Jacob Hoop, area assistant director of food and beverage at 1856 – Culinary Residence, a unique teaching restaurant in Auburn, Ala., considers an “enviable culture” in the bar, restaurant, and hospitality industry to be a benchmark for owners and operators to aspire to because of how it makes team members and guests feel. “[It’s about] building an environment where team members are proud to work,” he said. “A place where guests sense genuine care in every interaction.”
For Ranbir Bakhshi, co-owner of Alpaca Chicken, an enviable culture in the hospitality industry is one where team members not only feel comfortable but they’re excited to go to work each day. Alpaca is a North Carolina chain of Peruvian restaurants.
“An enviable culture is one where employees are happy, customers who walk in the door can feel the vibe, and other operators may even envy that environment and wish to create something similar in their own businesses,” said Bakhshi.
Jason Hill, owner of the upcoming E.L.K of Monroe restaurant in downtown Monroe, N.C., has a similar perspective. “The establishment of an ‘enviable culture’ is the process by which bar, restaurant, and hospitality industry businesses create a unique and tailored point of view to encapsulate and project the spirit, attitude, and voice of the operation for employees and customers.”
In the bar, restaurant, and hospitality industry, creating the right culture is key for retaining employees, maintaining a positive workplace, and creating an atmosphere that attracts customers.
Jacob Stull, executive chef and owner of Rêve—a French restaurant with a southern twist in Birmingham, Ala.—defined what an ”enviable culture” means within the industry, noting things like respect, pride, transparency, and inspiring others.
“Respect at every level—from dishwashers to chefs, bartenders to managers, every role is valued as essential to the guest experience,” explained Stull. “Balance and care—leadership ensures staff have the tools, time, and support to succeed, not just survive. Mental health, rest, and personal growth are part of the culture. Shared pride—the team is united in purpose, proud of the craft, and energized by contributing to something bigger than themselves. Transparency and trust—expectations are clear, communication is open, and accountability is mutual. Inspiration, not intimidation—kitchens and bars are training grounds where skills are passed down, creativity is encouraged, and mistakes are treated as lessons, not weapons.”
Stull said that an enviable culture in the bar, restaurant, and hospitality industry is one where guests feel the warmth of a team that respects one another, and staff feel proud enough to tell the world where they work. “It’s the antidote to toxicity,” he said, “a place where people stay, grow, and thrive."
Sean Kenyon, beverage strategy lead at Liquid Productions—where they create everything from cultural moments to cocktail menus, bringing together producers, educators, bartenders, strategists, and operations professionals—shared that having the right culture in the industry isn’t about flash or hype.
“It’s when your staff genuinely want to be there, take pride in the craft, and hold each other accountable,” said Kenyon. “It’s when your guests feel like they’re walking into a place that sees them and values them, not just their wallet. That kind of culture is rare, and when you build it right, people notice.”
Miranda Escalante, beverage development and front-of-house operations with Pilot Light Consulting, a strategy studio for hospitality ventures, social enterprises, and consumer packaged goods, noted that owners and operators should pay attention to what their industry colleagues are doing around the idea of culture.
“There is no singular formula for cultivating an ‘enviable culture’ within hospitality establishments,” shared Escalante. “Observing the diverse and innovative approaches leaders employ in this endeavor can be truly inspiring.”
Bar & Restaurant News spoke with numerous owners, operators, and industry leaders around the country, to get their take on building an “enviable culture.”
‘Guest Is God’ and ‘People Before Plates’
Mike Kathrani—co-owner of Tamasha Modern Indian, an upscale and innovative Indian restaurant in Raleigh, N.C.—believes that culture begins with leadership and that owners and operators should always have a strong focus on customers.
“We set out to create more than a restaurant,” said Kathrani. “Our vision was to build a place where team members feel valued, supported, and inspired. That philosophy has shaped our workplace, and it shows in the way our team cares for every guest.”
At Tamasha Modern Indian, they have a people first approach, and they have a motto: “Guest is God.”
