Matthew Rosenberg is the Founder and CEO of M-Rad Architecture and President of Fabel, a Miami-based restaurant. Matthew has been acknowledged by publications such as Forbes, where he was featured on their “Small Giants” list and INC. Magazine, which highlighted him as one of the top designers to watch. Over his career, Matthew has made significant contributions to various projects throughout North America and his international footprint extends to countries like Italy, Scotland, China, Taipei, and Mexico. His extensive experience in real estate, combined with a vast network in the hospitality sector, positions him uniquely within the industry.
Here’s a Glimpse of What You’ll Hear:
- Matthew Rosenberg reveals his go-to answer for when he’s asked, “What do you do?”
- How M-Rad Architecture finds customers
- Matthew shares how he comes up with his architectural ideas
- Where is M-Rad’s fully-invigorated design house located?
- Matthew discusses the origin of his restaurant, Fabel
- The keys to balancing great restaurant ambience with incredible cuisine
- How Matthew’s entrepreneurial journey has taken shape
In this episode…
A memorable restaurant experience is more than simply enjoying the food. While the taste is the most important, it’s essential that all five senses are stimulated positively. Matthew Rosenberg, who is both a restaurateur and an architect, is dialed into all the nuances that trigger the senses — from the knife, to the plateware, to the fragrance that permeates the space. The challenge, Matthew says, is to take every component of design, architecture, and operation and put it under one umbrella.
On this episode of the Top Business Leaders Show, Bela Musits welcomes Matthew Rosenberg, Founder and CEO of M-Rad Architecture and President of Fabel, a Miami-based restaurant that aims to tap into all five senses. Matthew talks about his approach to marketing and how his architectural ideas come about. He discusses the importance of quality food and ambience when creating a restaurant and the challenges of starting his own architectural firm from scratch.
Resources mentioned in this episode:
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Episode Transcript
Intro 0:04
Welcome to the Top Business Leaders Show. Powered by Rise25 Media, we featured top founders, executives and business leaders from all over the world.
Bela Musits 0:20
Hello listeners, Bela Musits here. I’m the host, where this Spot On Podcast episode, where we feature top restaurant tours, investors and business leaders. This is part of our Spot On series. Spot On has the best in class payment platform for retail. And they have a flagship product called spot on restaurant, where they combine marketing, software and payments all in one. They have served everyone from larger chains like Dairy Queen and Subway, to small mom and pop restaurants. To learn more, go to spoton.com. This episode is brought to you by Rise25. We help b2b businesses cultivate and reach their dream relationships and connect with more clients. Get more referrals and strategic partnerships to get your business return on investment through done-for-you podcast. If you have a b2b business, and want to build great relationships with clients, referral partners and thought leaders in your space, there’s no better way to do it, than through podcast and content marketing. To learn more, go to rise25.com, or email us at support@rise25.com. Today’s guest on the show is Matthew Rosenberg. He is the CEO and founder of M-Rad, which is an architecture development and branding studio. They were recently named to the Forbes “Small Giants” list. And in addition, Inc. Magazine has named him one of the top 10 designers every business should have on their radar. Welcome to the podcast, Matthew.
Matthew Rosenberg 2:02
Thanks for having me.
Bela Musits 2:03
Sure. Hey, so let me ask you a question. If you’re at a non work related social event, if there is such a thing, right, a non work related social event, and after you get introduced to somebody, and they say to you, very nice to meet you, Matthew, what do you do? How do you answer that question?
Matthew Rosenberg 2:22
It’s a great question. I think after many years, I still don’t have the answer to that. But I do tell them I started off with. I’m an architect and designer. And now very much an entrepreneur. I really love starting businesses.
Bela Musits 2:38
Yeah, that’s a great answer. That’s a great answer. So tell us a little bit about M-Rad and what it does, sir,
Matthew Rosenberg 2:45
started off as purely architecture and design about 12 years ago, and really started blending a lot of other aspects of real estate architecture design, and brought everything under this all these verticals under one umbrella. So we started getting into interior design as well. We do ground up buildings design, anywhere from 275 square foot prefab mobile homes, up to a million square foot biotech campus in San Francisco. Now we also do furniture design, customized products. And we also design fragrances for our spaces and brand them market them. So it really becomes a fully integrated design house. Now, we started operating some of our buildings and developments as well.
