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Speaker 4: Let's do it.
Speaker 5: My graduates from my school being forts bad drop bag
Speaker 5: drop or Mike drop bag drop drop.
Speaker 6: You know from the time when I was young, like
Speaker 6: you're killing the guys, familiarize you what you know my
Speaker 6: story about when we're being young always had a model
Speaker 6: of cutting out the middlemunth right. So like, if you
Speaker 6: take my restaurant, I sell breakfast and brunch. How many
Speaker 6: times have you been to brunch on a Monday morning?
Speaker 5: Never?
Speaker 7: Yea.
Speaker 6: So now I'm in the industry in which seventy percent
Speaker 6: of my customer base is gonna come Saturday Sunday, right,
Speaker 6: And then I'm in a white neighborhood, so a lot
Speaker 6: of my clients I was black, which means that they
Speaker 6: drove to the restaurant, right, I don't have parking, so
Speaker 6: you drove, you had to go out of your way,
Speaker 6: you know. And then from when you finally get in there,
Speaker 6: you're looking for an experience and that can't happen in
Speaker 6: thirty minutes. So being able to really identify who my
Speaker 6: customers are and what they want allow me.
Speaker 4: To really focus on just a small nation audience. So
Speaker 4: most people can admit they have.
Speaker 6: A mental brunch on Tuesday nless you live in LA
Speaker 6: you're like wealthy issue, you know what I mean? You
Speaker 6: know what I'm saying, So like it was easier for
Speaker 6: me to be able to figure out what really miss.
Speaker 4: I'm also a several pieces to it. I don't have
Speaker 4: to cut labor.
Speaker 6: Everybody coming on the same time, everybody get paid the
Speaker 6: same amount of things they can go home and kind
Speaker 6: of gazing labor in that way, no food goes the
Speaker 6: ways we run everything a small bash and when we're
Speaker 6: out of things, we're out of things because people understand
Speaker 6: the concept, right, So those things really made sense. And
Speaker 6: then also I knew that it would create in the
Speaker 6: loure in a sense that people would want to come
Speaker 6: there and it would foundationally be a destination place. So
Speaker 6: it's like, now everybody got a cram in these two
Speaker 6: days for this place.
Speaker 4: That's really remarkable.
Speaker 7: It's like a limited quantity of Yeah.
Speaker 4: It's limited quantity.
Speaker 8: Yeah, you know that approach, that model is pretty pretty brilliant.
Speaker 7: The fact that y'all is doing it, because.
Speaker 8: One of the fastest growing chains in America is called
Speaker 8: First Watch. It's like this restaurant Cheam, and they have
Speaker 8: a similar model where they've specialized just in breakfast and brunch,
Speaker 8: but they only open from seven to two thirty and
Speaker 8: their thing was like the same thing.
Speaker 7: He says. It's like the work quality of it, Like everybody.
Speaker 8: Loves coming because it's notices one shift, and then the
Speaker 8: employee retention rate is great because people have work home
Speaker 8: balance where they can get home, they great kids up,
Speaker 8: and they can still make dinner and everybody loves it.
Speaker 8: So like, that's interesting that you guys are doing because
Speaker 8: it seems to be a trend that's them to start
Speaker 8: happening in the country.
Speaker 3: And also all right, so because in this show, so
Speaker 3: a lot of shows I'll watch in YouTube, like I'll
Speaker 3: watch these Gurules quote unquote Gurules on YouTube for forty
Speaker 3: five minutes, and I don't I don't know what I
Speaker 3: actually watched. It's like they talk in circles for forty
Speaker 3: five minutes and then it's like, Okay, subscribe to my
Speaker 3: private YouTube channel premium nine hundred dollars.
Speaker 4: I'm more for go to my seminars.
Speaker 3: So it's like, we're going to give you the straight
Speaker 3: blueprint of how to be successful. Whether you're taking the
Speaker 3: eyes up to you, but we want to give you
Speaker 3: all the two that you need to be successful. So
Speaker 3: can we talk about as far as like revenue, like
Speaker 3: how your revenue model actually works, because the thing about
Speaker 3: it is that, especially in the black community, how I
Speaker 3: see it is that entrepreneurs, we have three types of
Speaker 3: businesses that we always aspire to be right.
Speaker 4: To our say, let's do the list.
Speaker 3: Barber shop here, salon number one, that's number one, right,
Speaker 3: and then clothing store yep, and then a restaurant. I
Speaker 3: don't know why, but everybody is like everybody's dreaming to
Speaker 3: have a restaurant, right, and it's one of the hardest
Speaker 3: businesses to actually be successful.
Speaker 4: And like I think like ninety five percent of restaurants.
Speaker 7: And kind of came to the conclusion that it's a
Speaker 7: status thing.
Speaker 4: But yes, your model, but Joins is actually worked, it's working,
Speaker 4: and it's still a status yeah yeah, yea.
