WEBVTT - Private Markets May Signal More Restaurant M&A

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<v Speaker 1>Welcome to Chopping It Up. I'm your host, Mike Hallon,

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<v Speaker 1>the senior restaurant and food Service analyst at Bloomberg Intelligence.

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<v Speaker 1>Today we're joined by Ashish Sah, founder and Managing director

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<v Speaker 1>of Harrington Park Advisors, a boutique investment bank focused on

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<v Speaker 1>in restaurants and consumer services companies. Thanks for doing this, Ashish.

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<v Speaker 2>Thanks for having me, Mike.

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<v Speaker 1>Yeah, I've been looking forward to this.

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<v Speaker 2>Man.

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<v Speaker 1>You very opinionated. My favorite type of people.

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<v Speaker 2>Just like I do have my opinion yees.

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<v Speaker 1>Yeah, it's great. Can you talk about your previous career

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<v Speaker 1>experience and what motivated you to start Harrington Park.

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<v Speaker 2>Yeah. Sure. Look, I've been an investment banker now for

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<v Speaker 2>twenty one years, and I've had the opportunity to work

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<v Speaker 2>at some of the global investment banks. Started my career

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<v Speaker 2>at Bank of America, went over to Marylynch when there

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<v Speaker 2>was a separate Meryl Lynch at the time, and RBC

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<v Speaker 2>and a few other banks you know. Spent thirteen years

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<v Speaker 2>in my career at first in New York City, working

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<v Speaker 2>at various banks. Eventually moved to Chicago and joined Bank

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<v Speaker 2>of Montreal and had the opportunity to work with the

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<v Speaker 2>restaurants when I was there and just absolutely fell in

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<v Speaker 2>love with the space. You know, the you know what's

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<v Speaker 2>not like your your meetings are at restaurants, you're trying

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<v Speaker 2>new food. I love food, And it was the people

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<v Speaker 2>around the restaurant space. They're they're hospitable, they're kind, they

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<v Speaker 2>know the value of a team, and all that just

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<v Speaker 2>made it made the work just so much enjoyable. Yeah.

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<v Speaker 2>You know, during that time at BMO, I landed up

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<v Speaker 2>working on some pretty landmark transactions in the space, including

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<v Speaker 2>work we were including the lead left book runner on

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<v Speaker 2>Kurasushi's IPO back in trade nineteen, which you might recall

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<v Speaker 2>at that point no restaurants were going public and a difficult,

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<v Speaker 2>difficult background young company. We successfully achieved a IPO for Kurasushi,

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<v Speaker 2>and and you know, the rest is history. That stock

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<v Speaker 2>has gone through the roof over the last several years now.

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<v Speaker 2>And the other transaction that that I'm very proud of

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<v Speaker 2>was Condato Taco is a private company out of Columbus,

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<v Speaker 2>Ohio that we sold to the Beakman Group in twenty

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<v Speaker 2>twenty March or twenty twenty in fact, and right before

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<v Speaker 2>the pandemic, and that business has done an amazing job

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<v Speaker 2>growing over the last several years. Since that time, my

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<v Speaker 2>be more days. I've grown my practice into consumer services

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<v Speaker 2>as well, some multi union consumer services companies, and I've

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<v Speaker 2>had the privilege to advise on some of the leading

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<v Speaker 2>brands such as Velvet, Taco, Imags Studios, Another Broken Egg, Fuzzies, Pinstripes,

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<v Speaker 2>Houston Hot Chicken and been able to drive results that

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<v Speaker 2>we believe are the best in class outcomes in the sector.

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<v Speaker 2>I started Heddington Park in early twenty twenty three, so

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<v Speaker 2>we're a little bit over a year over now, and

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<v Speaker 2>the goal was to provide bulge bracket white gloves service

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<v Speaker 2>to emerging growth to middle market companies in the restaurant

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<v Speaker 2>and consumers services space. We felt that needed to support

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<v Speaker 2>the most but were unable to be served by the

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<v Speaker 2>larger investment banks, and that was the goal behind Harrington

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<v Speaker 2>Park Advisors. So over the last what is it now,

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<v Speaker 2>fourteen to fifteen months, we've completed four transactions including Pinstripes,

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<v Speaker 2>Houston Hot Chicken in its studios, and then just this

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<v Speaker 2>week Untamed Brands.

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<v Speaker 1>Yeah, that's great, it seems like a great niche. You've

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<v Speaker 1>worked with some great brands and I'll circle back to

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<v Speaker 1>those as we get into this. You know, let's just start,

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<v Speaker 1>you know, at the five thousand foot view, as the

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<v Speaker 1>restaurant M and A market improved that all this year.

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<v Speaker 2>Yes, and no, I think if you look at the

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<v Speaker 2>transactions that are getting done. Obviously we just had the

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<v Speaker 2>Tropical Smoothie deal get done at a very robust valuation.

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<v Speaker 2>We also had Benny Hannah a sale get completed this year.

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<v Speaker 2>And then you know, we sold on Tame brands, We

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<v Speaker 2>did it in the consumer services, we did image studios

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<v Speaker 2>this year. But if you think about kind of the

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<v Speaker 2>volume and the velocity of deals, it is not what

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<v Speaker 2>it was in twenty nineteen, or for that matter, in

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<v Speaker 2>twenty or twenty twenty one when the entire M and

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<v Speaker 2>A market was on fire. And but what's happening, I

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<v Speaker 2>believe behind the scenes is there are assets that are

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<v Speaker 2>and I'm talking purely about private markets at this point,

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<v Speaker 2>there are assets that are coming out. I think it's

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<v Speaker 2>probably driven by a whole host of factors, including you know,

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<v Speaker 2>founders needing monetization, people realizing that the gap that invaluations

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<v Speaker 2>isn't going to come down. But so activity is starting

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<v Speaker 2>to pick up. More more companies are talking about capital

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<v Speaker 2>raises or partial or complete sales of the businesses, but

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<v Speaker 2>it is nowhere near the velocity that we had in

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<v Speaker 2>prior years.

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<v Speaker 1>Okay, is there a wide gap in interests between company

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<v Speaker 1>and franchise models as well as full and quick service?

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<v Speaker 2>Huge gap? I think, you know the what we've seen

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<v Speaker 2>over the last several years. I mean, this probably goes

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<v Speaker 2>back a decade and a half or two at this point.

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<v Speaker 2>But you know, if you look at the public markets,

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<v Speaker 2>the valuations for franchise ors went through the roof, and

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<v Speaker 2>we saw companies like Jack in the Box, for example,

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<v Speaker 2>go from I don't know, mid sixties, mid seventies franchise

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<v Speaker 2>all the way to ninety plus franchise because they're recognized

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<v Speaker 2>that that the public market investors were rewarding companies that

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<v Speaker 2>were asset light prior to the pandemic. That interest was

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<v Speaker 2>there in franchise ours from the private markets too, from

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<v Speaker 2>institutional capital, private equity, family offices, but it took a

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<v Speaker 2>whole new turn during a post pandemic. Currently, the interest

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<v Speaker 2>in franchised models is at an all time high. If

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<v Speaker 2>you look at the activity since twenty twenty with you know,

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<v Speaker 2>whether it's Shipley's Donuts or Tropical Smoothie twice. Now the

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<v Speaker 2>investors are all about franchise models. Given the asset light

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<v Speaker 2>nature of the model, the more predictable nature of cash flows,

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<v Speaker 2>the ability to get leverage on those cash flows. That

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<v Speaker 2>that has created a huge gap between interesting franchise models

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<v Speaker 2>versus company owned models. Uh. I think the other other

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<v Speaker 2>part that the company or model is suffering from right

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<v Speaker 2>now is if you again go back over the last

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<v Speaker 2>decade or two, uh, there was once a belief that

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<v Speaker 2>any innovative company owned model can become a national brand.

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<v Speaker 2>And the post child for that obviously was Chipotle. You know,

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<v Speaker 2>started from you know, one town into a national phenomena

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<v Speaker 2>and continues to be a national phenomena today. And based

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<v Speaker 2>on that success, a lot of institutional capital started chasing

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<v Speaker 2>these innovative, younger, fast casual brands. And what has happened

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<v Speaker 2>over the over the last decade is that a lot

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<v Speaker 2>of those investments in those companies have not really been

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<v Speaker 2>very successful. I think what is what maybe folks did

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<v Speaker 2>not know but are now realizing, is that, you know,

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<v Speaker 2>it obviously takes capital, right, unit economics don't typically match,

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<v Speaker 2>you know, what the home marketing and economics are as

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<v Speaker 2>you go into new markets, the marketing spend needed to

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<v Speaker 2>expand into those markets is a significant amount and it

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<v Speaker 2>just takes time. You know, when you have a five

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<v Speaker 2>six seven year old as as private aquity typically does,

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<v Speaker 2>it is very difficult to take an emerging brand and

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<v Speaker 2>convert it into a even a regional brand for that matter.

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<v Speaker 2>You know, we we we We've seen companies like you know,

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<v Speaker 2>Cafe Rio for example, that you know was owned by

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<v Speaker 2>a private acquity from Carpriley, but they owned it for

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<v Speaker 2>almost twelve years and over that time they really grew

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<v Speaker 2>that business into a super regional West Coast, Mountain West,

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<v Speaker 2>you know, Midwest brand. But it took time and oftentimes

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<v Speaker 2>those windows are not available for most private equity firms.

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<v Speaker 2>So so those are the factors that are are are

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<v Speaker 2>on people's minds as they think about franchise growth. Where

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<v Speaker 2>you can if you have a really good franchise development platform,

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<v Speaker 2>the right person in that seat, an amazing brand needing

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<v Speaker 2>economics and cash and cash returns that work for franchisees,

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<v Speaker 2>you can supercharge growth. Those franchisees are sitting in their

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<v Speaker 2>local markets. They are the mom and pop that run

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<v Speaker 2>that business, they know their community, they're invested in that business,

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<v Speaker 2>and they're taking care of it day in and day out,

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<v Speaker 2>as opposed to a regional manager who just runs you know, seven, eight,

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<v Speaker 2>ten restaurants. And so today, in today's market, franchise concepts

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<v Speaker 2>have been our hot property and company models have taken

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<v Speaker 2>a little bit of a backseat compared to the franchise models.

