Crafting Culinary Culture: Mike Cunningham’s Recipe for Success with CRG Dining

In the heart of Indianapolis’ dynamic dining scene stands a restaurateur whose vision, persistence, and community-first ethos have helped shape the way the city eats. Mike Cunningham, founder and CEO of CRG Dining, didn’t enter the industry with a culinary degree or celebrity chef pedigree. Instead, his journey began on the line, flipping steaks in high school and absorbing everything he could from each restaurant he worked in. That humble start instilled in him a deep respect for the business, the people behind it, and the guests who fuel it.

“I was never a trained chef,” Cunningham says. "I just got a job in a restaurant and kind of built my knowledge and skills from that.” Today, CRG Dining is one of Indiana’s largest and most influential restaurant groups, with 20 brands and 45 locations. But Cunningham is quick to credit his team—particularly longtime executive chef Carl Chambers—for bringing the culinary vision to life. “Carl’s been with us for nearly 15 years,” Cunningham says. “He pushes me out of my comfort zone, and that’s what he should do.”

Cunningham’s first real foray into entrepreneurship came in 1987, when he opened a frozen yogurt and sandwich shop at just 22 years old. “That experience planted the seed,” he says. “It showed me how an entrepreneurial situation works.” With the support of two early investors, he launched what would eventually evolve into CRG Dining—a company built not just on great food, but on intention, innovation, and integrity.

One of Cunningham’s core strengths lies in identifying unmet needs in the market and filling them with thoughtful, experience-driven concepts. Take Modita, for example—an Asian-inspired restaurant that filled a noticeable gap in Indy’s upscale dining offerings. “We looked at cities like Chicago, where places like Duck Duck Goat and Momotaro are thriving,” he explains. “We didn’t have anything like that here. So, we created something influenced by the bold flavors and aesthetics of Asian cuisine.

CRG’s expansion has always been strategic. But not every bet pays off. Cunningham recalls a time they opened a Livery concept in South Bend near Notre Dame—at the developer’s request—but it never took off. “We converted it into a Bru Burger during COVID, and it ended up doing 100% more in revenue. Sometimes you pick the wrong concept, but you learn from it.”

That ability to pivot proved essential when the pandemic hit. “On March 16, 2020, we had 33 restaurants. By that Thursday, 20 were doing carryout,” Cunningham says. Instead of shutting down, CRG kept their leadership team intact—even if general managers were suddenly grilling burgers. “That was key to our rebound. While others struggled to rehire, we had our team ready.”

Behind the scenes, CRG operates with a clearly defined set of core values. But Cunningham emphasizes that values only matter if they’re lived daily. “It’s easy to put mission statements on paper,” he says. “But we’ve made ours actionable. There’s no yelling in our company. Challenges are resolved respectfully. We’re a people business, and our people are our biggest asset.”

Cunningham’s leadership style reflects that belief. “I’m not a micromanager,” he says. “I lay out expectations and let my team do their thing. I realized early on that there are people better than me at many aspects of this business. It would be a mistake for me to try and do their jobs.”

This trust in his team extends across departments—from marketing to culinary to operations. “I sit in meetings with people who are all smarter than me in their areas. My job is to support them, not direct them.”

That support also extends to the community. CRG is known for its philanthropic efforts, particularly with organizations that “lift people up,” as Cunningham puts it. From Kids Dance Outreach to the inner-city charter school Herron High, CRG focuses on programs that provide opportunity and joy. “I watched 30 kids dancing, every one of them smiling,” he recalls of a Kids Dance Outreach class. “It reminded me of what I learned playing sports—teamwork, discipline, joy. Those are lessons kids need.”

In addition to community partnerships, CRG tries to source ingredients locally when possible, working with several Indiana-based suppliers. At Rizfundee, there is a map showing all the local vendors the restaurant supports.

Looking ahead, CRG is expanding to Purdue University with a new concept called The Lawrence. Set inside a reconstructed 10,600-square-foot historic barn, the venue will include a 130-seat restaurant, a patio, and a 300-seat event space. “It’s one of the most unique projects we’ve ever worked on,” Cunningham says with visible excitement.

For those looking to follow in his footsteps, he offers this advice: “You’ve got to hit all three cylinders—great food, great service, and a great environment."

And while he’s often asked to name his favorite restaurant, Cunningham resists picking a “favorite child.” Still, people often cite Vida as the standout in terms of quality and experience. “But we don’t go there often,” he laughs. “It’s a two-hour experience. We live downtown and have nine of our own restaurants within walking distance, so we tend to keep things casual.”

From casual to fine dining, Cunningham’s influence on the Indianapolis food scene is undeniable. He’s built an empire not on ego, but on instinct, integrity, and a relentless commitment to people—both those who walk through his doors and those who stand behind the pass.

As Cunningham himself puts it: “At the end of the day, we’re focused on our community. They support us, and we must support them right back.”