22, Halie was seen facing off against a group of rowdy customers at the Waffle House joint in Austin, Texas. I tried working for another sometime earlier this year and they found out I was blacklisted,” Halie says in an expletive-filled rant between puffs of vape. I can’t ever work for Waffle House again. The woman - identified as Halie “B” - has posted a lengthy YouTube video called WHW StoryTime, where she minces no words as she recounts the incident from 2021, Fox News reported. South Carolina woman tries to run over man during fight at Waffle HouseĪ former Waffle House employee who went viral when she swatted away a chair that was flung at her during a wild brawl says she was blacklisted by the chain after she acted in self-defense. ‘Friendsgiving’ diners tip Waffle House waitress $1,125 ‘Wonder Woman’ says ‘I trained at Waffle House’ after viral brawl He estimates if the recession turns into a full-blown depression, “then in a lasting way, we can only operate probably half the restaurants.Jaguars’ Trevor Lawrence describes epic Waffle House order What’s the worst-case scenario? Rogers controls more than 90% of the system now and says he can always shut down more locations, ride out the downturn and reopen when the economy turns around. Otherwise, you’ll be no good for anybody.” “But if our business is 30% of what it used to be, how long can we protect them? You have to save the business. “We’re going to do our best to protect their incomes,” he said. He and other family employees have also given up their salaries until the crisis is over. “We’re deciding about benefits to the hourly associates that aren’t working, but we have to look at the week-to-week cash reality,” he said, explaining how Waffle House’s cash reserves were already used to cover furloughed employees on the management side. Rogers said he won’t pay hourly workers if locations are closed, a contrast to the decisions made at other chains, including Starbucks SBUX. How many people are you sacrificing to the poorhouse?” “If we let this economy keep going the way it's going, we are leading people to ruin. “When you lose the Waffle House, you're losing the local economy,” he said, noting that quarantine and shelter-in-place measures will leave the restaurant industry, along with the broader economy, in a state of disrepair. He’s in the camp of business leaders who are questioning whether “the cure is worse than the ailment ” when it comes to dealing with the spread of COVID-19, putting him at odds with scientists leading the effort to stop it. So far, he’s getting the opposite, he said, and the staunchly right-wing businessman is not the least bit happy about it. “We might need a little of that in reverse now.”Ī Waffle House restaurant in Thornton, Colorado, sits closed after the restaurant chain closed at least 420 locations due to the COVID-19 crisis on March 26, 2020. “As we tried to show them the love over the years in those disasters, it hasn’t always been easy, ” said Rogers. The manager refused, and the firefighters ordered 15 meals instead. A fire department in Georgia tried shutting one location down after Irma struck the state in 2018. When Hugo hit Charleston, Rogers duked it out with a National Guardsman who wanted them to shut down, until the guardsman realized it was the only restaurant open in the area that was able to feed 3,000 emergency workers. During a crisis, it is a source of comfort food, freshly brewed coffee and community for regulars, drivers trucking supplies and first responders, even if they don’t quite get it at first. “We might need a little of that in reverse now.”Ī throwback diner with a devoted cult following that returns over and over, at all hours of the night. “We tried to show them the love over the years in those disasters,” said Waffle House’s Rogers. “We don't have the most creative restaurant concept you've ever seen. “ Most of why we are here today is learning what not to do,” said Rogers. Rogers had planned to open around 80 new locations this year, while Burger King, which franchises 99% of all locations, added 1,000 last year. It fits the slow-growth strategy he has pursued from the start. And he ended the company’s reliance on debt. He created an employee ownership plan that now provides 3,500 workers with a piece of the business. He changed all of it five years later when a financial crisis hit and gas shortages were looming, first consolidating ownership within his family, which now has a controlling share. He was 26 in 1973 when he took the helm of the company that had four family ownership groups, mounting debt and control of only 30% of the locations. He found that when he showed up to help keep the bacon sizzling and the coffee pouring, so did lots of other employees. FEMA’s appreciation for the chain took route a half-century ago, when Rogers took over and began chasing every hurricane, snowstorm and tornado that affected a location.
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