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Column: It wasn't just the endless shrimp — Red Lobster's corporate owners drove it into bankruptcy

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Column: It wasn't just the endless shrimp — Red Lobster's corporate owners drove it into bankruptcy

On the surface, the story of Red Lobster’s bankruptcy is about one of the seven deadly sins: gluttony.

The most eye-catching manifestation of that sin, as my colleague Marisa Gerber reported, was the chain’s experience with its $20 all-you-can eat shrimp promotion, which attracted families that parked themselves in the restaurants for hours at a time, consuming mass quantities.

But that doesn’t account for the gluttony of Red Lobster’s former private equity owners, San Francisco-based Golden Gate Capital, or its subsequent corporate owners, the huge Bangkok-based seafood conglomerate Thai Union.

Red Lobster’s real estate sale gives its new owners little room for error.

— Restaurant analyst Jonathan Maze (2014)

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According to Sunday’s bankruptcy filing by the chain’s new management, the chain was saddled with suffocating leases at “above-market” rents; these were the product of a financing deal entered into by Golden Gate. Thai Union, the filing insinuates, pressured the company into “burdensome supply obligations” that had little to do with the restaurants’ actual needs.

Golden Gate declined to comment. A Thai Union spokesman told me via email that the accusations in the filing are “meritless” and that it intends to continue its 30-year relationship with Red Lobster as a supplier.

That suggests that Thai Union sees more profit from selling shrimp to the chain than it did as a shareholder.

Put all this together, and it becomes clear that a major cause of Red Lobster’s financial collapse was the machinations of its owners.

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Indeed, the chain got flipped several times among owners looking for a big payoff; when their expectations were disappointed, they sold it off.

As the bankruptcy filing put it, the chain “has gone from a privately-owned enterprise, to part of a publicly-traded organization, and then back to private again.”

It was founded as a single Orlando restaurant in 1968 by Bill Darden, then acquired by General Mills, which then spun off Red Lobster along with its Olive Garden chain as Darden Restaurants. Darden sold Red Lobster in 2014 to Golden Gate, which sold it in stages to Thai Union and exited ownership entirely in August 2020.

At the end of last year, Thai Union, which had bought a minority stake in the chain for $575 million in 2016 and purchased the rest for an undisclosed sum as a member of an investment consortium in 2020, wrote down its stake in Red Lobster to zero, taking a $527-million charge.

Throughout that period, Red Lobster faced a raft of challenges. Having made its nationwide mark in the 1980s and 1990s as America’s first “casual dining” chain—a step up from fast food but short of premium-priced sit-down fare—it now has about 550 company-owned locations in the U.S.

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(The bankruptcy filing says Red Lobster’s “rich history … spans seven decades,” but its arithmetic is off: It’s only been in existence for 56 years.)

As time went on, Americans’ tastes changed and seafood-only restaurants fell out of favor. Then came the pandemic. According to the bankruptcy filing, the restaurants’ guest count is still about 30% below its pre-pandemic level. Over the last year, its operating earnings have fallen by 60%. The chain lost $76 million in fiscal 2023.

As the headwinds gathered, Red Lobster’s management changes were as dizzying as its ownership changes. From 2021 to now, the company had four CEOs, including one who lasted eight months in 2021-22.

After that the company went without a CEO for 17 months; the new incumbent assumed office in last September and was succeeded in March by Jonathan Tibus, a turnaround specialist who is now in charge. Each new CEO arrived with new strategic ideas before giving way to a successor who tried to undo the previous strategy and impose a new one.

If one is looking for the original sin in Red Lobster’s decline, however, a good candidate would be the deal that brought it under Golden Gate Capital’s ownership. The private equity firm bought the chain from Darden for $2.1 billion, financing the sale in part by selling the real estate underlying 500 restaurants to the real estate firm American Realty Capital for $1.5 billion.

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This was a sale-leaseback transaction, in which Red Lobster was instantly converted from the owner of its property to a tenant on the same property. The leases were typically long-term — as long as 25 years — with annual rent increases of 2% baked in. They were also triple-net leases, meaning that the restaurants were responsible for paying operating costs, property taxes and insurance.

Red Lobster thus lost a great deal of flexibility for closing underperforming restaurants and cutting costs. The bankruptcy filing says that a material portion of the leases charge above-market rates. Of the company’s lease obligations of $190.5 million last year, more than $64 million was for “underperforming stores.”