Speaker 6: So it's about revenue, and like, how yeah, can you
Speaker 6: in the restaurant industry, just specifically in my industry, you
Speaker 6: have three general costs, which is you have label costs,
Speaker 6: you have food costs, and then you have overhead, right,
Speaker 6: it's overhead or the fixed cause, which is the cost
Speaker 6: of the building operating expenses, whether it's trash and mobile, greational, moval, gas, electric,
Speaker 6: you cable things like that.
Speaker 4: Those things won't go away. They're fixed, right.
Speaker 6: And then you have labor cause, which is obviously the
Speaker 6: cost of having people on STAB that can officially execute
Speaker 6: whatever it is.
Speaker 4: That you want to do. And then you have food costs.
Speaker 6: So I scaled the model in a way in which
Speaker 6: the profit was already built in. So it was I
Speaker 6: like to call it winning at the table. So I
Speaker 6: went at the table. Like for example, with me, my
Speaker 6: highest price selling item is a chicken and waffle, but
Speaker 6: it's the most highly consumed item. A lot of times
Speaker 6: people who are in the restaurant industry They tend to
Speaker 6: sell things because they having a lower to them, or
Speaker 6: they look really nice, or they think it's going to
Speaker 6: attract a certain crowd of people, not considering food costs.
Speaker 6: Food costs can really sink the ship if you don't
Speaker 6: really focus on that. My fixed costs and my labor
Speaker 6: costs are below the industry standard. So like say, for example,
Speaker 6: let's take a chicken and weal for example, right, and
Speaker 6: I say, all right, it takes me two dollars to
Speaker 6: make this chicken and waffle. And I'll ask a young kid,
Speaker 6: so what are you selling for? They said six dollars? Why,
Speaker 6: because that's what I thought I should sell it for. First,
Speaker 6: It's like, if you take me, I'll take the chicken
Speaker 6: and walf for a two bucks, And I know my
Speaker 6: food costs to be twenty percent right side times about five,
Speaker 6: So I've.
Speaker 4: Already won at the table. I don't have to make
Speaker 4: an assumption.
Speaker 6: But then I might add a two dollar margin on
Speaker 6: it and sell it for twelve dollars a while, because.
Speaker 4: Now you're gonna take you ten souls. You're gonna want
Speaker 4: syrup to go.
Speaker 6: You know, it might be a situation where they might
Speaker 6: burn your chicken the off and now you gotta make another,
Speaker 6: so you have to win at the table.
Speaker 4: In my industry, the margin is about five to.
Speaker 6: Six percent for the owner of what you'll typically make,
Speaker 6: which you'll typically net. I'm netting, I mean twenty five
Speaker 6: thirty percent. So I'll break the model down as real simple.
Speaker 6: My fixed costs weekly at seven hundred dollars between the
Speaker 6: supper club and homemade bunch, with grows anywhere from fifteen
Speaker 6: to twenty grand. My full cost is twenty percent. So
Speaker 6: let's take the twenty grand, which is the tying number. Right,
Speaker 6: So my food cost is twenty percent. That means that
Speaker 6: four percent four thousand goals to food.
Speaker 4: Right.
Speaker 6: I already told you that my fixed costs was seven hundred, right,
Speaker 6: which leads me roughly at forty seven hundred. That leads
Speaker 6: me at fifteen to three.
Speaker 4: Right. I run a seven man band.
Speaker 6: I pay all of them a salary, So all seven
Speaker 6: people get seven hundred.
Speaker 4: Dollars a piece. It's forty nine hundred. Right. They'll leave
Speaker 4: me with ten grand gross.
Speaker 6: By the time that now that is extracted, maybe I
Speaker 6: might walk away with seventy five hundred, maybe eight grand,
Speaker 6: you know, considering that I got stay taxes, and I
Speaker 6: also got my personal income tax. So now how is
Speaker 6: it that I'm able to make three hundred and fifty
Speaker 6: thousand dollars a year when we only gross a million dollars?
Speaker 6: But in a technical restaurant for me to make a
Speaker 6: undred fifty thousand dollars a yeah, I had to gross
Speaker 6: five million dollars. It's a winning model. Why because my
Speaker 6: fixed costs are low? Why because my my food costs
Speaker 6: have already been priced out. So I made sure I
Speaker 6: want it the table, and then I put all my
Speaker 6: employees on a salary wage. That way, I don't get
Speaker 6: caught up in hourly in doullars. So it makes sense
Speaker 6: for us right now.
Speaker 4: Blueprint, that's that's what I take. We appreciate.
Speaker 3: First of all, I want to thank you for saying that,
Speaker 3: because a lot of times people they don't give the
Speaker 3: blueprint right, or they don't they're like, stink you with
Speaker 3: their numbers, or they're like it's hit, it's hit a secret.
Speaker 4: So I want you to fully appreciate store with you.
Speaker 4: They don't believe the trucks, that's.
Speaker 3: Not even I want you to fully appreciate somebody just
Speaker 3: coming in and laying it on the table, right, Like
Speaker 3: I said, we want I don't know what else we
Speaker 3: can do. Try to help you out the best way
Speaker 3: we possibly can. But it's important to have a plan.
Speaker 3: That's the thing I like when we spoke on the phone.
