Interview with Patrick Barrett and Tim Whitlock of Mastro's Restaurants about elevated dining experiences, responding to customer feedback, and advice for hospitality hopefuls.
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00:00 Welcome to Restaurant Influencers presented by Entrepreneur.
00:03 My name is Sean Walchef, founder of Cali BBQ and Cali BBQ Media.
00:08 In life, in the restaurant business, and in the new creator economy, we learn through
00:13 lessons and stories.
00:15 We are grateful to Toast, our primary technology partner at our barbecue restaurants, and the
00:19 title sponsor of our show for allowing us to share stories within the hospitality space,
00:25 stories that can help improve your hospitality business.
00:28 And today we have a very special episode because we have one of the most premium, if not the
00:34 most premium, steakhouse brands in the entire world.
00:38 It's called Mastro's.
00:39 If you don't know, you need to go.
00:43 I cannot wait to go after doing my due diligence for this episode.
00:47 I can't believe that I live in Southern California and I haven't been.
00:52 That is my mistake, but I will make a point to go after this episode.
00:56 Tim Whitlock, we have the senior VP COO.
00:59 We have Patrick Barrett, who is the regional VP.
01:02 Gentlemen, welcome to the show.
01:04 Thanks for having us.
01:05 We're very excited to learn about both of your journeys, to learn about the brand.
01:12 But for those that are listening, I'm going to lob this up to you, Tim.
01:16 Where in the world is your favorite stadium, stage, or venue?
01:21 Wow.
01:23 I saw U2 in Croke Park.
01:27 Where is that?
01:28 In Ireland.
01:29 In Ireland?
01:30 Yeah.
01:31 It was an amazing concert, an amazing venue.
01:33 It was a great, great, great stadium to be at.
01:35 How big is the stadium?
01:36 It only seats about 30,000.
01:39 30,000.
01:40 And what was the name again?
01:42 Croke Park.
01:43 Croke Park.
01:44 Okay.
01:45 Beautiful.
01:46 We're going to set the stage at Croke Park.
01:47 This is an international show and we have brands from all over the world that tune in.
01:52 Thanks to entrepreneurs.
01:53 So we're going to go to Croke Park and we're going to bring people that are playing the
01:56 game within the game in hospitality.
01:59 So much of what we do is so difficult and we don't have time to level up our education.
02:04 That's why we put on shows like this to bring on brands like yours.
02:07 But Tim, I'm going to bring you center stage and give you the mic and say, everyone's here.
02:13 We've got raving fans.
02:15 I got entrepreneur.
02:16 I got toast.
02:17 We got some other brands out here.
02:19 Please give us the keynote.
02:21 What is Mastro's?
02:23 Mastro's, keep it short, a very high end white tablecloth steakhouse with unbelievable hospitality,
02:32 fantastic food.
02:34 Ambience is second to none.
02:37 We create guests for life by our great service, our great hospitality and the fantastic food.
02:44 You know, it's all about the people.
02:47 Whether it's whatever industry and in our industry definitely is about the people.
02:52 So we try and hire the best people that we could possibly find.
02:55 I like to call it the best of breed.
02:58 And you know, these days it's more and more difficult to find, but we have a great team,
03:04 a training team.
03:05 We have great people like Patrick that are dedicated to Mastro's, are dedicated to the
03:11 brand, are dedicated to making it amazing every single day for every single guest.
03:18 And I think that's what sets us apart as a steakhouse.
03:20 You know, there's so many now out there between, you know, Ruth Chris and the one-offs, Capitol
03:28 Grill, Morton's, Strip House, which is in New York City and Vegas.
03:33 But it comes down to the people.
03:35 And if you have great people that are dedicated to what you do and who you are, that's what's
03:40 going to make the brand significant and stick out.
03:43 And I think that's what we have.
03:44 And you know, we're opening more and more restaurants and, you know, we will wait to
03:50 open a restaurant until we find the right people.
03:53 We're just not going to open to open.
03:55 If we have a great general manager and a great team, then we'll open, but we'll wait until
03:59 we find the right people.
04:02 So it's all about the people.
