Daniel Samir is a DMV native.

For all of you who do not know that is D.C.

maryland and Virginia.

Today we have a special episode because Daniel is the director of operations of a local restaurant group and he's spent eight years managing restaurants and spent the majority of his working years in customer service.

Today we're going to talk about what is the state of customer service.

And by bringing in Daniel, who's someone who is, is not only has his finger on the pulse of customer service, but is also actively managing businesses and rest and, and, and people to make sure that they deliver a good customer service.

So let's dive right in.

Welcome back to the Hairdresser Strong show.

My name is Robert Hughes and I am your host.

And today I'm with Daniel Samir.

How you doing today, Daniel?

Doing great.

Thank you for having me.

Absolutely.

Thank you for coming.

So we gave everybody a little introduction and this is going to be a customer service centric.

And while we don't work same industry, we are in the same area.

And so I think it would be a cool little conversation to see like what similarities and, or any differences you find and maybe, maybe even some insight for those who maybe need different, different analogies to understand the current state of customer service.

So I guess my first question is going, let's dive right in and just say one, what is it like working with the public from your perspective?

Like, what are some of the challenges?

What are the, some of the things you like working for the, for the public?

I think the, I mean, one of the biggest things, especially in my restaurant industry, the industry that I'm in is our goal is to always make the guests feel like they got the best experience they can have.

And that's always my goal.

You know, if someone comes into a restaurant or I'm one of my restaurants and they need to have this, that and above for an event they're doing or a personal birthday or Mother's Day or whatever it may be, my goal is to make them have that experience that they want.

And that's the ultimate goal.

If someone has a bad experience one time or even that same day, if something happened at the door or cave food took too long to make sure that when they leave that door, they feel a different way, they want to come back.

Totally.

That is definitely.

I feel like it's so funny.

It's like I, I know they're different industries, but sounds the same so far.

So what, what, what type of, what type of things?

Like, and, and speaking.

Maybe some generalities, but I'm Kind of curious to know like, currently how what the experiences are are like for people who interact with the public and any insights for any sort of like trends like, have you noticed anything, anything change since COVID So like, think pre.

Covid, during COVID Post Covid.

And then let's say like recent future.

Let's separate recent like the last say six to 12 months from the COVID era.

Let's say we're in a new normal.

Let's just hypothetically say that.

So pre covered.

I knew you always learned this stupid adage like the customer is always right.

And I say it's stupid because that quote is mistaken.

I now I don't know the whole quote, so I can't very.

I can't tell you exactly what is.

But that is not the full picture of what whoever was saying is what they were saying.

I don't believe the customer is always right.

However, I have to act like the customer is always right.

And that is something that I find has gotten harder post Covid.

I think that there was a little bit of momentum pre Covid in like customers understanding a little bit more where we're coming from as like.

Like it's been, you know, it's the mid.

At that point.

It's like 2019, you know, things are great, you know, and then all of a sudden we get hit with something and people don't know how to act afterwards and there's an entitlement.

And I remember feeling like during COVID when some places were open and I would see news about this place on the boardwalk down in Maryland, you know, not giving health insurance to their staff, but expecting them to work and calling restaurants essential.

When it's a privilege to go to a restaurant, it's not a right.

We are private businesses.

We can.

We can say yes or no to anyone coming through our door, much like I'm assuming you can at a hairdresser or any customers, like, you know, Gap can probably say, hey, sorry, you can't.

I don't know why I use Gap, but you probably can't come in here because xyz.

I want to make everyone's experience nice, but people are a little bit more.

I mean, I.

I wrote a thing on my Facebook when I walked by a restaurant that I used to work near 14th and T during COVID when I was staying at home, I'd lost my job.

I was unemployed for a year.

Tried to figure out I was about to move and get a job in the school system in Baltimore county.

And I walked around down U Street area.

And I was appalled by the amount of people that were just gathering and eating at a bar.

Even it was outside.

It was crowded.

It was.

They were like sardines.

And I was like, this isn't a right for you guys to come out.

Like, I get.

We're all trapped inside.

I did a lot of zoom calls with my friends.

We went out to the park and, like, hung out outside, but space, like we were told to do.

And now I feel like it was.

It's just people are back to, I'm, I'm here, you're serving me.

And it's like, yes, I am here to serve you, because that's what I want you to.

Enjoy our food, but have some patience, have some understanding.

Not only is the clientele different because, you know, we're in a city that has five, six colleges within 10 minutes of us.

