
S.F. landmark will be torn down as part of major Fisherman's Wharf redesign
Port Director Elaine Forbes said the agency spent several years looking for a new operator for the 11,000-square-foot Alioto's, but the sheer size and dilapidated condition of the three-story structure — and the multimillion-dollar investment needed to make it structurally sound — made it a tough sell.
'It's just a relic, essentially, a relic of an important history, but it is not the future,' Forbes said.
Knocking down Alioto's and building a plaza are the centerpiece of a package of wharf improvements that will include the lighting of the lagoon and the demolition of a crumbling former smokehouse that has been used for storage in recent years. The port expects to complete the first phase next year while starting work on a longer-range project that will include seismic and sea-level rise protections.
Forbes said removing Alioto's would give the public access to the lagoon where San Francisco's fishing boats are docked and where locals can line up to buy fresh fish and crab off the vessels. The view of the lagoon that lured so many families to Alioto's for graduation and birthday celebrations — the brightly-painted Monterey Hull fishing boats with the Golden Gate Bridge beyond — would be available to anyone visiting the new public piazza.
Alioto's was one of six major Fisherman's Wharf restaurants that closed, and didn't reopen, when the pandemic lockdown started more than five years ago. The port has found new operators for three of the spaces: Chasca Rio will open at 340 Jefferson St., which used to house Pompei's Grotto; Everett & Jones Barbeque will take over the former Lou's Fish Shack; and Castanola's will reopen with a new operator and concept, which has yet to be announced.
But three legacy spots overlooking the lagoon at the foot of Taylor Street — Alioto's, Fisherman's Grotto #9 and Tarantino's — proved to be too spacious and run-down to be attractive at a time when there is little demand for cavernous seafood eateries designed to cater to groups of 10 or 12.
Having a trio of shuttered waterfront structures discourages visitors from continuing past Taylor Street as they meander north on the waterfront from Pier 39, according to Mike Rescino, who docks his charter fishing boat Lovely Martha in the lagoon near Alioto's. It has put a damper on his business.
'When they see a row of closed restaurants all they do is say, 'Nothing is here,' and turn around and walk back to Pier 39,' Rescino said.
For decades the port, which owns 7.5 miles of San Francisco waterfront, managed Fisherman's Wharf with benign neglect. Its restaurants were humming, its crab stands packed, its bread bowls full of chowder, and its stalls along Jefferson Street bright with Alcatraz-themed fleece. With many of the city's piers crumbling, the wharf was the least of the port's problems.
'It was working magically,' Forbes said.
But while cioppino and crab continued to draw millions of visitors to the wharf, even before the pandemic it was clear that the jumbo, family-friendly seafood joints that were so popular in the '60s and '70s and '80s were becoming obsolete. Revenue was down and it was unclear that the three businesses would survive until the end of their 66-year leases, which expire in 2036.
What had been 'a private economic engine that the port was there to support,' was now 'in need of more defined intervention,' said Deputy Port Director Michael Martin.
Taryn Hoppe, who owns several businesses in the neighborhood and is the president of the Fisherman's Wharf Community Benefit District, said she feels 'a little wistful' about the history that will vanish with the removal of Alioto's, but said 'overwhelmingly, this is a big deal in a good way.'
'This is what we have been asking for,' she said. 'There is really no other option. You can't lease that space. It's falling apart, and we have always wanted to open up more access to the fishing fleet and that lagoon area.'
She credited the port, an enterprise agency that mostly funds its activity through rent from its properties, with proposing a $10 million project that will not directly generate revenue.
'We needed the port to kick-start something major, a turn of the tide of that Taylor Street area where these buildings are impossible to lease and falling apart,' she said.
What will become of the two multilevel vacant restaurant spaces next to Alioto's — Fisherman's Grotto #9 and Tarantino's — remains to be seen. The two buildings will be activated with temporary ground-floor uses while the plaza is built, according to the port. It's possible that one or both could benefit from overlooking the new plaza — a food hall or interactive museum, perhaps — but the structures could also eventually be demolished to expand the open space and access to the lagoon.
