WEBVTT - Abandoning Tradition in the Hospitality Space

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<v Speaker 1>This is Bloomberg Business Week with Carol Masser and Bloomberg

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<v Speaker 1>Quick Takes Tim Stinovic on Bloomberg Radio. Let's get a

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<v Speaker 1>read on the state of the hospitality industry, and we

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<v Speaker 1>have the two perfect guests to do that with. We're

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<v Speaker 1>joined by Todd English. He is master chef and partner

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<v Speaker 1>of the English Hospitality Group. Also with us is Keith Burkhard.

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<v Speaker 1>He is Chief of staff over at the English Hospitality Group.

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<v Speaker 1>Of course, it's a leading global operator, owner and developer

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<v Speaker 1>of restaurants, hotels and nightlife venues. Great to have you

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<v Speaker 1>both with us and Todd. I want to start with

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<v Speaker 1>you because I see in your notes that you're abandoning

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<v Speaker 1>the traditional hospitality business model. What does that mean? Um, well,

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<v Speaker 1>you know, I think we have you know, just sort

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<v Speaker 1>of in all my years of going through the business

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<v Speaker 1>of of of restaurants and owning small restaurants and then

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<v Speaker 1>being involved at hotels and casinos and various aspects of

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<v Speaker 1>how people dined in the various venues. Is I think

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<v Speaker 1>what you're seeing in many ways is a shift in

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<v Speaker 1>in sort of the expectations of the customer. Um, certainly

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<v Speaker 1>they're uh pent up right now, especially coming out of

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<v Speaker 1>pandemic because there are pent up pins up. Um need

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<v Speaker 1>to be out and the social and get out of

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<v Speaker 1>the house. And you know, I think maybe there's even

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<v Speaker 1>more appreciation for what restaurants are doing today in the

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<v Speaker 1>hospitality industry because, um, you know when people who had

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<v Speaker 1>to sit around for a year or two years without

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<v Speaker 1>being able to go out, and I think they realized, Wow,

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<v Speaker 1>we really missed this part and we are these gregarious

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<v Speaker 1>creatures that need to go out and socialize. Yeah, I

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<v Speaker 1>hear that. Hey, um, I should know Todd is joining

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<v Speaker 1>us on the phone from l A. Keith, you're joining

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<v Speaker 1>us from Thailand. So, Keith, we really appreciate you staying

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<v Speaker 1>up late to join us here on Bloomberg Business. We

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<v Speaker 1>come on in here, Keith Burkard, you are chief of

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<v Speaker 1>staff at English Hospitality Group, and weigh in on what

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<v Speaker 1>you were just hearing from Todd, because yeah, I want

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<v Speaker 1>to hear how the landscape looks right now as we

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<v Speaker 1>are all satisfying that pent up demand to get out there,

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<v Speaker 1>because hey, as we learned today, it's pretty still pretty

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<v Speaker 1>hard to find employees out there for these properties. Yeah,

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<v Speaker 1>I would say that's one of the biggest challenges right

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<v Speaker 1>now in hospitality and that goes for all, um you know,

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<v Speaker 1>to to your hospitality groups, not to specifics um to

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<v Speaker 1>certain ones, but really identifying what your strengths are in

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<v Speaker 1>whatever hospitality venture you have, you have to make sure

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<v Speaker 1>you surround it with the right amenities and amplification that

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<v Speaker 1>the market is looking for. And that goes, you know,

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<v Speaker 1>not just domestically in the United States, but internationally. As

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<v Speaker 1>Todd was saying, what what areas are you focusing on

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<v Speaker 1>and how are you creating that consumer volume on a

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<v Speaker 1>consistent basis? And so Todd, I want to go back

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<v Speaker 1>to the phrase you used, pent up demand do When

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<v Speaker 1>I hear pent up, it's sort of implies a burst

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<v Speaker 1>and then a sort of a fade. And obviously, I

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<v Speaker 1>mean this conversation that we're having, it's uh, against the

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<v Speaker 1>backdrop of a lot of recession fears, and I'm wondering,

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<v Speaker 1>you know, how you're thinking about the economic environment as

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<v Speaker 1>you expand I mean, I think, yeah, Keeps and Eye

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<v Speaker 1>have this as our daily conversation on many different fronts

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<v Speaker 1>that as far as is uh, you know, we and

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<v Speaker 1>I certainly you know, we were very fearful of this

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<v Speaker 1>sort of recession or pending recession, you know, hitting um

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<v Speaker 1>the fact that yes, at some point, the new the

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<v Speaker 1>newness or the reintroduction of being able to go out

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<v Speaker 1>again and and socialized and being restaurants. UM. Change Obviously

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<v Speaker 1>the economic uh you know uh decreased as far as

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<v Speaker 1>you just people being afraid of sending money again and

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<v Speaker 1>going out. So UM, I think all those having said

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<v Speaker 1>I yet to see a lot of that slept yet,

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<v Speaker 1>and I don't think we've seen it in even our restaurants.

