Take 5: Jack Gibbons, FB Society
An in the Mix Feature Interview
Jack Gibbons
CEO, FB Society
FB Society has become a standout in redefining what modern dining looks and feels like; bold, immersive, and built around creating memorable guest experiences. As expectations in hospitality continue to evolve, the company has stayed ahead by developing concepts that feel both innovative and intentional. Leading that vision is CEO Jack Gibbons, whose focus on innovation and brand-building has helped position FB Society as one of the most exciting groups in hospitality today.
Under his leadership, FB Society has introduced transformative concepts in untapped markets, earning recognition as one of America’s Top 25 Restaurant Groups, USA Today’s Best Food Hall in the U.S., and a three-time Hot Concepts winner, along with Jack’s recent recognition on Nation’s Restaurant News’ 2026 Power List for Founders. I had the opportunity to sit down with Jack to discuss how FB Society approaches growth, builds lasting impact across its diverse portfolio of brands, and how he and his team continue to stay ahead in an industry that never stops evolving.
Anna Warren: When you look at the dining landscape in 2026, what feels fundamentally different from even a few years ago? Was there a moment where you realized dining was no longer just about food?
Jack Gibbons: At FB Society, we build our restaurants around experiences, not just food. That changes how you make every decision. We’re not asking, “is this a great dish or cocktail?” We’re asking, “why would someone choose to spend their time here instead of anywhere else?” There’s a lot of competition for people’s time right now. When they choose to leave the house and dine at one of our restaurants, it has to feel worth it. That’s what we’re focused on.
Son of a Butcher Slider Bar
The Porch at The Ranch in Las Colinas
AW: In your own concepts, what experiences have surprised you most in how strongly guests respond to them?
JG: The small details always add something special. At Ida Claire there’s a hidden Loch Ness Monster on the plateware. We didn’t announce it. Guests found it themselves. At Mexican Sugar, the servers wear red shoelaces, and we make handmade heirloom masa tortillas fresh every day. At Whiskey Cake, we hire people who are genuinely passionate about whiskeys and bourbons so that passion comes through in every conversation with a guest. Those details aren’t always obvious, but they make the brand feel more thoughtful and more memorable. That’s what builds loyalty.
AW: Where’s the line between an authentic experience and something that feels more like a performance?
JG: When the team believes in it and executes authentically, we are getting it right. You can feel the difference between a concept that has real feeling behind it and one that’s just executing a checklist. Our DNA process exists precisely to draw that line. We get aligned on what the concept truly stands for before anyone opens a door. If your team isn’t proud of where they work, guests feel it no matter how beautiful the space is. The experience has to live in the people as much as it lives in the concept.
AW: How important is emotional connection—joy, nostalgia, discovery—when you’re designing a dining experience?
JG: It’s everything. Haywire is a good example. It brings different parts of Texas to the restaurant. Most people will never visit Marfa, Texas, but they get that experience on our rooftop at Haywire Plano, where they can make s’mores in a tent, sit around airstreams, or sip wine by the fire pit. It’s designed to be a multi-layered destination, not just a single dining room. Each level creates a different experience within the same concept. When a guest is sitting up there, something clicks. You can’t manufacture that feeling, but you absolutely can design the conditions for it.
Ida Claire blends laid-back southern cooking with bohemian style ambience
Haywire’s The Judd cocktail honors Marfa artist Donald Judd and is smoked tableside.
AW: Do you think guests remember how a place made them feel more than what they ate? How do you intentionally design for that feeling?
JG: Yes. That’s something I believe deeply. The small touches build trust, and that trust is what turns a first-time guest into a regular. We design for that by being very intentional about who we hire, how we think about every detail of the space, and by creating concepts with a clear point of view that the team actually believes in. When those things are aligned, the feeling takes care of itself.
AW: How do flexible, multi‑use spaces support the way people dine and gather now?
JG: All of our restaurants have private dining that can accommodate large parties. We build in the flexibility intentionally. A company that needs a meeting space with AV availability, a bridal shower, a big birthday celebration. The same room can serve all of those occasions. Guests are hosting more events in restaurants. The beautiful design is already there and they know the food and service will be on point. Building that flexibility into the design from the beginning is what makes it work.
AW: How much does the physical space shape the guest experience today compared to the menu itself?
JG: Guests are experiencing the concept the moment they walk in the door. Ida Claire is a good example. The hanging birdcages, the funky plates on the wall, the whole feel of that restaurant is eclectic and warm. The space is telling our story before the food ever arrives. That’s intentional. Placemaking is deliberate. The layout, the music, the pacing, how a space feels at different times of day. That’s as much a part of the concept as the menu.
AW: Are you seeing more demand for intimate, personal environments—or social, high‑energy spaces?
JG: The most interesting opportunity is building concepts that can deliver both depending on what kind of night you want to have. Legacy Food Hall was built around exactly that idea. We traveled to Amsterdam, saw how a food hall could work, and came back and built something that let people create their own experience. There are spots to have a quiet conversation and areas that amp up the energy. The guest decides. That flexibility is what keeps a concept relevant across different occasions and different guests.
AW: How do flexible, multi‑use spaces support the way people dine and gather now?
JG: All of our restaurants have private dining that can accommodate large parties. We build in the flexibility intentionally. A company that needs a meeting space with AV availability, a bridal shower, a big birthday celebration. The same room can serve all of those occasions. Guests are hosting more events in restaurants. The beautiful design is already there and they know the food and service will be on point. Building that flexibility into the design from the beginning is what makes it work.
AW: Technology is everywhere—how do you ensure it enhances hospitality without distracting from it?
JG: Hospitality is fundamentally about human connection. That has to stay at the center. Technology that removes friction or gives our teams better information so they can be more present with guests, that’s valuable. Technology that replaces the human touch is where we’re careful. The question we ask is whether it makes the guest experience better, or whether it just makes us feel modern. Those are two different things.
AW: Can experiential dining and responsible business truly coexist at scale?
JG: Sixty Vines is a great example of both coexisting. The seed for that brand was sustainability. We were watching glass pile up in the dumpsters every night after service, wine bottles specifically, and knew there had to be a better way. Even when you recycle, roughly 80% of glass still ends up in a landfill. By replacing bottles with reusable kegs, we dramatically reduce the amount of glass going into the ground. Each keg holds the equivalent of 26 bottles and can be reused for decades. Over ten years, the program has saved more than 1.4 million bottles from landfills. And the guest experience is better for it. They can taste any wine on the menu before committing to a glass. It’s approachable and it’s responsible. Doing good and doing well absolutely can go hand in hand.
AW: Where do you see the biggest opportunities for growth in experiential F&B?
JG: Creating places that feel special without feeling exclusive. That’s the big opportunity. We’re expanding into hotels, event spaces, and catering because we see a real opportunity in creating places where people can gather in different ways. Some of the best ideas don’t come from inside the restaurant business. I spend a lot of time talking with founders in other industries and traveling to see how people are living and socializing. That perspective is where the next big ideas come from.
AW: What excites you most about the future of hospitality?
JG: The endless possibilities of what we can create. We started with one restaurant and built a portfolio of brands across multiple categories. Every time we think we’ve pushed the boundaries of what a hospitality experience can be a new idea surfaces. That’s what gets me up in the morning.
AW: What advice would you give to the next generation of hospitality leaders trying to design experiences that truly matter?
JG: Stay curious. Travel. Talk to people in other industries. Don’t wait until something feels completely safe. If you wait until the timing is perfect, you’re already late. The key is making informed bets and surrounding yourself with the right people.
