Beloved SF sandwich spot announces March closure
Almost 10 years ago, Ken Turner purchased Clare's Deli after beginning his career at Zuni Cafe in SF.
Turner said that the decision to close was difficult. However, he looks forward to a lighter load.
'I've normalized a 50 hour work week that balloons to 70+ with private dining and catering,' said Turner. 'I used to be so proud of my work ethic and while the accomplishments and memories have made it more than worth it, it's time to slow down…'
JCPenney to shut down lone Peninsula location
In the next couple of months, Turner said he will be focused on fundraising and pop-ups, but still providing catering and private dining.
Turner said he has not sold the business. He said, 'Who knows, maybe I'll reopen it again.'
According to Yelp, Turner's Kitchen's most popular dishes are the Original 500 Club, French Dip sandwich, Mission fig sandwich and more. Patrons still have a little over two months to enjoy the tasty subs. Turner's Kitchen is located at 3505 B 17th St.
Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Associated Press
5 days ago
- Associated Press
After Nearly 30 Years of Service, Greentrike CEO to Pass the Torch
Tanya Durand, Greentrike CEO, Will Retire in February 2026. Greentrike Begins Search for Next Leader. 'It has been a true honor to serve my community through my work. As I step down, I am deeply confident in my colleagues' ability to carry Greentrike's mission forward with the same heart and vision.'— Tanya Durand, Greentrike CEO TACOMA, WA, UNITED STATES, August 16, 2025 / / -- Greentrike shared today that CEO Tanya Durand, who has served the organization for 29 years, will retire effective February 2026. Over nearly three decades, Tanya has played a transformative role in advancing Greentrike's mission to honor children and youth and champion play. Tanya will leave the organization with a legacy of excellence in early learning, groundbreaking access programs, and a focus on centering children and youth in Pierce County. Tanya first joined Greentrike in 1996, when the organization was then known as the Children's Museum of Tacoma. Her unwavering commitment to access led to the creation of Pay As You Will, the donation-only admission model first among children's museums, which has served over a million visitors since 2012. Greentrike experienced remarkable growth during Tanya's visionary tenure as CEO, expanding the Children's Museum of Tacoma to its third and largest location, creating the first children's museum for military families on Joint Base Lewis-McChord, and launching Play to Learn across Pierce County. 'It has been a true honor to serve my community through my work at Greentrike,' said CEO Tanya Durand. 'As a child, I dreamt of working at a children's museum because I wanted to bring the same joy and wonder I found on each of my visits to children in my community. I am incredibly grateful to have the opportunity to live that dream, and I'm proud of what we've accomplished together at Greentrike. As I step down, I am deeply confident in my colleagues' ability to carry Greentrike's mission forward with the same heart and vision.' The transition comes at a time of growth for Greentrike following the organization's most successful Right to Play Gala, record-breaking event attendance, and expansions in Play to Learn and the Monarch Diaper Bank. Under Tanya's leadership, the organization has built a deeply capable and dedicated team of professionals who will continue to guide day-to-day operations with care and expertise. Succession planning has been deliberate and thorough, ensuring continuity in both mission and momentum. Greentrike remains grounded in its values, and the Board of Directors is confident in the organization's ability to move forward with clarity and purpose as the search for the new CEO begins. 'We are deeply grateful to Tanya for her visionary leadership and enduring impact on the children and families in our community,' said AJ Treleven, Chair of the Board of Directors. 'Greentrike is well equipped to deliver the high-quality service and programs it has become known for. Our exceptional leadership team and the staff are poised to carry out our mission as we conduct a rigorous, thoughtful, and inclusive search for our next CEO.' The Board of Directors has partnered with a national search firm specializing in nonprofit and museum leadership to identify Greentrike's future CEO. Tanya and the current leadership team will continue guiding day-to-day operations throughout the transition. More updates will be shared as the search progresses and a successor is selected. Rolfe Bautista Greentrike email us here Visit us on social media: LinkedIn Instagram Facebook YouTube Other Legal Disclaimer: EIN Presswire provides this news content 'as is' without warranty of any kind. We do not accept any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information contained in this article. If you have any complaints or copyright issues related to this article, kindly contact the author above.
