes everything else seem more reasonable.

Bryan Gryka:

So, some people will buy the second most expensive item, that type of thing. Therefore, you always want to highlight things. You want to post right in the middle of the menu. When you get around that that things that people don’t really tend to see. People look into the beginning, some people look at the end. The stuff in the middle, it’s like it’s lost. There are things that you want to make sure that you make the most money on, either they are at the very beginning like something like an appetizer or like beginning at your ___ or the very end because there’s some people that always like to look at the end of the book as opposed to the beginning. So things that draw attention. Then, the rest of the stuff kind of gets lost.

Arash Amini:

It’s fascinating. Really understanding your menu, it sounds like you should maybe even revisit your menu regularly.

Bryan Gryka:

Also, that’s part of our POS system. That’s another thing that we have to deal with when opening and setting up and now, that’s a huge process.

Arash Amini:

Yes, what I am learning is to keep a track of everything.

Bryan Gryka:

Yes, they are all different. We used to use, I am not going to say the name, but we used different programs, and the reporting was terrible. We moved away from it.

Arash Amini:

The sponsor of the show has nothing to do with you guys in your POS.

Bryan Gryka:

I’m not going to trash a company publicly.

Arash Amini:

We are also not pulling secret promotions, so you guys can use different company names.

Bryan Gryka:

We switched a couple of years ago because one issue is that with the older system, reporting was lacking. Getting the data was really important because I wanted to look at what the sales are. That’s how we make new items. I look at our sales, then not see the items of which we sold only 10 last month. Why am I wasting my time with that? You pull those up and try to pull in new items that you think of in the middle of somewhere.

Arash Amini:
I never would have thought of that. Like not only do you want to take away the losers from the menu but you also want to think about what can fill the hole with to complement it. So your new menu items have to fit in there.

Bryan Gryka:

We listen to feedback and, then, I know they say numbers don’t lie. So, setting up the computers, the POS system, that was another huge challenge before we open. Again, making sure that’s up and running before we start bringing customers because one thing I can’t stress more than anything else is make sure you have all those done before you open. Because once you are open and you start having customers, there’s not enough time during the day. Then, you are playing catch-up and trying to get it all done. That’s why I have seen so many restaurants crash in the end. There is a lot of pressure, especially when you get investors, a few hundred grand, and they are like we need to open. We are paying rent. We need to open, need to open, need to bring in money ___ all the time.

Arash Amini:

Then if you don’t push that and you say like listen this is what’s going for the business ___.

Bryan Gryka:

I have a friend a couple of weeks ago who came to me and says, he said he got approached by an investor. He has a couple of hundred thousand and he wants to open up this place. We talked a little bit about how much they are paying for rent and a couple of things and I was like that’s not enough money. He says well we can get started and then like.

Arash Amini:

What are the odds?

Bryan Gryka:

What happens if 3 to 6 months down the line you are gone out of the capital and then what you are not getting a salary?

Arash Amini:

It’s a very good point. When going to draw your salary the owners is the one who first going to get the cut. It’s expenses.

Bryan Gryka:

Yes, I know. So even before we open this place, I was working in an opportunity with someone else and they had raised 250 and I was not comfortable with it. I thought we needed at least another 100 grand. It was not as close but I was not comfortable because you want to have six months of operating capital. Like pretend I don’t have a penny coming in the door but we can still pay all our vendors, we can still pay all our staffs, we can still pay (0:30:00) ourselves up to six months.

Arash Amini:

Six months after opening day?

Bryan Gryka:

After opening day.

Arash Amini:

That makes sense. I have personally raised money for indoor farming projects and cash runs so fast and raising it when you need it is the worst situation to occur.

Bryan Gryka:

Because you are going to get pennies on the dollar. You have no leverage.

Arash Amini:

Yes, it’s terrible. It’s fascinating. There is this concept in Chicago, the one for 250. I guess it’s different in every part of the city, you really want to look at your expenses? How much risk you want to take?

