David Mizrahi, Founder & CEO at Salt Restaurant Group
4.9/5 Rating
Retail, Marketplace, Technology
$1M+/mo

David MizrahiFounder & CEO

In this interview, David Mizrahi discusses his journey from running a struggling shawarma shop to building Salt Restaurant Group, a rapidly growing hospitality company. He shares insights on customer-first service, responsible expansion, operational excellence, and hands-on leadership. The conversation highlights the importance of listening to customers, building strong teams, maintaining quality during growth, and creating memorable dining experiences that drive loyalty and long-term business success.

David Mizrahi

David Mizrahi

Founder & CEO

Salt Restaurant Group

Salt Restaurant Group

Founder Stats

  • Retail, Marketplace, Technology
  • Started 2015 or
  • $1M+/mo
  • 50+ team
  • USA

About David Mizrahi

David Mizrahi is the founder and CEO of Salt Restaurant Group, a hospitality company behind concepts including Salt Steakhouse, LBK Grill, Soya, Pepe Kitchen, Salt Market, and Bubby’s Bagels. After transitioning from a career in foreclosure services, he built a thriving restaurant group through a commitment to customer satisfaction, operational discipline, and responsible growth. His leadership philosophy centers on serving guests exceptionally well, empowering teams, and expanding only when quality can be maintained.

Interview

September 8, 2025

Q

At 16 you made over $100k on eBay selling closeouts. What did that teach you about business?

Question 1 of 17
David Mizrahi

I learned you can take something simple and make it work fast if the price and offer are right. I listed brand name underwear at $30, it sold instantly, raised to $50, and sold out. It showed me retail margin, speed, and that you don’t need to know everything to start just move.

0
Q

You dropped out of high school and never went to college. Looking back, would you do it again?

Question 2 of 17
David Mizrahi

Probably not. I tell youngsters, “You have your whole life to work.” School gives training and experiences you can’t get back. I made the best of my path, but I would have stayed and made it work.

0
Q

At 18 you ran a foreclosure cleanup company doing a few million a year. How did you pull that off without formal training?

Question 3 of 17
David Mizrahi

I learned on the job. I got insurance, a pickup truck, a few workers, and started boarding up and fixing houses. I didn’t have perfect management or policies, but I pushed, hired 30 40 people, and figured it out.

0
Q

Why leave a profitable real-estate services business for restaurants?

Question 4 of 17
David Mizrahi

Money wasn’t fulfilling. You can always want more money. I wanted fulfillment—hospitality was my calling. I sold the company in 2012 and bought a failing shawarma shop to turn it around.

0
Q

How did you turn a failing 20-seat spot into a profitable restaurant?

Question 5 of 17
David Mizrahi

Know what customers want, fix operations, and care. Greet people, keep food fresh, get the details right like the spicy mayo or extra tahina. I moved to a bigger location, added Friday takeout, catering, delivery, and a tighter menu.

0
Q

What’s your core rule for launching successful restaurants?

Question 6 of 17
David Mizrahi

Listen to customers. The customer is the boss. If they don’t get good food and service, they don’t return. Consistency and a cohesive experience are everything.

0
Q

You opened LBK in May 2020 during COVID. Why not delay?

Question 7 of 17
David Mizrahi

I saw the crowds at the shore and everything outdoors. People still had to eat. We streamlined the menu to handle volume and ended up doubling projections in year one.

0
Q

How did the relationship with Kushner Companies lead to more locations?

Question 8 of 17
David Mizrahi

LBK’s demand was clear people even tried to make reservations at a fast casual place. In August 2020 they walked me across the street to tour a space. We designed and built Salt Steakhouse even when people said “steakhouses are for New York City, not small towns.”

0
Q

You expanded to six spots in about five years. How do you avoid expanding too fast?

Question 9 of 17
David Mizrahi

Responsible growth. Same area, different concepts, and strong teams. I turn down offers if the market or timing isn’t right. You have to ask, “Can sales support it, and is it good for my life?”

0
Q

What happened when a new manager quit two weeks after Salt opened?

Question 10 of 17
David Mizrahi

He walked out. We scrambled. I covered, then hired James, who is still with us. It reinforced that consistency in a manager and chef is a big deal, and you must treat staff well—bonuses, time off, holiday parties.

0
Q

How do you handle rough feedback without taking it personal?

Question 11 of 17
David Mizrahi

I welcome it. A close friend told me our friends and family night was terrible slow and disorganized. I canceled reservations, cut service from 200 to 50, then grew back as we nailed food and service.

0
Q

What is your partnership advice after buying out a close friend?

Question 12 of 17
David Mizrahi

Have an exit strategy from day one. Work out disputes and buyout terms while you’re friends. I try not to do business with family and very close friends unless everything is buttoned up.

0
Q

What’s been your biggest failure?

Question 13 of 17
David Mizrahi

Time control. Work life balance took me years to learn. I was working 10 a.m. to midnight, not seeing my wife and kid. I moved closer for the summer so I could go home and be with my family.

0
Q

What chaos happens behind the kitchen doors, and how do you lead?

Question 14 of 17
David Mizrahi

Plates run out mid service, computers die, brownouts shut gas, three staff don’t show. I jump in wash dishes, expedite, clear tables. I won’t ask an employee to do what I won’t do. Leadership is hands on.

0
Q

What should an aspiring restaurateur focus on first?

Question 15 of 17
David Mizrahi

Offer a cohesive, consistent experience for your market. A fast food place can’t sell a $100 steak, and a fine dining room can’t push chicken tenders. Know your demographic, price point, and numbers. It’s a business.

0
Q

Can high end kosher brands scale with franchising?

Question 16 of 17
David Mizrahi

It’s tough. Some tried to franchise and closed many locations. Our market is niche. Scaling for the sake of scaling can break you. Do the market research and protect quality.

0
Q

You battled Hodgkin’s lymphoma while expanding. What mindset carried you?

Question 17 of 17
David Mizrahi

Mindset is everything. I could lie in bed and feel sick, or get dressed and go to work. Life has challenges business, health, money. Do the right thing, treat people with respect, and keep pushing.

0

Video Interviews with David Mizrahi

David Mizrahi - Founder of Salt Steakhouse: How I Opened 5 Restaurants in 5 Years

David Mizrahi - Founder of Salt Steakhouse: How I Opened 5 Restaurants in 5 Years

David Mizrahi - Founder of Salt Steakhouse: How I Opened 5 Restaurants in 5 Years

The Timeless Business of Steakhouses

The Timeless Business of Steakhouses

Steakhouse SEL

Steakhouse SEL

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