Anthony Valletta is the President at bartaco, which currently has 26 locations across 12 states. As an executive, Anthony is an analytical and hands-on leader with a wealth of knowledge regarding all aspects of the business from quick-service restaurants and fine dining startups to corporate operations. His people development and leadership skills have enabled him to build high-performing industry-leading teams.
Here’s a Glimpse of What You’ll Hear:
- What the bartaco experience is like for a customer
- What does Anthony Valletta particularly enjoy about working in the restaurant industry?
- Anthony talks about his first two restaurant jobs and shares some of his current responsibilities at bartaco
- How Anthony developed his leadership skills
- The attraction to bartaco for Anthony and what his primary focus has been since joining the team
- How to build a restaurant culture that can be replicated at multiple locations
In this episode…
Guest experience is so important in the restaurant industry and it goes well beyond food quality. Restaurants can take many steps to drive customer experience — from making sure the servers are treated well to setting a desired vibe in the dining room or bar area — but what else can be done to ensure satisfaction?
According to Anthony Valletta, President of bartaco, his concept has recently adopted two new ways to enhance guest enjoyment. First, it has leaned into the use of QR codes which allow customers to not only see the menu but also order food and drinks and pay at their convenience. Second, Anthony says bartaco has kept its personal touch by creating a new position called a service leader, which is a hybrid of a server and a manager.
On this episode of the Top Business Leaders Show, Chad Franzen talks to Anthony Valletta, President of bartaco, about the restaurant experience for both customers and employees. Anthony discusses the importance of generating loyalty from guests and staff — as restaurant owners know, happy servers usually mean happy customers, so he shares what bartaco has done to maximize team members’ enjoyment of working at bartaco and keep them there for the long term.
Resources mentioned in this episode:
- Anthony Valletta on LinkedIn
- bartaco
- bartaco on Instagram
- Andy Pforzheimer on LinkedIn
- Sasa Mahr-Batuz on LinkedIn
- Scott Lawton on LinkedIn
- One Dine
- Chad Franzen on LinkedIn
- SpotOn
- Rise25
Sponsor for this episode
SpotOn:
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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
Chad Franzen 0:20
Chad Franzen here co host for the show 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 solution called spot on restaurant where they combined marketing software and payments all in one. They serve everyone from larger chains like Dairy Queen and Subway to small mom and pop restaurants. To learn more, go to spot on.com This episode is brought to you by Rise25. We help b2b businesses to get ROI clients referrals and strategic strategic partnerships through done for you podcast. If you have a b2b business and want to build great relationships with clients referral partners of thought leaders in your space, there’s no better way to do it than through podcasts and content marketing to learn more, go to rise25.com or email us at support@rise25.com Anthony Valletta is president at bartaco, which currently has 26 locations across 12 states. Anthony is an analytical and hands-on executive leader with a wealth of knowledge and all aspects of the business from QSR to fine dining startups to corporate operations. His people development and leadership skills have set him up to build high performing industry leading teams. Anthony, thanks so much for joining me today. How are you?
Anthony Valletta 1:28
My pleasure. Good to be here. Thanks, Chad. Appreciate you having me on.
Chad Franzen 1:30
Yeah, great to have you here. Tell me a little bit more about bartaco. I’ve been there. I’ve been there before, but maybe you can tell us what a customer might expect when going there.
Anthony Valletta 1:40
Yeah, you know, I mean, it’s we’re 11 years and now just have multiple locations. But the big thing for bartaco, it’s about being an escape. So it feels like you’ve either walked into your Mountain Lodge or your your, your beach, your beach hut. And the idea is to kind of go there and just transport yourself get away be able to relax. With some great fresh food, the home menus, gluten free, fresh squeezed cocktails, I mean really just meant to be those beautiful smells and aromas and feel and vibe of being on a beach with your feet in the sand. Having delicious margaritas and great tacos. So it’s kind of the feeling that we’re going for when you walk into a bar taco.
Chad Franzen 2:17
Do you think people should think of it as a place they would go to on a Friday night or or more than that?
Anthony Valletta 2:22
You know, it’s interesting. We have guests come multiple times a week because you can experience bartaco and so many different ways you can eat differently when you go in. You can go on for a business meeting great a great Happy Hour Did you great late night we do some music in some locations late night. Great for a quick lunch good for dinner setting we’ve kind of become a little bit of that like Jack of all trades, master of none extraction, but in the restaurant perspective. So it’s been great. We’re really fortunate that we’ve we’ve kind of been able to be experienced part taco and um, you know, parts.
Chad Franzen 2:53
I know you haven’t been there since since it started. But have you learned much about the history of our taco data, how it came about.
