Egan & Sons
appears to have is preparing to pour ed its last pint: The downtown restaurant is up for sale.
City Paper first broke the news of the seven-month old restaurant’s sudden closing, quoting general manager Kirsten Leahey as saying, “We’re going to shut down for a few weeks and make some changes. But we’re not going anywhere.”
According to a posting by National Restaurant Properties, the 2900-square foot restaurant and bar at 5 Cumberland St. is now available for $1.69 million. The space is described as “well-maintained and appointed with high quality finishes.”
Owner Christopher Egan says the restaurant will reopen on Tuesday with a shorter menu, and will keep an abbreviated Tues.-Sat. schedule until the property is sold.
Egan hasn’t ruled out the possibility of a buyer running the restaurant under the Egan & Sons’ name, but says, “I think the building is quirky enough that someone else could put a stamp on it. What I did was create decent bones for someone else.”
Before New Jersey restaurateur Egan took over the building, with plans to create an authentically Irish pub, it housed Moe’s. “Bars that convert a former shoe shop don’t have the same kind of feel,” he said last October, discussing the extensive renovations that preceded Egan & Sons’ launch.
“I got all of the back-of-the-house sorted out,” he says, underscoring the single-story building’s turnkey status.
Egan says he decided to sell the restaurant because his father and three sons are living in three different countries, making it impossible to balance family responsibilities with the rigors of being an owner-operator.
“It’s difficult for me to step away,” Egan explains. “The kind of place we set up, patrons like to see me. I’ve had people call me and say, ‘what’s the Pinot Noir I drink?’”
Although Egan & Sons never attracted sizable crowds, it was a hit with nearly every food writer who paid a visit (this writer included.) Deirdre Schipani reviewed the restaurant for Charleston Scene, giving its food three stars. And City Paper’s Eric Doksa called the food “good — really good,” adding, “it doesn’t hurt that you can order a pint of Guinness with the perfect pour.”
A loyal group of customer agreed, says Egan, who was reluctant to disappoint them by neglecting his management duties.
“Rather than let it dwindle, I’d rather hand the mantle to someone else,” he says. “We appreciate the friends we’ve made, and hopefully the new owners will too.”