Forbes
5 days ago
- Forbes
What The Marine Corps Can Teach You About Leading Through Uncertainty
One of the most enduring lessons I learned as a United States Marine comes from C.S. Forester's classic, Rifleman Dodd, a story still read by Marines today. It follows a soldier cut off from his unit, facing extreme uncertainty. He didn't panic or wait for rescue. He kept moving toward the mission, adapting and changing tactics as conditions shifted. The story teaches a simple truth: leading through uncertainty requires focusing on the mission, and adapting tactics as needed. In leadership, especially in times of uncertainty, the principle is the same. In the Marine Corps, it's essential for survival. In business, it can be the difference between moving forward or being left behind. The Fog of War is the Business Battlefield In the Marine Corps, we call this reality the fog of war. Inside that fog lives VUCA — Volatility, Uncertainty, Complexity, and Ambiguity. The business world faces its own version: supply chains collapse, sudden tariff changes, competitors emerge overnight, regulations shift without warning. Leaders have a choice: stand still and wait for clarity that may never come, or move forward in the face of fear. As Michael Porter, the Harvard Business School professor known for his groundbreaking work on competitive strategy, observed that companies win not by simply reacting to change but by shaping the environment in which they compete. In uncertainty, that means acting to influence events rather than waiting for them to dictate your next move. And that is exactly how Marines operate. Expect Uncertainty — and Act Anyway Marines know VUCA is the normal operating environment, so they train for it. When uncertainty hits, they respond with focus, not panic. Fear becomes a signal to prepare and adapt, not to freeze. They don't wait for perfect conditions because they know those conditions rarely come. In business, the same principle applies. It means replacing 'We'll act when we know more' with 'We'll act based on what we know now.' Leaders who normalize uncertainty remove the shock when it appears, creating a culture that keeps moving forward even when the path ahead is unclear. The best leaders understand: focus on the mission, adapt the tactics as needed. Develop the Best Plan Possible — Then Move Out In the Marines, reconnaissance gives you a starting picture, but the full clarity comes only when you're in motion. Waiting for 100% of the information often means you've already lost the advantage. General Colin Powell called this the 70% rule: if you have between 40% and 70% of the information you think you need, make the decision. Less than 40% and you're guessing; more than 70% and you've waited too long. During the pandemic, while many competitors in the fitness industry took a 'wait and see' approach, EōS Fitness, a rapidly expanding high value, low price gym chain, kept signing leases and opening new locations. It was a calculated risk taken when future conditions were anything but certain — and it paid off. That decision fueled rapid growth and helped position EōS as one of the fastest-growing fitness brands in the country. Momentum is often the difference between leading the market and lagging behind it. The organizations that move first — and adjust fast — are the ones that set the pace in uncertain environments. Those who wait for perfect clarity watch opportunity pass them by. Adapt with Purpose, Not Panic In the fog of war, the mission is constant, but the route changes as new intelligence arrives. Marine units thrive when they share real-time information so leaders and front-line operators can pivot instantly when conditions shift. General Stanley McChrystal, in Team of Teams, showed how rigid, top-down structures fail in fast-changing environments. Success comes when teams share a clear mission and the freedom to adapt tactics on the ground. Starbucks offers a widely cited example. The company empowers baristas to make quick, customer-focused decisions without waiting for a manager. That might mean remaking a drink, offering an alternative, or finding another way to resolve an issue. This enables faster service recovery and stronger customer loyalty. As described in The Starbucks Experience by Joseph Michelli, this works because the mission is crystal clear: 'to inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time.' For any organization, agility means creating systems that pull in frontline insights, track early market signals, and empower teams to act without derailing the mission — the operational side of focus on the mission, adapt the tactics as needed. The Leader's Choice — Advance or Fall Behind Standing still in uncertainty might feel safe, but it hands control over to circumstances. Moving forward — even when the outcome is unclear — positions you to adapt faster, learn sooner, and seize opportunities others miss. Like Rifleman Dodd, you may not know every turn in the route, and the original plan will almost certainly change. But if you keep moving, adapt your tactics, and stay true to the mission, you will reach the objective — no matter how thick the fog of uncertainty. Leading through uncertainly requires an extreme focus on the mission, adapting the tactics as needed.
Bloomberg
6 days ago
- Bloomberg
Trump Administration Said to Discuss Stake in Intel
00:00 Bloomberg's also learned that the Trump administration is in talks with Intel on the US government potentially taking a stake in the company. For more on the scoop, let's get to senior tech editor Nick Turner. Nick, thanks for joining us. A lot's changed this week. At the start of the week, we had President Trump pressuring the Intel CEO Lip-bu Tan to leave. Now we've got the US government potentially buying a stake in Intel. So what's changed? Well, the two men had a meeting, so I think that laid the groundwork for these latest discussions. And it seems like he's safe at the moment. That being Lip-bu Tan and his job at Intel. But it'll be interesting to see how this deal ultimately unfolds if it happens. But it would be just sort of kind of the latest White House attempt to sort of make a private public sector agreement that that would have been pretty unusual before this administration. So what are the details of this? Can you tell us from your reporting what you found out? Because it's also understood that, you know, this could have implications for Intel's Ohio plant. Yeah, I mean, that is kind of the crux of it. We don't have a lot of details in terms of of the money involved. What we know is that this plant in Ohio, it's sort of a collection of plants that ultimately they promised would become the biggest chip making facility in the world. This that was back during the Biden administration. And since then, they've kind of scaled back those plans. They've delayed the opening of the first plant until at least 20 the 2030s. And I know that certainly there's some legislators in Ohio and who want to see this happen faster. And and it seems like a priority for the White House as well. There's interesting political optics here as well, because, you know, we've had this news of a revenue sharing deal potentially with India and AMD over the sale of chips to China. And now this potentially the government taking a stake in a publicly listed company. This is the sort of thing that you might expect the Chinese Communist Party to do, getting involved in state owned businesses. What's what's the rationale here? Is there any precedent for this? You know, I mean, there's some maybe some recent precedent, as you just mentioned, with with this administration. But I think it is kind of charting new territory for the U.S. and and it will have to sort of see how it plays out. I mean, in the case of Intel, Intel does need help. I mean, I'm not sure whether they'll arrive at a figure that will put the company on the right track, per se. But certainly it's been losing money. It's been struggling to regain its technological edge. And the current CEO has really been focused on cost cutting, which makes it all the harder for the company to make good on promises to increase domestic manufacturing, which is obviously a Trump priority.