Anthony Valletta 2:59
I’ve learned a ton. I mean, their CEO is one of the co founders and one of the other co founders is the chairman of the board. And the third co founder is still doing design for us. So I’ve heard plenty of stories over many cold cocktails, three of them to feel like I was here for the whole time.
Chad Franzen 3:15
What you’ve been there since September of 2021. But you have a lot of experience. You have decades of experience in the restaurant industry. You’ve been with Dell Frescoes, you’ve been director of operations there, a managing partner with Darden Restaurants, among others. What drew you to bartaco?
Anthony Valletta 3:31
You know, I’ve always watched the Barteca brand used to be part of our taco in Barcelona or one company and Andy and Sasha, the original founders and in Scotland, our CEO now was the CFO. They were always in my opinion, industry leaders, they were doing things differently. They were on the cutting edge of innovation, both from food experience, as well as technology, and the operating really, really strong. So to me, I was always admired as to what they were doing and kind of watch them from afar for many years. So I had the opportunity to come on board, you know, jumped all over it. It was really, really impressed.
Chad Franzen 4:03
You have you’ve not only worked in the restaurant industry, but others as well. What is it about the restaurant industry that you particularly enjoy? And maybe that’s different from other industries that you’ve worked in?
Anthony Valletta 4:13
Yeah, you know, I’ve always done restaurants my whole life. And to me, no two days are the same. That’s the part that I love. And honestly, I don’t think there’s any other jobs that deals directly one on one with as many people as we get to engage and I love that part of the business, whether that’s a guest and employee vendor. To me, it’s so much about relationships, it’s so much about really thinking about the future and predicting the unpredictable which to me is a fun challenge. But literally you can’t recreate a day ever. Like what’s your job look like? I’m like it’s it depends on the day. It’s never the same Which to me, I think is a lot of fun and all these other industry out there that’s that’s like that.
Chad Franzen 4:51
So what what does your job look like? I mean, people might think you know, you have more than two dozen locations across different states that you might have not see anybody what what is your job look like as president of our taco?
Anthony Valletta 5:03
Yeah, it’s a great question. I mean, I can joke with my my main job is to deploy resources aboard my team and keep the trains running on time. So I’m out on the field traveling almost every week visiting our stores across the country visiting, obviously new stores that are opening up or prospective real estate with Scott, our CEO. You know, obviously checking out all the operations, the health of the business, from employee satisfaction, which we look at daily guest satisfaction, we look at, read every single review every single morning from every guest, that’s kind of what kickstarts every day, it’s about the only normal thing of my schedule. But you know, I’m here to support the teams on the ground and whatever way I can, whether that’s going and helping out, you know, giving some advice providing some support and resources from our corporate team. So that’s kind of a super high level, best way I can describe the chaos that is the job.
Chad Franzen 5:54
Your what, what was your first experience in your life working in the restaurant industry?
Anthony Valletta 6:00
Yeah, I was. I used to flip pizzas at a sports bar, when I was probably too young to technically be working. But you know, so it goes, you maneuver the way in, I think I was making like, I don’t know, it was like $4 an hour. And I thought it was, you know, I was rich, right? But I started really young. You want to set money to buy a car like most people do when they first get a job. I was 13 years old and started washing dishes and then got moved over and started flipping pizzas. And from there just kind of I got the bug it was just fun and exciting and never really looked back.
Chad Franzen 6:31
What was your second job?
Anthony Valletta 6:34
I went to go work for a guy named Joe Crowley, he was the original founder of Blue Cheese, which is a northeast Italian chain, they opened a Cuban restaurant about two miles from my house. This place was on like a two hour wait every night it was a behemoth back in yet smoking sections and non smoking sections. And we did live music and fresh fish every single day. And I got to go back in the kitchen and I was a prep cook, I got to basically work behind the scenes and learn all about fish and where it came from around the world. And you know how to really work in a prep kitchen, which is very different than, you know tossing dough and take up a bag of shredded cheese. So that’s where I got the full service bug and went from spent a lot of time with them all through my high school.
Chad Franzen 7:17
Was there ever a time where you thought like, like restaurants are my thing? Or did you just kind of like, continuously move throughout the path and they just were always your thing and you never thought about it?
