A ‘Jewish luncheonette’ returns to the Flatiron District, with a killer egg cream
(New York Jewish Week) — It’s just after 1 p.m. on an unseasonably warm autumn day, and the line at the recently opened Flatiron restaurant S&P, which describes itself as “a new place for a very old lunch counter,” is out the door.
Fortunately for my rumbling stomach, the crowd is mostly due to the tight quarters within: Many customers are simply waiting for takeout orders of pastrami sandwiches and matzah ball soup. The barstool seating at the vintage marble counter means space near the entrance is at a premium, and my dining companion (none other than Shannon Sarna, the editor of The Nosher) and I are quickly seated at a two-top in the cramped yet convivial rear, which is dominated by a long green banquette.
S&P officially opened Sept. 28, the latest venture from Eric Finkelstein and Matt Ross, the founders of hip local sandwich mini-chain Court Street Grocers. It’s the newest iteration of an old-school luncheonette at 174 Fifth Ave., which first opened in 1928 and had been known for decades as Eisenberg’s Sandwich Shop.
I myself had once been a regular Eisenberg’s customer: At the tail-end of the ’90s, my first “real” job in New York was at the Flatiron Building across the street. To me — and, clearly, to many other New Yorkers — Eisenberg’s was the kind of place that seemed to be entwined with the very fabric of the city, like pigeons, hot dog carts and subway cars. I can’t say the food was particularly good at Eisenberg’s, but washing down a tuna melt with an egg cream in the vintage environs always felt special.
After a series of owners, Eisenberg’s shuttered for good during the pandemic in March 2021. Finkelstein and Ross — who first met as undergraduates at the Rhode Island School of Design, where they graduated in 2003 — were tapped to take over the space this spring, as the building’s landlord was committed to having a tenant who would preserve the vibe (if not the name, due to legal reasons) of Eisenberg’s.
The partners have spiffed up the interior and the menu a tad — but not enough so that the eatery feels unrecognizable. In fact S&P very much feels the same as Eisenberg’s always has, even if the floor is new and dishes such as bananas and sour cream are recent additions. As Finkelstein, 40, who grew up in a Jewish family in Hollis Hills, Queens, told me in a phone interview: “This is the kind of food I grew up around and with.”
In an effort to preserve the space’s long history, the new owners settled on a name that honors the restaurant’s original owners, Charles Schwadron and Rubin Pulver. “You can see that these two guys, Schwadron and Pulver, had built this place out right when the building was erected, and they were going to run a restaurant together,” Finkelstein said, explaining research that included scouring old lawsuits and tax documents. “In a 1940 tax photo, which is how we found out it had been called S&P, you can see five other sandwich shops on the same block.”
Following a hectic weekday lunch rush, I spoke with Finkelstein about the luncheonette’s legacy, its Jewish influences and how to make a perfect egg cream.
This interview has been lightly edited for length and clarity.
New York Jewish Week: Eisenberg’s felt like the kind of place that’s been around forever — and the new S&P still does. The nostalgia is there, but at the same time, the restaurant really feels like a living, breathing part of the city. Is that what you were aiming for?
Eric Finkelstein: This kind of place has always been really important to my business partner, Matt [Ross], and I — and to, obviously, a lot of people in New York. It’s the kind of place that people associate with New York. When you think about the city, you assume that these places are everywhere — and they should be. There are a number of reasons why they aren’t; some of them are organic, and some of them aren’t.
We found ourselves with an opportunity to help the city retain this one. And I think, fundamentally, what we really wanted to do was just make sure that if we were going to do this, that we did it in a way that was honest — where we tried to make the best food that we can, and try to provide the most appropriate level of service that we can, and that it’s not, to use a phrase Matt uses, a “theme-park version.” Because we definitely feel that this kind of thing is timeless, and it’s not, you know, it’s not an exercise in nostalgia to try to keep this place open.
Were you familiar with Eisenberg’s before you opened S&P?
I wasn’t aware of Eisenberg’s as a kid. My father definitely knew of it; my great-grandparents worked in the neighborhood, where there were a ton of places like Eisenberg’s. When we opened Court Street Grocers [in 2010], Matt and I used a number of things as a model for what we wanted to do [and this was one of them]. Like everybody else, I was kind of bummed to see the place had declined so precipitously in those last couple of years, then even more devastated to see it close.
I should say, obviously, that we are not Eisenberg’s. We don’t have the right to use that name. S&P is a different business. But one of the things that I loved so much about Eisenberg’s is that it was a lunch counter, that, you know, there were hundreds, or maybe thousands of lunch counters exactly like it in New York, with the same exact specs for the marble countertop and the mirrored back bar.
