Connect with us

Interview Series

Mexican Grill Franchise Chronic Tacos Has “Nothing To Hide”

Published

on

tacos california

tacos californiaThis Mexican franchise is promoting a transparent menu and a commitment to quality. With 35 locations across the country and anticipating 14 more openings in the first quarter of 2017 in California, Alabama, Colorado, Canada, North Carolina, Florida, and Washington, Chronic Tacos is taking over with their fast casual franchise. The Mohammed brothers, Michael, Dave, Dan and Joey, lead the franchise towards growth across North America. Chronic Tacos started a campaign called “Nothing to Hide” to highlight traceability, all-natural proteins, and eco-friendly products in all their locations. You can find customizable burritos, tacos, tostada bowls, and much more with the following quality commitments:   

·      All natural proteins with no artificial ingredients, hormones.
·      Non-GMO tortilla options
·      Eco-friendly paper products that are compostable and biodegradable
·      Full traceability in the supply chain for all produce

Speaking to Michael Mohammed, we were able to get an in-depth look into their “Taco Life” including company culture and The Annual Taco Eating Contest.

 

What is your favorite thing to order at Chronic Tacos?

I almost always order a Carne Asada Bowl-rito with added shrimp: half cabbage, half lettuce, Spanish rice, Pinto beans, with guac and Roja hot sauce on the side.

What differentiates Chronic Tacos from competitors?

chronic tacos california
What makes Chronic Tacos unique is how we’re celebrating the individuality of our guests through our completely customizable menu. All of our ingredients are laid out in front of the guests, allowing them freedom and creativity with their meals.

While we grow as a brand, we continue to remain true to our roots and our third-generation recipes. Our celebration of authenticity is seen through our high-quality ingredients. Our Pico de Gallo, guacamole, and hot sauces are made from scratch, and you can really taste the difference. Our dedication to the quality of our food separates us from other Fast Casual chains.

We remain unparalleled in that we’re not just a Fast Casual chain, we’re a lifestyle brand. From the custom artwork on our walls, the music playing in our restaurants, and our involvement with action sports– the Taco Life embodies authenticity, activity, and individuality.

Describe the company culture.

Our culture encompasses open mindedness without the fear of change. Our everyday environment tends to be pretty easy going; we believe in working hard and having fun. Humor is a big part of who we are, as we try not to take ourselves too seriously, but despite our laid-back environment, we are very results driven.

What are your backgrounds?

I come from a very entrepreneurial family, and I have a background in finance and sales. I was a financial analyst at Boeing, then worked for the family business in sales. After working for the family business, my brothers and I partnered in some real estate developments and private investing, which eventually lead us to Chronic Tacos.

What inspires you to continue to grow the Chronic Tacos franchise?

We love what we do. I love working with my family to build something that we believe in, it’s very fulfilling. We’re driven by what we believe Chronic Tacos can be, we believe in this brand’s potential. Seeing people embrace the uniqueness and individuality of what we call the “Taco Life” inspires us.

What are some of your favorite events that you’ve held?

The Annual Taco Eating contests are always a lot of fun. We partner with Gringo Bandito Hot Sauce and bring in professional eaters, like the eating champion Takeru Kobayashi. It’s a great opportunity to have fun and interact with our customers and fans.

We also have a good time with our Grand Opening parties, there’s live music, prize giveaways, and amateur taco eating contests. We cater Angels Baseball events and Live Nation– those are great, too.

How did you decide on your branding?

When we bought the company, we loved the uniqueness of the brand, but it seemed disjointed. We decided to focus on what we found important: the authenticity of our food and culture. Our branding and art needed to reflect that. We use Day of the Dead artwork to tie into our authentic recipes, and our music shows our Southern California roots.

Who are some high profile people you’ve worked with?

Every year, we work with Ryan Sheckler and the Sheckler Foundation for the Skate For A Cause event. This event keeps us involved with action sports and is a great opportunity for us to give back to the community. Jason ‘Wee Man’ Acuña is a long-time business partner of ours who we have a great relationship with. He owns a Chronic Tacos in Long Beach. We also partner with Dexter Holland of The Offspring. He owns Gringo Bandito Hot Sauce and we partner with them for our Annual Taco Eating contest.

Why did you go into the restaurant industry?

My brothers and I saw an opportunity with this brand, we saw potential in it. We were confident that we could utilize our skill sets in a way that would enhance the brand.

Where do you see the company in the near future?