Alioto's got its start in 1925 when Sicilian immigrant Nunzio Alioto Sr. began selling crab and shrimp cocktail at Stall #8. By 1938, the family had built the first restaurant at Fisherman's Wharf. It became known for its cioppino, a fish stew, as well as the turquoise and black sign that sits on top of the building.
Woody LaBounty, executive director of the preservation group San Francisco Heritage, called Alioto's 'a long-standing stalwart for people who grew up in San Francisco.' Its sign was part of a cityscape that was seen in movies and television shows like 'The Streets of San Francisco.' He compared the sign to the Golden Gate Bridge and the cable cars.
'It's really sad. Alioto was one of our top 10 legacy bars and restaurants, we hate to lose those sort of things,' he said.
But, he said a preservation campaign to save the building is unlikely. 'If you ask anyone who grew up in the city, 99% of people are going to say, 'Do not let that go,'' he said. 'But it's hard if there is not a business model that can be successful right now.'
Port spokesman Eric Young said the termination agreement for the Alioto lease gave the family the rights to the restaurant name and the 'number 8,' but the sign and other property left behind belong to the port.
'The port welcomes an engagement with the Alioto family to develop interpretive signage at the plaza that would honor the family's contribution to the wharf,' Young said.
He said the port would 'safeguard the signs from the restaurant.'
The new chapter comes as the wharf remains one of the most visited places in San Francisco in 2024, with 10 million visitors, a number which is down from 15 million in 2019. Forbes emphasized that the investment is part of a larger effort to make sure the wharf is relevant, both to locals and tourists.
Other efforts include attracting the Skystar Observation Wheel, the ferris wheel that was moved in 2023 from Golden Gate Park; installing new furniture, greenery and pop-up containers on the promenade along Little Embarcadero; and building a new $6 million floating dock along Al Scoma Way to enhance off-the-boat fish sales and waterside excursions.
'We are the custodian of Fisherman's Wharf,' Forbes said. 'It's been this endurable, magical place for San Francisco that has really driven economic well-being, but also the identity of who we are as a city.'
David Beaupre, who operates planning for the port, said it's important that the work on the Alioto's property start as soon as possible. Removing the heavy 11,000-square-foot building will relieve pressure on the pier substructure that 'has not seen major investment since the 1960s.'
'We are hoping to do it quickly, because time is not on our side,' he said.

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She's equally opposed to selling the business, which she makes clear in the company's second commandment. That hasn't stopped other executives from trying to change her mind. In 2017, at the Digital Healthcare Innovation Summit in Boston, former General Electric CEO Jeff Immelt revealed that he'd spoken with Faulkner about acquiring Epic. Faulkner shut him down immediately. "It was a five-minute meeting — perhaps the shortest in history," Immelt said, according to a report from Healthcare IT News. The report said he'd also considered buying Cerner. Faulkner confirmed the encounter with CNBC. "Others have asked to come and persuade us, and I've heard our staff say to them, 'Just leave your car running,'" she said. Faulkner has said in testimonials that she's avoided buyers in order to remain independent and preserve Epic's unique culture, and she doesn't make acquisitions, calling them a distraction. But no matter how much she loves her company and her job, at some point, somebody else is going to have to run Epic. Faulkner has remained mum about who will be her eventual successor, other than to say that the person will have to be a software developer and a longtime Epic employee. The obvious choice, according to 10 former Epic employees who spoke with CNBC, is Sumit Rana, who was named president of the company last August. The 49-year-old joined Epic right out of college in 1998 and helped build the company's patient portal called MyChart. Rana, who was a toddler when Faulkner founded Epic, has been participating in more high-profile speaking engagements of late, including representing the company during the opening panel at the Centers for Medicare & Medicaid Services' Quality Conference in July. Faulkner declined to say whether Rana is the top contender for the job. "That's the company's business," she said. "Sumit is a wonderful employee, and he would make a good CEO, but we're not publicly announcing anything." While Faulkner doesn't say much about the company's succession plans, she hasn't been shy about her plans for her personal wealth. In 2015, she signed The Giving Pledge and agreed to donate 99% of her assets to charity, a decision that was inspired in part by a dinner she had with Berkshire Hathaway CEO Warren Buffett that year. Buffett created The Giving Pledge with Bill Gates and Gates' then wife, Melinda French Gates, in 2010, encouraging the