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<v Speaker 1>But you know, we are very treading, very cautiously, treading

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<v Speaker 1>very cautiously and looking at every aspect of the business.

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<v Speaker 1>You know, I think he does that, you know, the

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<v Speaker 1>signs and codes of every day, you know, getting sort

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<v Speaker 1>of the idea of getting making sure they were not overstaffed,

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<v Speaker 1>making sure that we watch all our numbers very closely.

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<v Speaker 1>I taught I want to go back to something that

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<v Speaker 1>you said before we went to break and it's the

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<v Speaker 1>idea of not necessarily seeing softness anywhere around the world.

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<v Speaker 1>What can you tell us about regional differences here in

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<v Speaker 1>the US and outside of the U S when it

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<v Speaker 1>comes to demand. Um, As we do sort of get

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<v Speaker 1>through this reopening here. UM. I think, well, that's a

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<v Speaker 1>very interesting question, but I think it's it's spit in

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<v Speaker 1>the a couple of categories, depending on sort of the

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<v Speaker 1>the type of cuisine the restaurant. It is sort of

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<v Speaker 1>the the neighborhood you're in, you know, if you look

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<v Speaker 1>a sort of South Florida now or where you know, uh,

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<v Speaker 1>you know in on beach area that you know. Obviously

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<v Speaker 1>there's certain categories of UM of of types of restaurants.

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<v Speaker 1>They're always going to kind of flourish because depending on

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<v Speaker 1>the clientele, their economic situation, UM, whether they have kids,

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<v Speaker 1>they don't have kids, you know, that kind of thing,

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<v Speaker 1>how how that plays out, and sort of what they're

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<v Speaker 1>daily average way of leading is UM. So, you know,

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<v Speaker 1>I think what we try to do is diversify as

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<v Speaker 1>much as we can in our portfolio. All the restaurants

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<v Speaker 1>we listed are all across all categories from you know,

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<v Speaker 1>from luxury to to uh more fast casual UM and

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<v Speaker 1>I think, you know, giving people different options helps us

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<v Speaker 1>maintain a pretty consistent um UH business. Depending on what's

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<v Speaker 1>going on in the world, we always to have some

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<v Speaker 1>category that will be filled in one way or the other.

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<v Speaker 1>So let's talk about the cannabis category because it is

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<v Speaker 1>like that transition. That transition this definitely called my eyes.

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<v Speaker 1>So tell me about Last Leave, Keith, come back in here,

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<v Speaker 1>so as I understand it. Uh, you have mac and cheese,

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<v Speaker 1>pasta olive oil. Tell me tell me about that endeavor. Sure.

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<v Speaker 1>So Last Leaf was general you know, kick started during

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<v Speaker 1>COVID because we knew that there was a large consumer

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<v Speaker 1>based at home and consumers in the cannabis world did

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<v Speaker 1>not have other optionality in the space, and we focused

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<v Speaker 1>on primary food groups, not focusing on gummies, chocolates, um

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<v Speaker 1>and traditional cannabis consumption uh Todd you know, had a

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<v Speaker 1>lot of connective uh components to cannabis throughout the years,

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<v Speaker 1>and we said, all right, what type of products are

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<v Speaker 1>humors touching on an everyday frequency? And those were oils, spices, rubs,

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<v Speaker 1>et cetera. And we created lastly, which is cannabis and

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<v Speaker 1>fused primary food group edible products. And we've been very

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<v Speaker 1>successful as these touch and have a micro dose and

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<v Speaker 1>component to it with both THHC, CBD, CBNU. And we

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<v Speaker 1>know that this industry is slowly evolving, especially in the

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<v Speaker 1>pharmaceutical industries. H They see it as a threat because

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<v Speaker 1>it comes from a natural source versus some of the

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<v Speaker 1>inorganic compounds, and it actually works. It actually works, we're

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<v Speaker 1>finding in most categories. That's so interesting time. I mean, well,

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<v Speaker 1>go ahead, sorry, go ahead, No, No, I mean, I

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<v Speaker 1>just I think also one of those ways that you

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<v Speaker 1>can I it's always really started out this whole idea

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<v Speaker 1>that's really the health benefits and things that we've been

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<v Speaker 1>approached by all sorts of different in all sorts of

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<v Speaker 1>different categories, you know, from doctors, from medical facilities, from

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<v Speaker 1>children's hospitals, etcetera. So I think, you know, that's a

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<v Speaker 1>huge category that I think is still being discovered. And

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<v Speaker 1>I said, you know, I think that is getting m

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<v Speaker 1>played down by the big farm. You know, big farm.

