Episode Details

Chrissy Pasquale-Urso owns five bars and restaurants (all within one block of each other) in Binghamton, New York. She shares her origin story of buying a university bar at age 21 through seller financing after bartending there for two years, then growing into a portfolio that includes a sushi restaurant, a pizzeria, and more, eventually buying the building itself. Now splitting her time between Soho, Montauk, and Binghamton while raising two young kids with her husband and business partner Andrew, Chrissy offers candid insight into the modern challenges facing operators: declining alcohol consumption among Gen Z, the impact of GLP-1 drugs and cannabis on check sizes, the constant need to reinvent offerings for a social-media-driven audience, post-COVID staffing struggles, ghosting job applicants, and rising costs. Throughout, she emphasizes the value of owning real estate, staying creative, developing talent from within, and the intangible "it" factor that entrepreneurs in hospitality need to survive and thrive.

Key Takeaways

Seller financing can open doors for young operators. Chrissy bought her first bar at 21 with no lump sum. The previous owner financed the purchase over five years and stayed on for two years to ensure a smooth transition.

Owning your building is a major long-term advantage. By purchasing the property housing her bar and developing multiple concepts within it, Chrissy insulated herself from the lease negotiations and rent hikes that force even successful restaurants to close.

Consumer behavior has shifted, and menus must adapt constantly. Declining alcohol consumption, GLP-1 drugs prompting customers to split dishes and skip that third cocktail, and legal cannabis are all shrinking checks. Specials that once ran for a decade now fizzle within a year.

Social media has reshaped how people go out. Younger customers save up for a photogenic experience, whether an espresso martini or a nice meal worth posting. Watch parties, extravagant birthdays, and "Instagrammable" moments now drive traffic more than old standbys like trivia.

Creativity is largely an owner's job. Chrissy finds it hard to hire managers who can both manage people and consistently generate fresh ideas, so the burden of reinvention tends to fall on ownership.

Post-COVID staffing is a persistent struggle. Kitchen and server retention is harder than ever as workers opt for the benefits, steady hours, and 9-to-5 schedules of employers like Amazon. Ghosting interviews and quitting without notice have become common.

Talent is often found from within. Chrissy watches for servers or even customers with a special spark, promoting people who didn't realize they wanted a hospitality career, which helps combat costly turnover.

Vet new tech carefully and favor low-commitment trials. Bombarded daily by tech vendors, Chrissy chose owner.com because it was month-to-month with minimal downside risk. She values local, service-oriented vendors like SpotOn who can show up in person.

Rising costs demand consistency and hospitality. As dining out gets expensive, customers become more selective, returning to places that deliver reliable food and service that makes them feel genuinely welcome.

Hospitality entrepreneurship requires a certain DNA. Chrissy never questions whether a concept is a good idea. She just executes. Being a good home cook isn't enough. Success requires assembling experts across food, staff, and marketing, managing people, and being okay with disappointment.