104: Jonathan Ruby | Transforming Toxic Hospitality Culture
Restaurant Coach/Consultant and former Chef Jonathan Ruby 'turns the table' on the toxic culinary culture in our food and beverage profession and how you, too, can create a workplace #culture that everyone wants to work for.
We debunk the veneration of self-sacrifice in today's restaurant culture and reveal how taking care of yourself is job #1 in the #newrstaurantculture.
To find out more about Jonathan Ruby and his mission, click here.
Turning the Table Is the most progressive weekly podcast for today's food and beverage industry, featuring staff-centric operating solutions for restaurants in the #newhospitalityculture.
Join Jim Taylor of Benchmark Sixty and Adam Lamb as they "turn the tables" on the prevailing operating assumptions of running a restaurant in favor of innovative solutions to our industry's most persistent challenges.
Sponsored by Benchmark Sixty Restaurant Services
Check out the videocast on
This show is sponsored by Benchmark Sixty; check out their unique staff retention solution.
In partnership with Realignment Hospitality
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Welcome back to another episode of turning the tables.
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And I am your humble host, Adam Lamb.
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Typically Jim Taylor of benchmark 60 joins us today.
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But I think right about this time, him and his wife must be
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welcoming their very first child.
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So that's really.
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We do this hashtag lunchbox live stream every week here on Thursday at noon.
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For some reason I put in 1205 start time.
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So I apologize for that.
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And I'm happy to announce that turning the table is now officially a podcast and it's
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available on iTunes, Spotify in everywhere that you get your podcasts on the show.
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We talk about staff centric solutions to restaurant operat.
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And it's a short show, 30 minutes.
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It's meant to give you a big punch in the mouth as something to think
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about and hopefully take back into your operation and test because we're
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all about making these solutions live.
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We don't wanna just talk about 'em.
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We wanna make 'em happen in our industry.
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And today I'm very happy to welcome to the show.
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Chef Jonathan Ruby.
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Who's also a, a solutions expert with benchmark 60
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morning, Jonathan, how are you?
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Hey Adam.
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Thanks for having.
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Wanted to make sure that before we go any further, I mentioned that this show
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as always is sponsored by benchmark 60.
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Jonathan is one of our solutions experts, partners with benchmark 60.
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And he brings a wealth of experience, not only as a chef, but also as a
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restaurant tour operations manager.
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And my Thomas is excited because.
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She can see us and Jonathan, let me just start off and ask for the folks
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in the audience who perhaps don't know you as well as they should.
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Can you give us kind of a little thumbnail sketch of your background
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and some of your early influences?
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Yeah, sure.
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I like I'm, I'm fortunate.
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I grew up with restaurant business a little bit.
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My grandparents had a couple places when I was, when I was growing up, but they
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had a pizza place and it was kind of like park pizza place, park, convenience store.
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And then they also had a seafood restaurant having been from Nova Scotia.
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So, you know, as before I was even.
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Probably legally allowed to work.
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You know, when I was like 10 to 12, I was Boston tables and washing
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dishes and helping them with prep.
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So I kind of began my admiration for the restaurant business, you know,
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having gotten to see the, the culture, especially the culture in the kitchen.
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And they're all, you know, a little bit like pirate back there.
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And I really did and kind of solidified my, my, my passion for that.
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It just like turned out I loved cooking.
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So I, at that point, you know, I did work experience, got jobs.
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In restaurants when I was in high school.
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And then at that point I went on to the culinary Institute, Canada and
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prince over island here in Canada.
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And that was just a really, that was a great experience.
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You know, the first year was, it was fantastic.
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It was really like, kind of edit the curve, having had that
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past restaurant experience.
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And so it really did like.
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It gave me a little bit of an edge.
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That's kinda like what I teach a lot of the people, if that school really,
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I got to really maximize my education with my past restaurant experience
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because when everybody was still learning to bring law, their first onion, you
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know, I hammered through that and then blown a pig set kind of thing.
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So.
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From there.
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You know, I, I joined the junior chef's association of Canada.
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My became an alumni representative for our school.
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I met Michael Smith.