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<v Speaker 2>But these things come in waves, you know, and things change.

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<v Speaker 2>You know, five six years ago, people were talking about

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<v Speaker 2>why company models are more superior because you can actually

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<v Speaker 2>maintain the culture of your organization when you own the stores.

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<v Speaker 2>And in any company that is growing is and you

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<v Speaker 2>hope to grow it into a super regional or even

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<v Speaker 2>a national chain. Without culture, you will you cannot succeed

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<v Speaker 2>having a single mission and and that can be hard

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<v Speaker 2>in in enfranchised concepts. So look, we're currently in a

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<v Speaker 2>wave of where franchise companies are attracting more attention. You know,

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<v Speaker 2>my expectation is that the the quality of assets in

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<v Speaker 2>any space or you know, there's a limited finite amount

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<v Speaker 2>of high quality assets and some of those have already transacted,

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<v Speaker 2>and then over time, those will those opportunities will diminish.

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<v Speaker 2>And then you know, private equity firms, family offices will

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<v Speaker 2>again start to consider companial models. Look, we're advising on

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<v Speaker 2>businesses that are company or models right now that are

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<v Speaker 2>absolutely fantastic, and have advised on companies that have company

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<v Speaker 2>and models that are absolutely fantastic. And despite the changes

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<v Speaker 2>in the current em and environment, those businesses in their

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<v Speaker 2>own are outperforming uh and building into you know, juggernaut.

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<v Speaker 2>So these things come in waves, they come and go,

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<v Speaker 2>and right now we're in a place where franchise modelsm

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<v Speaker 2>are more attractive, but I expect that to kind of

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<v Speaker 2>change over time.

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<v Speaker 1>That's really interesting because it feels like for over a decade,

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<v Speaker 1>everybody's been chasing the next.

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<v Speaker 2>Rapole that's right, and we haven't found one.

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<v Speaker 1>And so you know, for some of these say fast

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<v Speaker 1>casual brands that maybe have a few dozen stores, you know,

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<v Speaker 1>should they be starting the franchise, says franchise or would

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<v Speaker 1>be almost rather you know, get involved with a company

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<v Speaker 1>owned fast casual and then they do the franchise.

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<v Speaker 2>Yeah. Look, the franchise model is obviously very attractive from

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<v Speaker 2>an acid light and growth perspective and the velosophy of

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<v Speaker 2>that growth perspective, but it takes time to build up,

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<v Speaker 2>and it takes investment to build up. You know, if

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<v Speaker 2>you're just let's just say you've got a handful of stores,

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<v Speaker 2>and you say, actually, I've got a pretty simple operation.

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<v Speaker 2>My kitchen op offs are pretty simple. I think I

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<v Speaker 2>can franchise this. First, you got to go set up

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<v Speaker 2>that organization. You got to go follow FTDs, you got

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<v Speaker 2>to get the right people in place to go find franchises. Eventually,

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<v Speaker 2>when this franchisees sign up, provide them support on real

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<v Speaker 2>estate marketing store opening, and then those franchises then have

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<v Speaker 2>to go successfully open those stores right, and all that

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<v Speaker 2>takes time. So if you're starting from scratch today, it

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<v Speaker 2>can take you at least two to three years before

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<v Speaker 2>you start seeing a a franchise store open. And then

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<v Speaker 2>you having a franchise store does not make you a

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<v Speaker 2>franchise or to really get the value as a franchise

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<v Speaker 2>or you need to have I would say, you know,

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<v Speaker 2>about one hundred hundred and twenty units franchise units open,

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<v Speaker 2>because at that point you really start to leverage your infrastructure,

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<v Speaker 2>and every new unit you open, the royalties from that

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<v Speaker 2>start to trickle trickle down. Also, because you're only taking

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<v Speaker 2>five six seven percent royalties and not getting the full

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<v Speaker 2>EBIT of the store. As a company owned model, it

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<v Speaker 2>just takes a longer time to scale your business into

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<v Speaker 2>a larger scale EBITDA business, so to to for for

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<v Speaker 2>for companies that are seeking the franchise route and to

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<v Speaker 2>converting them into into franchise ors, it's going to take

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<v Speaker 2>time to get those stores open, for those stores to

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<v Speaker 2>show performance, to get scale, to get to one hundred

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<v Speaker 2>plus units, to really fully achieve that valuation that you're

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<v Speaker 2>seeking as a franchise or so oftentimes we're speaking to

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<v Speaker 2>you know, private equity firms that are that have invested

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<v Speaker 2>in a brand and are as asking hey, should I

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<v Speaker 2>go down the franchise route? This seems French franchise Well,

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<v Speaker 2>and for all the reasons I just stated, Uh, my

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<v Speaker 2>advice is that unless you plan to hold for the

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<v Speaker 2>next five to seven to nine years, a franchise route

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<v Speaker 2>is not really going to drive the valuation that you're seeking.

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<v Speaker 1>Yeah, yeah, that's great. It's a completely different muscle.

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<v Speaker 2>Right, It completely is. It completely is. And and look,

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<v Speaker 2>even companies that have company owned units and franchise units,

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<v Speaker 2>there are plenty of brands out there that do both.

0:14:26.480 --> 0:14:29.240
<v Speaker 2>It's almost like having two different organizations supporting those.

0:14:29.520 --> 0:14:34.440
<v Speaker 1>Very cool valuation You mentioned any rebounding valuations at all

0:14:34.600 --> 0:14:35.040
<v Speaker 1>this year.

0:14:37.920 --> 0:14:42.880
<v Speaker 2>I think valuations continue to be not where they used

0:14:42.880 --> 0:14:46.480
<v Speaker 2>to be prior to the pandemic. But you know, maybe

0:14:46.760 --> 0:14:50.479
<v Speaker 2>if you look at it a different way, maybe valuations

0:14:50.480 --> 0:14:55.280
<v Speaker 2>prior to the pandemic were highly elevated or all time highs. Right,

0:14:55.320 --> 0:14:59.640
<v Speaker 2>so we're just coming back to where businesses like restaurants

0:14:59.680 --> 0:15:02.840
<v Speaker 2>and services should be trading. Consumer services continues to be

0:15:03.080 --> 0:15:05.560
<v Speaker 2>on a tear and those valuations are at an all

0:15:05.640 --> 0:15:09.680
<v Speaker 2>time high as we speak, but restaurant valuations have come

0:15:09.720 --> 0:15:15.200
<v Speaker 2>down from prior to the pandemic. I'm starting starting to

0:15:15.240 --> 0:15:19.360
<v Speaker 2>see some hope that valuations will get a little bit

0:15:19.400 --> 0:15:21.960
<v Speaker 2>of a pickup here, and I think that's going to

0:15:22.000 --> 0:15:24.960
<v Speaker 2>be driven by the fact that there has been a

0:15:24.960 --> 0:15:29.440
<v Speaker 2>little bit of easying on the credit side, whether it's

0:15:29.440 --> 0:15:34.960
<v Speaker 2>banks but most likely private lenders are starting to reconsider

0:15:35.040 --> 0:15:39.240
<v Speaker 2>investing into the restaurant space. Interest rates are starting to,

0:15:39.280 --> 0:15:43.080
<v Speaker 2>you know, have have come down a little bit. No,

0:15:43.200 --> 0:15:46.160
<v Speaker 2>not maybe compared to trade nineteen, but but where we

0:15:46.160 --> 0:15:50.920
<v Speaker 2>were just about a year and a half ago. And

0:15:50.960 --> 0:15:53.400
<v Speaker 2>I think that is driving some of the interesting restaurants

0:15:53.440 --> 0:15:56.320
<v Speaker 2>because I think we're also working against a backdrop where

0:15:57.560 --> 0:16:00.960
<v Speaker 2>the there has been if if you think about the

0:16:01.120 --> 0:16:06.280
<v Speaker 2>restaurant space has absorbed over the last four years, it

0:16:06.400 --> 0:16:09.960
<v Speaker 2>is incredible the fact that we are here still and

0:16:10.040 --> 0:16:13.840
<v Speaker 2>have and have a restaurant industry. We had a pandemic

0:16:13.920 --> 0:16:16.680
<v Speaker 2>where nobody knew what was going on. And I remind

0:16:16.720 --> 0:16:18.960
<v Speaker 2>people who have who are forgotten, these are the days

0:16:18.960 --> 0:16:21.480
<v Speaker 2>when we were spraying down Amazon packages before we brought

0:16:21.480 --> 0:16:25.520
<v Speaker 2>them into our houses. Okay, those are the days. And

0:16:26.160 --> 0:16:29.240
<v Speaker 2>they figured out how to adjust the models. Not everybody survived,

0:16:29.240 --> 0:16:33.080
<v Speaker 2>but a lot did. But there to readjust their models

0:16:33.160 --> 0:16:38.520
<v Speaker 2>there there how they communicate with their consumer and and

0:16:38.520 --> 0:16:41.840
<v Speaker 2>and and so that was one. Then uh, you know,

0:16:42.120 --> 0:16:44.360
<v Speaker 2>they got a lot of support from the government uh

0:16:44.400 --> 0:16:46.520
<v Speaker 2>in PvP loans and they were you know, that helped

0:16:46.520 --> 0:16:50.760
<v Speaker 2>a lot a lot of companies stay afloat. And then

0:16:50.800 --> 0:16:52.960
<v Speaker 2>coming out of it, we had a consumer that had

0:16:53.000 --> 0:16:56.240
<v Speaker 2>been saving for for during the pandemic. The government was

0:16:56.400 --> 0:17:00.160
<v Speaker 2>you know, uh providing them uh support during that time

0:17:00.200 --> 0:17:04.280
<v Speaker 2>as well. Student debt was taken off the table for

0:17:04.320 --> 0:17:07.320
<v Speaker 2>a while there, right, and you had a consumer that

0:17:07.400 --> 0:17:09.639
<v Speaker 2>was flushed with cash, had not been out of their

0:17:09.640 --> 0:17:13.560
<v Speaker 2>homes in two years, and they were on a vendor.

