Josh Zadikoff, Chief Executive Officer of Cornerstone Restaurant Group, brings a wealth of experience and a fresh vision to the world of hospitality and restaurant management.
Growing up in a family deeply connected to the restaurant industry, Josh was immersed in diverse cultures and cuisines during his extensive travels.
These experiences shaped his appreciation for food and hospitality as unifying global languages.
After earning his bachelor’s degree from the University of Illinois at Urbana-Champaign, Josh officially joined the family business, working alongside his father, David Zadikoff, founder of Cornerstone Restaurant Group.
He began as an Assistant Manager at SolToro Tequila Grill, steadily advancing through key operational roles, including Food & Beverage Manager at Hyatt Regency Chicago and Assistant General Manager at Michael Jordan’s Steak House.
His hands-on experience and strategic insight led to his appointment as President of the 12-restaurant company in 2018.
Under Josh’s leadership, Cornerstone has thrived as a multi-concept operator, overseeing notable brands like Michael Jordan’s restaurants, Table at Crate, and Urbanbelly. His forward-thinking approach includes partnerships like the groundbreaking collaboration with Crate & Barrel to create innovative dining experiences.
Josh Zadikoff’s expertise in managing, operating, and licensing restaurant properties makes him an invaluable resource for industry professionals.
Recognizing his unparalleled expertise in managing, operating, and licensing restaurant properties, Total Food Service is thrilled to share Josh’s insights with our readers. His vision and best practices offer invaluable guidance to those looking to excel in the dynamic and ever-evolving world of hospitality.
Can you share a bit about your background and personal journey? How did you get involved in the hospitality business?
Of course! Hospitality has always been part of my life—it’s a family business. My father, David Zadikoff, founded Cornerstone Restaurant Group (CRG) in 1992.
His passion for hospitality has been an inspiration for me since I was a child. Before starting CRG, my dad was in the hotel business, which meant we moved around a lot when I was younger. I was born in Miami, my brother was born in San Francisco, and we eventually settled in Chicago.
My dad has always had an entrepreneurial spirit. He was born in South Africa, and I think that background gave him a unique perspective on hospitality. He’s a values-driven person, and he instilled those values in me—focusing on relationships, service, and doing things the right way.
I grew up watching him build CRG from the ground up, and it sparked my own passion for hospitality. I joined CRG full-time after gaining experience in the hotel industry, and I’ve been here ever since.
It’s clear your dad was a major influence. How did his career evolve from hotels into restaurants?
It’s an interesting story. When my dad started CRG, his original goal was to focus on hotel consulting. But as fate would have it, he was asked to oversee the operations of Michael Jordan’s restaurant in downtown Chicago.
At the time, Michael Jordan was looking for someone he could trust to manage the restaurant, and my dad stepped in. That role led to a strong friendship and later a business partnership with Michael.
From there, the restaurant evolved into a broader relationship. My dad and Michael went on to open more restaurants together, including 160 Blue, a fine dining French-American restaurant in Chicago’s West Loop.
This was in the early days of the neighborhood’s transformation, and the restaurant became a cornerstone of the area. The experience was invaluable and set the stage for CRG’s growth.
Michael Jordan’s involvement must have been a huge asset. How did you expand the brand beyond his name?
Michael Jordan’s name brought instant credibility, which was invaluable in the early years. But we always saw it as one part of our story, not the whole story. From the beginning, CRG has been about more than just one brand or partnership.
In those early years, we worked with hotel partners to develop and manage food and beverage concepts. For example, we partnered with Starwood Hotels to design food and beverage programs for W Hotels as the brand was just emerging.
That gave us an opportunity to showcase our creativity and operational expertise outside of the Michael Jordan brand.
Over time, we’ve grown by forming strategic partnerships with talented chefs and industry leaders who share our values. Chef Bill Kim, for example, has been an incredible partner.
We collaborated on several restaurants, starting with BellyQ, and have continued to expand our relationship over the years. By focusing on partnerships, creativity, and long-term relationships, we’ve built a diverse portfolio that stands on its own.
How important is menu flexibility for your chefs, and how do you ensure quality across locations?
Menu flexibility is crucial for us. At the heart of the CRG experience is great food, and we believe in empowering our chefs to bring their creativity and local insights to the table.
While we maintain a core menu to ensure consistency across locations, we also provide room for local chefs to make adjustments based on their expertise and the preferences of their specific audience. This flexibility allows them to source seasonal ingredients, craft regional specialties, and create dishes that resonate with their guests.
