Careers at PNWRG

Help build the system instead of inheriting it.

We're early. For the right person, that's the interesting part.

We're building our first new restaurant concept in the Spokane area, and looking for a founding General Manager who wants to do more than execute someone else's operating manual. This person will help us build the manual.

See open roles →

Jobs

Open roles

We're early, so the list is short. Every role here helps build the system future locations inherit.

Now hiringRole 01

Founding General Manager / Operating Partner

Help build the restaurant with us, not just manage it after everything's been decided.

Location

Spokane / Coeur d'Alene region, site being finalized

Concept

New fast-casual Mediterranean

Target opening

Q1 2027

Expected pay

$70,000–$90,000+

Target total cash with performance upside · path to six figures

Base: $50,000–$65,000

Ownership

Earn 5–20%, no capital investment

We're building a new fast-casual restaurant around shawarma, gyro, falafel, fresh sauces and a very focused menu built for quality, speed and value.

We're looking for someone who has run a high-volume QSR or fast-casual restaurant and genuinely understands this kind of food, from a kitchen, culinary school, or years of family cooking.

You don't need to check every box. We care much more about the right combination of operator, food person and builder.

Read the full role → Apply

Coming closer to opening

Kitchen and front-of-house roles will be posted here. Want to hear first?

careers@pnwrg.com

The upsideTrailhead

What we're willing to rethink for the people doing the work

Employee ownership↑GM equity→No tipping←Tech built around the operation→Community participation↗

The people who create a restaurant's value should share in it. Here's what we're testing to make that real.

Employee ownership

Restaurant employees create a large share of the value of a successful location. We're exploring practical ways for them to share in the financial upside, instead of reserving ownership entirely for outside capital.

GM equity

A great General Manager can change the economics, culture and trajectory of a restaurant. The best operators should be treated more like long-term partners than interchangeable managers.

No tipping, clearer pricing

Tipping is deeply embedded in American restaurants, but it adds complexity and misaligned incentives. For a quick-service model, we want to see whether simpler pricing and pay work better for employees and customers alike.

Technology built around the operation

Restaurants usually bend their operation to fit their software. We want to reverse that when it makes sense: define the operation first, then buy, customize or build the technology around it.

Community participation

Community support should be more than a donation line in a marketing budget. We're exploring ways for customers, employees and local organizations to see where value goes, and take part in it.

None of these are ideological commitments or finished systems. The point is that we're willing to test them instead of assuming the conventional model is automatically right.