0:17:14.160 --> 0:17:15.000
<v Speaker 1>They were ready to rock.

0:17:15.119 --> 0:17:17.600
<v Speaker 2>They were ready to rock, right, And so we saw

0:17:17.680 --> 0:17:21.440
<v Speaker 2>in twenty twenty one, in twenty and twenty two, as

0:17:21.480 --> 0:17:25.080
<v Speaker 2>a part of twenty twenty two, just in huge amount

0:17:25.080 --> 0:17:29.320
<v Speaker 2>of traffic rolled through the doors of restaurant companies. But

0:17:29.359 --> 0:17:32.000
<v Speaker 2>then what happened next is kind of what we're going

0:17:32.040 --> 0:17:35.520
<v Speaker 2>through right now. The government incentives were taken away from

0:17:35.560 --> 0:17:38.040
<v Speaker 2>both of them, or went away, i should say, from

0:17:38.080 --> 0:17:42.280
<v Speaker 2>companies and from consumers. Student debt was back on the table.

0:17:43.280 --> 0:17:48.880
<v Speaker 2>Interest rates went through the roof, and the consumer eventually

0:17:48.960 --> 0:17:51.240
<v Speaker 2>exhausted a lot of their savings and had to come

0:17:51.280 --> 0:17:54.119
<v Speaker 2>back to real life. But you know, living and living

0:17:54.440 --> 0:17:57.360
<v Speaker 2>and saving for their personal expenses. And what we saw

0:17:57.359 --> 0:17:59.800
<v Speaker 2>in twenty and by the way, this is all the

0:18:00.119 --> 0:18:03.959
<v Speaker 2>background of huge inflation in twenty twenty two. But chicken prices,

0:18:04.000 --> 0:18:07.280
<v Speaker 2>poork prices, beef prices were had had gone through the roof,

0:18:07.480 --> 0:18:13.520
<v Speaker 2>and restaurants were taking five price increases. All these things

0:18:13.520 --> 0:18:15.960
<v Speaker 2>happened all at the same and kind of narrowed in

0:18:16.080 --> 0:18:18.600
<v Speaker 2>all at the same time into twenty twenty three and

0:18:18.640 --> 0:18:23.720
<v Speaker 2>we saw a traffic decline in across the board for restaurants.

0:18:23.720 --> 0:18:26.200
<v Speaker 2>That are only a few restaurants that I can think

0:18:26.240 --> 0:18:29.040
<v Speaker 2>of at least that we speak to that have had

0:18:29.080 --> 0:18:32.360
<v Speaker 2>positive traffic in twenty twenty three and now coming into

0:18:32.359 --> 0:18:36.040
<v Speaker 2>twenty twenty four. And so that's the backdrop too that

0:18:36.200 --> 0:18:39.360
<v Speaker 2>this m and a ENVI you know, private equity, which

0:18:39.400 --> 0:18:43.600
<v Speaker 2>is a big investor in the restaurants space. This is

0:18:43.640 --> 0:18:47.920
<v Speaker 2>a backdrop that they're trying to understand and invest against.

0:18:48.280 --> 0:18:53.680
<v Speaker 2>So this impacts you know, obviously this impacts corporate owned

0:18:53.680 --> 0:18:56.360
<v Speaker 2>models more than franchise models.

0:18:57.040 --> 0:18:59.840
<v Speaker 1>Got it. How's the lending market right now?

0:19:00.320 --> 0:19:04.160
<v Speaker 2>Yeah, the lending market is better still not where we

0:19:04.160 --> 0:19:08.080
<v Speaker 2>were a couple of couple of years ago, But it

0:19:08.080 --> 0:19:11.480
<v Speaker 2>also depends on what sort of business and model that

0:19:11.560 --> 0:19:17.600
<v Speaker 2>you have. The lending market for franchise brands never never

0:19:17.680 --> 0:19:19.399
<v Speaker 2>kind of really went away. Yeah, maybe the depth was

0:19:19.400 --> 0:19:22.760
<v Speaker 2>a little bit more expensive, but the interest from especially

0:19:22.840 --> 0:19:27.159
<v Speaker 2>the private lending community remained strong through the pandemic for

0:19:27.280 --> 0:19:32.119
<v Speaker 2>franchise brands franchise ours, and then continues to be very

0:19:32.119 --> 0:19:37.720
<v Speaker 2>strong today. If you're a corporate own business, the lending

0:19:37.800 --> 0:19:41.440
<v Speaker 2>environment has gotten got really weak during the pandemic and

0:19:41.520 --> 0:19:44.120
<v Speaker 2>kind of post pandemic, it's starting to get a little

0:19:44.160 --> 0:19:49.200
<v Speaker 2>bit better. Today. Interest rates are still higher, not maybe

0:19:49.240 --> 0:19:51.080
<v Speaker 2>at the highest that at the peaks that there were

0:19:51.119 --> 0:19:52.800
<v Speaker 2>maybe a year and a half ago, but so the

0:19:52.840 --> 0:19:55.760
<v Speaker 2>interest rate environment is getting better for corporatedome models too.

0:19:56.680 --> 0:20:00.280
<v Speaker 2>And then look frinanally, there's the franchise ze models themselve els.

0:20:00.359 --> 0:20:05.520
<v Speaker 2>Like I'm talking about larger uh blocks of Taco Bell

0:20:05.600 --> 0:20:11.800
<v Speaker 2>franchisees or dunkin Donuts franchises, and the lending environment for

0:20:11.840 --> 0:20:15.040
<v Speaker 2>those companies is is really strong. We're talking about leading

0:20:15.080 --> 0:20:17.160
<v Speaker 2>brands that have been around for a long time. They've

0:20:17.160 --> 0:20:21.320
<v Speaker 2>got thousands of thousands stores in the US, and there's

0:20:21.359 --> 0:20:23.880
<v Speaker 2>a real history of success behind these brands, and these

0:20:23.880 --> 0:20:30.639
<v Speaker 2>franchisees can get access to capital uh pretty pretty easily. Uh,

0:20:30.680 --> 0:20:32.760
<v Speaker 2>And that's what's actually driving a lot of the interest

0:20:32.880 --> 0:20:38.520
<v Speaker 2>from private equity in that franchisee space. You've got you've

0:20:38.560 --> 0:20:43.480
<v Speaker 2>got you know, from a private private equities perspective, you're

0:20:43.520 --> 0:20:48.800
<v Speaker 2>buying you know, a block of Taco bells wing stops

0:20:48.920 --> 0:20:52.560
<v Speaker 2>or dunkin Donuts stores. Right there are one hundred plus

0:20:52.560 --> 0:20:55.080
<v Speaker 2>stores in this in this one block that you're going

0:20:55.160 --> 0:20:59.960
<v Speaker 2>to buy and uh, it is stable cash flow, right,

0:21:00.240 --> 0:21:02.199
<v Speaker 2>and you can you can you can see it. You

0:21:02.240 --> 0:21:04.200
<v Speaker 2>can look at look at the business over the last

0:21:04.200 --> 0:21:06.119
<v Speaker 2>several years and see what the business does, so you

0:21:06.200 --> 0:21:10.400
<v Speaker 2>know what the cash flows are going to be. Typically, Uh,

0:21:10.480 --> 0:21:14.120
<v Speaker 2>you've got lending that is available to you. You still

0:21:14.160 --> 0:21:17.760
<v Speaker 2>have some room for growth by opening new units, and

0:21:17.840 --> 0:21:21.920
<v Speaker 2>you have the support of you know, multi billion dollar

0:21:22.400 --> 0:21:25.040
<v Speaker 2>enterprises backing it. Like whether it's you know, whether it's

0:21:25.040 --> 0:21:29.600
<v Speaker 2>again a dunkin Taco or a Wing Stock marketing dollars

0:21:29.680 --> 0:21:31.520
<v Speaker 2>go a lot further, they really do. And these are

0:21:31.560 --> 0:21:34.879
<v Speaker 2>national brands, but with national marketing campaigns and and and

0:21:36.080 --> 0:21:40.840
<v Speaker 2>a national impression right on on consumers and you know,

0:21:40.960 --> 0:21:44.040
<v Speaker 2>and and their value products. And in today's environment where

0:21:44.640 --> 0:21:47.440
<v Speaker 2>people are worried about uh, the future, where they're worried

0:21:47.440 --> 0:21:52.920
<v Speaker 2>about their their their wallets, the value plays really help.

0:21:53.960 --> 0:21:57.240
<v Speaker 2>So that space, the franchise e space has seen a

0:21:57.280 --> 0:22:00.800
<v Speaker 2>lot of interest from private equity and from recory investors

0:22:00.840 --> 0:22:04.199
<v Speaker 2>that were previously buying company on models, branded company own

0:22:04.240 --> 0:22:07.480
<v Speaker 2>models or franchise ors are now also dipping their toe

0:22:07.520 --> 0:22:08.639
<v Speaker 2>into the franchise e space.

0:22:10.080 --> 0:22:12.520
<v Speaker 1>Yeah, it's interesting, you know that they're willing to play

0:22:13.040 --> 0:22:16.080
<v Speaker 1>the royalties and they add fund expense for these brands

0:22:16.119 --> 0:22:18.159
<v Speaker 1>that they have faith in, like you know, Brentwood and

0:22:18.440 --> 0:22:20.640
<v Speaker 1>wing stuff. Yeah, it's an interesting turn.

