Speaker 1: Welcome to Chopping It Up.
Speaker 2: I'm your host, Mike Allen, Senior Restaurant and food Service
Speaker 2: analyst at Bloomberg Intelligence. Our research and that of bi's
Speaker 2: five hundred analysts around the globe can be found exclusively
Speaker 2: on the Bloomberg terminal. Today, we're joined by Joe Hummel,
Speaker 2: the CEO of Twin Peaks Restaurants. Hey, Joe, sorry we
Speaker 2: didn't have a chance to catch up at ICR, but
Speaker 2: this will have to do.
Speaker 1: This works, This works just fine.
Speaker 2: Yeah, and I'm sure you've been a very busy man.
Speaker 2: Fat brand spin off of Twin Peaks and Smoky Bones
Speaker 2: is less than a week away.
Speaker 1: That's right. Our record date is the twenty seventh of January.
Speaker 2: So and shares will start trading on twenty ninth. I
Speaker 2: think I saw, yeah, twenty ninth. Yeah, NASDA TWNP is
Speaker 2: their symbol. All right, good stuff. So what initially you've
Speaker 2: been there for a little while, But what initially drew
Speaker 2: you to Twin Peaks.
Speaker 1: Well, I had about a two decade career at Hooters.
Speaker 1: I worked for Hooters of America and this new brand
Speaker 1: came up and was stealing some share, and they're a
Speaker 1: pretty cool brand, and I was intrigued by him, and
Speaker 1: so twenty eleven, myself and a couple of my partners
Speaker 1: at Hooters left and bought a six state development agreement
Speaker 1: in twenty eleven and there was fourteen stores, So we
Speaker 1: did take a leap of faith. We felt in our
Speaker 1: gut it was a great brand that could really grow,
Speaker 1: and we left Hooters. It was probably four hundred and
Speaker 1: thirty units, just under a billion in sales, and so
Speaker 1: we jumped in and so we I think our first
Speaker 1: door we be in July of twenty twelve, which was
Speaker 1: number twenty two in buck Ed, Georgia. So we've been
Speaker 1: blessed to see the brand from twenty eleven till today.
Speaker 1: So I've been a part of some former fashion of
Speaker 1: hotter At units being opened and look forward to the
Speaker 1: next hundred. It's going to be great.
Speaker 2: Yeah, you made a could bet back then.
Speaker 1: I did. I should have been in Vegas that day.
Speaker 3: Right, throw the dice right early retirement. I would know
Speaker 3: what to do with myself as retired. For you couldn't
Speaker 3: retire you're way too young. What's the day parts split?
Speaker 3: And what percentage of your sales are from alcohol?
Speaker 1: Food? Is fifty two percent liquor, beer, wines, forty eight
Speaker 1: day part, approximately thirty eight percent lunch the rest of
Speaker 1: the week dinner. Now that dinner portion eleven of it's
Speaker 1: late night. So nice, nice spread of the three segments.
Speaker 1: But you know we're running about a sixty forty dinner
Speaker 1: to lunch, but dinner carries further out.
Speaker 2: One hundred and seventy two restaurants at the end of
Speaker 2: three Q seventy four US franchise, seven international franchise, thirty
Speaker 2: three US company owned, and there's fifty eight company owned
Speaker 2: Smoky Bones. Per your release, you expect to convert about
Speaker 2: half of the Smoky Bones restaurants. A twin peaks how
Speaker 2: much well the conversion's costs versus building a new unit
Speaker 2: from scratch.
Speaker 1: Yeah, you know, when I look at our units, out
Speaker 1: of one hundred and fourteen, twin peaks, ninety of them
Speaker 1: or second generation. So myself, our corporate development, and our
Speaker 1: franchise partners are used to doing second generation. We have
Speaker 1: some great ground ups. So we you know, we saw
Speaker 1: that as an opportunity when Fat Brands bought Smokey Bones
Speaker 1: is a real estate play. We ran it through our
Speaker 1: real estate platform and about thirty of them made very
Speaker 1: scored very well for Twin Peaks. So we did our
Speaker 1: first one in Lakeland, Florida. It was doing about three
Speaker 1: million for Smokey Bones. We opened it in late September.