This exacerbated the company’s financial problems. “Given the Company’s operational headwinds and financial position,” the filing says, “payment of lease obligations associated with non-performing leases has cause significant strains on the Company’s liquidity.” In other words, the sale-leaseback arrangement was draining the company of cash.

The sale-leaseback deal raised eyebrows among restaurant analysts at the time. “Let’s get this straight,” wrote Jonathan Maze of Restaurant Finance Monitor: “We’re taking a brand with badly falling sales and earnings, and will then load it up with rent costs?”

At the outset, Red Lobster would be paying $118.5 million in cash rent, about half the chain’s annual operating earnings, he wrote. “Red Lobster’s real estate sale gives its new owners little room for error,” he added presciently. Golden Gate declined to comment.

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It’s proper to note that this sort of transaction resembles private equity deals that have been blamed for the deterioration of consumer businesses in other industries. Private equity takeovers often result in large-scale worker layoffs and the imposition of heavy debt on companies that can hasten their decline, as well as bringing higher costs to consumers.

The pattern was for private equity funds to “purchase controlling interests in companies for a short time, then load them up with debt, strip them of their asset, extract exorbitant fees, and sell them at a profit — implementing drastic cost-cutting measures at the expense of workers, consumers, communities, and taxpayers,” Democratic lawmakers wrote in 2019.

Buyouts of private for-profit colleges, for example, resulted in jacked-up tuition charges and higher student loan balances among students, according to a 2019 study of several such deals; these were accompanied by “sharp declines in student graduation rates, loan repayment rates, and labor market earnings.”

And local newsrooms across the country have been gutted by the private equity firm Alden Global Capital, which has become famous for aggressive cost-cutting and uninterest in the quality of the resulting products; by early this decade Alden was the owner of some 200 newspapers, including the Chicago Tribune, Baltimore Sun and San Diego Union-Tribune.

When Golden Gate sold off its stake in the chain, the restaurants were carrying a heavy debt load; some $375 million in debt was added to the chain’s balance sheet in May 2014 to help fund Golden Gate’s acquisition, Moody’s reported. The debt came due in 2021.

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That brings us to Thai Union. One of the world’s largest seafood companies, Thai Union owns Chicken of the Sea tuna, among other holdings. Its involvement in the canned-tuna business brought it grief in 2018, when the federal government alleged a price-fixing conspiracy involving Chicken of the Sea, Bumble Bee and StarKist.

The government discovered the deal when it subjected a proposed merger between Chicken of the Sea and Bumble Bee to antitrust scrutiny. As I wrote at the time, Thai Union “promptly bailed out of the merger and fessed up to the Justice Department in return for amnesty from prosecution.”

Thai Union originally bought into Red Lobster as a strategic foray into retail dining. According to the bankruptcy filing, Thai Union eventually pressured the restaurant chain to increase its demand for shrimp, a Thai Union product.

One result was the conversion of the chain’s “Ultimate Endless Shrimp” offer, which had been an occasional limited-time promotion, into a permanent menu item. The filing says that was done, despite “significant pushback” from members of the management team, at the behest of Paul Kenny, who had been named acting interim CEO in April 2022 “at the direction of Thai Union.”

The current management says that Thai Union “exercised an outsized influence on the Company’s shrimp purchasing,” circumventing the chain’s “traditional supply process” and ignoring its demand projections. It says that Kenny took steps to eliminate two suppliers of breaded shrimp, giving Thai Union “an exclusive deal that led to higher costs to Red Lobster.”

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The current management says it’s “investigating the circumstances around these decisions.”

The bottom line is that it’s not unreasonable to blame some of Red Lobster’s problems on its endless shrimp promotion, but that it’s more important to examine how that promotion came about in the first place.

The answer, according to the management team tasked with extricating the company from its financial mire, is that it was forced on the company by self-interested owners.

One had no experience running a restaurant chain, didn’t notice the signs that it was heading toward a fiasco and may not have cared as long as it could keep pumping shrimp into the chain’s pipeline. The other collected a healthy subsidy for its multibillion-dollar acquisition, and perhaps didn’t notice or care that it was tying one hand behind the back of the chain’s management as it faced a sea change in consumer habits.

Red Lobster became a plaything for financial engineers, a condition that almost never — if ever — leads to an improved consumer experience and greater profits in the long term. It’s one thing to blame Red Lobster’s problems on consumers pigging out on shrimp, but who were the real pigs in this saga?