0:22:21.160 --> 0:22:25.600
<v Speaker 2>Yeah. And look, you know, just in general, what they're

0:22:25.640 --> 0:22:29.000
<v Speaker 2>giving away, especially in this environment, they may be giving

0:22:29.040 --> 0:22:35.080
<v Speaker 2>away supercharged growth, but they're exchanging it for stability. They

0:22:35.119 --> 0:22:37.040
<v Speaker 2>have to put dollars to work. They've got funds that

0:22:37.160 --> 0:22:40.640
<v Speaker 2>need to be invested, so they're choosing. It's a risk

0:22:40.680 --> 0:22:43.120
<v Speaker 2>reward analysis that they're doing, and they're saying, look, yeah,

0:22:43.119 --> 0:22:44.880
<v Speaker 2>maybe my reward is going to be lower with matter

0:22:44.920 --> 0:22:49.440
<v Speaker 2>risk is even lower. Let's put our dollars to work

0:22:49.440 --> 0:22:49.880
<v Speaker 2>over here.

0:22:50.720 --> 0:22:54.720
<v Speaker 1>Cool. Yeah, that's good insight into the companies I cover.

0:22:55.000 --> 0:22:58.760
<v Speaker 1>Very cool. All Right, So you've worked with some great brands.

0:22:58.800 --> 0:23:00.520
<v Speaker 1>You mentioned a lot of them at the top of

0:23:00.560 --> 0:23:04.399
<v Speaker 1>the pod. What makes an emerging chain attractive?

0:23:05.720 --> 0:23:09.159
<v Speaker 2>Yeah, it's uh, it's it's it's. It's one of those questions,

0:23:09.280 --> 0:23:13.000
<v Speaker 2>which is, you know, what is beauty and it's it's it's. Uh.

0:23:13.359 --> 0:23:14.919
<v Speaker 2>Some parts of it are hard to define, but other

0:23:15.000 --> 0:23:17.320
<v Speaker 2>other parts are very easy definable of what makes a

0:23:17.359 --> 0:23:21.879
<v Speaker 2>brand super attractive. So just kind of starting off with

0:23:22.359 --> 0:23:27.760
<v Speaker 2>the concept itself. What is your concept is? Is is

0:23:27.880 --> 0:23:32.760
<v Speaker 2>it a super niche concept that maybe works in say La,

0:23:32.960 --> 0:23:35.760
<v Speaker 2>or works in New York City, or works in San Francisco,

0:23:37.600 --> 0:23:39.920
<v Speaker 2>But does it work in the rest of the country? Right?

0:23:39.960 --> 0:23:43.520
<v Speaker 2>And I think that is one of the key things.

0:23:44.760 --> 0:23:47.480
<v Speaker 2>You know, all of all of us and maybe a

0:23:47.520 --> 0:23:49.639
<v Speaker 2>lot of your listeners are sitting in you know, in

0:23:49.840 --> 0:23:53.040
<v Speaker 2>in one of those cities today and they go to

0:23:53.080 --> 0:23:55.479
<v Speaker 2>their local you know, solid chain, and they go to

0:23:55.480 --> 0:24:01.800
<v Speaker 2>their local you know, eighteen dollar taco chain or eighteen

0:24:01.840 --> 0:24:04.440
<v Speaker 2>dollars sandwich chain, right, and it's it's fine, that's it's

0:24:04.480 --> 0:24:08.000
<v Speaker 2>within their price points. It's in the community. The taste

0:24:08.040 --> 0:24:14.879
<v Speaker 2>profiles work, But does it work in Kansas City, doesn't

0:24:14.920 --> 0:24:20.479
<v Speaker 2>work in Oklahoma, doesn't work in Texas? You know? And

0:24:20.520 --> 0:24:24.760
<v Speaker 2>that's the question can you take to be successful as

0:24:24.800 --> 0:24:27.240
<v Speaker 2>a brand in New York City or La or San Francisco?

0:24:28.040 --> 0:24:30.440
<v Speaker 2>You know, in my view, you can probably put up

0:24:31.359 --> 0:24:33.560
<v Speaker 2>one hundred and fifty two hundred, two hundred fifty units

0:24:33.640 --> 0:24:39.359
<v Speaker 2>doing that. But to be a several hundred thousand plus,

0:24:39.359 --> 0:24:42.520
<v Speaker 2>two thousand plus chain, you have to cater to the

0:24:42.560 --> 0:24:45.560
<v Speaker 2>masses of this country and the masses of the country

0:24:45.560 --> 0:24:49.120
<v Speaker 2>do not buy twenty dollars sandwiches twenty dollars salads, right,

0:24:50.840 --> 0:24:53.240
<v Speaker 2>And so as we think about concepts, it has to

0:24:53.280 --> 0:24:56.080
<v Speaker 2>be something and if you are if that is what

0:24:56.200 --> 0:24:58.439
<v Speaker 2>you are selling, that is what you're marketing as a

0:24:58.480 --> 0:25:02.560
<v Speaker 2>banker that this is a super regional potential for national chain.

0:25:03.000 --> 0:25:05.399
<v Speaker 2>You have to demonstrate that the food will actually work

0:25:05.760 --> 0:25:08.120
<v Speaker 2>and it is a kind of food that folks in

0:25:08.160 --> 0:25:12.240
<v Speaker 2>all these the middle of the countries we'll want to eat.

0:25:13.840 --> 0:25:15.200
<v Speaker 2>So you don't want to be too niche. You want

0:25:15.200 --> 0:25:17.560
<v Speaker 2>to have a generalist kind of food. The food has

0:25:17.600 --> 0:25:19.520
<v Speaker 2>to be good, the service has to be good. At

0:25:19.560 --> 0:25:21.040
<v Speaker 2>the end of the day, If your food and your

0:25:21.440 --> 0:25:25.960
<v Speaker 2>hospitality are not up to mark, you cannot succeed as

0:25:26.119 --> 0:25:29.240
<v Speaker 2>a restaurant company because if you don't, the other restaurant

0:25:29.280 --> 0:25:33.760
<v Speaker 2>chain down the street will beat you every time. So

0:25:33.960 --> 0:25:36.600
<v Speaker 2>there's a concept portion of it. But then after that,

0:25:36.720 --> 0:25:40.040
<v Speaker 2>you know, what makes an emerging brand a highly attractive

0:25:40.040 --> 0:25:42.720
<v Speaker 2>and a highly attractive to institutional capital, I should say,

0:25:43.200 --> 0:25:47.639
<v Speaker 2>is a couple of things. One concept we talked just

0:25:47.680 --> 0:25:52.840
<v Speaker 2>talked about. Second, you know, you have to have at

0:25:52.920 --> 0:25:58.440
<v Speaker 2>least several units in place. You know, it could be five, seven, ten, fifteen,

0:25:59.080 --> 0:26:05.960
<v Speaker 2>where you can demonstrate that the unit economics are you

0:26:06.000 --> 0:26:09.840
<v Speaker 2>can duplicate those unit economics again and again and again. Right,

0:26:09.880 --> 0:26:11.960
<v Speaker 2>if you have huge variances, you got one unit doing

0:26:12.000 --> 0:26:13.680
<v Speaker 2>three and a half million or the other ones doing

0:26:14.080 --> 0:26:16.800
<v Speaker 2>a million a quarter, you don't have a proof of

0:26:16.840 --> 0:26:20.600
<v Speaker 2>concept yet or nobody knows that what am I underwriting

0:26:20.760 --> 0:26:23.560
<v Speaker 2>this in these unit economics. So having that is a

0:26:25.200 --> 0:26:28.960
<v Speaker 2>number of stores that are around the same unit economic

0:26:29.000 --> 0:26:35.480
<v Speaker 2>model is important. I think in today's market, just having

0:26:35.520 --> 0:26:37.879
<v Speaker 2>top line sales is not enough. You have to demonstrate

0:26:38.040 --> 0:26:41.720
<v Speaker 2>through the P and L that you can drive profitability

0:26:41.800 --> 0:26:46.520
<v Speaker 2>at each store level, right, and that number is typically

0:26:47.359 --> 0:26:50.480
<v Speaker 2>at twenty percent eighteen called sometimes can be eighteen percent,

0:26:50.560 --> 0:26:53.680
<v Speaker 2>but twenty percent is the store level margins that we're

0:26:53.680 --> 0:26:56.320
<v Speaker 2>looking for. So now you've got the union economic model

0:26:56.320 --> 0:27:00.800
<v Speaker 2>that works. Then now can you replicate that model not

0:27:00.960 --> 0:27:05.560
<v Speaker 2>just in your hometown but across other cities and other states.

0:27:05.920 --> 0:27:08.919
<v Speaker 2>And now you've shown you've got a unique model that

0:27:09.000 --> 0:27:11.240
<v Speaker 2>works and it works across multiple states, and now you

0:27:11.240 --> 0:27:15.239
<v Speaker 2>have portability. Next, I would say, is going to be

0:27:16.760 --> 0:27:19.240
<v Speaker 2>a management team. It is, and this is this is

0:27:19.280 --> 0:27:21.399
<v Speaker 2>the tough part when you're a young company and you

0:27:21.520 --> 0:27:23.680
<v Speaker 2>got five or seven stores, You're not you know, you're

0:27:23.880 --> 0:27:25.480
<v Speaker 2>You're not going to get Brand Nichols to come run

0:27:25.520 --> 0:27:29.159
<v Speaker 2>your company, right, You're you're you You only have that

0:27:29.280 --> 0:27:31.679
<v Speaker 2>much capital. And the capital that you have that is

0:27:31.680 --> 0:27:34.720
<v Speaker 2>coming down from your stores into your organization needs to

0:27:34.720 --> 0:27:38.280
<v Speaker 2>be used for growth as well. So this is where

0:27:38.280 --> 0:27:40.560
<v Speaker 2>the challenge comes up. How do you get the best

0:27:40.600 --> 0:27:44.680
<v Speaker 2>people to run this business grow it? And I think

0:27:44.680 --> 0:27:46.919
<v Speaker 2>you do it through culture. You do you do it

0:27:46.920 --> 0:27:49.399
<v Speaker 2>through a mission. If you can get like minded people

0:27:49.440 --> 0:27:51.479
<v Speaker 2>in the room who believe in the brand, in the

0:27:51.480 --> 0:27:54.480
<v Speaker 2>mission that and you, they believe that they are providing

0:27:54.520 --> 0:27:58.399
<v Speaker 2>a service and a product that is needed, uh, and

0:27:58.440 --> 0:28:00.680
<v Speaker 2>they're in love with that brand, you can get more

0:28:00.680 --> 0:28:04.760
<v Speaker 2>out of people. And so that's the tricky part, getting

0:28:04.800 --> 0:28:08.159
<v Speaker 2>the management right to then take that business, you know,

0:28:09.040 --> 0:28:12.880
<v Speaker 2>from five units to ten to fifteen units, but set

0:28:12.960 --> 0:28:18.840
<v Speaker 2>up an organization systems and processes that can manage those

0:28:18.880 --> 0:28:22.919
<v Speaker 2>company owned stores, that can manage the organization, drive for growth,

0:28:23.119 --> 0:28:28.400
<v Speaker 2>drive for the best quality hospitality can provide. Together, then

0:28:28.840 --> 0:28:32.600
<v Speaker 2>that's what makes a restaurant brand highly attractive, emerging restaurant

0:28:32.640 --> 0:28:34.040
<v Speaker 2>brand highly attractive.

