A Quote by David Rockwell

You have to think of a restaurant as a series of impressions. But what makes my job so great is there's no one answer that's right for every restaurant. — © David Rockwell
You have to think of a restaurant as a series of impressions. But what makes my job so great is there's no one answer that's right for every restaurant.
But what makes my job so great is there's no one answer that's right for every restaurant.
So, the first step to opening a restaurant is, don't. Opening a restaurant is a series of putting out fires every single day. I mean, even once you're open, it's still a series of putting out fires. Step one: don't.
That's the problem. Anyone can go and buy a restaurant. I want to be at that f - ing dinner party where they say, "Hey, Bill, your food's great. You should buy yourself a restaurant." That's not right. Taking it less personally.
I think a lot of people overlook the importance of the menu as a marketing tool and a way of communicating to the customer what the ambition of their restaurant is. Not only the typeface and the design, but what is it printed on? Is it cheap-looking? Is it the right kind of paper for that restaurant?
There is often with restaurant reviews in particular, I think, this kind of impulse to be deferential and bow down to the greatness of the restaurant and the greatness of the chef, and then with great regret to say, "And yet, all is not as it should be in the kingdom," and I didn't want to do any of that.
I do love a good salad, so Sweetgreen has been great. But my favorite Cambridge restaurant overall is Darwin's - that's the greatest restaurant of all time.
When I started at Puma, you had a restaurant that was a Puma restaurant, an Adidas restaurant, a bakery. The town was literally divided. If you were working for the wrong company, you wouldn't be served any food; you couldn't buy anything. So it was kind of an odd experience.
It's very important in a restaurant to really do the right hiring because there's no restaurant that you have one cook and one chef and nobody else in the kitchen. Generally you have five, ten, 15 people with you. So that's really important is to train them right, but first you have to hire the right people.
There's always room to improve in a restaurant. A restaurant is better or worse every day than it was the day before. It's impossible not to be, because it's human.
If you were to go to a restaurant and disagree with Daniel Boulud, he'd probably throw something at you. Restaurant chefs have a problem with caterers because we accommodate special requests, but great service is about getting exactly what you want.
You wouldn't have the same art on the walls at every restaurant or the same waiter uniforms. Neither should you have the same service style at every restaurant.
I'm lucky that my restaurant partners are my wife Liz and Doug Petkovic. We opened our first restaurant over 15 years ago. And we didn't open up our second restaurant for almost ten years. So that gave us a good foundation of employees.
The great mystery to me is how restaurant critics think they can get away with doing their job without anybody noticing who they are.
I won't hire someone or date a girl who has not worked in a restaurant, and that's the honest truth. I don't think you know how it is until you've worked in a restaurant.
I was told I had to go to business school to succeed. I gave it a shot, but eventually dropped out to bootstrap a restaurant with just a Visa card and a $20,000 line of credit. Everyone told me restaurants were hard work (and they were right! I have so much respect for anyone in the restaurant business). I ran the restaurant for two years, sold a franchise, decided to change paths, and sold the whole operation at a modest profit.
Although a great restaurant experience must include great food, a bad restaurant experience can be achieved through bad service alone. Ideally, service is invisible. You notice it only when something goes wrong.
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