Community Highlights: Meet Yavonne Sarber of Epic Brands | SOB Steakhouse

Today we’d like to introduce you to Yavonne Sarber.

Yavonne, we appreciate you taking the time to share your story with us today. Where does your story begin?
My journey into the restaurant industry started with a deep foundation in fine dining, where I had the opportunity to work with incredible teams at concepts like Handke’s Cuisine and Morton’s of Chicago. Those experiences shaped my standards early on—discipline, attention to detail, consistency, and an uncompromising commitment to the guest experience. But they also sparked something bigger in me: the desire to build something of my own.
I founded Epic Brands with a vision to create concepts that go beyond food—restaurants that deliver an experience, build community, and create opportunities for people to grow. Today, we are proud to be a 100% female-owned, founder-operated company, and that perspective has played a meaningful role in how we lead, how we build culture, and how we scale. “We do not build restaurants, we build experiences”
What started as a single idea has grown into 23 locations across five states, including concepts like Agave & Rye and Son of a Butcher Steakhouse. Each concept is intentionally designed to have its own identity, energy, and story, but they are all grounded in the same core belief: that the experience we create for our people directly impacts the experience we deliver to our guests.
At the heart of our company are our core values and our promise—to deliver an EPIC experience to our team members, our guests, and our communities. We also operate with a bigger vision in mind: to build a family of restaurants that helps shape the lives of people who are willing to work for their dreams with the highest standards and ethics.
Along the way, we’ve faced the realities of growth—scaling teams, navigating economic shifts, and maintaining consistency across multiple markets. But one thing has become very clear: our brands are only as strong as the people behind them. We firmly believe we have better brands and better concepts because we focus on building better people—leaders who are accountable, driven, and aligned with our values.
I’m incredibly proud of what we’ve built so far, especially knowing it’s been done with intention, heart, and resilience—but we’re just getting started.

I’m sure it wasn’t obstacle-free, but would you say the journey has been fairly smooth so far?
It definitely hasn’t been a smooth road—and I think that’s true for anyone building something meaningful.
One of the biggest challenges has been scaling while staying true to who we are. It’s one thing to create a great concept in a single location, but it’s an entirely different challenge to replicate that experience consistently across multiple markets, teams, and leaders. As we’ve grown to 23 locations across five states, we’ve had to become much more intentional about our systems, our hiring, and our leadership development.
Like many in our industry, we’ve also faced external challenges—economic shifts, rising costs, changes in consumer behavior, and ongoing labor pressures. Those realities force you to constantly evolve, whether that’s refining the menu, adjusting pricing strategies, or rethinking how you operate day-to-day.
Internally, one of the hardest lessons has been understanding that not everyone is the right fit for the journey. Early on, there were times we moved too quickly or held onto the wrong people for too long. Over time, I’ve learned that protecting the culture is everything. The strength of our brands is directly tied to the quality, character, and accountability of our people.
There have also been moments that tested resilience—times where the path forward wasn’t clear, and tough decisions had to be made. But those moments have ultimately made us stronger, more disciplined, and more aligned.
Looking back, the challenges have been some of our greatest teachers. They’ve forced us to grow up as a company, refine our standards, and double down on what matters most: our people, our culture, and delivering on our promise every single day.

Great, so let’s talk business. Can you tell our readers more about what you do and what you think sets you apart from others?
Epic Brands is a multi-concept restaurant group built around creating high-energy, experience-driven concepts that go far beyond the plate. At our core, we’re not just in the food business—we’re in the people and experience business.
Our portfolio includes Agave & Rye, Son of a Butcher Steakhouse, Whiskey Yard, Tokyo Pie, and Outlaw Sim Racing Bar. Each brand is intentionally designed to have its own identity, voice, and guest experience. From the bold, creative energy of Agave & Rye to the immersive and playful nature of concepts like Outlaw Sim Racing Bar, everything we build is rooted in delivering something memorable and differentiated.
Son of a Butcher Steakhouse is a concept we’re especially proud of and one that represents an exciting evolution for us. It’s everything you want in a top-tier steakhouse—exceptional quality, a strong culinary foundation, and attention to detail—but without the pretentiousness. Instead, it’s fun, lively, and approachable, while still delivering a premium experience. Like all of our concepts, hospitality is at the core of everything we do, and that’s what truly defines the experience.
What we specialize in is creating brands that connect—through innovative menus, standout cocktail programs, immersive environments, and, most importantly, genuine hospitality. We believe the experience our guests have is a direct reflection of the people delivering it.
What truly sets us apart is our culture and our commitment to developing strong, values-driven leaders. We firmly believe we have better brands and better concepts because we focus on building better people. Our standards are high, and we are very intentional about who we bring into the organization and how we develop and support them.
We are also proud to be a 100% female-owned, founder-operated company, which brings a unique and intentional perspective to how we lead, grow, and build culture.
Brand-wise, I’m most proud that while each concept is distinct, they are all unified by our core values and our promise—to deliver an EPIC experience to our team members, our guests, and our communities.
What I want readers to know is that everything we build is done with intention. Behind every concept is a commitment to excellence—not just in the food and beverage, but in the experience, the culture, and the people. We’re not just opening restaurants—we’re building brands that are designed to make an impact.

Can you talk to us about how you think about risk?
I’ve learned that risk isn’t about being fearless—it’s about being willing to bet on your vision, even when the odds don’t look favorable.
In 2017, my husband Wade and I took what was, without question, the biggest risk of our lives. We walked away from our previous restaurant group—what we now refer to as “OldCo”—after years of hard work, challenges, and some wins, but also a lot of lessons learned. We left with our hearts on our sleeves and a clear intention: to start over and do things the right way.
At the time, we had hired a coach and were deeply focused on building something rooted in strong values, true hospitality, and creating opportunities for others. Our goal was simple—we wanted to open one restaurant, Agave & Rye, in Covington, Kentucky, pour into the community, and build something we could be proud of.
We started with $1,500 in our bank account and a U-Haul filled with used restaurant equipment and furniture. That was it. No safety net, no outside funding—just belief, grit, and a commitment to doing things differently.
What made that leap even more meaningful was that a few key team members from our previous company believed in us enough to follow us into this new chapter. That responsibility weighed heavily—we weren’t just taking a risk on ourselves, but on the people who trusted us.
What we thought would be a “one and done” concept has grown into what is now Epic Brands. We’ve remained self-funded, reinvesting back into the company every step of the way. Wade and I still take a salary, but the priority has always been to build something sustainable and meaningful, not just profitable in the short term.
Along the way, we’ve faced significant challenges—surviving COVID, navigating growth, and at times aligning with the wrong people. Those moments were tough, but they reinforced one of the most important lessons I’ve learned: who you build with matters just as much as what you build.
My perspective on risk today is much more grounded. I still believe in taking bold steps, but they have to be aligned with your values, your vision, and the right people. The biggest risk we ever took was starting over—but it’s also the reason we’ve been able to build something we truly believe in today.

Contact Info:

• Website: www.epicb.com | www.sobsteakhouse.com
• Facebook: https://www.facebook.com/share/18jvHTZfD2/