Successful Rule Breakers: Christiann Koepke & Cory Marcus Of NORR Kitchen On How To Succeed By Doing Things Differently
An Interview With Chad Silverstein
…We eliminated the wall between team and guest. Traditionally, chefs stay in the kitchen. Service teams are trained to be invisible. But we do the opposite. At NORR Kitchen, every person involved in an event is part of the room, talking, sharing, connecting. That presence turns a meal into a memory. It shifts the energy in the room from performance to connection. Part of what makes that possible is the kind of team we have built. NORR Kitchen is powered by creatives: artists, actors, musicians, pilots. These are people who bring dimensionality to the experience because they live creatively in their own lives. Christiann and I have different styles, and so does everyone else around the table. That diversity is not a liability. It is fuel. It feeds the artistry of what we deliver. At a dinner in Palm Springs, a guest was skeptical about a dish. Our chef took a few moments to explain the inspiration and the technique behind it. By the end of the course, that same guest said it was the best thing they had ever eaten. That is what happens when the wall between team and guest disappears. And it is not just during service. I remember one of our internal team dinner parties, a night where we gathered to ideate, connect, and break bread together. One of our team members, who is also a visual artist, quietly sketched the table mid-meal. It was unprompted and completely natural. That freedom to create in the moment brought an unexpected layer of beauty to the evening. It turned the table into a conversation piece and reminded me that when people are allowed to show up fully, magic happens…
In the world of business and within every industry, there are forward-thinking leaders who go against the status quo and find success. Their courage to take risks, embrace innovation, and inspire collaboration separates them from the competition. Until 2002, Apple’s famous slogan was “Think Different”. This attitude likely helped them become one of the most successful organizations in history. This interview series aims to showcase visionary leaders and their “status quo-breaking” approach to doing business. As part of this series, I had the pleasure of interviewing Christiann Koepke and Cory Marcus.
Christiann Koepke and Cory Marcus (formerly known professionally as Cory Bias) are the visionary co-founders behind NORR Kitchen, the cinematic, design-forward culinary collective redefining modern luxury dining. What began 18 years ago with a $5 dinner in a college apartment has quietly evolved into one of the culinary world’s most intriguing underground movements — marked not by headlines, but by whispered invitations, intimate artistry, and a client list that includes billionaires, celebrities, and global brands.
With roots in creative direction, art production, and hospitality storytelling, Koepke and Marcus bring a unique multidisciplinary approach to their work. Every NORR gathering is more than a meal — it’s a multisensory experience, choreographed like a film and curated with the precision of a design house. From private productions and elevated brand collaborations to emotionally resonant dinners that unfold like stories, their events blend food, space, scent, and sound into a narrative that’s meant to be felt rather than posted.
Built without a playbook or media fanfare, NORR Kitchen is now opening its doors more widely — welcoming collaborators, press, and cultural tastemakers into its immersive world where dinner becomes art, and design-led dining redefines what luxury can feel like.
Thank you so much for doing this with us! Our readers would love to get to know you a bit better. Can you give us a glimpse into your journey into this industry and share a story about one of the most significant challenges you faced when you first started out? How did you end up resolving that challenge?
CM:
When I stepped into NORR, I wasn’t just joining a culinary company. I was stepping into an 18-year journey of creative exploration, design, and intentional living that had been unfolding long before me. NORR was already a world. A name that encompassed more than one entity. Between NORR Kitchen and NORR Agency, the brand had built a reputation for cinematic experiences and visual storytelling that served both intimate dinner tables and global campaigns.
NORR Agency had long worked behind the scenes with Fortune 500 clients like Williams Sonoma, Macallan Whisky, Crate & Barrel, Microsoft & more, crafting premium content, design, and brand strategy at the highest level. NORR Kitchen, meanwhile, brought that same level of artistry and intentionality into immersive, luxury dining experiences. As a whole, the brand already looked like luxury; visually stunning, emotionally immersive, and premium at every turn.
But one of the most significant challenges I faced early on was realizing that not every client we serve walks in with the same experiences, values, or outlook on life. I had to learn that what moved me; the art, the detail, the mood, wouldn’t automatically move everyone else. That was humbling. And it forced a shift in how we thought about what luxury really is.
