WEBVTT - Hopdoddy Recipe for Good Burgers, Happy Workers

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<v Speaker 1>Welcome to Chopping It Up. I'm your host, Mike Hanlon,

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<v Speaker 1>the senior restaurant and food service analysts at Bloomberg Intelligence.

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<v Speaker 1>Our research and that of bi's five hundred analysts around

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<v Speaker 1>the globe can be found exclusively on the Bloomberg terminal. Today,

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<v Speaker 1>we're joined by Jeff Chandler, a CEO of High Bar

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<v Speaker 1>Hospitality Group, the parent company of Hop Dotty Burger Bar.

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<v Speaker 1>How you doing, Jeff, I'm doing great.

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<v Speaker 2>Thanks Michael for having me.

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<v Speaker 1>Sure thing all right? So on LinkedIn, I saw you're

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<v Speaker 1>a University of Washington grad. I recently watched Boys in

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<v Speaker 1>the Boat, a movie about the Washington crew team. Have

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<v Speaker 1>you seen it?

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<v Speaker 2>I have? Yeah, I have, and it was really good

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<v Speaker 2>to see people where the purple in the gold and

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<v Speaker 2>to sing a bow down to Washington and brought back

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<v Speaker 2>a lot of good memories of the filming in and

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<v Speaker 2>around Seattle. I thought was interesting around the university and

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<v Speaker 2>certain clips were very cool. Yeah.

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<v Speaker 1>I really enjoyed it. It's on Amazon Prime if anybody

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<v Speaker 1>hasn't seen it. It was great. So uh so, did

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<v Speaker 1>you play a sport at Washington kid?

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<v Speaker 2>I believe it or not, I played. I played football.

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<v Speaker 2>I was an offensive center about two hundred and eighty

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<v Speaker 2>five pounds ago. I've lost I've lost a lot of weight.

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<v Speaker 2>But I played back in the Don James era. And

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<v Speaker 2>you know, for those who don't follow college football, Don

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<v Speaker 2>James really was the We called him the dog father,

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<v Speaker 2>uh and he was the coach's coach. He was the

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<v Speaker 2>players coach. He was big time into organizational control and

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<v Speaker 2>discipline and and uh and and bringing men to be

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<v Speaker 2>better men and not necessarily fielding a great football team,

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<v Speaker 2>although he did that. But I learned so much from

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<v Speaker 2>him on organizational discipline, structure process that you know, if

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<v Speaker 2>I'm honest, I probably learned more down on the football

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<v Speaker 2>field under you know, Don James and his coaching staff

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<v Speaker 2>than I did up in the business school about things

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<v Speaker 2>that I use every day, building teams, driving performance, setting

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<v Speaker 2>high benchmarks, how you push through adversity, how you handle

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<v Speaker 2>challenges like all of that I learned from him. So

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<v Speaker 2>I give him a lot of credit, dude.

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<v Speaker 1>That's awesome. Football is the ultimate team sport. And I

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<v Speaker 1>had a similar experience. I played at Georgetown, and I

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<v Speaker 1>learned so much from my coaches, Coach Benson and Scarlata,

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<v Speaker 1>stuff that I use every day man, whether it's about

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<v Speaker 1>being on time, accountability, you name it.

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<v Speaker 2>He had a phenomenal knack. I think he had the

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<v Speaker 2>walk from his office to our team room timed first

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<v Speaker 2>day of practice every year. What do we get. We

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<v Speaker 2>got a time X Okay, old school, this is back

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<v Speaker 2>in the eighties. We got a time X digital walk.

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<v Speaker 2>And he would walk us through the very first meeting

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<v Speaker 2>of the year. He'd walk us through how to reset

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<v Speaker 2>our times and he would count down three, two, one,

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<v Speaker 2>set it, and he said, gentlemen, you have no excuse

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<v Speaker 2>to be late to any meeting that we have. And

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<v Speaker 2>he would start his meetings really interesting. He would start

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<v Speaker 2>his meetings at seven fifty eight am, not eight am,

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<v Speaker 2>not eight thirty, but seven fifty eight. And I look

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<v Speaker 2>back on that, That's how I schedule my meetings today,

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<v Speaker 2>because it's mindful, it's purposeful, it's you know, it's seven

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<v Speaker 2>fifty eight, it's not eight o'clock. And he would walk

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<v Speaker 2>in and start speaking at the podium and literally it

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<v Speaker 2>would be seven fifty eight.

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<v Speaker 1>The guy was amazing, very cool man. All right, so

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<v Speaker 1>now you've you're the leader on the field. You've been

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<v Speaker 1>leading hop Dottie for quite a while now they must

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<v Speaker 1>be treating you pretty well over there they are.

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<v Speaker 2>It's, you know, we have I think, in my opinion,

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<v Speaker 2>we've got a world class private equity partner with L Catterton.

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<v Speaker 2>The way they approached their businesses, their ceo CEOs, their teams,

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<v Speaker 2>I think his first class. And they've been a great

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<v Speaker 2>support throughout this whole entire journey. And you know, look,

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<v Speaker 2>it's been a choppy ride. Uh. You know, we've been

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<v Speaker 2>I've been here for eight years. We had the pandemic

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<v Speaker 2>right in the middle of it. We've had you know people,

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<v Speaker 2>you know, the Great Resignation era, we had the COVID,

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<v Speaker 2>we had the inflation era. So there's there's been a

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<v Speaker 2>lot of interesting ups and downs, for sure.

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<v Speaker 1>No doubt about that. Hop Dotty is an interesting name.

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<v Speaker 1>How did how was it? How did it get that name?

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<v Speaker 2>Yeah? I can't take credit for it, nor would I

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<v Speaker 2>would I want to necessarily. It's it was the brain

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<v Speaker 2>child kind of of the merger of burgers and beer,

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<v Speaker 2>and the founders thought, you know, hop obviously is the

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<v Speaker 2>flower that gives beer as aromatic flavor and bitterness. And

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<v Speaker 2>Dottie actually is a nickname for cattle in Scotland. So

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<v Speaker 2>the black ag is candle. They call them little dotties.

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<v Speaker 2>And and so this whole merger and blend between this

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<v Speaker 2>union between burger and beer. And you know, it's interesting.

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<v Speaker 2>People call us hot daddy, you know, we get we

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<v Speaker 2>get a lot of people that confuse us with bad daddies.

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<v Speaker 2>And but it's unique and when it sticks, it sticks.

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<v Speaker 2>And it's something that I think is memorable and unique

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<v Speaker 2>and once you know it, you know it, and it's

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<v Speaker 2>it's ended up working out real well for us.

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<v Speaker 1>Yeah, it's cool. And I know my dad would one

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<v Speaker 1>hundred percent agree that burgers and beer go together, you know,

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<v Speaker 1>like peanut butter and jelly they do, all right, So

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<v Speaker 1>how many units? Where are you primarily located? And how

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<v Speaker 1>fast do you open in new ones?