Bryan Gryka:

Yes there is the risk. There are formulas. There is information out there especially now, even more than five years ago. There’s so much more information out there. You look at your demographics and take a look at your surveys. Then, you have to have your menu. You have to have your cost and kind of see what your average ticket is. You would just do a lot of guesswork at the beginning. What’s your average ticket cost going to be? Where’s your revenue sources coming in? You had to set up a budget. You have to put it together.

Arash Amini:

It sounds like you should have all that stuff in the budget in a basic financial model before you start.

Bryan Gryka:

Before you sign on the lease ideally, though that did not happen here but we were able to get it done. That was definitely a challenge when I got in. They had already started down the space. They had already signed the lease. I was hooked in. But, whatever we got it done. Thank God they worked out.

Arash Amini:

But, the risk is higher in that situation. If you don’t have the resources you are saying to minimize the risk to do all the boring stuff paperwork before you even sign the lease.

Bryan Gryka:

To be honest, I have got a couple of business models in my pants already locked and loaded in my pocket. The stuff that I have done in the past ___ if I ever get to the point where I want to open up I just plug in a couple of numbers and then slightly adjusted all.

Arash Amini:

Let’s start talking about the numbers. How would you get to the point where you want to pull the trigger on? Are there a couple of big things you need before you branch out on your own? Because if got momentum here, there is a brand.

Bryan Gryka:

Well I am not going anywhere. I have been approached. I am not going to lie. I have been approached by a few places. I have little 20 desire to leave at this point from where I work. My job here is not done.

Arash Amini:

Yes absolutely ___.

Bryan Gryka:

___ It’s not going to be with my money. I’m not ready to start using my money yet.

Arash Amini:

I don’t think you ever showed. There should always be business partner.

Bryan Gryka:

Well at some point you want to be your own boss.

Arash Amini:

Sure. But, would you ever want to take all the risk by yourself. I feel like you should always spread it out little bit.

Bryan Gryka:

I am inherently very conservative by nature. That’s a personal choice, especially since I’ve got three little kids. I’ve got responsibilities. I am very much risk reverse.

Arash Amini:

So, for a risk reverse person how would you go about setting up?

Bryan Gryka:

Find a rich guy.

Arash Amini:

Find a financing source? How does someone tap into the network, if they are out there? Okay I’ve got, listen, I would sit down and I will prove my model, makes sense. I’ve got the passion. I just need financing. I believe when you have a good plan, financing is available.

Bryan Gryka:

Yes, that’s where your name comes into play. You are in for a lot of people. If you have not been an executive chef before, that’s a very difficult challenge to be on this because nobody is there to throw half $1 million into a guy who has never been his own chef before.

Arash Amini:

Because it’s more opportunities for failure to do all this stuff that you can handle.

Bryan Gryka:

Because honestly I spend, at this point, I’m also the general manager here. That’s the new battle that I had for the last few months. But, honestly, that’s not nearly as much cooking as I used to do, because I’m doing all the admin and business side of it like budgeting and all that. There is a skill set that you have to have to run your own shop. You can be the greatest cook in the world but if you have not done the management aspect, nobody going to show the cash at you. If they do, they don’t know what they are doing.

Arash Amini:

Which is sometimes bad to take, what they call dumb money out there.

Bryan Gryka:

The money’s there. Dumb money is out there.

Arash Amini:

But you want your money to be able to help you with… not bad on a situation ___ see in the first place, so it sounds like and it’s in many other… as is the truth in many other industries to get first-hand experience in an established location.

Bryan Gryka:

Yes. If you become an executive chef, working for somebody or whatever, and then you are out there and, then, the money will come to you because the right person at the right time will come down at your restaurant, like the food and, then, you know it’s networking. You know, she moves and then (0:35:00), you never know. I mean the right place at the right time, things happen, and when you are in the industry long enough honestly, it will come organically.

Arash Amini:

I have had ventures in the past where I chose the wrong business partners, learned lessons that you cannot, I mean more of the…

Bryan Gryka:

Be careful who you are going to bed with.

Arash Amini:

Uff, because you can’t get a divorce in a business situation. It’s not the same.

Bryan Gryka:

Yes, it’s messy.

Arash Amini:

How would you cage someone, you have a plan, people coming at you, how would you gauge the right partners?