While the NORR universe felt deeply intentional to us, it became clear that if we wanted others to feel it too, at scale, we couldn’t just create beautiful moments and hope they translated. We had to define a pathway. A way for clients, guests, and even brand partners to understand what we were doing, why it mattered, and how they fit inside it.
So as the President of Business Development & Innovation I helped articulate and refine a new language of luxury for us. Not as excess, but as presence. Not as just an expected price point, but as intentionality. Luxury, for us, is a pause. A moment when everything else falls away and you feel like someone saw you coming before you even arrived.
That’s actually how NORR found its identity. We came into the culinary scene through production. So we already knew how to frame a shot, capture emotion, and style a table like a painting. But what made it work wasn’t just the visual. It was the feeling. The pause. The story in silence. That’s what sets us apart.
That mindset became our blueprint. It gave structure to the magic. And it’s what allowed NORR to evolve into more than just a private chef service. It became a platform for cinematic hospitality, for
quiet moments of transformation, for creating experiences that feel rare because they are. Not because they’re unreachable, but because they’re unmistakably human.
CK:
From the beginning, NORR Kitchen was never just about food. It was about the atmosphere. The pause. The quiet story being told behind every plate, every candle, every intentional detail. I built this brand over years of creative exploration including photography, videography, set & interior design, culinary art, immersive event design, crafting experiences on camera and IRL that felt cinematic and soulful. But we were still missing a bridge. The experience was there, but the framework to help others see it clearly, to scale it without diluting the essence, wasn’t fully defined yet.
When Cory Marcus stepped into this realm with full focus, it was one of the most profound turning points in our company’s evolution. He didn’t just support the vision, he brought structure to it. He helped us name what we were doing, build systems around it, and translate the intangible into something others could understand, trust, and enter. By putting language to our standard of luxury, on paper, in our operations, and through every guest touchpoint, he helped solve one of our greatest challenges: connecting our deeply curated world with the market in a way that was both accessible and aspirational.
That’s what makes NORR what it is today. A living, breathing expression of everything we’ve spent our lives building; rooted in soul, but strengthened by clarity. We’re only just getting started!
Who has been the most significant influence in your business journey, and what is the most significant lesson or insight you have learned from them?
CM:
Besides my business partner, Christiann, who has been instrumental in building the foundation of NORR, and Myron Golden, whose YouTube wisdom constantly sharpens my mindset, I’d have to say my biggest influences have been travel, art, nature, and culture. The world itself teaches you if you’re willing to pay attention.
Seeing how other people live, create, and celebrate it’s humbling. It’s innovative. The accomplishments of others don’t intimidate me, they excite me. Breaking records, redefining what’s possible reminds me we’re wired for greatness. Every one of us has a gift. And your purpose is to figure out how you’re meant to give it back to the world.
At NORR, our gift is the ability to serve. And I know people hear that word and think it means submission. But in truth, service is one of the most powerful positions you can hold.
There’s a Harvard Business Review article that actually defines service leadership as a key driver of
influence, connection, and transformation. When you show up to serve with excellence, you’re not beneath anyone, you’re building something bigger than yourself.
We’re not just putting food on a table, we’re entering people’s lives during their most meaningful moments. Anniversaries, birthdays, milestones, or even a “just because” and they open up their homes to us. We design something custom for them, and in return, we walk away having learned something new about ourselves.
That kind of exchange? It’s rare. Most people don’t get that kind of human connection anymore. Even fine dining, no matter how many stars or accolades it still doesn’t compare. Because we’re invited into private spaces. Homes. Retreats. Safe havens. And we turn those rooms into lifelong memories.
That’s not just business. That’s legacy.
Can you share a story about something specific that happened early on that you would consider a failure but ended up being a blessing in disguise or ended up being one of the most valuable lessons you had to learn on your own?
CM:
That’s a great question. One of the hardest lessons we learned early on came when NORR suddenly took off faster than we could have imagined. At the time, it was just the two of us; no team, no support, just raw grit. What was supposed to be a side project quickly exploded into something much bigger. There was a stretch where we were handling two to three events per day, five to six days a week, completely on our own.