Bela Musits 3:38
Oh, wow, that’s, that’s a really broad spectrum of business endeavors all under one roof. Up, where is M-Rad located?
Matthew Rosenberg 3:47
So our home base is in Los Angeles in Culver City, we do have satellite studio in Mexico City now as well. And then we do have some employees around the world that have started in LA and now have after the pandemic really spread out, which has been really beneficial for us because they’re extending the brand and, and the idea of M-Rad. And so we’re starting to get some more projects internationally again, as well.
Bela Musits 4:12
Wow, that’s great. So tell me a little bit about how you find customers.
Matthew Rosenberg 4:18
It’s all referral. So all of our business has, we’ve never really marketed too much. It’s always been through my network and that growing network. I love that way because it’s a very trusting way to build partnerships, where architects, you know, if you take on a random client, and then you have to work on a project for four years with someone that you don’t know or your friends don’t know, that’s a very risky business for me. So for over 10 years, it’s always been through referrals. Yeah,
Bela Musits 4:52
excellent. You know, architecture always struck me as one of those areas where not only does what your design Winning have to be functional. But it also needs to be beautiful. Right? I mean, you know, the design of a hammer hasn’t changed in 100 years that gets functional and people don’t think about beauty or anything like that, or style. So how do you as a, as an architect, and owner of this business, how do you sort of balanced those? It’s got to be functional? And at the same time, it has to look beautiful to the, to your customer in particular?
Matthew Rosenberg 5:24
Yeah, it’s a great question. Actually, I think there’s, there’s a tremendous amount of value in, in the aesthetics of things of how they feel, how they look, how they smell, even. So our thesis is based around the five senses. And I think there’s a tremendous amount of value that used to go missing, and is now being incorporated into architecture and design a lot more. So if you look at a hammer, there’s, you know, to maybe now, if you’re to redesign a hammer, you think about the texture of the handle, you think about how the handle connects to the rest of the function of the thing. And those things will change the way that you use that product, whether you know, inherently, it will change the way you feel it, touch it, use it, think about it, take care of it. And so when we design anything, whether it be a product or a building, there are elements, and it’s a fine balance between designing purely aesthetically and for this beautiful piece of art, and realizing like there are elements of that artwork, and that design and aesthetic that actually influence the way that we feel emotionally. And so we do put a lot of importance on that. Yeah,
Bela Musits 6:35
yeah. I mean, there’s almost sort of like an invisible element to this, right? There’s, there’s certain things that pop out at you and hit you right away. But you were talking about sense before, right? And smell and how that can sort of impact your mood and stuff. So a lot of these things are, you know, I characterize them as almost invisible. So they’re not jumping out at you. How do you come up with some of those ideas?
Matthew Rosenberg 7:01
I mean, my research, really, in terms of fragrance, and the five senses started about five or six years ago, my sister took me to this random class and Chinatown down downtown LA. And this woman taught us how to mix essential oils and fragrances and I became really infatuated with it and started mixing one and it reminded me of my childhood, and then realize there’s this deep connection between fragrance and memory. So started doing some research. And it really is, there’s, there’s a lot of background to this, where your memory sense is tied much tighter to fragrance. And so people connect place, memory, history, travel all these things, to fragments. And so if we can start laying in three or four, emotions and senses at the same time in our spaces in our design, we’re actually able to transport people to these places that they remember. And that gives them a much richer connection to these new places that they might have not had. So really, you know, when it comes to Fabel, the restaurant side, that’s that’s the thesis of the five senses of tapping at least four senses at the same time. And you may not be able to say this is how I feel. But when people come into the space, and they talk about it, you realize that that thesis is coming to life. Yeah.