Bryan Gryka:

Nothing beats experience, especially if there are investors who don’t know the restaurant industry. That’s a big red flag. But that doesn’t mean that that should shut off. If you know them personally or what the work habits are like, it’s just like any other interview.

Arash Amini:

Would you ever call or ask for references?

Bryan Gryka:

Absolutely. You can do either ___ not, there’s always Google, you always be and in talks and spend time with other person and see what kind of personality they have because these are the types of people you are going to spend more time with than with your wife and kids. That is one of those. So, again be careful who you are getting bed with.

Arash Amini:

Yes, you are like marrying this people in a legal form.

Bryan Gryka:

Yes.

Arash Amini:

Getting homework, business plan and spend a lot of time with this people. From the consulting side of your life what problems do you see the most? Is there a problem that just keeps coming up in like what is going on?

Bryan Gryka:

The biggest thing is I have never ever used a proper budget and stuck to it. It is like really not having a friend. It is not just having the menu and the price of everything. But it’s like what are your food costs, and how are you calculating all this? How you are doing the labor, if you are not tracking at all? But, again, it’s very easy to not do any of that because you get bogged down with your life and, then, I’ll do that tomorrow when it opens and it’s very boring, and I thought my eyes are bleeding at the time I am staring at the computer trying to figure out. I am working at my budget site now actually, and I have been doing that for the last couple of weeks and I’m just sitting there at midnight. It’s hard and it’s really hard sometimes to do that stuff.

Arash Amini:

Is there a resource out there like someone ___.

Bryan Gryka:

You can always pay someone to do that. If you want to pay for it, you can get anything.

Arash Amini:

Maybe, if I going to start a new patent based on money ___.

Bryan Gryka:

Definitely, especially if you have never done your own opening before. I think I have done five openings now. If you have never done it before, then, yes utilize the resources. Just ask questions, reach out to friends, people who have done it before. Look and try to find historical data. Look and try to get data from existing restaurants. Talk to accountants. See what they have. It is always a challenge.

Arash Amini:

Sure, starting any business is. When you go on consult is that a pattern you see a lot ___ in place, it’s like one thing that you, man if they just…

Bryan Gryka:

It’s never just one thing.

Arash Amini:

Yes it’s always different.

Bryan Gryka:

Yes. You know I went one place and there the labor was not set up properly and where I when I looked, they were doing on an average day $3500 in sales and I look at their staff and I looked at that type of food they’re doing. It was just a bar like thing with burgers and fries and similar to the kind of stuff that we are doing here but like without the barbecue aspect. I will see that they have three line cooks. Then, there is someone like doing prep all along and, then, no one’s managing the staff. I have half of the staff that they have and I’m doing twice the volume. What are these people doing all day long? I spend a day there and I know why and I guess people are just basically half ___ it, because there is no oversight. There is no one really pushing. Sometimes the people need to push. Then, also you can see certain items on the menu that is not worth the time. You still see someone that spent three hours dredging onion for onion rings, one at time, and they are watching them do it. There is a better methods. There is other ways to do it and do it faster. It’s the little things. But when you look at the grand scheme of things, when you start realizing that your labor is over 28% you’ve got a problem. You have got to find the necessary kitchen labor you really want to, close 10 or 11% as possible. Different numbers have been tried. That’s the thing that people who never have really done the management aspect do not know. There are numbers that are more or less written in stone.

Arash Amini:

You better have a good reason for going out from the numbers.

Bryan Gryka:

There are exceptions. But for the role that the numbers are working for a reason, there is just like the food cost is always a certain percent (0:40:00). You always really wanted to have 10% to 20% of your sales from alcohol. If not, we will a lot of pressure on the kitchen which is a problem that we have here, to be honest. Our sales is like 7% alcohol.

Arash Amini:

Interesting because the volume has increased.

Bryan Gryka:

Yes, it puts way more pressure because for the alcohol, you are looking at a 20% food cost when the kitchen here is 50% or 100% or more than that sometimes. So, you rely heavily on alcohol.

Arash Amini:

The average food cost obviously is different.

Bryan Gryka:

The places that do well sell a lot of alcohol. Here I think we are at 7%. It is working because people like our stuff. However, it is a challenge.

