From starting as a busboy to becoming the COO of Galardi Group, Rusty Bills has seen every side of the restaurant business. In this Restrocast conversation with Ashish Tulsian, he shares his journey, leadership approach, and what it takes to grow a successful franchise. The discussion covers everything from labor challenges, tech adoption, and building trust with franchisees.
Rusty, your journey from busboy to COO of Galardi Group is remarkable. Let’s start from the beginning. How did you enter the restaurant business?
Rusty Bills: I started at 15 as a paperboy, then moved into a pizza shop to help pay my way through school. Eventually, I joined California Pizza Kitchen (CPK) as a busboy and worked my way up while earning my criminal justice degree. Though I initially pursued criminal justice, I kept feeling pulled back to restaurants because I loved the pace, the people, and the culture.
After trying a stint in staffing, you returned to restaurants. What eventually led you to Galardi Group?
Rusty Bills: After working as a recruiter for a year, I knew that world wasn’t for me. I returned to CPK, then got my first multi-unit opportunity with Taco Del Mar. I opened 31 stores in two years but was eventually laid off. That’s when I interviewed with Wienerschnitzel, Jamba Juice, and others. My wife and I made a pros-and-cons list and chose Wienerschnitzel for its people, stability, and strong culture.
You were told upfront that growth opportunities were limited. Yet here you are, COO. How did that happen?
Rusty Bills: Initially, yes. They told me this wasn’t the place if I wanted rapid growth. But after a few years, I raised my hand for more responsibility, constantly taking on extra markets. When I submitted my resignation to explore other roles, franchisees advocated for me to stay. That led to the corporation creating a new position for me, eventually leading to multiple promotions over the years.
That franchisee advocacy is rare in franchising.
Rusty Bills: It’s very rare. Franchisor-franchisee relationships can be adversarial, but I always approached them differently. My job was to support franchisees while balancing corporate objectives. I focused on building trust, educating them on our systems, and genuinely helping them succeed, which earned mutual respect.
Let’s discuss labor challenges, especially California’s $20/hour mandate. What’s been the impact?
Rusty Bills: It’s frustrating. The regulation arbitrarily impacts chains while exempting small independents. Franchisees saw payroll, taxes, and insurance spike, but didn’t see a proportional increase in employee skill or motivation. It forced us to lean heavily on technology using Presto, inventory tools, and better scheduling systems to offset rising costs. But higher wages also raised menu prices, which led to customers pulling back, removing drinks or desserts. We’ve seen average items per order drop from 4.9 to 4.2.
With inflation and shrinking orders, how do you keep the team focused?
Rusty Bills: We focus on what we can control: hot food, fast service, and genuine hospitality. The external “noise” will always exist. Our job is to serve every guest with excellence, no matter what.
How has your leadership evolved as you’ve grown into this role?
Rusty Bills: I’ve always led by example. When I joined Wienerschnitzel, I scrubbed toilets, cooked chili, and worked drive-thru, learning every task firsthand. My philosophy is simple: I’ll never expect my team to do anything I haven’t done myself. Even today, I’ll jump in line if a restaurant is overwhelmed. Leadership isn’t about title but respect, trust, and shared experience.
Technology has also transformed your role dramatically, hasn’t it?
Rusty Bills: Absolutely. I stay very hands-on with our tech evolution. We’ve transitioned to cloud POS, customer sentiment platforms, and countless integrations. My VP of Technology, Mohammed, and I work closely on every major system decision. I’m very involved because I want our tech choices to support and not burden our operators.
How do you continue your personal development while leading such a large organization?
Rusty Bills: I work out with a trainer daily; it’s my one hour to reset mentally. Professionally, I’m part of COO peer groups like the Informa Nest, where I meet monthly with COOs across the industry to share best practices. That candid, collaborative learning is invaluable. The restaurant industry has become more open since COVID-19 and we’re all learning from each other.
The younger generation often views restaurant work differently than your generation did. How do you view that shift?
Rusty Bills: Yes, the work ethic has shifted. I grew up seeing my mother work two jobs, which shaped my mindset. Today’s Gen Z wants more work-life balance, but that doesn’t mean they aren’t hardworking. Everyone should work in restaurants at some point; it teaches humility, leadership, and how to deal with people. Those lessons serve you for life.
You’ve also faced challenges with investors entering franchising without operational experience. How do you handle that?
Rusty Bills: We’ve learned that ownership without operational knowledge is risky. That’s why we require investor training. Even large investors must spend time learning the business, making chili dogs, and working the drive-thru so they understand the realities. There are no shortcuts in this business. You need to get your hands dirty to lead and succeed truly.
You thrive on that hands-on approach even today. What you have to say about that?
Rusty Bills: Absolutely. I tell my team to drop the clipboard and work shoulder-to-shoulder with their franchisees. When a restaurant is short-staffed, help them run the rush before you audit their store. Build trust first. That partnership model has allowed us to build long-standing franchise relationships.
Conclusion
Rusty Bills’ journey proves that successful leadership in franchising isn’t about shortcuts; it’s about showing up, staying grounded, and leading with empathy. His story reminds us that real growth comes from experience, trust, and doing the hard work alongside your team.
