Julie Mulligan Of Black Tap Craft Burgers & Beer On What it Takes To Become An Award-Winning Restaurateur
…And lastly, fun. This industry is incredibly demanding, and it’s easy to get burned out. So making sure your team is enjoying the work — and that your guests are having a great time — is critical. Restaurants are a 24/7 business, so if it’s not fun in some way, it’s hard to sustain…
I had the pleasure of talking with Julie Mulligan. Julie is the co-owner and CEO of Black Tap Craft Burgers & Beer, a global restaurant group that has expanded from a single New York City eatery into an internationally recognized brand. With a background in architecture and design, Mulligan has played a key role in shaping the company’s aesthetic and operational framework, combining structural precision with hospitality innovation. Under her leadership, Black Tap has grown to more than 25 locations across three continents, known for its signature burgers, craft beer selection, and the visually striking “CrazyShake” milkshakes that have gained viral popularity.
Born and raised in New York City, Mulligan developed an early appreciation for architecture, influenced by the city’s urban landscape. She attended The Spence School, excelling in mathematics and visual arts, and later took pre-college architecture courses at Parsons School of Design. Her early exposure to the field deepened through an internship at Buttrick, White & Burtis during high school. She went on to earn dual degrees — a Bachelor of Arts and a Bachelor of Architecture — at Rice University, where she explored the intersection of human interaction and built environments.
Mulligan began her professional career at Allied Works Architecture and later at NBBJ, contributing to large-scale projects in cultural institutions and large scale mixed use developments. Between 2009 and 2014, she worked at The New School, focusing on sustainable educational spaces. While architecture remained central to her work, she was increasingly drawn to hospitality design, where she saw an opportunity to create immersive spaces that directly shaped people’s experiences.
In 2014, Mulligan launched JAMB Studio, a design firm specializing in hospitality projects. Her approach prioritized contextual storytelling, material authenticity, and collaboration with local artists to craft spaces that felt both modern and rooted in their surroundings. It was through this venture that she became more involved in restaurant design — though she had not initially envisioned running one herself.
That changed in 2015 when Mulligan and her husband, nightlife entrepreneur Chris Barish, opened the first Black Tap location in New York’s SoHo neighborhood. The restaurant, initially a small burger spot with an industrial-chic interior, gained unexpected momentum when its extravagant CrazyShake milkshakes went viral on social media. The over-the-top desserts, adorned with cookies, candy, and elaborate toppings, drew significant attention, transforming Black Tap into a cultural sensation.
As the brand expanded, Mulligan played a crucial role in maintaining its distinctive aesthetic across new locations while allowing for regional adaptations. Black Tap’s international growth required strategic modifications, such as halal beef options in the Middle East and local flavor influences in other cities. The brand’s global presence now includes locations in Las Vegas, Singapore, Dubai, Switzerland, London, among others.
Beyond design, Mulligan has worked to implement energy-efficient kitchen equipment, upcycled materials, and hyperlocal sourcing to reduce the brand’s environmental impact. Additionally, she has collaborated closely with the culinary team to refine menu offerings, balancing trend analysis, customer preferences, and iterative testing.
Her leadership style emphasizes cross-disciplinary collaboration, mentorship, and professional development. Mulligan has also been an advocate for women in the hospitality industry, speaking at industry events.
Despite Black Tap’s expansion, Mulligan remains focused on preserving the brand’s original ethos — creating spaces that feel both familiar and dynamic. She continues to oversee new projects, including planned expansions, as well as retail product lines and advancements in restaurant technology.
Mulligan’s transition from architect to restaurateur underscores the role of design thinking in hospitality. By integrating aesthetics with operational efficiency, she has helped build Black Tap into a global brand, demonstrating how thoughtful design can shape both the customer experience and the broader dining landscape.
Yitzi: Julie, it’s a delight to meet you. Before we dive in, our readers would love to learn about your personal origin story. Can you share with us the story of your childhood and how you grew up?
Julie: Oh wow, all the way back to the beginning. I grew up in New York City, and I think the city had a really big influence on me — not just when I was little, but even now.
Being in a place with so many different kinds of people, flavors, personalities, and things to do and see was always a big part of my life and identity.
When I went to college, I studied architecture and became an architect and designer. That was my very roundabout way of getting into restaurants — starting with design and project management.
Even when I was little, I would go to a diner to study or sit in a coffee shop. I always loved being around the energy of different people and things happening around me. But I never in a million years imagined I’d end up in the restaurant industry.
Yitzi: Unbelievable. Can you tell us the story of how that started and how it evolved? How did you pivot from architecture to starting a successful restaurant?