Speaker 3: You have a plan in place.
Speaker 4: Right.
Speaker 6: Then, another quick piece I will advise people to really
Speaker 6: focus on, too, is play small ball for a while.
Speaker 6: Don't get so caught up on perceptional what people think.
Speaker 6: So like, for example, if you were to say, Derek, well,
Speaker 6: how would you scale your brand if you had no money?
Speaker 6: Let me give you that right?
Speaker 4: So all right?
Speaker 6: For example, if I had no money, I had the
Speaker 6: same food, what I would do is I would do
Speaker 6: a pop up and I would do collapse.
Speaker 4: You see what I'm saying. Like say, for example, you
Speaker 4: guys have a podcast.
Speaker 6: I'm sure you gotta eat eventually, and I would say, well,
Speaker 6: let me pop up at the podcast.
Speaker 4: Bring some attention to my brain and I'll make you
Speaker 4: guys chicken and waffles.
Speaker 6: Right, pop ups create collapse because now your attention to
Speaker 6: who you are, So the things that you can focus
Speaker 6: on what you're free, which is your content that you
Speaker 6: can produce and put out right.
Speaker 4: The image of your brand.
Speaker 6: And the projections and the messages that you convey, and
Speaker 6: then the relationships that you can create based off of
Speaker 6: the that you created, which can allow you to a
Speaker 6: further part of your brand.
Speaker 4: That's the reason why I'm here.
Speaker 6: So now those collapse create situations where now you can
Speaker 6: generate enough money to maybe not get a restaurant, a
Speaker 6: brick and mortar, but maybe a food truck, maybe a car,
Speaker 6: and then the car generates flow.
Speaker 4: You have to understand that flow is data.
Speaker 6: So all the customers who come into my restaurant, I
Speaker 6: make sure that they're aware that I have a separate club.
Speaker 6: I make sure that they connect with me through social media.
Speaker 6: I make sure I got your phone number and I
Speaker 6: make sure I got your email.
Speaker 4: So now I'm texting you pictures of the chicken and
Speaker 4: waffle while you at work all day. You know what
Speaker 4: I'm saying, And I'm creating that flow.
Speaker 6: There's another concept that we execute from time to time
Speaker 6: called a brunch and go, a brunch pop up of
Speaker 6: which I can show pictures of my meals right and
Speaker 6: I can send them out a mass text them.
Speaker 4: You guys can order them through the cash app, and
Speaker 4: then you can come pick them up from my house.
Speaker 6: That's a very effective, very efficient, very clean way in
Speaker 6: which you don't have any weights, you don't have any overhead,
Speaker 6: you don't have any labor.
Speaker 4: It's easy to scale a brand that way.
Speaker 8: And that's like one of the things that again that
Speaker 8: we're starting to see the restaurant industry grow to is
Speaker 8: like these ghost restaurants, so they stay at home restaurants,
Speaker 8: but people are making them based on their orders, you
Speaker 8: know what I mean. And Chick fil A actually just
Speaker 8: created two fulfillment centers where it's just delivery, so you
Speaker 8: order and they just ship it to you again and
Speaker 8: saves money on food costs because we're only making it
Speaker 8: when somebody orders it.
Speaker 7: Yeah, and the data, like you said, that's important.
Speaker 3: The data you said, data is you said something.
Speaker 4: Data is information, you said.
Speaker 6: So I'll say it to say this, be interested in
Speaker 6: the people who are interested in you, so like casing
Speaker 6: for them.
Speaker 4: You and your wife come into the restaurant, right, it's
Speaker 4: full of you guys.
Speaker 6: So I've already brought you in so it's easier for
Speaker 6: me to sell laterally, which means that now I could
Speaker 6: feel like data from you and say, look, I know you're.
Speaker 4: Interested in the brunch. How would you feel about a sell,
Speaker 4: how would you feel about a wedding? How would you
Speaker 4: feel about an event?
Speaker 6: And then grow your business latterly with the people who
Speaker 6: are coming in. I learned that my first store, and
Speaker 6: just being ron being real that, you know, I thought
Speaker 6: I had all these great products and I thought that
Speaker 6: people needed them, so I would go outside to the
Speaker 6: people who I felt needed them, and they weren't interested
Speaker 6: in them. But you guys are sitting here right now
Speaker 6: and you want them, and it's easier for me to
Speaker 6: be able to.
Speaker 4: Grow my brain.
Speaker 6: Also, in terms of wealth accumulation, it's always easy to
Speaker 6: grow loud only so that you can accumulate.
Speaker 4: Well, what do I mean by that?
Speaker 6: Meaning like, as opposed to me getting seven stores, I
Speaker 6: can find seven streams in one store. So now you
Speaker 6: got to realize that I can, I can coach, I
Speaker 6: can consult, I can speak. I got the restaurant, I
Speaker 6: got the food truck, I got events, I got the
Speaker 6: brunch and go. That's seven streams of income. The average
Speaker 6: manionaire got six to seven streams of income. I don't
Speaker 6: need anything else for me to get wealthy. I just
Speaker 6: need to perfect the things that I'm doing, all right, So.