Those kids think about what, how old they were at 20, 20, going into college, coming out of high school.

They didn't get socialized like you and I did.

Things have changed.

Yeah, just immediate.

Like, and my clientele's younger and my staff is young.

And so what is that?

That's interesting.

So I have a couple of questions, but since we're talking about this, what differences have you noticed in working, managing people since then?

Like, you're saying people are younger.

I mean, my first thought is, yeah, they don't have as much, like, interpersonal communication skills, soft skills.

Is that.

Is that something that you've noticed, too, or.

I've.

Like, things that.

I mean, one big example is these things right here.

You know, before, when I, you know, when I was coming up, 16 years old, working in a movie theater, I mean, we didn't have cell phones to the point that we do now, so you couldn't do anything with it.

But, you know, to get someone off their phone is impossible.

You know.

You know, it's on you, and there's, you know, I am, you know, TikTok and.

And.

And all these new apps that like Instagram, just, like, they're on them all the time.

And it's such instant gratification that, like, I.

You used to be like, you don't have your phone on the floor at all whatsoever.

And there was no ans, ifs, or buts about it.

And I feel like I can't do that anymore.

Why?

Why can't you just give someone a warning and then fire them?

Well, I mean, I.

I like to be a little more lean in things.

I mean, like, to me, because we have this instant communication, like, I have a lot of people that have families.

Right.

And I find I.

It's extremely important to me that if they need to contact somebody for an emergency, that they have that access.

And I allow my staff, for the most part, if they're off the floor, check your phone, that's fine.

Just don't do in front of guests.

Totally, totally.

I never had that.

I mean, my phone before I was in management, if I was busing, bar backing, serving, bartending, my phone was in my pocket the whole time, and I checked it maybe three times a day.

Like it wasn't.

That culture wasn't there.

Like, we had.

Couldn't miss everything.

Now, unfortunately, like, I feel like because of the position I'm in now in terms of what my role is, I have to have my phone on me.

There's apps, I check sales and labor and, you know, and if so the owners call, ownership group calls, and I have to pick up.

Like, I have to be on my phone.

So I feel bad telling someone, hey, you don't get to take a call.

But I have to do as I.

Say, not as I do.

Which is usually how I roll.

Like, I like to lead by example, and I like, I live by a couple rules in that, like, I won't ever ask a staff member to do something I wouldn't do myself.

But if I'm asking you to do it, it's because I can't in that moment.

And I'm nothing without those that work with me.

It's not that they work for me.

We're working together.

It's.

I heard, I saw some TikTok thing and I hate keep saying that, but it's what it is these days.

Some guy was relating the restaurant industry to, like a play.

And like, we all work in unison together.

And if someone's not doing their role, it.

Something goes wrong.

And to include the customer as that part, like the guests at a play, the people that come to see your matinee or your night play or Broadway, they're part of that production now.

So it's a give and take.

I.

You have to.

In.

At a movie theater, you need to turn your phone off and shut up.

You know, as a customer coming into a restaurant, I think you have to hear what we need to say and introduce our cuisine and how we want your meal to go based on what we have in our idea.

But we are always willing to change it.

I've never heard people say no more in my life than I have lately.

Like customers or employees.

I'll ask somebody to do something, and they'll talk back.

And I'm just like, I used to be.

Yes, chef.

Like, across the board.

If somebody above you in our industry said, hey, go take the trash out.

Yes, chef.

No matter how much that person picked on you or whatever it was, Now, I don't agree with the yelling and the screaming part.

The.

The theatrical stuff that's on tv, that.

That doesn't work.

I've never believed in, like, breaking down to build up.

I just think that hurts people.

And you need to learn into what.

I've learned a lot, and this is probably one of the most important things I learned was how different people receive things differently and different people react to certain things differently.

I can go up to one bartender and say, hey, man, I saw you put this amount into that cocktail.

I'd really like us to take it down a little bit.

Like, let's do half a half ounce instead of a whole ounce.

And that server.

That part should be like, okay, no problem.

Not.

Not all good.

And then someone else will be, like, thrown off for the rest of their shift and can't operate because I asked them to do one small thing, and that's always been a thing.

But just accepting that, like, I'm asking you to do something, and, like, this is how it should be done.

I hate repeating myself.

That's like, one of my biggest pet peeves, and I feel like I do it a lot.

Well, okay, so let's get back to the customer service.

So.

So the customer when for.

And anybody watching or listening, I'd be happy to hear a different perspective.