We’d load up our Audi with labeled boxes packed to the brim, one set for each location, then drive straight into events. But the drive to our location wasn’t relax or transition time. Christiann would be in the passenger seat with a laptop open, booking new clients on the fly, writing proposals in between calls, and finalizing contracts while I was in hectic LA traffic and meandering different highways, our clients across countless miles in between days. Often she’d be battling motion sickness while literally onboarding a new VIP client mid-freeway. We couldn’t develop our menu offerings fast enough. We literally sold 1 menu over and over the first 2–3 months cause we didn’t have even a minute to put a dish idea on paper. It was nonstop. And honestly, we weren’t sure how long we could keep going.
We kept asking each other, “Can we really keep up this pace?” There were so many moments we wanted to pull back. But somewhere deep down, we knew we’d struck something real. A gold mine of opportunity. And the only way forward was through it.
At the time, it felt like we were failing at balance, failing at pacing, failing at structure. But now we see it differently. That season gave us something we never could have learned in a boardroom: deep operational humility. It taught us how to build from the ground up. How to protect our standards under pressure. How to truly understand the market. Not just through data, but through experience. And that’s what shaped the DNA of NORR Kitchen.
Today, our team is trained to execute at the same level as the clients on our NORR roster; at a Four Seasons, Ritz-Carlton, Fortune 500 standard. The groundwork was built in those moments of deep grind. What felt like burnout ended up being our blueprint.
CK:
That season was one of the most challenging things we’ve ever walked through. But we say it often: what is sown in stewardship is never lost. All the late nights, the deep work in the studio over the last decade, the times we poured everything in without knowing when or how it would return, it wasn’t wasted. What we invested back then, whether last year or a decade ago under the larger umbrella of NORR, is now unfolding in front of us.
What we built in quiet is now opening doors we couldn’t have scripted. And we know, it’s just the beginning. We showed up every single day. For each other as business partners. For our clients, through relentless service. For our companies, through unwavering dedication to excellence.
I believe this with everything in me: when the work is rooted in integrity, it echoes forward.
Leading anything is hard, especially when grappling with a difficult situation where it seems that no matter what you decide, it will have a negative impact on those around you. Can you share a story about a situation you faced that required making a “hard call” or a tough decision between two paths?
CM: That’s a real part of leadership. One of the hardest decisions we had to make was about how we scaled especially when demand for our events started to explode. Do we keep saying yes to everything, knowing it would push the team past their limits? Or do we start saying NO to some events, even ones with big budgets so we could stay true to what makes NORR different?
It was tough because turning down good money felt like a missed opportunity. But we knew if we didn’t prioritize quality and sustainability, we’d lose what made us special in the first place. We had to have hard conversations with clients, and even harder ones with the team about what we could realistically handle without burning out.
In the end, we chose to be selective. We said No to some very high-paying opportunities because they didn’t align with our standards or vision. And honestly, that decision made all the difference. It protected the integrity of our brand and the well-being of our team.
It taught me that leadership is about making decisions that honor the bigger picture, even when they’re not the most comfortable in the moment.
Lets shift our focus to the core of this interview about ‘Successful Rule Breakers’. Why did you decide to “break the rules”? Early on, did you identify a particular problem or issue in how businesses in your industry generally operated? What specifically compelled you to address this and want to do things differently?
CM:
We broke the rules because the rules were boring, and they didn’t serve people, they served systems. The traditional food industry is built around efficiency, repetition, and hierarchy. It’s about getting plates out, hitting margins, moving fast. But what about connection? What about storytelling? What about presence?
Early on, I realized that most dining experiences, even in the luxury space, were missing intimacy. You could be eating a $500 meal and still feel like just another cover in the room. On the flip side, chefs are almost always hidden in the back, overworked and, in many cases, underpaid. Creatives were burnt out. The entire system felt disconnected from the very people it was supposed to be serving.
So we asked: what if we flipped the script?
What if we removed the wall between chef and guest? What if we created a space where food wasn’t just consumed, but felt. Where every detail, from the playlist to the olive oil to the energy in the room, was curated with care and intention?
We truly believe that chefs are some of the most creative individuals out there. But the traditional hospitality model rarely gives them space to thrive. It doesn’t nurture their artistry, it suppresses it. So we asked ourselves: what if we became the framework? What if NORR Kitchen could be the place where creativity, excellence, and purpose live at every level?