world's richest people to give away the majority of their wealth. Following Faulkner's pledge, she launched a family foundation called Roots & Wings with her husband in 2020. Roots & Wings provides grants to nonprofits that support low-income children and families. Faulkner's daughter, Shana Dall'Osto, serves as executive director of the organization. Faulkner has been selling her nonvoting shares back to the company, giving the proceeds directly to Roots & Wings. "I've never cashed a single share for myself," Faulkner told CNBC. Installing an EHR is an extremely complicated and costly project for health systems. If it doesn't go well, it could "blow up" the whole business, Dr. Robert Grossman, CEO of NYU Langone Health, told CNBC in an interview. "We bet the ranch on Epic, let's be very honest," he said. Fans of Epic say the company is fully tuned in to its customers' needs. "They don't just operate and dial in," said Michael Mayo, CEO of Baptist Health in northeast Florida. "They visit our campus. They're immersed here. They know our teams across our IT [information technology] component and our caregivers. They are in our facilities. And when we went live, which is a pretty scary time, they were in full force here." Each health system that uses Epic has a point person called a "BFF," or "best friend forever," who is available to answer questions and help solve problems. Epic doesn't outsource any incoming calls to third parties, the company says, so staff members are responsible for picking up the phone 24/7. Faulkner also makes herself easily accessible to customers, executives said. Mike Slubowski, CEO of Trinity Health, which operates 93 hospitals across 26 states, said Faulkner always answers his emails within the day, if not the hour. She holds recurring meetings with senior health-care executives by phone or video call to answer questions and talk through an organization's specific needs and ideas. Executives told CNBC that Faulkner takes copious notes and is receptive to feedback. If she doesn't have an answer, she promptly calls someone who does. "She'll stop right there and say, 'Get so-and-so on the phone,'" said Dickson, of UMass Memorial Health. "I don't know what so-and-so was doing prior to getting the call, but it's clear that when Judy calls, you drop what you're doing." Pete Durlach, corporate vice president for health and life sciences at Microsoft, said he's been in meetings with Epic staffers who have gotten these impromptu calls. Microsoft and Epic have been close partners for around two decades, a relationship that's gotten tighter as cloud and artificial intelligence technologies have advanced, he said. "People definitely answer the phone when Judy calls," Durlach said. Epic doesn't advertise or have a traditional marketing department; the company has relied heavily on word of mouth. Faulkner has also proven to be an effective salesperson. Ardent Health CEO Marty Bonick said that when he was debating whether to convert some of his hospitals to using Epic products, Faulkner ultimately helped sway him. Ardent Health owns 30 hospitals and 280 outpatient care sites across six states. When Bonick joined Ardent in 2020, he said, roughly two-thirds of Ardent's hospitals were using Epic. Bonick said he'd never worked with Epic and wanted to make sure that switching over the remainder of Ardent's hospitals would be worthwhile. Bonick said he told Faulkner that he'd heard Epic's product was expensive and difficult to implement. "She came back with a presentation that she delivered personally, and spent probably over 90 minutes," said Bonick, who was ultimately sold on the conversion. "I had to say, 'OK, time out. I've got another meeting to go to,' but she really was not watching the clock." Epic is used by all 20 of the top hospitals from the U.S. News & World Report rankings, and by the country's seven largest health plans, according to the company. Its dominance has come with plenty of controversy. Epic faces accusations of anticompetitive practices in two lawsuits from the past year. One was filed in September by data startup Particle Health, which alleges that Epic has used its EHR market power to "snuff out" competition in other emerging health-care markets. Epic said in response it would "vigorously defend itself against Particle's meritless claims." The second lawsuit was filed in May by CureIS Healthcare, a managed care services company that claims Epic has engaged in a "multi-prong scheme to destroy" CureIS' business. CureIS alleges Epic has interfered with its customer relationships, blocked access to necessary data and raised unfounded security concerns, according to a complaint. An Epic spokesperson told CNBC at the time of the filing that the company "believes in free and fair competition, and we also believe our customers are in the best position to choose the right solutions to meet their needs — whether with Epic or by adopting other products and services." Epic's competitors have also long accused the company of being territorial over its data and impeding efforts to share patient information between vendors. In a blog post last year, Oracle Executive Vice