Jean Bédard has held the reins of La Cage – Brasserie sportive for 30 years. While he is preparing his exit in five years, the big boss, who wants at all costs for the company to remain in Quebec in order to avoid the fate that certain flagships have experienced, has not yet reached the end of his projects. for the Grandio Group, which brings together several brands. On the menu: acquisition, openings of establishments and reflections on the possible establishment of a Cage… in London.
Published at 6:00 a.m.
For Jean Bédard, the adventure with the chain of sports restaurants, where popcorn is king and master, began in 1990 when he became a franchisee with “a gang of guys who had no money and who “were getting into this because they loved the sport.” “We learned everything we should not do,” says the main person concerned, laughing, during an interview with The Presswhile he was in Florida. It was a difficult start. »
His chaotic beginnings probably turned into strengths, since five years later he became head of the company, then known as La Cage aux Sports. He was 31 years old. Launch of the promotion associating chicken wings with the performance of the Montreal Canadiens, change of name to La Cage – Brasserie sportif, establishment of a take-out order service, creation of the Grandio Group to bring together several brands, opening of a first Cage in Bordeaux, acquisition of Brasseurs du monde: the man, now 61 years old, has clearly not been idle. While he is gradually preparing for his exit, scheduled in five years, Jean Bédard intends to score a few more goals before hanging up his skates.
Conquest of France, improved poutine and possible landing in London
The opening of a first Cage in Bordeaux in 2023 has had the effect of increasing the French appetite for their cousins’ chicken wings. A second restaurant will open in Aix-en-Provence in September. To this will be added seven or eight other potential locations in France to accommodate La Cage and its popcorn machines. The French experience is going “very well”, according to the main person concerned.
He nevertheless recognizes that the teams there had to adjust… to the French schedule. “People go to dinner late at night. You get there at 7 o’clock in the evening and it’s like it’s 4 o’clock in the afternoon in a Cage in Quebec. And there, at 9 p.m., people arrive en masse, with children,” indicates Jean Bédard, who adds at the same time that the formula “5 to 7”, popular here, is not part of the customs there.
The Bordeaux establishment therefore closes later than the Quebec Cages, which quietly empty around 11 p.m. when the hockey game ends.
And although the menu at La Cage française is the same as here, its establishment forced the chain to review certain recipes, or even improve them. “When we opened there, my partner told me that the poutine was better in Bordeaux than at La Cage in Quebec,” he says.
It was when he questioned his chef on the issue once back here that he discovered that the Quebec specialty was prepared in France with fresh fries drizzled with a sauce prepared with a base. Which was not the case on this side of the Atlantic.
“It forced us to review our recipes. » For the establishments in La Belle Province, the company has therefore swapped the powdered sauce for a base and the frozen potatoes for fresh ones.
Furthermore, the arrival of La Cage in France aroused a lot of interest in Europe, so much so that Jean Bédard made several return trips between London and Montreal, where we perhaps plan to establish ourselves. But the big boss wants to play it safe with regard to the British project. “We see the potential. We arrive with a concept that does not exist. On the other hand, these are big markets. You have to think before you do it. move. »
“There is a lot of potential, but more risk. Real estate is more expensive there. We are in deep reflection. At the age I am now, I am more careful with my big projects. If I get into this, it’s another five years of work. I’m torn,” he confides.
And if he manages to leave the ice in five years, who will be the next captain? “He hasn’t been chosen yet,” says Mr. Bédard, laughing. The big boss assures that his team has made “great acquisitions of talent” and that he has a great succession, including his two sons involved in the company.
“I’m like a coach who goes to the playoffs, who looks at his team on the bench and says to himself: ‘It seems to me that we have the players to make it to the Cup.’ »
“It’s my priority, the succession plan. That doesn’t mean I’m leaving the organization. But I’m going to be much less involved. At the moment, new acquisitions are made by me. »
Preparing for his departure is a way for him to ensure that the Grandio Group remains deeply rooted here and that it will not be sold to foreign interests. He wants to prevent the company from leaving La Belle Province as was the case for other flagships. “I will do everything to keep this going. This is one of my big concerns. I want to make sure it stays in Quebec. »
Acquisition and openings
The Grandio Group – which brings together 13 restaurant brands – continues to expand its tentacles in Quebec. The company will open at least six establishments in the coming months, such as Cochon Dingue (a first foray into Montreal), IRU Izakaya, Chez Lionel and Brasseurs du monde. Grandio will also make an acquisition. The identity of the company will be known in February.
Between Quebec and Europe, the next five years will probably not feel like early retirement for Jean Bédard. However, he doesn’t seem to complain about it. “My passion is sport, entrepreneurship and food. I’m still in the right place. »
Grandio Group in brief
Fondation : 2022
President and CEO: Jean Bédard
Some brands: La Cage – Sports brewery, Cochon Dingue, Brasseurs du monde, Moishes, Niji, Café du monde
Total number of establishments: 61
Number of employees: 4350
Head office: Boucherville