A place so rooted in intention, so full of life, warmth, and possibility, that what we create begins to breathe on its own. Where excellence isn’t forced, it just is. And the moments we design aren’t manufactured, they simply unfold.
That’s how NORR Kitchen began.
We didn’t want to simply and traditionally cater. We wanted to curate. We envisioned NORR as something closer to art direction than catering. (Truthfully, I’ve never liked the word catering.) We layered in music, mood, design, and storytelling, and most importantly, we invited people into the experience. That’s what changes everything.
The impact? People leave differently. We’ve had guests tear up at the table. Hug our team. And at multiple parties, entire rooms full of guests at large parties offer standing ovations as we quietly pack up and walk out.
They remember the exact moment a dish hit the table because it wasn’t just a meal, it was a memory. One created just for them. Designed with our boutique planning and deeply personalized service from the very beginning.
We broke the rules to build something better. And we’re still evolving.
Because for us, the objective never changes: how can we elevate this experience to the point that we become the only name in private dining they ever call again?
That’s why we continue to push the limits offering not just meals, but full-spectrum hospitality. Craft cocktails. Wine pairings. Table styling. Luxury décor. Concierge support. Private flights. Destination dinners. All of it, meticulously designed to make one night feel like the standard.
Once you experience NORR, we want it to be impossible to go back to “just dinner.”
In the ever-changing business landscape, how exactly do you decide when to adhere to industry norms versus “breaking the rules” and forging your own way? Can you share an example?
We live in a time when people are scared to take risks. You see it all over social media, everyone’s trying to do what’s already been successful for someone else. Ashton Hall had everyone dipping their face in Saratoga water, and that’s great for him! But since, we’ve not seen someone else come along and do it better than him, because he was the original. That’s what we aim to be in everything we do the original.
For my business partner and I, Christiann, our paths into culinary were completely different. And that’s a good thing. We celebrate that difference instead of trying to fit a mold. Coming into this world through production was the best thing that ever happened to me learning how to capture the perfect shot, finding ways to make food look amazing on camera without glues or fake tricks, and then taking it further: removing refined sugars and the easy shortcuts so that what we create can be enjoyed not just visually, but in real life, too.
The example? We didn’t just follow the industry norm of “make it pretty for the camera, then toss it.” We made it look good, taste good, and feel good on set and at the table. That’s how we broke the rules and created a new standard. Because the truth is: you can’t build something real by imitating someone else’s highlight reel. You have to find your own way to make it unforgettable.
What guidance or insight can you offer to new entrepreneurs trying to follow existing and accepted industry norms while at the same time trying to differentiate themselves in the marketplace?
CM: My father and grandfather used to say, “The cream always rises to the top.” And I believe that if you’re building something genuine and rooted in real passion, it will surface. It is just a matter of time.
My advice? Follow the structure just long enough to understand it, and then use your creativity to stretch it. Industry norms are helpful, but they are not holy. If you want to stand out, you have to lead with something real. Something only you can bring to the table.
Authenticity is the one thing you cannot fake. Clients will always feel it. And if they start to feel like just a number, they will go somewhere else. People do not just buy services. They buy connection, presence, and trust. And that starts with you showing up fully. Stay aligned with your values. Keep your passion close. That is what will carry you through the quiet moments, the long nights, the seasons when no one is clapping. If your work is real, it will rise. Just give it your truth and your time.
CK: What I have learned is that you cannot innovate from inside someone else’s blueprint. Industry norms can teach you structure, but they rarely leave space for what makes you different. Our breakthrough came when we stopped trying to fit NORR Kitchen into preexisting categories and started designing a model that felt true to our vision.
My advice? Learn the landscape, but then build your own. Let your instincts and your values drive decision-making, not fear or imitation. If something feels limiting, it probably is. The brands that lead are the ones that do not just follow trends or meet expectations. They shift culture. They carve space. And most importantly, they stay rooted in why they started.
To make an impact, you have to champion change, get creative, and take risks. Please think back about the decisions you’ve made that have helped your business get to where it is today, and share your top 5 strategies or decisions that helped you succeed by doing things differently.
