Diner Owner Goes Undercover to Address Customer Complaints

On a cool Monday morning, Jordan Ellis, founder and owner of the Ellis Eats Diner chain, arrived unannounced at one of his own restaurants dressed in worn jeans, a faded hoodie, and a knit cap pulled low. Known publicly for tailored suits and polished appearances, Ellis intentionally blended in as an ordinary customer as part of a personal effort to investigate a rise in complaints about service quality and staff behavior.

Ellis built Ellis Eats from a single food truck into a citywide diner chain over a decade, becoming a self-made millionaire in the process. Recently, however, online reviews and customer feedback had shifted noticeably. Reports cited slow service, dismissive attitudes, and allegations of mistreatment toward certain patrons. Rather than rely solely on internal reports or surveillance reviews, Ellis chose to observe operations firsthand.

He selected the downtown location that launched the brand, a diner with personal significance where his mother once helped bake pies during the business’s early years. The restaurant was active that morning, filled with the sounds of traffic outside and the smell of breakfast food inside. While the décor remained familiar, Ellis immediately noticed differences in staff demeanor.

Upon entering, Ellis waited without acknowledgment from the counter staff. After several moments, an employee identified as Denise addressed him curtly with “Next!” without making eye contact. When Ellis placed a standard breakfast order, he was met with visible irritation and minimal interaction. He paid in cash and took a seat, observing the environment.

From his booth, Ellis witnessed several interactions that aligned with recent complaints. A mother struggled to place an order while managing two toddlers. An elderly man asking about a senior discount was dismissed. A dropped tray prompted profanity within earshot of families. The most concerning moment came when Ellis overheard two employees making derogatory remarks about him, assuming he was unhoused based on his appearance.

The comments escalated when a construction worker asked for water while waiting for his order. Denise responded dismissively, telling him, “If you’re not buying anything else, don’t hang around.” Ellis then approached the counter to address the situation directly.

When he questioned whether customers were treated differently based on perceived income, the employees initially denied wrongdoing. Ellis then identified himself, stating, “My name is Jordan Ellis. I own this place.” The atmosphere in the diner shifted immediately as nearby customers and kitchen staff took notice.

Ellis reminded the staff of the company’s founding principles, saying, “We built this place to serve everyone. Construction workers. Seniors. Moms with kids. Struggling folks trying to make it to payday. You don’t get to decide who deserves kindness.” He also referenced in-house surveillance, noting that “Those microphones? Yeah, they work. Every word you said is recorded. And it’s not the first time.”

The restaurant manager, Ruben, joined the scene and confirmed Ellis’s authority. Ellis announced that both counter employees were suspended pending further review and retraining. Addressing their reaction, he stated, “You don’t cry because you’re caught. You change because you’re sorry.”

Following the suspension, Ellis remained on site and took over duties behind the counter. Wearing an apron, he served customers directly, offered complimentary coffee to the construction worker, and apologized for the earlier treatment, telling him, “That’s not what we’re about.” Over the next hour, Ellis handled orders, refilled drinks, assisted families, and interacted with regular patrons, including greeting long-time customer Ms. Thompson.

Customers began to recognize him, with some expressing approval of his approach. One patron remarked, “I wish more bosses did what you’re doing.” The incident drew quiet attention within the diner, with some customers documenting the moment on their phones.

Around midday, Ellis briefly stepped outside and reflected on the disconnect between the company’s growth and its original values. Shortly afterward, he contacted human resources to announce new policy changes, including mandatory training that would require all staff members to work a full shift alongside him.

Ellis then returned to the diner floor, continuing service for the remainder of the day. The visit marked a direct intervention by the company’s owner and signaled broader operational changes aimed at reinforcing standards of respect, inclusion, and customer care across the Ellis Eats brand.