Speaker 1: The sales are run rate and at about eight point
Speaker 1: three million, so quite a bit of a difference. We
Speaker 1: put about four point two million in it between leasehold
Speaker 1: improvements in FF and E some good syentergies we were
Speaker 1: able to pull out of the building. You know, you
Speaker 1: get a lot of good things out of second generation.
Speaker 1: Every second generation building gives you something different. But the
Speaker 1: store itself is great footprint, really doing well, great addition
Speaker 1: to the central Florida market. And we're finalizing our second
Speaker 1: conversion in brandon be sometime in mid February. Okay, cool, Yeah,
Speaker 1: that was a great strategy for Cava. How big are
Speaker 1: the restaurants They average about seven thousand to eight thousand
Speaker 1: square feet. I have units anywhere from sixty five hundred
Speaker 1: to fourteen thousand in the in our Twin Peaks portfolio,
Speaker 1: so seven you know, our sweet Spot prototypes about eighty
Speaker 1: two hundred, so it works just fine. It's a nice
Speaker 1: thing about second generation. You can have all kinds of
Speaker 1: different footprints and floor plans. They all have the same DNA,
Speaker 1: but they have different you know, lodge effects. So it's
Speaker 1: pretty cool. You get your own local lodge. Lakeland will
Speaker 1: be different than Brandon, and Brandon will be different than Cassemi,
Speaker 1: and you know, they all have their own special you know,
Speaker 1: local lips about it. That's cool.
Speaker 2: Is it changed strong in Florida? And are there any
Speaker 2: other states where it's strong geographically?
Speaker 1: Virginia for Smoking Bones, that is, for twin Peaks, Well,
Speaker 1: we're in Dallas for starters. Dallas is quite strong. Texas
Speaker 1: we have about thirty four stores. Florida we have fifteen,
Speaker 1: and we're still growing quite a bit. Those are probably
Speaker 1: the most concentrated. Arizona does really well. You know, the
Speaker 1: brand's so portable. We see the fanfare whether it's Dallas, Miami, Lakeland, Florida, Columbus, Columbus, Ohio,
Speaker 1: Louisville still has that same fact, same volume. We don't
Speaker 1: see a volume letof because of different regions warm weather,
Speaker 1: cold weather. And we have seven down of Mexico. Okay, Cole,
Speaker 1: what's the right number of company owned restaurants for you?
Speaker 1: We're in a seventy thirty mix between franchise and corporate.
Speaker 1: We think our sweet spot seventy five to twenty five,
Speaker 1: which is very doable. We have a lot of good
Speaker 1: franchise partners. We have about one hundred development franchise commitments
Speaker 1: from our franchise partners already, so very doable.
Speaker 2: Number okay cool, excluding excluding the Smokey Bones conversions. How
Speaker 2: many units do you expect to open in twenty five
Speaker 2: and are you having any issues finding new sites?
Speaker 1: Well, that was one of the reasons we picked up
Speaker 1: the Smoky Bones. Control in those sites gave a nice
Speaker 1: short term path. So with the Smoky Bones because we'll
Speaker 1: do probably five or six this year conversions between ourselves
Speaker 1: and our franchisees. We looked to do two to four
Speaker 1: corporate stores ten to twelve franchise stores for this year.
Speaker 1: Last year we got nine open total. For me, it
Speaker 1: was a little slow last year, so we looked for
Speaker 1: hopefully things picked up a little bit with that. You know,
Speaker 1: a lot of staffing issues and with the perameters and
Speaker 1: inspectors and just being short staffed.
Speaker 2: Gosha, what percentage of new units are opened by existing
Speaker 2: franchisees coming up?
Speaker 1: Uh?
Speaker 2: Yeah, Well, ten to twelve will be franchisees. Two to
Speaker 2: four will be corporate existing or from out of the system.
Speaker 1: That's that'll be existing, that's in the existing system. So
Speaker 1: we still you know, we have a friend development team
Speaker 1: that's selling new territories. They're actually out in California doing
Speaker 1: our real estate tour right now with us some prospects.
Speaker 1: We just signed somebody out up for the Fargo, South Dakota,
Speaker 1: Montana market. We have another group looking out of Canada.
Speaker 1: So franchise development side active on finding new groups and
Speaker 1: then the existing groups are actively built.
