GlobeSt.com: Your specialty has been in financing branding andrepositioning or launching restaurants in numerous markets. Howdoes that experience transfer to leading LRG's hospitalitysector?

Bahreyni: First, you want to understand I've worked with Larry(Goldfarb) on many projects prior to this venture. I've workedpretty closely with senior directors of hotels such as Marriott andWestin developing brands for them, expanding brands andrestructuring brands as well as on a consultant basis. We'refamiliar with that entity of it and if anything there has actuallybeen a trend nationally and globally that what (hoteliers) want aregreat top-end restaurants for top-end hotels. And we've also workedfor boutique hotels. We've been down those avenues and also very,very large-scale operations. On the boutique end their move is tobe anchored by a restaurant with a relative high-profile chef, sortof what Tom LaTour did with the Kimpton Group. (LaTour has leftKimpton and launched a boutique resort development firm). The ideais traffic, whether they're guests or not. Hotels are not in thebusiness of running restaurants. But we're at 47% occupancy. Mostof the restaurants are leased deals and it now is far moreimportant for the owner-operator to build the brand of therestaurant against these low occupancies. All depends on the chef.Bistros are an amazing tool to draw people to hotels.

GlobeSt.com: Will you continue to reach out and expandinvestment capital and advisory roles for restaurants, and for foodand beverage?

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