October 22, 2025 • 39 mins
Kyle and Maggie Gordon share how they grew Dillas Quesadillas from a college road trip idea to an 11-unit concept generating $2M+ in average unit volumes. In this episode of Fast Casual Nation, the husband-and-wife team discusses their journey from bootstrapping a second-generation location to implementing AI-powered prep systems, optimizing drive-thru operations, and preparing for franchise expansion with industry veteran Michael Maby. Learn about their flow-cook methodology, the strategy behind menu simplification, navigating the challenges of working with your spouse, and how technology like PreciTaste is revolutionizing operations. A must-watch for restaurant operators looking to scale efficiently in today's competitive landscape.
#FastCasualNation #RestaurantIndustry #QSRTech
Get Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/
Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.
Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory
#FastCasualNation #RestaurantIndustry #QSRTech
Get Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/
Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.
Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
H m hm.
Speaker 2 (00:14):
We are back here on Fast Casual Nation, the podcast
that started it all, and of course we are recovering
from the Fast Casual Executive Summit. Shrek Chandler joining me
as my co host. How are you?
Speaker 3 (00:25):
I'm great. Recovery is the right word. That was a whirlwind,
it was.
Speaker 2 (00:31):
It was a good one. They're in Austin. Beautiful, beautiful
Austin weather. It was good, everything was nice. Couldn't have
had a better day. Joining us is Maggie and Kyle Gordon.
Would you guys actually know that town pretty well? Right?
Speaker 4 (00:44):
Yeah?
Speaker 1 (00:45):
Very well? Raised? Yeah, you guys, we have.
Speaker 2 (00:49):
A chance to do the summit there. That's my hometown, yep,
where we met.
Speaker 1 (00:55):
Those years are a little more fuzzy than my earlier years.
Speaker 2 (01:00):
All right, Well, these these power couples, they're coming in
with a brand called Dilla's case I Dias. You go
probably seen this in the Dallas metroplex area. One of
the top brands growing in Texas out there. So again,
thanks for coming in you guys, what what is the
total store count right now?
Speaker 4 (01:19):
We've got eleven units?
Speaker 2 (01:21):
Eleven units? Okay, is it all Dallas in North Texas
or do you what's the further store away from you.
Speaker 4 (01:28):
So we've got six company stores here in the DFW metroplex,
and then we have one franchise that has five stores.
They're in Louis, Vianna.
Speaker 1 (01:37):
And East Texas. So rust and I think will be
the furthest way is probably.
Speaker 2 (01:41):
The furthest Yeah, because I think you know, when you
look at growing a brand, especially at you guys's size,
having that control or I shouldn't say control, having that
influence on trying to keep things locked in is very important.
What made you go the route of a franchise e
so early because that's a that's a big franchise for
your size of brand group.
Speaker 5 (02:03):
Well, I mean, I'll tell this story because I'm the
closest to it. So you know, my origin story was
at Raising Knes and so straight out of college, I
started there as an hour lead ship manager, worked my
way up and one of my earliest mentors there was
a guy named Pete John and he was my district manager.
He was from Streetport and he taught me everything I
(02:26):
needed to know about the restaurant business and culture and
everything else. And so fast forward I left and started
Dillas and I've been doing dillas. We've been doing billas
for about four years at this time, and Pete came
to me and was like, hey, dude, like I left Knes,
I've been doing something else for about six months. I
(02:47):
got to get back in the business man and I
was like, okay, like we can we can try to figure.
Speaker 1 (02:52):
This out maybe, And we ended up doing a joint
venture because we were not ready to franchise. We didn't
you know, have.
Speaker 4 (02:58):
You know, we had no intention of and I think
at all at that point. Yeah, we really wanted to
keep a company on the store.
Speaker 1 (03:05):
Yeah, and so so we figured it out. Long story short,
we figured it out.
Speaker 5 (03:09):
He opened his first location in twenty eighteen and then
he's just been growing organically and so he's he's got
five locations now, but he started with one.
Speaker 1 (03:19):
It was this first ever franchise. Like, but he was
a he's just a that a operator.
Speaker 5 (03:27):
And like and culturally we spoke the same language and
he was he was that type of guy that was like, dude,
I'm patient, Like I'm going to come in this with you,
and I understand you haven't got this thing fully baked yet,
but I want to be part of the very beginning
of the foundation of this, and I don't I don't
want to wait till you've got to figure it out,
you know, like I want to go now. And so
(03:49):
now fast forward and we've been in business with him
for seven years now we're or more ready, you know,
it's a franchise now that we've got a lot of
the pieces figured out, and we made so many learnings
from working.
Speaker 3 (04:02):
Yeah, I saw that you guys brought in Michael Mabbory
just recently from Mujah so to help you franchise, so
that that's all be key. So are you guys thinking
you're often ready to go now, like franchising is what
you're focused on.
Speaker 4 (04:14):
Yeah, we I mean, we literally just got off a
call with a mainland who's going to be our kind
of lead generation partner. So we're super excited about what
we're about to launch with that, We've got a lot
of exciting data and just the storytelling, you know, I'm
super excited for Nick to really tell the story of
(04:39):
Dylas that we can tell, but he sees it from
an outside perspective in a different way than we do,
you know, and so he like can spin up some
magic and the way we talk about Dylas and what
it means to own a franchise.
Speaker 3 (04:52):
Well, speaking of that story, you guys launched this in college, right,
you came up with the idea back then.
Speaker 1 (05:00):
Yeah, came up with the idea in college.
Speaker 5 (05:03):
And then you know, Maggie and I were driving like IKEA,
you know, which is like the coolest thing back in
two thousand and three, and like it.
Speaker 1 (05:10):
Was like the newest thing. We drive like two hours
to Houston to go to there wasn't one in Austin yet.
Speaker 5 (05:16):
No, And on our way we were like, oh, let's come
up with like case ideas and the Philly Dilla and
like all these different you know, you know dreams.
Speaker 4 (05:23):
That we had menu on the back of our reet like.
Speaker 6 (05:26):
Yeah, why I and not something else? What was it
about the oh are the best? I mean Iver met
someone that didn't like Yeah, doesn't like it?
Speaker 5 (05:39):
Well, the thing is that there this is a really
long story and I know we don't have time.
Speaker 1 (05:45):
We'll have to go get a beer when you guys
are in Dallas. But the at the.
Speaker 5 (05:49):
Very very beginning, you know, Maggie and I or not
Maggie but myself, our family went to a place called
Matt's all Rancho growing up, and you know, they got
to know me so well that the waiter his name
was Mo. You'd make me whatever I wanted. But all
I ever wanted was case of it, And so he
would make all sorts of different kinds for me.
Speaker 1 (06:10):
And say, dude, like, this isn't chicken and cheese.
Speaker 5 (06:12):
I put portamelow, mushrooms and peppers and onions in it.
And so my love affair with the case of the
started an early early age.
Speaker 1 (06:20):
That they are deliciously over the top, you know.
Speaker 5 (06:28):
I think that the the other thing is is like
we really brought a lot of like fusion flavors, you know,
like into it, and so like we have all sorts
of delicious like smoke brisket and you know, French fries
in it.
Speaker 4 (06:42):
Leathern comfort food honestly, like cheeseburger and French fries. Like
we pretty much made it more of an American teak
on it. And the reason is, I mean, the case
of it is just a great vessel, right, It's so.
Speaker 1 (06:58):
Portable. It's like, you know, whatever you.
Speaker 2 (07:03):
Want, Yeah, you can. You can build on this from
a culinary aspect.
Speaker 3 (07:07):
For sure, vessel for cheese.
Speaker 7 (07:09):
So hold it together, you know, I mean tacos obviously
are super crazy, but tacos can fall apart, and the
cheese is the glue that finds it all together for sure.
Speaker 2 (07:22):
So when okay, so when you're building this crazy menu
that we're looking at that we just showed there, you've
started to deviate a little bit into some other things. Uh,
is there a plan to try to take this beyond
the case idea and into some other elements that would
would kind of support the menu.
Speaker 1 (07:40):
I think that, if anything, we've gone the opposite.
Speaker 5 (07:44):
So we try to simplify really, you know, and there's
some things in there at the at the very beginning,
and what you find we've been building this scram for
twelve years plus, right, and so early on we were
too simple and people were like, you don't have chips
and case, and we're like, uh, do we need to
have that? And they're like, yes, it's really okay, let's
(08:05):
add that on, you know. And then so we did,
and we you know, we we increased the size of
the tortilla and like we started doing these alterations and
these modifications to be able to be more.
Speaker 1 (08:16):
Supportive of kind of like what our customer needs.
Speaker 5 (08:19):
Yeah, and really our product mix is around fifty percent
drive through, and then you know, only fifteen percent dining,
and then all that other percentage is out the door,
third party online order, you know, take out all that catering,
all that other stuff. And so what we realize is
(08:42):
is that people want to leverage us, leverage dell us
for convenience. We're a QSR plus brand, you know, like
we don't we don't have any preconceived notions that were
this like twenty five dollars really high end, fast casual experience.
Speaker 1 (08:57):
That's not who we are for the for our customers.
Speaker 5 (08:59):
Like we're the family, lay on the go, we don't
have TVs, we don't have alcohol.
Speaker 4 (09:03):
No.
Speaker 1 (09:03):
I like, it's it's like we're very specific.
Speaker 4 (09:09):
Yeah, real, but you're getting really high quality. That's a
differentiator really is if everything's made from scratch and super fresh.
Speaker 2 (09:19):
I want to know how many gorilla fries you actually
sell on a weekly basis. What's the total count?
