The Why

A new series of letters diving into the reasons why we do what we do

Every single day we receive feedback.

It comes in many forms. Sometimes it’s flattering. Sometimes it’s thoughtful and constructive. Most of the time it isn’t. That comes with building something in public. Over the years we’ve developed thicker skin, and we’re fortunate to have each other to process both the highs and the lows 24/7. Whether we’re celebrating a win (have to work on this) or questioning every decision we’ve ever made, the conversation usually ends up in the same place.

Why are we doing this?

Who does it serve?

What kind of company are we actually trying to build?

We’ve realized that daily conversations between Aubrey and I have been evolving for more than a decade. They shape nearly every decision we make, yet most people who visit our restaurants or even work alongside us have never heard them. They only see the results or request for change or the push to do something new.

This series is about sharing the thinking behind those decisions. We’ll also be expanding many of these topics into video conversations.

When we started the company, we had a chip on our shoulder. Our heads were full of the voices we inherited during our training.

“You won’t go anywhere unless you give this your whole life.”

“You can’t have a family and run a restaurant.”

Over time we decided to challenge those assumptions. Instead of accepting them, we built our company around the opposite idea. We believed it should be possible to build a great restaurant, have a family, enjoy your work, and create opportunities for the people around you. That belief has become our compass. It doesn’t mean we always get it right, but it gives us something consistent to measure ourselves against.

One framework we return to constantly is what we call “the wheel.”

Years ago, while working for Dan Barber, he would call the kitchen from his office twenty feet away, with a perfectly clear view of everything happening, and ask, “Is the train on the tracks?”

Every time I answered yes.

The truth was I had no idea where the train was actually going.

Our wheel is our attempt to answer that question.

The wheel has four quadrants. Guest perception, employee experience, business stability, equitability. Every decision we make has to check those boxes in a way. If one area is neglected, the ride becomes rough. Ignore it long enough, and eventually the wheel comes off.

Are we perfect at this? Not even close. But it gives us a way to think through difficult decisions instead of reacting solely on emotions( although that is sometimes important.

From the highest perspective it is cyclical.

You need happy guests to have a healthy business.

You need a healthy business to invest in your team.

You need a great team to create happy guests.

Then the cycle starts over again.

On paper, the cycle makes perfect sense. Living it out every day takes nuance.

Lately we’ve been watching Ted Lasso. Early in the series he installs a suggestion box. One of the first requests he tackles is improving the shower pressure in the locker room.

It’s a small detail, but it perfectly captures something we believe.

Culture is often built through seemingly insignificant decisions that quietly tell people, “We thought about you.”

That same thinking shapes how we design every one of our restaurants.

Most people only experience the dining room. What they don’t see is how much thought goes into the spaces our team spends eight hours working in. Many of our employees started as customers. During interviews they’ll often say something like, “Everyone here looks like they actually enjoy working together.” Hearing that means more than compliments about the food or the design. Professional kitchens will always be demanding. They’re hot, loud, fast-paced, and stressful. We can’t eliminate that reality, but we can reduce unnecessary friction.

Whenever possible we design our kitchens around natural light. Sometimes that’s through windows in the dish pit. Spending slightly more on a door with a window. Sometimes it’s an open doorway to the front of house.

There’s psychology behind that.

If you’ve ever worked in a New York City basement kitchen, you know how draining it can be day to day month to month. On the other hand, if you’re shaping croissants or plating food and can glance up to see a guest anticipating or partaking in the dish you just made, it reconnects you to the purpose of the work.

That feeling matters.

Most people will never notice those design decisions. That’s okay. They weren’t made to be noticed. They were made because they align with the kind of company we’re trying to build.

This is exactly the type of conversation we want this series to explore. Not just what we do, but why we do it.

So we’d like your help.

Is there something you’ve noticed about Perenn that you’ve always wondered about? A decision we’ve made? A process? A design choice? A product? Something you’ve been curious about but never asked?

Leave it in the comments.

We’ll choose questions, unpack the thinking behind them, and use them as future articles and videos. Some answers may be practical. Others may be philosophical. Either way, we’ll share the reasoning that guides us, even when the answer isn’t obvious.

Thank for reading!

T