We will continue to grow nationally and open new stores. As we continue to expand, we won’t lose sight of where we started. We want to be one of the most respected brands in the industry, with a customer base who appreciates the experience we provide. It’s important to us to be a franchise that franchisees want to partner with.

 

Jie writes about influencers and startups in various industries. She is a designer turned techie, and when she is not writing, you can find her in her workshop working on her next big project.

Interview Series

KC Essentials: How Katie Centrella Turned a Challenge into a Business

Published

on

When faced with hardships, we all look forward to the day when we finally get past them. Things would be so much better if << insert challenge here>> was behind me. But the truth is, these are the moments when we better ourselves. Nothing builds character like rising to the occasion.

Katie Centrella rose to the occasion when she learned that her infant son, Marco had allergies. Not just one or two – but a long list of them. And while altering his diet to help, she discovered more allergies. It was quickly becoming a full-time job. Katie had to change the way she shopped, the way she did laundry, and cleaned the house.

And out of this hardship, KC Essentials was born. Katie tells the story better than I can.

How did KC Essentials get its start?

It all started back when my son, Marco, was a newborn. He had really bad eczema. He was baby number 3, and I didn’t experience this with my other two, so I knew something was out of the ordinary. The first time he had milk, he had an anaphylactic reaction. We took him to the doctor and found out he had multiple allergies – peanut, tree nut, dairy, egg, sesame, fish, sunflower – all the top 8 and then some. It was really overwhelming. I didn’t know much about food allergies. I really had to take the bull by the horns and educate myself. I had to look at everything that went into our house. I started reading every food label. Going to the grocery store was a big hurdle. I realized that everything we put into our bodies – a lot of the ingredients were unnatural and even harmful.

I started making skincare products for him when a friend of mine who had a son with eczema told me about these lotion bars she made. She suggested I make them for him. They were just a few ingredients like lavender and essential oils. I was like, ‘what are essential oils?’ So, I got a starter kit of essential oils, and I challenged myself to try and make things before I went and bought the product. I made our laundry detergent. I made body lotion for him and lip balm and things of that nature.

Sounds like the challenge paid off.

I started these Make-and-Take parties with my friends. They would come over, and I’d say, what do you guys want to make, and we’ll make it together. We did that a couple of times. People really liked it, and many of them could relate to what was going on with Marco. Either their kids had allergies too, or they were just looking for cleaner products.

When was this?

Marco was born in February of 2014. Within the first year of when I started making products for him, I started making them for others. I was doing the Make-and-Take parties every couple of months, and then some people started asking me if they could buy the products. Finally, a friend of mine who owns her own store in Georgia asked if I’ve ever considered selling this and making a business out of this.

A couple of friends encouraged me to set up a vendor table at the mushroom fair in my hometown of Kennett Square (outside of Philly). I found a friend of a friend who made a label for me. I made my lotion bars and deodorant, and lip balm. I put a label on it, and it went really well, and that’s when KC Essentials began.

It must be rewarding to run a business that also helps people.

Thank you. It’s the teacher in me. I like having the Make-and-Takes and explaining things, and helping others. I enjoy working with kids – I have three of my own. And I like experimenting and learning. So it does feel pretty good.

I’ll do little pop-ups in local stores in town with my kids, where we’ll do fairy-themed and Harry Potter-themed events.

Do you still do the Make-and-Takes?

Not as much since the pandemic hit. But I started doing the pop-ups. We make gifts like body sprays and essential oil rollers. Sometimes my kids will do them with me, and we’ll do a fairy theme or Harry Potter. But things are getting busier, and it’s hard to find the time.

How many stores carry KC Essentials?

I’m in over 20 stores in the Tri-State area. I just got on Faire, which is a website that brings wholesalers and retailers together. With Faire, I’m now in Baltimore, and I’ve got orders going to Florida and Nevada.

Tell me about the products.

I have seven product lines. My women’s line is called Queen Bee. The body lotions and body scrubs are very popular. I have a men’s line, Bee Smooth. Our popular products for that are beard oil and hair pomade, and aftershave. I make a deodorizing lotion called Between the Bees, which will be great for Father’s Day coming up. I have a home line where I sell candles and body soap. Those have been huge; they’re my best sellers. I have a tween line Bee’s Knees. I named that for my girls who love magic and Harry Potter. They think my essential oils are like potions. And then I have a baby line, Bay Bee, which were most of the products I made for my son. And then I have a pet line, Bee My Pet. And a yoga line, Just Bee.

Do you make everything on your own?