0:28:34.040 --> 0:28:38.040
<v Speaker 1>That's really insightful. Yeah, hear that, listeners that phrase about

0:28:38.040 --> 0:28:39.560
<v Speaker 1>in New York. If you can make it there, you

0:28:39.600 --> 0:28:42.920
<v Speaker 1>can make it anywhere. Might not work for the restaurant business.

0:28:43.240 --> 0:28:44.760
<v Speaker 2>Oh I'm I'm gonna get some hate mail.

0:28:47.320 --> 0:28:51.480
<v Speaker 1>No, man, that was great, especially about around management, you know,

0:28:51.680 --> 0:28:55.640
<v Speaker 1>very cool stuff. How does the matchmaking process typically work?

0:28:55.680 --> 0:28:57.680
<v Speaker 1>How do you find the right partner for the business?

0:28:58.360 --> 0:29:02.680
<v Speaker 2>Your were? Bestment bankers are Our job is to obviously

0:29:02.840 --> 0:29:04.880
<v Speaker 2>get to know our clients and the companies that we

0:29:05.120 --> 0:29:08.200
<v Speaker 2>want to work with, and but the other side of

0:29:08.200 --> 0:29:10.640
<v Speaker 2>the coin is we need to know who the buyers

0:29:10.640 --> 0:29:13.040
<v Speaker 2>and investors are into the space and in the in

0:29:13.080 --> 0:29:15.600
<v Speaker 2>the private markets. This is all a paid right. This

0:29:15.680 --> 0:29:19.520
<v Speaker 2>is not transparent. So the part one of the match

0:29:19.560 --> 0:29:25.080
<v Speaker 2>making process is for me to understand my client their needs,

0:29:25.960 --> 0:29:28.280
<v Speaker 2>what are they're looking to achieve both short term and

0:29:28.360 --> 0:29:32.680
<v Speaker 2>long term, and then making sure making and then having

0:29:32.680 --> 0:29:35.160
<v Speaker 2>the other started side of the coin, a broad network

0:29:35.560 --> 0:29:40.200
<v Speaker 2>of people who from who I can understand who will

0:29:40.200 --> 0:29:43.160
<v Speaker 2>be interested in a company like this that we are advising.

0:29:45.040 --> 0:29:48.719
<v Speaker 2>But the match making process is, you know, for us,

0:29:48.840 --> 0:29:51.560
<v Speaker 2>is it's a it's a it's bespoke, h it depends.

0:29:53.320 --> 0:29:58.360
<v Speaker 2>We've run processes that are your typical investment banking processes.

0:29:58.520 --> 0:30:00.200
<v Speaker 2>You know, we'd like to think to each everything we

0:30:00.240 --> 0:30:04.240
<v Speaker 2>do is custom and bespoke and tailored to the situation

0:30:04.440 --> 0:30:08.480
<v Speaker 2>that the client that we're working with. But the most

0:30:08.880 --> 0:30:13.600
<v Speaker 2>general view of that is we we work with a client.

0:30:13.640 --> 0:30:18.880
<v Speaker 2>We pulled together a confidation confidential information presentation. Use the

0:30:18.920 --> 0:30:22.000
<v Speaker 2>eighty page document. We launched the process. We have two

0:30:22.120 --> 0:30:25.400
<v Speaker 2>rounds of bidding. The first round is people putting in

0:30:25.480 --> 0:30:28.840
<v Speaker 2>broad valuation ranges of where they would transact if you

0:30:29.360 --> 0:30:31.280
<v Speaker 2>make it through. If if your bid is good enough,

0:30:32.160 --> 0:30:33.960
<v Speaker 2>then you make it to round two. You co meet

0:30:34.000 --> 0:30:36.880
<v Speaker 2>with management, get all the diligence, and then finally go

0:30:37.000 --> 0:30:39.280
<v Speaker 2>to your l o I. We present a single point

0:30:39.360 --> 0:30:42.800
<v Speaker 2>valuation and from there we pick the winner and you're

0:30:42.840 --> 0:30:44.680
<v Speaker 2>after the you know, we're off to closing the deal

0:30:44.720 --> 0:30:48.360
<v Speaker 2>in the next thirty to forty five days. In other situations,

0:30:48.400 --> 0:30:53.360
<v Speaker 2>it's it's it's it's very different. We we recently sold

0:30:53.360 --> 0:30:59.160
<v Speaker 2>a business where the we're working with the founder and

0:30:59.200 --> 0:31:02.400
<v Speaker 2>the founder said, look, I've got a lot of growth

0:31:02.440 --> 0:31:04.360
<v Speaker 2>that is coming up in the next year in twenty

0:31:04.400 --> 0:31:10.320
<v Speaker 2>twenty four, and I'm afraid if I transact today, I'm

0:31:10.360 --> 0:31:12.880
<v Speaker 2>going to give up a lot of value that I'm

0:31:12.920 --> 0:31:14.680
<v Speaker 2>going to be building in twenty twenty four. And this

0:31:14.800 --> 0:31:16.760
<v Speaker 2>was just these conversations were happening at the end of

0:31:16.880 --> 0:31:22.520
<v Speaker 2>kind of third fourth quarter or twenty twenty three. But

0:31:22.600 --> 0:31:25.080
<v Speaker 2>he also understood that with all the growth that is

0:31:25.400 --> 0:31:30.560
<v Speaker 2>about to come, having the support of a private equity

0:31:30.560 --> 0:31:33.320
<v Speaker 2>firm that has done it before, has Kale Companies, is

0:31:33.320 --> 0:31:40.000
<v Speaker 2>going to be instrumental in avoiding pitfalls, right, And so

0:31:40.040 --> 0:31:43.280
<v Speaker 2>that acquired a different, unique approach. So for that transaction,

0:31:43.920 --> 0:31:45.800
<v Speaker 2>we said, hey, look, let's go talk to some of

0:31:45.800 --> 0:31:48.280
<v Speaker 2>the best in class investors out there, people who have

0:31:48.360 --> 0:31:51.320
<v Speaker 2>invested in this space, people who know the space, people

0:31:51.320 --> 0:31:55.320
<v Speaker 2>who know you, and let's see if we can somehow

0:31:55.320 --> 0:31:59.240
<v Speaker 2>get somebody to give you a valuation for twenty twenty

0:31:59.280 --> 0:32:02.760
<v Speaker 2>four results today. And in that situation, we don't run

0:32:02.840 --> 0:32:05.280
<v Speaker 2>a process. We go have a couple of conversations, see

0:32:05.320 --> 0:32:10.040
<v Speaker 2>what the interest levels are, and through those conversations telling

0:32:10.080 --> 0:32:13.040
<v Speaker 2>the story the right way, giving the investors the confidence

0:32:13.040 --> 0:32:15.840
<v Speaker 2>that trying twenty four results are achievable. They are the

0:32:15.920 --> 0:32:20.200
<v Speaker 2>companies unique and special and is run by an amazing

0:32:20.240 --> 0:32:22.720
<v Speaker 2>management team if you can, we provided all their confidence

0:32:23.960 --> 0:32:25.800
<v Speaker 2>and we're able to achieve at the end of twenty

0:32:25.840 --> 0:32:28.800
<v Speaker 2>twenty three a result that value the company based on

0:32:28.800 --> 0:32:31.800
<v Speaker 2>twenty twenty four numbers. Right, So that's a very different

0:32:31.840 --> 0:32:37.320
<v Speaker 2>situation than I want to sell my company. But the

0:32:37.400 --> 0:32:42.040
<v Speaker 2>key to the matchmaking, as you're asking, is it has

0:32:42.080 --> 0:32:45.600
<v Speaker 2>to be unique to each each client, to each situation.

0:32:46.240 --> 0:32:51.560
<v Speaker 2>A restaurant company in casual dining versus fast casual versus QSR,

0:32:52.160 --> 0:32:56.720
<v Speaker 2>franchise over versus franchise versus company owned, all these have

0:32:56.760 --> 0:33:01.280
<v Speaker 2>to be marketed and different ways. Investor base for those

0:33:01.280 --> 0:33:03.720
<v Speaker 2>companies are completely different. And then of course we're talking

0:33:03.760 --> 0:33:07.760
<v Speaker 2>about different sizes of companies too. The investor base that

0:33:09.120 --> 0:33:12.880
<v Speaker 2>when we sold Velvet Taco is completely different than the

0:33:12.920 --> 0:33:17.080
<v Speaker 2>investor base that for a company like Image Studios or

0:33:17.160 --> 0:33:21.400
<v Speaker 2>Houston Hart Chicken. So it is understanding your client, understanding

0:33:21.400 --> 0:33:28.240
<v Speaker 2>the investor community, and finding and bringing those people together.

