Nevadan at Work: Entrepreneur to open Pinkberry locations this month

She’s made a career of that simple premise, dreaming up offerings at restaurants, nightclubs and hotels across the world.

Krause jumped into food and beverage and hospitality in college on her father’s advice. She stuck with the business because it allowed her to combine business acumen with the creative process of providing places where people can escape for a while.

Krause had recently opened a W Hotel in San Francisco when a colleague introduced her to Steve Wynn. Wynn then introduced Krause to restaurant-development executives Elizabeth Blau and Kevin Stuessi. Krause moved here just after the terrorist attacks of Sept. 11, 2001, and began work with Blau on Simon Kitchen + Bar at the Hard Rock, as well as restaurants at MGM Resorts properties.

She went on to work for nightclub operator Pure Management Group during some of the company’s hardest times, including a 2008 IRS raid on Pure nightclub at Caesars to investigate tip distributions.

Krause, whose work has taken her from Mexico City to the Bahamas to Asia, has settled in Las Vegas: She now owns A5 Group, a hospitality management and marketing and advertising firm. She also secured rights to open local locations for Pinkberry, a gourmet frozen yogurt franchise based in California. The first is to open this month at City Center.

Question: How’s Las Vegas different from other markets you’ve worked in?

Answer: Having been in London, Paris and other amazing food cities, I can say the talent here is extraordinary. When you look at Las Vegas, we do things people don’t realize. Everything is on a scale far larger and greater than people really understand as far as what it takes behind scenes. The size of the food-and-beverage shows we put on and the nightclubs we operate – in terms of what it takes to execute and make them happen, there’s really nothing like it in the world. You can go to San Francisco or New York, and they have the same talent, but they’re working with maybe a 60-seat restaurant. Here, we put out same world-class product, but with 200 seats. So really, our talent is executing on a much larger scale.

Question: You’ve worked with properties ranging from Wynn hotels to the Silverton. How has the formula for success changed both on and off the Strip?

Answer: It’s been a roller coaster in some ways. We’ve seen our city go from trying to have the most upscale properties with phenomenal restaurateurs like Joel Robuchon coming in, to "how do we touch locals." Service has always mattered, but the connection made with the person across the counter or table needs a different strategy. If you can’t sell the same amount of high-end champagne, you really have to be able to connect with what consumers do want. They’re very savvy with their dollars and focused on having a great experience, but at an affordable, approachable level. The economy has challenged all operators, and consumers are getting a great product at an amazing price. People are simplifying their venues. Instead of being grandiose, they’re starting to bring comfort back a little bit.

Question: What has been your toughest assignment in Las Vegas?

Answer: I’ll always say "myself," because we always have to continue to grow and challenge ourselves to be at our best. I’m probably my most difficult project, because I push myself.

The other was working as COO (chief operating officer) at PMG (Pure Management Group). It was the toughest, but also the best. We were navigating the company through some of the more challenging times in its history. When you’re used to making the press for dynamic celebrities and events and winning awards, and then you’re making the press for your hard times and a large (IRS) raid – it was one of the toughest, but also one of the most rewarding, business times for me. It truly challenged my business acumen and made me keep my team the main focus, just making sure they had jobs and making sure they were OK.

Question: What was your biggest takeaway from that experience?

Answer: Always take care of your people. I sit here today owning my own company because of those times, and I am surrounded by many of the people who worked with us at PMG. If you take care of people and treat them with respect, there’s not a lot you can’t accomplish. We stuck together and here we are, doing great things. If you value your people, you come out on top.

Question: What’s your biggest accomplishment?

Answer: Owning my own company. That’s truly a lifelong dream. And my 6-year-old son, my great equalizer. My husband and I own our business together. We’re great partners in both business and life. Even with all of these great things we do and run and operate, when you walk in the door at home, a child reminds you of all the great things in life. It’s the simple things, to just be in the now and be with them when you walk through door, versus all the other stuff you did in the day. No matter how great or bad a day you had, when you walk through door it becomes about family.

Question: Our economy is not out of the woods yet. Why was this a good time to bring Pinkberry here?

Answer: My company has been in operation now for a few years, and we have been doing projects and participating in the business world, guiding our colleagues. We work with other people in marketing, advertising and consulting, and we’ve been guiding them for the last couple of years. We think it’s a good time because the consumer is looking for those reliefs. We’re bringing things that are fun and exciting and also an escape, but are, at the same time, very affordable. People want to know where they can take their dollars and go out with their friends, or get a great snack or treat for their children. We’re bringing something that doesn’t cost a lot but that can bring people a lot of entertainment and excitement and ease.

I would push my colleagues in business to take some risks. It’s time to commit to the community and put your dollars in the community. If I’m putting 30 to 50 people to work at a time, those people can enjoy their lives and spend some money. At some point we all have to say, "It’s time to take the risk and come back."

Question: What are your future career goals?

Answer: I hope to continue to bring in more businesses that put people to work. One of the things we offer to our teammates and colleagues is their own ownership. We look at investing back into people. I look at being able to help them launch their own businesses. If they can participate in some of our companies, perhaps that stimulates their dreams. I want to develop programs to help others start businesses. We donate time and energy. We have an employee who created a really cool product that he wanted to present at Comic-Con (the world’s largest comic-book and popular-arts convention, held each summer in San Diego). He asked us to lend some insight and help with collateral so he could go out and pursue his dream as well. It’s important to give back to people that way.

I once had a boss say, "I love that you’re always smart in business, but you keep your ideals." I think that’s something we need to keep. We have to dream and be somewhat idealistic about how great we can make people and companies. The idea that you can do it is what spurs entrepreneurship. I want other people to experience that idea.

Question: Where do you see food and beverage headed in Las Vegas?

Answer: I think we’re going to continue to see really great talent making things interesting, but also approachable, affordable and comfortable. We all want to be able to socialize and gather and get out of our houses. Food and beverage will definitely continue to bring that comfort level. But especially in Las Vegas, we love to push talent to find uniqueness. People will come up with innovative new ideas that are easy to enjoy.

Contact reporter Jennifer Robison at jrobison@reviewjournal.com or 702-380-4512. Follow @J_Robison1 on Twitter.