Restaurant Name: Buena Mesa
Owner: Ralph
Location: Downey
Number of Seats: 60 seats
Busiest Shift: Friday, Saturday (Dinner) & Sunday (Lunch & Dinner)
Busy Shift Staff Breakdown: 1 Chef 2 Cooks 2 Bartenders 3 servers
Ralph is a larger-than-life hustler, devoted father, community leader and relentless entrepreneur who’s reinvented himself more than once. He came up working in hazardous materials, (asbestos, cyanide, benzene, the kind of work that “can kill you in a second,”) before selling his company and pivoting into nightlife and hospitality. Now, with Buena Mesa (“good table”), a bold steak-and-seafood concept, Ralph is chasing the dream he’s carried for years. His dream is to create a place rooted in great food, good times, and community, while building something his children can be proud of and possibly take over one day.
The restaurant didn’t start as Buena Mesa. Ralph bet everything on himself: he bought an old Marie Callender’s Building, poured over $100K into turning it into a high-end steakhouse, called “Verdugo’s.” It was his dream come true but sadly he watched it fail when customers didn’t want steak or the fine dining he was trying to create. Instead of folding, he pivoted, rebranding into a latin inspired steak-and-seafood destination that pairs mariscos (fresh, sashimi-style and cooked seafood) with seasoned steaks, so groups can truly “get the best of both worlds.” Today, classic comfort food can also be found on the menu: burgers, tostadas, seafood enchiladas, and pollo pasta can also be found on the menu.
Buena Mesa sees its biggest crowds on weekend dinners, often booking out for large groups and special events. To drive traffic, Ralph has installed a high-end sound system and introduced themed event nights like karaoke, comedy, and live music to bring more people through the doors.
But the dream is bleeding money and Ralph can’t figure out why. He suspects inventory issues, possible theft, waste, giveaways, and servers not properly ringing items. Ultimately he isn’t sure that the inventory and receipts match what’s actually leaving the kitchen…or the building. Maybe someone is stealing inventory? Wasting food? He isn’t sure. The math isn’t mathing. Operationally, the front and back of the house aren’t in sync: servers overwhelm the kitchen, communication tools (like radios) go unused until Ralph gets furious. In the dining room, there’s drama, attitude and inconsistent cleanliness. However, it’s not just the staff. Ralph’s own son and the staff admit the same hard truth: Ralph has a temper. When things don’t go his way he can lose his cool which creates fear, friction and turnover risk in a business that already runs on thin margins. Ralph has been known to get into arguments with his head chef, creating a toxic work environment for everyone else.
The stakes are real. Ralph is behind on bills, and as a sole owner with no partners, there’s no safety net to absorb the losses. Adding to the pressure, the restaurant was recently broken into, with thieves clearing out the walk-in and stealing all the alcohol from the bar. A major blow to an already struggling business. Ralph is working 70–80 hour weeks, barely sleeping, and holding everything together by sheer force of will because his three boys are watching, and he refuses to fail them. If Buena Mesa can’t stop the inventory bleed, tighten its systems, stabilize staff, and turn chaotic “good nights” into consistent profitability, Ralph risks losing everything he’s built.
Issues:
Inventory discrepancies and suspected loss: Ralph believes food and liquor are being wasted, given away, or possibly stolen, as inventory levels don’t align with receipts. It’s especially concerning given rising meat and seafood costs.
No general manager or clear leadership structure: Ralph refuses to hire a GM and instead tries to manage everything himself, leaving no consistent authority on the floor when he’s not present.
Front-of-house communication breakdowns: Servers often overwhelm the kitchen by entering orders improperly or all at once, causing ticket delays, confusion, and frustration on both sides.
Systems not being followed: Tools meant to improve efficiency like radios and ticket protocols are ignored until Ralph loses his temper, making consistency impossible.
Back-of-house waste and costly mistakes: Overcooked steaks, incorrect temperatures, and improper handling of expensive proteins result in food that can’t be sold and directly eats into profits.
Improper storage and labeling of meat: Cuts are sometimes mixed, uncovered, or unlabeled, creating food safety risks and increasing spoilage of high-cost items.
Inconsistent plating standards: Cooks attempt to “get creative” instead of following established plating guides, leading to food being sent back and damaging the brand’s consistency.
Lack of accountability between FOH and BOH: Servers verbally request food without ringing it in, and kitchen staff occasionally comply, bypassing systems designed to prevent loss.
Staff immaturity and workplace drama: Young staff members prioritize socializing, flirting, and personal drama over professionalism, slowing service and hurting guest experience.
Emotional management issues: Ralph’s temper and intense leadership style, while rooted in passion, can create fear, tension, and staff disengagement rather than buy-in.
Inconsistent guest communication: Servers fail to properly manage expectations around long cook times (especially for high-end steaks), leading to comped items, free drinks, and lost revenue.
Owner dependence and burnout: Ralph works 70–80 hours a week, which creates exhaustion and limits his ability to see what’s actually happening when he’s not there.