Advice Line with Danny Meyer of Shake Shack

The episode begins with a sponsor message from JustWorks, highlighting their platform's ability to simplify payroll, benefits, and global hiring for small businesses. Host Guy Raz introduces the format of the show, where he and a guest, in this case, Danny Meyer, discuss and give advice to callers with business questions. Guy notes that Danny is a legendary restaurateur, known for his work in New York City, including Shake Shack, Union Square Cafe, and Gramercy Tavern. They discuss that Danny stepped down as CEO to become executive chairman, focusing more on company culture, culinary excellence, and new business opportunities. Danny briefly shares that his new book, *What Could Possibly Go Right?*, emphasizes building enduring culture through expected behaviors rather than vague values.

Danny explains his perspective on culture as the collective way of doing things within an organization, likening it to habits or behaviors that everyone understands and embodies. He reflects on the evolution from using family values to define culture—an approach he found problematic because it conflated a business with a family—towards defining culture through specific expected behaviors. According to Danny, culture is essentially all the desirable behaviors that a company celebrates, minus the behaviors it accepts or tolerates. He emphasizes that management bears responsibility for hospitality experiences, citing that genuine hospitality is visible in staff that are both focused on their work and having fun. This energy creates a human element that elevates the experience, whether in a restaurant or on an airplane. Danny advocates for maintaining a 'day one mentality'—approaching each day as if it were opening night—to keep a restaurant vibrant and constantly improving.

Janelle Bass calls from Louisville to discuss her bourbon-based canned cocktail, Pony Boy Slings, which is sweet, easy to drink, and targeted at older millennials and Gen X consumers. She asks how to build a sense of hospitality into her packaged product when she cannot be physically present to engage with customers. Danny congratulates her and asks whether her brand has a personification, such as a celebrity or story, to connect with consumers. Janelle describes her efforts to curate experiences through pop-up tastings and branding that evoke a retro 70s vibe, emphasizing community and belonging. Danny suggests using the product packaging itself as an ambassador, encouraging playfulness and creating a connection, similar to how Liquid Death brand uses bold messaging. He also points to Ramona, a canned wine that successfully fosters a community feel through branding and storytelling. The conversation ends with encouragement for Janelle to focus on building a brand that makes consumers feel like they belong and are taken care of even when the founders are not present.

Jade from Angel Oak Smokehouse, a premium smoked salmon brand, queries Danny and Guy about the risks and logistics of expanding into direct-to-consumer (DTC) shipping, beyond their current retail presence in Whole Foods and Harris Teeter. She is concerned about the quality control and potential spoilage during shipping, as well as maintaining their high-end brand experience. Danny expresses enthusiasm about her product, recalling that he disliked salmon until trying smoked versions, and advises her to start small if exploring DTC—testing limited regional markets first. He highlights the value of platforms like Goldbelly, which specialize in logistics for perishable products, and suggests that building scarcity and exclusivity—focusing on a few select retail or food service partners—could create a brand allure. Danny recommends that Jade carefully consider her capacity and readiness for rapid growth before scaling up her distribution, emphasizing the importance of aligning her goals with her operational capabilities.

Bar, based in Colorado, asks about how to best introduce his innovative high-protein, gluten-free couscous, Boostcous, into fast-casual restaurant chains like Kava and Sweetgreen. He explains that his product, made from chickpea, lentil, and pea flours, was inspired by his family’s history and has already achieved notable success via direct consumer sales and retail channels, projecting a $2 million annual run rate. Danny responds positively, praising the health trend toward protein and fiber-rich foods. He advises Bar to start pilot programs with existing chefs or small restaurants rather than immediately approaching large chains, to gather proof points and refine the product's restaurant compatibility. Danny notes that gaining credibility through early adopters and small wins could facilitate broader adoption. The discussion emphasizes that ingredient scalability, operational capacity, and cultural alignment are critical for successful expansion into food service.