Voices from around the restaurant industry
A longtime executive reflects on the restaurant fundamentals that have never wavered
February 24, 2025
In search of my first job at the age of 16, I stopped by the local Burger King and was fortunate to be hired at the going rate of $1.80 an hour. That first job turned into a 50-year restaurant career and adventure. I have had the privilege of working both on the corporate and franchise sides of the business. Any success that I have been able to achieve was the result of the outstanding leaders who took an interest in me and provided coaching and mentoring.
On the corporate side, I spent a total of 15 years at Burger King and 4 years with Arby’s. On the franchise side, I have led large franchisee organizations for both quick-service (Burger King, KFC, Taco Bell, & Wingstop) and full-service (IHOP, Applebee’s, Pizza Hut, & Sonny’s BBQ) restaurants.
What I have learned over 50 years is that the fundamentals of great guest service, strong teams, and effective hiring, training, and treatment have endured amidst a constantly evolving industry landscape. Despite the profound transformations the restaurant industry has undergone over the past five decades — technological advances, evolving consumer preferences, and shifts in operational models — certain core principles have remained steadfast. These "timeless truths" are the foundational pillars of success in the restaurant business. They continue to define excellence and separate thriving establishments from those that merely survive. Let’s explore these enduring principles and their relevance today.
Outstanding guest service is the only long-term sustainable competitive advantage. While trends in cuisine, décor, and technology may come and go, the quality of guest service remains the ultimate differentiator. Restaurants that consistently prioritize the guest experience foster loyalty, generate positive word-of-mouth, and build a reputation that withstands market fluctuations.
Great teams build sales. Behind every successful restaurant is a cohesive, motivated, and skilled team. Guests don’t just interact with the food or ambiance — they interact with the people. A well-trained and happy team delivers exceptional service, creates a welcoming atmosphere, and drives sales by fostering repeat visits.
Hire right, train right, treat right. This mantra encapsulates the essence of the employee lifecycle and highlights the importance of each phase in creating a thriving workforce. This triad — hiring, training, and treating employees well — is the foundation for operational excellence and long-term success.
Adaptability and innovation enhance, but never replace, core values. The restaurant industry is inherently dynamic, with new technologies, dietary trends, and customer expectations emerging regularly. While successful operators embrace change, they never lose sight of their core values.
Culture is key. Culture is the invisible force that drives every aspect of a restaurant. It influences how teams work, how guests are treated, and how challenges are overcome. A strong, positive culture built on respect, inclusion, and shared purpose creates an environment where employees and guests alike feel valued. Restaurant leaders must lead by example and set the tone. When leaders model the behaviors they expect, it fosters trust and accountability.
The reason these principles have stood the test of time is simple: They are human-centered. At its core, the restaurant industry is about people — nourishing them, connecting with them, and creating memorable experiences. While the tools and trends may evolve, the fundamental truths that define success remain rooted in the timeless pursuit of excellence in service, teamwork, and leadership. By holding firm to these truths while adapting to the ever-changing landscape, restaurants can thrive today and for generations to come.
After dedicating half a century to the restaurant industry — traveling over 40 weeks a year, completing countless restaurant visits, and navigating the daily challenges that define the business — it’s natural to reflect on what comes next. For someone whose career has been deeply intertwined with the rhythms of hospitality, stepping away can feel like losing a part of your identity. However, "life after restaurants" doesn't have to mean leaving the industry behind. Instead, it can be a transition to a role of greater impact, purpose, and legacy.
My goal is to find a way to give back through mentoring. The intensity of a career in restaurants often leaves little time for long-term reflection, but retirement or semi-retirement offers an opportunity to shift focus. Moving from the front lines to a mentorship role allows seasoned restaurateurs, like myself, to remain connected to the industry while offering invaluable guidance to the next generation.
There is a need for additional mentorship in the restaurant industry. The pace is relentless, the margin for error is slim, and the stakes are high. Aspiring leaders often face a steep learning curve, which is why mentorship is not just beneficial — it’s essential. Seasoned professionals bring a wealth of knowledge that can help rising stars avoid common pitfalls and accelerate their development.
That’s why I am considering the creation of an organization called Life After Restaurants. The concept is simple yet deeply meaningful: it’s a platform for former restaurant executives and owners to mentor and support the next generation of industry leaders.
I know that I am not alone in wanting to mentor the next generation of restaurant leaders. Many restaurateurs feel a deep sense of gratitude for the opportunities and fulfillment the industry has provided. The aspiration is to create a community of like-minded professionals. Together, we could pool resources, share ideas, and make a collective impact.
I look forward to hearing from other like-minded restaurateurs about this idea. Send me an email at [email protected] if you’d like to discuss.
AUTHOR BIO
Joe Langteau has 50 years of restaurant experience. He is currently president of Langteau Consultancy. Prior to that, he was President & CEO of Summit Restaurant Group, responsible for leading the growth of an IHOP, Applebee’s, Sonny's BBQ, and Wingstop franchise (the fourth largest franchisee organization in the U.S.) He was also President & CEO of AmeriKing Inc., a 315-unit Burger King franchisee; President & COO of Scott’s Restaurants, a 400-unit Canadian, YUM! Franchisee; Senior Vice President of Operations at Arby’s Inc.; and Vice President of Operations Support at Burger King Corp.
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