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U.S. Space Force awards $1.6 billion in contracts to South Bay satellite builders

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U.S. Space Force awards .6 billion in contracts to South Bay satellite builders

The U.S. Space Force announced Friday it has awarded satellite contracts with a combined value of about $1.6 billion to Rocket Lab in Long Beach and to the Redondo Beach Space Park campus of Northrop Grumman.

The contracts by the Space Development Agency will fund the construction by each company of 18 satellites for a network in development that will provide warning of advanced threats such as hypersonic missiles.

Northrop Grumman has been awarded contracts for prior phases of the Proliferated Warfighter Space Architecture, a planned network of missile defense and communications satellites in low Earth orbit.

The contract announced Friday is valued at $764 million, and the company is now set to deliver a total of 150 satellites for the network.

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The $805-million contract awarded to Rocket Lab is its largest to date. It had previously been awarded a $515 million contract to deliver 18 communications satellites for the network.

Founded in 2006 in New Zealand, the company builds satellites and provides small-satellite launch services for commercial and government customers with its Electron rocket. It moved to Long Beach in 2020 from Huntington Beach and is developing a larger rocket.

“This is more than just a contract. It’s a resounding affirmation of our evolution from simply a trusted launch provider to a leading vertically integrated space prime contractor,” said Rocket Labs founder and chief executive Peter Beck in online remarks.

The company said it could eventually earn up to $1 billion due to the contract by supplying components to other builders of the satellite network.

Also awarded contracts announced Friday were a Lockheed Martin group in Sunnyvalle, Calif., and L3Harris Technologies of Fort Wayne, Ind. Those contracts for 36 satellites were valued at nearly $2 billion.

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Gurpartap “GP” Sandhoo, acting director of the Space Development Agency, said the contracts awarded “will achieve near-continuous global coverage for missile warning and tracking” in addition to other capabilities.

Northrop Grumman said the missiles are being built to respond to the rise of hypersonic missiles, which maneuver in flight and require infrared tracking and speedy data transmission to protect U.S. troops.

Beck said that the contracts reflects Rocket Labs growth into an “industry disruptor” and growing space prime contractor.

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California-based company recalls thousands of cases of salad dressing over ‘foreign objects’

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California-based company recalls thousands of cases of salad dressing over ‘foreign objects’

A California food manufacturer is recalling thousands of cases of salad dressing distributed to major retailers over potential contamination from “foreign objects.”

The company, Irvine-based Ventura Foods, recalled 3,556 cases of the dressing that could be contaminated by “black plastic planting material” in the granulated onion used, according to an alert issued by the U.S. Food and Drug Administration.

Ventura Foods voluntarily initiated the recall of the product, which was sold at Costco, Publix and several other retailers across 27 states, according to the FDA.

None of the 42 locations where the product was sold were in California.

Ventura Foods said it issued the recall after one of its ingredient suppliers recalled a batch of onion granules that the company had used n some of its dressings.

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“Upon receiving notice of the supplier’s recall, we acted with urgency to remove all potentially impacted product from the marketplace. This includes urging our customers, their distributors and retailers to review their inventory, segregate and stop the further sale and distribution of any products subject to the recall,” said company spokesperson Eniko Bolivar-Murphy in an emailed statement. “The safety of our products is and will always be our top priority.”

The FDA issued its initial recall alert in early November. Costco also alerted customers at that time, noting that customers could return the products to stores for a full refund. The affected products had sell-by dates between Oct. 17 and Nov. 9.

The company recalled the following types of salad dressing:

  • Creamy Poblano Avocado Ranch Dressing and Dip
  • Ventura Caesar Dressing
  • Pepper Mill Regal Caesar Dressing
  • Pepper Mill Creamy Caesar Dressing
  • Caesar Dressing served at Costco Service Deli
  • Caesar Dressing served at Costco Food Court
  • Hidden Valley, Buttermilk Ranch
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They graduated from Stanford. Due to AI, they can’t find a job

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They graduated from Stanford. Due to AI, they can’t find a job

A Stanford software engineering degree used to be a golden ticket. Artificial intelligence has devalued it to bronze, recent graduates say.

The elite students are shocked by the lack of job offers as they finish studies at what is often ranked as the top university in America.

When they were freshmen, ChatGPT hadn’t yet been released upon the world. Today, AI can code better than most humans.

Top tech companies just don’t need as many fresh graduates.

“Stanford computer science graduates are struggling to find entry-level jobs” with the most prominent tech brands, said Jan Liphardt, associate professor of bioengineering at Stanford University. “I think that’s crazy.”

