Winnipeg, Manitoba, Feb 11, 2026 – As the hospitality sector embarks on another year of adaptation and realignment, Benjamin Nasberg, CEO of Carbone Restaurant Group, is providing a grounded perspective on what lies ahead for individuals – and how to respond with purpose instead of reflex.

With over a decade of experience in expanding restaurant concepts, managing through pandemic-related disruptions, and guiding teams through growth, Nasberg highlights a transition from one-off partnerships to building large-scale relationships with operating partners, suppliers, landlords, and vendors.

“We’d prefer 500 locations within Walmart with 25 multi-unit partners over 500 locations with 500 individual partners.”

What Changed Recently

Over the past 18 months, the hospitality industry has grappled with rising costs, shifting consumer behavior, and narrower profit margins.

• Year-over-year, average food costs have increased by 18-22%.
• Labor costs now represent 30-35% of restaurant operating expenses, compared to less than 25% prior to 2020.
• Nearly 60% of independent restaurants report reduced operating hours due to staffing challenges.

“The notion that things will ‘return to normal’ is obsolete,” Nasberg explains. “Restaurants are dynamic entities. You must adapt to how people truly behave, not how you hope they will.”

What People Are Getting Wrong

In Nasberg’s view, one of the most significant errors individuals make is pursuing trends without fortifying foundational elements.

“I don’t believe restaurants should strive for perfection,” he states. “A venue that feels vibrant will always outperform one that merely looks perfect in theory.”

Other frequent missteps involve overexpansion, underinvesting in staff development, and disconnecting from daily operations. “You need to have skilled individuals you can trust who are deeply focused on the customer experience.” 

What Is Likely to Get Harder

Looking forward, Nasberg anticipates ongoing challenges in three key areas:

• Costs: Input costs are forecast to increase by an additional 8-10% over the next year.
• Talent: Annual employee turnover in the hospitality sector continues to exceed 65%.
• Attention: Consumers are dining out less often, with visit numbers 12% lower than 2019 levels.

“Growth remains achievable,” he observes, “but it will demand discipline and clear focus.”

What Will Work

Nasberg asserts that success in the upcoming year will stem from simplicity and discipline.

“Growth is only effective when the foundation is strong,” he states. “When the culture is healthy, the business can manage pressure. When it’s not, even minor issues become overwhelming.”

He also highlights strategic partnerships with high-foot-traffic landlords—think Walmart—percentage rent structures, smaller physical spaces, and leadership engagement as areas where individuals can gain an edge. “The best ideas are typically the simplest ones, those that address real problems right in front of you.”

Three Scenarios for the Year AheadOptimistic Scenario

Costs stabilize and consumer confidence improves.
Best individual actions:

• Allocate time to team training and leadership development
• Refine existing concepts rather than launching new ones
• Strengthen local partnerships

Realistic Scenario

Margins stay tight and growth is selective.
Best individual actions:

• Slow down decision-making processes and rigorously test new ideas
• Spend more time engaging in daily operations
• Prioritize retention over expansion

Cautious Scenario

Costs rise further and consumer spending weakens.
Best individual actions:

• Streamline menus and operational processes
• Reduce complexity in roles and systems
• Protect company culture before cutting resources

Nasberg encourages readers to act with intention rather than react impulsively.

“You don’t need to act faster. You need to act with greater clarity,” he says. “Select the scenario that aligns most closely with your circumstances, commit to the corresponding actions, and remain consistent. That’s how momentum is built.”

Readers are urged to identify which scenario best fits their current reality and follow the recommended steps over the next 12 months.

About Benjamin Nasberg

Benjamin Nasberg is a Canadian entrepreneur based in Winnipeg and the CEO of Carbone Restaurant Group. He started working in restaurants at age 16 and later played a key role in expanding Carbone from a single location to a multi-venue hospitality group. He is also the founder of the Restaurant Emergency Support Fund and a co-creator of the Westland-Carbone Culinary Scholarship. Nasberg is known for his pragmatic leadership style, emphasis on culture, and community-focused business approach.

Contact: benjaminnasberg@emaildn.com