By: Joselin Estevez

The restaurant veteran discusses operational excellence, strategic partnerships, and scaling premium hospitality in America’s most competitive dining market.

In Manhattan’s competitive restaurant landscape, where concepts frequently rise and fall, Emir Mrkulic has quietly built something that stands apart from the industry’s typical failure rates. His Upper East Side steakhouse, Catch n’ Chop, is more than just another dining establishment—it’s a model in operational discipline, strategic vendor relationships, and a systematic approach to hospitality that helps turn entrepreneurial ideas into sustainable business ventures.

Mrkulic’s journey into restaurant ownership wasn’t motivated by a deep-rooted passion for cooking or aspirations of celebrity chef status. Instead, it grew from a solid understanding of hospitality operations gained through four decades of family involvement in the restaurant industry and nine years of hands-on experience managing Siena Café alongside partner Russ Sujak.

“The business plan gets you started, but it can’t address everything,” Mrkulic explains, reflecting on the operational realities that differentiate successful restaurateurs from those who close within their first year. His approach to Catch n’ Chop, which opened in August 2024, highlights how experienced operators use institutional knowledge to navigate challenges that often surprise newcomers to the industry.

Strategic Real Estate and Capital Allocation

The decision to acquire the former Parlor Steak location on Third Avenue wasn’t driven by typical metrics like foot traffic or street visibility. Instead, Mrkulic identified an underutilized asset that offered potential advantages: a spacious basement level with independent bar facilities, private dining options, and separate restroom areas.

“It wasn’t the corner location or sidewalk traffic that convinced me,” Mrkulic shares. “It was what lay beneath.” This insight reflects the strategic thinking that distinguishes operators who recognize the long-term value of real estate from those who focus solely on the front-of-house aspects.

The complete renovation involved a significant capital investment, including custom chandeliers, quartzite bar installations, and imported palm landscaping. However, these weren’t just aesthetic choices; they were part of a broader strategy. “It had to feel like nothing that was there before,” Mrkulic says. “We wanted people walking in to feel like it was designed just for them.”

This approach to space utilization and brand differentiation shows how successful restaurateurs think beyond immediate operational needs to create environments that help command premium pricing and foster customer loyalty.

Supply Chain Optimization and Vendor Relations

One of the standout elements of Mrkulic’s operational approach is his handling of vendor relationships and supply chain management. Instead of diversifying suppliers across multiple categories—a common strategy among independent restaurants—Catch n’ Chop operates with just two primary vendors responsible for meat, seafood, produce, and supplies.

“It’s not about emotion,” Mrkulic states. “It’s about operation.” This streamlined vendor strategy provides several business advantages: simplified procurement processes, enhanced negotiating leverage, consistent quality standards, and reduced administrative overhead. For independent restaurants with narrow profit margins, such operational efficiency can be the difference between success and failure.

The vendor consolidation also aids in cost management and inventory control—critical in an industry where food costs can rapidly spiral. By maintaining strong relationships with a smaller number of suppliers, Mrkulic ensures consistency in pricing and quality while reducing the complexity that can overwhelm smaller operators.

Talent Acquisition and Human Capital Strategy

Mrkulic’s approach to staffing reveals yet another layer of his operational thinking. Rather than relying on traditional job boards or recruitment agencies, he tapped into industry networks to identify his head chef—someone with experience at Bobby Van’s and a proven track record with successful restaurant openings.

This network-based recruitment method demonstrates an understanding that in the restaurant industry, talent acquisition is often more about real-world performance than credentials. The chef’s background in high-volume, premium operations provided the necessary foundation to execute Catch n’ Chop’s menu consistently.

Staff training emphasizes relationship-building and customer recognition—skills that encourage repeat business and foster premium pricing. “When we hire new staff, I tell them—this place thrives on connection,” Mrkulic explains. “Names, preferences, and casual conversations from a few weeks ago—these are the details that help turn first-time visitors into regulars.”

This focus on customer relationship management reflects a sophisticated understanding of how premium hospitality businesses develop sustainable competitive advantages through service differentiation rather than relying solely on price competition.

Risk Management and Launch Strategy

Catch n’ Chop’s soft launch strategy further demonstrates Mrkulic’s operational discipline. Rather than opting for a publicity-driven grand opening—a common strategy for many restaurant entrepreneurs looking to make an immediate impact—Catch n’ Chop conducted controlled testing with 60 guests per night over two evenings.

“There were hiccups, but that’s exactly what we wanted—to identify where the issues were,” Mrkulic notes. This systematic approach to operational testing allowed the team to refine service protocols, address bottlenecks, and train staff under real conditions before the full public launch.

The strategy proved especially valuable given regulatory challenges that delayed the liquor license for six months due to post-COVID bureaucratic delays. “We worked with our landlord,” Mrkulic shares. “It wasn’t ideal, but we worked through it.” This adaptability and ability to manage relationships helped the business navigate regulatory delays that could have hindered less experienced operators.

Financial Performance and Growth Strategy

Less than a year after opening, Catch n’ Chop has already surpassed initial expectations, according to Mrkulic. The restaurant’s performance has attracted investor interest, although Mrkulic maintains a cautious stance on expansion opportunities.

“Right now, I’m focused,” he states. “There will be time for growth. For now, this is the priority.” This disciplined approach to scaling reflects an understanding that successful restaurant concepts require operational refinement before geographical expansion.

The focus on perfecting operational practices at the flagship location before considering expansion is indicative of the strategic patience that successful restaurant entrepreneurs need. Industry data consistently shows that restaurants aiming for rapid expansion before refining their operational model often face significantly higher failure rates.

Market Positioning and Competitive Strategy

Catch n’ Chop’s positioning within Manhattan’s premium steakhouse segment demonstrates careful competitive analysis. Rather than competing based on price or novelty, the restaurant prioritizes execution quality and service consistency—factors that drive customer loyalty in the premium dining sector.

The restaurant’s success in Manhattan’s competitive dining market further supports Mrkulic’s operational approach and hints at the potential for strategic expansion when market conditions and operational capacity align.

As the restaurant industry continues to evolve in response to changing consumer preferences and operational challenges, Mrkulic’s systematic approach to hospitality business development provides valuable insights for entrepreneurs looking to build sustainable competitive advantages in premium dining markets.