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Who's like a, kind of a local Canadian celebrity chef used
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to chef at large chef at home.
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I helped him launch at the very best of chef at home, his cookbook him as well
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as I helped him at the athletes village for the 2010 Olympics Whistler, which was
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a really great opportunity from there.
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I kind of just went on to work at.
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A few Michelin star restaurants, like notably what bean in, in Manhattan,
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which kind of pigeonholed me as that poisoner for a little pitch.
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But I, I was happy to do it a bit.
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Love seafood.
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And I, you know, I moved around from island island.
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I lived in the Caribbean for a little bit in St marks.
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And then, you know, I lived in Victoria, like beautiful Vancouver
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island here in, in Canada.
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Working at some I am resorts and stuff.
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And then also, you know, I did some cool TRO.
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Trying to, you know, test the waters at different Michelin for restaurants
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and really like kind of my pursuit to, of that like ingredient, knowledge
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and technique, like, you know, HKA and glee was one of those places that
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really was, it kind of transformed my idea, my approach to food and you
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know, my obsession with bread with that amazing bread cart they have there.
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So yeah, just little snapshot and throw my life.
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I ended up here in Edmonton, Alberta.
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I actually came here to get shoulder surgery.
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Next thing you.
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I'm a restaurant consultant.
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So , I it's been great.
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I, I did transition my career at one point, you know, I had a, I had a
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daughter and I, I realized that like, you know, spending time with her
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and spending time with family was.
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Was just as equally, it became just as equally as important as my career and
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my career was kind of, you know, at the forefront of everything at the beginning.
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So I, and at that point I had started meeting some corporate executives for
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progressional groups and got into food development and kind of big picture
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thinking when it comes to the restaurant business, which then obviously you had
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me question a lot of the things that we were doing and, you know, and that,
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that's what segued me into the, the consulting business or working with
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benchmark 60 is that I just, the hope is to build a best for better restaurant.
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And congratulations on the birth of your daughter.
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How old is she now?
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She's sick.
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She's going on grade two.
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She's turning seven in October, but yeah, so it's been a little while ILA.
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Yeah.
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And previous to the show, we were talking a little bit and we thought
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we might discuss the demise of the toxic culinary culture, or as we're
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planning it in her crazy little ways.
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Do you remember in your career being kind of victimized by a toxic war culture?
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I know Canada is a much soft, sweeter place in a lot of ways.
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I'm married to a Canadian.
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So it's constant conversation about, you know, how different the cultures are
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between the United States and Canada.
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But I'm just curious if you could kinda reflect on culture within the
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back of the house environment, that didn't necessarily seem so supportive.
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Yeah.
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Oh, I mean the restaurant industry is, is not primarily dominated Canadians.
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So I think it's like, it's a pretty good mix of, you know, different cultures
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and different backgrounds when it comes to how we approach culture in business.
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And so I, I definitely I've experienced it, you know, it's that kind of that
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old adage where it's, you know, I, back in my day or like I, when I
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was coming up as a chef, you know, they weren't that nice to us, which.
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Which was true.
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Like, I I've seen a mirror of things.
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People were still throwing stuff around.
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This was kind of the, the heyday of Gordon Ramsey, really, where that was
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the culture, like chefs were, they were hardass and they had a hard line and it
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was say, yes, Shep and do it and, you know, show up if you're not 15 minutes
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early or late, some, some of it's not bad.
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Some of it's, you know, it was character building, but I definitely
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experienced it, you know, like.
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I didn't even know what the word meant.
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I was called Mamoa for the first, like who I was a teenager and I didn't even know
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what it, I didn't even know what it meant.
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That's what they called me in the kitchen, but it, they were
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calling me asshole the whole time.
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So I, I, yeah, it's, it's, it's unfortunate.
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I, it was just all that I ever knew at at the time, but I was coming up.
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It's definitely been a significant shift, right.
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Because the, the workforce not willing to put up with that kind of stuff
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and the way that we kinda suffered.
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What do you, where do you think we draw the line between say
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character building and abuse?
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Well, just there is no, there is no like line there's it's
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just one or the other I?
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Yeah, like it's it's it's not okay.