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<v Speaker 2>Yeah, so we're we're forty eight restaurants today. We're in

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<v Speaker 2>eight states. We're in California, Colorado, Arizona, big concentration in Texas, Tennessee, Louisiana, Georgia,

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<v Speaker 2>and Florida. And you know, Texas is our home. That's

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<v Speaker 2>that's where we started. And you know, there's so much

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<v Speaker 2>white space in tech is to grow the economy in

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<v Speaker 2>Texas is strong you know, the demographics, psychographics, the consumer

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<v Speaker 2>behaviors and traits in Texas are strong. It's a heavy

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<v Speaker 2>dying out as you know, and drinking out state. And

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<v Speaker 2>so you know, our growth is going to continue Texas

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<v Speaker 2>Strong and we call it Texas Strong plus plus. We're

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<v Speaker 2>going to be entrepreneurial and opportunists in Arizona, in Tennessee,

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<v Speaker 2>in Florida, in Georgia, you know, anywhere in our existing markets.

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<v Speaker 2>And I think for the next five years we've mapped out,

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<v Speaker 2>we can stay in these eight states and continue to

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<v Speaker 2>grow real rapidly. I don't see any addition of a

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<v Speaker 2>new market. I mean, never say never, but there's enough

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<v Speaker 2>white space right now for infill that that's going to

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<v Speaker 2>keep us busy. So, you know, we started out at

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<v Speaker 2>five restaurants eight years ago and you know, again we've

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<v Speaker 2>we've we've had quite a bit of organic growth. We

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<v Speaker 2>had a we had a merger of grub Burger Bar

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<v Speaker 2>coming out of the pandemic, which helped, you know, further

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<v Speaker 2>accelerate that that growth. And now we're looking to build

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<v Speaker 2>a robust pipeline. Cool.

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<v Speaker 1>So when so, do you have a strong social media presence?

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<v Speaker 1>You know, and how was that expansion into you know,

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<v Speaker 1>into other states outside of Texas.

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<v Speaker 2>Yeah. Look, it may not have been a textbook, you know,

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<v Speaker 2>example of how you grow and develop the brand. You know,

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<v Speaker 2>like most privately held brands, Uh, you sometimes make decisions

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<v Speaker 2>on other factors. And so quite frankly hop Dot he

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<v Speaker 2>grew you know, Austin, Austin, Dallas, and then it went

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<v Speaker 2>to Scottsdale and then Newport Beach, California. And the reason

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<v Speaker 2>for Newport Beach and Scottsdale, Arizona is, you know, we

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<v Speaker 2>had two founders that you know, one founder had a

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<v Speaker 2>home in Scottsdale, one founder had a home in Newport Beach,

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<v Speaker 2>and you know, they seem to know the markets well.

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<v Speaker 2>And so it wasn't necessarily a pragmatic approach, but it

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<v Speaker 2>worked and it kind of scattered us around. We're working

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<v Speaker 2>today just in building and concentric circles out and strengthening

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<v Speaker 2>the awareness of the brand and the recognition of the brand.

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<v Speaker 2>And so I think that will continue. And again, we're

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<v Speaker 2>in enough states and enough markets where we've got plenty

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<v Speaker 2>of green space, you know, just to infill the current growth.

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<v Speaker 2>And you know, with our current structure, gosh, we're you

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<v Speaker 2>know we're shooting for eighty five restaurants total in five years.

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<v Speaker 2>And we've got the capital to do that, we've got

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<v Speaker 2>the people to do that. Now, it's just a matter

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<v Speaker 2>of finding the right real estate good stuff.

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<v Speaker 1>So how big are are the restaurants and how much

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<v Speaker 1>do they cost you to build?

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<v Speaker 2>Yeah, you know, that's a that's an evolving question. Right

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<v Speaker 2>we started out and we were at thirty six hundred,

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<v Speaker 2>thirty seven hundred square foot concept. All day long, we

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<v Speaker 2>roll in the the you know, kind of the popularization

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<v Speaker 2>off premise, and you know, what we look like is

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<v Speaker 2>just maximizing our throughput capacity. And now with off premis,

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<v Speaker 2>we can shrink the size of our units. We our

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<v Speaker 2>smallest unit today is twenty seven hundred square feet. We

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<v Speaker 2>think we can get down into you know, twenty four

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<v Speaker 2>fifty kind of as a smallest footprint and take advantage

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<v Speaker 2>and maximize that. And again, as we scale down these restaurants,

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<v Speaker 2>the cost goes down. But I'll tell you, like on

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<v Speaker 2>a tip, prototypical thirty five hundred square foot building, you know,

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<v Speaker 2>we're spending about a million six so a pretty sizable investment.

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<v Speaker 2>We think if we can get down into the you know,

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<v Speaker 2>twenty six twenty seven hundred square foot range. We can

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<v Speaker 2>knock that down to a million four perhaps, And you know,

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<v Speaker 2>and we we've changed, really changed and evolved our footprint

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<v Speaker 2>to again take advantage of off premiss take advantage of

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<v Speaker 2>mobile order pickup. When we have a drive through window.

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<v Speaker 2>You know, we're never going to be a fast food play,

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<v Speaker 2>so we're never going to be in order at the

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<v Speaker 2>window and receive your food. We might be more of

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<v Speaker 2>a park through type operation because of the handcrafted nature

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<v Speaker 2>of our products. But you know, I think if we

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<v Speaker 2>can get them down sub one five, we'd be doing

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<v Speaker 2>really well.

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<v Speaker 1>Cool. Is there any other unit economic data?

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<v Speaker 2>Yeah, you know, our au vs are roughly three million bucks.

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<v Speaker 2>You know, I am proud to say that over the years,

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<v Speaker 2>A big initiative of ours was to become more scalable

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<v Speaker 2>and more efficient as we scaled, and all under the

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<v Speaker 2>master umbrella of you know, don't f it up, keep

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<v Speaker 2>the soul and the brand funky and organic, and our

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<v Speaker 2>brand parameters have always been around quality, uniqueness, and variety,

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<v Speaker 2>and last time I check, you're not going to get

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<v Speaker 2>there by you know, shrinking portion sizes and dumbing the

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<v Speaker 2>menu down and doing all of I think the harmful

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<v Speaker 2>things that a lot of operators get lulled into doing

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<v Speaker 2>is look to maximize their efficiencies. We've been really fortunate,

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<v Speaker 2>Michael and enable to do both to maximize the guest

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<v Speaker 2>experience and to do that in a way that's most efficient.