Speaker 2: Okay, great new stores. Do they have big honeymoon periods
Speaker 2: or they tend.
Speaker 1: To build to your target AUV? You know, it depends.
Speaker 1: It depends on if you're in a mature market. I've
Speaker 1: had stores even here in Dallas that start out at
Speaker 1: five five six, they're at nine million now. So we
Speaker 1: have dural MP in last year it's run rating at
Speaker 1: fourteen million. And then you have some newer markets where
Speaker 1: the development's coming and so you get there before the
Speaker 1: development and the mature markets just sell right into their
Speaker 1: average AUV quickly. So all depends on the market. We
Speaker 1: see a big fanfare when we open a new store
Speaker 1: in the DMA by itself, because it's just they haven't
Speaker 1: seen anything like it.
Speaker 2: Okay, And I noticed in the in your disclosures, current
Speaker 2: AAV is about five two to five three million versus
Speaker 2: the target of six point five for new builds. So
Speaker 2: what's the difference there? Are you building bigger units, are
Speaker 2: you modeling strong same sort of sales growth from the
Speaker 2: existing sore base and that we'll get to that six '
Speaker 2: five or is there something else that kind of explained
Speaker 2: that gap?
Speaker 1: Yeah, the difference is you have some legacy stores. They
Speaker 1: are lower avs. You know, they started off in the
Speaker 1: early day Z five six oh seven. When we started
Speaker 1: building eleven, we started exploring with some bigger buildings, bigger footprints,
Speaker 1: two bars, patios. In sixteen seventeen we really started finding
Speaker 1: tuning what we thought our guests needed and wanted. With
Speaker 1: our design team, we employed our real estate strategy platform
Speaker 1: E Site and that really helped us take our consumer
Speaker 1: demographics and map out where we should be putting our
Speaker 1: stores based off the white space available. So it really
Speaker 1: helped us in our targeting. You know, the early days,
Speaker 1: you're not targeting because you don't have you don't have
Speaker 1: a base to target off of. You kind of going
Speaker 1: with your gut, and as you build that demographic up,
Speaker 1: you really know what your user is. So when you
Speaker 1: go to new space, as you find that user and
Speaker 1: that platform really helps you do that. So as we
Speaker 1: continue to fine tune that from sixteen seventeen, we really
Speaker 1: fine tune the brand, the model, the offering, and then
Speaker 1: the real estate strategy too. And then we just all
Speaker 1: the new openings have been very strong. So it's actually
Speaker 1: the new all the new openings I say new openings.
Speaker 1: You know, from twenty twenty one twenty two, I have
Speaker 1: been dragging that AUV up and you know some of
Speaker 1: those early legacy stores as those leases expire, will shift
Speaker 1: markets and go for a different sized building.
Speaker 2: Yeah, six point five millions a strong AUV. Is there
Speaker 2: any other unit economic data that you'd like to share?
Speaker 1: You know, we target sixteen percent four while margin. The
Speaker 1: biggest thing is, you know, we we want to concentrate
Speaker 1: on the unit economics. So conversions give you about a
Speaker 1: twenty eight percent cash on cash return, and then if
Speaker 1: you do a new build where you're buying the dirt
Speaker 1: and doing a sale lease back, you can get upboards
Speaker 1: to thirty seven percent cash on cash return because you
Speaker 1: can get to take those sale lease back proceeds. So
Speaker 1: the boat strategies were great. Those are great unit economics
Speaker 1: for US. Six ' five we think is a reasonable number.
Speaker 1: You know, as I said, Lakeland's trailing at eight point
Speaker 1: three million Lakeland, Florida. That's not a huge metropolis. And
Speaker 1: even like the you know, the Derials of the world
Speaker 1: that opened last year, like I said, we're thirteen fourteen million.
Speaker 1: So we think six five is a modest number to
Speaker 1: go for because our AUV has been driving up with
Speaker 1: every new opening.
Speaker 2: Yeah, so same store sales are strong versus your peers
Speaker 2: versus twenty nineteen, but there were down a little more
Speaker 2: than the casual index in twenty three. Why do you
Speaker 2: think Twin Peaks was hit harder than other chains last year?