04:03 Can you give us an idea of the size and scope of the brand?
04:06 How many locations, how many cities, how many employees?
04:10 We're soon to be 21.
04:12 Wow.
04:13 Yeah, 21.
04:16 We do upwards of $350 million in revenue.
04:21 And you know, we're going to be opening in Miami at the end of probably the beginning
04:26 of December.
04:27 So we're excited about that.
04:28 You know, you can do the math, $350 million in revenue at 20 restaurants.
04:34 It's amazing.
04:35 It's pretty significant.
04:37 And it's, but again, it's up to the people, right?
04:42 I can't do it without great food and great people.
04:46 And you have to be, you know, we do upwards of four or five, 600 covers a night in these
04:54 little restaurants.
04:56 And you know, it's all about teaching how to run your business.
05:01 And we have great people that run our business.
05:02 So you know, and I enjoy coming to work every single day because of the people.
05:07 And it's a true luxury, to be honest with you, to be the CEO of a great brand like this.
05:14 When you have great people like this, it makes your job easier.
05:17 You know, you're going to have good days, bad days, just no matter what you do.
05:21 But when you have a good team, it makes it easier.
05:29 You know, we like to say we win the Super Bowl every year.
05:33 And you know, this year we have to do $60 million in revenue, you know, so you got to
05:40 keep continue to move the bar.
05:43 But again, it's a challenge, you know, commodities, the price, the cost of goods and the cost
05:48 of beef and the cost of just everything these days has gone up with inflation.
05:53 But we haven't raised prices in two years.
05:57 And yeah, no, we're just going to we're going to ride the wave for the time being.
06:03 And we're going to do it by getting butts in seats.
06:06 And as I like to say, and you probably heard the most expensive seat in the restaurant
06:10 is an empty one.
06:11 Yeah.
06:12 So we got to keep continue to be the best that we can and fill those seats.
06:17 So Patrick, I'm going to ask you a difficult question.
06:19 And that's when did you meet Tim?
06:22 And what is what is Tim taught you?
06:24 Wow, this is getting recorded and published.
06:28 No pressure, no pressure, but I need I need you to be honest.
06:32 I need an honest assessment.
06:34 It's great.
06:35 It's great because we're in the same room.
06:37 It's great.
06:38 Give them some critical feedback.
06:39 Yeah, I might not make it out of this building.
06:41 Just that's the that's that'll be good for our show numbers.
06:47 Tim just over 10 years ago, when Mastro's was acquired and bought by Landry's, he, he
06:55 was the CEO at the time and took over our concept.
06:59 So worked alongside of him that entire time.
07:03 But I mean, how long do we have?
07:05 What has he taught me?
07:06 I don't think there's enough time in the show.
07:09 But I think definitely the biggest thing Tim has taught me and I would say, the concept
07:14 as a whole, is how to be a better operator, you know, in a nutshell, how to run the business.
07:19 And how do you run a business?
07:21 What kind of lessons?
07:22 Give me give me a story of something that either went wrong or went right.
07:26 We all have lessons and stories.
07:28 So yeah, I agree.
07:30 I don't know if I've got one good story per se.
07:32 I think, you know, let's just say in the former life and how we operated, we weren't as close
07:38 to what we call now and obviously, knowing our numbers, you know, at the end of the day,
07:43 we are running a business to where, you know, it might have been not so much in tune with
07:50 operations of a business per se, while, you know, still running a sound operation.
07:55 But at the time, better business minded with Tim's guidance.
07:58 And what do you do on a operation standpoint?
08:01 Like what kind of are you using specific technology that's proprietary to Landry's or something
08:06 that you can share with us that that helps you with these daily, weekly, whatever profit
08:12 and loss statements you guys are running?
08:13 Yeah, I would say a lot of it has to do with the structure and the support of the corporate
08:18 office before being say a smaller business, smaller operation.
08:23 You know, if there's a question or if there's a problem or you need support, you could pick
08:27 up the phone and call the team at the office and you've got a lot of help and support.
08:32 Yeah.
08:33 Tim, I would love to know, you have so many different brands in your portfolio.