Speaker 3: Yeah, so all right, so the next topic we're want
Speaker 3: to go to is scaling your business and taking your
Speaker 3: business to the next level. All right, So now you
Speaker 3: have the backstory, you have the current story, or we're
Speaker 3: gonna take it to the next level. Before I even start,
Speaker 3: we were kind of being whether we're going to do
Speaker 3: the last segment on some other stuff that's in the
Speaker 3: news right now. It's entertaining, but this is more important, Right,
Speaker 3: We're gonna we're gonna get back to that next week.
Speaker 3: We're gonna give you some more entertaining stories next week.
Speaker 3: But this is something that you can actually utilize in
Speaker 3: your day to day life and be successful and make
Speaker 3: some money. So we thought that this would be more
Speaker 3: important to cover for the last segment. So now we're
Speaker 3: going to go into how to scale your business, right,
Speaker 3: because it's one thing to have a business. It's another
Speaker 3: thing to have a successful business. It's another thing to
Speaker 3: have a successful business that can run without you and
Speaker 3: can grow into multiple locations and you can actually make
Speaker 3: some money from because we know that most entrepreneurs aren't
Speaker 3: really making money. They're struggling, right, So scalability, what's your
Speaker 3: ideas on scalability.
Speaker 6: All right, So for me, it always starts with the
Speaker 6: end in mind, you know what I mean. So the
Speaker 6: only way that you can scale is no where you're
Speaker 6: trying to go. Always related to like if we get
Speaker 6: out of here right now, we're all going somewhere, whether
Speaker 6: it's a real light, whether deer run across the road,
Speaker 6: whether it's stop shine, you continue to go. A lot
Speaker 6: of entrepreneurs are just starting, so it's like you start
Speaker 6: the ignition up to the car and.
Speaker 4: Like now you're waiting.
Speaker 6: No one's going to give you direction because we don't
Speaker 6: have any mentors. Speaking from an African alnment perspectives, I
Speaker 6: say so in terms of the scalability of the brand,
Speaker 6: you have to have a vision as to how you
Speaker 6: see opportunity in your industry for you to be able
Speaker 6: to grow in perpetuity.
Speaker 4: So it always starts for me with my grandkids.
Speaker 6: So like we say, I don't hustle for my first name,
Speaker 6: my hustle for my last right, So like why get
Speaker 6: the trucks because the stores already told you the store model, right,
Speaker 6: So the trucks are for my grandkids. So when it
Speaker 6: comes to scaling your brand, you have to you have
Speaker 6: to be focused on a handful of things. You have
Speaker 6: to have low overhead. You know what I'm saying. You
Speaker 6: have to know how to grow to your brand laterally
Speaker 6: in a way in which that you can generate multiple
Speaker 6: streams without no more cars. So like, okay, I did
Speaker 6: the supper club, so let's talk about the supper club.
Speaker 6: Or if you look at the supper.
Speaker 4: Club, may you right?
Speaker 6: I got Lamb Shops broccoli and asparagus, right, but it's
Speaker 6: the same Lamb Shops that's where eggs and potatoes.
Speaker 4: At the runch. So I'm not selling anything else. If
Speaker 4: you don't buy that brunch, I'm gonna dim the lights down.
Speaker 4: You're gonna buy to night.
Speaker 6: Yeah, you know what I'm saying. It's like we have
Speaker 6: to understand what it's gonna take. So I think low
Speaker 6: overhead is key. I think bringing in partnerships, Creating partnerships
Speaker 6: is definitely key for black businesses. If you don't create partnerships,
Speaker 6: the days of being self employed and sitting in your
Speaker 6: house doing someone's taxes and think you're gonna be on
Speaker 6: a fortune five.
Speaker 4: Hundred, it's over with.
Speaker 6: Yeah, that's yourself partnership collaboration. A lot of times in.
Speaker 8: Our community we are so hesitant to work with each
Speaker 8: other because it's like I want to make it out.
Speaker 8: I want to make it out, not knowing that if
Speaker 8: we look across like that person trying to make it too.
Speaker 6: Yeah, like I told you, Like with the Supper Club,
Speaker 6: it's Randy Problay, who's a partner of mine, and Kevin Vaughan.
Speaker 4: These gentlemen come on and endoor the stresses of starting
Speaker 4: up something new.
Speaker 6: But I've gotten better and better at you so constantly
Speaker 6: challenging myself. Like when I built out the first restaurant
Speaker 6: ever six months, the second one was four months. I
Speaker 6: built out the Supper Club in forty days. I'm talking
Speaker 6: about we had no MENIU, we had nothing. We just
Speaker 6: had a general feeling them.
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Speaker 6: So in order for you to scale your brand's going
Speaker 6: definitely take collaborations, especially if you be it's definitely gonna
Speaker 6: take a minimum overhead, doing as much sweat equity as
Speaker 6: you can to make sure that everything kind of remains
Speaker 6: intact in terms of financing. But then also coming under
Speaker 6: the fold is someone who's greedy in yourself. Like for me,
Speaker 6: I'm in a rare space because it's no black five
Speaker 6: star restaurants in Baltimore, so I kind of set the
Speaker 6: standard for what is to be. But also I have
Speaker 6: to navigate through a lot of valleys.