Bela Musits 8:23
Well, it’s amazing that you said that because the the strongest part of my memory is, is the sense of smell and how it connects to where I was, or the last time I smelled that scent. Right? I can often see things, I can see a person or I see a building and I can’t place it. But if I have the scent, boy, it’s amazing how my memory can sort of place that in context. Where with other senses, at least for me, it’s not a strong connection. Absolutely. Yeah. So you mentioned Fabel. So tell us a little bit about Fabel.
Matthew Rosenberg 8:57
Yes, so Fabel is a restaurant that my team and I designed. And now I own and operate as well. We opened four months ago in Miami. And it’s been a it’s been a roller coaster, to say the least it is a it is very different industry, the hospitality industry than architecture. The speed is exponential to anything that happens in architecture and design where, you know, the building takes five years from the time you conceptualize, to build it. Whereas the restaurant is continually evolving every single night and every single day with hundreds of guests come in and every day. And so there’s all these nuances that are adjusting that that business. But it’s been it’s been really exciting to see this idea of the five senses being able to design every single aspect down to the knife to the plate where and fragrance that gets injected into the space. So it’s really been our first test of how do we take every single component of design our Architecture and operation and put it under one umbrella. And so far it’s going very well.
Bela Musits 10:06
Yeah. So that’s really neat. I mean, because you think about going to a restaurant, and you think about, yeah, how the food tastes. But that that’s just one element of that experience. And restaurants always struck me as one of the few places where this call, I’ll use the word ambiance, I don’t know if it’s the right word or not, but sort of the look and feel and the smell is really, really important. And it’s one where a lot of people go to everyone goes to restaurants, whereas you know, that, that also may be important in other types of experiences going to an art museum, or some other type of museum. But not everyone does that. But restaurants everyone goes to so it seems like it’s a really important element of having a successful restaurant and getting people to feel good during that experience. Yeah, it’s
Matthew Rosenberg 10:55
it’s a, there’s an interesting balance between creating this incredible ambience, which there’s a lot of restaurants and establishments that do very well. But typically what happens is they’ll focus on that, and then the food is, comes after secondary. Oh, yeah. And our goal is how do we create this incredible cuisine, that it brings in experience of travel and other places around the world, and allows it to sort of inject through fable, but make sure the service, the uniforms, the fashion, everything gets interwoven in the entire experience, where not one thing gets dropped off at any point. So there’s this beautiful balance between, it’s almost like an orchestra or a night, where we get to design the costumes, we have the performers come and interact with the guests, but at no time, are they getting pulled away from if the appetizers land on the table? They’re described exactly what it took to create that Comis or that four day aged chicken. And those things are, when you combine all of those things together, and the food tastes incredible in that very highly designed space. There’s something that can’t be taken away. And I think we’re starting to prove that the importance of those things combining together is really what people are looking for now.
Bela Musits 12:18
Yeah, super. So let’s talk a little bit about sort of your entrepreneurial background and your entrepreneurial adventure. So before you started M rad Did you work in in another industry or for another corporation?
Matthew Rosenberg 12:32
Yes. So I finished my master’s in architecture at CyArk in downtown LA in 2009, which was basically the job of the economy. And everyone had just been laid off, especially in architecture. And so there were no jobs in in the States or, or Canada, where I’m originally from. But I was getting offers in China, where all of the building was happening at the time. So decided to head to Beijing, I worked for a company there for about six months, designing some unbelievable projects that somehow also got built very quickly, which would only ever happen in China, I think. And then I tried to start a prefab company over there and learned a lot of lessons very quickly. But I got hooked on this idea of of entrepreneurship and starting a company. I never worked very well for other people. I always, I like working very hard. But I never quite understood the idea of Alright, why am I working so hard when I don’t fully believe in what they’re doing, and it doesn’t seem efficient. And so came back to Los Angeles and decided I could look for a job or I could look for clients and looking for clients for me was much easier than looking for a job.
