Benjamin Nasberg is a Canadian entrepreneur and the CEO of Carbone Restaurant Group. He is known for building scalable hospitality businesses while staying closely connected to the people and communities behind them. His career reflects a steady focus on growth, culture, and practical leadership.
Nasberg began working in restaurants at the age of 16. Those early roles gave him a ground-level understanding of operations, teamwork, and customer experience. He later graduated as valedictorian from Shaftesbury High School and earned a Bachelor of Science from the University of Manitoba. Rather than follow a conventional corporate route, he chose to build his career in hospitality.
In 2011, Nasberg became managing partner of a small restaurant called Carbone. Under his leadership, the business expanded from one location to four within four years. He also helped launch a nightclub, a sports bar, and an events company, applying the same disciplined approach to each venture. Today, as CEO, he oversees Carbone Restaurant Group’s continued expansion across North America.
Benjamin Nasberg is recognised for turning ideas into structured, workable models. During the pandemic, he founded the Restaurant Emergency Support Fund, which partnered with charities to purchase meals from local restaurants and distribute them to people in need.
His leadership approach is rooted in consistency, accountability, and culture. He focuses on long-term value rather than short-term gains. Through measured growth and clear decision-making, Benjamin Nasberg continues to shape a modern, resilient hospitality business.
Benjamin Nasberg: Building Ideas, Teams, and Sustainable Hospitality
Let’s start at the beginning. How did your career in hospitality first take shape?
I started working in restaurants when I was 16. It wasn’t part of a long-term plan at the time. I just liked going out for dinner and had friends that could get me a job at one. But I quickly realised how much I enjoyed the pace and the teamwork. Growing up in Winnipeg, I was also around family businesses and community spaces, so being in an environment where people gathered felt natural to me. Plus my family either went out for dinner or ordered in 3-4 times per week growing up!
What did those early jobs teach you that still matters today?
They taught me respect for the work. When you’ve washed dishes, cleared tables, and handled a busy service, you understand how much effort goes into one good night. That perspective stays with you. Even now, as a CEO, I don’t see operations as abstract numbers. I see real people doing real work. That changes how you make decisions.
How did Carbone Restaurant Group come into your life?
In 2010, a friend and their brother inlaw told me about a restaurant they were planning to open with another partner. I was intrigued as I had always thought of eventually owning a restaurant. As I saw it start to come to life in 2011, they had asked if I wanted to throw some events and partys there, which I did. They went over really well and I was then approached with the idea of becoming the managing partner of Carbone. At the time, it was one location with a strong concept but limited structure. I saw an opportunity to build something solid. I didn’t have everything figured out, but I trusted my instincts and the people involved. That decision shaped the rest of my career.
Carbone grew quickly in the early years. What guided that growth?
We focused on fundamentals. Consistent service, strong culture, clear roles and taking some gambles. Within four years, we expanded from one location to four. At the same time, I launched a nightclub, a sports bar, and an events company. Each project came from observing what our community wanted. We didn’t chase trends. We responded to demand and tried to execute well.
What challenges came with that pace of expansion?
The biggest challenge was wrong people and decisions locations. It is easy to double down. But is much different to triple or quadruple down as you can only be so many places at once. And until you have the systems in place to essentially replicate you and the energy you bring, opening is easy but sustaining operations and growth is tough. Early on we relied on the wrong franchise partners. The idea itself was sound, but the people we brought on were not as ready as they had made us seem. We also took locations that were lower rent but less attractive locations. I would rather pay higher rent now for guaranteed foot traffic and focus many on managing systems. That experience taught me that growth only works when the foundation is solid and the people have done the thing you are looking to achieve. Speed can feel productive, but readiness is what actually protects the business.
How has your role changed as CEO over time?
My job used to be very hands-on, solving problems hour by hour. Now it’s more about meeting with shareholders, strategic partners, and direction. You can’t be everywhere forever. At some point, your responsibility is to create an environment where others can make good decisions without you. I now rely on a small group of people that I can trust to keep the wheels turning, while I look for our next 5 years of growth.
During the pandemic, you launched the Restaurant Emergency Support Fund. What led to that idea?
I saw two problems happening at the same time. Restaurants were struggling to survive, and food banks were overwhelmed. It didn’t make sense to treat those issues separately. The Restaurant Emergency Support Fund partnered with charities like S.S.C.O.P.E. Inc. to purchase meals directly from local restaurants and distribute them to people in need. We served meals almost every day early on in COVID. It showed me how effective simple, practical ideas can be when they connect existing resources.
How does community involvement fit into your business philosophy?
It’s part of the responsibility that comes with growth. I’ve been fortunate, and I don’t think success exists in isolation. Whether it’s the Westland–Carbone Culinary Scholarship or supporting KidSport Manitoba and Coats for Kids, the goal is to strengthen the environment around the business. When communities do well, businesses do better too.
What keeps you motivated after years in the industry?
I enjoy building things that last. Hospitality is challenging, but it’s also deeply human. People come together in these spaces to celebrate, relax, and connect. Being able to shape those experiences is still motivating. I also enjoy learning. I spend time reading outside my field because new ideas often come from unexpected places.
Looking back, how do you define progress in your career?
Progress isn’t just expansion. It’s stability, trust, and consistency. It’s knowing the culture can survive without you in the room. When a team operates well on its own, that’s real progress.
What would you say to someone early in their career today?
Be mindful who you partner with. Know everything about them, like you are going to marry them (because you are). Ensure they have different skillsets than you but you share the same vision for the business and the same values. Pay attention. Don’t feel bad asking for help. Learn from people who have done the thing you are looking to accomplish. Don’t rush to the top. The experience you gain early becomes the foundation for everything that follows. If you build that foundation carefully and the right connections, the rest tends to make more sense.
Read more:
An Interview with Benjamin Nasberg on Modern Hospitality Leadership