Speaker 4 (09:25):
Oh, on a weekly basis? Yeah, I was like, we
both the numbers. Recently, we're actually about to launch kind
of an elevated version of the gorilla fries because right
now in the value space, it's an approachable budget that's
really filling is.
Speaker 3 (09:41):
That just like a loaded fry.
Speaker 1 (09:43):
Like a loaded.
Speaker 4 (09:44):
Fry does, can customize it with any of the ingredients
we have in house.
Speaker 5 (09:49):
The magic is really like on those fries, like it's
got our proprietary fries spies, which is delicious if you
guys haven't had it, And then the case is really
like when you put that level of deliciousness on top
of French fries, it turns.
Speaker 4 (10:05):
Into there's something magic about the fries, vice and the
caso together that is just so good.
Speaker 2 (10:11):
And everyone on Couteine is one of the best, you know,
menu elements out there when you think about just that
savory component. So I think you're you guys have kind
of hit that on on the side of kind of
creating that.
Speaker 1 (10:27):
We got caso.
Speaker 4 (10:28):
It's even better, right.
Speaker 1 (10:32):
The door Dash twenty twenty three figures.
Speaker 5 (10:34):
On like their top ten number one was French fries,
number two is chicken case of he is, and number
eight was caso in the nation.
Speaker 2 (10:43):
When you put it all on, I like it. We're
just going to make all three of those just one
item though.
Speaker 1 (10:51):
Yeah, I like that you can get it all together.
Speaker 2 (10:53):
I love it. So, Maggie, you kind of came from
a little different background. Not in the business, but kind
of in the business. You were in media, so and
big media. Not not necessarily just a regular agency.
Speaker 1 (11:08):
You came a big agency.
Speaker 4 (11:10):
I mean, I had no intention of ever being in
the restaurant industry, that's for sure. And when he had
the idea, you know, I mean, I love the idea,
but I didn't never think I would be a part
of it. And when we got started, it really was
just kind of a more of a means to an
end in the beginning of like he needed support in
(11:31):
marketing and logo design and you know, website. I'm kind
of a techie, so I was able to help with
a lot of those things. And it started kind of
just part time, but ultimately, you know, for us, it's
about the legacy and our family, and so I went
all in and you know, started working for Dilla's full time.
Speaker 1 (11:50):
He was actually a PEPSI of the Year. Yeah, so
we got a freendship in New York City because of that.
So Tracy lock cocked her up with that.
Speaker 2 (11:58):
Yeah.
Speaker 4 (11:58):
Tracy Locke was an awesome experience and gave me so
much insight that I think, you know, otherwise we would
have probably been a little bit more struggling on the
marketing side of things. And you know, I just I
had the experience and the knowledge from that job to
bring over to Dylaz and helped us, I think get
off the gown a little bit easier.
Speaker 2 (12:19):
Sure, well, and it looks it looks very polished, you know.
I mean, even though it does look kind of homegrown
as a startup, but it also has the elements of
big brand, you know. So that's a hard line to
walk too of feel local and feel original, but not
look like your mom and pop and be able to
(12:39):
translate but not look too polished, you know, like a Chipotle,
which is you know, just you can tell is brand box.
Speaker 4 (12:45):
It was very intentional in the beginning for us, with
that particular mindset of we didn't want any excuses. We
wanted to look like we played with the big boys.
But that also, to your point, brought it to challenge
of people assumed we were, you know, a chain from
out of state or something that came in and they
(13:06):
didn't understand that we were just locally own. Yeah.
Speaker 1 (13:11):
Yeah, but you know, we again, it was about having no.
Speaker 5 (13:15):
Excuses, more not for us per se or for the customer,
but for our team members, right, Like we always wanted
to set them up for success and compete for the
right people, right because if you can compete for the
best people in the industry, then you're going to set
yourself up for success. And we were like, well, how
do we get the team members from Chick fil A
to come over here. Well, you've got to have digital
(13:37):
scheduling and back in twenty thirteen, that costs extra money,
and you've got to have this in this and you know,
like you've got to have this polished look, and you've
got to have culture, and you've got.
Speaker 1 (13:46):
To have core value. I mean, like we we.
Speaker 5 (13:49):
Busted our butt and invested and you know, sacrifice our
income to be able to provide that for the team
and worked really hard to build those systems out instead
of just grinding out in the restaurant, Like we would
go home and like build a system to get better
the next day and help our teams do it without us,
(14:10):
you know, and in a better passion.
Speaker 4 (14:12):
We opened day one with an sop, which is kind
of like in the restaurant industry, that's through it out the.
Speaker 1 (14:18):
Second day, but you know, we had it.
Speaker 2 (14:22):
That's cool. Hey, what was the scrappiest thing. You talk
about that, you know, trying to win the best of
the best. What would be the scrappiest thing that you
had to do when you were starting up to get
your doors open?
Speaker 4 (14:34):
Some crazy it survived ice to get in. There was
this ice trode arm Dallas that hindered our opening.
Speaker 1 (14:42):
You know what you guys are.
Speaker 2 (14:44):
Opening at the time when the grid was shutting down.
Speaker 3 (14:46):
Yeah.
Speaker 4 (14:47):
Yeah, we opened on December twenty seven, like probably the
worst day ever to open, but we.
Speaker 5 (14:52):
Really and then I've been getting hit like two weeks
later in twenty thirteen. It was a disaster, But I
would say that from a scrap perspective and like the
non sexy side of this business. We took over a
second generation location brand I.
Speaker 4 (15:07):
Will not say, but obviously you look at it.
Speaker 1 (15:11):
Yeah, but when we went in there, I mean we were.
Speaker 5 (15:13):
Like, I mean, Megan and I were there for twenty
hours a day probably just cleaning it right, like just
just like trying to get to it, like a baseline level.
Speaker 2 (15:24):
Of like do you ever do that again?
Speaker 1 (15:27):
No, no, no.
Speaker 2 (15:31):
Rerun locations.
Speaker 1 (15:32):
Okay, it had been.
Speaker 4 (15:34):
Sitting empty for a while.
Speaker 5 (15:36):
Again, I'm it's the bootstrap mentality. That you have to
have for that first one because you don't have the resources.
And so would I do it again in terms of
the second or third generation?
Speaker 1 (15:47):
Of course, I love it.
Speaker 5 (15:49):
But you know what I didn't realize then is like
I didn't need to go in and like clean all
the ceiling tiles and get it kind.
Speaker 1 (15:57):
Of prep for construction the way that we did.
Speaker 5 (16:01):
But like you know, that saved us fifteen hundred dollars
and like otherwise, man, yeah, yeah, So like it's it's
one of those things where that was super scrappy. The
other thing that was I think super scrappy. That you've
got to do is you've got to go out into
your community and show up for one person.
Speaker 1 (16:19):
Right.
Speaker 5 (16:19):
We would show up to these events at a really
small high school or something, and there would be they
were like seven man football teams, theybe thirty five.
Speaker 1 (16:27):
Parents there, you know something like that. That's all. He
showed up with a tent. We fed them like those were.
Speaker 2 (16:34):
Going to be our People will remember that, and that's
what makes legends. Those kind of things make legends in
communities that people remember those things, that's for sure. What
about Okay, so let's get into the partnership let's get
into the partnership dynamic around this. So husband, is this
the first husband wife team we've done? Shaffin, No, we
(16:57):
had out that we had one more one Yeah, kidding
most people.
Speaker 4 (17:03):
Yeah, how do you do it?
Speaker 2 (17:05):
Yeah? How do you do it? How do you keep
it going? Because I know you guys have young kids
or middle age. I guess are they teens?
Speaker 1 (17:11):
Major? Yeah?
Speaker 4 (17:13):
We we opened it was our doctor's work.
Speaker 2 (17:17):
And keep track of everything.
Speaker 1 (17:19):
Yeah, how do you pull it off?
Speaker 2 (17:21):
What's the magic?
Speaker 4 (17:22):
I mean, honestly, we're I think complete uh counterparts to
each other, you know, so we're very yin and yang.
I'm the integrator in our relationship. He's the visionary, like
he's big ideas. I'm an executor. And I think we
just really understand each other's lane, you know, and respect
it and give the space for doing what we do
(17:44):
in each of our roles.
Speaker 1 (17:46):
Yeah. Again, Like, I think that the.
Speaker 5 (17:50):
The great thing about the restaurant business and the great
thing about kind of having your own business.
Speaker 1 (17:54):
And doing it with your wife.
Speaker 5 (17:55):
I will say some of the some of the sacrifices
is we both have to tracked a you know, a
livable wage from the business. There's not one of us.
That's kind of like out here at an executive level.
That's you know, bringing in health benefits and all this.
Like we're both all in together on this, which you
know makes it difficult because we're both living off of
(18:16):
it and have to create our own value in the enterprise.
And then but the amazing thing that it offers us
is that freedom of movement.
Speaker 1 (18:25):
Right, we don't have.
Speaker 5 (18:26):
Full financial freedom at this point in our lives, but
we have we have freedom of movement, which is really big,
you know, and like that time freedom is huge, like
being able to have kids go from two years old
to fifteen years old and all everything that happens in
those years, being able to be there for those events,
pick them up after school. Like the things that having
(18:47):
a business offers you has just been really the incredible
piece of it, beyond you know, some of the financial stuff.
Speaker 2 (18:53):
Do you find that when operators come to you guys
and are you know, and maybe even employees they say, oh,
this is a husband, wife, it's a family orient Is
that a plus or do you think they look at
it in a negative way? What has been the I
think of plus?
