The Risks I Took to Land a New York Times Cover Story
Bold decisions lead to restaurant prosperity for Luby’s.
2021 cemented a terrifying bet. Could I intuitively guide a 75 year old brand into a new era? The transaction taking Luby’s Inc. from a struggling public company into the hands of Chicago entrepreneur, Calvin Gin, and myself was the first step.
The first challenge we anticipated was public outrage that Chicago investors would be taking over another iconic Texas brand. We witnessed in 2019 BDT Capital Partners arrived in Houston to take over the family owned chain, Whataburger. The New York Times reported, “Whataburger Got Sold to Chicago. Texas Is Flipping Out.”
The smooth transition of ownership of Texans’ beloved Luby’s was the first task. My style isn’t to be direct or flamboyant in business branding. My personal favorite maneuver is to call attention to a topic without calling attention to it. I’ve been developing intuitive “tools” while testing branding techniques in the UK on a series of privately owned ventures. I left England with a new appreciation for the simple freedoms we have to do business in the US. Looking back on the experience, I further appreciate the great amount of freedom and support I was given, (thank you Pete and Steve)… To develop any successful new branding methods I knew I would need both freedom and support.
The first week transitioning the Luby’s brand found me in the expansive marketing offices in Houston. As I began to explore existing contracts, I realized I didn’t want the title of marketing director, and I didn’t want a marketing department either. In fact, I took no title for the first 24 months. Reinventing this department was essential. Lofty vendor promises in exchange for vanilla services equaled a 4+ million dollar budget (just prior to 2020).
With my spiritualist in my ear encouraging me to follow my intuition, I tossed out one marketing contract after the next. By the end of the first week the departing staff asked - SO what WILL you do? I didn’t know, but I wasn’t renewing any of these contracts. I reduced the budget to zero and dug in to determine the future of the Luby’s brand.
I didn’t have a plan, but I knew I had to unplug everything to figure it out. Following my intuition I talked to fans of the brand. A deep nostalgia for Luby’s had roots in most Texas households. I needed to spend time with people who held these memories. I began by listening, and quickly learned it had little to do with the famous square fish or mac and cheese.
In order to better understand our guests, I hosted birthday parties, wedding showers and lunches - all at Luby’s. I ran Luby’s Instagram account solo the first 24 months. I unblocked accounts of unhappy guests and I had real conversations with people. I began to follow back Luby’s fans, and people were elated to feel seen and heard.
We instituted a repost rule for Luby's Instagram account - “no playing favorites and reshare everything people said about us, positive or negative.” Luby’s leadership team grew accustomed to my freehand style and often settled customer issues before they arrived in the DM’s. I also encouraged employees to start their own social media accounts as Luby’s brand ambassadors for each respective restaurant.
National Article - I placed these words on my personal vision board last January 2023. For me, visualizing an end goal is essential. My vision board holds actual images I’m working to achieve. I spend time in front of it daily. I began to map out the path to get there as piece by piece it became more clear to me. During company-wide meetings I reminded everyone how impactful I belived a national article would be.
Restaurant marquees were my other hot topic. I believe these message boards played an invaluable role in re-engaging Texans with Luby’s, but I’ll have to tell this story later.
“I’m so worried I’m going to lose my job!” a manager cried. She was enthusiastic about what I had evolved into calling - field marketing. The purpose of field marketing was to allow the employee’s personalities to shine! I encouraged tapping into their intuition to identify opportunities to connect with the guests and their communities. Field marketing left space to insert regional flavor as we hosted pop-up cafes and events. Field marketing identified the most social and tech savvy employees. They answered phones, helped place orders and brought kind words and smiles. We began to entrust them with more design opportunities too as we introduced The Celebration Table in fall of 2023. I was building an enthusiastic field marketing team outside the confines of a corporate office!
A TikTok influencer was planning to film later that week, and his visit would land on the manager's day off. His video had gone viral but was not what all of our guests would consider to be appropriate. We assured her - “It’s Luby’s - Everyone is welcome.”
I continue to be awed by the mingling of sweatpants and sequins in the cafeteria line and bikes and Benz in the parking lot. This truly is a socioeconomic experiment, and it is beautiful!
We all want a place to feel welcome, a sense of home and warm food we can afford.
The comfort of food is a connection with people we love and who love us back. For many younger people memories of comfort are held by a grandparent. Most often that grandparent (in Texas) would take them to Luby’s.
Long before Luby’s was on our radar I was working on a new idea called Digital Handshake. Through the pandemic I spent endless hours developing the idea of how to bring value to a person’s introduction when the luxury of “in-person” wasn’t an option. It was a way to “introduce yourself with who you are, not just what you do”.
I released CalvinGin.com the same moment a press release went live announcing the acquisition. I watched news articles pop up prompting people to Google, Calvin Gin.
This was the very first Digital Handshake launch, and we had decided that Texans would need to connect with “Cal” and his values through a Digital Handshake. I designed the first prototype. They could find out who he was and what he cared about in less than 30 seconds.
The amount of people wanting to connect with Calvin was overwhelming. 6 months later Luby’s was profitable again. 36 months later the New York Times found Calvin’s Digital Handshake and requested to interview our employees and write an article. The article was published on the front page of the New York Times food section the day before Thanksgiving.
Thanksgiving 2023 would be our most profitable holiday to date. It was all made possible by the employees and guests who never stopped supporting Luby’s in good times and bad and have given us a lifetime of stories to share.