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<v Speaker 2>And I give you a couple of examples. Number one

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<v Speaker 2>is it's just our beef program. We used to grind

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<v Speaker 2>all whole muscle proteins in house. We had eight different

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<v Speaker 2>proteins from ahi tuna to bison to different types of

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<v Speaker 2>chuck and brisket and turkey and you name it. And

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<v Speaker 2>we had butcher shops in our restaurants and the brand

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<v Speaker 2>was really built around this made from scratch, made by

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<v Speaker 2>hand mantra. And as we started to dive into the brand,

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<v Speaker 2>we realized, yeah, that's kind of cool, but what people

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<v Speaker 2>really want is just a craveable, badass, great burger. That's

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<v Speaker 2>really all they want. And so we started to test

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<v Speaker 2>and COVID really helped gave us some covered but we

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<v Speaker 2>ended up spending more per pound in our proteins. But

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<v Speaker 2>by doing that, we were getting a higher quality, more

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<v Speaker 2>consistent protein, and yes, we were bringing it in fresh

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<v Speaker 2>in a cryoback package loosely packed, and we found it

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<v Speaker 2>at the end of the day. A there was a

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<v Speaker 2>ton of waste in what we were doing. Our total

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<v Speaker 2>cost on beef went down three hundred bases points overall,

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<v Speaker 2>even though we were paying fifty seven cents more pound

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<v Speaker 2>for the product. And it was a better burger, it

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<v Speaker 2>was cravable, it was made consistently instead of paying a

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<v Speaker 2>twenty dollars an hour butcher, you know, to throw a

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<v Speaker 2>bunch of meat and the hopper and a little bit

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<v Speaker 2>of fat, and we had an eighty twenty blend and

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<v Speaker 2>this much chuck and this much brisket. We just we

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<v Speaker 2>had a great consistent product. So that's an example of

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<v Speaker 2>improving the quality while we improve the efficiency of what

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<v Speaker 2>we did. And I'm proud to say that today as

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<v Speaker 2>a company, you know, we're approaching a twenty two percent

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<v Speaker 2>store level margin type business. So you know, we've and

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<v Speaker 2>that really helped us because during this time of inflation,

0:13:05.559 --> 0:13:08.480
<v Speaker 2>guess what, we didn't have to take much price. In fact,

0:13:08.520 --> 0:13:11.440
<v Speaker 2>we hardly took any price, and I think we we

0:13:11.480 --> 0:13:14.120
<v Speaker 2>had margins to play with, and you know, it was

0:13:14.160 --> 0:13:17.280
<v Speaker 2>real important for us that we kept strong price value.

0:13:17.720 --> 0:13:20.679
<v Speaker 2>We kept that quality in front of people, and we

0:13:20.720 --> 0:13:23.319
<v Speaker 2>didn't want to rise raise prices to a point where

0:13:23.320 --> 0:13:26.000
<v Speaker 2>I think most people did today and they're saying, oh crap,

0:13:26.080 --> 0:13:28.880
<v Speaker 2>what do we do. We've raised these prices, we got

0:13:28.880 --> 0:13:32.160
<v Speaker 2>to start discounting to get more sales. And it's a

0:13:32.240 --> 0:13:34.920
<v Speaker 2>it's a death spiral. So I think we've been fortunate.

0:13:34.960 --> 0:13:38.000
<v Speaker 2>We we you know, we've missed that bullet by taking

0:13:38.040 --> 0:13:38.559
<v Speaker 2>that approach.

0:13:38.960 --> 0:13:42.920
<v Speaker 1>Yeah, you have a you have an absolute, absolutely phenomenal product.

0:13:43.840 --> 0:13:46.120
<v Speaker 1>I'm a fan, and I'm a fan of the chain's

0:13:46.200 --> 0:13:50.600
<v Speaker 1>use of regenerative beef. When did you know? I feel

0:13:50.640 --> 0:13:55.000
<v Speaker 1>like that really plays into the Texas consumer right versus

0:13:55.040 --> 0:13:58.000
<v Speaker 1>maybe some of the other sustainability initiatives you could have

0:13:58.000 --> 0:14:01.199
<v Speaker 1>taken on. When When did hop Dot make that switch?

0:14:01.280 --> 0:14:03.560
<v Speaker 1>And how is it? How has it been received by

0:14:03.559 --> 0:14:04.280
<v Speaker 1>our customers?

0:14:04.440 --> 0:14:07.160
<v Speaker 2>Yeah, you know, gosh, we made that decision about a

0:14:07.200 --> 0:14:11.360
<v Speaker 2>year ago. Michael, I watched the Ground. I watched the

0:14:11.400 --> 0:14:16.080
<v Speaker 2>movie Kiss the Ground, Okay, and one of our beef suppliers,

0:14:16.120 --> 0:14:18.960
<v Speaker 2>a regenerative beef supplier, sent me it and I was

0:14:19.000 --> 0:14:22.200
<v Speaker 2>actually watched it on YouTube. And for those who haven't

0:14:22.240 --> 0:14:25.960
<v Speaker 2>seen Kissed the Ground or the sequel common Ground. I

0:14:26.040 --> 0:14:29.880
<v Speaker 2>highly recommend it because it's an eye opener and and

0:14:30.240 --> 0:14:32.520
<v Speaker 2>part of our mantra, part of our company culture is

0:14:32.520 --> 0:14:35.280
<v Speaker 2>always doing right, doing right by our guests, doing right

0:14:35.280 --> 0:14:37.840
<v Speaker 2>by our business, doing right by our team members, doing

0:14:37.920 --> 0:14:41.240
<v Speaker 2>right by the planet. And we're going to take a

0:14:41.280 --> 0:14:43.720
<v Speaker 2>common sense approach. And when I watched Kiss the Ground

0:14:43.840 --> 0:14:48.440
<v Speaker 2>and I learned about regenerative farming and ranching, It's like, well, absolutely,

0:14:48.680 --> 0:14:53.200
<v Speaker 2>you know, why wouldn't we build a healthier ecosystem. Why

0:14:53.240 --> 0:14:57.760
<v Speaker 2>wouldn't we you know, promote and build a program around

0:14:57.920 --> 0:15:02.440
<v Speaker 2>more nutrient dense beef for instance, or chicken in a

0:15:02.480 --> 0:15:06.280
<v Speaker 2>way that is helping the earth, and it's fighting climate change,

0:15:06.360 --> 0:15:10.600
<v Speaker 2>and it's you know, lowering our dependency on water usage

0:15:10.720 --> 0:15:15.680
<v Speaker 2>and pesticides and herbicides and you know, creating dust and

0:15:15.720 --> 0:15:19.360
<v Speaker 2>soil erosion, And why wouldn't we do all that? And

0:15:19.040 --> 0:15:21.640
<v Speaker 2>and so you know, there was an investment to be

0:15:21.720 --> 0:15:24.400
<v Speaker 2>made for sure. I mean, we're you know, if we

0:15:24.560 --> 0:15:28.320
<v Speaker 2>just flipped the switch tomorrow. Currently, you know, we don't

0:15:28.360 --> 0:15:31.480
<v Speaker 2>think we can find enough supply. We go through roughly

0:15:31.520 --> 0:15:35.040
<v Speaker 2>fifty five hundred head of cattle a year and it

0:15:35.080 --> 0:15:38.320
<v Speaker 2>would be hard to find a soul supplier that could

0:15:38.360 --> 0:15:43.160
<v Speaker 2>handle that in the regenerative space. But it's it's it's transitioning.