Speaker 5 (19:08):
You know, like we bring the family again, like it's
family with accountability, you know, and I think that that's
a really important piece of our culture. I don't know
if Maggie would ever want to fire me, or if
I would ever want to fire Maggie, but typically great thing.
We run on an EOS, which is an entrepreneurs operating system,
(19:30):
and if you're kind of not delivering on your roles,
I think Maggie and I would have the maturity to
kind of say, you know what, I'm not delivering on
this seat, so let's just find somebody who came. Right, Like,
my goal is to not be the CEO eventually, right,
I want to have a CEO in my position so
I can be full founder and just wearing a mascot
suit every day, you know, I bill of the girl like.
(19:52):
But for Maggie, she probably doesn't want to be in
a couple of the seats that she needs to occupy
right now as we scale up the business, and so
the goal is to build those seats, you know. But
we do want to continue to be a part of
Dylis as a brand and create a legacy par kids,
give them the option to be in the business, and
if they choose not to, like, it's something that we
(20:14):
created and want to be part of ourselves.
Speaker 4 (20:15):
Are the kids involved?
Speaker 1 (20:16):
Now? Yeah, well Parker, it's a first job.
Speaker 4 (20:19):
Yeah, Parker our son.
Speaker 1 (20:20):
He in a terrible employee turns.
Speaker 4 (20:23):
Of this summer and was not super valuable, so he's
got some work.
Speaker 3 (20:27):
To do before.
Speaker 5 (20:28):
I watched this back later and be like, I can't
believe they called me out like that.
Speaker 4 (20:33):
But there's definitely I think the other thing about the
dynamic of the husband wife thing is that like from
the unit level, they don't experience us as much. But
like you know, in our home office here, we were
kind of the mom and dad of the office.
Speaker 1 (20:47):
You know, yeah, just my name, No, we want to
see mom that five And that's for sure.
Speaker 5 (20:52):
But the other thing, like with Parker that I thought
was so interesting when he started here, is what I identified
is is that he he's an operator, right, so like
he's not a great.
Speaker 1 (21:03):
Fit at doing data.
Speaker 5 (21:05):
Like he was doing some things on the computer and
helping organize files and stuff like that. That kid he
needs to be in the restaurant and he's only fifteen
and then he can't work there yet, and so but
he's got that energy he's got that I want to
I want.
Speaker 1 (21:19):
To talk to customers.
Speaker 5 (21:20):
I want to be busy, Like when you put them
in front of the computer, he shut down. And that's
a great thing about like kind of getting a first
job is like figuring.
Speaker 1 (21:28):
Out what am I good?
Speaker 2 (21:29):
It works?
Speaker 1 (21:30):
Yeah? For what to do? Like what am I passionate
about using my time on? And so I thought that
was a good lesson for us.
Speaker 2 (21:35):
When you look at sales right now, you guys eleven units.
What is AUV for for one of your high performers.
Speaker 5 (21:43):
Over two and a half million, so the most of them,
we have about a two million dollar AUV across the brand.
You know, obviously we do have one location that's in
Shreeport that's not a drive through, so they've got a
different kind of level. That was Pete's first local but
fantastic rent factor, so it enabled him to continue to grow.
(22:06):
So yeah, that's where the sales are. And again we're
really trying to grow those top line sales. Our next
kind of horizon is to get three million dollar locations,
Like we see that as.
Speaker 2 (22:18):
Like out of it, do you think to get to three?
Speaker 5 (22:22):
Well, it's been what we're working on right Like, so
the last eighteen months we've been working on we're finding
a lot of backround house process. We've been working on
kind of simplifying the menu to be less kind of
like psychological overload when you approach it from a driveroop perspective,
so we can get throughput right efficiency no.
Speaker 4 (22:40):
One, I mean the efficiency piece. I think speed of
service has been a huge focus with the menu change
that we made to be able to increase throughput.
Speaker 5 (22:50):
Yeah, a seven second reduction in drive through times overtime.
Speaker 1 (22:54):
Is a one to growth in the same extront sales.
Speaker 5 (22:57):
And so we've just been the since we've introduced the menu,
which is about a month and a half, two months old,
middle of July was the last location opened with it,
we've reduced drive through times twenty seconds. So like for us,
we're like, okay that that can draw that line out
to you know, hopefully a three percent same restaurant sales
(23:17):
increased this through throughput advantage, right, And we think we're
just on the tip of the iceberger being able to
get that going.
Speaker 4 (23:23):
And the consistency piece right, Like, it's not just through quick.
Speaker 1 (23:25):
How fast Maggie is she got here?
Speaker 2 (23:30):
Explain this eat and run? What is this?
Speaker 4 (23:33):
I have some TikTok trend you know, and so it's
about like whoever gets the rock paper scissors has to
eat and I guess but I was getting really full.
Speaker 5 (23:47):
Yeah, so she winning and then unfortunately I didn't get
to eat almost anything.
Speaker 1 (23:52):
So by the end I was definitely ready to jout down.
Speaker 2 (23:55):
You're ready to get some.
Speaker 1 (23:58):
Night that day?
Speaker 4 (23:59):
Yeah, it was We're wet team.
Speaker 2 (24:02):
I love it. Three million is a possibility, Uh, walk
us through a process because I'm thinking, you know, operationally,
how do you run a drive through at those kinds
of speeds? What are the kinds of equipments that you
have to have? How do you guys do that? Is
there You're not like Chick fil a where you put
people in line or on the orders or is it
(24:23):
mostly app based?
Speaker 5 (24:25):
Before this because it sounds like, can't want to start
a case any of business, I'm.
Speaker 2 (24:28):
Not sure I want to know about that. Well, you know, Safer,
we invest in a lot of you know, concepts, so
we're always asking these questions.
Speaker 1 (24:35):
Yeah, I'll give you.
Speaker 5 (24:37):
I'll give you the kind of like I guess you
could call it the secret sauce, the secret.
Speaker 1 (24:41):
Helping the ranch of it all.
Speaker 5 (24:43):
So really quickly, what I learned at raising gains is
is if you want to be fast, you got to
float cook right, which means there has to be predictability
in your quality, uh and in kind of what your
assumptions are on your customer. This is kind of a
math proble, right. And so in the backup house, what
it looks like essentially is you know a grill and
(25:06):
then Chipotle.
Speaker 1 (25:07):
So Chipotle has that press right there.
Speaker 5 (25:10):
We have a big grill, right, they can handle a
lot of tortillas, and so our tortillas are getting the
right toast point and melt point. And that that is
a critical piece of it because you put the cheese
on it and you start to get the color on
the bottom of the tortilla and then you get the
cheese melt. That has to be at the right time
be able to pull it off.
Speaker 1 (25:31):
And we only have one sized tortilla.
Speaker 5 (25:33):
So when when all of us show up at the
restaurant and walk in the door, they're gonna say four
walking in, and so somebody's house is going to put
four message that that's how you do it with speed
is in consistency and quality. But you have to be
simple to do it. That's the real secret. And a
(25:54):
lot of people, and by people, I mean restaurants aren't
willing to be simple. They want to trick it up,
be something for everyone. Yeah, have five different sized tortillas,
and you get the.
Speaker 4 (26:05):
Flavored tortillas, you know, different cheese blimp. We use one tortilla,
one cheese blind.
Speaker 1 (26:10):
Yeah, and so that is what leads to the speed.
Speaker 2 (26:14):
Okay, well I have a question the tortilla because it's
is this a standard you know, like supply chain tortilla.
Is it something you guys have grabbed off and done
something around. What is the mix there?
Speaker 5 (26:27):
So it is kind of a standard supply chain tortilla.
So early on, you know, when we were designing the menu,
there were going to be certain things that we were
going to I guess you would say concede in the
sake of you know, being able to even have multiple units,
right Like, so some of those things like we don't
(26:49):
cut our own fries, right like, we have a flash
frozen you know, French fry that's delicious in grade A
and they can do better than us.
Speaker 1 (26:58):
Same thing with the tortillas, right and early.
Speaker 5 (27:01):
On we're actually bringing in like a really locally done
or whatever, and they're like, well, it's you know we
can do that, but it's going to come in frozen
and we're like, like that sucks, Like let's look for
something else.
Speaker 1 (27:12):
So we found one.
Speaker 5 (27:14):
And really, when you're looking for a tortilla for a casadia,
it's kind of be a hardy and buttery right because
it has to withstand that heat on the bottom and
be strong enough to take that heat and allow time
for the melt on top, because you don't you can't
have it burned, right, yea.
Speaker 1 (27:33):
Christy, you gotta find that right balance and.
Speaker 4 (27:36):
Butter gives it that extra crystal flavor.
Speaker 1 (27:38):
Yeah, it really does.
Speaker 5 (27:39):
And the hardiness you know, to last on the grill
without getting what we call its like kind of saltine edge,
which like you get like almost a cracker effect on
the edge, which is which is basically a wasted tortilla.
Speaker 1 (27:51):
For us, a broken record, a broken record.
Speaker 5 (27:53):
And so like that, those are the type of thing
you've got to look out for in these tortillas are fantastic.
Speaker 3 (28:00):
So I know you guys are using when you were
talking about out the summit, you guys were talking about
how you are using AI to kind of help with that.
You were talking about your AI prep assistant I was
hoping Maggie you guys could share that. I thought that
was really interesting.
Speaker 4 (28:13):
Yeah, Quick and Taste. We've been working with them, I
guess probably over a year now to get it fully launched.
There's certainly some nuance to it. It takes a lot
of precision and recipe and menu, but the beauty of
it is that it can give you the predictability of
(28:33):
sales and prep based on each unit Phoenix. I mean,
because it's fied into toast and sees all of our
sales data. It's taking over one hundred points of data
to do their sales prediction and then layering on top
of that the product mix so that our team knows
exactly what they need to make. And it was a
(28:55):
hard adjustment for them because they were way over prepping.
