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SPB Hospitality CEO sees major growth in ‘upscale casual’ restaurants

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SPB Hospitality CEO sees major growth in ‘upscale casual’ restaurants

A restaurant industry veteran who has led some of America’s best-known chains sees major growth potential in one segment of the dining business.

G.J. Hart, CEO of Houston-based SPB Hospitality, told FOX Business that the “upscale casual” category is “there for the taking” as the company looks to expand J. Alexander’s, one of the brands in its portfolio.

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Hart, who previously served as CEO of Red Robin, California Pizza Kitchen and Texas Roadhouse, said consumers continue to respond to restaurants that deliver both value and a strong experience.

“It’s a space that, from my perspective, my thesis is that it will continue to resonate with consumers, because you’ve got a pretty decent value for a great experience,” Hart said.

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G.J. Hart, CEO of SPB Hospitality

G.J. Hart, CEO of SPB Hospitality, told FOX Business that the “upscale casual” category is “there for the taking.” (SPB Hospitality)

Hart added, “[J. Alexander’s] has been around a long time and it’s very well respected, has a very loyal guest base. … There’s a ton of opportunity to grow [J. Alexander’s] in those strong markets and build out from those core markets and fill a need that’s out there.”

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Unlike restaurant segments dominated by national chains, Hart said upscale casual is still made up largely of regional operators.

“When you think about who the real players [are] in upscale casual, it’s mostly regional players,” he said. “… Us becoming bigger will help us get stronger in that space, and I think it’s a space that’s there for the taking.”

SPB Hospitality owns a portfolio of restaurant brands including J. Alexander’s, Logan’s Roadhouse and Krystal.

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A view of J. Alexander's.

A view of J. Alexander’s. SPB Hospitality owns a portfolio of restaurant brands including J. Alexander’s, Logan’s Roadhouse and Krystal. (SPB Hospitality)

Hart said the company is preparing to open six to eight restaurants annually as it ramps up its growth plans.

“We’ve got a fairly aggressive plan,” Hart said.

SPB Hospitality is working to ensure it has the infrastructure, training and management pipeline needed to support those new locations, he said.

Since becoming CEO of SPB Hospitality in September 2025, Hart said he has focused on making restaurant operations easier and applying lessons from his time leading Texas Roadhouse, California Pizza Kitchen and Red Robin.

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“The basics are the same,” Hart said, pointing to leadership, communication and giving employees a voice.

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A Texas Roadhouse

A Texas Roadhouse is seen on May 12, 2026, in Austin, Texas. Hart said many of the lessons he learned during his time at Texas Roadhouse, California Pizza Kitchen and Red Robin remain relevant despite the differences among the brands. (Brandon Bell/Getty Images)

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As SPB Hospitality enters its next phase of growth, Hart said the larger challenge is keeping its brands relevant as consumer preferences evolve.

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“What I’ve learned in all these brands and now bring to [J. Alexander’s] and SPB is this idea around relevancy,” he said. “How do you stay relevant for today’s ever evolving consumer and consumer needs and consumer wants?”

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From gold and LIC policy to SIPs and crypto: How investment habits changed from Boomers to Millennials to Gen Z

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In 1994, a young woman joined HDFC in Kolkata and, like many salaried Indians then, began saving a few hundred rupees a month in a recurring deposit. There was no app, no Systematic Investment Plan (SIP), and she knew nothing about the share market. Three decades later, an 18-year-old in Thiruvananthapuram was already six years into investing—using his father’s demat account during the Covid-19 lockdown, before he was old enough to open one of his own.

Between these two decisions lies the story of how India transformed the way its people build wealth. One generation saved because it had few alternatives; the next invests because it has many. That, perhaps more than anything else, is what financial inde pendence looks like.

To understand how all this has played out, ET Wealth spoke to seven investors between the ages of 18 and 67. Their portfolios look wildly differ ent from one another. Each of them started investing in a different India, with different products and a different idea of what money was even for. We explore how today’s young investors differ from their parents.

The careful saver

For 67-year-old Bengaluru-based ad vertising professional Pratap Kumar, building wealth started with saving, not investing. When he began earning in the late 1980s, money was always tight. “Those days salaries were not that high,” he recalls. With two sons to educate and household expenses piling, whatever he could save went into safe and familiar options. Gold was one of them. He regularly put money into jewellery shop instalment schemes. “You paid every month, and after 24 months you could buy gold by adding a little extra money,” he says. He also contributed to his provident fund while working in a salaried job.

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Those savings later helped him build the first floor of his house. When he left his job in 2001 to work on his own, he became an LIC and general insurance agent for a couple of years to earn an additional income while building his business.

ALSO READ | Think Gen Z is financially careless? Their investing habits say otherwise