08:40 Can you give us just an idea of the other brands that you also oversee, take care of?
08:46 Well, I do.
08:49 And again, I have great leaders on some of these brands, most of these brands.
08:54 So I'm the chief operating officer for Mastro's.
08:57 Another couple of concepts called Morton's Steakhouse.
08:59 Heard of them.
09:00 We've heard of them.
09:01 I've been to Morton's.
09:05 Del Frisco's, Del Frisco's Grill, Strip House, the Ocean Air Seafood Room.
09:11 I assist with Catch and Catch Steak.
09:15 And Patrick, who am I leaving out?
09:18 I don't want to make anybody upset.
09:20 So it's a few, it's about over a billion dollars in revenue.
09:26 So we just continue to, and they're all different, right?
09:31 They're all, I'll just use this as a way, they're all different kids, right?
09:38 They're all different steakhouses, one's a seafood restaurant, a very, very white tablecloth.
09:43 So that's a different challenge all on its own.
09:46 But they all have their own personality.
09:48 You got to keep them separate.
09:50 Everybody wants to be a Mastro's, but Mastro's is Mastro's.
09:55 I'll say this now for everybody here, I don't have any favorite children.
09:58 I was going to ask you at the end of the episode, you just cut me off.
10:04 But you got to treat them all different, right?
10:07 You got to treat them all different.
10:09 They all have their own silo.
10:10 They all have their own guest base, right?
10:13 Our guest base at Mastro's is different than a Morton's or a Strip House guest base.
10:16 So you've got to figure out who that guest base is and tend and attack that base.
10:24 So it's challenging, like I said, but I have good vice presidents like Patrick that run
10:30 my day to day business.
10:32 My job is to steer them in the right direction.
10:36 Huge news, Toast, our primary technology partner at our barbecue restaurants in San Diego and
10:41 the primary technology partner of so many of the guests that we have on this show have
10:46 announced they are expanding their business offerings with Google.
10:51 So now if you search on Google Maps and you sign up for Toast Tables or Toast Waitlist,
10:58 you will have the opportunity to improve the digital hospitality experience of the guest,
11:04 allow them to book through the maps into the Toast reservation system.
11:09 One of the biggest difficulties that restaurant guests have is when they search for your restaurant
11:14 and they want a table, they do not have an easy solution to book a table or to get on
11:19 a waitlist.
11:20 This is huge news for the restaurant industry, huge news for guests and huge news for you,
11:26 the restaurant owner.
11:27 Check out Toast Tables today and find out the new integrated solution that they have.
11:32 This is something that we've wanted for a long time.
11:35 How do you integrate reservations, waitlists into your point of sale?
11:39 Toast has done it.
11:40 Check it out.
11:41 Tim.
11:42 Yes, sir.
11:43 When was the first time you met Tilman Fertitta?
11:47 Well, actually, it was about over 20 years ago.
11:54 I worked for a concept called Chart House, which he acquired many, many years ago.
12:01 And I was the vice president of operations at that point in time for Chart House.
12:06 Funny story is I elected not to go work for him at that point in time.
12:10 I left and I worked for another company.
12:13 But as years went by, I was the vice president of the Ocean Air Seafood Room, which he, again,
12:21 purchased.
12:22 And I was the vice president of the Ocean Air Seafood Room.
12:26 So as of 15 years ago, here I still am.
12:29 So I elected to come to work for him and it's been nothing but fantastic, actually.
12:36 Tell me what you've learned working for him.
12:40 Tenacity.
12:43 Know your numbers, again.
12:47 Do the right thing.
12:48 And you're going to have to cut this because you guys are starting to move along.
12:57 Patrick, what's going on around here?
12:59 The tenacity that the gardener has.
13:03 We got to make sure to keep it nice and green out here.
13:05 Man, I tell you, this is tough.
13:09 Coming back, he's taught me to run a good business.
13:14 And when you are running a great business for him, he will let you run your business.
13:21 That's what I really like.
13:23 He lets you be the entrepreneur.
13:25 If things are going right, he's going to let you know.
13:27 There's no doubt about it.