0:15:43.360 --> 0:15:46.320
<v Speaker 2>More and more ranchers are transitioning and a rapid clip,

0:15:46.360 --> 0:15:48.600
<v Speaker 2>and you know, I'm hoping within the next couple of

0:15:48.680 --> 0:15:53.000
<v Speaker 2>years we could go one hundred percent regenerative. So you know,

0:15:53.120 --> 0:15:56.800
<v Speaker 2>we are mostly regenerative. We buy up all the stuff

0:15:56.840 --> 0:16:00.200
<v Speaker 2>we can find that's high quality, and we're we're out

0:16:00.200 --> 0:16:03.040
<v Speaker 2>there telling the story to anyone who will listen about

0:16:03.520 --> 0:16:07.440
<v Speaker 2>all of the great benefits from turning to regeneritive farming

0:16:07.480 --> 0:16:08.040
<v Speaker 2>and ranching.

0:16:10.080 --> 0:16:12.920
<v Speaker 1>Yeah, it's great. The page on your website dedicated to

0:16:13.120 --> 0:16:16.600
<v Speaker 1>conservation for the rest of us and the Force of

0:16:16.680 --> 0:16:19.480
<v Speaker 1>Nature brand video are both great. I suggest, thank you

0:16:19.600 --> 0:16:22.640
<v Speaker 1>listeners check those out too. And I'm a customer of

0:16:22.640 --> 0:16:24.200
<v Speaker 1>Force of Nature. Their products are great.

0:16:24.640 --> 0:16:27.800
<v Speaker 2>They are they are good, great company, great people, and

0:16:27.840 --> 0:16:30.840
<v Speaker 2>they truly believe in what they're doing, which which is inspiring.

0:16:31.880 --> 0:16:35.520
<v Speaker 1>Yeah, it's good stuff. And so I haven't been to

0:16:35.600 --> 0:16:38.440
<v Speaker 1>Hop Dottie in a minute. Unfortunately. When did you put

0:16:38.520 --> 0:16:40.960
<v Speaker 1>chicken on the menu and what percentage of the mix

0:16:41.040 --> 0:16:41.760
<v Speaker 1>does it make up?

0:16:42.320 --> 0:16:45.240
<v Speaker 2>Yeah, so from day one we have had a ground

0:16:45.280 --> 0:16:48.520
<v Speaker 2>chicken burger. From day one, we've had a ground turkey burger.

0:16:48.560 --> 0:16:50.640
<v Speaker 2>From down one or day one, we've had a ground

0:16:50.880 --> 0:16:54.640
<v Speaker 2>a heat shashimi great tuna burger. Uh, and from day

0:16:54.680 --> 0:16:57.240
<v Speaker 2>one we've had a bison burger. So those have all

0:16:57.240 --> 0:17:00.240
<v Speaker 2>been in the mix. We switched to a whole muscle

0:17:00.440 --> 0:17:07.480
<v Speaker 2>fried chicken breast option gosh, probably pre COVID, maybe twenty nineteen.

0:17:08.320 --> 0:17:11.159
<v Speaker 2>It was with the proliferation of all the hot chicken

0:17:11.760 --> 0:17:15.960
<v Speaker 2>and we came up with our own version of a

0:17:16.000 --> 0:17:19.600
<v Speaker 2>really kick ass Nashville hot chicken sandwich, and that led

0:17:19.640 --> 0:17:23.040
<v Speaker 2>into tenders and being able to do toss tenders and

0:17:23.080 --> 0:17:26.760
<v Speaker 2>tenders in a different way. So it's a big part

0:17:26.760 --> 0:17:28.560
<v Speaker 2>of our sale. I would say out of whole kind

0:17:28.560 --> 0:17:32.880
<v Speaker 2>of entree mix, it's about ten percent, So I think

0:17:32.880 --> 0:17:35.560
<v Speaker 2>that's a pretty healthy mix. And that's not including the

0:17:35.560 --> 0:17:38.440
<v Speaker 2>ground chicken burger that we currently serve, that's just whole

0:17:38.520 --> 0:17:39.600
<v Speaker 2>muscle chicken.

0:17:40.680 --> 0:17:43.480
<v Speaker 1>Yeah, and it's been such a hot category. It continues

0:17:43.520 --> 0:17:46.359
<v Speaker 1>that we continue to see innovation around chicken and the

0:17:46.400 --> 0:17:49.960
<v Speaker 1>quick service and fast casual names that we cover. Are

0:17:49.960 --> 0:17:52.199
<v Speaker 1>you seeing it grow as a percentage of mix or

0:17:52.280 --> 0:17:54.919
<v Speaker 1>is it about ten percent? You seem like where it's

0:17:54.960 --> 0:17:55.600
<v Speaker 1>going to settle in.

0:17:56.000 --> 0:17:58.639
<v Speaker 2>No, it's slowly growing, and I think our tender mix

0:17:58.760 --> 0:18:02.040
<v Speaker 2>is growing, you know, A we feel really comfortable. We

0:18:02.600 --> 0:18:05.200
<v Speaker 2>work with Redbird Chicken out of Colorado. Give those guys

0:18:05.240 --> 0:18:09.360
<v Speaker 2>a shameless plug. They are world class, fantastic, regenitive chickens.

0:18:11.280 --> 0:18:13.800
<v Speaker 2>You can tell and taste the difference for sure. So

0:18:14.560 --> 0:18:18.240
<v Speaker 2>I think as we sell more and more of it,

0:18:18.400 --> 0:18:21.800
<v Speaker 2>nothing beats a quality fresh made chicken tender, made from

0:18:21.840 --> 0:18:24.800
<v Speaker 2>scratch right. We bred it in house. And we do

0:18:24.840 --> 0:18:28.040
<v Speaker 2>a variety of tossed tenders. So we have a bunch

0:18:28.080 --> 0:18:32.680
<v Speaker 2>of signature toppings and sauces that we've created for our

0:18:32.720 --> 0:18:35.159
<v Speaker 2>famous fries, our permbers on truffle fries, well we do

0:18:35.240 --> 0:18:37.800
<v Speaker 2>those with our toss tenders as well, and that is

0:18:37.840 --> 0:18:42.560
<v Speaker 2>growing as a big category in itself, just the tenders.