Oh yeah, I make it all on my own in my home right now. One of my goals is to get a storefront or a site to make everything.

Any unexpected hurdles?

Well, I do everything from making my own products to sales to social media. But I’m also a mom, and I have my kids to take care of. Up until two weeks ago, they were homeschooled most of the time because of the pandemic, so that was a challenge.

I was doing really well in January of last year, and then the pandemic hit, and everything went flat. The majority of my sales were wholesale and at craft shows and fairs, and all that went to a halt, so I had to focus on online sales.

 Now that the kids are back in school, I’ve gotten so much done.

Any advice for entrepreneurs?

It’s huge to connect with people in your community. I have so much support from local businesses and the people in my town. I feel like, with the pandemic, people are rooting for small businesses. I had no idea so many people want to learn how to make a lotion bar.

And take it one day at a time. When things get overwhelming, stay focused to accomplish the task on hand. Small accomplishments are rewarding too. 

Any advice for parents?

Follow your instincts. If there is something wrong, go with that. I’ve heard so many doctors say, ‘oh no, he’s not sensitive. Don’t worry about it.’ But I felt it in my gut. And you don’t have to do what everyone else does. Do what feels right to you because you’re developing your family, and you’ve got one shot at it, so do what’s most important to you. And don’t be afraid to ask for help. If you’re having issues, chances are other people are having the same issue.

Check out other conversations in our Interview Series.

Continue Reading

Interview Series

OrangeCrate Brings Quality Food Delivery to Rural Communities

Published

on

Writing for Owners Mag, I get to hear from many entrepreneurs. Learning about their successes is always very intriguing. No two stories are alike. Sometimes, I hear stories that make me think, ‘man if only I came up with that idea!’ or ‘this guy is a genius.’ But my favorite stories don’t go that way at all.

Take Andrew Simmons’ story, for example. He founded OrangeCrate, a service that specializes in delivering food in rural communities. It’s not a game-changing app or a flashy new product. It’s a service – a simple enough service – that owes its success to Andrew’s entrepreneurial spirit. He identified a problem and came up with a solution.

You may have never thought much about your food’s journey from the restaurant to your doorstep. Or maybe you’ve come to expect poor quality when you order delivery. But thanks to Andrew Simmons, OrangeCrate is looking to change all of that.

Tell me about OrangeCrate.

ANDREW: We built OrangCrate under the premise that rural communities needed to have restaurant deliveries as well. When we started (in Ramona, CA), the larger players were not in our space at all. We’re like a tier 3, tier 4 city. DoorDash, Grubhub, and Postmates were all in the tier 1 cities. It was just low-hanging fruit.

We launched about 6 years ago to a bunch of restaurants that said it was the dumbest idea they’d ever heard. They thought no one would actually pay to have food delivered, even though places like dominoes have been doing it for years. In our market, we only had Domino’s Pizza and maybe Pizza Hut. There were about 44 restaurants that had no delivery whatsoever, so that was our first foray into it. We did one or two orders per day for a couple of weeks, and that started to slowly build more volume from word of mouth.

Now you have franchises set up in different towns?

ANDREW: I wouldn’t call them franchises. It’s more like a licensing agreement. When we were running Ramona, we were making ‘ok money,’ but we knew that we could use our whole back-end operations to power other locations. Our second location was in Murfreesboro, Tennessee. We had two drivers work for us in Ramona. They got married and wanted to be closer to family. So, they moved back home and started the second OrangeCrate. We used that experience to learn how to open up more locations. We look for people who have the hustle but don’t have the money to open up their own franchise or get a license. Then, we teach them what we know about working with restaurants and drivers, and then we completely fund everything they need.

If you can hustle, we completely cover the cost to start up that business share the profits at 50/50. And at a pretty high level. It’s gross food sales minus cost, and we split it 50/50 from there. We cover everything they needed from payroll to marketing. At the end of the month, we make about 8% from every city, and they make about 49%.

What were some hurdles you guys faced in the first couple of years that you weren’t expecting?

ANDREW: The insurance was a huge hurdle for us. We were able to work a deal with an insurance company that we paid on a per order basis rather than overall. Usually, insurance is like 75k a year per city, but we were able to come to an agreement with a company where it worked out to something like 40 cents an order. That made it more favorable for us to grow and expand.
Although we did start in a rural market and we’ve expanded into rural markets, over the years, we’ve bought other restaurant delivery services, which is why we’re in bigger places like Anchorage, Alaska, and Pensacola, Florida.