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It's I don't, I didn't even really understand why it was okay.
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Or where that stem from.
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It came from, you know, just stress, whether it was like money
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or trying to boost cover count.
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Likely, it was just a bunch of people who had their own, you know, struggles
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or had gone through their own level of abuse and just, it was just the way
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that, you know, give on to others the same way that they had received it.
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So, yeah, like there it is a pretty it's it's I think it's clearly
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define line it's it was, it was abuse and it, and it is, and I think.
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For some reason it was, it was just, it like kind of, I don't know, accepted as
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part of the industry, but I'm happy to say that it's, it's not like that anymore.
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Right.
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And I know things have been changing for a while.
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And also there was, you know, they say that changing culture
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within an organization takes about a minimum of seven years.
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And the industry is a big old battleship and nobody ever
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turns the battleship on a dime.
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Is there anything that you can point to in your career?
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When you decided that you wanted to make the industry a better place.
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And if you can just help me define what better means.
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Yeah.
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Okay.
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So what, what I was, I was just as equally as subject to that punitive sort
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of nature that I, I grew up in, right?
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Like that's what I was taught to do.
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Like we, you say yes, chef and do it, and it doesn't matter what my demeanor was,
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or it was all about, you know, food focus.
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And I realized as well too, though, that I wasn't, I personally wasn't getting
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what I wanted out of the business.
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Like I wasn.
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You know, I didn't have the worklife balance one.
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I was saying, I was saying no to all the family events and the wedding.
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He said, oh, I'd stop.
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And I was working 80 hour work weeks and I was tired and I was grumpy.
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You know, I, I didn't like people that didn't do well at their jobs.
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Like it was just a peanut nature.
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And then all of a sudden I realized that all the things that were affecting me
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in my life and the things that I didn't necessarily like about our industry
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was something that I could change.
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Like I could offer that to.
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The teams that worked for me, you know, I've you, and you
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likely heard it as well before.
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I didn't necessarily want my daughter to join the restaurant industry.
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Like I, I, I I'd met other guys.
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Like I was a guy I recently hired whose dad is a chef.
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He's a pretty notable chef here in this area.
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And I asked them, I'm like, Hey, do you wanna become a chef?
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Like your dad and said, well, my dad has one rule to be whatever
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I want, except for a chef.
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. And it's, it's one of those moments where I was just like,
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this isn't this isn't right.
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Something that I'm so passionate about.
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So.
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Fiercely in love with, I didn't want that for my daughter, which I, I
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was a bit of a disconnect for me.
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And I said, why does it way?
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And that was really that pivotal moment for me was, wanted the world
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for, and why can't this be right.
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It's almost limit.
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And to
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industry like, like in real terms, what does that mean?
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Well, I, I think like, you know, Even just looking statistically at, in what, for
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Canada, you know, the, the vacancy, the job vacancy in our industry is about 14%.
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But if you also look like, you know, wages are up, but they're only up
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about they're up about 12%, which for all us stock restaurant operators,
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that's, that's significant increase.
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But if you look at the stats overall, as, as a business, we're
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the lowest paying industry, one of the lowest paying industries.
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Out there.
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Like it's, it's just not attractive anymore.
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And I, that's where I wanted, I wanted to try to see if we can, we're not
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getting not, everybody's getting the same level of education, you know,
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it's not, there's not always, you know, not every position is transferable
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to different restaurant groups.
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I think there's a little bit of disorganization with our industry.
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And I think that if we work together or be more of these podcasts, reach
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out and, and, and speak more as a community, I think we, we have an
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opportunity to make that shift for us.
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I agree.
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I think we're completely aligned in that you're now working for benchmark 60 and
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just jump off, you know, Jemiah Thomas, just put in a thing that said, you
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know, we make up most of the co economy.
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I think the restaurant industry still is the number one employer and the world.
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So it's kind of weird that the largest single employer or industry
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in the world does such a poor.
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At at equity, you know, whether that's equity and pay equity and position.
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I often remind folks that my very first executive chef was a woman.
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My very first sous chef was a woman.
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So I've had a great deal of appreciation for what women have had to deal with
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in the industry, people of color.
