Brooks Reitz

In order to open more than one restaurant, I had to remove myself from the daily, on-the-ground operations and focus on managing our managers, not managing the restaurants.

I was totally green and in hindsight, grossly underqualified for the job, but they took a chance on me. That role was priceless in my development because I made a lot of mistakes at an early age and was able to learn how to cultivate a team and guide them - and I learned what not to do, all in a busy restaurant with 3 services every day, room service, and events. It was a huge undertaking and gave me the confidence I needed to manage a larger team. I also met my mentor there, and he has remained a friend and trusted advisor to this day.

This is critical for guest interaction and for developing and managing a team. The hard skills can be taught.

I travel often to understand what’s happening on a larger scale in the national food conversation. And I try to balance that by staying in tune to the finer details of our projects in Charleston to learn how the industry is changing and what we can do to adapt.

All of those things combine to keep me creatively stimulated and inspired to do better.

Eater is essential for staying abreast of what’s happening in other markets. Bon Appetit and Food & Wine give a great glimpse at the national scene.

If I’m away, I make myself available via phone, text, or email. And I touch base regularly to discuss challenges, triumphs, and goals ahead. I acknowledge shortcomings, and I celebrate victories; I challenge them to be better, and I salute them for daily achievements.