Speaker 1: Well, if you look at our same store sales, double
Speaker 1: digit stacked. Eventually you stop stacking and it's time to
Speaker 1: open new I mean, And so it doesn't what doesn't
Speaker 1: take an account if you're doing a market and I
Speaker 1: have a market in San Antonio three stores for the
Speaker 1: longest time, and we added a fourth, you pick up
Speaker 1: six million in total sales, but you lose five hundred
Speaker 1: thousand out of one of the other stores. So the
Speaker 1: six million you don't get accounted for in same stores
Speaker 1: because it's in you know, it's not in that eighteen
Speaker 1: month period where you start comping, but that the guy
Speaker 1: you lost five hundred, he loses the comp So, you know,
Speaker 1: we look at overall market share. Same sources is certainly
Speaker 1: an effective tool to make sure the brand's still relevant.
Speaker 1: It's one of the reasons we use black Box to
Speaker 1: make sure we're keeping our ear to the wall with
Speaker 1: what our guests are saying about every store. We like
Speaker 1: to see what the stores are doing per their zip code,
Speaker 1: and that's black Box is able to give us that.
Speaker 1: You know, if if our stores are trending high or
Speaker 1: lower than zip code, we were able to take action
Speaker 1: either way. The social sentiment's big to us because it
Speaker 1: really truly says what our guests are talking about with us. So,
Speaker 1: you know, I think that's one of the reasons you
Speaker 1: just you get double digit same store, same store, same store,
Speaker 1: Eventually you stop comping, and as I said, you have
Speaker 1: to build no store.
Speaker 2: Yeah, you know, and let's let's stick to that black
Speaker 2: Box intelligence point. When we did a panel together back
Speaker 2: in twenty three. I was impressed by how data driven
Speaker 2: you are from people I know in the industry. You know,
Speaker 2: they say you're very dialed into the numbers and run
Speaker 2: your business accordingly. Can you talk about how you're using
Speaker 2: that data, particularly to analyze store performance, bonus out your
Speaker 2: employees and stuff like that.
Speaker 1: Yeah, you know, we use black Box for a lot
Speaker 1: of different reasons, whether it's sales traffic, even from an
Speaker 1: employee standpoint, making sure we're in the right pay categories
Speaker 1: by position. That social sentiment side helps tell the rest
Speaker 1: of the story. And even like I said earlier, tracking
Speaker 1: your sales by zip code which really helpful because you
Speaker 1: look at your sales versus DFW. Well, DFW is quite
Speaker 1: large or Chicago quite large, so I can track my
Speaker 1: store in I'll go by a zip code. Then I'm
Speaker 1: kind of in the game because obviously for geographic region
Speaker 1: and so having the sales, the traffic, and the social
Speaker 1: side of it gives the full story. You could be
Speaker 1: up in sales, but your zip codes up even higher,
Speaker 1: so maybe you're not exceeding what you should be. You
Speaker 1: could be down in sales, but the zip codes tremendously down,
Speaker 1: and so you're you're battling and you're knocking it out
Speaker 1: based off whatever reasons causing that and the other reason.
Speaker 1: You look at sales and traffic and then you compare
Speaker 1: it to the social side of it, and we get
Speaker 1: a daily, weekly, monthly, quarterly feed. We do a quarterly
Speaker 1: recap with black Box, kind of going over the whole
Speaker 1: analytics of of everything they're seeing with us and out there.
Speaker 1: But the social side tells a story too. And you
Speaker 1: could be doing really well in sales because the traffic's
Speaker 1: just so high, so dense, but your but your guests
Speaker 1: are given negative comments. So let's let's us focus even
Speaker 1: to the point of it might not be affecting your sales,
Speaker 1: but somebody could be saying, your frieser cols, your frier coal. Hey,
Speaker 1: this month, we need to focus on fries. Let's make
Speaker 1: sure we're serving hot, fresh fries and we're not dragging fries.
Speaker 1: So it does dial us into certain elements of the
Speaker 1: brand or the business or the community if we're doing
Speaker 1: better than the other side. So it just gives us
Speaker 1: a better parallel platform. And we use data word data junkies.
Speaker 1: We try not to do paralysis by analysis, but we
Speaker 1: do take that data with us to the field to
Speaker 1: help us understand what's being said. No matter where it's at,
Speaker 1: whether it's black Box or the east Site platform we
Speaker 1: use for our real estate, we have a lot of
Speaker 1: different data elements.