They thought they needed just to feel safe, so they
had to really learn to trust the tool. And you know,
I spoke on the panel about it too, that like
we see the data that eighty five percent accuracy, eighty
five to ninety percent accuracy with the tool doing the prediction,
(29:18):
and when our team overrides it, they're at like sixty
percent accuracy.
Speaker 1 (29:23):
It worse.
Speaker 5 (29:23):
Yeah, And those are and those are also like our
certified prep people. You know, it's like not that we
don't really have. We don't have any random people just
doing prep day to day. It's usually two to three
people for location that are doing that prep. And those
people are messing it up that frequently because again they
don't know what the sales are going to be that day.
(29:43):
They're just kind of doing the copy and paste from
the Primo prep board. And that this is a legacy
system that is I don't think you're going to see
those moving forward the next couple of years.
Speaker 4 (29:53):
Yeah. Excited to be able to offer that to franchisee
as well. You know, like we've got a sophisticated system
that closes the time on training for your shift leap
to be able to like they don't know how to
predict sales or how much prep they should do based
on predictive sales, right, so this just gets them up
to speed way faster I would predicted.
Speaker 5 (30:13):
I do want to add something though, for like I'm
trying to you know, recognize this as something if somebody
out there is an.
Speaker 1 (30:20):
Emerging fast casual or or qusrplus grain.
Speaker 5 (30:25):
You got to really be buttoned up if you want
to take advantage of this new wave of ATA because
what Pressy Taste exposed in some of our recipes is,
I mean, and we're buttoned up and like our restaurant
three sixty five prep recipe is like some of them
pulled over, not quite right or weren't quite you know,
accurate to what we were saying they were versus the
(30:47):
prep book or the recipe.
Speaker 1 (30:49):
In the location.
Speaker 5 (30:50):
And so like some of that onboarding process even exposed
our systems and we were at the time.
Speaker 1 (30:57):
We had ten.
Speaker 5 (30:58):
Locations open or something like that, right, And so I
can only imagine an emerging brand that's already pulling their
hair out just trying to open the doors and do
everything else, wanting to take advantage of some of these
new tools. But they're going to be surprised when they're like,
oh wait, I need to have all that.
Speaker 1 (31:17):
Data for you. I need to have this for you
or that for you.
Speaker 5 (31:20):
Again, Pressie Hills, they helped us very much so on
the onboarding process. But if you don't have a lot
of your stuff already ready, it's going to be more
difficult to onboard. So start now, so maybe you can
in a year when all of it starts to become.
Speaker 1 (31:37):
More available and more accurate. You're ready to.
Speaker 4 (31:40):
Jump on and pressie tastes continuing to develop. We're super excited.
They're about to roll out actual versus usage, so like
knowing what you're selling and how much they're on hand,
counts are so you can see if there's waste or
you can.
Speaker 5 (31:57):
Identify ship to shift essentially theoretical, so I can look
at my I could look last night and it would
say you should have sold this much chicken. You sold
this much chicken. You should call that team member today
and say, hey, like let's let's bring you in and
do some retraining. The portioning was off a little bit
on chicken last night. I just want to get you realigned.
Speaker 1 (32:16):
That's incredible for our calls.
Speaker 5 (32:18):
Like that's how we're going to like win in this
kind of like you know, go forward.
Speaker 1 (32:23):
If we're going to get three points a.
Speaker 5 (32:24):
Win on labor because of wage, you know, growth and
everything else, we've got to catch it in terms of
the waste that are on the cogs, you know, because
our prime we've got to be in the fifty five
to fifty eight range. And so as a restaurant, tours
and entrepreneurs, if we all want to continue to grow
this industry. We have to make money, right, and it's
(32:46):
our job to find a way. And I think it's
in those little margins with some of this tech that
can help us close those gaps that traditionally I've just
been oh yeah, bucket a chicken wayst.
Speaker 1 (32:57):
Fine, throw it out. You know, they ain't that way
or like we got to be really tired. It's already
raised within.
Speaker 2 (33:03):
So you guys think that these AI tools are going
to make major strides in helping the operations side of
the restaurant industry.
Speaker 1 (33:11):
They already have.
Speaker 5 (33:12):
I mean, like I mean we're again like another one
GM pile, this thing that we're kind of looking at
right now, like you're.
Speaker 1 (33:19):
Looking at like never having not having.
Speaker 5 (33:22):
A GM ever write at schedule weekend. I mean, we're
working soon, you know, And that's huge. And you know,
on the panel I was talking about most of the time,
the gen's not even doing it. They've delegated it because
they just created a template. And that's like, yeah, for us,
that's almost seven hundred thousand dollars of delegated p and
L responsibility to somebody who's making fifteen dollars an hour.
Speaker 2 (33:45):
Yeah, for sure. All right, we're going to get into
the future and the lightning round, so share, We're going
to like get two or three questions into them before
we let them go here. Share you want to start, h.
Speaker 3 (33:58):
Yeah, sure, Maggie, if you could go back to the
beginning and tell yourself one thing, what would it be?
Speaker 4 (34:02):
Be patient? Just be patient. You know there's a lot
of road blocks along the way, but it all worked
on me.
Speaker 1 (34:11):
Un thought she was gonna say, get out now he
is a misery, all right.
Speaker 2 (34:19):
So uh, for couples thinking about going into business together,
first of all, now that you've done it, would you
tell two people a new Maggie and Kyle, do it
or not?
Speaker 5 (34:33):
I'll start, I would say, I would say, do it,
but do it how we did it, right, Like, wait
till the business is successful enough to sustain your life.
Speaker 1 (34:42):
You know we we you.
Speaker 2 (34:43):
Know, takes a lot of pressure off, for sure.
Speaker 1 (34:45):
Yes, like we waited.
Speaker 5 (34:47):
I think two years before two years before you, I
had a couple of part time jobs.
Speaker 4 (34:51):
I was, you know, doing other things just so that
we have enough income because we were putting so much
into the company.
Speaker 5 (34:57):
Yeah, but again and know each o those strengths, right,
if you're both visionary.
Speaker 1 (35:02):
It's not going to work out because nobody's going to
do anything.
Speaker 4 (35:06):
Yeah, yeah, home every night. That's the hardest part is
that you're always.
Speaker 1 (35:14):
On day nights. Day night's.
Speaker 5 (35:15):
Often the lead topic is Villa's and we got to
get past that quick and so, like you know, it
does permeate your life like you make it your life.
Speaker 2 (35:25):
Yeah for sure. All right. Listen, we've had Maggie and
Kyle Gordon coming in from a rising star brand out there,
and that is Dila's case Ideas. You guys find them
over in Dallas and of course visit their website, which
is Dylla's dot com. Thanks you guys for coming in today.
We appreciate it.
Speaker 4 (35:44):
Oh it's a pleasure, thank you.
Speaker 2 (35:45):
Yeah, great having you all Right here we go. Let's
get into a couple other things right now, Sharah, big
stuff happening out there on the summit. What was your
big takeaway from the summit? Would you say number one
thing that just hit it?
Speaker 3 (36:00):
Oh? Man, ai baby, just as the Gordons just said, yeah.
Speaker 4 (36:05):
It's coming.
Speaker 3 (36:06):
If it's and if you're not ready for it, get
ready for it.
Speaker 2 (36:09):
I like it. Well, we have had that topic quite
a bit you know, in reference to here on the show.
In fact, I think it's our number one viewed video
as well. But of course we have to announce the
winners of the Perfect Pitch coming to you from the
Brazilian concept Tap. Who wins the Perfect Pitch contest at
(36:33):
the Summer Happy Brothers.
Speaker 3 (36:35):
They were amazing, didn't you. I mean, I love them.
I'm happy they won. They did a great job, their
menu amazing.
Speaker 2 (36:43):
Yeah, I got a chance to fortunately, I got a
chance to see this group. Boy, I got well, I
saw them all. I just didn't know who won because
I had to leave early. But this is going to
be one of our fast casual front Runners for twenty
twenty six. So we're going to connect with the Tap
team and get them into the front Runners program which
(37:03):
starts in January next year, for another big chance to
win big prizes and investment from Saber Capital. So what
was it that you think got them over? Because KRT
was pretty tough.
Speaker 3 (37:18):
Absolutely, Trowler's Cart was awesome too. I actually think it
was on the last day when we had them come
up head to head. They we had you know, both
duos up there kind of answering questions and the brothers
are just so you can just feel their passion and
they're going to do anything to make it work. And
you know, they were just they just won the crowd over,
(37:40):
you know, easily. They're they're very they're very endearing and smart,
and they're hustlers.
Speaker 4 (37:46):
You know, they're ready to work.
Speaker 2 (37:47):
So exactly, Yeah, the American dream.
Speaker 3 (37:51):
They led with the old school American dream.
Speaker 2 (37:53):
It really is, yeah, which is if you're in the restaurant,
especially if you're in fast casual, these are the kind
of concepts that you end up usually doing really well
down there on the the younger brother.
Speaker 3 (38:04):
The younger brother came up with it, the idea, and
then a few years later went back to Brazil and said,
come on, older brother, come over here and help me.
Speaker 4 (38:11):
Make this happen.
Speaker 1 (38:12):
And you know, it was just it was just a
really cool story.
Speaker 2 (38:15):
I love it. I love it. Great story. And it's
going to be fun to see this one inside inside
the trenches as they grow. For sure, a lot's happening.
