Shawn Foster has climbed his way up the ranks from dishwasher to corporate chef and eventually to founder of his own restaurant concept.
After earning an associate’s degree at The Culinary Institute of America in Hyde Park, N.Y., Foster spent six years as a corporate chef of The Palm Restaurant, feeding his entrepreneurial spirit by gaining insight into the meatpacking industry.
In 1999, Foster opened the first Foster’s Grille, a neighborhood-style restaurant, in Manassas, Va. Best known for its half-pound, “2-big-for-2-hands” Charburger, Foster’s Grille has grown into a 22-unit chain and is now based in Haymarket, Va. Foster expects to expand to a total of 30 units by the end of this year.
In his spare time, Foster is an avid Harley-Davidson motorcycle rider. Last year, he went on a 3,900-mile trip along the East Coast ending at Mount Washington in New Hampshire, the highest peak on the Eastern shore of North America.
What inspired you to start your own restaurant?
I never envisioned opening my own restaurant. When the steakhouse boom started to come to an end in the late ’90s, my wife, Nancy, who was also in the business, said to me: “We’ve been doing [this business] for other people for a lot of years. Let’s do something for ourselves—something we can pass on to our children.”
I never thought there would be more than one Foster’s Grille when I opened it. But I utilized the tools I learned when I was with The Palm, and it became successful.
What kind of education do you think works best for a restaurant founder?
I find that people who have a military education, who can follow orders and are used to following a system, are best prepared.
Was culinary school helpful?
Sure. When I went, I knew how to cook and run a kitchen, but culinary school taught me the hows and whys and the concept of cooking. It also taught me how to manage a restaurant and how to grow a company
BIOGRAPHY Title: president and chief executive of Foster’s Franchise Concepts in Haymarket, Va.Birth date: June 25, 1965Hometown: Buffalo, N.Y.Education: associate’s degree in culinary arts from The Culinary Institute of America, Hyde Park, N.Y.Career highlights: serving as corporate chef of The Palm Restaurant; starting own business in 1999
Did you have a certain menu concept in mind for Foster’s Grille?
The idea was to create a great burger restaurant with high-quality food and everything fresh. Just because it’s not fine-dining doesn’t mean it can’t be a great product. Our goal was to serve the freshest quality products in a great neighborhood atmosphere with friendly service.
What is the hardest part of keeping your business model successful?
The challenge is keeping our franchisees focused and disciplined on who we are as a concept. There are always people who come to us and say, “Why can’t you be more like KFC or some other restaurant?” And we say: “We’re a burger restaurant. We keep it simple, but we do it well. You want steak? Go somewhere else. You want a burger? Come to us.” We’re heading into our 10th year of business. Why change now? We can’t be everything to everybody.
Did anything surprise you about being president and chief executive?
I’ve always been one who’s been hands-on with my people, teaching younger kids how to cook and what it means to have a job and be responsible. When I became a businessman, I lost that hands-on experience with my employees. I never thought it would be like that. That surprised me.
Where do you see the fast-casual segment headed?
I think fast-casual is where the industry is leading to. Look at McDonald’s. That’s where the people are. There are parents out there wanting to feed their children quickly and at a reasonable price. Because of our position in the economic era right now, there are a lot of people in the fast-casual marketplace who can’t afford to go spend $40 on a meal.
With fast-casual concepts, they can get in and out for under $10 per person and not have to tip the server. In today’s day and age, people want a good, quality product at a reasonable price—to give their kids food that is fresh and never frozen or put through chemical processes. Fast-casual markets are what people are looking for.
What was it like working at The Palm Restaurant?
CHEF’S TIPS When grilling a burger, make sure your grill is hot and don’t move the burger around. Let it cook and sear for 4-5 minutes on each side to seal in the juices. Always use the finest-quality, local products.
It was really a learning experience. The Palm was owned by two Italian families, their first steakhouse being based out of New York. It was very eye-opening and enlightening to understand how you run a company with a lot of different restaurants and employees.
Being one of the corporate chefs, we flew out to all the meatpacking companies in the Midwest to purchase their meat. When I was out there, I met an older gentleman who taught me a lot about the different by products of beef, obviously the biggest one being the burger. I always remembered him, and when I decided to open my own store, my wife and I decided to go into the burger business.
You’re also a Harley motorcycle rider?
Everybody has to have a little bit of play with a little bit of work. It helps keep you sane. I’m currently doing a 3-week motorcycle tour. I’m working when I’m out there [and] taking care of business, I’m never truly away from it all.
Any particular restaurants you like to eat at when you’re out on the road?
My parents brought me up to be a fan of old-fashioned honest work, honest pay. Even in today’s day and age, my friends and I would rather eat at a local restaurant that people have supported for a long time than eat at a chain. We know it’s the family-oriented restaurants that put the time and heart into making good, fresh, quality burgers.
I think it’s important that we keep the nostalgia of the local mom-and-pop restaurants; it’s what builds America as a food country.