Arash Amini:

Yes, talk to me about that because you guys have a unique concept and with the success rates and successful cases you have seen, what’s the X factor? If someone would have told me to come here, it seems like people come here for more than food.

Bryan Gryka:

That is something that the owner pushes. It is that the community aspect of it.

Arash Amini:

There’s like a heart here.

Bryan Gryka:

We do have a niche when you do something with the kosher community which is something unique and it’s really hard to replicate. Imagine most people who are watching this are not looking to open up a kosher place.

Arash Amini:

Yes. But maybe they do want a community space, and I think that’s something that you guys really hit on it and it’s fantastic.

Bryan Gryka:

Yes. I have to give credit to the owner completely. He is outgoing. He has the vision, and that is something he pushes. He has a large network of friends. He knows how to contact what people. A lot of times, I see his friends coming in, people that know him, or pretended that they know him. It is a warm atmosphere. That’s where the front of the house and staffing comes into the play too because you have to have warm servers. You have to have a nice vibe. We have got these imported tiles, select creamed wood. There is little things that you want for your home; you are getting into a restaurant and designing and everything. But, all that does come into play and does make a huge difference on how people feel. It’s not just about the food. It’s a lot about the experience. It’s as cheesy as it sounds. It’s very easy to leave that for last. But all those little things do make a difference.

Arash Amini:

There is the kind of feeling that you leave with, or that you feel when you move and are working toward a place that can easily be down. Like they have full commands there but the experience is not in place.

Bryan Gryka:

And these goes more into the restaurant operations in general. But, that is one of the reasons I do get to this career that you can affect someone at work for the day: make or break someone’s day. And someone that comes in and if they’re not happy when they are working and that it happens ___ the way the servers greets them. They feel like the host was called to them. Then the food sucks. There is a direct correlation with that. So, if they are not happy with the way that they are being treated, then, they’re going to find everything that’s wrong with the place and, then, they are going to be miserable and you are not going to satisfy them no matter what. And vice versa, and if they come in.

Arash Amini:

Are you rescuing that situation?

Bryan Gryka:

That’s very hard ___ it happens because I think for I had to jump in sometime. I usually happen to have been in the back in the kitchen and sometimes you hear that someone is complaining about every single item. Their wings were too cold. There is a hair in their brisket. Sometimes you can tell that they are bit little nitpicky, or they don’t like what ever. People can be a little more forgiving with mistakes if they’re happy.

Arash Amini:

Do you have any way to treat them to just make sure they are happy when they leave?

Bryan Gryka:

Well giving them free stuff is always good; that’s what the people want. That all is well but that I have to do with a lot of discussion, but because that one time that I said flat-out to a quality customer basically you are BS’ing me. It’s a political game. You have to really be careful how you talk to people. Everyone talks about the high-handed chefs. You going to send back, meeting at steak, this is ___… I get upset sometimes, I’m not going to lie; sometimes things are wrong. A couple of weeks ago, I had a steak that came back, that was supposed to be medium rare, and the back is gray. I can’t argue with that, she was right.

So, I tell the group that what you are making. He might start swearing at me, and I would be like to look at the steak. You are not going to argue with me on this one; just remake it or whatever. That’s my issue. That’s my problem but we’re making it right and people are happy. But there was this one time that a woman had ordered a steak, that had literally it and everything (0:45:00) but this little bit of the  ___, if you have another ___, there is a piece of fat that runs pretty much through middle of it, and she had literally eaten 98% of it, and then complains that she didn’t like the steak, that it was chewy, that she wants another one made. So the server tells me, shows me the plate; you’ve got to be kidding me.

This is $60 on trade; this is just one time I was hot, I was in the mood and then went out to her with the plate. You said that you thought it was undercooked of overcooked. Whatever it was that was too aggressive that you ate all of it. She was, well, I just didn’t like it. Honestly, I would have been more than happy to replace it or do something different for you, but you ate all of it, that’s like you are taking a $60 entry and asking for a new one; are you still hungry? She said, “Yes, this was not enough.” I tell you what, we will make you another steak for $20 off. I gave her discount but you have to buy it but we will give you a discount out of generosity because you already ordered some and I will meet you in the middle a little bit. She agreed to eat and made another steak and she was happy.