13:29 He will call you up and tell you he's not going the right way.
13:32 But luckily, again, I have great people and we have a great business.
13:39 So he lets me run the business.
13:41 I meet with him a few times a year.
13:43 But other than that, he lets you run your business.
13:47 So that's the nice thing.
13:49 When you look at the Mastro's business and you look at expansion, you said you have 20
13:55 locations.
13:57 Are you opening more locations?
13:58 Yeah, we're opening in December.
14:03 We're opening in Miami, down on Brickell.
14:05 And then we're opening another one in Columbus, Ohio.
14:09 And then we have a franchisee that we're probably going to open one or two, one in Cabo and
14:14 one in Cancun.
14:15 Oh, wow.
14:16 Yeah.
14:17 They're kind of our first franchisees with Mastro's, but we're looking to do more.
14:24 And the first international for Mastro's.
14:27 Yes, for Mastro's, first international.
14:30 We're looking in Dubai and some other locations.
14:32 But those can take years to do.
14:36 But we're pretty picky.
14:37 Yeah.
14:38 I mean, how much?
14:41 What's a build out of a Mastro's?
14:43 How much are we talking?
14:44 I think it'd be 12, 14, 15, 16 million.
14:51 Depends on in Houston if he wants a waterfall in the dining room or if he doesn't want a
14:56 waterfall.
14:57 Who makes those decisions?
14:58 Do you make the waterfall decision?
15:01 I just run the restaurant.
15:02 So you want a waterfall, you can have a waterfall.
15:05 I just have to make sure the waterfall works.
15:07 Okay.
15:08 So, yeah, I don't know if you've been to the restaurant in Houston, but there's a big patio
15:15 outside.
15:16 Yeah.
15:17 And it actually has a waterfall that comes down.
15:19 We have a waterfall inside the restaurant in Newport Beach.
15:23 So when you get back to California, you have to come to Newport Beach.
15:25 Okay.
15:26 Yeah.
15:27 I'm definitely going to make the Newport Beach trip without my hat.
15:34 Without my hat.
15:36 Can you talk to me about the guests, the guest experience?
15:41 How do you prioritize the guest?
15:43 What do you do differently than other brands do to really set yourself unique?
15:49 Again, we focus on hospitality.
15:51 What does that mean to you?
15:53 That means taking care of the guests.
15:56 Knowing what their needs are, what their wants are.
16:01 We have many, many locations or restaurants, we have open table.
16:05 We ask the questions when you make a reservation.
16:07 We ask if it's a special occasion, who's is it?
16:11 Do you have allergies?
16:13 Do you have likes and dislikes?
16:16 And if you become a regular guest, we put your likes in open table.
16:21 So all of our restaurants know if you like Chateau Margaux and that's your favorite wine,
16:30 you like order it almost every time you come to a restaurant, that goes to the open table.
16:33 So if you're in Newport Beach or Malibu or New York City, your name pops up, your likes
16:40 come up, and we will offer you the wine list and open it to page Chateau Margaux.
16:47 We like to know what your favorite drink is.
16:49 We like to know how you like it.
16:51 And we will make sure that it's served that way.
16:56 We want to make sure that your experience is over the top.
17:01 And one thing I preach all the time is we offer an experience.
17:07 Just not a restaurant, just not somewhere to go eat, just not a steak, right?
17:11 I can get a steak anywhere.
17:12 I can get one at the grocery store, I can get one at the restaurant down the street.
17:16 But we want to make sure that you have an experience.
17:19 And when you leave here, it's like it's over the top.
17:23 You walk out of here going, you might have spent $300, $400, $500, but you're going to
17:28 go, wow, that was amazing.
17:31 You know, we shake the martinis high.
17:33 We have smoke on our shrimp cocktails and our seafood towers with dry ice.
17:41 But it's just not that.
17:42 We come out with flashlights and we want you to see it's a whole experience what's going
17:47 on at your table.
17:49 We shake your martini, we shake it high and hard to make sure that you know we do a table
17:53 side.
17:54 You know, what's that guy drinking over there?
17:55 He's having a martini.
