How Raleigh’s Hospitality Industry Is Shifting

The hospitality industry is changing—how can it keep its spark?

“How are you doing tonight?” It’s a simple question, but in a city that lives to dine and drink, it can quietly define the entire experience. It’s not just what’s on the plate or in the glass that matters, but how welcome—even human—the exchange feels, rather than purely transactional.

Lately, that simple question can feel like it has been replaced with a defiant statement: “It’s not my job.” And real connection can feel fleeting. A barista takes your order without looking up. You have to ask the bartender for the menu—three times. You wait longer than expected—or remotely reasonable—just to be noticed at your table. None of it is catastrophic. But together, those small frictions signal a shift: hospitality doesn’t always feel like hospitality anymore.

And in a market with endless options, that shift matters. The reality is, guests have many choices, and they’re going to frequent the places they feel seen and heard—which ultimately affects a business’ bottom line.

“Sometimes it’s a tough pill to swallow,” says Foundation owner Kyle Hankin. “But if we’re in the hospitality industry, it’s our job to serve people. It’s not a detriment—it has to happen. People get served, that’s how capitalism works, and we’re part of it.”

The industry, of course, has shifted sharply since the pandemic. Fewer people were going out. The way we interact with strangers changed. And the potential employee pool dwindled, with fewer folks pursuing hospitality as a career.  

“Restaurants used to be a fun, easy way to turn your brain off, serve, make a couple hundred bucks, then do your own thing,” adds Hankin. “But, unfortunately, it just doesn’t really exist like that anymore because the price of existing is higher.”

Crawford and Son GM Kat Rider notes that generational differences may play a role, as shifting expectations and approaches also shape today’s service culture. A part-time younger server looking to make some extra cash to get through school may approach the work differently than someone who’s dedicated a decade to the craft—not as a value judgment, she emphasizes, but as a reflection of how the workforce itself has evolved.

So what can be done to keep that hospitable spark alive—whether at a fast-casual counter, fine-dining room or neighborhood watering hole? It starts at the top, says Killjoy owner/operator Josh Gagne. Owners and managers, he stresses, have to invest in their teams because they’re the ones shaping the guest experience.

“It’s definitely the responsibility of the business at the end of the day,” he adds. “What you bring to the table makes everybody buy into what you’re doing. And the places that feel like the best places to be in, typically those people are passionate about what they’re doing—and you can feel that.”

For Rider, it’s all about leading by example, hearing out staff, strengthening benefits, and setting clear standards and culture from the jump. “I truly don’t think we’re going above and beyond anything,” she emphasizes. “We’re just doing a good job.”

As the industry continues to adjust, going out may feel more transactional, notes Hankin. But, at its best, hospitality has always been more than mechanical—it’s about being seen. The places that make guests feel appreciated—not processed—are the ones shaping what hospitality looks like next.