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<v Speaker 1>It doesn't want to it's getting threatened by it a

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<v Speaker 1>little bit. And so we are big fans of those

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<v Speaker 1>components of it as well. Hey, Todd, when when you

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<v Speaker 1>look out across and I like, I don't mean this

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<v Speaker 1>in a pejorative sense, but literally like you're you're trying

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<v Speaker 1>to build an empire here. You know, you want restaurants, hotels,

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<v Speaker 1>nightlife events, ghost kitchen venues. You've got the cannabis element

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<v Speaker 1>to here. When you look out across the different properties

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<v Speaker 1>you have, where are you seeing the biggest area for growth? Um?

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<v Speaker 1>You know, I still there's still huge, huge, uh. From

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<v Speaker 1>the standpoint of of convenience in meaning food the delivery

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<v Speaker 1>that we still haven't seen the interesting come down. Um.

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<v Speaker 1>So this would be the ghost kitchen side of things. Yeah,

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<v Speaker 1>ghost ghost kitchen. But how do you how do you

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<v Speaker 1>replicate what you do what people have come become accustomed

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<v Speaker 1>to visiting your restaurants, how do you replicate that in

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<v Speaker 1>a delivery sense in a ghost kitchen because it's more

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<v Speaker 1>than just the food when you have that experience in

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<v Speaker 1>one of your restaurants. What is a ghost kitchen? Can

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<v Speaker 1>we just define that first? Okay, Yeah, that's a good question, Todd.

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<v Speaker 1>You want to take you want to take it away? Yeah?

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<v Speaker 1>That that was started I think by travelers. Yeah, from

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<v Speaker 1>Travis from Uber. Yeah, Travis Kline with cloud kitchens correctly,

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<v Speaker 1>and he did cloud kitchens. And then so the whole

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<v Speaker 1>term ghost kitchens meaning that it was a secret place

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<v Speaker 1>that people made food or a warehouse that necessarily was

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<v Speaker 1>not seen by anyone. It was just a place where

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<v Speaker 1>they had a kitchen so that their turn ghosts not

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<v Speaker 1>being seen. Basically, the idea is to create it exclusively

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<v Speaker 1>for delivery, so you have, you know, the food being

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<v Speaker 1>made in a place that doesn't actually look like a

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<v Speaker 1>kitchen or look like a restauran. Yeah, not a restaurant. Yeah,

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<v Speaker 1>it's just the kitchen and we're in a warehouse, you know,

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<v Speaker 1>with less ranked and less overhead. And that's a good

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<v Speaker 1>idea that you can blow the truck into or the

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<v Speaker 1>delivery guys who get into and out easy. So, Keith

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<v Speaker 1>as as chief of staff, how are you really leaning

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<v Speaker 1>into this idea of of of delivery and and creating

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<v Speaker 1>this creating this sort of sort of extension of the brand.

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<v Speaker 1>It's a good, good question. Uh. Basically, what we're doing

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<v Speaker 1>is we're partnering with really strong operators, not both in

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<v Speaker 1>the US but globally because you need to have the

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<v Speaker 1>right technology partner wherever you do this. But Todd has

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<v Speaker 1>built i would say at this point, over a hundred

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<v Speaker 1>brands in his career. So for us, this is a

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<v Speaker 1>quick little pivot for Todd, especially to position a lot

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<v Speaker 1>of brands on all different cuisine fronts, which makes Todd

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<v Speaker 1>really really strong chef not not know, because he's not

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<v Speaker 1>one to mention. He has multiple different skill sets and

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<v Speaker 1>we have approximately nine to fifty brands that we can

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<v Speaker 1>put into these technology platforms. And also you see that,

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<v Speaker 1>you know Amazon, you see Walmart retailers. The food delivery

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<v Speaker 1>on the grocery front is changing dramatically as Well's interesting

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<v Speaker 1>and another component where Todd has already been thinking. Todd's

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<v Speaker 1>Todd's a very interesting creature. He's tend to twenty years

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<v Speaker 1>ahead everyone else in the food space. Well, we love

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<v Speaker 1>having you guys on. That's the voice of Keith Burkar,

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<v Speaker 1>chief of staff for English Hospitality Group. Also Todd English

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<v Speaker 1>Master chef and partner at English Hospitality Group. I really

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<v Speaker 1>appreciate you guys taking the time and joining us this afternoon. Katie,

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<v Speaker 1>that is gonna do it for Bloomberg Business Week on

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<v Speaker 1>this Friday, August five. Thank you so much for us

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<v Speaker 1>and for kids. Really appreciate it. You're listening to Bloomberg Radio.