17:57 So we want every guest to come in and have a true experience.
18:01 Not just a restaurant experience, an experience of dining out at a white tablecloth restaurant.
18:07 Patrick, how do you deal with guest feedback, especially given all the different online
18:13 platforms?
18:14 It's one thing to take care of a guest that has a complaint in the restaurant, but given
18:20 all the different places that someone can talk about the brand, how do you guys manage
18:24 that?
18:25 Yeah, that's a tough one because a lot of guests oftentimes, sadly, for us and them,
18:31 won't say anything when they're in the seat and take it home with that good or bad feedback
18:36 to which we'd really relish the opportunity to make it right then and there.
18:41 But at the end of the day, that helps us too with our scorecard.
18:44 You know, hey, this wasn't right.
18:45 I didn't like that.
18:46 And hopefully we have some form of getting their true contact, getting them on the phone,
18:51 figuring out how we drop the ball and the opportunity to always make it right and invite
18:55 them back in and hopefully show them the great experience that we're known for.
18:59 You have any examples of a guest recovery that is kind of like the shining story of
19:04 going above and beyond?
19:07 You know, it's hard to pin it down to one, but I will tell you a significant amount of
19:13 our regulars and VIP guests, if you want to call them that, have unfortunately had a not
19:19 so good experience to where the GM picked up the phone, "Hey, Shagun, I'm so sorry you
19:24 had that experience."
19:26 Thankfully the guest was willing to listen and accepted the invitation back in and we
19:31 turned it around.
19:32 I will say, you know, outside of obviously significant and habitual visits, you know,
19:38 many, many of our regulars and VIPs were turned around and then become loyal to us.
19:43 And then also I'm just going to jump in on the add on.
19:48 We do a callback program to try and get in front of that.
19:51 So if you had dinner last night in the restaurant, we will call you back the next day to make
19:56 sure that your experience is what you expected.
19:59 And that kind of opens up the, you know, you can give it the great feedback, "Thanks for
20:04 calling," or it's like, you know, "It just wasn't what I had."
20:06 And then we can immediately get you to the general manager.
20:09 So that's a benefit that we try and get out there.
20:14 Who's trained to do that?
20:16 The callbacks, we have the day host.
20:18 The day host?
20:19 The day host, the maitre d.
20:20 600 calls?
20:21 It's a full-time job.
20:22 You want job security, you get to that front line first.
20:28 Online and outgoing?
20:31 It's a full day.
20:32 Don't you think, Patrick?
20:33 It's a full day.
20:34 Yeah.
20:35 They are good operators for sure.
20:40 When you think about technology, how do you incorporate technology to become more profitable
20:47 in the restaurants?
20:48 Patrick, I'd let you take this one.
20:52 I think Pulse is probably...
20:53 We have a...
20:54 You know, talk about technology.
20:57 On all our managers and general managers and chef's phones, we have...
21:01 NCR has a thing called Pulse, right?
21:03 Sure.
21:04 Yep.
21:05 Okay.
21:06 So it's up to minute, up to the day, up to the minute, sales.
21:10 I can look up what table...
21:11 If you came into dinner tonight and I knew what table you're at, I can look at what you're
21:15 ordering, what you're having, et cetera, et cetera.
21:18 How long the courses are taking and make sure that your experience is up to date.
21:25 But I will tell you, it's addicting to watch Pulse every day because it's your scorecard,
21:32 right?
21:33 It's kind of like watching your favorite football team on TV.
21:38 You get to watch the score every single day.
21:42 So it's fun.
21:45 And Patrick, I think that's kind of set us apart a little bit and all that, don't you?
21:50 Yeah.
21:51 The live in the moment and possibly having to shift or obviously tracking sales is great,
21:56 but labor or comps or what's going on and even in the moment alerts are fantastic.
22:03 That's awesome.
22:04 Tim, we have a lot of younger, new hospitality professionals that listen to this show.
22:11 What kind of advice would you give to them as they move on in their career?
22:19 Like Patrick said, is the best thing is be patient and learn as much as you possibly
22:24 can.
22:25 It depends on what you want to do.
22:26 Do you want to get into fast casual?