Bela Musits 13:53
Very nice. So talk a little bit about, you know, the first six months to nine months. I mean, you’re looking for clients, you’re trying to convince them to go with a brand new startup person, right? How was that experience? Yeah, it’s
Matthew Rosenberg 14:08
funny, I remember it quite well, actually. We’re in our 500 square foot apartment here in Los Angeles. And I had all my screens, and it was just me. And so I did figure out how to create a company essentially. And creating an architecture company from scratch is very difficult. Typically, what happens is someone will work for a company for 10 years, they’ll ships and they’ll take a couple of clients with them. And they have that going. I started it from scratch. I didn’t have clients. I didn’t have a track record. I really hadn’t done much. So I had just started building out a portfolio of work. But a portfolio of renderings isn’t very enticing for a developer wanting to build a big project. But I found a couple of people that trusted me to learn the process to understand how the city and permitting works. And I worked for you Word for them and started then trying to get some competitions. And then I started really, this is what I guess led me to the development side, I would seek out properties and do an out zoning analysis and essentially see what we could build. And I would design an exceptional project on it. And I would share that with developers or agents around town and say, Hey, guys, we should move forward with this. And so I basically did all the speculative work for free at the beginning, in order to earn their trust. And then I really got excited about the development side. So that’s how that sort of led into it because I didn’t really have much choice.
Bela Musits 15:35
Yeah, yeah. So at sort of what point in time, did you you know, sit back and say to yourself, you know, what, this is working. This, I’m going to make it here. And I know this thing is good. Because in the beginning, you gotta have every once in a while, you gotta have some not so nice dreams at night, or worries at night that says, I don’t know if this is gonna work or not.
Matthew Rosenberg 15:55
I mean, I still never know if it’s gonna work. It’s every day is isn’t is a fun ride, for sure. But I think, you know, a couple years then I had some project, I had a project being built. And then we really had a, I think we had about seven or eight projects at that time, right? I had probably six or seven staff. Yeah, you sort of look alright, now we need an office, I went and signed a big corner office, that was way too big for us. But it was great visibility, and I got a great deal on it ended up fixing it up renting out part of it. And I made it work. And I think it was always just trying to almost level up and figure out alright, how do we, how do we grow this business, but we can’t grow it out of a 500 square foot apartment, we need some visibility, we need a showroom. And although I couldn’t afford it, I figure it out. Other startups needed space as well. And if we created a great environment for them, then we could bring them in, we could create basically a logo at one of the busiest intersections in LA. And that helped a lot. And it was always just looking for new ways to keep growing. But honestly, I don’t know if I ever feel like it’s always working. It always feels like everything can always kind of fall apart. But that’s the fun part.
Bela Musits 17:12
Yeah, yeah. So now fables sort of at least the way I think about it a really new a different experience. Right? Yeah, I get the designing the building and the furniture and the ambiance and all that stuff. But now you’ve branched out into this, preparing food. And there’s a whole nother segment of that. So talk about that experience a little bit.
Matthew Rosenberg 17:33
Yeah, it’s interesting, because I think the pandemic really launched a lot of new companies and allowed people to explore new ideas. And for me, I suppose it was a restaurant, and maybe it was leading up longer than I realized, you know, we’ve designed restaurants, hotels, I love traveling, I love food, and I love Dining. And so it was perhaps inevitable, where I always look at, you know, I look at the glassware, I want to see how it smells and touches, and how’s the service. And there was a moment where I naively thought I could do it better, right. But it is a it is such an intricate, nuanced business, which makes it very, very exciting. But when you go in every night, and you have 500 600 700 guests, different people coming in, and experiencing something that you’ve created, that you think is perfect, if that exists, when they come from all these different places in the world and have all these different experiences and backgrounds, that is an almost impossible feat. But when you bring in enough elements from I think around the world, where that’s impacted me and our team and allow our team to inject who they are into this thing, it becomes a place of magic almost where you don’t need to cater to every single person’s precise desire, you need to create an environment for them with the data and even know they need it. And so there’s a there’s a fine balance between making sure everyone’s happy and making sure you’re, you’re delivering a narrative that they know. Okay, this is what I’m supposed to experience here. I think that’s the balance and and the potential for a very successful hospitality industry. And yeah, yeah, super.