There are a lot of traditional Jewish foods on the menu, like latkes and matzah brei, but you also have things like cheeseburgers and bacon. Would you consider S&P a Jewish deli, or do you see it as Jewish in any way?
I would consider it a Jewish luncheonette. I think a deli has counter service, like a deli counter. Maybe a deli food case, and you could order food to go, or you could sit down at a table and maybe get a table service. But I think the lunch counter aspect of it makes it not a deli but a luncheonette.
It’s obviously not kosher. But, you know, I think there’s a tradition of this kind of lunch counter in New York that was Jewish inflected. And even a lot of diners have a lot of traditional Jewish food on their menus, for whatever reason, just because it’s New York.
I read that S&P’s desserts are made by your relatives. I love how this is a family business — a lot of the classic Jewish restaurants in the city, like Katz’s Delicatessen and Russ & Daughters, are generations-old family businesses. Do you feel like you’re recreating some of that, with something new?
My father makes the rugelach and both of Matt’s parents make the carrot cake.
The Court Street Grocers business, we’ve always thought of it as a kind of mom-and-pop-style operation. Decisions are made based on what’s actually happening with interactions between the customers and the staff, versus just kind of coming up with what people call “a concept” and executing it. These places should be living and breathing things that change.
Bonus question: I ordered a tuna melt and an egg cream at S&P, just like I used to at Eisenberg’s. I like egg creams OK but I don’t generally love them. But the one I had at S&P was by far the best egg cream I’ve ever had. What’s your secret?
First of all, we have good seltzer — we made sure that we had a good seltzer system put in, with the right amount of carbon dioxide, pressure, and a way that we can get it cold enough, which is a big deal. We’re using good milk, and we’re using Fox’s U-Bet [chocolate] syrup. So it’s sort of the same ingredients that everybody uses. I don’t know if ours is better, but the order of operations is really important. Before we opened we tried, over and over again, different ways of making it, like you put the chocolate syrup and then the milk. [Or] you put the milk and seltzer and then syrup. We’ve gotten to a place where we’re really satisfied. The amount of syrup is really important — I think it’s just proportions and order of operations, and then doing your best to try to not beat out all the carbonation.
A little‑remembered Gilded Age millionaire helped make milk safe for American kids through his ‘retail giving’
The 1844 edition of the widely used schoolbook written by William H. McGuffey, “Newly Revised Eclectic Fourth Reader,” includes a dialogue about the difference between “true and false philanthropy”:
Mr. Fantom: I despise a narrow field. O for the reign of universal benevolence! I want to make all mankind good and happy.
Mr. Goodman: Dear me! Sure, that must be a wholesale sort of a job: had you not better try your hand at a town or neighborhood first?
As the discussion continues, the lesson becomes clear. Mr. Fantom’s approach is too ambitious to accomplish much, while Mr. Goodman’s, if narrower in scope, was likely to be more useful in practice.
Nathan Straus made his mark in philanthropy after a successful career running the Macy’s department store. Library of Congress Image by
Many of Straus’ contemporary philanthropists were setting lofty goals for their giving. In oil magnate John D. Rockefeller’s case, it was promoting “the welfare of humanity throughout the world.” For steel tycoon Andrew Carnegie, it was “to promote the advancement and diffusion of knowledge and understanding.”
Straus pursued more mundane objectives that included championing milk pasteurization. Although his efforts are not as well known today as those of his more ambitious – and wealthier – counterparts, they accomplished a lot and showed that what might be called “retail giving” can have far-reaching effects.
Successful immigration story
The Straus family came to the United States from Germany in the 1850s during the first big wave of Jewish immigration. Lazarus Straus, Nathan’s father, followed a familiar path for Jewish immigrants at the time, beginning as a peddler and eventually establishing his own store in the small town of Talbotton, Georgia, where the members of his family were the only Jews.
He prospered, became a respected citizen and saw that his children received good educations, including in their religion.
Then the Civil War upended the family’s life, first by reviving antisemitic prejudices and then, eventually, by destroying the family’s business.
Starting anew in New York City, Lazarus and his older sons, Isidor and Nathan, began to sell imported china, glassware and other crockery to retailers in the Northeast and South. One was Rowland H. Macy, who had founded an eponymous store that was on the cutting edge of what Fisher calls a “retailing revolution.”
Macy’s innovations included stocking large inventories of many kinds of merchandise, competitive pricing, extensive advertising and providing a variety of services like public restrooms and a cafeteria to make shoppers’ experiences more pleasurable.
Aided by the rapid urban and economic growth of the late 19th century, the model flourished. Department stores displaced smaller, specialty shops. Other retail powerhouses, such as Bloomingdale’s and Lord & Taylor, soon competed with Macy’s.