The server was upset. She was like I can’t believe you gave her a discount; why would you give her that. I said I just sold another $40 to your tab and you are going to get a nice tip off that and we did not lose money on it, and we just want to do have to get back to the steak. It worked; everyone walked away happy. It was one of those where I know I had sort of embarrassed her a little bit because she knew I called her out on it; but I was able to salvage it. These situations are very rare. I am just giving you one anecdote. But it happens. This is the light life of working with the kitchens; there’s a lot of politics playing with people. It’s really hard. I’m still learning on it and that’s something, and experiences are the only way to get you there.

Arash Amini:

Man, you have given us like so much.

Bryan Gryka:

I feel like I have just started.

Arash Amini:

I know well we will save the rest ___ for a consulting. We will be happy to. Are you on twitter or Instagram?

Bryan Gryka:

Officially, I don’t know, I would be ___. I am in Facebook and LinkedIn. People can find me there. I’m easy to reach.

Arash Amini:

Will tell them to send you.

Bryan Gryka:

Thank you so much.

Arash Amini:

Come to Milts for extra innings and all that stuffs.

Bryan Gryka:

Absolutely, cool.

Arash Amini:

That was amazing. I can totally tell it’s like I don’t want to get into it but every situation has got to be so different and nobody does the financial model before the start. They don’t want to see on paper that their beautiful dreams is not going to work out; but, if you do it then you can find some way to make it work.

Bryan Gryka:

___ I’m the guy that’s telling you it’s a bad idea. I don’t really want to put the fear into you. Just be prepared, not just be like that guy was someone who is ___ that guy.

Arash Amini:

You want the bank to tell you though when you are out of money and they would not loan you or you want you to tell you.

Bryan Gryka:

Yes the homework is the hardest part, but is easy to control before you get yourself into trouble and that’s not one can call me, not for ___.

Arash Amini:

Perfect, yes absolutely. You said earlier that you just had a kid when you started this?

Bryan Gryka:

It was right after we opened, at the end of January.

Arash Amini:
Where you in the Illinois when it happened?

Bryan Gryka:

Yes, I was here. We opened at the end of January, and my daughter was born in the middle of March. My wife was about seven months pregnant right when we opened the restaurant.

Arash Amini:

Big stress.

Bryan Gryka:

Yes, she was getting a bit larger and larger; we already had a little three-year-old in the house, and then I was gone. I was completely like an owl, working 90 or 100 hours a week.

Arash Amini:

Is that common when opening a restaurant?

Bryan Gryka:

Sure, it should be. It’s one of those things that you on a list of things that you need to get done. I just know that I don’t get it done. I am in so much trouble, and I have to get it done. I had to get it done, trying to appease the wife, making sure that I’m not completely gone. Honestly, I started getting sick. I was not sleeping. I don’t sleep a lot now, but physically, I was having a very hard time handling it because I wasn’t sleeping a lot. We are still, even after the first couple of months of opening, required to work a lot and do training. You know we are changing a piece of things that as we go, so by the time my baby was born, I was still knee-deep in the middle of that. I think I didn’t really hit my stride. I did not really. I think it was until May or June that year when I was able to finally take a day off.

Arash Amini:

How many months was that?

Bryan Gryka:

It was like three or four months after which I was actually legitimately taking a day off.

Arash Amini:

Processes are in place?

Bryan Gryka:

I was still taking phone calls; even now, I take some phone calls (0:50:00), but when I was not at work and able to function and knew that if I like drop today, the place is going to crash and burn. They are not now but I don’t think I legitimately took two days off in a row for at least two years, which is not uncommon at all.

Arash Amini:

The drive needs to be in place.

Bryan Gryka:

It has to be.

Arash Amini:

You’re just not going to make it.

Bryan Gryka:

If not, they are going to find a different chef.

Arash Amini:

How did your family cope with you being…?

Bryan Gryka:

___?

Arash Amini:

They helped as much as they could?

Bryan Gryka:

I think my wife is extremely supportive.

Arash Amini:

You have a conversation about it?