Of course, you guys, if you're not subscribed to the
show right now, make sure and step step up and
do that. If you're listening on the audio side, you
can do it on Apple Podcast or over on Spotify.
(38:35):
Give us a couple of stars over there, preferably five.
And if you're here on YouTube, make sure and just
hit subscribe right now. On the channels saver Fm, you'll
find us over there and more of these podcasts all
available to you. We'll catch you next time right here
on Fast Casual Nation. Take care,
H m hm.
Speaker 2 (00:14):
We are back here on Fast Casual Nation, the podcast
that started it all, and of course we are recovering
from the Fast Casual Executive Summit. Shrek Chandler joining me
as my co host. How are you?
Speaker 3 (00:25):
I'm great. Recovery is the right word. That was a whirlwind,
it was.
Speaker 2 (00:31):
It was a good one. They're in Austin. Beautiful, beautiful
Austin weather. It was good, everything was nice. Couldn't have
had a better day. Joining us is Maggie and Kyle Gordon.
Would you guys actually know that town pretty well? Right?
Speaker 4 (00:44):
Yeah?
Speaker 1 (00:45):
Very well? Raised? Yeah, you guys, we have.
Speaker 2 (00:49):
A chance to do the summit there. That's my hometown, yep,
where we met.
Speaker 1 (00:55):
Those years are a little more fuzzy than my earlier years.
Speaker 2 (01:00):
All right, Well, these these power couples, they're coming in
with a brand called Dilla's case I Dias. You go
probably seen this in the Dallas metroplex area. One of
the top brands growing in Texas out there. So again,
thanks for coming in you guys, what what is the
total store count right now?
Speaker 4 (01:19):
We've got eleven units?
Speaker 2 (01:21):
Eleven units? Okay, is it all Dallas in North Texas
or do you what's the further store away from you.
Speaker 4 (01:28):
So we've got six company stores here in the DFW metroplex,
and then we have one franchise that has five stores.
They're in Louis, Vianna.
Speaker 1 (01:37):
And East Texas. So rust and I think will be
the furthest way is probably.
Speaker 2 (01:41):
The furthest Yeah, because I think you know, when you
look at growing a brand, especially at you guys's size,
having that control or I shouldn't say control, having that
influence on trying to keep things locked in is very important.
What made you go the route of a franchise e
so early because that's a that's a big franchise for
your size of brand group.
Speaker 5 (02:03):
Well, I mean, I'll tell this story because I'm the
closest to it. So you know, my origin story was
at Raising Knes and so straight out of college, I
started there as an hour lead ship manager, worked my
way up and one of my earliest mentors there was
a guy named Pete John and he was my district manager.
He was from Streetport and he taught me everything I
(02:26):
needed to know about the restaurant business and culture and
everything else. And so fast forward I left and started
Dillas and I've been doing dillas. We've been doing billas
for about four years at this time, and Pete came
to me and was like, hey, dude, like I left Knes,
I've been doing something else for about six months. I
(02:47):
got to get back in the business man and I
was like, okay, like we can we can try to figure.
Speaker 1 (02:52):
This out maybe, And we ended up doing a joint
venture because we were not ready to franchise. We didn't
you know, have.
Speaker 4 (02:58):
You know, we had no intention of and I think
at all at that point. Yeah, we really wanted to
keep a company on the store.
Speaker 1 (03:05):
Yeah, and so so we figured it out. Long story short,
we figured it out.
Speaker 5 (03:09):
He opened his first location in twenty eighteen and then
he's just been growing organically and so he's he's got
five locations now, but he started with one.
Speaker 1 (03:19):
It was this first ever franchise. Like, but he was
a he's just a that a operator.
Speaker 5 (03:27):
And like and culturally we spoke the same language and
he was he was that type of guy that was like, dude,
I'm patient, Like I'm going to come in this with you,
and I understand you haven't got this thing fully baked yet,
but I want to be part of the very beginning
of the foundation of this, and I don't I don't
want to wait till you've got to figure it out,
you know, like I want to go now. And so
(03:49):
now fast forward and we've been in business with him
for seven years now we're or more ready, you know,
it's a franchise now that we've got a lot of
the pieces figured out, and we made so many learnings
from working.
Speaker 3 (04:02):
Yeah, I saw that you guys brought in Michael Mabbory
just recently from Mujah so to help you franchise, so
that that's all be key. So are you guys thinking
you're often ready to go now, like franchising is what
you're focused on.
Speaker 4 (04:14):
Yeah, we I mean, we literally just got off a
call with a mainland who's going to be our kind
of lead generation partner. So we're super excited about what
we're about to launch with that, We've got a lot
of exciting data and just the storytelling, you know, I'm
super excited for Nick to really tell the story of
(04:39):
Dylas that we can tell, but he sees it from
an outside perspective in a different way than we do,
you know, and so he like can spin up some
magic and the way we talk about Dylas and what
it means to own a franchise.
Speaker 3 (04:52):
Well, speaking of that story, you guys launched this in college, right,
you came up with the idea back then.
Speaker 1 (05:00):
Yeah, came up with the idea in college.
Speaker 5 (05:03):
And then you know, Maggie and I were driving like IKEA,
you know, which is like the coolest thing back in
two thousand and three, and like it.
Speaker 1 (05:10):
Was like the newest thing. We drive like two hours
to Houston to go to there wasn't one in Austin yet.
Speaker 5 (05:16):
No, And on our way we were like, oh, let's come
up with like case ideas and the Philly Dilla and
like all these different you know, you know dreams.
Speaker 4 (05:23):
That we had menu on the back of our reet like.
Speaker 6 (05:26):
Yeah, why I and not something else? What was it
about the oh are the best? I mean Iver met
someone that didn't like Yeah, doesn't like it?
Speaker 5 (05:39):
Well, the thing is that there this is a really
long story and I know we don't have time.
Speaker 1 (05:45):
We'll have to go get a beer when you guys
are in Dallas. But the at the.
Speaker 5 (05:49):
Very very beginning, you know, Maggie and I or not
Maggie but myself, our family went to a place called
Matt's all Rancho growing up, and you know, they got
to know me so well that the waiter his name
was Mo. You'd make me whatever I wanted. But all
I ever wanted was case of it, And so he
would make all sorts of different kinds for me.
Speaker 1 (06:10):
And say, dude, like, this isn't chicken and cheese.
Speaker 5 (06:12):
I put portamelow, mushrooms and peppers and onions in it.
And so my love affair with the case of the
started an early early age.
Speaker 1 (06:20):
That they are deliciously over the top, you know.
Speaker 5 (06:28):
I think that the the other thing is is like
we really brought a lot of like fusion flavors, you know,
like into it, and so like we have all sorts
of delicious like smoke brisket and you know, French fries
in it.
Speaker 4 (06:42):
Leathern comfort food honestly, like cheeseburger and French fries. Like
we pretty much made it more of an American teak
on it. And the reason is, I mean, the case
of it is just a great vessel, right, It's so.
Speaker 1 (06:58):
Portable. It's like, you know, whatever you.
Speaker 2 (07:03):
Want, Yeah, you can. You can build on this from
a culinary aspect.
Speaker 3 (07:07):
For sure, vessel for cheese.
Speaker 7 (07:09):
So hold it together, you know, I mean tacos obviously
are super crazy, but tacos can fall apart, and the
cheese is the glue that finds it all together for sure.
Speaker 2 (07:22):
So when okay, so when you're building this crazy menu
that we're looking at that we just showed there, you've
started to deviate a little bit into some other things. Uh,
is there a plan to try to take this beyond
the case idea and into some other elements that would
would kind of support the menu.
Speaker 1 (07:40):
I think that, if anything, we've gone the opposite.
Speaker 5 (07:44):
So we try to simplify really, you know, and there's
some things in there at the at the very beginning,
and what you find we've been building this scram for
twelve years plus, right, and so early on we were
too simple and people were like, you don't have chips
and case, and we're like, uh, do we need to
have that? And they're like, yes, it's really okay, let's
(08:05):
add that on, you know. And then so we did,
and we you know, we we increased the size of
the tortilla and like we started doing these alterations and
these modifications to be able to be more.
Speaker 1 (08:16):
Supportive of kind of like what our customer needs.
Speaker 5 (08:19):
Yeah, and really our product mix is around fifty percent
drive through, and then you know, only fifteen percent dining,
and then all that other percentage is out the door,
third party online order, you know, take out all that catering,
all that other stuff. And so what we realize is
(08:42):
is that people want to leverage us, leverage dell us
for convenience. We're a QSR plus brand, you know, like
we don't we don't have any preconceived notions that were
this like twenty five dollars really high end, fast casual experience.
Speaker 1 (08:57):
That's not who we are for the for our customers.
Speaker 5 (08:59):
Like we're the family, lay on the go, we don't
have TVs, we don't have alcohol.
Speaker 4 (09:03):
No.
Speaker 1 (09:03):
I like, it's it's like we're very specific.
Speaker 4 (09:09):
Yeah, real, but you're getting really high quality. That's a
differentiator really is if everything's made from scratch and super fresh.
Speaker 2 (09:19):
I want to know how many gorilla fries you actually
sell on a weekly basis. What's the total count?
Speaker 4 (09:25):
Oh, on a weekly basis? Yeah, I was like, we
both the numbers. Recently, we're actually about to launch kind
of an elevated version of the gorilla fries because right
now in the value space, it's an approachable budget that's
really filling is.
Speaker 3 (09:41):
That just like a loaded fry.
Speaker 1 (09:43):
Like a loaded.
Speaker 4 (09:44):
Fry does, can customize it with any of the ingredients
we have in house.