Speaker 4: And hills first.
Speaker 6: So like always equated to like cowboys and Indians, where
Speaker 6: like you know, the cowboy will look out and all
Speaker 6: the Indians will shoot them with the going arrows.
Speaker 4: I gotta get shot first.
Speaker 6: But I'm willing to do that if it provides a
Speaker 6: gateway or a path for you So it's more specifically
Speaker 6: when it comes to scaling businesses, I think that you
Speaker 6: have to have a plan in a way in which
Speaker 6: you see yourself in that business years from now. So
Speaker 6: always think about your grandkids and then reverse engineering. So like,
Speaker 6: that's what I do when I solve problems in my business.
Speaker 6: I don't focus on the shit that's good, Like, oh,
Speaker 6: the food is nice, and you know that the core
Speaker 6: is nice. But what about the fact that every week
Speaker 6: when they say they come here, they feel like the
Speaker 6: lines are too long, or you know, maybe they all
Speaker 6: want hot seal with the pancake instead of just you know,
Speaker 6: room tip much your serf. So I think you got
Speaker 6: a reverse engineer.
Speaker 4: So it all goes into how you say it. So
Speaker 4: in terms of my business.
Speaker 6: Model, we all know I like the real estate peace.
Speaker 6: So it's a mixed use property. It's commercial downsta talk
Speaker 6: about that. I don't let me talk about that, Okay,
Speaker 6: So it's real something with my piece, you know what
Speaker 6: I'm saying. So I have a mixed use property right,
Speaker 6: which means that it's commercial slash residential.
Speaker 4: There are tennis upstairs.
Speaker 6: The tennis pay the run upstairs, and now I have
Speaker 6: to deal with the rest of it downstairs, which leaves
Speaker 6: me with a minimum to no overhead because now you
Speaker 6: have people who've leveraged the cost. So I speak to
Speaker 6: entrepreneurs who have a brick and mortar. Find other ways
Speaker 6: to use what you already have outside instead of going
Speaker 6: outside of the scope of what you're doing. So like say,
Speaker 6: if you have a beauty salon and then you can
Speaker 6: allow someone to double it and use the space as
Speaker 6: a barber shop. Stop getting so caught up in the
Speaker 6: think and really thin things. I call it we major
Speaker 6: and minor things. So Black people, we tend to major
Speaker 6: and minor things, and we make things that are really important,
Speaker 6: we sit them behind the minor thing, Like what are
Speaker 6: people gonna think of me versus creating wealth? You know
Speaker 6: what I'm saying, How am I gonna be perceived if
Speaker 6: I rent my space? It's gonna be perceived like I
Speaker 6: don't got money. This is doing it versus their additional income.
Speaker 4: You know what I mean?
Speaker 6: Maybe I might not want to just stuff the lamb
Speaker 6: chops with lobster this week to save it.
Speaker 4: Out, you know what I'm saying. So those things are
Speaker 4: extremely important.
Speaker 6: How we look is extremely like it's a very big
Speaker 6: thing to us, Whereas for me it was like, yo,
Speaker 6: when I first started my brand, like I told you,
Speaker 6: I came into the game with one hundred grand, right.
Speaker 6: I could have gotten caught up an ego and been like, well,
Speaker 6: I'm not gonna clear this plate or I'm not gonna
Speaker 6: watch these dishes because this is not what count. But
Speaker 6: I think the division always allows you to surmount. So
Speaker 6: even when you busting tables, you're thinking about I'm going
Speaker 6: eight locations in ten years, so what does it matter,
Speaker 6: or you're thinking about your last name, think about the
Speaker 6: long term, keep the overhead head low, focus on collaborations,
Speaker 6: and get other people who have morenage in.
Speaker 3: Now that's meant well, just one minute before you go
Speaker 3: choice because what you said was very important. I don't
Speaker 3: want to think over people's heads. So you're making money
Speaker 3: from the tenants upstairs, and that's pretty much covering the
Speaker 3: cost of the restaurant, so that saves you.
Speaker 6: Yeah, the tendants up says cover about roughly sixty percent
Speaker 6: of the note.
Speaker 3: So that's important to understand because you have to find
Speaker 3: creative ways to leverage.
Speaker 4: And that's the scaling model in general.
Speaker 6: So when people come to men and they say, well, dork,
Speaker 6: I think you look great in the strip mode of shopping,
Speaker 6: so it don't fit them out. So the only way
Speaker 6: I could grow my brain is the mixed use properties,
Speaker 6: that of townhouses or apartments in which I'm at the bottom.
Speaker 6: That's what that looks like. So now now let's really
Speaker 6: think about it and break it down. It's no longer
Speaker 6: a restaurant play. It's a real estate play. Yeah.
Speaker 4: That's so.