Julie: I was working at The New School, helping with their new building on Fifth Avenue between 13th and 14th Street. We were almost done with the project and getting ready to turn it over when there was a water main break at 13th and Fifth. It flooded the ground floor and the two lower levels, which led to what I call a year of insurance purgatory.
All the good people from the contractor had already moved on to other projects. Everyone assumed the work was finished, so when we’d have meetings, we’d go over all the things that still needed to be done, but no one wanted to take responsibility for them because, in their minds, the project was supposed to be over.
With some of my free time, I started working with friends in hospitality, helping with restaurant design. It was incredibly rewarding and different from anything I’d done before because it was so public. I got to see how things actually functioned after the project was completed. Before that, I had worked mostly on large public projects like museums, which are tough to get into as a young designer. Even if you’re involved, you’re not necessarily leading the project because it’s so competitive.
Working on restaurant spaces was exciting because they needed to function at a high level while also being creative and distinctive. That’s what really got me started.
With Black Tap, I initially focused on design and project management, but over time, my role evolved. I realized that to successfully deliver a project, I had to be deeply involved in pre-opening operations. I needed to understand how the kitchen worked, collaborate closely with the chef, understand the menu, and ensure that service and execution were all set up for success.
Eventually, I found myself handling everything leading up to the opening. Then, especially during COVID in 2020, when our team got even smaller, we all had to wear multiple hats. It’s been really exciting because there’s always something new to learn. Of course, there have been moments of frustration where I’ve wished I were more of an expert in certain areas, but it’s never been dull.
Yitzi: Unbelievable. It sounds like you find a similarity between architecture and creating a successful dining experience. Do you see a connection between the two?
Julie: I do. I think a lot of the same elements go into production on both sides. With architecture, you have to coordinate a lot of moving pieces, work with different specialists, and bring everything together to make a project happen. The same is true for restaurants.
There are so many different personalities involved — back of house, front of house, the chef, the service team. Everyone has to work together as a team to create synergy and deliver great hospitality and a great experience. So there are definitely a lot of similarities, though of course, there are also plenty of nuances.
Yitzi: I read that you took a single restaurant and turned it into an international brand. How did you do that? What were the next steps? How did you scale from one location to 20?
Julie: When we started Black Tap, we never imagined we’d be where we are today. It wasn’t a grand plan that went perfectly — it all happened very organically.
When we first opened, we had about 15 seats in Soho, and the idea was just to create a great local neighborhood spot. Maybe we thought, at some point, there could be another location in New York, but that was about as far as we were thinking.
Then we won New York Wine and Food Festival’s Burger Bash in our first year, and our Crazy Shakes went viral. This was right when more visual social media was taking off, so suddenly, demand skyrocketed. We needed more seats.
We focus on burgers, shakes, and what we call craft American food, which is a highly competitive space, especially in the U.S. So my husband and partner, Chris Barish, and I asked ourselves: How do we make Black Tap stand out? How do we build something worth expanding in such a crowded market?
We decided that being in iconic locations would give us the platform to grow sustainably. Chris has been in hospitality his whole life and had strong industry relationships from partnering with Gordon Ramsay in Vegas, bringing his nightclub Light to Vegas, and being part of the early days of bottle service there.
That led to a partnership with Las Vegas Sands, which then took us to Marina Bay Sands in Singapore. We also managed to land a spot at Downtown Disney in Anaheim. Choosing these kinds of locations helped us expand on a global scale.
Then, by chance — because I don’t think you could plan this — we were introduced to a group from the Middle East that was specifically looking for a sit-down burger restaurant from New York. At the time, I’m not sure if there were any others. That connection helped us go international very quickly.
Yitzi: Can you share a story about a challenge you faced when you first started and how you overcame it?
Julie: Oh my gosh, there have been so many challenges. One big one came when we started expanding overseas and had to navigate procurement issues.
We like to call it “Picklegate” from when we opened our Singapore location. We tried to source as many ingredients as possible locally or regionally to meet our specifications. We serve U.S. Prime beef in our burgers there, so we were already bringing in some products from the U.S., especially in the beginning. Some of the candies and decorative elements for our shakes weren’t available in the country, so we had to import those as well.
Pickles, however, were something we couldn’t find locally. But if you put pickles on a boat for three months to get them to Singapore, they don’t stay half-sour — they keep pickling the whole time. So we had to figure out whether we could make them ourselves, or if we needed to ship them in a way that ensured they’d arrive at the right level of pickling. And, of course, we had to determine the right quantities to make it all work.
It was a fun challenge, but definitely a tricky one. We’ve faced similar situations, like when we couldn’t rely on getting Martin’s potato rolls. We had to develop our own recipe to create something as close as possible.