Consistency in quality is just as important as creativity, which is why we partner with trusted vendors like Meat by Linz. Their commitment to amazing, consistent quality makes it possible for our chefs to build exceptional menus.
Knowing we have reliable suppliers allows our team to focus on execution and innovation, ensuring every guest enjoys a remarkable dining experience, no matter the location.
Let’s talk about passion. With a labor shortage, how do you maintain a workforce that embodies your values without compromising?
That’s a great question. It’s tempting during challenging times to make compromises in hiring, but we’ve learned the hard way that it rarely works out. At CRG, we prioritize attitude and alignment with our values over experience. Skills can always be taught, but the right mindset is non-negotiable.
We’ve created a culture where passion, appreciation, and heartfelt hospitality are at the core of everything we do. Leaders across our restaurants use a range of tools to celebrate their teams and keep morale high.
Beyond milestone rewards, it’s about consistent communication, regular training, and simply showing up for the team. Small, daily practices like saying “thank you,” recognizing hard work, and celebrating birthdays go a long way.
Leaders set the tone. If we don’t model these values, we can’t expect them at the restaurant level. That’s why we host annual summits to reinforce our culture and ensure alignment across all locations.
When hiring, we stay true to these principles. We’d rather temporarily reduce hours or close sections than bring in someone who doesn’t share our ethos. The fallout from hiring someone who isn’t passionate about hospitality costs more in the long run, in both team morale and guest experience.
Cornerstone Restaurant Group has been recognized for its commitment to fostering a positive culture. Can you share more about CRG’s H.A.P.P.I. program and its impact?
Absolutely, the H.A.P.P.I. program is something we’re incredibly proud of at Cornerstone Restaurant Group. H.A.P.P.I. stands for Hospitality, Appreciation, Passion, Profitability, and Integrity, and it represents the core values that guide everything we do.
We developed the program as a way to formalize our commitment to creating an exceptional workplace culture. Hospitality starts with how we treat one another, not just our guests.
By focusing on appreciation, we strive to recognize and celebrate the contributions of every team member, fostering a sense of belonging and pride.
Passion is at the heart of hospitality, and we encourage our teams to bring that energy to their work every day. Positivity and integrity round out the program, ensuring that we stay grounded in kindness, respect, and ethical decision-making.
The impact of H.A.P.P.I. has been remarkable. It’s improved team morale, strengthened collaboration, and helped us attract and retain top talent. More importantly, it’s created an environment where people genuinely enjoy coming to work.
When our team feels supported and inspired, it translates directly to the guest experience, and that’s what makes H.A.P.P.I. so integral to our success. It’s not just a program—it’s who we are.
How do you handle the pressure of balancing customer satisfaction, employee well-being, and profitability?
It’s all about staying true to our core values and recognizing how these priorities are interconnected. Customer satisfaction starts with happy employees. If we take care of our team, they’ll take care of our guests. When employees feel valued and supported, they’re naturally motivated to deliver exceptional service.
To ensure employee well-being, we offer benefits that go beyond the basics. This includes milestone rewards to celebrate their dedication, competitive wages that reflect their contributions, and comprehensive training programs to support their growth.
For team members who reach significant milestones, we go the extra mile by gifting them vacations. We’ll even provide a gift card so they can truly enjoy the experience, unwind, and return refreshed.
When it comes to profitability, we focus on top-line growth while reinvesting profits into our people and operations. It’s not always easy, but with clear values as our guide, we make thoughtful, impactful decisions that benefit everyone.
Can you tell us more about your partnership with Chef Bill Kim and others? How do you approach those collaborations?
It all starts with alignment on values. We look for partners who are passionate about hospitality and who share our commitment to quality, service, and innovation. With Chef Bill Kim, for example, we had a natural connection from the start. He’s not only incredibly talented but also deeply collaborative.
When we launched BellyQ, it was clear we were onto something special. The concept was innovative, combining Asian barbecue with modern techniques, and it resonated with guests. Over the years, our relationship with Chef Kim has grown, and we’ve worked together on multiple projects.
We approach all our collaborations with a long-term mindset. It’s not just about opening one successful restaurant; it’s about building a foundation for future growth. That requires trust, open communication, and a shared vision for what we want to create together.
You mentioned your work with hotels. How do you approach partnerships with hotel properties? What makes them successful?
The key to a successful partnership with a hotel is alignment on vision and goals. Hotels and restaurants operate differently, but they need to work together seamlessly to create a cohesive guest experience.