Speaker 8: Some of the things that people want to know is like,
Speaker 8: what are the qualities you need to be an owner?
Speaker 8: So we did a little research and likabilities one being
Speaker 8: able to multitask, being able to delegate, And one of
Speaker 8: the most interesting things I read was being able to
Speaker 8: thrive under stressful conditions. And I think that gets overlooked.
Speaker 8: You want to talk about some of the setback stress,
Speaker 8: the stress.
Speaker 4: No, but it's never all good. It's never all good.
Speaker 4: It's never all good for me.
Speaker 6: Yeah, I mean, especially as a black person, because you know,
Speaker 6: my restaurants all black.
Speaker 4: You know, the staff is black.
Speaker 6: We hire any and everyone's qualified, but I focus on black,
Speaker 6: you know, because we need it.
Speaker 4: So they the hardest to work with, you know, Yeah,
Speaker 4: they the hardest to work with.
Speaker 6: And the reason why is because we don't have models,
Speaker 6: so like when you have, when you got models, you
Speaker 6: could buy any things. I always speak. I generally, I mentored,
Speaker 6: and I hire mostly young black men. They the hardest
Speaker 6: to deal with because they don't buy in it anything
Speaker 6: because they can't say, well, well, Derek, your dad is
Speaker 6: a third generation restaurant al and we've seen you guys
Speaker 6: come through the ranks because my dad worked for your dad,
Speaker 6: and now I can believe in this, right, But we
Speaker 6: tend to believe in Northtons because it's fifty five or
Speaker 6: eighty locations and they got billions of dollars and they're
Speaker 6: gonna give you all these wages and all this shit's
Speaker 6: gonna be promised to you, so you tend.
Speaker 4: To focus on today.
Speaker 6: It's very difficult as a as a black entrepreneur because
Speaker 6: we get the.
Speaker 4: Most resistance from our people.
Speaker 6: So I'll explain to you how what I mean when
Speaker 6: I say that, let's talk about consumerism. So that's something
Speaker 6: that's big to me, right versus support, Well, I support
Speaker 6: black business.
Speaker 4: Well support is more of a philanthropic thing. So if
Speaker 4: you see that I'm doing what I'm doing.
Speaker 6: Or you decide to cash at me or you or
Speaker 6: you know someone that might be in my industry who
Speaker 6: can help provide an additional service or more mentorship, then
Speaker 6: that's support. But if you come to me and you
Speaker 6: pay for a chicken and waffle because it's great because
Speaker 6: you like it, then that's consumption. And we really have
Speaker 6: to educate the consumers on what consumption really means. Support
Speaker 6: doesn't mean that because you came to my restaurant and
Speaker 6: you spent some money, you supported me. No, because I
Speaker 6: didn't have to drag you up and support mercedes. You
Speaker 6: got a Mercedes outside. Now you ain't have to say,
Speaker 6: oh you lucky y'all came in and supported y'all.
Speaker 4: You know you don't, right, Yeah, but with us, it's
Speaker 4: a certain level of life. You owe me, Yeah, you
Speaker 4: owe me.
Speaker 6: You know, entitlement, entitleed, it comes with it s So
Speaker 6: with that entitle we have to understand what that looks
Speaker 6: like to you. Because, okay, this is another way in
Speaker 6: which you can scale black businesses a robust top line.
Speaker 6: You gotta make sure that you funnel any and every
Speaker 6: doubt or not. Just you come by the checking the
Speaker 6: while keep doing your thing. Bro, Hey appreciate you since
Speaker 6: y'all have a governa really piler. That shit on your
Speaker 6: mother's birthday, valentized day, your anniversary, add to your kids
Speaker 6: soccer game. Dump it on because it will allow us
Speaker 6: to make a certain amount of money and then will
Speaker 6: overcome obstacles, will surmount mistakes, and we can scale because
Speaker 6: I mean, if really all go down the sales for real,
Speaker 6: for real, I can scale. I can have a medio
Speaker 6: a business. But if I'm generating a lot of sales,
Speaker 6: they're not gonna scale. McDonald's. They don't have the best
Speaker 6: burger you ever had, but they got a system. They
Speaker 6: got to consistent flow and scalability looks likely, you know
Speaker 6: what I mean, Versus your uncle. He make a great burger,
Speaker 6: but you go once in a while. You gotta keep going.
Speaker 6: You gotta keep going and going and going and going
Speaker 6: and going. And you gotta also understand that these businesses
Speaker 6: are in a different place than most businesses, so you're
Speaker 6: gonna have to endure failures as a customer. Like, for example,
Speaker 6: if I'm working on the iPhone and it ain't working out,
Speaker 6: I can take that shit back to a research lab
Speaker 6: and figure it out. Versus if I say, look, I'm
Speaker 6: gonna try this new syroup this weekend. It directly goes
Speaker 6: on your plate and it has a direct effect on
Speaker 6: you as a customer, which can come directly back to me.
Speaker 6: So those things are robustop line are robust top line
Speaker 6: and patience, you know.