Anthony Valletta 7:26
You know, crazy enough. I said when I was young my parents always joke I was six years old. I was like a really picky eater. Now there’s no food, I won’t eat. But when I was six, I said I want to open a restaurant someday my parents like this kid’s crazy, early 20s food. But my grandfather who’s passed my experience with me was always a personal mentor of mine. We used to dine out all the time at like these local Italian joints in upstate New York where I grew up. And to me there was something about the connection, he walked in a small business up in town, so he knew these people. So I, I was always infatuated with walking into dinner with him. And everybody was shaking hands and having fun. And it just created so many nostalgic memories for me that when I was super young, I think it was always interesting. And then as I started working in them, I think the two paths kind of collided, and I never looked back.
Chad Franzen 8:14
I’m guessing the restaurant industry is not one where you can just kind of like, like, you start coasting. You know, like thinking like, Okay, now we’re all set here we just relax.
Anthony Valletta 8:26
No, God, no, there is no such thing as relaxation for the restaurant business. I mean, you know, everybody else is off on vacations, and long weekends, we’re working harder. In the days when that seems to be slow, you work twice as hard to try to drive your business and, you know, bring people in. So there’s rarely an off day, and even an off day is never really off because guests are always coming into your building. So it’s definitely not an r&r type thing. But if you love it, you know there’s there’s no day of work. It’s all fun.
Chad Franzen 8:55
How did you learn some of the leadership skills that you have while working in the restaurant industry?
Anthony Valletta 9:01
Yeah, you know, I did. I played sports growing up all the way through college, that was a huge kind of choice where you start to learn the other team component of that and transfer those into into your professional life. I took leadership classes when I was in college at Boston University, because it was always interesting to me. How do you build high performing teams, but you know, I’ve taken plenty of seminars and classes and executive coaching, but there’s nothing like on the job training. I’ve made a lot of mistakes in my career. And I’ve learned a lot from them. And try to not repeat, you know, the past history. But it’s a constant evolution. I’m actually very infatuated with the theory of leadership and evolution, how you manage different generations. So it’s always been an interest of mine throughout my whole career.
Chad Franzen 9:44
And the tone you set even as even as president in, you know, in one location, carry through to all locations.
Anthony Valletta 9:52
Yeah, I mean, we use expressions be the captain of the ship, right? So I was actually chatting with somebody yesterday and he’s an amazing analogy. He said, You know, the leader, the president or CEO brings the weather everyone else has to deliver with it. Right? So if I’m writing down the team, it rains on everybody, whether you talk to him or not. So, you know, it’s really important that you set that standard and that waterfall effect transfers down to your entire team.
Chad Franzen 10:17
So you’ve been there for about a little, probably more than a year and a half now. Was there like a need? Or was there just an opening and they needed to fill up? What what brought them what caused them to bring you on board?
Anthony Valletta 10:29
Yeah, a little long story, but consolidated down. The original founder, so did the frescoes funny enough to companies to work for a couple of years ago, the frescoes then sold to El keratin, the PE firm owns us now. And initially, they the Elkhart had a concept called uncle who yields that they tried to merge the two to get together quickly realized that culture is just weren’t the same. And they actually brought Scott one of the co founders back and said, Hey, we want you to run the concept. But he had no corporate team. So he was starting to build a corporate office, and then COVID hit, so that all got fizzled down. So once we came out of COVID, Scott realized, like, I need someone to run the data operations here. So he can work on the future of the brand, right, the brand itself, the real estate perspective, and want to bring somebody in that could kind of take the brand into the future and beyond. So it was a newly created role in in this new building of our corporate team. And it took us a few months really of going back and forth in meeting interviewing to get to where I’m at today, but haven’t been happier ever. So it’s, it’s really nice.
Chad Franzen 11:34
What has been kind of your your primary focus is coming aboard,
Anthony Valletta 11:38
We launched a model called On Demand hospitality so much your last time you’ve been to Boulder. But when you sit down, you know, QR codes became rabbit again, in COVID, we all thought they were dead. And we leaned in with a company called One Dine. So QR code is not just your menu, but it’s your ordering platform. So you’re using your iPhone to order throughout the experience. So you think about all those moments during dining from a diners perspective that are challenging, I want a second drink, I can’t find my server, I want to pay my check, my kids are screaming, we wanted to put that power back into the guest hands and be able to allow them to have more control of their experience. Simultaneously, we didn’t want to lose the personal touch. So we actually doubled down on our management teams, and create a new position called a service leader. So it’s a hybrid of a server and a manager. And their only job is to take what we call zone so about a dozen dozen and a half tables in just throw the party. So we actually elevate our hospitality, elevate our guests experience improved our guests sentiment, by a landslide, we’re running like a 4.7 out of five right now as a company, the initial year really was figuring out how to make this work, it was still very new are still coming out of COVID. So the first year was really figuring out the structure, the disciplines, what the model looks like, what the guests feedback was making those tweaks, and really creating, you know, the next iteration of it. So that was kind of the first year really big pie in the sky perspective that I need to take on.