Speaker 2: Yeah, it sounds like you're leaning on it basically as
Speaker 2: a leading indicator, right that it could show moves and
Speaker 2: seam sourselves.
Speaker 1: But before they still have to be in the field,
Speaker 1: whether it's looking for sites or being in a restaurant.
Speaker 1: You can't just look at the data and say, oh,
Speaker 1: this is what's happened. You still need to go. And
Speaker 1: my emphasis to our team is you've got to be
Speaker 1: in the field. Four walls are where it's happened. This
Speaker 1: office we're sitting in today, it does not make any money.
Speaker 1: It costs money. The fuss make the money, and my
Speaker 1: whole support team and executive team has to be driven
Speaker 1: to the field. We want them part of the field
Speaker 1: for sure.
Speaker 2: How are you looking to drive same star sales growth
Speaker 2: in twenty five.
Speaker 1: Well, we have a built in marketing calendar called Sports
Speaker 1: which is really helpful and we're able to take that
Speaker 1: experience with the Twin Peaks Girl our kitchen and our bar,
Speaker 1: and that is our mechanism driven same shot sales, just
Speaker 1: the overall memorable experience event that happens in our stores.
Speaker 1: We want to stay really dialed in on food. We
Speaker 1: want to keep a pricing structure that's in bar belt strategy.
Speaker 1: We want to be able to something on an affordable level.
Speaker 1: If you're working off a lower budget, you want to
Speaker 1: splurge on yourself. There's a higher end. We don't want
Speaker 1: to take big, big price jumps. That's not that's not
Speaker 1: how we're going to go. I think the consumer's tired
Speaker 1: of price jumps, and we've been fortunate enough not to
Speaker 1: do them. We've done small two to three percent over
Speaker 1: the you know, over traarly twelve months, keeping up with
Speaker 1: some minimum wage increases. But we try not to take
Speaker 1: those big five six percent jumps, which some people do.
Speaker 1: So we just execute executing, understanding the sports calendar and
Speaker 1: making sure that sports day is so overwhelming to you
Speaker 1: in a good way you come back just for lunch
Speaker 1: on Monday.
Speaker 2: Yeah, I'm sure the expanding sports calendar is helping, right,
Speaker 2: the bigger college football playoff, right, and then we're seeing
Speaker 2: new sports Formula one, right, yeah.
Speaker 1: I mean the seasonality of sports used to you know,
Speaker 1: you're really in season, you're out of season or in
Speaker 1: the season. It's really stretched. And even NFL they started
Speaker 1: dabbling into some Friday games, some different day games that
Speaker 1: you weren't used to. Heavy. We're heavy into soccer Champions League,
Speaker 1: Gold Cups, South America Cups, World Cup obviously is coming
Speaker 1: to town. We lean in the Premier League, La Liga,
Speaker 1: all the different and those are nice time zones too,
Speaker 1: because a lot of those games are you know, two
Speaker 1: three o'clock afternoons, so it really plays well with stretching
Speaker 1: the calendar out. NBA is just big, you know, we
Speaker 1: really you know, it's a long season, and then from
Speaker 1: April to June, it's just playoff mania. You know, you're
Speaker 1: you get rid of you go college NFL College playoffs,
Speaker 1: NFL Playoffs, Super Bowl, roll into the February and you're
Speaker 1: into conference basketball, March madness, playoff implication, NBA, NBA playoffs,
Speaker 1: NHL playoffs. Through June, there's probably a little lull, but
Speaker 1: then there's always a lot of summer, a lot of
Speaker 1: summer soccer that happens, and those those cups are happening
Speaker 1: during then the you know, European Cups, South American Cups,
Speaker 1: all those are happening a lot of the summertimes. Then
Speaker 1: you roll in Fantasy Draft and you're back in football,
Speaker 1: so it stretches. Yeah, I hope the college playoffs go
Speaker 1: to thirty two teams. Just keep adding game. I'm sure
Speaker 1: that was big business man with UFC, big partner of ours,
Speaker 1: and you know they're they have great material as pay
Speaker 1: per view, but then they have a material that's on
Speaker 1: ESPN Plus that we're playing, and they have a lot
Speaker 1: of different elements there. There's always boxing that lay in there,
Speaker 1: so there's there's always In marketing, one of marketing's jobs
Speaker 1: are really to keep up the calendar and all right,
Speaker 1: we have this big event coming on Friday. What are
Speaker 1: we gonna do to accent that event besides just have
Speaker 1: it off. What's the beer special or the drink special
Speaker 1: or what you know, what what element are we gonna
Speaker 1: put in there to make that just a notch above
Speaker 1: everybody else. It gives our operators a chance to plan
Speaker 1: because you see the calendar, so it's not like a
Speaker 1: bus is pulling in and you're unprepared. You know they're
Speaker 1: gonna you know, you're gonna be crowded, so let's overstaff
Speaker 1: and make sure that experience is incredible. Great.
