Interview, Fireside Chat, Talks At GS
Will Guidara, Restaurateur and Former Co-Owner of Make It Nice Hospitality Group
- Will Gadara (Will Guidara) co-transformed Eleven Madison Park (EMP) from a two-star brasserie into the world's number one restaurant over an 11-year tenure (2006–2017).
- In 2006, Guidara negotiated a one-year contract to run EMP with Danny Meyer, originally intended as a precursor to running Shake Shack; he stayed permanently after 2007.
- Guidara's concept of "unreasonable hospitality" shifts the relentless pursuit of excellence from the product to the guest's emotional experience, specifically the desire to feel seen, cared for, and welcome.
- This philosophy was catalyzed during the first "50 Best" awards (2010) where EMP ranked #35; Guidara realized excellence alone was insufficient and that they needed to make an impact on the industry's conversation.
- To overcome the 2008 recession, Guidara shifted from defensive cost-cutting to offensive community-building by hosting BYOB dinners for wine collectors and introducing a dessert trolley that increased dessert sales by 300%.
- A 300% increase in dessert sales was achieved by abandoning the "go low and slow" service method and instead proactively presenting a dessert trolley to diners immediately after their main course.
- Guidara dismantled the traditional hierarchy where a single wine director managed all beverages, empowering young staff members to lead specific programs (e.g., a 22-year-old leading the beer program to become the best in America).
- The restaurant achieved four stars from critic Frank Bruni after a year-long review process; the team implemented a nightly "critic of the table" exercise, randomly selecting two guests to receive flawless, rehearsed service without noticeable differential from other tables.
- EMP utilized jazz icon Miles Davis as a cultural metaphor, identifying 11 attributes like "cool" and "collaborative" to define their organizational process and decision-making framework for the "four-star restaurant for the next generation."
- Guidara established the "Dream Weaver" position, a staff member with a dedicated budget solely to help employees execute creative, personalized guest ideas.
- A "Dirty Water Hot Dog" became a defining legend after Guidara observed guests missing a New York street cart experience; the team served a hot dog alongside high-end courses, generating a stronger guest reaction than foie gras or caviar.
- Specific guest "legends" created include transforming a champagne cart into a Budweiser cart for a specific family and arranging a sledding trip in Central Park for a Spanish family during their first snowfall.
- During a difficult economic period, Guidara advised young restaurateurs to make small, cumulative expense cuts while maintaining brand integrity, and to keep journals of these efficiencies to retain profitability post-crisis.
- Guidara argues that the current workplace burnout crisis is best addressed not through time off, but by creating cultures where employees are empowered to create joy for others, turning depleting work into an energizing experience.
- Guidara observes a post-pandemic industry trend shifting away from overly intellectualized, obscure menus toward restaurants that prioritize connection and the fundamental role of restoring social bonds.