Danny Meyer, a prominent figure in American hospitality and restaurateur behind landmarks such as Eleven Madison Park, Gramercy Tavern, and Shake Shack, reflects on decades of successes and setbacks in his forthcoming memoir, "What Could Possibly Go Right?" set for release on Sept. 29. Over a 41-year career, Meyer has influenced the restaurant industry through his emphasis on detailed service and innovative approaches to hospitality management, while also mentoring noted chefs including Tom Colicchio and Daniel Humm.
Meyer, 68, who recently stepped down as CEO of Union Square Hospitality Group but remains chairman of Shake Shack, has built an empire that spans fine dining establishments and a global fast-casual chain with over 700 locations generating more than $1.45 billion in annual sales. Known for his philosophy of “Enlightened Hospitality,” Meyer prioritizes employee well-being as the foundation for exceptional guest experiences, a principle that extends beyond restaurants to corporate clients such as Delta Air Lines and Marriott International.
Despite his reputation, Meyer candidly discusses a lengthy list of misjudgments, including the unsuccessful launch of cold-pressed juice bars in Equinox gyms and hesitation to close the unprofitable Tabla, a New York restaurant blending Indian and French cuisine. He also admits to challenges in balancing ambition and operational desire, citing his decision to back Martina, a Roman-style pizza chain, despite reservations about scaling a concept without sufficient soul.
Meyer’s tendency to delay negative decisions stems from his self-described people-pleaser nature. He acknowledges this trait is common among hospitality professionals, all of whom struggle with saying “no” when needed. Some of his more public gambles met resistance: the 2013 switch to fresh-cut fries at Shake Shack led to customer dissatisfaction and a reversal to frozen fries the following year; and a controversial 2014 experiment to remove tipping at his restaurants by raising menu prices provoked backlash from customers and staff, ultimately prompting a return to tipping after the pandemic.
The memoir also reveals Meyer’s reflections on broader social issues. He notes the group’s slow response during the #MeToo movement to allegations of staff misconduct, the decision to return $10 million in federal COVID relief funds amid criticism of chain restaurants benefiting disproportionately, and the company’s efforts to reckon with racial justice concerns following the death of George Floyd.
Beyond professional challenges, Meyer shares personal insights that shape his approach to business. Raised in St. Louis with complex family dynamics—including a distant relationship with his late father—Meyer overcame early setbacks such as college rejections and financial hardships. He credits these experiences with deepening his resilience and empathy.
Colleagues and contemporaries offer varied perspectives on Meyer’s impact. Chef Tom Colicchio, who once clashed with Meyer, acknowledges his significant contributions and leadership. Fellow restaurateur Keith McNally expressed appreciation for Meyer but described his restaurants as “soulless,” though Meyer responded with humor to McNally’s later compliments.
Currently, Meyer remains active in expanding his portfolio, overseeing new ventures such as Ci Siamo, which plans to open in Boston, and pursuing investments in diverse concepts including Salt & Straw, Resy, and even indoor golf. He describes this period as an opportunity to prove he still has “another song up my sleeve,” balancing reflection with ongoing innovation.
Meyer’s story is marked by a blend of optimism, meticulous attention to detail, and a willingness to learn from failure—qualities that have shaped his legacy in the competitive world of hospitality.