I checked my response.
“Interesting ideas. Let’s discuss before making decisions.”
Kyle had treated that as encouragement.
But the next page revealed something worse.
Under “Current Obstacles,” he’d listed three problems.
Low-spending regulars, outdated family branding, and staff resistance to elevated standards.
I scrolled to the bottom.
“Successful repositioning requires a gradual departure from the restaurant’s original identity.”
I sat back.
Kyle wasn’t merely improving Rosie’s.
He was trying to erase it.
And he’d been using my casual approvals to move the process forward without ever showing me the whole picture.
I called him.
He answered immediately.
“Frank, have you reconsidered?”
“Come back. We need to talk.”
Twenty minutes later, Kyle entered my office.
I turned the laptop toward him.
“What’s this?”
He glanced at the screen.
“Our long-term development plan.”
“You were planning to rename Rosie’s?”
“Eventually. Nothing was finalized.”
“Why didn’t you tell me?”
