His name was Kyle Brenner.

Kyle was thirty-four, held a business degree from Rutgers, and had previously worked for several restaurant chains.

He wore expensive shirts, spoke confidently, and filled our meetings with phrases like “revenue optimization” and “improving customer turnover.”

I didn’t fully understand his corporate language, but his previous financial results were impressive.

During the interview, he shook my hand.

“Frank, I’ll treat your restaurant like my own. You focus on expanding the business.”

I believed him.

At first, the results seemed excellent.

Sales increased.

Expenses decreased.

Every Monday, Kyle emailed professional reports filled with attractive charts.

I’d glance at them late at night and feel relieved.

Then the complaints began.

One came from Walt Henshaw, a seventy-four-year-old customer who had eaten breakfast at Rosie’s almost every weekday for nine years.

He always ordered two eggs, rye toast, and black coffee.

His email was short.