In our latest webinar, Double the Haus Power: Proven Strategies for Scaling Business with Your Partner, we had the pleasure of speaking with Andi and Damon Ott, a couple who are franchise owners of multiple Dog Haus locations. They shared valuable insights into how they’ve successfully scaled their business, focusing on essential operational strategies, employee training, and the critical importance of maintaining a positive workplace culture. If you’re looking to grow your business, these actionable tips from Andi and Damon are exactly what you need.

Question: You mentioned trial and error during your early days of running Dog Haus. What was one of your biggest lessons learned?

Response: Absolutely. One of our biggest mistakes was not getting a CPA early on. We used our retirement funds for our cash injection, but because we didn’t structure it properly, we ended up paying a lot in taxes. We should have hired a CPA at least a year before opening to help us with that strategy. Another key lesson was creating systems as we went along, but that came with its own set of challenges.

By March 2020, we were optimistic. We thought we were going to be in the black that month. But then COVID hit, and everything changed. We had to shut down for three weeks and lost a lot of money. It felt like starting from scratch all over again.

Question: Do you think being relatively new at the time helped you adapt more easily?

Response: Absolutely. Because we were still in the early stages, we weren’t as set in our ways. Our ability to pivot and adapt was crucial. However, on the back end, we faced many challenges, from developing standard operating procedures (SOPs) for staff to figuring out technology integrations. For example, I spent many nights manually closing the restaurant, tweaking spreadsheets to figure out what data we needed to track, especially since we were handling cash tips at the time.

Question: Speaking of back-end processes, what tools or strategies have been essential for communication within your business?

Response: Initially, we used GroupMe for team communication. But over time, we transitioned to using 7Shifts, which integrates scheduling and communication. Transparency is a big part of our culture. We share almost everything with our leadership team, from goals and challenges to sales numbers. It builds trust and gets the team more engaged.

Question: Transparency can be a double-edged sword for many business owners. What benefits have you seen from sharing so much information with your team?

Response: Our team gets excited when we hit milestones. For example, during the summer of 2020, we started breaking sales records, and we shared those numbers with the team. They took pride in their hard work and were motivated to keep pushing. Celebrating wins, like buying Crumble Cookies for the team, kept them engaged. Because of this, we’ve experienced lower turnover than the industry average.

Question: Let’s talk about working together as a couple. How do you divide responsibilities and handle conflicts?

Response: We’ve learned to stay in our lanes. I (Damon) handle more of the in-store operations, while Andi takes care of admin, HR, marketing, and strategy. We’ve developed a lot of respect for each other’s strengths. It wasn’t always easy—we even went to marriage counseling a few years after opening. The sessions were mostly about improving our communication regarding work, and it’s made a big difference. It’s all about respecting each other’s roles. We consult each other, but ultimately, whoever’s lane it falls into has the final say. That division of responsibility keeps things clear and helps avoid major conflicts.

Question: What advice would you give to other couples running a business together?

Response: Communication is key. We learned to set boundaries and to not take business disagreements personally. We’ve also learned that it’s okay to agree to disagree. Staying in your lane is essential. And respect. Respecting your partner’s strengths and letting them take charge in their area of expertise is crucial for both the business and your relationship.

Question: Let’s pivot to training and operations. With the industry’s high turnover rates, what are your key strategies for training new staff effectively?

Response: We focus on setting brand standards right from the start. I’m hands-on during the training process to ensure consistency. We’re honest and transparent with our staff, which helps them understand what’s expected. Those who align with the culture stay, and those who don’t naturally filter out. We also have a lot of documented processes, including SOPs. Being part of a franchise helps with that, but we’ve developed our own processes over time as well. It’s all about creating a strong foundation for the team.

Question: What are the key elements you focus on when training new staff?

Response: We’ve set up brand standards from the very beginning and stick to them. I’m hands-on during the training process, ensuring that new hires understand the policies and procedures. We’re firm but fair, and that consistency helps employees know exactly what’s expected of them. If they don’t fit into the culture, it’s clear pretty quickly.

We’ve developed a lot of documented processes and SOPs, which are essential. As a franchise, we utilize training materials from corporate and a platform called One Huddle for training games. Accountability is key for us, and we regularly provide feedback through reviews and check-ins to help staff close any gaps in their performance.

Question: How do you handle feedback and communication within your team?

Response: Transparency is crucial for us. We believe in empowering our managers to take ownership, which sometimes requires having difficult conversations. If someone isn’t meeting expectations, we address it right away. We aim to avoid holding onto resentment or frustration, instead focusing on clear communication to keep everyone aligned.

Question: What challenges do you face when hiring and retaining great talent in the restaurant industry?

Response: It’s incredibly difficult to find and hire great talent right now, but we focus on ensuring that the right people are coming through the door. A good interview process, strong training, and holding people accountable helps create an environment where employees feel comfortable, safe, and understood. We also emphasize creating a positive work culture, which leads to happier employees and better service.

Question: What do you look for in new hires? (hear Andi and Damon’s response in the video below)

Response: I rely heavily on gut instinct when interviewing. I want to meet people and get a feel for their energy and personality. We don’t focus solely on resumes; instead, we’re looking for candidates who fit our culture. We use WorkStream to automate much of the hiring process, which allows us to spend more time on the personal interactions that are so important in the restaurant industry.

Question: What daily management practices have improved your operational efficiency?

Response: Checklists have been a game-changer for us. We have morning, afternoon, and closing checklists that help keep everyone on track. By holding employees accountable to these tasks, we’ve conquered about 75% of our day. It’s important to involve the team in creating these checklists, ensuring that they’re practical and effective.

We believe in involving our team in problem-solving. While I (Damon) can set targets and identify problem areas, I’m not always the best person to come up with the solution. We encourage our employees to bring us their ideas and participate in shaping the way we do things. That engagement helps us create a better work environment.

Question: How did you manage the jump from one to two locations, and then to three?

Response: Expanding from one location to two was a huge leap, and it required us to rethink many of our processes. We reviewed everything—from payroll providers to operational systems—and made changes that would allow us to scale. TipHaus was one of the changes we made to streamline tip distribution, and it’s been a huge time-saver. We’ve also focused on centralizing our resources, so our team has easy access to the information they need.

Question: How do you ensure that new locations maintain the same values and standards as your original store?

Response: It all comes back to the training program. If you set the right standard from the beginning and stick to it, it creates a strong foundation for each new location. I believe in being firm but fair, and making the work environment fun. That combination helps employees adapt and thrive.

We’re very hands-on with our business, but as we expand, it’s impossible to be everywhere at once. That’s why it’s so important to have strong processes and to trust our team to uphold the standards we’ve set.

Question: What software tools do you use to streamline operations?

Response: In addition to TipHaus, we use platforms like WorkStream for hiring and 7Shifts for scheduling, manager logs, and employee records. We also use Zippy Yum for prep, inventory, and ordering. We make it a priority to fully utilize the functionality of these tools to maximize efficiency.

The Dog Haus journey, led by Andi and Damon Ott, who own three thriving locations, is a powerful example of what dedication, clear communication, and strategic scaling can achieve. From maintaining consistent brand standards to embracing transparency and leveraging the right technology, their approach to growth is both practical and inspiring. Whether you’re opening your second location or your tenth, these insights from our webinar, Double the Haus Power: Proven Strategies for Scaling Business with Your Partner, offer a solid foundation to build upon.

Learn how TipHaus can save you hours of manual labor by checking out our case studies here.