impossible to open all three at one time. i know emotionally it would have absolutely destroyed me to do it all at one time. in a new location, you have the ability to find the fault in this your space. you might as well learn how to operate in that space. even though beesley s, chuck s and fox s are a few feet away from each other that connection only gets modest attention. i won t say we actively talk about it but we comfortably discuss it. most people are aware of it. if we can start to establish a clientele through the first concept and get really comfortable it only serves us well to then associate that with the next concept. since the experiences are different, christensen says they re not dependent on each other. if one concept hits hard times some retooling can happen fast. i think what makes it very simple is that i am my only partner. sofy have to make a move, i can make it quickly. we d swallow our pride and figure out how to make something else work in its place.
sale system, a keg room, and storage for food. the most dynamic part of the structure is the shared kitchen. the staff simultaneously prepares meals for two restaurants with ease. the pos system will ring orders to one specific line on the kitchen. the actual food is very different so it s hard to confuse chicken and burgers. most chefs shouldn t, anyway. having a shared kitchen does pose a unique challenge. when customers ask to share burgers at beesley s and chicken at chuck s? no. we coach our staff on talking points and how to address it. if we allow people to come on the burger side and have fried chicken, it s just one big restaurant and that s not what we wanted. these are two different restaurants, they re two different concepts. you have to draw the line somewhere. and while there s an emergency exit that links