22:27 Do you want to get in the white tablecloth?
22:29 Do you want to get fast food?
22:32 But it's not going to happen overnight.
22:35 Learn as much as you possibly can.
22:37 I started as a busboy many, many years ago.
22:41 Yeah, I know.
22:43 But I was really...
22:45 From busboy to billion dollar brand.
22:48 It's not a bad episode title.
22:50 Right?
22:51 It took a couple of years, but it wasn't overnight.
22:54 It was a good thing you're just getting started.
22:57 But one of the things is educate yourself.
23:00 What I did is I loved wine and I knew nothing about it.
23:03 So the best book out there is the World Encyclopedia of Wine.
23:07 I bought that and I started studying wine when I was 21, 22 years old.
23:13 And I still learn more and more about wine now than I ever have.
23:18 There's always new things coming, right?
23:20 There's always new wines.
23:21 There's always new food.
23:22 There's always new...
23:24 We have an Australian Wagyu on our menu now that's $160 for a 16 ounce cut.
23:31 So there's always new things out there that I'm always learning about.
23:34 So always educate yourself along the way is probably the best thing I can tell you.
23:39 If you think you know it all, it's not going to work for you.
23:43 And how about you, Patrick?
23:46 Yeah, I would agree with all of that.
23:50 In conjunction with the patience part, you got to learn in the moment.
23:54 You got to do it.
23:55 Everybody thinks that they deserve it or they're ready for it.
23:59 And careful what you wish for, especially as you rise.
24:04 It's a long journey, but enjoy the journey along the way.
24:07 That's great.
24:08 So every single week on Wednesday and Friday, you the listener, you the viewer, we have
24:14 a app called Clubhouse, but it's a place for you to tell us about your restaurant, tell
24:20 us about your sales career, content creation.
24:23 Come on stage, let us know what you're building.
24:26 That's every Wednesday, Friday at 10am Pacific time, 1pm Eastern time.
24:30 We do a social shout out.
24:32 This week's shout out goes to Gene Gojkicija of Cali Barbecue.
24:36 He's the barbecue mentor of our brand.
24:38 I don't get a chance or an opportunity to tell him how much I appreciate him helping
24:43 us turn our breakfast concept into a barbecue concept.
24:46 But I wanted to give Tim and Patrick, you guys get, you each get one person.
24:51 This is going to be on entrepreneur.
24:53 One person, not the whole team.
24:56 One person you get to say has gone above and beyond recently for, for, for Mastro's.
25:04 Oh man, Pat, you can take the lead on that one.
25:10 You get to stick your neck out first.
25:12 Wow.
25:13 Yeah, you have to pick one person so everybody else is mad that you didn't pick them.
25:18 That's how I do it.
25:19 Wow.
25:20 Wow.
25:21 You're really setting me up on this one, Sean.
25:22 Now I got to pick a favorite child.
25:25 A favorite child.
25:26 That's right.
25:28 Um, you know, well, I guess just by default, I'm in his building.
25:32 But RGM here in Newport Dale, the guy could probably run and win mayor if he wanted to
25:38 for the city, just because what he's done over his tenure here, I think nine, 10 years,
25:44 he knows everybody.
25:45 And, and, you know, and talking about the guest experience, he makes it happen.
25:50 He makes everybody feel special.
25:52 Whether, you know, he's seen you 100 times, or it's your birthday, and it's the first
25:56 time you've come in.
25:58 That guy's a champion of the people.
26:00 That's awesome.
26:01 Gratz Dale.
26:02 Tim, who's your favorite?
26:03 One shout out.
26:04 I'm kidding.
26:05 One shout out.
26:06 Who's my favorite?
26:07 Not your favorite.
26:08 Give me one.
26:09 You know, I'm going to give you two.
26:14 Okay, I'll accept two.
26:16 Okay.
26:17 So Tim is our VP of culinary, named Justin Florsinger.
26:22 And Rob Klink is his counterpart.
26:25 You know, I challenged those guys on a daily basis on what's next.
26:31 And how are we going to get there?
