“Putting People First” Pays Dividends for Workers at Extra Extra

Cooperation Buffalo’s Cecilia Johnson interviews Bridget Murphy and Gabriel Burgos Nieves

Extra Extra is the first and only tipless pizza and wine bar in WNY, and they’re also a worker-owned cooperative. In Fall 2020, founders Bridget and Joey participated in Cooperation Buffalo’s Cooperative Academy where they learned the basics of starting and running a cooperative business. Every year since, at least one worker from Extra Extra has participated in our Cooperative Academy or Cooperative Fellowship program as part of their pathway to ownership. Extra Extra has been serving hot slices from their Five Points neighborhood storefront since August 2022. Their delicious, innovative pies and the chill, homey vibe of the restaurant made them an immediate hit in a city filled with great pizza! Since the founding of the business, the worker-owners of Extra Extra have made a conscious decision to “Put People First,” an approach rarely seen in the business world and even less so in the service industry. We talked to worker-owners Bridget Murphy and Gabriel Burgos Nieves about this philosophy, what it means to them, and the different ways it guides their business practices.

What does “Put People First” mean to you? Why is this philosophy important to you?

Bridget: When the pandemic hit, Joey and I found ourselves feeling very frustrated with the state of the restaurant industry. We were laid off from our jobs, filing for unemployment, looking for work under precarious conditions, and kept asking ourselves “why don’t [employers] care about me? Why am I never considered?” We started this business by centering the worker instead of the customer.  “Put People First” can include the customers and partners, but the reason Extra Extra is extra special is because of the people behind it, and we want to honor that.

Gabriel: We’ve come to look at our work as something that facilitates our well being. Having a career that allows us to have a life outside of work is important to us.

Bridget: We are always thinking of the wellness of the business AND the wellness of the workers. This helps to reduce the conflict between boss and worker, since we don’t see their interests as being at odds. Our technical skills are in food and beverage, but we want to create a community space, because happy workers are better workers!

What are some ways you all have implemented this philosophy both internally and externally?

Bridget: Two of our policies–that we don’t take tips or reservations–both serve to change the power dynamic between server and guest. We also have implemented this policy through providing a 401(k), and closing the restaurant for life events.

Gabriel: When things happen in our personal lives, we are able to change and mold the business to serve us. For example, closing for Soon-Ho’s wedding, Bridget and Joey cutting hours while welcoming a baby… changing business hours and finding ways to share the workload.

Why is this important to you and to Extra Extra?

Gabriel: I come from a big family with the norms that we do everything together. The food and beverage industry creates the same feeling of togetherness. And while I enjoy much of the work, it is often unsustainable. COVID shook up my life and caused me to look at things differently. I wanted to create a space that is sustainable and creates a positive effect on myself and my community.  I have always questioned “why do we do things this way?” at other jobs, which was not always welcomed. But this has always come from a place of wanting the team to be successful so the business could be successful. 

Bridget: “Put People First” can apply in local politics, the doctor’s office, and everyday life! If I’m going to work in food and beverage, I need to align my work with my values. How do we build a hospitality space that works for us, and not the other way around?

What have been some of the advantages/benefits/upsides of worker ownership?

Bridget: I love the collaborative aspect of it. I was always looking for this in other workplaces. Working with people that have a similar outlook is fun, and leads to much better decisions.

Gabriel: It is great to be able to share the workload. We are passionate about making this work, whatever that looks like, and we are able to lean on each other and each other’s experiences, and can be flexible.

What have been some of the challenges of worker ownership?

Bridget: Decision making takes time! We are still figuring out the best balance that works for us.

Gabriel: Ambiguity. You must be very specific about who does what task. Who decides? Who executes? Making sure that is spelled out. Conflict can be difficult, so understanding who is accountable to who, and who can critique who in a cooperative setting is also important.

Bridget: Communication is ongoing! We meet every month to make sure we are communicating about all aspects of the business to the employees.

What have been some of the challenges of applying this philosophy?

Bridget: It’s a lot easier and faster to manage in a hierarchical restaurant. To lead with empathy and compassion takes time and more labor. We consider this additional labor when pricing our food.

Gabriel: It is easy to fall back to ways that traditionally “worked,” instead of finding ways to implement the “Put People First” policy which might require making more changes or doing new things.

Bridget: For example, what if two people’s wants/needs are at odds? Interpersonal dynamics are always a challenge, and there is always more work than capacity. “Put People First” has sometimes led to the worker-owners picking up the slack [from employees], which is not tenable long term. As a result we’ve learned to share our struggles with our staff directly. Having honest, open communication with our workers has helped us find balance.

Gabriel: Being open about our struggles in management has also encouraged the workers to take more ownership and interest in the running of the business.

What are some of the successes and positive outcomes of this philosophy?

Gabriel: We have a great retention rate! 50% of staff have been here since the beginning. We get feedback from customers that it looks as though we like what we are doing.

Bridget: Yes, we have many Google reviews that mention the staff and atmosphere because it has stood out so much.

How does this philosophy make for a strong and successful business?

Bridget: It's important for us to have happy workers because it makes for a better and more efficient business, which creates a good experience for the customer and the staff. We get ideas from everyone–which means we get lots of good ideas. Instead of everything falling on just one or two people’s shoulders, we have a strong foundation of workers that can help us!

Gabriel: We see this in action in how our staff functions every day. I know that I can focus on my tasks because I know my co-workers are taking care of their stuff. The community has responded to our philosophy, and it keeps them coming back.

How has democracy played a role in enacting this policy?

Gabriel: Everyone has a voice. This is not traditional in a restaurant (or other business). When we ask someone to take on a task, we consider their current workload. Can they take this on? Do they have the skills? Are they willing to take it on? Staff knows and trusts that we are thinking about them, and that their thoughts and questions are welcomed. 

Bridget: All of our new processes or foods are introduced on a temporary basis so we can tweak and make changes. The “why” is always explained to everyone from the beginning, and this helps people get on board. Knowing we can always change a decision also means there is less pressure around it.

Do you have any words of advice for others?

Bridget: We are often approached by others asking for advice. (1) You can’t be a successful co-op if you are not a successful business. We really focused on our projections and financial decisions, especially at the beginning. (2) By leading with our values, that resonates with people and customers and workers come here because they know we are a safe welcoming place. Don’t be scared to say it with your whole chest!

Gabriel: Planning doesn’t stop once you open. Make sure to carve out time to do long term planning and pivoting. Having regular spaces for people to discuss these things can strengthen and change your trajectory for the better.