But my.

My experience in talking to people was, like, customers actually got pretty cool.

Not during quarantine for essential workers.

That is a whole nother level that restaurant people had to do that.

We were not deemed essential, so we were at home until quarantine lifted.

Now, when quarantine lifted, everyone was so cool.

Like, they were like, if you were running behind, you could be like, hey, I'm running behind.

They're like, no problem.

I'm just, like, happy to be out of the house.

And.

And they were really cool with, like, oh, hey, sorry I didn't get back to you for, like, four hours.

But, you know, our person's got Covid.

They're like, no problem.

We're just so happy to, like, book this appointment.

And.

And now it's like, hey, sorry I didn't call you back.

It's been 20 minutes.

They're like, 20 minutes.

I already booked another appointment and got my hair cut.

You know, it's like, it's not, it's, it's not, it's not the you serve me attitude like you're talking about for us.

But it is very much like, you need to be on time, you need to be on point, and this needs to be good.

And I'm not really trying to come back for like whatever or like I'm not.

You know, I had somebody jump down my throat on Saturday because I was running behind and the front desk didn't tell me.

They forgot.

I don't know what they were doing, but maybe they were busy.

Bottom line is I had to deal with the customer like basically every five minutes asking me.

So that's not normal.

Like you were late.

Like usually you're on time and it's like, I am on time and if I'm late, it's not that late because I tell, I call my customers ahead of time and let them know.

And she goes, you know, normally you let me know and it's just like, I just don't want this to happen again.

So it turns out that she also had like a, something happened that morning that put her in a mood and so she was taking it out on me.

But nonetheless, the point is like, there's still like that more pressure for being kind of like 100 on, on point, which I have not experienced since 2019.

You know, I mean, it's crazy about that.

And like, no, I'm not like someone that goes to get my hair done fancy often.

Like I, I would, you know, maybe, maybe I can get a haircut from you one day.

I won't get mad if you're a couple minutes late.

I think it's crazy that somebody who's been coming to you before can't accept that a one off time is just a one off time.

And I think that goes into what the expectations are like, you know, I went to the same barber shop as a kid for years and I had the same Vietnamese lady cutting my hair for 10 years.

And it was a fine haircut for a teenage kid she had nicknamed for me.

I had my ears pierced and she would call me diamond boy.

Like it was just a good relationship.

We.

But I would never be upset if she screwed something up or if she cut something too short or, you know, I like things make people make mistakes.

I always thought sitting in a, in the barber chair was like the most, one of the most relaxing things for me because it was the only time in my life where I ever had someone doing something for me that like, I just sit there.

I can't even see them right?

I mean, like, they're behind me.

Yeah, there's mirrors all over, but, like, that's the only time in my life I don't go get my nails done.

I don't go to spas, I don't have massages.

Like, those just aren't part of my daily routines.

And the hair, that.

Getting the haircut was one of the most peaceful things for me.

I don't even have my phone on in me when I get a haircut.

Like, I put it in my pocket and I like to just sit with my hands under my apron just like, yeah, man, like, keep doing what you're doing.

Yeah, we got, we got a lot of more people are pulling out their laptop and like, you know, working and like, they're.

I mean, I, I know everyone's clientele is different, but our clientele specifically are people on the, Are on the go.

Yeah.

So they want to get as much of the luxury and pampering as they can, but understanding that this is an on the go appointment.

So, like, we're trying to walk that line of like, spa relaxation, pampering and being on time and getting you out in like a certain amount of time because they got a plane to catch or they got a client to speak to or they got kids to feed.

So anyway, what is, what is your experience?

Like, can you compare that to, like this kind of shift?

Is it similar or different?

Like, I mean, I, I think it's the same.

I think it's okay.

Like, we came in right now, can we get our food in 15 minutes?

Because we have a play in 15.

Like you.

I mean, the people being late to appointments on their end.

Now, I've worked in restaurants, and the one I worked out right before this one, they were trying to push the books.

Just boom, boom, boom, boom, boom.

Let's get everybody in.

And I'd have a big line at the front door where we would be behind because our kitchen couldn't handle that capacity.

And booking X amount of guests in a night wasn't obtainable.

Because if you want them to have a service of sit down, here's your meal.

That's like the pampering part that you were just talking about on your end.

Instead it's, I want to come in and eat.

I have a reservation at this club in an hour.

I'm like, well, you booked an 8 o' clock reservation and then you have a club at 8:15, like 9 o' clock.