You’re right — impact doesn’t happen by accident. It’s built on bold choices and trusting your intuition even when it’s uncomfortable. Here are 5 decisions that have shaped NORR Kitchen’s journey:
- We turned “catering” into curation.
CM:
Early on, we decided not to call ourselves caterers. That word felt safe and stale, like it belonged to
the past. We called ourselves curators, because we are not just feeding people. We are creating art, mood, and memory.
CK: We intentionally designed NORR Kitchen to feel more like art direction than hospitality. We layered in design, sound, and lighting, then built the operational system around that emotional impact. Words matter. And this one decision created a clear separation between us and a saturated market.
2. We used our production roots to create cinematic dining.
CM:
Most chefs come from kitchens. We came from sets, shoots, styling, and camera angles. So when we started the NORR Kitchen movement in California, we brought that lens to the table. Every plate, every room, every second feels like it belongs.
We once did an event in a Malibu home with a killer ocean view. We adjusted plating to catch golden hour, no fancy tricks, just letting natural light become part of the moment. That sunset became the signature of the night.
3. We eliminated the wall between team and guest.
CM: Traditionally, chefs stay in the kitchen. Service teams are trained to be invisible. But we do the opposite. At NORR Kitchen, every person involved in an event is part of the room, talking, sharing, connecting. That presence turns a meal into a memory. It shifts the energy in the room from performance to connection.
Part of what makes that possible is the kind of team we have built. NORR Kitchen is powered by creatives: artists, actors, musicians, pilots. These are people who bring dimensionality to the experience because they live creatively in their own lives. Christiann and I have different styles, and so does everyone else around the table. That diversity is not a liability. It is fuel. It feeds the artistry of what we deliver.
At a dinner in Palm Springs, a guest was skeptical about a dish. Our chef took a few moments to explain the inspiration and the technique behind it. By the end of the course, that same guest said it was the best thing they had ever eaten. That is what happens when the wall between team and guest disappears.
And it is not just during service. I remember one of our internal team dinner parties, a night where we gathered to ideate, connect, and break bread together. One of our team members, who is also a visual artist, quietly sketched the table mid-meal. It was unprompted and completely natural. That freedom to create in the moment brought an unexpected layer of beauty to the evening. It turned the table into a conversation piece and reminded me that when people are allowed to show up fully, magic happens.
CK: This model breaks hierarchy and builds trust. It creates intimacy and lets our team serve not just with skill, but with presence. At NORR Kitchen, our team floats through the experience, present, grounded, and fully in the room. We are there when guests lean in. We connect without performing. We serve without disappearing. That balance is what makes the experience unforgettable. When guests feel seen by the person behind the plate or enjoying who’s pouring their wine, everything shifts. It becomes personal. And lasting.
4. We built it with our own hands before scaling.
CK: There was a season when it was just the two of us, no staff, no assistants, handling multiple events at any given time from sales to prep to production to execution to everything in between. We would load up our Audi with labeled boxes and coolers, take sales calls in LA traffic, write proposals on the fly, and serve five-star meals by night. It was an insane amount of work and labor running this constantly 24/7.
But that season gave us a kind of grit no system could teach. It taught us how to serve, learn our clientele, lead with empathy, how to train at Four Seasons-level standards, and how to protect quality while scaling intentionally. We now operate with precision and polish, but it started with two people, a vision, and a relentless drive to honor the work.
5. We Chose Purpose, Not Pressure
CM:
This one was tricky. When you are growing, it is tempting to say yes to everything. But we learned to trust our gut and only take on projects that felt aligned with our vision.
Each of those decisions felt risky at the moment. But they are why we are still here, and why people keep coming back. Because at the end of the day, real impact comes from being authentic.
CK:
We believe that luxury is not about saying yes to more. It is about creating space for the right things to unfold. Some of the most important growth we have experienced came from restraint. We have learned that the most meaningful work happens when we stay rooted in our purpose, even when it is not the easiest path. Every decision, every dinner party, every brand event, every creative detail is a reflection of what we value, and we protect that fiercely. Saying no to the wrong things is what has allowed the right things to flourish.
As a leader, how do you rally others to align with your vision? Also, how do you identify those who may not be fully committed or even silently sabotaging or undermining your efforts? What steps do you take to address these situations?