Speaker 5 (09:49):
The magic is really like on those fries, like it's
got our proprietary fries spies, which is delicious if you
guys haven't had it, And then the case is really
like when you put that level of deliciousness on top
of French fries, it turns.
Speaker 4 (10:05):
Into there's something magic about the fries, vice and the
caso together that is just so good.
Speaker 2 (10:11):
And everyone on Couteine is one of the best, you know,
menu elements out there when you think about just that
savory component. So I think you're you guys have kind
of hit that on on the side of kind of
creating that.
Speaker 1 (10:27):
We got caso.
Speaker 4 (10:28):
It's even better, right.
Speaker 1 (10:32):
The door Dash twenty twenty three figures.
Speaker 5 (10:34):
On like their top ten number one was French fries,
number two is chicken case of he is, and number
eight was caso in the nation.
Speaker 2 (10:43):
When you put it all on, I like it. We're
just going to make all three of those just one
item though.
Speaker 1 (10:51):
Yeah, I like that you can get it all together.
Speaker 2 (10:53):
I love it. So, Maggie, you kind of came from
a little different background. Not in the business, but kind
of in the business. You were in media, so and
big media. Not not necessarily just a regular agency.
Speaker 1 (11:08):
You came a big agency.
Speaker 4 (11:10):
I mean, I had no intention of ever being in
the restaurant industry, that's for sure. And when he had
the idea, you know, I mean, I love the idea,
but I didn't never think I would be a part
of it. And when we got started, it really was
just kind of a more of a means to an
end in the beginning of like he needed support in
(11:31):
marketing and logo design and you know, website. I'm kind
of a techie, so I was able to help with
a lot of those things. And it started kind of
just part time, but ultimately, you know, for us, it's
about the legacy and our family, and so I went
all in and you know, started working for Dilla's full time.
Speaker 1 (11:50):
He was actually a PEPSI of the Year. Yeah, so
we got a freendship in New York City because of that.
So Tracy lock cocked her up with that.
Speaker 2 (11:58):
Yeah.
Speaker 4 (11:58):
Tracy Locke was an awesome experience and gave me so
much insight that I think, you know, otherwise we would
have probably been a little bit more struggling on the
marketing side of things. And you know, I just I
had the experience and the knowledge from that job to
bring over to Dylaz and helped us, I think get
off the gown a little bit easier.
Speaker 2 (12:19):
Sure, well, and it looks it looks very polished, you know.
I mean, even though it does look kind of homegrown
as a startup, but it also has the elements of
big brand, you know. So that's a hard line to
walk too of feel local and feel original, but not
look like your mom and pop and be able to
(12:39):
translate but not look too polished, you know, like a Chipotle,
which is you know, just you can tell is brand box.
Speaker 4 (12:45):
It was very intentional in the beginning for us, with
that particular mindset of we didn't want any excuses. We
wanted to look like we played with the big boys.
But that also, to your point, brought it to challenge
of people assumed we were, you know, a chain from
out of state or something that came in and they
(13:06):
didn't understand that we were just locally own. Yeah.
Speaker 1 (13:11):
Yeah, but you know, we again, it was about having no.
Speaker 5 (13:15):
Excuses, more not for us per se or for the customer,
but for our team members, right, Like we always wanted
to set them up for success and compete for the
right people, right because if you can compete for the
best people in the industry, then you're going to set
yourself up for success. And we were like, well, how
do we get the team members from Chick fil A
to come over here. Well, you've got to have digital
(13:37):
scheduling and back in twenty thirteen, that costs extra money,
and you've got to have this in this and you know,
like you've got to have this polished look, and you've
got to have culture, and you've got.
Speaker 1 (13:46):
To have core value. I mean, like we we.
Speaker 5 (13:49):
Busted our butt and invested and you know, sacrifice our
income to be able to provide that for the team
and worked really hard to build those systems out instead
of just grinding out in the restaurant, Like we would
go home and like build a system to get better
the next day and help our teams do it without us,
(14:10):
you know, and in a better passion.
Speaker 4 (14:12):
We opened day one with an sop, which is kind
of like in the restaurant industry, that's through it out the.
Speaker 1 (14:18):
Second day, but you know, we had it.
Speaker 2 (14:22):
That's cool. Hey, what was the scrappiest thing. You talk
about that, you know, trying to win the best of
the best. What would be the scrappiest thing that you
had to do when you were starting up to get
your doors open?
Speaker 4 (14:34):
Some crazy it survived ice to get in. There was
this ice trode arm Dallas that hindered our opening.
Speaker 1 (14:42):
You know what you guys are.
Speaker 2 (14:44):
Opening at the time when the grid was shutting down.
Speaker 3 (14:46):
Yeah.
Speaker 4 (14:47):
Yeah, we opened on December twenty seven, like probably the
worst day ever to open, but we.
Speaker 5 (14:52):
Really and then I've been getting hit like two weeks
later in twenty thirteen. It was a disaster, But I
would say that from a scrap perspective and like the
non sexy side of this business. We took over a
second generation location brand I.
Speaker 4 (15:07):
Will not say, but obviously you look at it.
Speaker 1 (15:11):
Yeah, but when we went in there, I mean we were.
Speaker 5 (15:13):
Like, I mean, Megan and I were there for twenty
hours a day probably just cleaning it right, like just
just like trying to get to it, like a baseline level.
Speaker 2 (15:24):
Of like do you ever do that again?
Speaker 1 (15:27):
No, no, no.
Speaker 2 (15:31):
Rerun locations.
Speaker 1 (15:32):
Okay, it had been.
Speaker 4 (15:34):
Sitting empty for a while.
Speaker 5 (15:36):
Again, I'm it's the bootstrap mentality. That you have to
have for that first one because you don't have the resources.
And so would I do it again in terms of
the second or third generation?
Speaker 1 (15:47):
Of course, I love it.
Speaker 5 (15:49):
But you know what I didn't realize then is like
I didn't need to go in and like clean all
the ceiling tiles and get it kind.
Speaker 1 (15:57):
Of prep for construction the way that we did.
Speaker 5 (16:01):
But like you know, that saved us fifteen hundred dollars
and like otherwise, man, yeah, yeah, So like it's it's
one of those things where that was super scrappy. The
other thing that was I think super scrappy. That you've
got to do is you've got to go out into
your community and show up for one person.
Speaker 1 (16:19):
Right.
Speaker 5 (16:19):
We would show up to these events at a really
small high school or something, and there would be they
were like seven man football teams, theybe thirty five.
Speaker 1 (16:27):
Parents there, you know something like that. That's all. He
showed up with a tent. We fed them like those were.
Speaker 2 (16:34):
Going to be our People will remember that, and that's
what makes legends. Those kind of things make legends in
communities that people remember those things, that's for sure. What
about Okay, so let's get into the partnership let's get
into the partnership dynamic around this. So husband, is this
the first husband wife team we've done? Shaffin, No, we
(16:57):
had out that we had one more one Yeah, kidding
most people.
Speaker 4 (17:03):
Yeah, how do you do it?
Speaker 2 (17:05):
Yeah? How do you do it? How do you keep
it going? Because I know you guys have young kids
or middle age. I guess are they teens?
Speaker 1 (17:11):
Major? Yeah?
Speaker 4 (17:13):
We we opened it was our doctor's work.
Speaker 2 (17:17):
And keep track of everything.
Speaker 1 (17:19):
Yeah, how do you pull it off?
Speaker 2 (17:21):
What's the magic?
Speaker 4 (17:22):
I mean, honestly, we're I think complete uh counterparts to
each other, you know, so we're very yin and yang.
I'm the integrator in our relationship. He's the visionary, like
he's big ideas. I'm an executor. And I think we
just really understand each other's lane, you know, and respect
it and give the space for doing what we do
(17:44):
in each of our roles.
Speaker 1 (17:46):
Yeah. Again, Like, I think that the.
Speaker 5 (17:50):
The great thing about the restaurant business and the great
thing about kind of having your own business.
Speaker 1 (17:54):
And doing it with your wife.
Speaker 5 (17:55):
I will say some of the some of the sacrifices
is we both have to tracked a you know, a
livable wage from the business. There's not one of us.
That's kind of like out here at an executive level.
That's you know, bringing in health benefits and all this.
Like we're both all in together on this, which you
know makes it difficult because we're both living off of
(18:16):
it and have to create our own value in the enterprise.
And then but the amazing thing that it offers us
is that freedom of movement.
Speaker 1 (18:25):
Right, we don't have.
Speaker 5 (18:26):
Full financial freedom at this point in our lives, but
we have we have freedom of movement, which is really big,
you know, and like that time freedom is huge, like
being able to have kids go from two years old
to fifteen years old and all everything that happens in
those years, being able to be there for those events,
pick them up after school. Like the things that having
(18:47):
a business offers you has just been really the incredible
piece of it, beyond you know, some of the financial stuff.
Speaker 2 (18:53):
Do you find that when operators come to you guys
and are you know, and maybe even employees they say, oh,
this is a husband, wife, it's a family orient Is
that a plus or do you think they look at
it in a negative way? What has been the I
think of plus?
Speaker 5 (19:08):
You know, like we bring the family again, like it's
family with accountability, you know, and I think that that's
a really important piece of our culture. I don't know
if Maggie would ever want to fire me, or if
I would ever want to fire Maggie, but typically great thing.
We run on an EOS, which is an entrepreneurs operating system,
(19:30):
and if you're kind of not delivering on your roles,
I think Maggie and I would have the maturity to
kind of say, you know what, I'm not delivering on
this seat, so let's just find somebody who came. Right, Like,
my goal is to not be the CEO eventually, right,
I want to have a CEO in my position so
I can be full founder and just wearing a mascot
suit every day, you know, I bill of the girl like.