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For those of you who don't know I'm of mixed race, my mother's Cuban and my
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dad's was American or American born.
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Although I don't necessarily look like it so I can pass on the
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privilege of my color, but it's still.
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You know, one of these things where I've, you know, been the butt of many jokes
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all the way back to, you know, elementary school and, and back into the profession.
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But I would often hear, you know, really shitty comments by other people,
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you know, as they're confiding in me, not necessarily them realizing
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that, you know, I have this respect for the women in the, in the
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industry as well as people of color.
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And for a long time, I would just kind of sit there and go, ha yeah.
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Okay.
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And not really stand up and it took me losing my not losing, but taking
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a job as an executive sous chef, a huge working under a very good
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friend of mine who needed some help in this particular organization.
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I hadn't been in a sous chef for, you know, 20 HES, but not to have that
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mantle of responsibility as being the executive chef, freed me up to do stuff
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like run around and have a thousand conversations a day with people.
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So very often the chef would come in and he'd lay down the law.
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And then I would, you know, walk back to these departments and
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kind of smooth everything over.
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And that's when I realized that communication.
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Job, one of our particular positions and it becomes difficult when you're
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trying to communicate the same thing to maybe people of, you know, certainly
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two different sexes or now three or four different sexual orientations all with
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their own history, all with their own family, because it used to be that all
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we did was hire a pair of hands, you know, or a position on the schedule.
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Okay.
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I need to grow cook for Saturday.
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Who am I gonna put in there?
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And I think now it's turning towards no, we hire.
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Full functional human beings.
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And we have to deal with them at that particular way, because to not be aware of
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what's going on in their personal lives, sets us up to be kind of deaf or tone deaf
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to same thing that affects us, you know?
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So how so it being part of benchmark 60, and I guess I just wanted to
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say that out loud, but being part of benchmark 60, we're bringing
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a particular different type of.
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Changing the perspective of a lot of operators, chefs, managers,
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DMS, so that they start looking at their staff as assets, rather
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than as debits to the bottom line.
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And as someone who is working with this productivity metrics, what have
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you seen insofar as the way that that starts to shape an operator's view?
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And how he, he or she starts treating their staff differently.
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Well, I mean, I know that's a big loaded question.
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Do that yeah, yeah.
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Yeah.
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Where do I begin?
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I , you know, the labor model hasn't really changed much.
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Like it, it really hasn't, it's been decades of, of the same hundred years,
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the same restaurant really model.
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And, you know, it started with the ADE system, but like, Where is the,
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where, where is the innovation then?
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And, you know, like we, we are Fort bothers lo in the culinary
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world, like Scopia, you know, creating our brigade system.
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And there was a reason that they did that, and it was trying to create a
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better restaurant environment that everybody knew who was doing what by when.
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Right.
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It was the, the big, the first action plan.
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And I think we're overdue.
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We're well overdue to create a, a new action plan, a new who does
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what by when in restaurant business.
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And I think.
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Our, the holistic approach at looking at the people, the number
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one commodity in your business, focusing on them and, and their,
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their happiness is just gonna attract a better, a better restaurant world.
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Like we even selfishly, like let's create a better restaurant worlds.
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We have better restaurants to go to, you know, since post pandemic,
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you know, it's the kind of run joke.
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Like everything's just gotten a little bit worse, you know, like, and it's.
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Everybody's a little bit shorts staffed.
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Everybody's a little tired.
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Everybody's stressed out.
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Everybody's worried about money and inflation, all these things.
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And so the key is really just like remembering that it's,
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it's not a grilled hook.
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It's a person, it's the, it's the people that you work with and, and
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you ask them what they want and find out how to get it and, and just make
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a better, better space at environment somewhere that's attractive to work.
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And I think it's, it's less of like, we're not doing them a favor by coming,
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getting them to come work for us.
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It's the other way around.
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Right.
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And we.
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Or else we don't make profit, we don't have the business.
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And, and so with benchmark 60, taking a holistic approach by looking at
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it a little bit differently, we think about like focusing on work
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and, and really focusing on the people also not only make us as, as
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profitable as we always have been, but create a better work environment.