President Ken Glueck wrote that "everyone in the industry understands that Epic's CEO Judy Faulkner is the single biggest obstacle to EHR interoperability." Interoperability, in this case, refers to the exchange of electronic health data from one health-care organization to another. Since health data is siloed, stored across dozens of formats and protected by federal laws such as the Health Insurance Portability and Accountability Act, or HIPAA, it's a complex undertaking. Over the years, startups such as Practice Fusion and DrChrono have tried to crack the EHR market with promises of greater openness and more user-friendly products, but they have never become more than niche offerings. Some failed completely. Epic promotes its own interoperability tools such as Care Everywhere and EpicCare Link, which allows customers and their affiliates to exchange data with one another. Epic also participates in larger data exchange networks. One of Epic's biggest feats in its 46 years is managing to attract high-level tech talent far away from the nation's engineering and business hubs, especially given the harsh Midwestern winters in Wisconsin. That's where Epic's headquarters comes into play. It's a campus that industry executives and former employees likened to a techie's Disney World. All 28 office buildings are themed. They're clustered into mini-campuses, with names such as Prairie Campus, Wizards Academy Campus and Storybook Campus. The offices are designed by architecture firm Cuningham, which has also worked on projects at Disney theme parks all over the world. John Cuningham, the founder of the firm, said he's worked with Faulkner for 30 years, and that she's always been very involved in the process. Epic's first campus, for instance, has more than 80 bathrooms, and Faulkner wanted to know the details of all of them. "Each one," he said. "Light fixtures, faucets, mirrors, wallpaper, tile, sinks. I mean, I was thinking, 'Oh, she'll last for 10.' She did all 85, and she still does that," he said. On Epic's grounds, a metal wizard stands in the courtyard of a castle, giant chocolate chips mark the entryway to a faux chocolate factory, and a hanging bridge leads to the company's very own treehouse. Inside a building inspired by "Alice in Wonderland," there's a slide that takes employees into a small room where everything is upside down. It's popular with visitors. "I was kind of blown away," Warner Thomas, CEO of Sutter Health, a nonprofit health system in Northern California, told CNBC about his first trip to Epic's campus. "I went down the slide, like everybody." The buildings are brimming with trinkets, ceramics, mosaics and paintings that Epic employees get to help source. Faulkner recruits a small group of volunteers to go with her to local art fairs and buy decorations for the campus. Some pieces cost thousands of dollars, according to former employees. Faulkner said she had just returned from an art fair ahead of her interview with CNBC. Despite the fantastical themes on-site, employees are tasked with very real responsibilities. Since Faulkner places such a strong emphasis on supporting her customers, she holds her staff to high standards. Most employees work in person five days a week. Hours can be long and burnout is common, former employees say. In June, The Economist analyzed 900 companies across 19 industries, and found that Epic had the worst work-life balance in the software and IT services category. Several former employees told CNBC their work at Epic was all-consuming. Epic said the average employee works between 44 and 45 hours a week, based on monthly time sheet submissions between June 2024 and June 2025. The company said its turnover rate last year was 7%. "People at Epic are dedicated and work hard," an Epic spokesperson said in a statement. Epic workers are entrusted with big projects, expected to interact directly with customers and generally take on a lot of responsibility. For some employees, that includes working alongside hospitals as they implement Epic's technology. "Some of these implementations really sucked," said Brendan Keeler, a former Epic employee who frequently blogs about the company online. "So much of the success of an implementation was just a function of the politics of the hospital." Epic recruits the vast majority of its employees straight out of college, so its staff is relatively young. All new staffers go through extensive training, including a five-hour corporate philosophy class where they're taught how to be a successful employee. Faulkner said she used to teach the class by herself but that she now has help from one or two other people. Faulkner's influence is present in every corner of Epic's campus, in its product and across much of the health-care industry. "Everybody knows Judy Faulkner," said Thomas, of Sutter Health. She's still got a lot to do. The health-care industry is reckoning with rising costs, staffing shortages, the impact of AI and the Trump administration's hefty cuts in the areas of medical science and research. And Faulkner isn't ready to quit. "It's interesting and it's challenging and it's worthwhile," Faulkner said.