(19:52):
But for Maggie, she probably doesn't want to be in
a couple of the seats that she needs to occupy
right now as we scale up the business, and so
the goal is to build those seats, you know. But
we do want to continue to be a part of
Dylis as a brand and create a legacy par kids,
give them the option to be in the business, and
if they choose not to, like, it's something that we
(20:14):
created and want to be part of ourselves.
Speaker 4 (20:15):
Are the kids involved?
Speaker 1 (20:16):
Now? Yeah, well Parker, it's a first job.
Speaker 4 (20:19):
Yeah, Parker our son.
Speaker 1 (20:20):
He in a terrible employee turns.
Speaker 4 (20:23):
Of this summer and was not super valuable, so he's
got some work.
Speaker 3 (20:27):
To do before.
Speaker 5 (20:28):
I watched this back later and be like, I can't
believe they called me out like that.
Speaker 4 (20:33):
But there's definitely I think the other thing about the
dynamic of the husband wife thing is that like from
the unit level, they don't experience us as much. But
like you know, in our home office here, we were
kind of the mom and dad of the office.
Speaker 1 (20:47):
You know, yeah, just my name, No, we want to
see mom that five And that's for sure.
Speaker 5 (20:52):
But the other thing, like with Parker that I thought
was so interesting when he started here, is what I identified
is is that he he's an operator, right, so like
he's not a great.
Speaker 1 (21:03):
Fit at doing data.
Speaker 5 (21:05):
Like he was doing some things on the computer and
helping organize files and stuff like that. That kid he
needs to be in the restaurant and he's only fifteen
and then he can't work there yet, and so but
he's got that energy he's got that I want to
I want.
Speaker 1 (21:19):
To talk to customers.
Speaker 5 (21:20):
I want to be busy, Like when you put them
in front of the computer, he shut down. And that's
a great thing about like kind of getting a first
job is like figuring.
Speaker 1 (21:28):
Out what am I good?
Speaker 2 (21:29):
It works?
Speaker 1 (21:30):
Yeah? For what to do? Like what am I passionate
about using my time on? And so I thought that
was a good lesson for us.
Speaker 2 (21:35):
When you look at sales right now, you guys eleven units.
What is AUV for for one of your high performers.
Speaker 5 (21:43):
Over two and a half million, so the most of them,
we have about a two million dollar AUV across the brand.
You know, obviously we do have one location that's in
Shreeport that's not a drive through, so they've got a
different kind of level. That was Pete's first local but
fantastic rent factor, so it enabled him to continue to grow.
(22:06):
So yeah, that's where the sales are. And again we're
really trying to grow those top line sales. Our next
kind of horizon is to get three million dollar locations,
Like we see that as.
Speaker 2 (22:18):
Like out of it, do you think to get to three?
Speaker 5 (22:22):
Well, it's been what we're working on right Like, so
the last eighteen months we've been working on we're finding
a lot of backround house process. We've been working on
kind of simplifying the menu to be less kind of
like psychological overload when you approach it from a driveroop perspective,
so we can get throughput right efficiency no.
Speaker 4 (22:40):
One, I mean the efficiency piece. I think speed of
service has been a huge focus with the menu change
that we made to be able to increase throughput.
Speaker 5 (22:50):
Yeah, a seven second reduction in drive through times overtime.
Speaker 1 (22:54):
Is a one to growth in the same extront sales.
Speaker 5 (22:57):
And so we've just been the since we've introduced the menu,
which is about a month and a half, two months old,
middle of July was the last location opened with it,
we've reduced drive through times twenty seconds. So like for us,
we're like, okay that that can draw that line out
to you know, hopefully a three percent same restaurant sales
(23:17):
increased this through throughput advantage, right, And we think we're
just on the tip of the iceberger being able to
get that going.
Speaker 4 (23:23):
And the consistency piece right, Like, it's not just through quick.
Speaker 1 (23:25):
How fast Maggie is she got here?
Speaker 2 (23:30):
Explain this eat and run? What is this?
Speaker 4 (23:33):
I have some TikTok trend you know, and so it's
about like whoever gets the rock paper scissors has to
eat and I guess but I was getting really full.
Speaker 5 (23:47):
Yeah, so she winning and then unfortunately I didn't get
to eat almost anything.
Speaker 1 (23:52):
So by the end I was definitely ready to jout down.
Speaker 2 (23:55):
You're ready to get some.
Speaker 1 (23:58):
Night that day?
Speaker 4 (23:59):
Yeah, it was We're wet team.
Speaker 2 (24:02):
I love it. Three million is a possibility, Uh, walk
us through a process because I'm thinking, you know, operationally,
how do you run a drive through at those kinds
of speeds? What are the kinds of equipments that you
have to have? How do you guys do that? Is
there You're not like Chick fil a where you put
people in line or on the orders or is it
(24:23):
mostly app based?
Speaker 5 (24:25):
Before this because it sounds like, can't want to start
a case any of business, I'm.
Speaker 2 (24:28):
Not sure I want to know about that. Well, you know, Safer,
we invest in a lot of you know, concepts, so
we're always asking these questions.
Speaker 1 (24:35):
Yeah, I'll give you.
Speaker 5 (24:37):
I'll give you the kind of like I guess you
could call it the secret sauce, the secret.
Speaker 1 (24:41):
Helping the ranch of it all.
Speaker 5 (24:43):
So really quickly, what I learned at raising gains is
is if you want to be fast, you got to
float cook right, which means there has to be predictability
in your quality, uh and in kind of what your
assumptions are on your customer. This is kind of a
math proble, right. And so in the backup house, what
it looks like essentially is you know a grill and
(25:06):
then Chipotle.
Speaker 1 (25:07):
So Chipotle has that press right there.
Speaker 5 (25:10):
We have a big grill, right, they can handle a
lot of tortillas, and so our tortillas are getting the
right toast point and melt point. And that that is
a critical piece of it because you put the cheese
on it and you start to get the color on
the bottom of the tortilla and then you get the
cheese melt. That has to be at the right time
be able to pull it off.
Speaker 1 (25:31):
And we only have one sized tortilla.
Speaker 5 (25:33):
So when when all of us show up at the
restaurant and walk in the door, they're gonna say four
walking in, and so somebody's house is going to put
four message that that's how you do it with speed
is in consistency and quality. But you have to be
simple to do it. That's the real secret. And a
(25:54):
lot of people, and by people, I mean restaurants aren't
willing to be simple. They want to trick it up,
be something for everyone. Yeah, have five different sized tortillas,
and you get the.
Speaker 4 (26:05):
Flavored tortillas, you know, different cheese blimp. We use one tortilla,
one cheese blind.
Speaker 1 (26:10):
Yeah, and so that is what leads to the speed.
Speaker 2 (26:14):
Okay, well I have a question the tortilla because it's
is this a standard you know, like supply chain tortilla.
Is it something you guys have grabbed off and done
something around. What is the mix there?
Speaker 5 (26:27):
So it is kind of a standard supply chain tortilla.
So early on, you know, when we were designing the menu,
there were going to be certain things that we were
going to I guess you would say concede in the
sake of you know, being able to even have multiple units,
right Like, so some of those things like we don't
(26:49):
cut our own fries, right like, we have a flash
frozen you know, French fry that's delicious in grade A
and they can do better than us.
Speaker 1 (26:58):
Same thing with the tortillas, right and early.
Speaker 5 (27:01):
On we're actually bringing in like a really locally done
or whatever, and they're like, well, it's you know we
can do that, but it's going to come in frozen
and we're like, like that sucks, Like let's look for
something else.
Speaker 1 (27:12):
So we found one.
Speaker 5 (27:14):
And really, when you're looking for a tortilla for a casadia,
it's kind of be a hardy and buttery right because
it has to withstand that heat on the bottom and
be strong enough to take that heat and allow time
for the melt on top, because you don't you can't
have it burned, right, yea.
Speaker 1 (27:33):
Christy, you gotta find that right balance and.
Speaker 4 (27:36):
Butter gives it that extra crystal flavor.
Speaker 1 (27:38):
Yeah, it really does.
Speaker 5 (27:39):
And the hardiness you know, to last on the grill
without getting what we call its like kind of saltine edge,
which like you get like almost a cracker effect on
the edge, which is which is basically a wasted tortilla.
Speaker 1 (27:51):
For us, a broken record, a broken record.
Speaker 5 (27:53):
And so like that, those are the type of thing
you've got to look out for in these tortillas are fantastic.
Speaker 3 (28:00):
So I know you guys are using when you were
talking about out the summit, you guys were talking about
how you are using AI to kind of help with that.
You were talking about your AI prep assistant I was
hoping Maggie you guys could share that. I thought that
was really interesting.
Speaker 4 (28:13):
Yeah, Quick and Taste. We've been working with them, I
guess probably over a year now to get it fully launched.
There's certainly some nuance to it. It takes a lot
of precision and recipe and menu, but the beauty of
it is that it can give you the predictability of
(28:33):
sales and prep based on each unit Phoenix. I mean,
because it's fied into toast and sees all of our
sales data. It's taking over one hundred points of data
to do their sales prediction and then layering on top
of that the product mix so that our team knows
exactly what they need to make. And it was a
(28:55):
hard adjustment for them because they were way over prepping.
They thought they needed just to feel safe, so they
had to really learn to trust the tool. And you know,
I spoke on the panel about it too, that like
we see the data that eighty five percent accuracy, eighty
five to ninety percent accuracy with the tool doing the prediction,
(29:18):
and when our team overrides it, they're at like sixty
percent accuracy.
