Francis Kasper

Whether navigating crisis situations at, turning around underperforming units, growing newer brands, or growing my own company, I discovered that daily focus and perseverance, transparent communication, steady leadership, and genuine care for your team create the foundation for sustainable success.

“You’re not managing restaurants; you’re growing a culture of people who run restaurants.” That fundamentally shifted my approach. Instead of micromanaging operations, I learned to develop leaders who could think strategically and solve problems independently.

It’s why I pursued wellness certifications alongside my operational career and why I continue learning about emerging restaurant concepts and technologies.

humility, hunger, and a hospitality-forward, coach-able nature. Humility because the best leaders know they don’t have all the answers and are willing to learn. Hunger because our industry demands drive and continuous improvement. And true hospitality—the genuine desire to serve others and create meaningful experiences.

Someone can have perfect P&L management skills, but if they can’t inspire a team or connect with guests authentically, they won’t succeed long-term. I also value cultural adaptability—the ability to thrive in different markets, concepts, and organizational cultures.

You have to understand not just what a client says they need, but what they actually need based on their culture, growth stage, and challenges. Deep industry knowledge is essential. Relationship building is paramount; this business runs on trust and long-term partnerships. Finally, strategic thinking—the ability to see how a leadership placement fits into the bigger picture of a company’s growth trajectory.

Traveling to Italy recently reminded me why I fell in love with hospitality—watching how service is woven into the culture, not as a transaction but as an art form. My yoga and wellness practice, and workshops that I run as well, provides grounding and perspective, teaching me that sustainable success requires balance.

After 30+ years of practice and 500+ hours of certifications, yoga has taught me that you can’t pour from an empty cup. I also practice what I call ‘strategic disconnection’—intentionally stepping away from devices to reset and reflect. Walking, particularly in nature or throughout the city and not on my phone , helps me process challenges and gain perspective. Self-care isn’t selfish—it’s essential. When I’m centered and balanced, I show up better for everyone I work with. The hospitality industry’s intensity makes this practice even more critical.

For leadership development, I read & listen to podcasts like “How I Built This” and “Masters of Scale.” I’m fascinated by founder stories and how leaders navigate growth challenges. For personal enrichment, I read widely about wellness, spirituality, and philosophy—these inform my holistic approach to leadership development. I also make it a point to follow food writers and chefs on social media to understand emerging culinary trends and consumer preferences.

I share industry insights openly, connect people even when there’s no immediate business opportunity, and celebrate wins authentically. I also create space for honest conversations about challenges. In my previous operational roles, I motivated teams by giving them ownership, trusting them with real responsibility, and being present during tough moments. Recognition matters, but so does showing up when things are hard.