Firmé el acuerdo y abrí los dos de Rosie.
Desafortunadamente, administrar dos restaurantes resultó ser mucho más difícil de lo que esperaba.
The new location constantly demanded my attention.
Staffing problems, unreliable suppliers, maintenance issues, and endless financial decisions consumed nearly every hour.
I was working sixteen-hour days and barely visiting my original restaurant.
Eventually, I decided to hire a general manager.
His name was Kyle Brenner.
Kyle was thirty-four, held a business degree from Rutgers, and had previously worked for several restaurant chains.
Llevaba camisas caras, hablaba con confianza y llenaba nuestras reuniones con frases como “optimización de ingresos” y “mejora de la rotación de clientes”.
I didn’t fully understand his corporate language, but his previous financial results were impressive.
During the interview, he shook my hand.
“Frank, I’ll treat your restaurant like my own. You focus on expanding the business.”
I believed him.
