At Kin’s prix fixe restaurant, the menu changes every five weeks, and it’s always a group project.
Having five or more staff members work together to brainstorm a tasting menu, divide up the cooking, and gather ingredients may seem like a recipe for disaster, but Kris Komori and Remi McManus, the co-owners of Kin, don’t mind the challenge. Collaboration is integral to their restaurant, even if it requires some trial and error.
“We don’t necessarily have general managers and things like that,” McManus said. “We all work as an entity and as a unit.”
This mindset even extends to how Komori and McManus tackle payroll and prioritize pay equality. The owners offer all full-time staff a salary with benefits like paid time off and health insurance. This differs from the typical restaurant model in which some staff receive the minimum wage for tipped workers, while mainly relying on optional gratuities.
In a rapidly changing industry known for burnout and top-down management, Kin’s approach to work culture might be less common. But Komori, who’s also Kin’s head chef, said the Boise restaurant had always been an outlier.
“We’re not trying to change an entire restaurant industry or even Boise itself, but we did know that we could create something a little bit different,” Komori said.
Their efforts have paid off. In 2023, Komori won a James Beard Award, and in 2024, Food & Wine listed the restaurant as one of the top 20 restaurants in the country.
On separate calls, Komori and McManus spoke with Business Insider about how they foster employee well-being at Kin — and how other restaurants can adopt a better workplace culture, too.
This interview has been edited for length and clarity.
Business Insider: Tell me a bit about Kin’s work environment. How do you try to set yourself apart when it comes to employee well-being?
Remi McManus: For years in the restaurant industry, there’s been a big discrepancy in pay, especially from the front and back of the house. We try to develop equality through equal pay for all staff members. Our goals have been to develop more professionalism in the industry in Idaho and provide for our staff and our community more than we used to at my previous restaurant, State & Lemp.
Kris Komori: Part of the core competency of the business is connecting to our guests and community, but it’s mostly about connecting with our crew. It’s still long hours and stressful at times, but if we can have people be excited to come to work instead of dreading it, it’s just a happier place to be.
How have you developed a sustainable business model that can account for having staff on salary?
McManus: It’s important for employees to take ownership of their duties. This means engaging them in different responsibilities that play to their strengths and discussing things they would like to see done in the restaurant. We have a graphic designer who is a service staff member and helps us to do social media posts and graphic design for menus. We’ve had a bartender who moved on to be our full-time bookkeeper. We have individuals who have experiences outside the restaurant that we can utilize to change the dynamic of what this space really is. While most people see us as a restaurant, we see ourselves more as a community engagement center with food and beverage as the vehicle.
Komori: Since our tasting room is reservation-only, we know how many people are coming in and what their allergies or dietary restrictions are. Based on our capacity, we also know how much to order and prep. We can be efficient on the cost of goods and then put that into the payroll.
Why do you think a community-focused work culture is a less common approach in most kitchens and restaurants?
McManus: It’s very expensive. Restaurants are fairly transient, and other owners don’t potentially have the time or desire to invest as much into their employees. We’re called Kin for many reasons, but one is because 100% of the staff that was with us at State & Lemp came over to Kin. It felt like we were a family creating a new establishment.
Komori: One reason why a lot of places don’t do it is because you have to also get a lot of buy-in from the team in terms of rotating schedules, knowing that everyone deserves the time off. Sometimes that requires stepping in. If someone’s on vacation, then everyone’s got to pull a little bit more, but then you yourself go on vacation and the other people do that for you.
It’s a compromise to staff saying you can have a career, sustainable finances, and days off in a restaurant. Because we have more people on staff, we can rotate schedules. As long as everyone has buy-in and supports each other, it works really well.
How does prioritizing collaboration and creativity help foster a more welcoming workplace?
McManus: Any employee wants to feel like they’re valued at work. Because we are a small staff, we’re able to engage with them on a day-to-day basis. Whether it be collaboration on a dish or activities outside the workplace, developing these intimate relationships is baked into our ethos.
When we come up with menu ideas, it’s not necessarily just Kris or myself. Being able to rely on the individuals that have been here for years and also some of the new individuals for ideas is probably the best thing that we can do. People who have been doing something over and over and over again for years — they need new ideas. The collaboration process is probably one of the most effective things that we have in the restaurant right now.
Komori: Everyone that comes in here wants to create. What’s cool about our tasting room is that it starts with one dish, but over time, the staff is creating dozens of dishes, and they start to notice their own style. They’re also learning how to plan, order at a cost, and write a prep schedule. It’s really important because probably a quarter of the kitchen will want to have their own place, or at least become a chef with their own team. It’s a lot to change the menu, but it’s also fun.
How can other chefs and owners adopt this workplace culture and sustain these practices?
McManus: We accept gratuities, but we use them to fund the salaries. I believe, in some larger cities, there are restaurants that have gone away from optional gratuities and just added them to the bill or increased the pricing so they can have a similar pay structure.
Komori: We’re always wondering if the way that we’re doing things is the best way to do it. You just have to be wanting to change. You ask your staff, “Hey, we want to try something to benefit the business and to benefit you. Are you willing to experiment with it?” And then you course-correct.
We have good retention, and our guests are happy to support a place trying to healthily and sustainably support its crew. So we get loyalty from customers, which stabilizes the revenue and helps sustain the system.
How do you think restaurants can be more than just places to eat and places to work for guests and staff?
McManus: It just comes down to culture. If you take the time and energy to learn more about the staff, have those conversations, communicate, and give ownership, then that shows in the staff members and that shows to the guests and community.
Komori: Partly the reason we’re named Kin is not only because we try to be like a loose-knit group of people that really align with each other, but also we want to have a feel like we’re inviting people into our home. Because of that, we know a lot about our regulars. Sometimes we feel like a restaurant, but other times, we’re more than a restaurant — we just happen to have our product be food and beverage. If we’re going to work so hard, we want to feel good about it, and just cooking for someone over and over and over behind a wall, you lose that connection.
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