Like, I don't know that I can get you in and out in an hour and have.

You have the experience that we want you to have.

And maybe you're just coming here to get some food and go, but also, you were late 20 minutes and your other person was late.

Yo.

So this is that you're bringing up.

You're touching on something really interesting.

So a person setting unrealistic expectations from the break and not.

And.

And coming in and wanting the full experience in a tight timeline.

And it's almost like, is there an expectation conversation?

Is there a.

Hold on not the expectation?

Where was I going with that?

So.

Oh, the express version of what you're selling.

Like, you're selling an experience.

I'm selling an experience.

So, like, people coming in, they want this express, express experience, but they.

But they're gonna complain if it doesn't kind of hit a certain bar.

Is that it?

Is that something sound like, that's not fair?

I mean, that's.

To me, it's.

That's.

Not that.

That expectation of the services that we're providing.

Once again, these are services we are providing, right?

Unfortunately, right now, like, some services in this country aren't being provided, but, like, we are.

We are.

These are luxury things.

Like, you used to get a haircut from your grandma in the house, right?

Because you couldn't go out and have someone who's been trained to do whatever you want to your hair.

And now you want me to rush that process?

Like, you know.

You know, you watch the movies in, like, the 70s, and people are sitting in, like, hair blowers for hours because that's the way it took to make their hair that way.

I'm not.

Like, we don't create our food in our experience so that you can eat and go.

If you want to come get.

You know, we're working.

I'm in an Indian restaurant spot right now.

If you want to come get a fast Indian food, go to Spice six.

Like, they're the Chipotle Indian place, and, like, they're fine, and I got nothing wrong with their food.

But I don't want.

Because you're going to come in here like, oh, well, this didn't taste like it did last.

I was like, well, you asked us to have it done in 10 minutes.

You know, do you want your fade to be right, or do you want me to, like, miss a spot?

Because you want to be out in 10 minutes.

Yeah.

So I got a question then.

Do you.

What is your stance?

Do you.

You refuse the.

The customer and just say, I can't do that, or do you say, let me try and Try to do my best and take the risk of it not turning out the way you want it.

So the minimum that I will ever really tell someone I can sit them in our restaurants is like an hour.

Like if, if, if like you know, I have a two top come in, they're walking like for the example, this week was restaurant week in D.C.

and we participated.

So it like influxes your reservations and it's a lot of people that are trying new things, which is a great thing about Restaurant week.

But you get a lot of people that are, I wouldn't say inexperienced, but like don't go out as much and like, oh, I want to try this new restaurant.

They have this, like, oh, I want to change this.

And it's like, well, I can't, you know, for like you come in and walk in on a Saturday night at 7 o' clock when you look down and they see a table and they're like, once that's open, it's like, well, I have a reservation there in 20 minutes.

I can't sit you there.

Yes, these five tables are empty right now, but it's 6:40 at 7.

I will have all of them filled.

And I can't sit you.

I don't want to rush you now I have a bar you can sit at.

There's six seats open at the bar, full service.

And then.

Well, that's not the same.

I'm like, well, it's not going to be the same if I sit you and you want to get out and you have to get up in 40 minutes and then you yell at me at the end when you feel like you were rushed and like it wasn't.

Like I want you to have an experience where the apps come out, then your main course, then your dessert.

That's you know, if we're, course if we're a coursing restaurant, that's what I want you to have.

You're not going to get that if we, you say I need to be out in 25 minutes or I need.

I love, I love.

Yeah, I love this.

This is so this, this is everybody out there listening and watching.

This is literally the same vibe for our industry.

Like, like there's got to be boundaries.

You got to have like you got to protect your, the qual or you have to protect your reputation.

And that means that sometimes you might have to like let the person know that you can't give them what you can't stand by the service or, or the product unless you have these, you know, variables like the time, the tools or the whatever.

And then so, like, if you don't have them.

I like how you give options.

I think that that's incredible because, like, it's better to not say no.

It's better to give someone an option.

So it's like, it's like, hey, I still want this.

Like, okay, well, we have the bar.

It's like, well, I don't want the bar.

It's like, okay, well, how about tomorrow at 7, you know, like, I'm not.

You're not sitting down, you know, like.

But I don't have to be like, no, you're not sitting down, you know, because you're trying to also provide a good customer experience during this process as well.

I had one of the most frustrating experiences that I've ever had as a man.

And I've had quite a bit, like as a front of house manager of a restaurant.