Speaker 3: Yeah, anything else ty that you want to but a
Speaker 3: lot the last thing before we before we wrap it up,
Speaker 3: is that I want to talk about. So you have
Speaker 3: a unique story and you have a unique look too, right, yeah,
Speaker 3: all right. So you're in the Inner Harbor.
Speaker 4: Are you not in the harbor? Or outside? You on
Speaker 4: the other side of the harb. So it's two pieces.
Speaker 6: It's the tourist side of the harbor and then this
Speaker 6: is the more exclusive side of the Harbor that's based
Speaker 6: on residential So I'm right across the street from the
Speaker 6: Risk Cold.
Speaker 4: Okay, all right, So if anybody's not familiar, I said,
Speaker 4: I used to live in Baltimore.
Speaker 3: But if if anybody's never been to Baltimore, Baltimore is
Speaker 3: an interesting city, like most cities, you know, still say
Speaker 3: g yeah, exactly. So the Inner Harbor is a wealthy neighborhood.
Speaker 3: It's right on the water, very affluent businesses. You have
Speaker 3: the risk calls and stuff like that. So you're a
Speaker 3: black Are you the only black honed restaurant in Harbor
Speaker 3: in that area? The only black home restaurant in that
Speaker 3: in that area? And I'm assuming a lot of your
Speaker 3: customers aren't black, right yeah? Yeah, kind of a mixed
Speaker 3: crowd probably, so you don't fit the traditional business model
Speaker 3: that somebody might look. Right, So they look at you,
Speaker 3: they say, Okay, how how have you been able to
Speaker 3: overcome that? Because a lot of times people, you know,
Speaker 3: they don't want to compromise who they are as a person,
Speaker 3: but they struggle with that, especially us, right, like the
Speaker 3: struggle with do I cut my braids off? Do I
Speaker 3: have a tattoo? Like my name is is different than
Speaker 3: your name? So it's like, how how have you been
Speaker 3: able to overcome that? And or has that been an
Speaker 3: issue for you at all?
Speaker 4: No?
Speaker 6: No, it's definitely been an issue for me specifically, not
Speaker 6: for them. I personally don't give you know what I mean,
Speaker 6: just being honest, like soho, No, it's it's been an issue.
Speaker 4: I think I've always remained treated myself.
Speaker 6: My mother taught me at a young age to stay
Speaker 6: grounded and who I am and my beliefs.
Speaker 4: I knew what I was doing was different.
Speaker 6: I knew when I did, Like, for example, like I
Speaker 6: knew when I was doing a black business in the
Speaker 6: white neighborhood that not only was our black man getting
Speaker 6: out of prison and doing something that was new, but
Speaker 6: the likelihood.
Speaker 4: Of me surviving with slim to none. I'll explain something to.
Speaker 6: You, because when you got a black business, y, I
Speaker 6: got a black restaurant in the black neighborhood, right, I
Speaker 6: immediately come out of the doors of my establishment.
Speaker 4: In the community, embraced me. They're looking forward to me.
Speaker 6: They're gonna stop and get me at lunch, then a
Speaker 6: breakfast after they get off work.
Speaker 4: When they see me cleaning up outside my store, they
Speaker 4: salute me. It's a level of support there that's just obvious.
Speaker 7: Right, it's built in.
Speaker 4: Yeah, it's built in. But how many just not even
Speaker 4: not even restaurants, how many.
Speaker 6: Black businesses are in influent white neighborhoods that make it period,
Speaker 6: you know what I'm saying. And then let alone we
Speaker 6: open on the weekends, and then let alone, I don't
Speaker 6: have any partners, you know, in terms of my anomics
Speaker 6: and things like that. And then let alone, like we
Speaker 6: don't have the cheapest costs. We show everything allaka you
Speaker 6: know what I mean. We're not offering any.
Speaker 4: Deals, you know. It just it just built off a quality.
Speaker 6: So it was a strong belief system for me specifically
Speaker 6: from the beginning that allowed me to stay the course.
Speaker 3: We want to thank you for coming in and to
Speaker 3: to to being so honest and opening up you know
Speaker 3: your playbook, right, because you didn't have to do that, right.
Speaker 3: And this is something, like I said, with this show,
Speaker 3: we're taking a unique approach to it where we really
Speaker 3: want to educate, you know. And I think that entrepreneurship
Speaker 3: is something that's very important and even in college, right,
Speaker 3: Like they don't teach you this certain stuff in business
Speaker 3: school and stuff like that.
Speaker 4: So to hear it from a real world perspective, is.
Speaker 3: Somebody that you know, people can relate to, somebody from
Speaker 3: the community, somebody from the neighborhood. Is uh, it's encouraging
Speaker 3: and and it's also it's important. It's important and for those.
Speaker 8: Of us who are in culinary school and then like
Speaker 8: can't figure it out, like this is we built this.
Speaker 7: We built this from the ground up.
Speaker 8: Yeah, there was no formal school that you went to
Speaker 8: and built this from the ground up, from based off experiences. Yeah,
Speaker 8: and one avenue just resonating to another one, you know
Speaker 8: what I mean. In one medium, you took some some
Speaker 8: ethics and some some mobils and you brought it to
Speaker 8: a different one.