0:33:28.320 --> 0:33:29.920
<v Speaker 2>And then look, it's at the end of the day,

0:33:30.000 --> 0:33:32.160
<v Speaker 2>you're going to get hopefully multiple bids, and then it's

0:33:32.160 --> 0:33:34.200
<v Speaker 2>a matter of who do you feel the most comfortable with,

0:33:34.280 --> 0:33:39.320
<v Speaker 2>which institutional partner has given you the most comfort around

0:33:39.680 --> 0:33:42.760
<v Speaker 2>believing in your business, believing in your vision, backing the

0:33:42.800 --> 0:33:46.320
<v Speaker 2>management team, hopefully changing things for the better, but not

0:33:46.400 --> 0:33:48.719
<v Speaker 2>changing things are already working right, because things can go

0:33:48.800 --> 0:33:51.680
<v Speaker 2>the other way too. Not everything goes is up into

0:33:51.720 --> 0:33:56.080
<v Speaker 2>the right. And that's part of our job too, is

0:33:56.120 --> 0:33:58.280
<v Speaker 2>just knowing these investors for so long at this point,

0:33:58.520 --> 0:34:00.560
<v Speaker 2>seeing the deals that they're doing, knowing the as people,

0:34:01.280 --> 0:34:04.120
<v Speaker 2>we can advise the clients on who their best partners

0:34:04.160 --> 0:34:04.640
<v Speaker 2>are going to be.

0:34:05.360 --> 0:34:10.040
<v Speaker 1>So is it common for restauranteurs to maybe accept a

0:34:10.080 --> 0:34:14.000
<v Speaker 1>lower bid for their business because they think that person

0:34:14.360 --> 0:34:16.799
<v Speaker 1>or the pe firm would make a better partner for them,

0:34:16.960 --> 0:34:19.920
<v Speaker 1>or give that that bidder a chance to maybe raise

0:34:19.960 --> 0:34:22.240
<v Speaker 1>their bid in the process.

0:34:23.040 --> 0:34:25.319
<v Speaker 2>Yeah. So look, if you're if you're selling a one

0:34:25.360 --> 0:34:29.319
<v Speaker 2>hundred percent off your company today, then and you're going

0:34:29.360 --> 0:34:32.400
<v Speaker 2>to be completely cashing out, which in founder own businesses

0:34:32.680 --> 0:34:35.279
<v Speaker 2>often not the case. If you're a founder, you're you're

0:34:35.320 --> 0:34:37.920
<v Speaker 2>going to have to roll a good chunk of your equity,

0:34:37.960 --> 0:34:39.520
<v Speaker 2>even if you're the minority, is going to have to

0:34:39.520 --> 0:34:42.359
<v Speaker 2>be a good chunk of equity into the next deal

0:34:42.400 --> 0:34:45.560
<v Speaker 2>with the new partner. If you're but if you are

0:34:45.600 --> 0:34:50.560
<v Speaker 2>selling your business one hundred percent, uh, then then most

0:34:50.560 --> 0:34:56.080
<v Speaker 2>people I think op for max cash, but look, everybody's different.

0:34:56.239 --> 0:34:59.400
<v Speaker 2>There are some people who would say, yeah, I want

0:34:59.480 --> 0:35:01.920
<v Speaker 2>max cash. But also this is also my legacy, this

0:35:02.000 --> 0:35:04.960
<v Speaker 2>is mine. My name is attached to this, this company,

0:35:05.080 --> 0:35:08.400
<v Speaker 2>and I want this to survive, and I want this

0:35:08.480 --> 0:35:11.520
<v Speaker 2>to thrive, and I want I want the mission and

0:35:11.560 --> 0:35:16.080
<v Speaker 2>the culture to to is more important than anything else

0:35:16.120 --> 0:35:18.080
<v Speaker 2>for me. So there are folks like that who who

0:35:18.160 --> 0:35:20.879
<v Speaker 2>will pick lower valuations because it's going into the right

0:35:20.960 --> 0:35:24.320
<v Speaker 2>hands and somebody who's going to respect what the company

0:35:24.320 --> 0:35:29.000
<v Speaker 2>stands for. But if you are UH rolling a piece

0:35:29.000 --> 0:35:31.640
<v Speaker 2>of or a chunk of equity into the next deal

0:35:31.680 --> 0:35:35.040
<v Speaker 2>as a founder, I think it is incredibly important who

0:35:35.080 --> 0:35:40.200
<v Speaker 2>your partner is you are going to be. You know,

0:35:40.680 --> 0:35:42.920
<v Speaker 2>somebody asked me a question, Mike. I was in a

0:35:42.920 --> 0:35:44.920
<v Speaker 2>panel r DC a couple of years ago and somebody

0:35:45.280 --> 0:35:49.520
<v Speaker 2>my topic to discuss was what what makes it good

0:35:51.440 --> 0:35:53.840
<v Speaker 2>UH institutional partner for a business? And I put up

0:35:53.880 --> 0:35:56.000
<v Speaker 2>ten points which when I read through them and then

0:35:56.000 --> 0:35:58.600
<v Speaker 2>I disclosed the source, it was marriage dot com. Right,

0:36:00.160 --> 0:36:02.920
<v Speaker 2>But it is true you have to what you're getting

0:36:02.920 --> 0:36:08.279
<v Speaker 2>into oftentimes is a five year marriage. You're going to

0:36:08.280 --> 0:36:11.279
<v Speaker 2>be at the table, discussing a lot of topics and

0:36:11.320 --> 0:36:15.200
<v Speaker 2>some difficult topics about the company and having that shared vision,

0:36:15.280 --> 0:36:20.200
<v Speaker 2>that shared goal is instrumental in it being a real

0:36:20.320 --> 0:36:25.239
<v Speaker 2>working partnership over the next five, six, seven years. So

0:36:26.440 --> 0:36:29.520
<v Speaker 2>if you are rolling equity, I would say yes, value

0:36:29.520 --> 0:36:31.960
<v Speaker 2>obviously is important. Nobody wants to give up millions of

0:36:32.000 --> 0:36:36.239
<v Speaker 2>dollars and say goodbye to it. But think about the

0:36:36.280 --> 0:36:38.640
<v Speaker 2>next five years. Who are you working with. What are

0:36:38.680 --> 0:36:41.040
<v Speaker 2>they going to bring to the table? Are they going

0:36:41.080 --> 0:36:44.240
<v Speaker 2>to carry on the mission the values of your business,

0:36:44.320 --> 0:36:47.840
<v Speaker 2>to maintain the culture, take care of its employees while

0:36:47.880 --> 0:36:51.759
<v Speaker 2>investing in growth. That is the combination that you want.

0:36:51.800 --> 0:36:54.440
<v Speaker 2>And if you can find somebody who does that, then

0:36:55.040 --> 0:36:57.319
<v Speaker 2>hopefully it should be a very successful marriage over the

0:36:57.320 --> 0:37:00.319
<v Speaker 2>next five to seven years. Cool.

0:37:00.719 --> 0:37:02.640
<v Speaker 1>All right, let's wrap this up by talking about some

0:37:02.719 --> 0:37:05.719
<v Speaker 1>of the successful merging brands. Will circle back to some

0:37:05.760 --> 0:37:09.319
<v Speaker 1>of those brands you mentioned at the top. Kiasushi, Yeah,

0:37:09.560 --> 0:37:12.000
<v Speaker 1>is that you know? What are they doing? How are

0:37:12.000 --> 0:37:12.600
<v Speaker 1>they rocking it?

0:37:13.320 --> 0:37:17.759
<v Speaker 2>So? I actually ate at a Kora Sushi uh this

0:37:17.760 --> 0:37:21.720
<v Speaker 2>this week. Actually they opened one very close to my house. Finally,

0:37:22.239 --> 0:37:25.279
<v Speaker 2>I live in the suburbs of Chicago, so I was

0:37:25.320 --> 0:37:27.880
<v Speaker 2>glad that I could just drive ten minutes and not

0:37:27.960 --> 0:37:30.200
<v Speaker 2>have to drive all the way to Schomburg to get

0:37:30.200 --> 0:37:37.160
<v Speaker 2>my Kura Sushi picks. When Kurasushi went public, you know,

0:37:37.320 --> 0:37:41.040
<v Speaker 2>at first glance, it was here's a small, you know,

0:37:41.480 --> 0:37:45.280
<v Speaker 2>handful of restaurants or dozens of restaurants, and they're calling

0:37:45.360 --> 0:37:48.520
<v Speaker 2>us and saying we want to go public. And my reaction,

0:37:48.680 --> 0:37:51.320
<v Speaker 2>working at a big, large institution like Bank of Montreal,

0:37:51.480 --> 0:37:55.279
<v Speaker 2>was deals to small. You know, I don't know if

0:37:55.280 --> 0:37:58.000
<v Speaker 2>the restaurant markets open. Just everything that every other banker

0:37:58.120 --> 0:38:00.360
<v Speaker 2>was saying right that the restaurant market is open, the

0:38:00.400 --> 0:38:02.879
<v Speaker 2>deals too small, the company is not ready, et cetera,

0:38:02.920 --> 0:38:07.480
<v Speaker 2>et cetera, And I, you know, I just decided I'm

0:38:07.480 --> 0:38:09.120
<v Speaker 2>going to get on a flight and go out to

0:38:10.120 --> 0:38:13.359
<v Speaker 2>a thing with San Francisco and just just uh, actually

0:38:13.520 --> 0:38:15.080
<v Speaker 2>I think of San Francisco, just meet with the company

0:38:15.120 --> 0:38:18.400
<v Speaker 2>and see check out the restaurants. And then when we

0:38:18.400 --> 0:38:22.279
<v Speaker 2>were at the restaurants, I realized there's nothing else out

0:38:22.280 --> 0:38:25.279
<v Speaker 2>there like this. Sure in Japan there are you know,

0:38:25.320 --> 0:38:27.399
<v Speaker 2>the two hundred four hundred Core Sushi and the whole

0:38:27.400 --> 0:38:29.879
<v Speaker 2>bunch of other you know, revolving sushi chains. But here

0:38:29.920 --> 0:38:34.840
<v Speaker 2>in the US, the authentic experience, the enjoyable experience that

0:38:34.920 --> 0:38:38.960
<v Speaker 2>they were delivering was nobody was doing it, and it

0:38:39.080 --> 0:38:42.640
<v Speaker 2>was you know, there's you know, we've had other companies

0:38:42.640 --> 0:38:45.200
<v Speaker 2>like Yo Sushi come in with the revolving chains and

0:38:45.200 --> 0:38:49.960
<v Speaker 2>and others, but this was just so authentic. And the

0:38:50.000 --> 0:38:53.560
<v Speaker 2>second thing we noticed was, I'll make two other points

0:38:53.560 --> 0:38:58.880
<v Speaker 2>about that business. One was technology, and it wasn't technology

0:38:58.880 --> 0:39:01.640
<v Speaker 2>for the sake of technology, wasn't. It wasn't technology where

0:39:02.080 --> 0:39:04.400
<v Speaker 2>we have a big marketing list anybody can have that.