CM:
The way I see it, your team is an extension of you. As a leader, your job isn’t just to delegate it’s to connect. Yes, the goal is always to provide great food and great service, but the bigger goal is to create something meaningful together. And that starts by recognizing that everyone on the team brings their own version of what luxury means, based on their personal experiences.
That’s actually one of our biggest strengths. Our team isn’t made up of people who all think the same. We’re a creative collective built of artists, actors, chefs, teachers, entrepreneurs, even a licensed pilot. They each carry their own perspective, and we welcome that. It allows us to expand what luxury can look and feel like. It evolves through collaboration. That’s how we’ve built something that’s living, not just a system.
The magic happens after the event when a dinner closes, where as a team, still buzzing from the night, and talk about how it went, our wins, what has room for improvement, and what ideas we want to try next. Watching someone quietly step up and take charge, or hearing a new idea from someone who’s never spoken up before; that’s the reward. That’s how I know we’re aligned.
But leadership also means staying aware. You can feel when someone’s not all in. It usually shows up in the energy they stop caring about the details, they stop asking questions, or they quietly resist the flow of the team. This is very noticeable in the foundation we have built. Overall we know we can not ignore those signs. We address them head-on, but always with care. A check-in and conversation can go a long way. Sometimes people are just going through something personal. But if it turns out they’re not aligned with where we’re headed, we have to let them go. It’s never personal, it’s about protecting the energy and integrity of what we’re building.
This has never been just about food. It’s about impact. And that only works when everyone on the team is rowing in the same direction.
Imagine we’re sitting down together two years from now, looking back at your company’s last 24 months. What specific accomplishments would have to happen for you to be happy with your progress?
CM
We want to build. That’s the next chapter. Within the next two years, we’re aiming to expand our reach to support our larger goals of opening our own boutique hotel, a space that offers the full NORR experience exclusively to our guests. A place where design, storytelling, service, and food all live under one roof.
Private dinner parties will always be a part of what we do, but the hotel allows us to take the vision to another level. We are excited to collaborate with the right partners and brands who understand that this is not just a place to stay; it is a place to be transformed.
So, if we’re sitting down two years from now, I’d love for us to be having this interview at our café inside the hotel, coffee in hand, kitchen humming in the background, and a fresh story being written every night just a few steps away.
That would feel like real progress. And the beginning of something even bigger.
You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
CK:
If I could inspire a movement, it would be to bring the world back to beauty and simplicity, back to what is essential. And the most universal way we return to that is by gathering at the table. It is where connection is restored, creativity is awakened, and life slows just enough for something sacred to take root.
This movement would be about restoring intentionality in how we come together. Designing moments so rich in presence, artistry, and care that they awaken something within, new ideas, new hope, new energy. Whether through a dinner, a conversation, or a quiet pause, I want to create experiences that reignite life. Because when people are seen, nourished, and creatively inspired, they do more than heal. They come alive. And when people come alive, everything begins to change.
CM:
If I could inspire a movement, it would be about redefining what it means to serve. Not in a transactional way, but in a deeply human, intentional way. I think we have forgotten how powerful it is to give, to show up, and to create experiences that restore people, not just impress them.
Whether it is a meal, a conversation, a beautifully set table, or a safe space, we all have the ability to make others feel seen and celebrated. That kind of service is a superpower, and I would love to see a movement that treats it like one.
We do not need more noise. We need more presence. More care. More moments where people feel like, “This was for me.” That is the ripple effect I would want to create. If people could walk through the world thinking, “How can I serve with soul today?” we would all be better for it.
How can our readers continue to follow you or your company online?
We’ve been busy building unforgettable experiences, so our visual presence is still catching up but stay tuned. You can follow our journey on Instagram @thenorrkitchen as we continue to share the moments, stories, and magic behind the scenes.
For bookings, collaborations, or just to say hello, reach out to us at hello@norrkitchen.com or visit:
Big things are on the way — and we’d love for you to be part of it.
Thank you so much for sharing all of these insights. We wish you continued success and good health!
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
Successful Rule Breakers: Christiann Koepke & Cory Marcus Of NORR Kitchen On How To Succeed By… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.