Speaker 2: Are there any changes to the marketing planning making the
Speaker 2: share now? We're staying We're staying focused on you know,
Speaker 2: local store marketing. We like that one three five mile radius.
Speaker 1: We think it's important to be a part of the
Speaker 1: local lodge versus some national commercial that maybe doesn't have
Speaker 1: the impact. And you know, our footprint doesn't allow for
Speaker 1: a national commercial, so it'd be kind of a waste,
Speaker 1: and we just think our money's better spent at the
Speaker 1: local DMA for sure. So we're going to continue to
Speaker 1: push that one three five mile radius. Local sports talks,
Speaker 1: local businesses, festivals, local teams, you know, sponsorships that way,
Speaker 1: really just driving that traffic in. You know, everybody's like
Speaker 1: when you do a commercial, Well, when everybody in your
Speaker 1: one three five mile radius has tried you and wants
Speaker 1: to come back to you, we'll start thinking about commercial
Speaker 1: because there's a lot of bodies between one three and
Speaker 1: five and our building should be a marketing tactic. You're
Speaker 1: picking good sites with a lot of good traffic driving
Speaker 1: by you, and your building is beautiful. That's going to
Speaker 1: drive people in. That's a billboard itself for sure. If
Speaker 1: you need a billboard, you probably pick the wrong site. Sometimes,
Speaker 1: no doubt you touched on it a little bit.
Speaker 2: It's like you're not taking too much pricing. I think
Speaker 2: that's the smart play in twenty twenty five. You know
Speaker 2: how much inflation do you expect, and how much price
Speaker 2: are you willing to share?
Speaker 1: How much creature between two and three percent, and really
Speaker 1: just to keep up at the minimum wage. We've locked
Speaker 1: a lot of our proteins in so we know what
Speaker 1: our cost effects are there. We ate some margin last
Speaker 1: year and we went after the margin in other categories,
Speaker 1: but we ate some margin. And the poultry. Poultry is
Speaker 1: extremely high last year, five year high. But we know
Speaker 1: it's sick. It moves, you know. We track in month
Speaker 1: to month, year to year, and if you took price
Speaker 1: every time we went to an all time high, you
Speaker 1: would outprice yourself. So you just have to be cost
Speaker 1: effective in other areas and eat some of that costs.
Speaker 2: So yeah, our in our research, some of the chains
Speaker 2: like Texas road Has and wing Stuff that have the
Speaker 2: highest cogs are generating the most traffic, right, they're offering
Speaker 2: the most.
Speaker 1: Value on the plate. Yeah, we we're pretty pleased with our.
Speaker 2: Cog good and you know it sounds like you're going
Speaker 2: to spend some of your cash on building three new stores.
Speaker 2: But i'd imagine you generate a lot of cash. Can
Speaker 2: you talk about, you know, how you plan to use
Speaker 2: that excess cash this yere?
Speaker 4: Uh.
Speaker 1: You know, we'll delever, delver some of our debt. And
Speaker 1: that's one of the reasons you know we're moving towards
Speaker 1: a spin off, is for investors to look at us
Speaker 1: as a standalone portfolio and understand this brand, give us
Speaker 1: focus on development. We certainly want development equity there so
Speaker 1: we can continue to grow the footprint, and then we'll
Speaker 1: deliver some of our debt. All right, good stuff, So
Speaker 1: what's your favorite menu item? Liquid would be something from
Speaker 1: Kentucky on a clear ice ball and I spent you know,
Speaker 1: love love me some Blantons and weller, I can't go
Speaker 1: wrong with any of those. Nothing wrong with us. A
Speaker 1: good micaltree there the Corona. Food wise, love our flatbreads,
Speaker 1: smoked wings. We have our own smoker programs. We smoke
Speaker 1: most we smoke briskets, wings, chicken thighs or so. Once
Speaker 1: again that scratch kitchen. Our kitchens are great. Charg real
Speaker 1: flat top fryars, convection of it and smokers really gives
Speaker 1: us a lot of flexibility to make that menu flexible.