The Straus family sold their wares at Macy’s. After Rowland H. Macy died, the Straus family became partners with its new owners. By 1896, the Strauses owned the store outright. And Macy’s was expanding: It bought another department store in Brooklyn and created a flagship building on Manhattan’s Herald Square, which Macy’s still occupies.
The landmark Macy’s department store in New York’s Herald Square opened in 1902 while Nathan and Isidor Straus ran the retailer. Library of Congress Image by
His philanthropy journey begins
While Isidor Straus oversaw the store’s internal operations, Nathan focused on the company’s external activities, such as purchasing, marketing and dealing with government and business leaders.
A third brother, Oscar, pursued a career as a politician and diplomat, eventually becoming secretary of commerce and labor under President Theodore Roosevelt and the first Jewish member of a presidential cabinet. Perhaps inevitably, this led to a series of public appointments for Nathan Straus.
However, as they became wealthier, Nathan and his wife, Lina, increasingly devoted their attention to a series of philanthropic projects.
In 1893, the U.S. entered a four-year economic depression, its worst until the 1930s. As unemployment in New York City rose, Nathan Straus used his merchandising skills to address the needs of the jobless and poor.
He created a number of “depots” near tenements and boarding houses that sold coal, food and fuel at discount prices. Fisher, Straus’ biographer, rightly calls these early examples of what is now known as “social entrepreneurship”: the application of business principles to solving social problems.
Making milk less deadly
As these efforts were getting away, Straus also launched what would become his major preoccupation: promoting pasteurized milk.
In New York City in the early 1890s, Fisher writes, “the annual mortality rate among children under five was about 15 percent,” or 18,000 infants and toddlers per year. A main cause was consuming raw milk, which, unless certified by inspectors, was likely not only to contain a variety of pathogens, such as tuberculosis bacteria, but spoil easily going from farm to table.
Although scientists had long known that heating could make milk safer, doctors and public health officials worried that sterilizing milk might also destroy its valuable nutrients.
Straus, who had lost one of his own children to what he believed was a milk-borne infection, built on his projects for the unemployed by working with New York social service agencies to develop pasteurization plants and infant-milk stations near low-income neighborhoods.
They sold sterilized and refrigerated milk at below-wholesale prices, or donated it to those who could not afford to pay. Businesslike efficiency kept costs low, as did donations. Multilingual ads publicized the product’s availability, doctors and nurses advised parents on child-rearing, and careful recordkeeping aimed at assessing the program’s health benefits.
Straus and his wife devoted much of their time and money to this work. In addition to establishing 297 milk stations in 36 cities, they also spoke and wrote widely about the merits of pasteurization.
By 1908, their efforts paid off when the U.S. Public Health Service endorsed pasteurization and state and local governments began requiring that milk sold in their jurisdictions be pasteurized. Raw milk remained available in many states, and debates over its safety continue to this day.
As a result of this and other Progressive Era measures, New York City’s health commissioner estimated that infant deaths dropped by two-thirds
during the first two decades of the 20th century, with similar declines elsewhere in the country.
The coastal Israeli city of Netanya was named after philanthropist Nathan Straus. Jack Guez/AFP via Getty Images Image by
Other causes
While most of Nathan Straus’ efforts occurred in the U.S., he used his trips to Europe for Macy’s to promote pasteurization on the continent.
During a 1904 visit, he toured the Mediterranean and stopped in Palestine, then part of the Ottoman Empire. Impressed by the early Jewish settlements and holy sites he saw, Straus became an ardent advocate for creating a Jewish homeland in the Middle East, an unusual position for a Jewish businessman of that era, according to Fisher.
On a subsequent trip, a broken leg kept Straus from returning to New York on the maiden voyage of the Titanic; his brother Isidor and sister-in-law Ida were not so fortunate.
In the U.S., Nathan Straus led Zionist organizations, while in Palestine, his chief contributions involved supporting a variety of health care and economic development activities, including Hadassah, the women’s health and community development organization founded by Henrietta Szold.
Nathan Straus’ achievements as a philanthropist are not widely known today because he did not create a grantmaking foundation that outlasted him, as Rockefeller and Carnegie did.
Instead, by the time of his death in 1931, Straus had donated much of his fortune. Fisher writes that Straus used to invoke an old Hebrew proverb: “Money given in health is gold. Money given in sickness is silver. Money given after death is lead.”
He also didn’t donate heavily to the burgeoning network of communal organizations set up to assist the growing population of Jewish immigrants, as did the financiers Jacob Schiff and Felix Warburg, who were also affluent Jewish immigrants from Germany.