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And, and then, you know what, everybody crying, labor shortage,
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you don't have to cry labor shortage.
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You get to keep the people that you have.
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And then they're out there telling everybody the great of
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a workspace they've got and then that'll just track more talent.
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And then everybody.
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I I know benchmark sixties, famous tagline is retention is the new cool.
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And for those who are maybe not necessarily familiar with what that
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actually means is that retention is actually focusing on retention is
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step one in creating a great workplace culture and community, but it also
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becomes a point of attraction for those out on the street that are actually
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looking for a place to be treated well.
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Everybody knows what happened during that pandemic.
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We lost millions and millions of jobs.
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Some folks went to other industries, some folks did not come back, but
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you know, the burnt chef project did a survey, not too long ago that said
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that, you know, 64% of everybody left the industry planned on coming
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back within the next 12 to 18 months.
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So these are people who obviously love the industry, love what they
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do, but they just couldn't put up with a bullshit any much, any longer.
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First off.
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I think we gotta say a big shout out, thank you to them and for standing for
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what they believed in, because that has woken up a whole lot of people who perhaps
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were again, kind of tone, deaf to Ze or the demands of the associates when they're
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like, you know, things have to get better.
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Well, that's why I love calling, you know, COVID the great reset, you know,
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it, wasn't the great resignation.
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It's the great reset.
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And it's our respons.
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If we're wary enough to actually do something about it.
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That's what so charged me up about my first conversations with a gym and this
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productivity metrics, because I realized that this was kind of the back door to
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showing operators a number one that you're not, you don't have to give up profit.
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You don't have to give up margins, but actually this is an opportunity
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for you to realize money.
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That's just being left on the.
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Right that you can capture and then reinvest in your people.
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So I think that that's probably one of the most revolutionary things that
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I'd heard in a long time and realize that a lot of the conversation around
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community culture and all that kind of stuff actually begins with management who
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are invested in really looking at their staff, managing their workload better.
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And then communicating that to the staff in such a way that they get it.
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Holy crap, man, this, you know, this company really care.
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Because there are very few metrics for like, oh yeah, we really care about you.
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Oh yeah, sure.
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And now I'm just gonna have to put my head down and just keep crunching again.
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So, because that's the only way to get through it.
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And I know that there are some folks out there in the industry who
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are gonna listen to this and think it's all pie in the sky, right?
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Oh, really?
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You're gonna give servers benefits, you know, shit like this.
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Yes.
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You.
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You absolutely can, if you can find that cash, why wouldn't you do that?
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Like what would be in your mind, an objection from an operator who wouldn't
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want to take care of their people better?
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Yeah, the, you know, I think where some of it comes from is that like our own
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past experience, you know, like when I was a wine cook, I didn't get benefits.
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I made, you know, $10 an hour at, you know, I worked ridiculous hours
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and I didn't get paid overtime.
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And I think some of that comes some of the decision making from now the, the
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now restaurant owners is some of that comes from that past shared experience.
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You know, like why, why shouldn't this person have to fight to
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the top the same way I did.
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And, and it, it just, it's, it's just broken really.
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Like it's, it's not.
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It's not, that's not the way that the, our new workforce is going.
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They're not gonna accept those things the same way that we
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did and unfortunately did.
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Right.
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And we just need to come up with new ways to make them hap make 'em happy really.
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And in the end, it's just, there's, it's one simple sentence.
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It's cheaper to keep the people up.
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Ah, do you know what the average is in Canada right now for having to to.
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Higher and train staff average.
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Do you know the average cost kinda thing?
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Yeah.
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Yeah.
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It's, I would say like anywhere from 1200 to $2,000 an employee, and then as, as
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an investment to get 'em in train them, you know, depending on the operation
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that could be, you know, lesser, lesser, depending on also a position as well.
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But it's, it's always a significant, it's a risk.
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Like you're now all of a sudden hiring somebody, you don't.
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And, and you have to try to sauce 'em out and figure them out and
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find out what makes them tick.