Speaker 1: But those are probably like go tos, flatbreads and smoke
Speaker 1: wings really good go too, or hand cut steak. We
Speaker 1: have handcut in New York strips.
Speaker 2: All right, good stuff. Yeah, the wings are great. I'm
Speaker 2: gonna have to try those smoke chicken thighs, man, it'll
Speaker 2: sound pretty good too.
Speaker 1: Yeah, we smoke our own chicken thighs, and then we
Speaker 1: utilize them in our chicken nachos, we utilize them in
Speaker 1: the case of das, we utilize them in our green
Speaker 1: chili chicken soup. So yeah, we try to really make
Speaker 1: sure our pantrees has good flow through. So our chef's great,
Speaker 1: he's able to look at recipe items and make sure
Speaker 1: we maximize the pantry item out of it. So we
Speaker 1: don't have just one item sitting there for one recipe
Speaker 1: because we know how that goes either run out or
Speaker 1: it doesn't make it. And so if you have good
Speaker 1: flow through on your inventory, that helps up.
Speaker 2: All right, good stuff, Thanks for doing this. Where can
Speaker 2: the audience go to find their nearest twin Peaks and
Speaker 2: what social media program should we follow you on?
Speaker 1: Well, at twin peaks dot com, that's the best for
Speaker 1: following us. We have great Instagram. Every store has its
Speaker 1: own Facebook Instagram really try to stay localized. So you
Speaker 1: just click on your local Instagram twin Peaks, it'll pop
Speaker 1: up great feeds, local store, depends on where you're at.
Speaker 1: The next new one will be Brandon, Tampa, Florida.
Speaker 2: Okay, cool man, Yeah, I have to follow you on Instagram.
Speaker 1: Yeah, good luck. Man.
Speaker 2: This is going to be a fun one to watch,
Speaker 2: a little too small for me to cover, but I'll
Speaker 2: be watching closely.
Speaker 1: Man. Are you based out of I'm in New Jersey.
Speaker 1: I'm working on it, working on Pennsylvania right now. Now. Okay, yeah,
Speaker 1: I've listen.
Speaker 2: I've been Scottsdale, Austin, Southern Florida, so I've been to
Speaker 2: a few. I'll try to get closer to Are you
Speaker 2: a Giants fan Jets fan? Well, I'm a Raiders fan.
Speaker 2: I'm actually a Raiders fan. I was born into this
Speaker 2: life of disappointment. They won the Super Bowl the day
Speaker 2: I was born, and I grew up wanting to be
Speaker 2: a Raider.
Speaker 4: Now you got TV twelve leading the team. He's Mike.
Speaker 4: I'm hoping for uh an improvement for sure. You might
Speaker 4: get the Sanders kid. Need could be your QP.
Speaker 1: It does a lot of rumors swirling around man. Yeah,
Speaker 1: we'll see. It's always fun to watch and keep up
Speaker 1: with it. Yeah. Who's your team? Cowboys Living Down Okay? Yeah?
Speaker 2: Yeah, yeah, yeah for sure man. Uh you know, there's
Speaker 2: a lot of Cowboys fans here and everywhere.
Speaker 1: But actually my team is wherever, wherever a store is,
Speaker 1: that's my team. I feel like a bookie. Then when
Speaker 1: I'm watching a game and my family's like, who do
Speaker 1: you want? Like, I want this, white want that. We
Speaker 1: have three stories. Brother.
Speaker 2: Yeah, thanks again, and I want to thank the audience
Speaker 2: for tuning into. If you like the episode, please share
Speaker 2: with your friends and colleagues. Check back soon for a
Speaker 2: discussion with Kyle Kavanaugh, the founder at Maine and May