“Many guests have told us, ‘Your staff is so genuinely happy, and it shows in the excellent service we receive,” shared Kathrani. “That feedback means the world to us because it reflects our philosophy. When leadership takes care of the team, the team takes care of the guests.”
Stull, of Rêve, has a similar people-first culture and philosophy. “At Rêve, we believe culture starts with people before plates,” he said. “We create an enviable culture by setting clear expectations and holding ourselves accountable, while leading with respect and care. Our team is supported with fair schedules, room to learn, and the encouragement to bring creativity to the table. We don’t tolerate intimidation or toxic behaviors; instead, we focus on mentorship, collaboration, and celebrating every role that makes hospitality possible. By honoring both our craft and our people, we’ve built a workplace where guests feel the difference in every detail.
At 1856 – Culinary Residence, Hoop and his colleagues create an enviable culture by talking about it every day.
“During our pre-shift meetings, we always start with who we are and why we are doing it before getting into the details of the day,” said Hoop. Consistently talking about our 18 Standards of Excellence [their non-negotiables], our vision as a company, and our ethos. We are focused on developing our team members, investing in things such as training, mentorship, and growth opportunities. Our teams recognize and celebrate success at every level. By encouraging ownership and giving our teams space to lead, we create a culture that is authentic, resilient, and guest-driven.”
Courtney Blake, owner and managing director of Pilot Light Consulting, said a great way for owners and operators to create an enviable culture is to have a vision and common goals for the team.
“When we are working to build a sustainable workplace culture with bars and restaurants, we start by building a collective vision for the future and common goals for the team to rally around,” said Blake. “After we have crafted buy-in with the whole team, the work and art of leadership comes in. It is up to the leadership team or manager to embody that vision and hold themselves and the team accountable for rising to that vision and achieving the goals they set together.”
Kenyon, of Liquid Productions, said building an enviable culture can be as simple as focusing on respect within the company.
“At my bars, [an enviable culture] starts with respect,” said Kenyon. “Respect for the team, for the guests, and for the craft. I hire people for who they are, not just for how they make a drink, and then I give them the space to be themselves. We don’t gatekeep. We support creativity, we celebrate wins, and when we fall down, we own it and learn from it. The culture becomes ‘enviable’ when your staff and your guests feel like it’s their bar too, when they take ownership and feel like they are part of the fabric of the bar.”
At Ayu Bakehouse—which specializes in baked goods and lunch fare in New Orleans—an enviable culture comes down to joy.
“Ayu means ‘joy’ in Indonesian and is an expression we adopted as a nod to my business partner Kelly's lineage,” said Samantha Weiss, co-owner of Ayu Bakehouse. “Joy is at the heart of everything we strive to create at our bakehouse. That being said, an enviable culture means creating a space where both employees and guests are able to experience joy… A place where customers say, ‘I want to come back here’ and sometimes even ‘I want to work here’ – we’ve converted a few!”
The owners and operators at Ayu Bakehouse create their enviable culture by being intentional about shaping a workplace that people are proud of. According to Weiss, the team focuses on:
- Open Communication: Team meetings and formal reviews that encourage two-way dialogue.
- Hiring for Joy: Ayu Bakehouse looks for and hires people who find meaning in their work.
- Professional Development: From their own Ayu Schoolhouse program to opportunities like the Kneading Conference, NOLA Coffee Festival, and Zingerman’s Leadership Courses, Ayu invests in growth and learning opportunities for employees. “Ayu Schoolhouse is a paid benefit we offer with in-house classes such as ‘How to Start a Pop-Up Business,' field trips to our coffee roaster [Mammoth Coffee] to learn about the bean-to-cup process, and hands-on sessions like 'The Science of Bread,'” said Weiss.
- Shared Purpose: Ayu Bakehouse unites its team around common goals, share tips between back-of-house and front-of-house, and cross-trains to build empathy and collaboration.
- Empathy & Respect: These are at the core of how Ayu Bakehouse interacts with both guests and each other.
