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Michael Schwartz and Bobby Rutter, the dynamic leaders behind the company Forward the Hospitality Groupmodified the Midwest entertainment scene.
With 12 distinct concepts spanning multiple states and nearly 1,000 employees, their journey is a testament to adaptability, vision and resilience.
Schwartz’s path to hospitality was unconventional. With a background in finance and accounting, he has found success in the corporate world. It worked, but he hated it immediately.
When an entrepreneurial opportunity knocked, he discovered the value of having fun with his work. “I’d rather you do what you love,” he says Shawn Walchefhost Restaurant influencers.
In the mid-Nineteen Nineties, Schwartz partnered with industry veteran Terry Barbu to open nightclubs in Atlanta and Cleveland, two very different cities. He soon learned key lessons about consumer behavior and adapting to local markets. Their partnership continued to supply Schwartz with more opportunities and hone more useful skills.
Bobby Rutter, chief operating officer of Forward Hospitality Group, brought his own style to the partnership.
Drawing from his experiences as law school and country club executives, Rutter understood the importance of building lasting relationships with his clients. “We treated everyone like we needed them next week,” he says.
This attitude has laid the foundation for Forward’s repute as a welcoming and inclusive place.
Reinvention as a business model
FWD Day + Nightclub, the group’s flagship outdoor nightclub in Cleveland, is a masterclass in seasonal reinvention. Open just 16 weeks a 12 months, the venue undergoes an annual makeover to remain fresh and exciting.
“You have a 30-week wait,” notes Schwartz, emphasizing the strategic advantage of limited availability in creating demand. This ever-changing venue is also one of the few places in downtown Cleveland that plays loud dance music until the early morning hours.
Far from being boring, FWD has maintained its status as a nightlife staple for almost a decade.
The team’s efficiency goes beyond seasonal renovations. During the downtime caused by the pandemic, the nightclub industry was hit hard. Many establishments have been closed. Instead of freezing in fear, Schwartz and Rutter used the break to brainstorm latest ideas.
The result was two progressive venues: Good Night John Boy, a ’70s-inspired disco bar, and Welcome to the Farm, a country-themed venue created with musician Chase Rice. The combination of nostalgia and modern entertainment led to other unique concepts, with locations popping up across the country.
Rutter emphasizes how vital it is for every guest to feel valued, no matter their spending habits. “We talk all the time about creating a strong sense of engagement and belonging,” he says.
Even small interactions with staff can shape a guest’s perception.
The company’s attention to detail is captured in the C-SALTS framework: Cleanliness, Sound, Atmosphere, Lighting, Temperature and Odor. This meticulous approach ensures consistency across all venues, whether it’s a nightclub, restaurant or hybrid concept. “It’s about giving the feeling of a complete circle,” Rutter says.
Forward Hospitality Group has introduced the best technologies to optimize operations. This adopted tools resembling Toast for point of sale performance and BeatGig for tracking live entertainment performance. These innovations allow the team to make data-driven decisions, ensuring each event maximizes each guest satisfaction and revenue.
“We spend dozens of hours a week looking at performance data,” Rutter says. By integrating analytics into its strategy, Forward was capable of improve all the things from music programs to staff training.
Despite these advances, Schwartz emphasizes balancing technology with human connection. “We still focus on people,” he emphasizes.
The road to success was demanding. Schwartz recalls the hard lessons he learned early on, resembling overestimating the market for late-night dining concepts in Atlanta and underestimating the operational requirements of scaling a business. These experiences shaped his approach to development.
Schwartz advises businesses of every type to play for the long run from the start. “It’s more important to make less money now and ensure the longevity of the brand,” he says.
Schwartz and Rutter’s commitment to long-term success extends to their team. With a turnover rate that Schwartz describes as “almost zero,” Forward Hospitality Group prioritizes fostering a culture of support and collaboration.
“Our responsibility is to grow smartly,” says Schwartz. Stability is key.
As the company has grown, including recent openings in San Diego and Chicago, Schwartz and Rutter have remained true to their mission. They continually provide unforgettable experiences and value each and every customer. International opportunities could also be on the horizon, but for now the company is committed to refining existing concepts.
Schwartz’s view of business is quite easy, but demanding. “Convenience is boring,” he says. “Be uncomfortable, move forward and don’t be afraid.”
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