Scout’s brings a ‘dinner at home’ feeling to Midtown

Since they were roommates and culinary newbies almost a decade ago, Elliott Brown and Brandon Panosh have been dreaming of one day opening a restaurant that would reflect their values as much as their passion for food. Now, with friend and former co-worker Will Rogers by their side as general manager and managing partner, they are finally realizing that dream with the highly anticipated Scout’s. Located in Midtown, the brand-new hot spot bills itself as a welcoming gathering place, akin to dining in the partners’ homes—a fitting atmosphere, considering Scout’s roots as an in-home pop-up, Dinner at the Loft. Panosh and Rogers took a breath from Scout’s opening to share their vision for the restaurant, and how they hope it will help change restaurant culture for those working in the profession.

Brandon, how did you and Eliott begin working together?

BP: He went to culinary school, and I went to art school for graphic design and photography. I was always working in kitchens when I was in school because it worked with my schedule, and he told me one day, “Dude, you are really good at this—you should drop out of art school and go to culinary school.” So, I did, and we ended up together at Vicia.

How did the conversation about Scout’s begin?

BP: Elliott has always been talking about opening a restaurant; it was something that would come up all the time when we were roommates about eight or nine years ago and working at Vicia. Those conversations got more serious when we were working together at The Last Hotel and met Will [Rogers]. Our relationship started growing, and we knew we wanted to do something together.

WR: With Elliott, I saw this creativity and passion. I remember him talking about his dream to open a restaurant, and he just had this spark in his eye when he talked about it. With Brandon, he always showed his passion and commitment in the kitchen. When I watch him cook, it’s like he transports me to another place; it’s almost a spiritual experience. I wanted to be a part of that.

How did the Dinner at the Loft dinner series start, and why go in that direction rather than more traditional pop-ups?

BP: We were all furloughed from The Last Hotel [during the pandemic], and Elliott and I were in our apartment one day looking at our eight dining room seats. We wondered what would happen if we just wrote up a menu, posted it on Instagram, and offered the eight seats to whoever was first to book. We called it Dinner at the Loft because it was that: dinner at our loft. Word started getting out, and eventually we started traveling to people’s homes to do the dinners. We did that for about six years, and really, the idea for Scout’s was there the entire time. We wanted it to be a place that wasn’t stuffy, that really felt like you were being invited into someone’s home.

What was it that appealed to you about cooking in people’s homes and how did that inform Scout’s?

BP: We really liked cooking in people’s homes because it is a lot more personal. You get to really know people and hang out with them on a different level. They really unwind, and there is no barrier because we are just there in their kitchen having fun. I remember how special it was for people when we would be able to get to know their dietary needs and things they are excited about, especially for those who have really special dietary restrictions that make it difficult for them to go out to eat. We wanted to capture that feeling with Scout’s, which is why the restaurant is laid out the way it is. You walk into what we describe as the “living room,” then head to the second room, which we are calling the “dining room” and then into the back room, which we call “the kitchen room.” There is a lot of communal seating, and we will have photos that make it feel homey. We will even have photos of Scout, who is Eliott’s daughter, to make it feel personal. 

WR: We want that same feeling to carry over to the bar as well. Carson Bush, our beverage director, is building what we are calling a “curated bar,” meaning that we also want to give the feeling of how you would approach getting a drink in someone’s home. You wouldn’t ask for a Grey Goose and tonic; you’d simply say that you want a vodka tonic. We are hand-selecting local spirits, and things that we like so that people can enjoy the same things that we do, as if you are a guest in our home. 

How do nonalcoholic drinks fit with that philosophy?

WR: We are putting a big emphasis on nonalcoholic drinks; in fact, all eight of our specialty cocktails will have an N/A counterpart. Brandon, Elliott, and myself do not drink alcohol, and we’ve noticed that a big trend in the industry is a demand for N/A options. If you look back even four years ago, all that was available was Haake Beck and O’Doul’s. Now, there are more than 100 N/A beers, as well as spirits, wines, and mocktails. People are really looking to have a beverage experience without alcohol, and we want to provide that.

How would you describe the dining experience, in terms of food and style of service?

BP: We don’t want to put ourselves in a box. We’ve been telling people that the menu is New American, based around family and friends. Elliott has a lot of Italian influence in his cooking, and I work a lot with vegetables and Mediterranean flavors. A lot of items will be based around seasonality… There are pastas that we are offering in half or whole portions to encourage people to share. We will also be offering different cuts of steak… We also have a lot of shared plates, like arancini and hummus. The idea is to offer snacks and sharable foods so that people can enjoy a lot of the menu—it’s a shared dinner experience, like our Dinner at the Loft events.

WR: There is a dynamic nature to what we are doing, because guests are looking for a restaurant that can appeal to multiple expectations. Our menu is good if you come in for an appetizer, entrée, and dessert. But it can also be for someone looking for shared plates and the experience of dining with others at a communal table. Flexibility is important. It can feel stagnant when you go to the same restaurant and get the same thing over and over. Scout’s is able to offer new experiences, even for those who return on a regular basis. 

You’re also putting a great deal of emphasis on the quality of life and work-life balance for your staff. Tell us about that.

BP: Elliott and I both have a lot of personality, and sometimes when you work in kitchens that are putting out really nice food, you can’t talk or joke around. We wanted to create an environment where we could do that but still put out that type of food. We want to be part of a change in the industry where restaurants are not toxic and angry and full of stress. Obviously, it’s a kitchen, and there will be stress, but we wanted to have something fun and where people feel that they can be themselves. 

WR: The idea of our employees as family is important to us. We are all industry people who have been doing this for a long time. From the cooks to the servers to the dishwashers to the server assistants, we want everybody to feel like they are a part of something. We feel that it is an honor to be chosen by someone to be where they work.

You’ve also talked a lot about mental health support as a part of your philosophy. How are you fostering that at Scout’s?

BP: We like to remind our staff that our door is open, that we care about them, and that if they need help with anything, we will do our best to help in any way that we can… Restaurants can be very demanding with very little return for what you give; people often ask things of their staff with no thank-you or acknowledgement of it, and there is no lifting up. It’s like having a toxic experience where you don’t enjoy being around, but you do enjoy the information you are gaining…I don’t want that. I want people to be excited about being here and to be allowed to show it without being seen as annoying or being scared to ask questions or do anything wrong. That can be belittling and makes people feel like they are walking on glass. We want none of that here. We want our people to feel comfortable being themselves and being happy. Our job is not just to make people a better cook or server or bartender; we want to facilitate growth in their personal lives, whether that is being physically active, not drinking, going to therapy, or whatever they need to do to make better decisions for their well-being.

How does that translate to the guest experience? What do you hope people feel when they leave Scout’s?

BP: Elliott and I plan to be out in the dining room a lot, going to tables, talking with guests and delivering and clearing plates. We don’t want this to feel like a transactional experience. 

WR: Hospitality is paramount. If you try to get into a lot of restaurants on a Friday, it’s not happening. There is  demand for good food and service. Discerning diners take their choices seriously.

BP: We hope that when those people come, they feel like they don’t want to leave. We want them to be looking forward to the next time. We want [our neighbors] to be excited that there is a place like this in their neighborhood. We love to say that the table is set—we’re ready for you to come in and enjoy yourself.