0:18:42.560 --> 0:18:46.639
<v Speaker 2>So no, I see that continuing to grow. But we

0:18:46.800 --> 0:18:48.159
<v Speaker 2>just you know, at Hop Dotty, we have a lot

0:18:48.200 --> 0:18:50.720
<v Speaker 2>of great beef and turkey and other options, and so

0:18:50.800 --> 0:18:53.240
<v Speaker 2>people kind of are predisposed to come in knowing they

0:18:53.240 --> 0:18:55.439
<v Speaker 2>want a beef burger or they're going to eat you know,

0:18:56.119 --> 0:19:00.479
<v Speaker 2>healthier with a bison burger or a tuner burger. But

0:19:00.640 --> 0:19:03.920
<v Speaker 2>it allows us to access a different niche of our

0:19:03.960 --> 0:19:07.359
<v Speaker 2>potential guest space that I really believe driving our frequency

0:19:08.400 --> 0:19:10.040
<v Speaker 2>frequency of business cool.

0:19:10.119 --> 0:19:11.960
<v Speaker 1>And so I have a question. So I noticed if

0:19:12.000 --> 0:19:14.440
<v Speaker 1>I see like pastured chickens and whole foods, they tend

0:19:14.440 --> 0:19:16.520
<v Speaker 1>to be smaller, right, I don't know if it's like

0:19:16.680 --> 0:19:18.959
<v Speaker 1>lack of hormones and stuff like that. So is it

0:19:19.000 --> 0:19:22.679
<v Speaker 1>is it difficult finding tenders the size that you would like?

0:19:23.359 --> 0:19:26.720
<v Speaker 2>That are you know, yes and no? And it comes

0:19:26.760 --> 0:19:29.560
<v Speaker 2>and goes in waves. You know, if we said, hey,

0:19:30.040 --> 0:19:32.040
<v Speaker 2>this is our spect and we're only going to take

0:19:32.080 --> 0:19:36.160
<v Speaker 2>this spec then I think it's a challenge. We sell

0:19:36.160 --> 0:19:38.720
<v Speaker 2>it by the weight, so it might be you know,

0:19:38.840 --> 0:19:41.600
<v Speaker 2>four big tenders, or it could be six smaller tenders,

0:19:42.040 --> 0:19:44.880
<v Speaker 2>and it constantly evolves. And one of the reasons why

0:19:44.880 --> 0:19:46.639
<v Speaker 2>we feel that's important because we want to put the

0:19:46.680 --> 0:19:50.399
<v Speaker 2>best quality on the plate rather than a perfect shape

0:19:50.400 --> 0:19:53.639
<v Speaker 2>and size. To your point, you know, with some of

0:19:53.680 --> 0:19:58.240
<v Speaker 2>those products, to your point, time to harvest could be longer,

0:19:58.280 --> 0:20:01.480
<v Speaker 2>and that drives the cost up, right for because they

0:20:01.520 --> 0:20:04.600
<v Speaker 2>want time to maturity. And but you know, they're not

0:20:04.640 --> 0:20:08.000
<v Speaker 2>pumping them full of steroids and growth hormones and everything

0:20:08.000 --> 0:20:10.399
<v Speaker 2>else that's bulking up this chicken. They're not you know,

0:20:10.520 --> 0:20:14.119
<v Speaker 2>injecting it with saline and different types of solutions. And

0:20:14.200 --> 0:20:18.000
<v Speaker 2>so I think if we're flexible on size and inflexible

0:20:18.040 --> 0:20:21.800
<v Speaker 2>on quality, that's a good path for us to take.

0:20:23.280 --> 0:20:27.040
<v Speaker 1>Yeah, smart, how big is your bar business?

0:20:27.080 --> 0:20:29.600
<v Speaker 2>You know, our bar business is healthy. It's roughly fifteen

0:20:29.760 --> 0:20:32.760
<v Speaker 2>percent of our business. We've seen it EBB and flow

0:20:33.320 --> 0:20:36.240
<v Speaker 2>and it's rebounding right now. With the addition, if you know,

0:20:36.280 --> 0:20:37.520
<v Speaker 2>we're we're really at the end of the day at

0:20:37.560 --> 0:20:41.280
<v Speaker 2>Margarite and craft beer bar. But we do you know,

0:20:41.400 --> 0:20:45.399
<v Speaker 2>open up to what people want to drink, and and

0:20:45.440 --> 0:20:49.480
<v Speaker 2>that means maybe sometimes domestic beers, you know, not alcoholic

0:20:49.520 --> 0:20:51.639
<v Speaker 2>beers are on a rise right now. They're on a

0:20:51.680 --> 0:20:54.880
<v Speaker 2>tear out and another shameless plug for Athletic Brewing Company,

0:20:55.240 --> 0:20:58.640
<v Speaker 2>if you haven't had their beer, it's it's fantastic, it's

0:20:58.800 --> 0:21:03.000
<v Speaker 2>na And so we're seeing a rise in nabev, which

0:21:03.040 --> 0:21:05.200
<v Speaker 2>we think is good for us. It's a premium offering

0:21:05.240 --> 0:21:08.600
<v Speaker 2>and product that you know, enhances our experience. The fact

0:21:08.600 --> 0:21:11.440
<v Speaker 2>that it doesn't have liquor in it. Who cares? People

0:21:11.520 --> 0:21:15.720
<v Speaker 2>are ordering it? And I see that that niche continuing

0:21:15.760 --> 0:21:16.480
<v Speaker 2>to grow, for sure.

0:21:17.280 --> 0:21:19.840
<v Speaker 1>I've heard great things about Athletic my brother in law.

0:21:20.480 --> 0:21:22.440
<v Speaker 1>I haven't had them yet, but my brother in law

0:21:23.320 --> 0:21:25.680
<v Speaker 1>recommended them to me. He absolutely loves those.

0:21:26.000 --> 0:21:27.879
<v Speaker 2>Try the Hazy I p A. I'm a big I

0:21:27.960 --> 0:21:30.399
<v Speaker 2>p A fan. Hazy I p A competes with some

0:21:30.440 --> 0:21:31.639
<v Speaker 2>of my favorite I p.

0:21:31.720 --> 0:21:36.199
<v Speaker 1>As, great Hazy IPO That Hazy I p as are

0:21:36.240 --> 0:21:39.280
<v Speaker 1>right in my wheelhouse, so I'll definitely check that out.

0:21:40.720 --> 0:21:42.920
<v Speaker 1>All right. So I found it interesting that your loyalty

0:21:42.960 --> 0:21:46.280
<v Speaker 1>program has three levels. They're called the Headline, A Regular,

0:21:46.320 --> 0:21:49.120
<v Speaker 1>and Ultimate dotty Fan. Can you talk a little bit

0:21:49.280 --> 0:21:52.480
<v Speaker 1>about that, because it's not something that I see too often.

0:21:53.320 --> 0:21:56.560
<v Speaker 2>Yeah, you know, we wanted to create a loyalty program

0:21:56.720 --> 0:21:59.600
<v Speaker 2>to build loyals, to build frequency, and it's just like

0:21:59.640 --> 0:22:02.399
<v Speaker 2>everybody else, but we wanted to do it not necessarily

0:22:02.440 --> 0:22:06.840
<v Speaker 2>with pragmatic. Hey you hit this level and you get

0:22:06.880 --> 0:22:09.080
<v Speaker 2>this for free. You know, we wanted to come up

0:22:09.119 --> 0:22:12.320
<v Speaker 2>with a different way. Really, and I don't like this term,

0:22:12.320 --> 0:22:16.080
<v Speaker 2>but it's it's descriptive. It's the surprise and delight, right.