Bryan Gryka:

We talked about it; she was not surprised about what I was getting into. I think anyone who is looking to be an executive chef knows what he is getting into. It’s not a secret. I don’t think that this is much of a concern for a chef’s life. You know once you start getting comfortable, once you have your systems in place, and then you can start relaxing a little. In five and half years, I am down to 60 hours a week, all good.

Arash Amini:

That’s amazing.

Bryan Gryka:

Yes and I am off work tomorrow ___ not working seven days.

Arash Amini:

Excellent. Is there anything you did for your health?

Bryan Gryka:

___ more sleep, it was just a combination of no sleep and a serious amount of stress.

Arash Amini:

Is there anything you do now to help with the stress that you would recommend, or would you recommend someone to at least have a somewhat healthy coping mechanism?

Bryan Gryka:

On the record or off the record?

Arash Amini:

Well! Let’s say on the record first.

Bryan Gryka:

On the record, what they say is exercise and sleep I don’t really do that much either.

Arash Amini:

So, it might be a performance booster?

Bryan Gryka:

It absolutely is. I have honestly ___ I have actually cut back on that significantly because that actually makes your life more difficult because alcohol does not help you. It helps you relax but doesn’t help you get ready for the next day. No one is going to want me to hear me say that.

Arash Amini:

I hear you, that’s really true. I am all about performance enhancers that are sustainable and compounded upward and not degraded down on ___ whisky.

Bryan Gryka:

___

Arash Amini:

But it’s not when I need to have a good nicely but I can sleep ___ it really hurts you the next day, and that keeps on building.

Bryan Gryka:

That’s how people destroy their lives. That’s why we have chefs who get hammered and fall asleep in the booth. They sleep in cars; they never come home because they just pass out somewhere, and then they go back to work for another 18 hours a day. It’s pretty common.

Arash Amini:

Thank you so much for having us and letting us into your kosher barbecue. If you guys want to check out Milt’s Barbeque, what is that is in?

Bryan Gryka:

34 Leavenworth, Broadway, Chicago, and right next door is our Deli called Milt’s extra innings, which is 34-09, North Broadway, right next to each other. We are about a mile from ___.

Arash Amini:

Perfect. Proceeds go to…

Bryan Gryka:

All go to charity. This month is ___ school. I don’t know what next month is yet. There is a list on my front door about the many places we have given money to.

Arash Amini:

Wonderful place to eat. I am not going to promise I am going to eat.

Bryan Gryka:

Let’s split up with your camera guys, be nice.

Arash Amini:

We will see it. Thank you so much for having us.

Bryan Gryka:

Sure, no problem. Take care and good luck.

Arash Amini:

Wow. That was amazing. I just came out of Milt’s Barbeque kosher barbecue, and 100% of their profit goes to nonprofits. It’s listed. The major thing I can really think about is how strong the sense of community is around the space and how it has been supportive from day one. The owner had a vision that was needed in this community as not only an interesting fundraising platform but actually a place that people can visit. This is not a synagogue or a more structured or typical location for get together with friends. Another interesting thing I thought was that the equipment weren’t really different from those in a normal restaurant, but the operational layer on top of all the restaurant equipment is what made them kosher. There’s a guy checking the food for bugs because bugs are not kosher, and everyone’s eating bugs in lettuce, and now you know that the big 5-pound beef ribs are actually a lost leader on their menu; however, they do it because it’s something (0:55:00) that their restaurant was based on. It was a really interesting place, and it was interesting to talk to the head chef, Bryan; it was like a crash course in restaurantship.

A few things really stuck to me. One was the process. If you don’t have your HR in place, if you don’t have your financial modeling in place, if you don’t have your staff in order, then the whole thing is going to be based on quicksand and you are going to really send yourself off the field. Hearing how he is the consultant for all these other projects that are not quite floundering but stressed out, and he comes in to clean them up, although if the work was done earlier, it would not have been a problem. But, everyone seems to wait until they are neck deep in problems. Really fascinating place, really interesting nonconventional restaurant. It’s really a place that you would not expect on paper, but when you have this community supporting the idea, everything is possible. Hence, I would not really think about it if I were you. Thanks for watching. See you in the next episode.