The Benefits of Having a Great Company Culture Are ‘Irrefutable’
Bakhshi, of Alpaca Chicken, said that for their restaurant chain, creating an enviable culture leads to some key benefits.
“When it comes to our staff members, it’s all about retention,” noted Bakhshi. “We want to make sure that they feel they’re in a safe and friendly environment. When it comes to our guests, we want to make sure they have an amazing experience. This builds a stronger reputation for the brand. Happy staff, happy customers, and a great reputation—I believe that only leads to success.”
Hoop, of 1856 – Culinary Residence in Auburn, Ala., said the benefits of creating the right culture are irrefutable, if owners and operators have the right mindset.
“I always use the word ‘guest’ instead of customer, and I encourage my teams to do so as well,” said Hoop. “To me a ‘customer’ is someone receiving a transactional product or service based solely for the exchange of money, whereas a ‘guest’ gets the warmth and hospitality with personalized service.”
Hopps explained that the benefits of having this “guest” mindset when creating the right company culture is irrefutable. “From the guest perspective, it builds loyalty, reputation, and trust. Guests are returning not just for the services that we provide, but for how we make them feel when they are with us. From the employee perspective, we reduce turnover, foster creativity, and inspire people to give their best. I think of it like the golden rule. When our team members feel cared for, they extend that same care outward, and the experience is elevated for all parties involved.”
Kenyon, of Liquid Productions, agreed that a focus on building an enviable culture can result in some worthwhile benefits. “A guest can feel the difference between a bar that’s just running drinks and one that’s built on genuine hospitality,” he said. “A strong workplace culture means less turnover, better teamwork, and fewer of those toxic ‘us versus them’ vibes. For guests, it creates loyalty. People don’t just come back for the cocktail, they come back because they feel seen, welcomed, and cared for.”
Meaghan Dorman—bar director and partner at the popular N.Y.C.-based Dear Irving and Raines Law Room—knows that the benefits of the right culture can be enormous, especially when it comes to staff retention with experienced employees.
“Keeping experienced team members with legacy knowledge is essential to maintaining standards, welcoming regulars, and staying adaptable,” said Dorman, on the benefits of an enviable culture. “A newer employee learns much faster when they are surrounded by colleagues who not only know the technical details, such as recipes or service standards, but can also share context, history, and even personal connections with guests. That kind of mentorship raises the overall standard and keeps the team from constantly starting from scratch, and in turn creates consistency for our guests and stability for our business.”
Marshall Minaya, partner and beverage director of Madame George, Valerie, and Lolita in New York City shared that the benefits of creating the right culture show themselves in every service.
“Providing and encouraging our team to find solace and inspiration in our program will only encourage them to stay longer; with less turnover, you can create a stronger culture,” advised Minaya. “Having your team involved in operations and aspects like menu curation will enable each member to feel like they have a say. You want someone working with you who lends a hand for what is hitting each table, coming across the bar, or passing through the kitchen.”
Steve Palmer, founder, chief vision officer, and managing partner for the Indigo Road Hospitality Group—which boasts a portfolio of restaurants, bars, hotels, cafés, and venues our of Charleston, S.C.—said the benefits of an enviable culture boil down to happy employees, which means happier guests.
“When people feel supported at work and enjoy the work that they do, they naturally provide a better experience,” said Palmer. “Guests come for more than just food; they come for connection, and that only happens when the team genuinely enjoys and believes in what they’re doing.”
Facing Challenges When Building an Enviable Culture in Hospitality
Bakhshi, of Alpaca Chicken, pointed out that any business will face challenges when attempting to create an enviable culture, and the restaurant business is no different.
“It can, in fact, be quite challenging,” revealed Bakhshi. “Times have changed, and both customers and employees are more sophisticated than they were 10 or 20 years ago. Customers now have access to a wide range of menus, concepts, and experiences, so quality and consistency must be at the forefront. Staff members have also evolved and now see their employers more as partners than in the past. Creating that friendly, family atmosphere brings loyalty and comfort to the team which undoubtedly will be seen by your customers.”