0:22:16.160 --> 0:22:18.439
<v Speaker 2>We want to be able to give people recognition at

0:22:18.480 --> 0:22:22.280
<v Speaker 2>different points in time throughout their journey with us. It's

0:22:22.320 --> 0:22:25.320
<v Speaker 2>the whole notion of show me you know me, show

0:22:25.359 --> 0:22:28.760
<v Speaker 2>me you care, and show me you're committed to doing

0:22:28.800 --> 0:22:30.960
<v Speaker 2>something cool that's going to drive me back into hop

0:22:30.960 --> 0:22:33.120
<v Speaker 2>dot you again. And so we kind of take that

0:22:33.200 --> 0:22:35.520
<v Speaker 2>parameter and we try to think, well, what can we

0:22:35.600 --> 0:22:41.000
<v Speaker 2>do periodically to become front of mind to increase their

0:22:41.040 --> 0:22:44.000
<v Speaker 2>frequency of their use ocasion. And so, you know, we're

0:22:44.040 --> 0:22:46.679
<v Speaker 2>fortunate in that we do a pretty creative Burger of

0:22:46.720 --> 0:22:50.440
<v Speaker 2>the Month program, and you know, we give our more

0:22:50.480 --> 0:22:53.520
<v Speaker 2>frequent loyals the opportunity to have those burgers before the

0:22:53.560 --> 0:22:57.400
<v Speaker 2>public we invite them in. Usually there it depends on

0:22:57.440 --> 0:22:59.960
<v Speaker 2>your level. You can have complementary Burger of the month

0:23:00.080 --> 0:23:01.959
<v Speaker 2>every month till you're coming in to trying our new

0:23:01.960 --> 0:23:06.359
<v Speaker 2>Burger of the month. And we've really seen that program

0:23:06.560 --> 0:23:10.320
<v Speaker 2>help propel our frequency rate. I mean, our average frequency

0:23:10.440 --> 0:23:13.560
<v Speaker 2>rate for a loyal used to be something like, you know,

0:23:13.760 --> 0:23:17.919
<v Speaker 2>ten point four times per year, and we've almost doubled

0:23:17.960 --> 0:23:21.840
<v Speaker 2>that with the advent of this program. So we do

0:23:21.920 --> 0:23:24.560
<v Speaker 2>see it working. You know, it's not going to be

0:23:25.280 --> 0:23:27.840
<v Speaker 2>the type of program that you know everybody's going to

0:23:27.880 --> 0:23:30.040
<v Speaker 2>be on, but if you're a hop Dotty fan, you

0:23:30.400 --> 0:23:33.199
<v Speaker 2>find a way to attach yourself to it, and you know,

0:23:33.280 --> 0:23:36.159
<v Speaker 2>and I'm surprised. Look, I'm I probably eat in our

0:23:36.160 --> 0:23:40.080
<v Speaker 2>restaurants four times a week. That's what I do. I

0:23:40.080 --> 0:23:42.840
<v Speaker 2>have a classic with cheese, I have a palm truffle fried,

0:23:42.920 --> 0:23:46.160
<v Speaker 2>and I usually get one of our specials. And anyway,

0:23:46.400 --> 0:23:48.919
<v Speaker 2>I was shocked to learn that there are over one

0:23:49.000 --> 0:23:52.320
<v Speaker 2>hundred people that eat at Hop Dotty more frequently than

0:23:52.359 --> 0:23:55.480
<v Speaker 2>I do. And I thought that was just fascinating. Like

0:23:55.480 --> 0:23:57.679
<v Speaker 2>I would have thought I would have been the clear leader.

0:23:58.119 --> 0:24:01.679
<v Speaker 2>So I love that. And I think it's the fact

0:24:01.680 --> 0:24:04.399
<v Speaker 2>that you know, with our menu and the way that

0:24:04.440 --> 0:24:07.920
<v Speaker 2>we kind of work our menu in with our loyalty, it's,

0:24:08.480 --> 0:24:10.960
<v Speaker 2>you know, we're listening to our loyalty club folks and

0:24:11.000 --> 0:24:14.000
<v Speaker 2>we're understanding what it is that they want that would

0:24:14.000 --> 0:24:16.560
<v Speaker 2>make them come in faster tenders. I think actually came

0:24:16.600 --> 0:24:21.160
<v Speaker 2>out of that whole conversation with our loyals, and so

0:24:21.200 --> 0:24:24.399
<v Speaker 2>it gives us menu insight in things that we can

0:24:24.440 --> 0:24:27.280
<v Speaker 2>put on the menu that can increase their frequency and

0:24:27.359 --> 0:24:30.440
<v Speaker 2>their usication and tenders is a good example of that.

0:24:30.760 --> 0:24:34.760
<v Speaker 2>Brussels Sprouts is another opportunity. People said gosh, I would

0:24:34.760 --> 0:24:39.080
<v Speaker 2>love something other than French fries, and then they would say, oh,

0:24:39.080 --> 0:24:42.320
<v Speaker 2>we want something more healthy, and we're like, well, Brussels

0:24:42.320 --> 0:24:46.239
<v Speaker 2>sprouts might be perceived more healthy. They're still fried and

0:24:46.320 --> 0:24:50.240
<v Speaker 2>their leaves, but it's amazing how fast our Brussels sprouts

0:24:50.280 --> 0:24:52.440
<v Speaker 2>have taken off. And again it was insights learned through

0:24:52.440 --> 0:24:53.199
<v Speaker 2>our program.

0:24:53.280 --> 0:24:57.119
<v Speaker 1>So great the five to one to two program for gms.

0:24:58.080 --> 0:24:59.720
<v Speaker 1>Can you talk a little bit about it and talk

0:24:59.720 --> 0:25:05.240
<v Speaker 1>about out if it's helped GM turnover and if you're willing,

0:25:05.800 --> 0:25:08.280
<v Speaker 1>if you could share some GM and hourly turnover data,

0:25:08.320 --> 0:25:08.880
<v Speaker 1>that'd be great.