Navigating these kinds of challenges, especially overseas, has been both fun and difficult. Things aren’t always done the way we’re used to in the U.S., so we’ve had to adapt and problem-solve in every market we’ve entered. I could give plenty more examples, but I don’t want to be redundant!
Yitzi: That’s great. So, as an insider, what does the perfect restaurant experience look like for you?
Julie: Ooh, well, there are so many! I love everything from great fast food to high-end fine dining, and they’re obviously very different experiences.
For me, it all comes down to quality food and value — where you’re genuinely excited about what you’re going to eat, and it lives up to that expectation. For restaurants that offer service, hospitality is number one.
The engagement you have with the people serving you — whether it’s behind a counter or at your table — makes such a difference. Those interactions can really brighten someone’s day. I know for me, they can pull me out of whatever else is going on in my life and create a refreshing moment.
I think that’s why, even when I was growing up, I always sought out places like diners to sit and study, just to be around people. In the end, it’s the hospitality and the people that truly make the difference.
Yitzi: That’s great. Have you seen the television show The Bear?
Julie: Yes! But I haven’t finished season three yet — I’m only a couple of episodes in.
Yitzi: Can you share with our readers how real life — managing and running a restaurant — is similar to The Bear and how it’s different?
Julie: I think the show does a really good job, which is why it’s resonated so much and built such a big audience.
One unique aspect of The Bear is the strong family dynamic — it’s a generational family business. For me, I work with my husband, so there’s definitely a little bit of that family element in what we do. And as the show portrays, even if you’re not biologically related, the people you work with in a restaurant become like family. There’s a very unique dynamic in that environment.
Overall, I think it’s a great representation. Sometimes I even joke with our team that we’d make a great scripted or reality show — similar to The Bear, but with our own twists.
Yitzi: That’s great. I’m sure you’ve seen MasterChef and other cooking competition shows. Does that intense chef dynamic still exist in kitchens today?
Julie: I think the kitchen dynamic has definitely evolved. It’s become a little more professional in certain ways. Some of the things that used to be common — like constant yelling — aren’t as prevalent anymore. Maybe it’s toned down a bit, but there’s still a certain level of intensity.
There aren’t many environments that compare to a busy kitchen. Maybe live television comes close in terms of pressure, but even then, a restaurant kitchen is unique. You have to deliver something on the clock, and as soon as the food comes in, it’s go-time. Some places might have a more laid-back vibe, but when a team really cares about what they’re doing, that intensity is definitely there — especially when you’re busy and have guests to serve.
Yitzi: That’s great. Do you ever see yourself becoming a TV restaurateur, judging chefs on a show?
Julie: My biggest hurdle with that is that I don’t eat shellfish, and I feel like to be a proper judge, you need to eat everything! But I did have the opportunity to judge a dessert competition once, and it was a lot of fun.
So maybe in that world — who knows? I definitely enjoy it!
Yitzi: Do you have any exciting developments you’re working on now or hoping to work on in the near future? We’d love to hear about it.
Julie: We’re celebrating 10 years since we started Black Tap in Soho this March, which has absolutely flown by!
We have a lot coming up, including some exciting spin-offs of our flagship craft burgers and beer concept. Later this year, we’re launching Tender Crush, Black Tap Singles & Doubles, and A Bar by Black Tap at JFK’s Terminal 8.
Singles & Doubles is a more fast-casual version of Black Tap. What excites me most about it is that we get to deliver the same DNA, hospitality, and vibe, but in a more flexible way. In some ways, I think it even enhances the guest experience by making it more accessible.
The name Singles & Doubles comes from the burger format — rather than our usual seven or eight-ounce burger, we’re serving one or two four-ounce patties, a “single” or a “double.” This allows us to cook everything more efficiently without needing to prepare burgers to specific temperatures, which is crucial for an airport setting.
The menu is also more à la carte, so guests have more control over what they’re spending and how much they’re eating. They can come in for a full meal or just grab something quick on the go. I love that it meets people where they are and gives them more options. Having both our full-service restaurants and this fast-casual version is really exciting.
With Tender Crush, it’s funny — when we first started Black Tap, we didn’t even have chicken on the menu. The first chicken dish we introduced was our Korean BBQ wings, which are still one of our top sellers worldwide. Then we added our crispy chicken sandwich, and most recently, chicken tenders. The response to all of our chicken offerings has been incredible.
During COVID, when indoor dining in New York City was shut down, we had some time to reflect and think about new ways to adapt. That’s when we came up with Tender Crush. We’ve opened our first two locations, and the reception has been fantastic.
These two new concepts feel like new additions to the Black Tap family, and we’re really excited about the opportunities ahead for both!
Yitzi: Amazing. Tell our readers why they have to visit one of your establishments.