Bela Musits 19:23
Now, you know, the restaurant business is one of those things that that once you sort of figure out all these things you just talked about, you can sort of replicate that. Is that something that you’re thinking about going forward?
Matthew Rosenberg 19:37
Yeah, that was that was always the plan. And then after opening this and realizing how fun and also difficult it is, every single night, when you put so much energy into opening one. There’s no way I would not open 10 of these things. Because I’ve learned so much so quickly, just opening one restaurant in Miami and Add to not learn from that extrapolate, fix, make better and move that around the world and test that out and massage it, you know, if we open in Lisbon, Lisbon is a very different market than mine. And we need to make sure we understand the nuances of that market and how to adjust what we’re creating just a little bit to make sure that it fits there as well. And so yeah, that the plan is to, you know, New York, Lisbon, Italy, maybe St. sharpei. But we’d like to open about 10 of these in the next four to five years is the plan.
Bela Musits 20:32
Oh, very nice. Very nice. So that’s got to be exciting. You know, I read as you were saying that I remember this story, I heard about Disney. And when Disney was getting ready to open Disney, Tokyo, Disneyland Tokyo, Disney Corporation wanted to tailor it to the Tokyo audience, right? They wanted to have all these things that were sort of embraced a Japanese culture. And and the folks in Japan kept saying, no, no, no, no, we want it exactly like the one in Anaheim. Don’t change thing. That’s what we want. So it is interesting that, you know, if there’s a certain brand identity that that once you get to a point, then tweaking it here and there, you got to be a little bit careful about that. What are your thoughts on that?
Matthew Rosenberg 21:18
Yeah, 100% I mean, we I come from a branding world like we’ve we’ve also been hired to brand design, Ida tech companies, fashion companies. I don’t promote that, really through our offerings, but we do it a lot through our network. And so that idea of a strong brand recognition. And ethos is one of the most important things that any company, whether it be architecture, design, restaurants, that it starts from there. And if there’s any missing gap, or any missing piece, I promise you that that business at some point will fail, and they’ll need to figure out, because unless there’s a very strong adamant grant, no one will attach on to it or some people will for awhile, but then a string gets pulled and the whole thing falls apart. So yeah, absolutely. I mean, there’s, there’s pillars to what we are doing at fable that will never change. But look at all right, the market in Lisbon is now very European, there is some international money and investors coming in. We want to know who they are and make sure that that market is there to experience Fabel, if I didn’t believe that, that you know, and fables, not the cheapest restaurant you’ll go to, but it’s an experience, it’s theatrical, you’re paying for it. But that clientele is not everywhere. And so we need to make sure that client tells there that we can deliver that to them. And that if there’s a certain local cuisine or fish, we want to make sure we’re still tied to the local farmers and markets. And that there is that story between supporting local business still and not just shipping something in from Tokyo because that’s the best fish you can get. Right? You want to support local businesses, like we have partnerships with farms, where if we can’t get that certain vegetable, we’ll change a dish that week.
Bela Musits 23:14
Yeah, yeah, that’s, that’s great way of thinking about those things. So one of the things I think entrepreneurs often struggle with, is hiring, and what the hiring processes, you know, because getting a hiring someone that doesn’t work out, and in four to six months, you got to let them go or they leave. That’s really, really expensive. Do you have any thoughts on hiring and what you’ve learned from that?