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And, you know, although like there's some easy ways or easier ways to do
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that now, basically asking them what they want, but I it's, you know,
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it's still, it's, it's an investment to hire and train more people.
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And I, that revolving door, you're just, you know, it's,
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it's exponential at that point.
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So it's, it's always the, the most successful restaurant groups
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that I've ever with or you know, I've had the pleasure of like
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chatting with, is that they're.
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Their pockets are deep with people.
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You know, I I've met vice presidents that serve as dishwashers, and those are the
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companies that typically are the most successful, at least in my experience, you
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know, they're the ones that are constantly have a, have a rotating door are the
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ones that are always are struggling.
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And they're the ones typically have the questions as how do we keep our
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people or how do we find good people?
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And I.
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Often the answer is you already have them.
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You just need to invest in them.
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Can you, can you talk quickly?
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And, and I know that we're getting short on time, but I don't, I
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don't wanna rush you because I think this is really important.
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You mentioned earlier in our conversation that the industry itself is a little
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bit fractured and wonky on, like, how do you build skill that actually
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transfer to, to other markets?
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Can you talk a little bit about that?
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Yeah.
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Well, I.
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Our our industry.
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You can have a director of operations, you know, for us, you know, a small two
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unit business, and then you can have director operations for a 30 unit business
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or director of operations for a hotel.
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Although they all fall within the hospitality industry.
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That's kind of what I was alluding to is that their skill, their education, their
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background, their ability to transfer those skills to another even hospitality.
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Is, I think there's like, there's too much of a gap.
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It's not enough of a standard there's, you know, one operating
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system, they become an expert on.
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So they're good at reading the data and understanding it and being
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able to communicate that with their teams, once you transfer that.
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And, you know, I went through a little bit as myself even it's that,
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you know, once you move into a new group, a new culture, a new mission
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statement and, and the new operating systems and new appeal or SOPs and all
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that, it's, there's a learning curve.
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That's steep, like extremely.
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And I think we should be doing, we should be focusing more on the education
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of the, of those entry level partners.
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You know, you know, we bring into our business and, and, and spend
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the same level of investment.
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They're they're also a higher level of pay.
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They're expecting benefits.
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They're expecting what all the other industries are.
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And, you know, if you look at other, you know, careers that you
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can take, you have to spend four years in university to do it.
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And, and what we're, what I would think is that just there needs to
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be more education in our business.
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There needs to be more standardization across like what these I've I've
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hired people who are general managers, chefs, and directors of operations.
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And.
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It's, they're not always the same.
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It's not it's and which isn't a bad thing.
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And like new sets of eyes, new ideas is great.
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Sure.
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But it's like, will they be able to do the job?
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And that's the disconnect.
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And I think, you know, the restaurant industry to kind of comment on,
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you know, transferable skills into maybe different businesses.
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It, it, it, I think.
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Fresh operators typically are probably some of the best operators in any
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business, because maybe we we've been grown to be these Jackal trades.
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You know, like there's not like there's not on office spaces where
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you gotta come in and fix a dishwasher or, or fix the plumbing or put out
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a fire or deal with staff shortages.
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You know, it's, I think our abilities are skill sets are so
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broad that it, it, it would be.
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I think if we continue to invest in education and ization of our industry,
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then we, we will be able to open up more and more doors for everyone.
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And to you.
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That education piece.
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Are you also referring to training?
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Like there's, there's one thing about education, you know, outside
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of the industry or prior to coming in the industry, but are we doing
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enough, you know, at the unit level to train the people that we have.
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I mean, you talked about this retention, you know, taking care of your good people.
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At what point does training become an it's the, the most imperative
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thing that, yeah, like we should be EV like often, you know, as operator.
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We can't see the forest for the trees.
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We're in the thing that works always in the weeds really and,
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and you're always busy and you always have something better to do.
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And I think if we're not trying to train ourselves outta those things,
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then we're not gonna grow our community.
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We're not gonna grow a restaurant or a business.
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Like it's, that's what I teach everyone is that don't do anything yourself that
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you can't teach and, and take every moment and every opportunity to teach it.
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Also, they want, they wanna wear, they want, want advancement and.
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You're gonna just kill two birds, one stone there.