Julie: I think we do a great job of catering to a wide audience, but at the end of the day, it’s all about fun. There’s great value, high-quality food, and a lot of thought put into every ingredient we use. We’re committed to delivering something special — something we truly believe in.
It’s a casual dining experience, but in a way that feels exciting and accessible. When I say craft American, I mean we take familiar comfort foods and put our own spin on them. There are flavors and offerings that feel fresh and different, but still approachable.
While we’re primarily focused on burgers, there’s really something for everyone. If you don’t want a bun, you can do the No Buns Club and have your burger as a salad. We also have veggie sides, and of course, a great bar — so you can just come in for a drink and a snack if that’s what you’re in the mood for. There are a lot of different ways to enjoy the experience, which I think makes it really inviting.
Yitzi: Would you describe your unique differentiator as elegant, upscale burgers?
Julie: Yeah… I’m not sure elegant is the right word, but it’s definitely an upscale burger experience with a really fun vibe.
There’s an atmosphere to it — we’ve got a very specific design aesthetic, incorporating a lot of black and white, neon, and interactive elements. Our shake bars are part of the action, with big candy jars and a playful, energetic feel.
We see a lot of teenagers coming in on dates or hanging out in groups because it’s not solely focused on alcohol, but at the same time, we have plenty of guests who come just to grab a drink at the bar. There are so many different ways to experience it, which is part of what makes it special.
Yitzi: You mentioned before that the kitchen — and the industry as a whole — can be very intense. What can be done to help restaurateurs and chefs avoid burnout?
Julie: That’s a good question. I think, first and foremost, if you’re going to do this, you have to love it. You need to genuinely enjoy the work because it demands so much from you.
For me, it’s a little like growing up in New York City — there’s just an energy to it. When you step away from that intensity, it almost feels like something’s missing. So I think the people who thrive in this industry are the ones who embrace that kind of environment.
That said, it’s important to keep things in check and make sure you still have a life outside the restaurant. But in many ways, this industry blends into every aspect of your life — your family, your friends, your network — it all becomes intertwined.
I don’t know if that’s the clearest advice, but at the end of the day, I think the key is making sure you truly love what you do.
Yitzi: That’s great. So this is our signature question. You’ve been blessed with a lot of success. Can you share five things you need to become an award-winning restaurateur?
Julie:
- Okay, so first, I’d say hospitality — or customer service — is number one. You have to create an experience where guests want to return and tell others about it. That comes down to every person on the team and every part of the experience. Hospitality has to be woven into the culture.
- Second, quality is key, and to maintain quality, you need standards. From when we started to now, we’ve had to build and constantly invest in systems that ensure consistency. As you grow, it’s critical to have the right infrastructure so your team has the information and tools they need.
- Third, authenticity is really important. To create something great, you have to believe in it and stay true to it. A lot of restaurants lose their distinct identity when they scale, becoming more generic in the process. It often makes business sense, but it can also take away what made them special in the first place. Keeping a clear, unique voice and perspective is essential.
- Fourth, you have to think about value — what the guest is getting for their money. It’s not just about pricing but making sure people walk away feeling like they had a great experience and that it was worth it.
- And lastly, fun. This industry is incredibly demanding, and it’s easy to get burned out. So making sure your team is enjoying the work — and that your guests are having a great time — is critical. Restaurants are a 24/7 business, so if it’s not fun in some way, it’s hard to sustain.
Yitzi: This is our final aspirational question. Julie, because of your great work and the platform you’ve built, you’re a person of enormous influence. If you could spread an idea or inspire a movement that would bring the most good to the most people, what would it be?
Julie: That’s a tough one.
At Black Tap, we really try to create an environment where anyone and everyone can come together around a table and enjoy a meal. I think that’s so important — sharing a meal with people who are different from you, finding common ground, and remembering what we all have in common. That’s something we try to foster on a large scale, and I think it’s a message worth spreading.
Yitzi: How can our readers learn more about your restaurants? How can they visit or support you in any way?
Julie: You can find us online at blacktap.com, where we list all of our locations worldwide — including Switzerland, the Middle East, Singapore, Malaysia, and several major U.S. cities.
We’re also on Instagram @blacktap and on TikTok @blacktapNYC, where we always try to share fun content. And for chicken lovers, you can follow @TenderCrush as well!
We’d love to welcome you to one of our restaurants, and hopefully, we’re always up to something fun that you can check out online.
Yitzi: Beautiful. Julie, it’s so nice to meet you. I wish you continued success, and I hope we can do this again next year.
Julie: That would be great. Thank you so much.
Julie Mulligan Of Black Tap Craft Burgers & Beer On What it Takes To Become An Award-Winning… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.