Speaker 3: And that's powerful and it's all don't have to cut
Speaker 3: you off. But it's also can be related to any business,
Speaker 3: not just restaurants. Right, So we're talking about the restaurant
Speaker 3: business today because you're on a restaurant, but the business
Speaker 3: model and the ideas and the general principles of business
Speaker 3: can be applied to anything, Like you said, whether it's
Speaker 3: a hair salon, whether it's a restaurant, whether it's a
Speaker 3: sneaker store, no matter what it is. You see, I
Speaker 3: just named those three differents I talked about before. Right,
Speaker 3: that's a cloth store. So no matter what it is,
Speaker 3: it can be applied to. So that's something that's important.
Speaker 6: And you gotta respect the entrepreneur too, because that's another
Speaker 6: thing I don't really feel I touched on enough.
Speaker 4: Like black people, you know, to speak to them.
Speaker 6: Yeah, so black people, like you know from the consumption style,
Speaker 6: understand what it looks like when a black person is
Speaker 6: establishing a business or entity and what it's gonna take
Speaker 6: for you to grow them. But more specifically, young black
Speaker 6: people who work for black people.
Speaker 4: Know what that takes to be able to build out
Speaker 4: that brand.
Speaker 6: Dedicates your sweat equity to those companies because they need
Speaker 6: you more than a white entities. Right, we talk about
Speaker 6: it all the time, Ruth, Chris rich enough, nor Strom's
Speaker 6: rich enough, Macy's rich enough. So it's so crazy because
Speaker 6: like when you're speaking about the Color Night School, the
Speaker 6: young black kids come out to Color Nighted School, they
Speaker 6: gonna work for the fucking four seasons.
Speaker 4: And you're like, Yo, you ain't never think that.
Speaker 6: Allocate even my customers, My customers come in the store, right,
Speaker 6: your son or come out of Culorinize school. You'll let
Speaker 6: him work for the four seasons. But your cousin who
Speaker 6: getting out of jail. You pulled me straight up, You
Speaker 6: pulled me straight up. Yeah, look, min just to let
Speaker 6: you know, you know, my cousin just got all the
Speaker 6: joint he need a job.
Speaker 4: Or what about your daughter, she got a.
Speaker 6: Master's degree, She need a job. Yeah, she need a job.
Speaker 6: Stop sending out. In some cases, I would say verse
Speaker 6: potentially at your best talent, because we don't do that
Speaker 6: with Lebron and all that. When we see that a
Speaker 6: young black kid, is he fifteen years old and he's
Speaker 6: six y nine and he could dribble.
Speaker 7: We gotta make sure he yo.
Speaker 4: We clambering like, keep him out of trouble and make
Speaker 4: sure he get home.
Speaker 6: But when you see the young black entrepreneursh's twenty years old,
Speaker 6: who's selling nachos? You know, like my young man killer
Speaker 6: for nacho mag he selling nachos, You throw him to
Speaker 6: the walls.
Speaker 4: Oh you know, my cousin, my uncle, my cracking uncle.
Speaker 4: Can he sweep the steps up?
Speaker 2: Nah?
Speaker 4: Stop doing that, because they do that all the time.
Speaker 6: They tend to undermine the value of our entrepreneurs where
Speaker 6: and essentially our entrepreneurs and our creators all the future.
Speaker 6: Because I don't get fuck how high he could jump.
Speaker 6: Eventually he got a battalire. I only fuck how fast
Speaker 6: he runs. Somebody gonna run fast. That business is forever.
Speaker 6: It could last in perpetuity. The dualation of a business
Speaker 6: can go on for generations. It could go on for decades.
Speaker 6: So a person could do business up until the time
Speaker 6: they eighty five ninety. We still got ninety year old
Speaker 6: CEOs and shit like Al Davis who ran the Raiders
Speaker 6: until he was like fucking ninety, did he did right?
Speaker 4: They're like at Jerry Jones. That shitn't go on forever.
Speaker 6: So you know, the musicians, the creatives, the entrepreneurs, they
Speaker 6: have to be supported the same way the athletes are support.
Speaker 6: I'm not taking anything away from the athletes, but to
Speaker 6: me personally, I feel like my son could read, and
Speaker 6: he could he could he could assimilate information, and he
Speaker 6: could impart that information out and he could get his
Speaker 6: ideas out.
Speaker 4: Of the world, and he could make more money than
Speaker 4: Lebron James.
Speaker 6: He could create more opportunity for people than Lebron James,
Speaker 6: and he could give more back.
Speaker 4: Because that's not really talked about either.
Speaker 6: That that whole yo would have looked like to work
Speaker 6: for the black man, would have looked like to beat
Speaker 6: a black man who owned it, and then wouldn't looked
Speaker 6: like the consumer from the black man ate three different perspectives.
Speaker 5: My graduates from my school being Forts back drop drop
Speaker 5: or Mike drop back drop.
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