Matthew Rosenberg 23:40
Yeah, I really learned a lot early on with am rad. You know, and it’s tough to convince people talent to come into a startup architecture are harder than coming into a restaurant for sure. But I got some, you know, I, I learned a lot in terms of, okay, these people are willing to do this, but maybe they don’t have as much experience. And so you have to deal with that. My goal has always been to train younger people, because I had clients who gave me a chance to learn. And so I always wanted to pass that down and give if, if these people wanted to start an architecture firm, I want to give them as much information and training and knowledge that I learned to save them five years of doing that. And so I’ve always worked very hard to try to keep employees, keep them happy. Keep them well paid, and taking care of as much vacation as they need. And those kind of small tweaks to employment, I think are a big thing, especially in architecture, where architects are underpaid across the entire industry. And my goal was always to how to figure out how to pay them a bit more than even Gensler. The big names, which was very odd for a startup because startups typically will not in terms at all, they pay very low wages almost more you can’t afford to live. And I just wanted to change that whole model because I didn’t believe that that was the solution to the architecture industry. And that was a big thing for me. And I brought a lot of that into stable in terms of just sharing who I am connecting with all the staff. It’s a big staff of people, we have, I think, 75 people on payroll, and then a bunch of other people on the side. And I wanted to share with them that I wasn’t coming into this industry, just to have fun and go out at night, I wanted to change their industry, because there’s there’s a lot of similar, almost angst and anger about their industry that I saw in architecture for many years. And so I saw this whole where maybe we can rethink how much we’re paying them. Maybe you pay them a couple extra dollars an hour. I know most of them work for tips, but give them parking, give them phone reimbursement, pay for health insurance, to a server, there’s just these small things that yes, are expensive, but they pay off tenfold, to your point. hiring and firing is one of the most expensive things that company will ever see. And so my goal is to avoid that as much as possible.
Bela Musits 26:13
Yeah. Are there are there particular attributes that you look for in a prospective hire to make sure that it fits within the culture that you’re trying to develop?
Matthew Rosenberg 26:23
Honestly, I don’t I like to speak to everyone. And I typically know within the first 30 seconds. Now, I trust my gut on that stuff a lot. And I can usually connect with people very quickly and understand who’s real who’s not their true experience? why they’re here. I usually try to trust the gut on that as much as possible.
Bela Musits 26:48
Yeah. Excellent. Excellent. So if, if you met someone, and they’re saying, you know, gee, I’m thinking, I’m thinking I’m leaving this firm, I’m with let’s say, it’s an architectural firm, or I’m or they’re working in a restaurant. And they say, you know, I’m thinking of leaving, and I want to start my own. What sort of words of advice or lessons learned? Would you share with them? Don’t do it? Okay,
Matthew Rosenberg 27:14
I would, then they’re two very different businesses, for sure. So I think I’m sure side, I would suggest that they work for another company for as long as they can. The way I did it is is a little stubborn, honestly. And it’s quite tumultuous, and very, very risky. And there’s other ways to do it that are smarter. But I would just say make sure that they have a network and relationships that they can trust that they can reach out to and find advisors along the way, no matter what business you’re starting.
Bela Musits 27:51
Yeah. Excellent, excellent advice. So how can listeners find out more about M-Rad and Fabel?
Matthew Rosenberg 27:59
Sure. I mean, M-Rad’s website is www.M-Rad.com. We’re also on Instagram mrad.inc. Fabel is fabelmiami.com. And fabelmiami on Instagram. It’s spelled a little different the French trade about? So yeah, you can find us there. And we’d love to have anyone into the restaurant whenever you’re in Miami.
Bela Musits 28:29
Yeah, sure, we will make sure that that information is in the show notes so people can find you. One last question. Is there something that I have not asked you that you would like to share with our listeners?
Matthew Rosenberg 28:41
I think these Those are great questions. Honestly, I usually have more to say, but I really appreciated the conversation. Oh, well. Great.
Bela Musits 28:47
Well, thank you very, very much. Hey, one of the things, you know, we’re sort of big fans of acknowledging the people who’ve been impactful or influential to us. Is there anyone in the industry or anyone else in your past that that you’d like to give a shout out to?
Matthew Rosenberg 29:02
Yeah, I mean, my wife is obviously extremely supportive, and my crazy visions and ideas, but I’ve had some close friends that have just supported me made sure that I had a network that could support my ideas as well. And, and without that tight network, there’s no way that anybody can really start a business. I think so. Keep your friends close. And make sure you take care of each other.
Bela Musits 29:29
Yeah, that’s great advice. Great advice. Really rip. Very true. Hey, Matthew, thank you so much for being on the show. You’ve been a wonderful guest. I’ve really enjoyed our conversation.
Matthew Rosenberg 29:38
Thank you so much for your time. You betcha.
Outro 29:41
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