- The situation. A corporate group booked a full buyout of Ci Siamo, a Union Square Hospitality Group restaurant in New York, and arrived a full day early with 160 people on an already sold-out night.
- The response. The team started with yes. They called partner restaurant Daily Provisions, mobilized staff on short notice, improvised a setup, and delivered an evening most guests never realized was unplanned.
- Why it was possible. Four things were already in place: the right people who felt empowered to act, established partner relationships, an operational playbook they knew cold, and a culture that treats generosity as strategy rather than cost.
- The operating system lesson. A system does not create heroic moments. It creates the conditions in which people can be their best when the unscripted moment arrives.
- A parallel from the field. In March 2020, Anthony Macleod had 48 hours to shut down every Ally Pediatric Therapy clinic in Arizona and shift more than 250 staff to an in-home care model. The core value of Be an Ally made the decision before anyone had time to overthink it.
- Every day is opening day. Hospitality should not be rationed based on the circumstances. The Tuesday guests get the same standard as anyone else.
A story about hospitality, generosity, and what separates good businesses from unforgettable ones.
Picture this. It's a normal Tuesday evening at Ci Siamo, one of Union Square Hospitality Group's acclaimed Italian restaurants in New York City. The restaurant is fully booked, every table accounted for, every reservation confirmed, the kitchen prepped for a full house.
Then 160 people walk in the door.
A corporate group had booked a full restaurant buyout. Except they got the date wrong. They showed up a full day early with their entire party, dressed up, excited, ready for an evening they'd been anticipating for weeks.
The easy move? An apologetic shrug. “I'm so sorry, your reservation is actually tomorrow. We're completely full tonight. We'll see you then.” That would have been understandable. Defensible, even. The customer made the mistake. But that's not what happened.
What does it mean to start with yes?
I heard this story from Megan Sullivan, VP of Operations at Union Square Hospitality Group, at a recent Pinnacle Business Guides summit in Minneapolis. She shared it not as a feel-good anecdote but as a window into how they think and, more importantly, how they operate.
When that group walked in, the team didn't start with what wasn't possible. They started with yes. They quickly assessed the situation. What did they have? What could they do? What would it take to turn this into something special rather than an embarrassing logistical failure?
Within minutes, they had a plan. They called their partner restaurant, Daily Provisions, just around the corner. They mobilized chefs and staff on short notice. They pulled together food that would be amazing but executable under pressure. They improvised a setup, had a speaker address the group from a bench, and created an evening that felt intentional rather than thrown together. Most guests had no idea it wasn't supposed to happen this way. Many left thinking it was the best corporate dinner they'd ever attended.
What made starting with yes possible?
The mindset of starting with yes only works if the foundation underneath it is solid. The team moved that fast because of several things that had nothing to do with that specific moment:
- They had the right people. People who understood the values, felt empowered to act on them, and didn't need to call a manager to get permission to do the right thing.
- They had built relationships. Daily Provisions wasn't a random vendor. It was a trusted partner in the same family of restaurants, with shared culture and standards.
- They had their operational playbook dialed in. They knew their inventory and what they could execute well under pressure. They didn't have to guess or scramble.
- They had a culture of generosity. As Megan put it: generosity is not a cost, it's a strategy. They understood that going above and beyond would pay dividends they couldn't fully measure.
Take any one of those four away and the evening doesn't happen the same way. The heroic improvisation was only possible because of everything that came before it. That's what an operating system actually does when it's working: it builds the conditions where your people can be their best when the moment calls for it.
What does this look like outside hospitality?
In March of 2020, I got my own version of 160 guests showing up a day early. I was running Ally Pediatric Therapy, with several clinics across Arizona and a team of more than 250 people delivering care to kids with autism and other developmental needs. In about 48 hours, we had to shut down every clinic and figure out how to pivot to an entirely in-home therapy model.