As Fisher notes, this pattern of philanthropy resembles that of Straus’ friend – and pallbearer – Julius Rosenwald, the longtime head of Sears, Roebuck and Co. Both supported Jewish causes as well as major initiatives aimed at helping others: In Rosenwald’s case, it was schools for African American children in the South, while for Straus, it was milk pasteurization in New York City and beyond.
During and after World War I, they worked together to assist Jewish refugees in Europe. Fisher might have added that neither Straus nor Rosenwald sought much recognition for their work.
His thorough account should help give Straus the credit he deserves for his philanthropy. It should also show that donors do not have to aspire to “make all mankind good and happy” to make an important difference.
In many ways, Nathan Straus was an old-fashioned do-gooder, responding to the needs he saw with innovative solutions. As a result, he wound up accomplishing a lot of good.
“Emma,” a young Jewish woman who we met in 2019, didn’t belong to a synagogue. She didn’t have a Jewish partner. She didn’t observe Jewish rituals regularly. On most surveys about religion, she would not seem very engaged with Judaism.
But as Emma talked about what she did in her free time, a very different picture began to emerge. She visited Jewish websites and enjoyed listening to Jewish music. She read books about Jewish topics and had recently attended a retreat for young Jewish adults to learn Torah while also doing yoga.
She was highly invested in learning about Judaism, but she explored her identity without joining traditional institutions.
Most major surveys about religion ask whether someone belongs to a congregation, how often they attend services, whether they pray regularly and whether belief is important in their lives. Those measures help identify broad shifts, like the growing percentage of Americans who are religiously unaffiliated: the “nones.”
But many Americans’ religious lives, like Emma’s, are not disappearing; they are moving away from membership of traditional institutions. To understand what religion looks like in 21st-century America, researchers may need to ask different questions.
Learning through art
As scholars of Judaismand education, we have been exploring how people learn about religion beyond traditional places like synagogues, Jewish schools and summer camps. Between 2019 and early 2023, we spoke with hundreds of people and explored different leisure time activities to discover what people learn about Judaism and Jewishness through cultural arts.
We interviewed dozens of audience members at Jewish-themed shows on Broadway, such as “Leopoldstadt”and “Parade.” We attended Jewish concerts and asked attendees what they learned. We explored how social media communities offer spaces to talk about different Jewish topics, like what fans learned about ultra-Orthodox Judaism from watching the television show “Shtisel.”
‘Shtisel,’ an Israeli series about an ultra-Orthodox family in Jerusalem, ran for three seasons.
Our research revealed that there is a vibrant ecosystem of people learning about religion in their leisure time. Through the arts, both Jews and non-Jews encounter Jewish history, Jewish religious practices and representations of Jewish communities.
Screen and stage
Most people we spoke with told us that they felt meaningful connections to Judaism during activities that would rarely appear on a standard religion survey.
“Joan,” an unmarried woman in her 50s from Connecticut, told us that she was deeply invested in Judaism, but felt that synagogues and Jewish community centers were not welcoming to single people without families. Instead of joining a Jewish institution, she watched Jewish-themed TV shows and movies on Netflix, and joined social media communities to chat with other fans.
“Luis,” who lived in Boston but was born in Argentina, was a Sephardic Jew, a group that traces their ancestry and traditions to Jewish communities who once lived in Spain and Portugal. His wife was Ashkenazi, meaning her ancestors came from Central and Eastern Europe. She considered herself secular, and so the couple joined the Worker’s Circle, a nonreligious Ashkenazi institution rather than a synagogue.
Yet Luis loved deepening his knowledge of Sephardic culture, and he often attended concerts of music in Ladino, a Sephardic language related to Spanish, with other Sephardic immigrants.
American singer Sarah Aroeste writes and performs in Ladino.
For Joan and Luis, these activities were not peripheral to their Jewish lives. Rather, they were central avenues for learning and community. We interviewed hundreds of Jews who told us that cultural experiences were opportunities to reflect on Jewish practices, explore questions of belonging, connect with family histories and find friends with common interests.
New questions
Some aspects of these patterns were distinctive to Judaism. Historically, many Jews have understood Judaism to be a cultural world, and not only a theological tradition. Learning about cultural dimensions of Judaism has long been part of Jewish education.
The broader phenomenon of informal learning, though, extended far beyond a single tradition. Across America, increasing numbers of people learn about religion through media, cultural productions and digital networks. Christians may study biblical themes through podcasts, online discussion groups or religious influencers. Muslims may participate in online learning communities that connect believers across the world.
The challenge for religion researchers, then, is not simply to determine whether engagement with religion is rising or falling. Rather, it is to develop more nuanced ways of understanding how people explore religious themes and practices, beyond traditional institutions. Only then can we more fully understand how contemporary Americans actually live their religious lives.