I don't think people realize how much that person takes on the kitchen.

You know, I.

I think it's important to have front of house, back of house fluidity.

That is I.

Everywhere I've been, I try to make sure that I have the best relationship I can with my kitchen.

They deserve it.

They're some of the hardest working people in this industry, in this world, and they are stuck behind a hot grill or, or an oven for seven hours a day.

But also, I have to deal with the people and someone comes in and yells at me.

It's frustrating.

I get all the crap.

And, you know, I'm not saying the kitchen deserves it sometimes, although they might.

It comes on me.

And I had a guy come in the other day, he wanted to sit again, the restaurant is wide open.

And he's like, well, why can't.

I was like, sir, it's again, 6:40.

Like, I have these people filling up.

Why?

I want to see.

Okay, well, okay, we can do.

I have two options at this table here, this table here, or here.

Well, I don't want to face a wall.

I'm like, okay, well, there are walls on every side of this restaurant.

I don't know what you want me to do.

They're two guys.

We offer them a booth.

And he goes, that booth's next to where everyone's walking by.

I'm like, okay, how about this four top?

That one's near the door.

Well, I can give you this two top.

It's not facing a wall, but it's in the middle of everything.

Oh, I don't want that.

They sit down, brought their own Magnum bottle of wine, and then proceeded to get up before we can serve them anything.

And walk out and tell me at the front, are you the owner?

And I was like, I am not.

I can tell because if you were the owner, blah, blah, blah, blah, blah.

And I was like, look, I.

I gave you five options to sit.

You refused all of them.

I don't know what you want me to say.

He tries to give me all this advice and whatever.

They walk out, they come back hour later, hour and a half later, dudes come to the front.

I can see them at our door.

I'm like, oh, man, what am I gonna have?

What is this about?

Now?

He comes up and proceeds to put his phone in my face and show me video from a restaurant they went to down the street where they got in.

And I said I had seats for you.

Why are you showing me this video that you're filming through a lattice, it looks like of people just walking by?

And then I stopped as I was, like, saying.

I was like, wait a minute.

Did you just come back here to show me this video?

Like, excuse me.

And I don't usually, like, get animated.

I was like, sir, I don't know.

This is the most crazy thing I've ever experienced.

You literally left the restaurant, went somewhere else, and came back to show me a video of you.

And then he proceeded to tell me I needed to work on how I was doing things.

And I.

He gave me some advice because he does this, this, this, and this.

And I looked him, sir, I.

I helped open the number two restaurant in the country in 2019, 2018.

I.

I don't.

I have tons to learn, but from you, I have nothing.

Tell us That's.

Yeah, that guy.

Okay, so tell us, what is the restaurant that you opened?

It was made on.

Made on.

Yeah, I went there.

It was pretty badass.

I started Compass Rose first.

That was the first of them.

And then I was part of the.

I was the director of operations.

We opened Maid on with an awesome crew, awesome ownership.

I'm still very close to a lot of the staff that we had.

I have some of them working with me.

Colonel at the last job I was at, some of them were there too.

And the irony is, all back house, like I said, I think the unison between back to house and front of house is needed.

After that, I worked some smaller bar gigs just to make endings meet.

After being in management for a while, I wanted to take a break and just, like, get a paycheck instead of getting 500 phone calls every day.

When I went home, I turned my phone off of silent Mode for the first time in years in Covid and then I was at chaplains in, in Petworth, I live in Petworth in Shaw for three years.

So everybody who's listening, watching that's not from this area.

All of these places are, are like really cool places.

They, they get great, great service and I think, I think like we're coming up on our time so I wanna, I wanna make sure we have a proper chance to wrap up.

And so like I want you to like considering the state of customer service, like if anybody listening or watching wants to provide their customer with a top level experience so that they to come back and, and they also because they have pride in their own, in their own work and they, they, they care.

And so what what as we sign off as somebody who has had the chance to work at and run some of the, you know, cons top restaurants in the area, you know, well, most well known and stuff, what would that be?

I think having expectations, letting the customer know the expectations.

I think that's one of the biggest reasons, you know, having a, you know, for us having a host and for you having some of the front desk.

Like if that person at the front desk, when you talked about the person being upset because you were a little late, had there been an expectation set from this get go of someone letting her know, hey, unfortunately I was running a little late today.

It might be 10 to 15 minutes.

Just so you're aware, you've now tempered their, their expectation with something that let them know.