There was no playbook for this. One of our core values was “Be an Ally,” a real behavioral commitment to the families and staff who depended on us. Many of our kids had co-occurring medical conditions that made the uncertainty even scarier. Being an ally meant shutting down, even when it was hard, because we were not going to put kids at risk. That value guided the decision before anyone had time to overthink it.
But values weren't enough on their own. We needed great people willing to run toward the problem, and an operating system that gave us the structure to move fast without falling apart. Over a weekend, our therapists were in homes across Arizona, our kids were still receiving care, and our staff still had meaningful work. It wasn't perfect, but it was possible because we had the people, the values, and the operating foundation to make it happen.
Why is generosity a strategy and not a cost?
One of my clients, Oberle Risk Strategies, is genuinely working to be a category of one in their market. Not long ago, I was scheduled to work with their team right around my birthday. I hadn't mentioned it. But somehow they found out, called my spouse, asked what I liked, and learned that I have a soft spot for skillet cookies. They showed up with homemade skillet cookies and ice cream.
Not a gift card. Something specific, personal, and clearly thought through. It made me feel genuinely seen, not like a vendor passing through, but like someone they actually cared about. That is exactly what Megan means when she says generosity is not a cost. The return isn't on a spreadsheet. It lives in the relationship, in the loyalty, in how people talk about you when you're not in the room.
What does every day is opening day mean?
Megan closed her talk with a line that has stayed with me: every day is opening day. Every shift is the Super Bowl. Every client is Oprah. It sounds intense, but the idea is simple. Don't let the routine of operations flatten the experience you're delivering. The 160 guests at Ci Siamo didn't get a lesser evening because it was a Tuesday. The hospitality wasn't rationed based on the circumstances.
What does this mean for your business?
You might not be running a Michelin-starred restaurant, but you have your own version of 160 guests showing up a day early. It's the client who calls Friday afternoon with an urgent problem. The employee who's struggling and needs someone to listen. The customer whose experience went sideways for reasons that weren't your fault but are now yours to own.
This is where an operating system earns its keep. Not in the planning meetings, but in those unscripted moments when someone on your team has to decide what kind of company you are. If your values are clear and lived, if your people are in the right seats and genuinely empowered, if you've built the operational foundation to move with confidence, your people can start with yes. That's not a hospitality thing. That's a leadership thing.
Further reading
- Setting the Table by Danny Meyer. The foundational text on hospitality as a business philosophy.
- Unreasonable Hospitality by Will Guidara. What happens when you give your team permission and resources to do something extraordinary for the people they serve.
Frequently Asked Questions
What is the start with yes principle?
Start with yes means assessing what is possible before explaining what is not. When a group of 160 arrived a day early to a fully booked restaurant, the team began by asking what they had and what they could do, rather than by explaining the reservation error. The mindset only works when the operating foundation underneath it is solid.
Why is generosity described as a strategy rather than a cost?
Because the return shows up in loyalty and reputation rather than on the invoice. Megan Sullivan of Union Square Hospitality Group frames generosity as a deliberate business strategy, on the view that going beyond what is required pays dividends the ledger cannot capture.
What does a business operating system have to do with hospitality?
An operating system is what makes the heroic moment possible. The restaurant team moved fast because they had the right people, established partner relationships, a dialed-in operational playbook, and a culture of generosity. Remove any one and the evening does not happen. The system builds the conditions for people to be at their best when it counts.
What does every day is opening day mean?
It means the quality of the experience should not vary with the circumstances. A Tuesday shift gets the same standard as a Saturday. The routine of operations should not be allowed to flatten what you deliver.
Anthony Macleod is the founder of Higher Peak and a Certified Pinnacle Business Guide based in Phoenix, Arizona. He previously founded and exited Ally Pediatric Therapy, an autism therapy provider that grew to 8+ locations and 250+ employees. He now works with owner-led and search fund backed companies between $1M and $100M in revenue, implementing the Pinnacle Business Operating System as an embedded partner rather than a traditional consultant.
What's your version of 160 guests?
Let's build a company where the right thing happens automatically, even when no one's watching.
Schedule a Call