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That's kind of going against the grain of the pride of somebody who's come
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up through the ranks, gotten their jacket with the embroidery on it.
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Now I'm the executive chef.
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Now I'm the apex predator in the, in the, in the fish tank.
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There are a lot of guys and gals out there that wouldn't necessarily
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train their people with all their special skills because they think it.
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Job security fear.
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Yeah.
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Which is a shame because I I've always felt that my job as the executive
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chef was to train myself out of a job.
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Yeah.
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Well, I mean, it's not too much job security, but you know, how else, how
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else are the people that I work with gonna be able to have the skills to go
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on, to become chefs in their own rights.
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Well, I mean, unless you're happy, just be in like having
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to do everything all the time.
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You know, there's, there's a part of it where I think for most leaders,
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there's a turning point in your career where you realize that you can't
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do it all, you can't do everything and you're eventually gonna burn.
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And you're also gonna get more out of the people that work with you
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than, than you can undo yourself.
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And I, you know, it.
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It's just not an option they, that they wanna learn.
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And, and I encourage everybody to ask why, and you should be trying
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to work yourself out of a job.
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That's that's also the only way that you're gonna get yourself ahead.
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You have an army of people, all stepping the same direction, as
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you all believe in the same mission statement, all fighting the same
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battle for like, or you end with you.
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That's that's gonna get you further ahead in your career than you'll be by doing it.
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So, what I'm hearing you say is it doesn't necessarily always have to back
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or hip or knee surgery or the birth of a child for you to smarten up and
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realize that there are better things to do with your time than being, you
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know, tied to the tied to the stove.
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A hundred percent.
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Yeah.
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Jonathan, we have just a second left and if you had just one little.
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For our operators who are gonna go back, you know, into their
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restaurants or their kitchens.
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What's a little piece of wisdom that you can leave them with that maybe will
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cause them to change their perspective.
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I think, I think the biggest, one of our biggest obstacles in this
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business is we're afraid of what our, our team members are gonna say.
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I think what I, what I often coach operators is that just
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ask them what they want.
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It's simple.
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Just go to them, ask them what they're looking.
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Ask to look like about their, about where they work and what it is
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that they wanted, where they were.
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I think we're just, we're typically just too afraid of what the answer's
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gonna be and not knowing how to do that.
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And I think it's, you know, the more we have these conversations and the more
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that we you know, spend our outreach and connect with more people, the better
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we are in answering those questions.
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And the less fearful we have to be about asking though, I think
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that's an excellent place to stop.
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And if someone wants to learn more about you and connect
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with you, how do they do that?
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Jonathan?
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For sure.
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Yeah.
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So you can find me on LinkedIn.
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I'm also part of the benchmark 60 group.
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So you can reach me at jonathan@benchmarksixty.com or
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Jonathan Ruby LinkedIn there love to connect sounds perfect, man.
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Jonathan, thanks so much for joining us on this episode of turning the table.
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And for those of you who are still with us next week, we're gonna have
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leadership development coach and mentor.
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Alison Ann on as our guest.
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And I think Jim Taylor may or may not be back.
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I mean, he, if he's smart, you know, he'll stay home because we at benchmark 60.
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Yes.
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We also recognize that the new dads get to have parental leave.
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we're on the cutting edge.
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Thanks very much folks.
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We really appreciate you joining us, please like share and comment
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and we'll answer every single one.
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Thank you very much until next week.
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Thanks for joining us on this episode of turning the table with
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me, Adam Lamb and Jim Taylor.
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This episode was sponsored by benchmark 60 we're on a mission to change
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the food and beverage industry by focusing on staff, mental health and
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wellbeing by forecasting and actively managing workload productivity.
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Over 200 restaurants and food and beverage operations have discovered
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for themselves how to increased staff retention and become a preferred employer
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in their market by using our proprietary.
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If you'd like to have an operational culture that everybody wants to work
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for, then check out benchmark 60 on the web@www.benchmarksixty.com.
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Thanks for taking the time to be with us and the courage to try
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new things for the restaurant.
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Profession's oldest problems.
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Turning the table is a production of realignment media.