Grumpy’s Restaurant Featured In “NextGen Brand Builders: Daniel DeLeon Reveals Grumpy’s Recipe for Retention” On FSRMagazine.com
As the brand eyes expansion across the Southeast via franchising, DeLeon reflects on the company’s culture-first foundation and lessons in leadership in this exclusive Q&A.
In an industry where burnout and turnover are often the norm, Grumpy’s Restaurant is proving that putting people first isn’t just good ethics—it’s good business. Based in Orange Park, Florida, the award-winning franchise has earned a loyal following from both guests and employees by building an environment where staff feel supported, valued, and empowered to grow.
At the helm is president and CEO Daniel DeLeon, whose leadership philosophy centers on empathy, transparency, and balance. An evident example of that is during COVID, when DeLeon gave up his own salary to create an employee relief fund. That resulted in a 100 percent retention rate throughout the crisis. “It wasn’t about optics; it was about doing what was right,” DeLeon says.
The breakfast and lunch diner concept was created in 1999, and is rooted in traditional Americana southern hospitality. Core to Grumpy’s DNA is scratch home-style cooking and “serving a hungry-person’s portion at a working-class price.” Plus, each location closes at 2 p.m. daily, a model that gives team members the rare ability to work in hospitality while maintaining evenings with family.
The brand also promotes heavily from within—a tell-tale sign of a solid company culture. Three examples: Courtney Smith started as a server in 2018 rose through the ranks to vice president of operations. Angela “Angie” Brown began as a host and now serves as assistant general manager at Orange Park. And Margie Murphy, who joined in 2002, has worked as a server, manager, and now proudly holds the title “Queen of Grumpy’s.”
As the brand eyes expansion across the Southeast via franchising, DeLeon reflects on the company’s culture-first foundation and lessons in leadership in this exclusive Q&A with FSR.
Editor’s Note: This is the first article in our new biweekly Q&A web series called “NextGen Brand Builders.” The collection will spotlight executives shaping the identity, values, and future of full-service restaurants; the ones who are building today’s most compelling NextGen Casual brands from the inside out.
FSR: Grumpy’s is often described as more of a family than a workplace. What intentional steps have you taken as CEO to build and sustain that culture?
DeLeon: At Grumpy’s, culture is everything. From the start, I’ve focused on building an environment where people are family and feel respected, supported, and empowered. We operate with transparency and lead with heart. Our “people-first” approach includes a true open-door policy, celebrating milestones, promoting from within, and ensuring our team has the tools to grow personally and professionally. Closing at 2 p.m. each day reinforces our commitment to work-life balance, something rare in hospitality. That structure has created a workplace where people don’t just show up, they belong.
FSR: During COVID-19, you gave up your salary to support employees and achieved 100 percent retention. What motivated that decision, and how did it impact your team long term?
DeLeon: Our team is the heart of this brand. When the pandemic hit, there was no question—we were going to take care of our people. Donating my salary to an employee relief fund was the least I could do. It wasn’t about optics; it was about doing what was right. The impact was long-lasting: we kept every team member on payroll, strengthened trust, and emerged with even greater loyalty and camaraderie. That moment cemented our culture of compassion and resilience.
FSR: How do you define leadership in a full-service restaurant setting, and how has your approach evolved over time?
DeLeon: Leadership in restaurants isn’t about titles, it’s about presence. It means showing up, setting the tone, leading by example, and genuinely caring about your people. Early on, I was laser-focused on systems and structure, but I quickly realized that great culture drives everything. Now, I define leadership as the ability to lift others, listen with intention, and develop future leaders. Empowerment, empathy, and accountability are at the core of how we lead today.
FSR: The stories of Margie, Courtney, and Angie show a clear path for internal growth at Grumpy’s. How do you create opportunities for advancement within the company?
DeLeon: We’ve built a system that sees every team member as a future leader. Our training programs, mentorship approach, and internal promotion pipeline are designed to elevate talent from within. We identify high-potential individuals early and invest in their development, whether that’s through cross-training, leadership coaching, or preparing them for franchise ownership. Their success is our greatest reward.
FSR: What systems or philosophies do you have in place to ensure team members feel supported, not just as employees, but as people?