At CRG, we start by immersing ourselves in the property and its audience. We want to understand the location, the hotel’s brand, and what guests are looking for. From there, we develop concepts that complement the property while also standing out on their own.
For example, we’ve had a long-standing partnership with Mohegan Sun, where we’ve been operating restaurants since 2001. We started with the Michael Jordan Steakhouse and 23 Sports Café, and more recently, we’ve added additional concepts in their South Korea property.
These projects work because we have a shared vision for excellence and a strong relationship with the Mohegan Sun team.
What role does creativity play in your restaurant concepts, especially when working with hotels?
Creativity is at the heart of everything we do. Guests come to restaurants expecting unique, memorable experiences, and it’s our job to deliver. When we’re working on a new concept, we start by asking, “What’s missing?” We look for opportunities to bring something fresh and exciting to the table.
At the same time, creativity has to be balanced with practicality. It’s one thing to have a great idea, but it also has to be operationally feasible and financially sustainable. Our approach is to combine creative vision with strong execution, ensuring that each concept delivers both on paper and in practice.
With such a diverse portfolio, how do you ensure consistency across your restaurants?
Consistency starts with culture. At CRG, we’ve built a team that shares our core values—integrity, passion, and a commitment to excellence. Those values are the foundation of everything we do, whether it’s a high-end steakhouse or a casual café.
Operationally, we have systems in place to maintain quality and consistency across all our locations. That includes rigorous training programs, clear operational guidelines, and regular oversight.
But it’s not just about the systems—it’s about the people. We hire and train team members who are as passionate about hospitality as we are, and we empower them to deliver exceptional experiences every day.
As you’ve expanded globally, such as with your projects in South Korea, what have you learned about operating in international markets?
Expanding internationally has been an incredible learning experience. One of the biggest lessons is the importance of understanding the local culture. What works in Chicago or Connecticut may not resonate in Seoul, so it’s critical to adapt to the market while staying true to your brand.
When we opened restaurants in South Korea, we spent a lot of time learning about the local dining culture, guest expectations, and even design preferences.
We worked closely with our partners on the ground to ensure that each concept was tailored to the market while still delivering the CRG experience. It’s a collaborative process, and the results have been rewarding.
Looking ahead, what trends or opportunities are you most excited about in the hospitality industry?
There’s so much to be excited about right now. One trend I’m particularly passionate about is the integration of technology into the guest experience. Technology has the potential to enhance everything from ordering to personalized service, making dining more seamless and enjoyable for guests.
Another area I’m excited about is sustainability. As an industry, we have a responsibility to minimize our environmental impact, whether that’s through reducing food waste, sourcing responsibly, or designing energy-efficient spaces.
Guests are increasingly looking for brands that align with their values, and sustainability is a big part of that.
Finally, I’m inspired by the global nature of hospitality. Every market has its own unique challenges and opportunities, and there’s so much we can learn by collaborating across borders. It’s a great time to be in this business.
What advice would you give to someone looking to build a career in hospitality?
My biggest advice is to stay curious and humble. Hospitality is a dynamic industry, and there’s always something new to learn. Seek out mentors, ask questions, and never stop exploring ways to grow.
I’d also say to focus on relationships. Hospitality is ultimately about people—your team, your guests, and your partners. Building strong relationships and treating people with respect will take you far.
Finally, remember why you’re here. Hospitality is about creating memorable experiences for others. If you stay focused on that, the rest will follow.
As someone who grew up in the business, what’s been the most rewarding part of your journey so far?
For me, the most rewarding part has been the relationships I’ve built along the way. Whether it’s our team members, our partners, or our guests, I feel incredibly fortunate to be surrounded by people who share our passion for hospitality.
It’s also been incredibly fulfilling to see the impact of our work. When you create a space where people can come together, celebrate, and make memories, it’s a powerful thing. Knowing that we’re contributing to that in some small way is what keeps me inspired every day.
What’s next for Cornerstone Restaurant Group? Any exciting projects on the horizon?
We’re always looking ahead. Right now, we’re exploring new opportunities to grow both domestically and internationally. We’re particularly excited about expanding some of our existing partnerships while also developing new concepts that push the boundaries of what we’ve done before.
At the same time, we’re focused on deepening our commitment to sustainability and innovation. We believe there’s a lot of potential to make a positive impact in the industry, and we’re excited to be part of it.
All photos courtesy of Cornerstone Restaurant Group unless noted otherwise