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While the rapidly advancing coding capabilities of generative AI have made experienced engineers more productive, they have also hobbled the job prospects of early-career software engineers.

Stanford students describe a suddenly skewed job market, where just a small slice of graduates — those considered “cracked engineers” who already have thick resumes building products and doing research — are getting the few good jobs, leaving everyone else to fight for scraps.

“There’s definitely a very dreary mood on campus,” said a recent computer science graduate who asked not to be named so they could speak freely. “People [who are] job hunting are very stressed out, and it’s very hard for them to actually secure jobs.”

The shake-up is being felt across California colleges, including UC Berkeley, USC and others. The job search has been even tougher for those with less prestigious degrees.

Eylul Akgul graduated last year with a degree in computer science from Loyola Marymount University. She wasn’t getting offers, so she went home to Turkey and got some experience at a startup. In May, she returned to the U.S., and still, she was “ghosted” by hundreds of employers.

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“The industry for programmers is getting very oversaturated,” Akgul said.

The engineers’ most significant competitor is getting stronger by the day. When ChatGPT launched in 2022, it could only code for 30 seconds at a time. Today’s AI agents can code for hours, and do basic programming faster with fewer mistakes.

Data suggests that even though AI startups like OpenAI and Anthropic are hiring many people, it is not offsetting the decline in hiring elsewhere. Employment for specific groups, such as early-career software developers between the ages of 22 and 25 has declined by nearly 20% from its peak in late 2022, according to a Stanford study.

It wasn’t just software engineers, but also customer service and accounting jobs that were highly exposed to competition from AI. The Stanford study estimated that entry-level hiring for AI-exposed jobs declined 13% relative to less-exposed jobs such as nursing.

In the Los Angeles region, another study estimated that close to 200,000 jobs are exposed. Around 40% of tasks done by call center workers, editors and personal finance experts could be automated and done by AI, according to an AI Exposure Index curated by resume builder MyPerfectResume.

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Many tech startups and titans have not been shy about broadcasting that they are cutting back on hiring plans as AI allows them to do more programming with fewer people.

Anthropic Chief Executive Dario Amodei said that 70% to 90% of the code for some products at his company is written by his company’s AI, called Claude. In May, he predicted that AI’s capabilities will increase until close to 50% of all entry-level white-collar jobs might be wiped out in five years.

A common sentiment from hiring managers is that where they previously needed ten engineers, they now only need “two skilled engineers and one of these LLM-based agents,” which can be just as productive, said Nenad Medvidović, a computer science professor at the University of Southern California.

“We don’t need the junior developers anymore,” said Amr Awadallah, CEO of Vectara, a Palo Alto-based AI startup. “The AI now can code better than the average junior developer that comes out of the best schools out there.”

To be sure, AI is still a long way from causing the extinction of software engineers. As AI handles structured, repetitive tasks, human engineers’ jobs are shifting toward oversight.

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Today’s AIs are powerful but “jagged,” meaning they can excel at certain math problems yet still fail basic logic tests and aren’t consistent. One study found that AI tools made experienced developers 19% slower at work, as they spent more time reviewing code and fixing errors.

Students should focus on learning how to manage and check the work of AI as well as getting experience working with it, said John David N. Dionisio, a computer science professor at LMU.

Stanford students say they are arriving at the job market and finding a split in the road; capable AI engineers can find jobs, but basic, old-school computer science jobs are disappearing.

As they hit this surprise speed bump, some students are lowering their standards and joining companies they wouldn’t have considered before. Some are creating their own startups. A large group of frustrated grads are deciding to continue their studies to beef up their resumes and add more skills needed to compete with AI.

“If you look at the enrollment numbers in the past two years, they’ve skyrocketed for people wanting to do a fifth-year master’s,” the Stanford graduate said. “It’s a whole other year, a whole other cycle to do recruiting. I would say, half of my friends are still on campus doing their fifth-year master’s.”

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After four months of searching, LMU graduate Akgul finally landed a technical lead job at a software consultancy in Los Angeles. At her new job, she uses AI coding tools, but she feels like she has to do the work of three developers.

Universities and students will have to rethink their curricula and majors to ensure that their four years of study prepare them for a world with AI.

“That’s been a dramatic reversal from three years ago, when all of my undergraduate mentees found great jobs at the companies around us,” Stanford’s Liphardt said. “That has changed.”

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