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barbecue earlier, and the barbecue we were
going to do for dinner. At the counter of
this peach place we saw jars of generic-
looking peanuts with a label from a men's
group on them. We took a handful, then
immediately went back to buy the remain-
ing 10 jars. I wound up calling the church
to ask if we could get more peanuts, only
to find that they made 50 jars a month. I
would say the youngest man in that group
was 80 years old. So I had, like, five new
grandfathers when I went to make peanuts
with them. Sometimes we'll go search-
ing for the best something—it could be
a hamburger, it could be a rib—but we
stumble on these other things that are pret-
ty amazing. And we always look for a way
to honor ingredients that have a story
and integrity.
As the restaurant list expand-
ed at Union Square Hospitality
Group, how did your role there
change?
Once you have more than five or six employ-
ees you have to think about who you are as
a leader. You're not actually in there mak-
ing somebody's dinner, seating somebody
at a table, or taking an order. And that's
what really excites me—to help somebody
to understand what a vision of success looks
like and to help them get there for the pur-
pose of the organization.
"The deeper
the roots, the more
powerful the culture.
Danny is the big oak
tree—his roots go
deep. We're very clear
in understanding who
we are and how we
do business, and that
never changes."
SPRING 2016 51