0:25:09.280 --> 0:25:12.760
<v Speaker 2>Absolutely. Look, we went to solve a problem, and that

0:25:12.960 --> 0:25:17.239
<v Speaker 2>is a GM and manager turnover and burn out in

0:25:17.280 --> 0:25:20.679
<v Speaker 2>our industry. It's been it's been horrible ever since I

0:25:20.720 --> 0:25:23.040
<v Speaker 2>started in the business in nineteen ninety. I mean, it's

0:25:24.040 --> 0:25:27.640
<v Speaker 2>it's it's endemic. And so we went to say, well,

0:25:27.640 --> 0:25:30.560
<v Speaker 2>what's at the heart of that, and we really felt

0:25:30.560 --> 0:25:33.560
<v Speaker 2>and the conclusion we came up with is, you know,

0:25:33.640 --> 0:25:38.320
<v Speaker 2>people working long hours, covering shifts in a dynamic, fluctuating business,

0:25:38.359 --> 0:25:42.480
<v Speaker 2>working with the public, working in a highly fickle industry

0:25:42.520 --> 0:25:44.520
<v Speaker 2>where you're producing a product and serving it out the

0:25:44.560 --> 0:25:47.600
<v Speaker 2>back door as fast as you can, and people need

0:25:47.640 --> 0:25:50.520
<v Speaker 2>a break. And so we came up with this notion

0:25:50.560 --> 0:25:53.159
<v Speaker 2>of gosh, how could we, you know, figure out like

0:25:53.240 --> 0:25:57.040
<v Speaker 2>this mid life sabbatical or a mid career sabbatical, and

0:25:57.119 --> 0:26:00.240
<v Speaker 2>you know, could that give people recharge their energy, their

0:26:00.280 --> 0:26:03.240
<v Speaker 2>emotional health, their physical health. And then we thought about,

0:26:03.280 --> 0:26:05.520
<v Speaker 2>well what about their financial health? People? Most people can't

0:26:05.560 --> 0:26:08.520
<v Speaker 2>take a month, you know, And and so we came

0:26:08.600 --> 0:26:10.440
<v Speaker 2>up with this notion of the five one two, which

0:26:10.480 --> 0:26:13.679
<v Speaker 2>is essentially for a general manager, if you're in that

0:26:13.760 --> 0:26:16.920
<v Speaker 2>role for five years, we're going to give you one

0:26:16.960 --> 0:26:20.199
<v Speaker 2>year a pay and twenty eight days off or or

0:26:20.240 --> 0:26:23.000
<v Speaker 2>a month off in a sabbatical and five one two

0:26:23.040 --> 0:26:26.679
<v Speaker 2>because it's there at CODE and Austin to make it catchy,

0:26:26.880 --> 0:26:31.600
<v Speaker 2>but it really was the opportunity for our gms again

0:26:31.680 --> 0:26:33.320
<v Speaker 2>this you know, show me, you know me, show me

0:26:33.359 --> 0:26:35.199
<v Speaker 2>you care, and show you you're committed to me in

0:26:35.200 --> 0:26:37.880
<v Speaker 2>some way, shape or form. And and it did that.

0:26:38.119 --> 0:26:41.000
<v Speaker 2>And I will tell you that we have I think

0:26:41.000 --> 0:26:43.520
<v Speaker 2>we pay it. We had our ninth payout in that

0:26:43.800 --> 0:26:47.880
<v Speaker 2>recently and we celebrate these. So myself and our VP

0:26:47.960 --> 0:26:49.800
<v Speaker 2>of OPS we go to the market, we bring all

0:26:49.840 --> 0:26:52.280
<v Speaker 2>the gms in there with the market partner and we

0:26:52.359 --> 0:26:54.800
<v Speaker 2>have a big celebratory dinner. We give them the big

0:26:54.920 --> 0:26:58.159
<v Speaker 2>check so to speak, you know, and and we have

0:26:58.320 --> 0:27:02.000
<v Speaker 2>people break down and like get emotional, you know, because

0:27:02.000 --> 0:27:04.520
<v Speaker 2>the restaurant managers, when's the last time they had more

0:27:04.560 --> 0:27:07.680
<v Speaker 2>than a week vacation And here they get a month

0:27:07.720 --> 0:27:10.520
<v Speaker 2>and we make them take a month. Okay, we make

0:27:10.560 --> 0:27:12.640
<v Speaker 2>them take a month all at once. And they still

0:27:12.640 --> 0:27:14.520
<v Speaker 2>have their three weeks of vacation or their one, two

0:27:14.560 --> 0:27:16.560
<v Speaker 2>or three depending on their tenure. They still have that.

0:27:17.920 --> 0:27:20.160
<v Speaker 2>But they get to go to places and we've had

0:27:20.200 --> 0:27:23.400
<v Speaker 2>managers go to Alaska, We've had them go to Jerusalem,

0:27:23.560 --> 0:27:27.800
<v Speaker 2>to Africa, to cross the country RV trips, to like

0:27:28.240 --> 0:27:31.119
<v Speaker 2>just inspiring things. And they all come back with this

0:27:31.240 --> 0:27:36.280
<v Speaker 2>newfound energy and passion that they get from their own

0:27:36.320 --> 0:27:40.440
<v Speaker 2>personal lives. And then there's this endearing part. They're like, man,

0:27:40.440 --> 0:27:43.040
<v Speaker 2>you do care about me, Like this was amazing. You

0:27:43.040 --> 0:27:45.359
<v Speaker 2>know my family, I've never been able to take my

0:27:45.480 --> 0:27:48.439
<v Speaker 2>kids to Disneyland and you were able to do that

0:27:48.520 --> 0:27:52.080
<v Speaker 2>and it's so cool. And look the reality of it is,

0:27:51.920 --> 0:27:55.560
<v Speaker 2>it's it's expensive. It's not a cheap program. And I

0:27:55.600 --> 0:27:58.560
<v Speaker 2>would challenge people listening. If you're in a similar sized

0:27:58.600 --> 0:28:01.199
<v Speaker 2>company and you're penciling out, well, I just can't afford it.

0:28:02.080 --> 0:28:04.199
<v Speaker 2>I would, I would. I would challenge you to go

0:28:04.280 --> 0:28:06.520
<v Speaker 2>back and look at your financial statements and look at

0:28:06.560 --> 0:28:11.800
<v Speaker 2>the productivity that you receive from your more tenured managers.

0:28:13.160 --> 0:28:16.040
<v Speaker 2>My contention is is your business is more profitable, it's

0:28:16.040 --> 0:28:18.199
<v Speaker 2>more healthy, more stable. You have less call outs and

0:28:18.240 --> 0:28:22.560
<v Speaker 2>turnover in the hourly field because you have stability of leadership.

0:28:23.000 --> 0:28:26.440
<v Speaker 2>And so that's ultimately what we came to the conclusion

0:28:26.480 --> 0:28:29.760
<v Speaker 2>of is let's try it, and I will say that

0:28:29.800 --> 0:28:33.160
<v Speaker 2>it's worked. Like we launched this thing six years ago,

0:28:33.560 --> 0:28:36.400
<v Speaker 2>we've had no GM turnover other than one person that

0:28:36.480 --> 0:28:40.360
<v Speaker 2>we initiated a turnover thing for. And then it tells

0:28:40.400 --> 0:28:43.360
<v Speaker 2>our assistant managers, Hey, I want to be a general manager.

