David MizrahiFounder & CEO

I learned you can take something simple and make it work fast if the price and offer are right. I listed brand name underwear at $30, it sold instantly, raised to $50, and sold out. It showed me retail margin, speed, and that you don’t need to know everything to start just move.

Probably not. I tell youngsters, “You have your whole life to work.” School gives training and experiences you can’t get back. I made the best of my path, but I would have stayed and made it work.

I learned on the job. I got insurance, a pickup truck, a few workers, and started boarding up and fixing houses. I didn’t have perfect management or policies, but I pushed, hired 30 40 people, and figured it out.

Money wasn’t fulfilling. You can always want more money. I wanted fulfillment—hospitality was my calling. I sold the company in 2012 and bought a failing shawarma shop to turn it around.

Know what customers want, fix operations, and care. Greet people, keep food fresh, get the details right like the spicy mayo or extra tahina. I moved to a bigger location, added Friday takeout, catering, delivery, and a tighter menu.

Listen to customers. The customer is the boss. If they don’t get good food and service, they don’t return. Consistency and a cohesive experience are everything.

I saw the crowds at the shore and everything outdoors. People still had to eat. We streamlined the menu to handle volume and ended up doubling projections in year one.

LBK’s demand was clear people even tried to make reservations at a fast casual place. In August 2020 they walked me across the street to tour a space. We designed and built Salt Steakhouse even when people said “steakhouses are for New York City, not small towns.”

Responsible growth. Same area, different concepts, and strong teams. I turn down offers if the market or timing isn’t right. You have to ask, “Can sales support it, and is it good for my life?”

He walked out. We scrambled. I covered, then hired James, who is still with us. It reinforced that consistency in a manager and chef is a big deal, and you must treat staff well—bonuses, time off, holiday parties.

I welcome it. A close friend told me our friends and family night was terrible slow and disorganized. I canceled reservations, cut service from 200 to 50, then grew back as we nailed food and service.

Have an exit strategy from day one. Work out disputes and buyout terms while you’re friends. I try not to do business with family and very close friends unless everything is buttoned up.

Time control. Work life balance took me years to learn. I was working 10 a.m. to midnight, not seeing my wife and kid. I moved closer for the summer so I could go home and be with my family.

Plates run out mid service, computers die, brownouts shut gas, three staff don’t show. I jump in wash dishes, expedite, clear tables. I won’t ask an employee to do what I won’t do. Leadership is hands on.

Offer a cohesive, consistent experience for your market. A fast food place can’t sell a $100 steak, and a fine dining room can’t push chicken tenders. Know your demographic, price point, and numbers. It’s a business.

It’s tough. Some tried to franchise and closed many locations. Our market is niche. Scaling for the sake of scaling can break you. Do the market research and protect quality.

Mindset is everything. I could lie in bed and feel sick, or get dressed and go to work. Life has challenges business, health, money. Do the right thing, treat people with respect, and keep pushing.