26:32 And what's going to propel us to be better in food and quality than any other, any other
26:37 restaurant company.
26:39 I challenged them last week to a chocolate dessert that we're going to look at for the
26:43 first quarter.
26:45 They thought they had it until I looked at it and tried it.
26:48 We're back to the drawing board.
26:49 So you know, they're extremely patient.
26:52 You know, chefs usually have some kind of an ego, right?
26:58 As one of my chefs told me, if you don't like the food, it's fine.
27:01 Just, you know, don't attack me.
27:05 But I think, you know, those two guys get a good shout out because they, you know, they
27:09 don't get the recognition that they usually do because they're kind of behind the scenes
27:13 creating.
27:14 But they, they always are very patient.
27:16 They always put up with me.
27:18 And you know, I push a lot back on them than probably accept.
27:23 So kudos to those two guys.
27:25 Well, I appreciate you guys.
27:27 Thank you for giving them a shout out.
27:29 Most of the time in hospitality, we don't get an opportunity to, to thank those people,
27:34 people like that, that, that help us do what we do.
27:37 If you guys want to get in touch with me, it's at Sean P. Walsh, F S H A W N P W A
27:43 L C H E F.
27:45 That is on all the social platforms, LinkedIn, Instagram, Tik Tok, X threads, whatever it
27:51 is, you guys, I'm weirdly available to learn about you, learn about your restaurant.
27:55 Tim, Patrick, what's the best way for people to find out more about the brand?
28:04 Come visit.
28:05 Come visit.
28:06 Come visit.
28:07 Come have a steak.
28:08 What do we order?
28:09 So I'm, I'm coming to eat right now.
28:11 What do I order?
28:12 Patrick, what are you going to order?
28:16 I'm I'm in the middle of the road between tender and flavor.
28:19 So I'm more of a New York.
28:20 I like our actually Kansas city strip, the bone in New York.
28:24 Gotta get the lobster mashed potatoes.
28:27 A new addition on the side, broccolini.
28:30 And then of course you got to start with a seafood tower, seafood tower.
28:33 And then what's for dessert?
28:35 The butter cake, butter cake.
28:40 They both laugh and say butter cake.
28:42 So butter cake is what it is.
28:43 If you come to, if you don't get a butter cake, just don't come.
28:47 You know, if you're going to go out and if you're going to skimp on calories, yes.
28:54 Not the right place on that one.
28:55 Not the right place.
28:56 No, no, no.
28:57 I, I, I, that resonates with me.
28:59 If you come to Cali barbecue and you don't get peach cobbler, uh, you're probably not
29:03 welcome back.
29:04 Yeah.
29:05 I mean, when you go out to eat, it's one of those things, like if you want to go sweet
29:09 greens, knock yourself out, you know, but if you're coming to masters indulge, man,
29:13 cause you're not going to, you know, some people come, we have our PPXs that come once,
29:18 twice a week, but you know, if you're going to come on your special occasion, make it
29:20 a special occasion.
29:21 We're going to make it special for you, but we want you to make it, you know, come and
29:25 come enjoy it here.
29:26 But, uh, yeah, those are good picks.
29:28 Patrick.
29:29 I love it.
29:30 Well, so masters, you can follow them on Instagram, on social.
29:34 Thank you gentlemen for sharing the secrets, sharing the wisdom.
29:37 We appreciate it.
29:38 We look forward to coming and trying it.
29:40 And I hope, uh, our audience comes out and, and shares those pictures on social as well.
29:45 So thank you very much, both of you.
29:47 My pleasure.
29:48 Thank you for having me.
29:49 Thanks Sean.
29:50 The best way that you can help us with the show is to subscribe and write a review.
29:55 We love the opportunity to connect with you no matter where you are on the globe, no matter
29:59 what restaurant you are running, please send us a DM on social at Sean P Walsh.
30:05 Chef, if you are interested in toast, if you want to improve your digital hospitality,
30:11 please send me a DM.
30:12 I will get you in touch with a local toast representative.
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30:17 The best way that you can help the show is share it with a friend and we will catch you
30:21 all next week or we will see you on one of the digital playgrounds that we call social