Chad Franzen 13:08
What are some of your kind of short term goals? I know you guys are experiencing pretty, pretty big growth right now. What are your What are your some of your short term goals? Maybe for this year?
Anthony Valletta 13:20
Yeah, I mean, this year, we’re rolling out on our tech stack rolling out a kitchen display system that’s big for us, because we’re kind of building it with our partner from the ground up. So that’s a huge component, both for the guest and for our staff to make things more efficient. The second thing, we’re spending a lot of time this year, honestly, on the employee journey. You know, we’ve like everybody in our industry, we’ve seen an immense amount of turnover, and to grow at the level that we’re growing at maintaining the culture is the most important thing and says, you know, I think one of the most important parts of my job. So we’re spending a lot of time this year, we partnered with a company called Red Tenza That does exit interview feedback, and we’re really spending time, how do we make the employee journey, the employee compensation, the internal experience, just as good as the external experience for our guests? So that’s really, you know, I guess we can call it short term, but this year, a huge component, and I guess win for us would be improving the bar turnover and really working towards that, quote, unquote, Employer of Choice mentality here,
Chad Franzen 14:19
out in the field. Yeah, in the restaurant industry. How do you is there are there things you can do to keep it from being like a job that I just need for now while I move on to something else? Like maybe maybe make it a place that people want to stay? Yeah, I
Anthony Valletta 14:31
mean, the big thing for us is leaders create cultures and then leaders below them create sub culture. So for us, it’s making sure that we’re talking about it and that we’re addressing the elephant in the room. We actually utilize seven shifts our labor platform to get daily feedback from our employees just like a guest. So every time they clock out, they rank us and they can write comments and we look at those every morning. And the idea behind it is that if there’s someone that is not feeling great about, you know, the environment of leadership, we’re aware Have it and we address it and want them to know, okay, this is a place you can grow. So we’ve spent time on that we’ve built an internal coaching platform. We’ve basically everybody that’s a salary it up, get some form of executive coaching to work on their development as individual, not just professionally but personally. And at the end of the day, we joke that we sell fun, not tacos. And that’s the real goal that we’re all trying to strive for is how do you make it fun. I mean, all work is challenging in some regard, right? There’s always something that you don’t want your job, no matter how great your job is. But if you can make it fun, and recognize the great performances out there, I think people get excited about that. And they care about, you know, how they feel at work, sometimes more than their pay.
Chad Franzen 15:41
So how do you kind of replicate that that fun atmosphere as you open up new stores? Do you kind of like, set the fun tone? Right when you start?
Anthony Valletta 15:49
Yeah, it’s uh, you know, we find great leaders across the company in our existing stores. And we send them to our new stores to train the team. So we, we look for those unicorns that we have, unfortunately, got a lot of them in our company, say, Hey, you’re gonna go to you know, we’re opening in Chicago, here in a couple of weeks, you’re going to Chicago, I want you to train on my bar team, because they’re just one of the best that we have. And they love it because they get to go and they’ve got great energy and great charisma, and they get to go kind of set the tone. And we’ve got an amazing opening team. We hired a great gal named near that leads that team and her she’s she keeps everything disciplined, but she makes it fun. And that’s that’s a really big key. So our training and development team is a huge component of making sure that we we recreate fun at every company,
Chad Franzen 16:33
how important is the location into how does the location factor into the one that I’ve been to in Boulder? It just looks fun. And it’s kind of an area where the word like seems like that would be a fun place to be. Is location a big factor into that fun atmosphere?
Anthony Valletta 16:50
1,000% I mean, we’ve done great and in quote unquote, college towns, obviously, you know, Boulder, we’ve got a college very close to us. We’ve, to us location is always the most important thing, but we’ve actually had great success into some serve markets in creating the environment in the vibe. We’ve we’ve found, again, college perspective, we found some smaller cities like Stamford, Connecticut, we found amazing neighborhoods like Hyde Park in Tampa, we look for the great co tenancy, you know, places like Lululemon anthropology and sushi restaurants and like, we still a little bit of a health aspect, but a foreign health aspect. So to us, there’s no perfect formula. But location is so important. It just needs to feel like our taco belongs in that environment. And we’ve we’ve started to get that formula down after a couple dozen restaurants.
Chad Franzen 17:42
How did COVID affect or change bartaco? Operation? Maybe how is it different in any way than it was before? I know the QR, the QR codes are much more important?