Speaker 1 (29:23):
It worse.
Speaker 5 (29:23):
Yeah, And those are and those are also like our
certified prep people. You know, it's like not that we
don't really have. We don't have any random people just
doing prep day to day. It's usually two to three
people for location that are doing that prep. And those
people are messing it up that frequently because again they
don't know what the sales are going to be that day.
(29:43):
They're just kind of doing the copy and paste from
the Primo prep board. And that this is a legacy
system that is I don't think you're going to see
those moving forward the next couple of years.
Speaker 4 (29:53):
Yeah. Excited to be able to offer that to franchisee
as well. You know, like we've got a sophisticated system
that closes the time on training for your shift leap
to be able to like they don't know how to
predict sales or how much prep they should do based
on predictive sales, right, so this just gets them up
to speed way faster I would predicted.
Speaker 5 (30:13):
I do want to add something though, for like I'm
trying to you know, recognize this as something if somebody
out there is an.
Speaker 1 (30:20):
Emerging fast casual or or qusrplus grain.
Speaker 5 (30:25):
You got to really be buttoned up if you want
to take advantage of this new wave of ATA because
what Pressy Taste exposed in some of our recipes is,
I mean, and we're buttoned up and like our restaurant
three sixty five prep recipe is like some of them
pulled over, not quite right or weren't quite you know,
accurate to what we were saying they were versus the
(30:47):
prep book or the recipe.
Speaker 1 (30:49):
In the location.
Speaker 5 (30:50):
And so like some of that onboarding process even exposed
our systems and we were at the time.
Speaker 1 (30:57):
We had ten.
Speaker 5 (30:58):
Locations open or something like that, right, And so I
can only imagine an emerging brand that's already pulling their
hair out just trying to open the doors and do
everything else, wanting to take advantage of some of these
new tools. But they're going to be surprised when they're like,
oh wait, I need to have all that.
Speaker 1 (31:17):
Data for you. I need to have this for you
or that for you.
Speaker 5 (31:20):
Again, Pressie Hills, they helped us very much so on
the onboarding process. But if you don't have a lot
of your stuff already ready, it's going to be more
difficult to onboard. So start now, so maybe you can
in a year when all of it starts to become.
Speaker 1 (31:37):
More available and more accurate. You're ready to.
Speaker 4 (31:40):
Jump on and pressie tastes continuing to develop. We're super excited.
They're about to roll out actual versus usage, so like
knowing what you're selling and how much they're on hand,
counts are so you can see if there's waste or
you can.
Speaker 5 (31:57):
Identify ship to shift essentially theoretical, so I can look
at my I could look last night and it would
say you should have sold this much chicken. You sold
this much chicken. You should call that team member today
and say, hey, like let's let's bring you in and
do some retraining. The portioning was off a little bit
on chicken last night. I just want to get you realigned.
Speaker 1 (32:16):
That's incredible for our calls.
Speaker 5 (32:18):
Like that's how we're going to like win in this
kind of like you know, go forward.
Speaker 1 (32:23):
If we're going to get three points a.
Speaker 5 (32:24):
Win on labor because of wage, you know, growth and
everything else, we've got to catch it in terms of
the waste that are on the cogs, you know, because
our prime we've got to be in the fifty five
to fifty eight range. And so as a restaurant, tours
and entrepreneurs, if we all want to continue to grow
this industry. We have to make money, right, and it's
(32:46):
our job to find a way. And I think it's
in those little margins with some of this tech that
can help us close those gaps that traditionally I've just
been oh yeah, bucket a chicken wayst.
Speaker 1 (32:57):
Fine, throw it out. You know, they ain't that way
or like we got to be really tired. It's already
raised within.
Speaker 2 (33:03):
So you guys think that these AI tools are going
to make major strides in helping the operations side of
the restaurant industry.
Speaker 1 (33:11):
They already have.
Speaker 5 (33:12):
I mean, like I mean we're again like another one
GM pile, this thing that we're kind of looking at
right now, like you're.
Speaker 1 (33:19):
Looking at like never having not having.
Speaker 5 (33:22):
A GM ever write at schedule weekend. I mean, we're
working soon, you know, And that's huge. And you know,
on the panel I was talking about most of the time,
the gen's not even doing it. They've delegated it because
they just created a template. And that's like, yeah, for us,
that's almost seven hundred thousand dollars of delegated p and
L responsibility to somebody who's making fifteen dollars an hour.
Speaker 2 (33:45):
Yeah, for sure. All right, we're going to get into
the future and the lightning round, so share, We're going
to like get two or three questions into them before
we let them go here. Share you want to start, h.
Speaker 3 (33:58):
Yeah, sure, Maggie, if you could go back to the
beginning and tell yourself one thing, what would it be?
Speaker 4 (34:02):
Be patient? Just be patient. You know there's a lot
of road blocks along the way, but it all worked
on me.
Speaker 1 (34:11):
Un thought she was gonna say, get out now he
is a misery, all right.
Speaker 2 (34:19):
So uh, for couples thinking about going into business together,
first of all, now that you've done it, would you
tell two people a new Maggie and Kyle, do it
or not?
Speaker 5 (34:33):
I'll start, I would say, I would say, do it,
but do it how we did it, right, Like, wait
till the business is successful enough to sustain your life.
Speaker 1 (34:42):
You know we we you.
Speaker 2 (34:43):
Know, takes a lot of pressure off, for sure.
Speaker 1 (34:45):
Yes, like we waited.
Speaker 5 (34:47):
I think two years before two years before you, I
had a couple of part time jobs.
Speaker 4 (34:51):
I was, you know, doing other things just so that
we have enough income because we were putting so much
into the company.
Speaker 5 (34:57):
Yeah, but again and know each o those strengths, right,
if you're both visionary.
Speaker 1 (35:02):
It's not going to work out because nobody's going to
do anything.
Speaker 4 (35:06):
Yeah, yeah, home every night. That's the hardest part is
that you're always.
Speaker 1 (35:14):
On day nights. Day night's.
Speaker 5 (35:15):
Often the lead topic is Villa's and we got to
get past that quick and so, like you know, it
does permeate your life like you make it your life.
Speaker 2 (35:25):
Yeah for sure. All right. Listen, we've had Maggie and
Kyle Gordon coming in from a rising star brand out there,
and that is Dila's case Ideas. You guys find them
over in Dallas and of course visit their website, which
is Dylla's dot com. Thanks you guys for coming in today.
We appreciate it.
Speaker 4 (35:44):
Oh it's a pleasure, thank you.
Speaker 2 (35:45):
Yeah, great having you all Right here we go. Let's
get into a couple other things right now, Sharah, big
stuff happening out there on the summit. What was your
big takeaway from the summit? Would you say number one
thing that just hit it?
Speaker 3 (36:00):
Oh? Man, ai baby, just as the Gordons just said, yeah.
Speaker 4 (36:05):
It's coming.
Speaker 3 (36:06):
If it's and if you're not ready for it, get
ready for it.
Speaker 2 (36:09):
I like it. Well, we have had that topic quite
a bit you know, in reference to here on the show.
In fact, I think it's our number one viewed video
as well. But of course we have to announce the
winners of the Perfect Pitch coming to you from the
Brazilian concept Tap. Who wins the Perfect Pitch contest at
(36:33):
the Summer Happy Brothers.
Speaker 3 (36:35):
They were amazing, didn't you. I mean, I love them.
I'm happy they won. They did a great job, their
menu amazing.
Speaker 2 (36:43):
Yeah, I got a chance to fortunately, I got a
chance to see this group. Boy, I got well, I
saw them all. I just didn't know who won because
I had to leave early. But this is going to
be one of our fast casual front Runners for twenty
twenty six. So we're going to connect with the Tap
team and get them into the front Runners program which
(37:03):
starts in January next year, for another big chance to
win big prizes and investment from Saber Capital. So what
was it that you think got them over? Because KRT
was pretty tough.
Speaker 3 (37:18):
Absolutely, Trowler's Cart was awesome too. I actually think it
was on the last day when we had them come
up head to head. They we had you know, both
duos up there kind of answering questions and the brothers
are just so you can just feel their passion and
they're going to do anything to make it work. And
you know, they were just they just won the crowd over,
(37:40):
you know, easily. They're they're very they're very endearing and smart,
and they're hustlers.
Speaker 4 (37:46):
You know, they're ready to work.
Speaker 2 (37:47):
So exactly, Yeah, the American dream.
Speaker 3 (37:51):
They led with the old school American dream.
Speaker 2 (37:53):
It really is, yeah, which is if you're in the restaurant,
especially if you're in fast casual, these are the kind
of concepts that you end up usually doing really well
down there on the the younger brother.
Speaker 3 (38:04):
The younger brother came up with it, the idea, and
then a few years later went back to Brazil and said,
come on, older brother, come over here and help me.
Speaker 4 (38:11):
Make this happen.
Speaker 1 (38:12):
And you know, it was just it was just a
really cool story.
Speaker 2 (38:15):
I love it. I love it. Great story. And it's
going to be fun to see this one inside inside
the trenches as they grow. For sure, a lot's happening.
Of course, you guys, if you're not subscribed to the
show right now, make sure and step step up and
do that. If you're listening on the audio side, you
can do it on Apple Podcast or over on Spotify.
(38:35):
Give us a couple of stars over there, preferably five.
And if you're here on YouTube, make sure and just
hit subscribe right now. On the channels saver Fm, you'll
find us over there and more of these podcasts all
available to you. We'll catch you next time right here
on Fast Casual Nation. Take care,
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