DeLeon: At Grumpy’s, we lead with empathy. We understand that our team members are people first, employees second. We’ve created a culture where life outside of work is respected, whether someone needs time for family, school, or personal growth. Regular check-ins, flexible scheduling, and genuine care are baked into how we operate. Our philosophy is simple: take care of your people, and they’ll take care of everything else.
FSR: How does closing at 2 p.m. support Grumpy’s mission around work-life balance—and how has that shaped your employee retention?
DeLeon: Closing at 2 p.m. is one of the most important decisions we’ve made. It allows our team to work in hospitality without sacrificing time with their families or personal lives. It’s created an environment where our people stay longer, perform better, and show up happier. In an industry notorious for burnout, this model has been a game changer for retention, morale, and recruitment.
FSR: Can you give an update on the franchise growth of Grumpy’s, and what markets/areas you’re targeting next?
DeLeon: Grumpy’s Franchise is growing steadily and intentionally. We’ve established a strong presence in Northeast Florida, and are now planning expansion into Central Florida, South Georgia, and other Southeast markets. We’re focused on quality over quantity, ensuring each new location is operated by franchisees who embody our culture, mission and vision. The goal is to grow while protecting the soul of the brand.
FSR: How do you ensure the same strong culture travels with each new franchise location?
DeLeon: We don’t just hand over a manual, we share a mission. Our franchisees go through hands-on training, are embedded with our corporate team, and are supported every step of the way. We make sure they understand that culture isn’t a checklist; it’s a daily commitment. We look for partners who lead with heart, value community, and treat their people like family—because that’s what Grumpy’s is all about.
FSR: What qualities are you looking for in future franchise partners as the brand continues to grow?
DeLeon: We’re looking for passionate operators who care deeply about hospitality, team culture, and community impact. Experience is helpful, but alignment is essential. We want franchisees who are coachable, people-focused, and committed to building something meaningful, not just profitable. The right partners view Grumpy’s as a legacy business, not a quick venture.
FSR: Grumpy’s has won “Best All-Around Restaurant” in Jacksonville for six years. What do you think makes the guest experience so memorable?
DeLeon: It’s the feeling guests get when they walk through our doors. From the warm greeting to the made-from-scratch meals to the attention to detail, we create an experience that feels nostalgic, comforting, and personal. We treat every guest like family and make sure no one ever leaves Grumpy. That consistency and heart are what people remember, and what brings them back again and again.
FSR: Comfort food is at the core of Grumpy’s. How do you keep the menu fresh and fun while staying true to that nostalgic identity?
DeLeon: We honor the classics while having fun with innovation. Our core menu is rooted in diner staples, but we constantly rotate daily blackboard specials that reflect seasonal flavors, local favorites, and a little creativity—think Fruity Pebbles Waffles or Surf & Turf Benedicts. It keeps the menu exciting while staying true to who we are: a place where comfort meets creativity.
FSR: What role does community play in your day-to-day decisions—from hiring to menu development to expansion?
DeLeon: Community is at the center of everything we do. We hire locally, listen to our guests, and give back in meaningful ways. Whether it’s hosting pantry giveaways, feeding frontline workers, or donating time and resources to local nonprofits, our decisions are made with community impact in mind. We’re not just building restaurants, we’re building relationships.
FSR: What are your long-term goals for the brand? Do you envision national expansion, or will growth remain focused on Florida for now?
DeLeon: Our long-term vision is to become America’s favorite hometown diner. While Florida remains our base, we’re building the infrastructure for regional—and eventually national—growth. That said, we’re not chasing numbers. We’re focused on growing with integrity, choosing the right markets, and partnering with people who truly understand what Grumpy’s stands for.
FSR: What are you most proud of as CEO of Grumpy’s—and what still drives you every day?
DeLeon: I’m most proud of the lives we’ve impacted—our team members who’ve grown into leaders, our franchisees who’ve built thriving businesses, and the communities we’ve been able to serve. What drives me every day is the opportunity to build something lasting. Grumpy’s isn’t just a restaurant, it’s a platform to make a difference in people’s lives. That purpose keeps me hungry for more.
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