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Stark restaurant empire built with focus and purpose

  • Mark and Terri Stark at Stark's Steak & Seafood, in Santa Rosa on Tuesday, July 8, 2014. The couple also owns Bravas Bar De Tapas, Willi's Wine Bar, Willi's Seafood & Raw Bar, and Monti's Rotisserie & Bar, and are getting ready to open a sixth restaurant in Sonoma County.
    (Christopher Chung/ The Press Democrat)

Michael Hirschberg recalls the naysayers a decade ago watching Mark and Terri Stark open their second restaurant, a seafood eatery in Healdsburg featuring raw oysters.

How, the critics wondered, could the Starks stay focused on quality at their year-old Willi’s Wine Bar in Santa Rosa while trying to make a success of a second establishment? Hirschberg, the former owner of such top-rated restaurants as Matisse and Mistral, understood the question and likened the couple’s challenge to a person trying to spin more than one plate at a time.

But the Starks opened Willi’s Seafood & Raw Bar in 2003, and they didn’t stop there. By 2012 they had five unique restaurants in operation. And, if all goes as planned, by year’s end they will open their sixth at the former Italian Affair on Santa Rosa’s Fourth Street.

Hirschberg, who now does bookkeeping for nearly 30 restaurants, including the Starks’ businesses, puts the couple in a league of their own.

“I’ve never seen anything like this in 40 years,” he said.

The Starks have kept the plates spinning, building a realm of restaurants that now employs 280 workers. They did it not by finding one great concept and replicating it in several locations. Rather, they have gambled on opening distinct restaurants, including Willi’s Wine Bar, generally regarded as the county’s first “small plates” restaurant. The eateries of Stark Reality Restaurants include a steak house, a Spanish tapas bar and soon, a “modern tavern” featuring a taste of Americana, especially “lots of poultry.”

After years of studying restaurants, Mark Stark concluded that the couple’s eateries would not try to be “everything to everybody,” like a Cheesecake Factory. Instead, each one would be focused on a single concept.

“The successful restaurants were the ones that had a focus. They had a focus and they had a purpose,” he said.

When training staff, he reminds them that the company’s success depends on “being better than the guy next door.”

“We’re not here to make money,” he tells them. “We’re here to be good.”


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