Hill, of E.L.K of Monroe, said the challenges of creating an enviable customer-centric and/or workplace culture can be addressed through a consistent approach to training and coaching of staff, specifically addressing the actions needed to create the intended environment.
“The desired culture must be a focus of daily activities, discussions, and implemented into the normal course of operations,” suggested Hill. “Additionally, management should routinely hold feedback sessions with staff to course correct any gaps or deficiencies in fostering an enviable culture.”
One of the biggest challenges with building an enviable culture—according to Minaya of Madame George, Valerie, and Lolita—is the effort put in compared to the effort returned.
“We say it all the time that this is our livelihood and our passion, but it is not always the same for some members of your team,” shared Minaya. “In the industry, you work with people from all walks of life who have different dreams. Our biggest goal, yet challenge, is to inspire our team to be as passionate as we are during the hours of their shift. It is hard to force a team member to do something, and you are unable to become offended that someone is maybe not as passionate or driven as you. You overcome by continuing, inspiring, and encouraging everyone you can. The hospitality industry for some people is temporary.”
Grant Kneble, owner of Freddy J's Bar & Kitchen in Mays Landing, N.J., said he sees the biggest challenge, when creating an enviable culture, is when someone doesn’t fit the mold of what the business needs.
“It can be tough because that person may take it personally, even though the intention is never to hurt anyone; it’s just about protecting the culture and business,” said Kneble. “Sometimes individuals try to create their own narrative, which can be toxic; however, when you’ve built a strong foundation, those things get drowned out by the larger team dynamic and the guest experience. At Freddy J’s, we’ve been fortunate to have minimal turnover, and I believe that’s because our culture is stronger than any single challenge that comes up.”
‘Hospitality First, Always’
Overall, Alpaca Chicken’s Bakhshi said his best advice for owners and operators is to be unique. “Use the strengths and gifts you already have to create your own enviable culture,” he said. “Establishing your own core values and mission statement will help make sure that the team is aligned. Valuing every staff member, as well as every customer who walks through the door is something that cannot be bought or marketed—it must come genuinely from the heart. Both customers and employees will recognize it; it may not be tangible, but it is a sensation that will be felt by all.”
In the end, building an enviable culture is not about recognition for a job well done, according to Kenyon of Liquid Productions. “Don't chase the awards,” he said. “Hospitality first, always. Lead with humility, listen more than you talk, and don’t forget why we all got into this business: to take care of people. Create a space your staff are proud to work in, and your guests are proud to claim as theirs. If you can do that, everything else—the press, the awards, the envy—is just a byproduct not the end goal.”
Aaron Kiel is an award-winning journalist and public relations professional in Raleigh, N.C. He’s worked in the beverage, tea, and coffee industries for two decades, as well as hospitality and technology. He’s a journalist at heart, but he also wears a PR and communications hat through his consultancy, ak PR Group. Aaron is a contributing writer/reporter for Questex’s Bar & Restaurant News and he’s a past editor of Questex’s World Tea News. In 2023, he was a finalist and honorable mention in the “Folio: Eddie & Ozzie Awards” for “Range of Work by a Single Author – B2B” for World Tea News, and in 2024, he won two awards for his work with Bar & Restaurant News, including a Gold Northeast Region Award in the American Society of Business Publication Editors’ (ASBPE) Azbee Awards under the “Diversity, Equity & Inclusion” category, and a “Folio: Eddie & Ozzie Award” in the B2B article category for “Culture & Community.” He also received a 2024/2025 ASBPE Diversity Fellowship Award, which supports and recognizes diversity in the field of B2B journalism. Connect with him on Instagram: @adventurer_explorer or visit akprgroup.com.
Are you registered for our Crave and Crave on the Menu newsletters? Sign up today!
Plan to Attend or Participate in the 2026 Bar & Restaurant Expo, March 23-25, 2026, Las Vegas, Nevada. Register now!
To book your sponsorship or exhibit space at our events, fill out our form.
Also, be sure to follow Bar & Restaurant on Facebook and Instagram for all the latest industry news and trends.