And I've always told my staff over communication is, is always the way to go.

I don't care if you're talking to that person waiting at the door for 15 minutes like five times.

Do it every two minutes.

Go.

And hey, I almost had this table.

They paid the credit cards down, we've swiped the card, we're clearing the table off now.

Like over communicate and like make people understand like this is still a functioning piece like a play.

Like I said earlier, like if something goes wrong, we have to adapt.

And not everything can be done the way you always want it to.

But my goal is to like temper people's expectations of like this might change.

I still want you to have a great time.

I still want you to come back and get your hair cut next time.

But I just want you to know this happened, you know, this is what happened.

Here's how I'm going to help you, you know, and from our point of view that might be like okay to sit a little while to get sat, give a glass of Champagne to start.

Here you go.

Thank you for your patience.

Or at the end, here's.

Here's a little dessert from us.

Sorry you had to wait a second.

But explaining that throughout the entire process and overdoing it and the best experiences that I've had, and I think this caps it well, is when someone has a bad start and I can make it so by the end of their time, they've left and they're giving me a hug or, you know, giving me their card.

I had a guy who, like, drank from a wine glass a couple weeks ago, and it chipped in his mouth.

That stuff happens.

I was mortified.

I was like, oh, my God, he's gonna go crazy.

He ended up seeing me sitting with me after they were done paying.

It was him and his wife, you know, celebrating their engagement.

And he gave me his card and said, I want to be your friend.

Let's, like, hang out sometime.

Like, nice.

That's awesome.

You take something that's really bad, and you make it something that's not.

Like, he was really cool about it.

He wasn't.

Some people are.

And I get that.

But it's not my fault.

I can't do really.

I mean, I can't do much about a glass chipping if you have it in your mouth.

Like, that could probably happen to anything.

It sucks, though.

It did happen.

But let me.

I.

You know, I caught that guy's bottle of wine, and then I gave him a dessert.

And by the end of it, I have his card in my wallet back then in my house.

You know, people's act, expectations, and making them understand.

Like, I want this to be as best you can have it, but sometimes there are other factors that mess up.

That's part of the world.

That's part of being human.

Like, that's what we were taught growing up.

Like, it doesn't always go your way, Daniel.

You have to learn from that.

And I think that taught us all lessons.

And I.

I think we, as a society with this instant gratification, need to get back to, like, understanding we're all still human.

We make mistakes.

Just because we do have computers in our hand doesn't mean it's always going to be perfect.

You know, it is what it is.

Yeah.

And I think that's good.

That's.

I think that you're right.

That is a good way to wrap it up, people.

Because it's like, even if you have bad experiences, it doesn't change your desire to, like, do a good job, produce a good service or product, make other People happy.

And, you know, just the thought of, like, thinking, like, I was so worried and now I got this guy's car and he wants to be my friend and that.

I think that's so cool.

Like, I think that if we could all just take that approach to caring, even if, Even if we have bad experiences, that is not stopping you from wanting to provide a good service to the next person and go above and beyond.

And, and you did.

And I'm sure you didn't make a tick tock or Instagram video shaming all these customers, being like, can you believe this customer?

This.

This customer did that.

I don't know.

Do you do that?

I don't do that.

No.

I, I.

The fact that I said tick tock, like, four times in this really pissed me off because I don't use tick tock.

I have social media because I have to for work, and that's about it.

I think I had Instagram since I was in College in 2029.

Whatever.

I have a hundred posts like, that doesn't matter to me.

I wish I could sometimes, but there are so many people out there now that are doing it that I do appreciate, like, the humor in.

Like, I.

I'll see these people posting things.

I'm like, that hit.

That hit real hard.

Like, yeah, you're right.

There are open tables here.

I can't sit them.

There's reservations.

That's why people make reservations.

I see other people doing it and I'm like, kudos to you.

I like your.

I'll hit the heart, and that's about all I'll do.

Yeah.

Yeah.

I thought about reaching out to people sometimes because I like talking.

This has been a lot of fun, so I just.

Thank you.

I think it's really cool.

Different places, but we're still living with people, and ultimately that's what we're here for.

And sometimes things go badly.

I'm sorry.

Yeah.

I still try to do, like you said, the best for the next person, and if that person comes back into.

I'll still try to do the best we can.

Totally.

Awesome.

Well, I look forward to seeing you again in the future.

Thank you for taking the time to talk to us about customer service, and I'll talk to you again soon.

Awesome.

Thank you, Rob.

All right.