0:39:05.239 --> 0:39:09.120
<v Speaker 2>You know. This was true technology and it wasn't AI

0:39:09.480 --> 0:39:12.400
<v Speaker 2>or anything of that sort. It was technology that did

0:39:12.719 --> 0:39:15.200
<v Speaker 2>the two things that I care about and I think

0:39:15.200 --> 0:39:19.320
<v Speaker 2>investor should care about. Does this technology improve my guest

0:39:19.360 --> 0:39:24.880
<v Speaker 2>experience and therefore drive a higher higher sales check second,

0:39:25.280 --> 0:39:28.799
<v Speaker 2>does this technology reduce my operating costs and drive more profitability?

0:39:29.520 --> 0:39:33.319
<v Speaker 2>Check right? And Kurusushi was doing both of them. Their

0:39:33.400 --> 0:39:38.080
<v Speaker 2>kitchen operations with you know, the sushi making machines, the

0:39:38.400 --> 0:39:41.800
<v Speaker 2>plates coming automatically back into the through the water channels

0:39:41.800 --> 0:39:46.160
<v Speaker 2>and getting cleaned up the ordering process that the fewer

0:39:46.880 --> 0:39:48.960
<v Speaker 2>folks you needed on the floor to take orders. Now

0:39:48.960 --> 0:39:52.040
<v Speaker 2>they've introduced robots, which I was very fascinated by this

0:39:52.040 --> 0:39:55.680
<v Speaker 2>this last couple of days ago. That's what the magic is.

0:39:55.760 --> 0:39:58.640
<v Speaker 2>The magic is that there's it is a highly highly

0:39:58.640 --> 0:40:04.839
<v Speaker 2>authentic experience without without alienating people. It's it's it's a

0:40:04.920 --> 0:40:10.400
<v Speaker 2>fun place. It has health uh health and wellness aspects

0:40:10.400 --> 0:40:13.720
<v Speaker 2>to it given it's you know, uh a lighter calorie food, uh,

0:40:13.840 --> 0:40:19.880
<v Speaker 2>less baths, seafood and uh it's just a highly enjoyable experience.

0:40:20.000 --> 0:40:21.520
<v Speaker 2>Kids can love it because you know, you go, you

0:40:21.560 --> 0:40:23.719
<v Speaker 2>go when you get your toys, if when you when

0:40:23.760 --> 0:40:26.040
<v Speaker 2>you eat a certain number of plates. They've since added

0:40:26.040 --> 0:40:28.200
<v Speaker 2>the buty to just buy a toy on the screen

0:40:28.200 --> 0:40:30.160
<v Speaker 2>instead of having to eat fifteen places to get a toy.

0:40:30.200 --> 0:40:32.960
<v Speaker 2>And I think that's that that helps, right, But it's

0:40:33.320 --> 0:40:37.960
<v Speaker 2>it is that uniqueness, the authenticity without alienating people. Uh,

0:40:38.080 --> 0:40:42.440
<v Speaker 2>the strong unit economic model that they have built. Uh

0:40:42.560 --> 0:40:45.160
<v Speaker 2>they're you know, they use technology to monitor their stores.

0:40:45.200 --> 0:40:47.359
<v Speaker 2>Instead of having all these area managers, they are able

0:40:47.400 --> 0:40:50.680
<v Speaker 2>to manage to to watch their stores through camera feeds

0:40:50.680 --> 0:40:54.240
<v Speaker 2>at the headquarters and make sure stores are being managed properly,

0:40:54.280 --> 0:40:56.759
<v Speaker 2>they are clean. There's just so many aspects of the

0:40:56.760 --> 0:41:00.200
<v Speaker 2>business are that are completely different from anything else out

0:41:00.480 --> 0:41:03.439
<v Speaker 2>here in the US, and they have an exceptional job

0:41:03.480 --> 0:41:04.720
<v Speaker 2>of executing on their growth.

0:41:06.680 --> 0:41:09.080
<v Speaker 1>Nice What about Candado Tacos.

0:41:10.480 --> 0:41:16.080
<v Speaker 2>Condato Tacos was and is a beast, you know, without

0:41:16.080 --> 0:41:19.359
<v Speaker 2>getting into the details too much of the of the

0:41:19.400 --> 0:41:23.600
<v Speaker 2>given the private nature of these transactions, you know, we

0:41:23.719 --> 0:41:27.640
<v Speaker 2>sold Candata Tacos when it had eleven or thirteen units

0:41:27.680 --> 0:41:32.200
<v Speaker 2>at the time, and what they were offering their guests

0:41:32.400 --> 0:41:37.759
<v Speaker 2>was a Their slogan has come as you are right,

0:41:38.520 --> 0:41:40.560
<v Speaker 2>you can come anytime, you can be whoever you are,

0:41:40.800 --> 0:41:47.360
<v Speaker 2>and you can get a amazing taco along with beers, margarita,

0:41:47.560 --> 0:41:53.279
<v Speaker 2>a huge selection of alcohol for a very reasonable price. Right,

0:41:53.440 --> 0:41:57.200
<v Speaker 2>but there's no cutting back on quality of the food.

0:41:57.640 --> 0:42:00.560
<v Speaker 2>If if you are readers have the listeners have not

0:42:00.600 --> 0:42:03.000
<v Speaker 2>been doing douta Tacos A highly recommend it. It is

0:42:03.120 --> 0:42:06.680
<v Speaker 2>an amazing experience. Every store is unique with graffiti walls

0:42:07.920 --> 0:42:13.680
<v Speaker 2>that are unique to eat store. The food is highly

0:42:13.800 --> 0:42:18.120
<v Speaker 2>highly innovative. It's it's it's what if if Taco Bell

0:42:18.239 --> 0:42:22.359
<v Speaker 2>had a fast, casual casual dining baby and and and

0:42:22.360 --> 0:42:24.680
<v Speaker 2>and wanted to send well alcohol, That's what Conductor Tacos

0:42:24.680 --> 0:42:28.520
<v Speaker 2>would be, right and you got, You've got an amazing food,

0:42:28.880 --> 0:42:31.160
<v Speaker 2>very innovative. You can get double decker tacos just like

0:42:31.200 --> 0:42:33.960
<v Speaker 2>you get a taco bell, right, you can uh uh,

0:42:34.280 --> 0:42:37.840
<v Speaker 2>there's always something new on the menu. The alcohol is

0:42:37.920 --> 0:42:41.799
<v Speaker 2>significant portion, uh. But from a consumer perspective perspective, you

0:42:41.800 --> 0:42:44.000
<v Speaker 2>can go any time of the day. You can you know,

0:42:44.239 --> 0:42:47.280
<v Speaker 2>meet up friends after work and go for a drink

0:42:47.320 --> 0:42:50.600
<v Speaker 2>and some chips and guac. You can go with with

0:42:50.640 --> 0:42:53.759
<v Speaker 2>your entire family get case as tacos uh and and

0:42:53.760 --> 0:42:56.279
<v Speaker 2>and have your kind of regular family casual dining meal.

0:42:58.000 --> 0:43:00.480
<v Speaker 2>Or you can go late night and hang up with

0:43:00.480 --> 0:43:04.960
<v Speaker 2>your buddies and bachelord parties, bachelor parties. It just fits

0:43:05.040 --> 0:43:08.200
<v Speaker 2>a lot of people's lifestyles. And you and you can

0:43:08.200 --> 0:43:10.759
<v Speaker 2>show up an your little lemon workout gear, right and

0:43:11.080 --> 0:43:12.839
<v Speaker 2>it's and it's and you're fine, come as you are.

0:43:14.440 --> 0:43:17.799
<v Speaker 2>Why Candado was was that transaction was so successful was

0:43:17.840 --> 0:43:20.279
<v Speaker 2>because it did exactly what I talked about earlier what

0:43:20.400 --> 0:43:24.160
<v Speaker 2>makes a successful organization a successful restaurant brand. Uh. They

0:43:24.200 --> 0:43:28.280
<v Speaker 2>had thirteen units across I think four or five markets.

0:43:28.800 --> 0:43:32.239
<v Speaker 2>The unit economics were exactly the same across each of

0:43:32.239 --> 0:43:35.040
<v Speaker 2>those different markets. And these are across three different states

0:43:35.040 --> 0:43:39.160
<v Speaker 2>these markets. At that point, they had an amazing management team.

0:43:39.560 --> 0:43:42.480
<v Speaker 2>They were doing something that was highly unique, but also

0:43:42.680 --> 0:43:46.000
<v Speaker 2>very broad in its scope. In terms of attracting guests,

0:43:46.280 --> 0:43:51.919
<v Speaker 2>it wasn't very uh, it wasn't here's a fifteen dollars taco, right,

0:43:52.080 --> 0:43:54.560
<v Speaker 2>and only a few people can afford it. These were,

0:43:54.600 --> 0:43:56.480
<v Speaker 2>i think at that point, like three dollars talkers or

0:43:56.480 --> 0:43:59.880
<v Speaker 2>something like that, and that business has continued to expand.