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In addition to considering companies' support of Trump's agenda, the scorecards also take into account companies' social media posts, press releases, video testimonials, advertisements and attendance at White House events, Axios reported, noting companies' support is ranked as strong, moderate or low. Axios cited as examples of 'good' partners United, Delta, Uber, DoorDash, AT&T, Cisco, Airlines for America and the Steel Manufacturers Association. An unnamed White House staffer told Axios the scorecards help 'us see who really goes out and helps vs. those who just come in and pay lip service,' adding the gradings can change if 'companies want to start advocating more now for the tax bill or additional administration priorities.' Get Forbes Breaking News Text Alerts: We're launching text message alerts so you'll always know the biggest stories shaping the day's headlines. Text 'Alerts' to (201) 335-0739 or sign up here. How Have Companies With Positive Grades Supported The Trump Administration? Delta and United lauded a provision within Trump's megabill calling for a $12.5 billion investment for upgrading air traffic control systems, which came months after a passenger airliner crashed into an Army helicopter at Reagan National Airport, killing 67. Uber CEO Dara Khosrowshahi, who donated $1 million to Trump's inaugural fund, publicly supported Trump's "No Tax on Tips" policy implemented through the megabill. Cisco CEO Chuck Robbins also supported the bill and its corporate tax provisions. What Other Companies May Have Positive Grades? In addition to supporting the 'Big Beautiful Bill,' companies that have made investments into the U.S. economy may also receive positive grades. Apple is one of the largest tech companies likely in the good graces of the Trump administration, as the iPhone maker has committed $600 billion to domestic manufacturing slated to bring tens of thousands of jobs to the U.S. Amazon has made multiple multibillion-dollar investments in domestic cloud computing infrastructure, data centers and rural delivery networks, tacking on to other infrastructure and manufacturing investments from companies like NVIDIA, IBM and Johnson & Johnson. Companies like Amazon, Meta and Google have pulled back diversity, equity and inclusion initiatives targeted by the Trump administration, which could curry favor with Trump. What Companies Has Trump Criticized? Trump has had friction with some companies publicly, though it is not clear what companies have low marks, if any. Trump recently told CNBC that Bank of America and JPMorgan rejected him as a customer, adding fuel to conservatives' claims they are discriminated against by big banks. Trump also called for the ouster of Intel CEO Lip-Bu Tan this month over concerns about his business connections to hundreds of Chinese businesses, saying there was 'no other solution to the problem.' Days later, following a meeting between Trump and Tan, reports surfaced that the Trump administration may be considering a stake in the tech company. Key Background Trump has applied pressure on various companies to push his opposition to DEI initiatives, encourage domestic manufacturing and infrastructure and even get Coca-Cola to bring the cane sugar version of its flagship product to the U.S. One poignant example of the administration's power came when the Federal Communications Commission approved an $8 billion merger between Paramount and Skydance Media, with Skydance vowing to end DEI considerations in hiring, promotions, development and compensation. It also agreed to produce news and entertainment programming that embodies 'a diversity of viewpoints,' according to FCC Chair Brendan Carr. Cato Institute Chair Ryan Bourne told NBC News it is unprecedented for a president to use his power to suggest CEO firings, suggest how companies should set prices and carve out 'firm-specific deals that directly pay the government.' Further Reading Intel Shares Soar After Report Says Trump Administration May Buy Equity In Tech Giant (Forbes) Apple Invests Another $100 Billion Into The U.S., Trump Says—As Shares Jump 5% (Forbes)