Anthony Valletta 17:53
Yeah, that was a big thing. I mean, we at the core, we’re still the same who we are, the design is still important, every aspect of detail is important. The food is still up most quality with the service out front, you know, changed, we leaned in the tech. And I think what we did is we pulled a lot more of the younger generations into the into the brand as loyalists because they enjoy the experience. But that was the big change. And now we’re starting to see it being adopted by a lot of other brands, as I think at least once a week, either Scott or myself, another CEO or presidents reaching out to us asking, Hey, how does this work? Help me understand that I want to do it in my brand. So I think we’re the pioneers of doing something different, you know, because COVID creates so many challenges instead of you know, leaning off of it not innovating. We use COVID as an innovation platform. We didn’t lay off one employee, we didn’t cut anybody’s pay. To us. That was about building a brand and about building, you know, kind of your foundational values of hey, we’re still here to take care of you no matter how hard things get done. I think it helped us pave the way in the future.
Chad Franzen 18:54
I guess you didn’t get there until you know, COVID was still happening. But it wasn’t like the the main heart of COVID was that, from what you heard from talking to other people there. You know, given the fact that you sell fun more than tacos. That’s kind of hard to do when nobody’s going to when nobody’s going out. Do you know how they kind of survived that?
Anthony Valletta 19:12
Yeah, I mean, it was funny before COVID We never did take out. Tacos just don’t carry well to go. Everybody knows that. So we were forced to like everybody lean in and figure it out and a huge testament to our culinary leaders. They figured out a great way to do it. And it became a zoo. We were selling margaritas to go and our location in Port Chester, New York, which is our busiest location. I laugh I still hear stories. The lines were so long that it was a traffic jam. Even when they got their food. They have to like drop food and run. Like how do I get out? I don’t know. It was an hour long lions like Disney World just trying to drive through to pick up your tacos and margaritas so like everybody right? We figured it out. We tough spirit. Um The teams were so resilient, they went through so much change, and we wouldn’t be here without their hard work and dedication to making it work.
Chad Franzen 20:06
So I asked you about your short term goals, you have kind of like a long term vision and a long term goals that you’d like to see over the next, you know, three to five years.
Anthony Valletta 20:15
Yeah, I think the most important thing for us and we were we’re hoping to get, you know, about 50 restaurants in next three to five years. So doubling the size of the company. But I think the most important part is a numbers all Well, great. But we’re still a very local driven community driven brand. The store in Boulder, which is one of my my favorite design ones in our company, it doesn’t look like any of that Bartok when the country on purpose because that that beautiful street in Boulder has a look and feel to it. And we want to be a part of the community. And I think as restaurants get to a certain size, it feels very standard. Like, hey, the bathrooms in the same spot, every restaurant, you know where to go, we never want to be there. So the long term goal is to really keep that entrepreneurial, innovative mindset that has gotten us to today, while adopting you know, the consistency and kind of standard procedures of a bigger company to keep us consistent for our guests. But still feel like we’re a local restaurant, like the best compliment I get. Here in Connecticut, we got a few stores where the company started. People always like oh, you have more than three locations, which to me is the best feeling in the world because that means they don’t see us as this big box brand. They think that we’re still their neighborhood brand. I think that’s my long term goal is to preserve our culture to make sure that’s still something at the forefront of the future.
Chad Franzen 21:33
I have one more question for you. But first, tell me how people can find out more about bartaco.
Anthony Valletta 21:39
You can go into bartaco.com Our website, we’ve got everything there. But follow us on Instagram, our team does a great job of kind of giving us some sneak peeks there. That’s the best stuff you can reach out to us personally feel free to contact me as well. My emails, just able to let that bartaco.com always love to hear from protective guests and staff. But yeah, we keep everything out. We’re pretty public about what we do. We don’t we’re not secretive and elusive. So by all means, please feel free to give us a follow.
Chad Franzen 22:05
So if you were to go to bartaco as an escape, what would that look like for you? What would be kind of your meal combination?
Anthony Valletta 22:13
Oh, I mean, I mix it up. It’s funny. I go, obviously dine a lot. But my it’s my wife and my kids have a restaurant that has nothing to do the fact that I’m the president, they just love the restaurant, they would go without me. Because I eat so much there. I mix up how I dine, my favorite items. It’s a margarita and the duck period. I would get those seven days a week and never get bored. But I think the fun part is you can just I eat differently every time I go, which is which I think makes the brand a little bit more addictive.
Chad Franzen 22:41
Very nice. Sounds great. Hey, Anthony has been great to talk to you. Thanks so much. Really appreciate your time today.
Anthony Valletta 22:45
Chad, thank you so much. Appreciate it.
Chad Franzen 22:47
So long everybody.
Outro 22:48
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