0:44:00.000 --> 0:44:01.640
<v Speaker 2>I think one of the other key things about the

0:44:01.640 --> 0:44:06.120
<v Speaker 2>business that was highly attractive was the food service model.

0:44:06.400 --> 0:44:10.120
<v Speaker 2>They heavily rely on a commissary, which helps keeps operating

0:44:10.160 --> 0:44:14.520
<v Speaker 2>costs low at the store and really leverage the labor model,

0:44:15.760 --> 0:44:22.200
<v Speaker 2>and that also helps drive faster check times and get satisfaction.

0:44:23.760 --> 0:44:26.280
<v Speaker 1>Yeah, it seems like it's working pretty well for Charlie

0:44:26.280 --> 0:44:31.400
<v Speaker 1>Morrison and Seal It and Go, Yeah, doing the same thing. Awesome.

0:44:32.080 --> 0:44:34.359
<v Speaker 1>And finally Pinstripes, I got to spend some time with

0:44:34.719 --> 0:44:37.680
<v Speaker 1>Dale at ROLLC. I got to spend a lot of

0:44:37.680 --> 0:44:41.160
<v Speaker 1>time with him. I love his passion for the business.

0:44:41.480 --> 0:44:43.759
<v Speaker 1>Can you talk about Pinstripes and the specific role you

0:44:43.760 --> 0:44:44.480
<v Speaker 1>played in that deal.

0:44:44.680 --> 0:44:49.040
<v Speaker 2>Yeah, So on pin Stripes, I've known Dale for several years.

0:44:49.080 --> 0:44:53.680
<v Speaker 2>Now I live in a town that is five minutes

0:44:54.000 --> 0:44:58.200
<v Speaker 2>seven minutes down the road from Dale's headquarters, the original

0:44:58.640 --> 0:45:03.279
<v Speaker 2>pin Stripes. My family are there often and I know

0:45:03.480 --> 0:45:09.320
<v Speaker 2>Dale always had a the thought that being a public

0:45:09.320 --> 0:45:14.480
<v Speaker 2>company is the right outcome for pin Stripes and and

0:45:14.520 --> 0:45:18.560
<v Speaker 2>finally it was achieved end of last year. Look, I

0:45:18.560 --> 0:45:22.000
<v Speaker 2>think on pin Stripes, our role was we were advising

0:45:22.120 --> 0:45:28.200
<v Speaker 2>Middleton Partners, which is the the energy behind Banion the spack,

0:45:29.360 --> 0:45:33.520
<v Speaker 2>and we advised Middleton raised capital to make an investment

0:45:33.680 --> 0:45:38.680
<v Speaker 2>into Pinstripes that whether the I p O got done

0:45:38.800 --> 0:45:42.160
<v Speaker 2>or not, the capital would be used by pin Stripe

0:45:42.200 --> 0:45:46.960
<v Speaker 2>for further growth. So we helped raise that capital. Our

0:45:48.080 --> 0:45:51.320
<v Speaker 2>our key job on that was to create the marketing

0:45:51.360 --> 0:45:56.880
<v Speaker 2>story that was needed to demonstrate to investors that you

0:45:56.920 --> 0:45:59.319
<v Speaker 2>know eventually be used as part of this pack as well,

0:45:59.360 --> 0:46:03.040
<v Speaker 2>but to develop that the storyline of why this business

0:46:03.239 --> 0:46:07.200
<v Speaker 2>is unique, it's special, and it's highly needed in today's environment.

0:46:07.840 --> 0:46:11.040
<v Speaker 2>If you if you think about what has happened in

0:46:11.080 --> 0:46:16.200
<v Speaker 2>the real estate landscape over the last decade and a half,

0:46:16.600 --> 0:46:20.560
<v Speaker 2>it's it's since basically Amazon's emergence as the dominant retailer

0:46:20.560 --> 0:46:26.480
<v Speaker 2>in this country. We've seen Seiars go bankrupt, We've seen Macy's,

0:46:26.640 --> 0:46:29.560
<v Speaker 2>JC Penny's shutting down stores, Laden Taylor, I mean, the

0:46:29.640 --> 0:46:31.200
<v Speaker 2>list goes on and on and on. And these are

0:46:31.239 --> 0:46:35.880
<v Speaker 2>all your anchor tenants at your class A malls. And

0:46:36.000 --> 0:46:39.960
<v Speaker 2>as these stores have shut down, they've left huge gaps

0:46:40.040 --> 0:46:43.239
<v Speaker 2>in that in that in that retail location. So how

0:46:43.280 --> 0:46:45.839
<v Speaker 2>do you fill it? How do you how do you

0:46:45.880 --> 0:46:48.440
<v Speaker 2>get consumers to come back, guests to come back and

0:46:48.480 --> 0:46:50.600
<v Speaker 2>shop at your location. So what a lot of these

0:46:50.680 --> 0:46:53.360
<v Speaker 2>mall operators have been doing is trying to find a

0:46:53.400 --> 0:46:58.840
<v Speaker 2>way to convert these into lifestyle centers, into destinations in

0:46:58.960 --> 0:47:02.920
<v Speaker 2>and of themselves. But to convert that, you still have

0:47:03.000 --> 0:47:06.040
<v Speaker 2>this huge building that remains empty. So you need a

0:47:06.120 --> 0:47:09.239
<v Speaker 2>large box concept that can go in there, take up

0:47:09.239 --> 0:47:14.120
<v Speaker 2>that space, drive traffic. Because the lifestyle entertainment nature of

0:47:14.160 --> 0:47:17.120
<v Speaker 2>pin Stripes and hopefully that benefits all the other tenants

0:47:17.120 --> 0:47:20.680
<v Speaker 2>in that location as well. And pin Stripes, given its

0:47:21.080 --> 0:47:26.359
<v Speaker 2>very family friendly orientation, it's not just bowling, it's not

0:47:26.440 --> 0:47:30.680
<v Speaker 2>just bachi. It also has some amazing cuisine. They were

0:47:30.800 --> 0:47:34.040
<v Speaker 2>uniquely suited to go fill out that that big gap

0:47:34.080 --> 0:47:37.719
<v Speaker 2>in that in that real estate and drive traffic back

0:47:37.760 --> 0:47:40.040
<v Speaker 2>in the stores, and you know they're back by obviously

0:47:40.080 --> 0:47:44.160
<v Speaker 2>a lot of uh mall operator as well, just for

0:47:44.200 --> 0:47:48.120
<v Speaker 2>that reason. But now Pinstripes finally has access to capital

0:47:48.480 --> 0:47:52.799
<v Speaker 2>to to really add fuel to the fire and kind

0:47:52.840 --> 0:47:55.480
<v Speaker 2>of continue that growth that they need. These are not

0:47:55.560 --> 0:47:58.239
<v Speaker 2>cheap boxes. They cost a pretty penny to build, but

0:47:58.280 --> 0:48:01.560
<v Speaker 2>they hopefully generate a lot of profits too. So I

0:48:01.560 --> 0:48:06.759
<v Speaker 2>think this was the really awesome outcome for Pinstripes to

0:48:06.800 --> 0:48:09.840
<v Speaker 2>be a public company have actually the capital, because I

0:48:09.880 --> 0:48:15.560
<v Speaker 2>think that is needed as the regular retail model operators

0:48:15.800 --> 0:48:17.440
<v Speaker 2>continue to continue to have challenges.

0:48:18.880 --> 0:48:23.400
<v Speaker 1>Yeah, that's great. The Italian side of me appreciates, you know,

0:48:24.000 --> 0:48:27.040
<v Speaker 1>BATCHI getting you know, a broader audience. It's a great game.

0:48:27.560 --> 0:48:30.279
<v Speaker 2>Yeah. Yeah. Hey, they've got some really good Italian cuisine too.

0:48:31.560 --> 0:48:33.680
<v Speaker 1>Very cool. Yeah. I'm looking forward to again to all

0:48:33.760 --> 0:48:35.920
<v Speaker 1>three of those. Unfortunately I haven't had a chance to

0:48:35.920 --> 0:48:39.399
<v Speaker 1>get to any of them yet, but hopefully soon. Thanks again,

0:48:39.440 --> 0:48:42.359
<v Speaker 1>A Sheish here a rockstar man. I really appreciate your

0:48:42.360 --> 0:48:45.080
<v Speaker 1>insight and I really appreciate your love for the industry

0:48:45.120 --> 0:48:46.719
<v Speaker 1>because I feel the exact same way.

0:48:47.800 --> 0:48:49.360
<v Speaker 2>Nothing else I would rather be doing.

0:48:49.960 --> 0:48:51.920
<v Speaker 1>For sure man? So where can the audience go to

0:48:51.920 --> 0:48:54.319
<v Speaker 1>find out more about Harrington Park Advisors.

0:48:54.760 --> 0:48:57.880
<v Speaker 2>You can go to our website Harrington Parkadvisors dot com.

0:48:58.480 --> 0:49:01.480
<v Speaker 2>You can visit us on LinkedIn under Hedrington Park Advisors

0:49:01.520 --> 0:49:05.919
<v Speaker 2>as well. You know, follow us on LinkedIn and stay

0:49:05.960 --> 0:49:08.160
<v Speaker 2>up to date on our news. Awesome.

0:49:08.320 --> 0:49:10.960
<v Speaker 1>I want to thank the audience as well. If you

0:49:11.080 --> 0:49:13.040
<v Speaker 1>like the episode, please leave us a rating and click

0:49:13.080 --> 0:49:15.479
<v Speaker 1>the bell if you'd like to subscribe. Check back soon

0:49:15.520 --> 0:49:19.400
<v Speaker 1>for a conversation about cell based meets with Don lewinning,

0:49:19.680 --> 0:49:21.840
<v Speaker 1>founder and CTO of Meetable