Then the last four months or five months has been that opening process, where you've got a lot of new employees and a lot of new things to think about and concern yourself with that you didn't think about beforehand, trying to make sure. You spend the first few weeks thinking, "God, where are all the guests? What's going wrong? We're not as busy as I wanted." And you get through that friends-and-family phase, and then suddenly you get busy and you're like, "Oh, holy shit, I wish I had a minute to figure it all out before we're thrown into the weeds."
But I guess that's why we all do what we do as chefs. We like living in the weeds for some reason or another. It's fun. It's a busy joint. I've just got to learn to spend my time trying to learn how to be in two places at once. It isn't easy.
Yeah, I was going to ask you that, because I feel like one of the things about Maude that was really clear after you guys opened, and has been clear, was how present you were there. Has that been a tricky balance for you, having to do that in two places at once?
Stone: I think in the short term I haven't been in two places at once, which has been interesting. I've managed to be here at Gwen and just like my attitude with Maude was you've got to build a culture and establish a certain way of doing things, and that only happens by leading the charge from the front. So I've had the same attitude here at Gwen. The beautiful thing about it is watching the team at Maude grow and develop and spread their wings without any help from me, or with limited help from me. I've got such an incredible team down there. Justin Hilbert, who's the chef, he's just such an [amazing guy]. I don't want to talk about them like they're beneath me in any way, because they're not, but there's a little something similar to watching your kid develop and learn a new skill and do something different. You're kind of like, "oh, look at them go," you know?