0:28:43.920 --> 0:28:45.160
<v Speaker 2>You know what do I need to do? And so

0:28:45.240 --> 0:28:47.240
<v Speaker 2>that's then where the growth comes into play, because we've

0:28:47.240 --> 0:28:48.920
<v Speaker 2>got to show people that, yeah, we can get you

0:28:48.920 --> 0:28:50.800
<v Speaker 2>at your own restaurant. Right, it's going to take you

0:28:50.840 --> 0:28:54.240
<v Speaker 2>eighteen to twenty four months. Here's the training development program,

0:28:54.280 --> 0:28:56.160
<v Speaker 2>but you can go get it. And then they get

0:28:56.200 --> 0:28:58.600
<v Speaker 2>to that level. So you know, I would say, at

0:28:58.640 --> 0:29:02.680
<v Speaker 2>the management level, our trailing twelve turnover is twenty one percent.

0:29:04.040 --> 0:29:07.000
<v Speaker 1>Great, and i'd imagine you can excuse me.

0:29:07.040 --> 0:29:09.960
<v Speaker 2>Yeah, no, it's it's pretty good. And I will say

0:29:10.000 --> 0:29:13.000
<v Speaker 2>that again, take a look at your high performing restaurants.

0:29:13.120 --> 0:29:15.600
<v Speaker 2>Usually your high performing restaurants have a thing in common,

0:29:15.600 --> 0:29:17.840
<v Speaker 2>and not only are they more profitable, but guess what,

0:29:17.920 --> 0:29:20.840
<v Speaker 2>they usually have better retention at the hourly level. And

0:29:20.840 --> 0:29:23.320
<v Speaker 2>that's what we've seen as well. So you know, our

0:29:23.480 --> 0:29:27.040
<v Speaker 2>hourly we we have restaurants that run in the sixty

0:29:27.080 --> 0:29:32.320
<v Speaker 2>percent range for hourly turnover. I think our company average

0:29:32.520 --> 0:29:36.760
<v Speaker 2>is ninety two percent hourly turnover across all restaurants, so

0:29:36.760 --> 0:29:40.440
<v Speaker 2>we're better than one hundred percent. And like, we're not

0:29:40.680 --> 0:29:42.720
<v Speaker 2>satisfied with that. We're going to push forward and try

0:29:42.760 --> 0:29:47.000
<v Speaker 2>to get better and do right. But I think it's working.

0:29:48.160 --> 0:29:51.000
<v Speaker 1>Yeah, you're blowing away the industry. So you know, kudos

0:29:51.000 --> 0:29:51.600
<v Speaker 1>to you and the team.

0:29:51.640 --> 0:29:51.760
<v Speaker 2>Man.

0:29:51.800 --> 0:29:55.200
<v Speaker 1>That's great. So i'd imagine it'll let you, you know,

0:29:55.280 --> 0:29:57.560
<v Speaker 1>promote from within for all your new restaurants.

0:29:57.600 --> 0:30:01.240
<v Speaker 2>Right, we're very proud of that fact. We have. Out

0:30:01.280 --> 0:30:04.280
<v Speaker 2>of our forty eight restaurants, we have twenty two. We

0:30:04.400 --> 0:30:07.920
<v Speaker 2>call them TM to gms that started with us in

0:30:07.960 --> 0:30:10.560
<v Speaker 2>an hourly capacity and now are running their own restaurants

0:30:10.600 --> 0:30:12.760
<v Speaker 2>and we're proud of that. And we really want to

0:30:12.800 --> 0:30:17.200
<v Speaker 2>build a moat around our own internals as we grow.

0:30:17.280 --> 0:30:19.400
<v Speaker 2>And I think if we do it right, you know,

0:30:19.440 --> 0:30:22.080
<v Speaker 2>people that understand the culture, they buy off on the culture,

0:30:22.120 --> 0:30:24.920
<v Speaker 2>they thrive in the culture. We can teach someone to

0:30:24.920 --> 0:30:27.240
<v Speaker 2>be a manager, you know. And we've really worked hard

0:30:27.280 --> 0:30:33.480
<v Speaker 2>in the last nine years to design more pragmatic operational procedures,

0:30:33.840 --> 0:30:38.000
<v Speaker 2>better training programs, really simplifying the admin and the more

0:30:38.000 --> 0:30:42.360
<v Speaker 2>complicated book keeping parts. And it's about people. It's it's

0:30:42.640 --> 0:30:45.280
<v Speaker 2>you know, having conversations with people and telling them the

0:30:45.360 --> 0:30:47.600
<v Speaker 2>why and being out on the floor to assist. And

0:30:47.680 --> 0:30:49.320
<v Speaker 2>you know, we kind of take a blue collar, roll

0:30:49.440 --> 0:30:52.080
<v Speaker 2>the sleeves management approach, like we're just out there working

0:30:52.440 --> 0:30:55.520
<v Speaker 2>as a management team. And so if we do it right,

0:30:55.720 --> 0:30:57.520
<v Speaker 2>we can have more teams to gms.

0:30:58.720 --> 0:31:01.600
<v Speaker 1>It's cool, man, Well listen, you you're you're doing right

0:31:01.640 --> 0:31:03.920
<v Speaker 1>for your employees, You're doing right for the environment. It's

0:31:03.920 --> 0:31:07.920
<v Speaker 1>a great product and a great experience. So you know,

0:31:07.960 --> 0:31:10.440
<v Speaker 1>I expect big things out of you guys. Can I

0:31:10.600 --> 0:31:13.840
<v Speaker 1>look forward to continuing to follow this story.

0:31:13.880 --> 0:31:17.360
<v Speaker 2>Man, well, thank you very much. I appreciate you having

0:31:17.400 --> 0:31:21.440
<v Speaker 2>me on. I'm excited for our growth and I'm excited

0:31:21.440 --> 0:31:23.520
<v Speaker 2>to see what's around the next corner. You know, we

0:31:23.560 --> 0:31:27.400
<v Speaker 2>live in a dynamic environment, right uh, And I think people,

0:31:27.760 --> 0:31:30.960
<v Speaker 2>you know, their their resiliency, their ability to solve problems,

0:31:31.000 --> 0:31:34.000
<v Speaker 2>Like I just think we're spending more time around that

0:31:34.120 --> 0:31:36.800
<v Speaker 2>than we ever have, and I'm excited to see what

0:31:36.840 --> 0:31:38.360
<v Speaker 2>the next group all is. Let's go.

0:31:39.080 --> 0:31:41.680
<v Speaker 1>Yeah, it keeps us all on our toes, that's for sure.

0:31:42.080 --> 0:31:44.680
<v Speaker 1>So thanks again for doing this, and thanks to thanks

0:31:44.760 --> 0:31:47.320
<v Speaker 1>to the audience for tuning in. If you liked the episode,

0:31:47.320 --> 0:32:01.160
<v Speaker 1>think about subscribing and leaving us a review.