Was the goal always to start rural and then go into more populated towns?

ANDREW: No. There were so many rural communities out there, and we felt that we could be in those communities and not be touched by DoorDash or UberEATS. Since then, DoorDash and those larger companies have tried to make inroads into the rural communities, but they then run into trouble finding drivers. You can find plenty of drivers in large metropolitan areas – I should take that back. You could find lots of drivers before the stimulus payments. Nowadays, it’s a hustle within itself to find drivers. You make more money staying home.

The side hustle has been undercut by these stimulus checks.

ANDREW: Right

How were you guys able to have an edge in the rural communities over DoorDash and GrubHub?

ANDREW: With OrangeCrate, we teach all of our drives how to deliver food properly. We use a certain health standard bag. It maintains the temperature you have to keep the food at – both cold and hot.
It’s the whole customer service with the consumer and how you dress to make that food delivery. We’re building a standard called Deliver Safe that teaches other drivers how to do the same thing in other markets.

One of the things with DoorDash and UberEATS is the driver grabs the food in the bag from the restaurant, they toss it in the front seat of the car, drive to wherever, and hand it off to the consumer. But if it was hot food when it left the restaurant, it’s lukewarm by the time it gets to the consumer – or worse. There’s no care in extending the restaurant’s brand once the driver leaves the restaurant. With our smaller services, we have this hands-on approach with the restaurants. It’s all local: local delivery, local service, local people. That tends to resonate better than national delivery companies that don’t seem to care other than to collect money from the restaurant.

Most people don’t put much thought into the distance between a restaurant and their home, but that plays a huge part. I know many restaurants are apprehensive about delivery because they can plate up the food and have it be served just right in their restaurant. But, there’s an X factor with the delivery driver where they don’t know what it will look like on the other end.

ANDREW: Exactly. From our experience, we’ve seen all sorts of drivers from the other services. Even within our community, DoorDash has tried to move into Ramona. They have one driver up here, and we see him using those flimsy bags that aren’t keeping anything hot or cold.

For Las Cruces, New Mexico, we deliver to White Sands Air Force Base, which I think is 25 miles away. We’re able to keep food at that approximate temperature for up to 60 minutes by the time we get it to the consumer. They can still have hot food from Joe’s BBQ shack, whereas the same food coming from DoorDash, assuming they would even go that far – they usually limit their distance to 7 miles, they lose a lot of the warmth factor of their food. Not to mention how it’s handled.

What was an ‘I made it’ moment for OrangeCrate?

ANDREW: I don’t know if this was exactly an ‘I made it’ moment but, we started in 2016 with about $5k to start up the company. We now do revenue in excess of 6 million a year. This past year we paid off almost $300,000 in debt to come into 2021 completely debt-free.

I don’t know if there’s one moment but knowing how we do what we do – it works for us. As such, it’s allowed me to do things for myself. I volunteer at the RMDA (Restaurant Marketing and Delivery Association). It’s about 700 independent companies like myself. I’m able to take time out of my day and help them – mentor them on how to grow in their markets. Many of them are smaller than me, some of them are bigger.

How was COVID for OrangeCrate?

ANDREW: COVID was actually pretty good for OrangeCrate. Pretty good for most delivery services. It wasn’t great for restaurants. I also own a restaurant. We bought it a month before COVID became a thing. It was this 40-year-old Italian restaurant in Ramona. It was a treasure. Everyone was sad that it was leaving, but it was struggling to survive before COVID.

We bought it because we knew delivery, so we figured that’s how we would turn things around. (Due to COVID) we ended up essentially breaking even for the year even though we upped the delivery. We couldn’t do any dine-in whatsoever for a long time. Now that’s all starting to come back, so we think it will be a good investment for us, but that’s a whole other aspect to what we do that was new to learn. We ended up losing something like $10,000/month on the restaurant end, but we made up for it on the OrangeCrate end.

Before the pandemic, restaurants viewed delivery services as not as critical to their existence as dine-in. As soon as COVID hit, and they could no longer do dine-in, we had to help so many restaurants pivot to delivery. And if a restaurant wasn’t known for doing delivery, it was an uphill battle for marketing to get food in front of the consumer. But we did it. In Ramona, we didn’t lose a single restaurant that I know of within our own community.

Sounds like that’s in large part because of you.

ANDREW: Yes.

Do you have a ballpark percentage on how much your deliveries went up last year?

ANDREW: I’d say probably about 130% year over year but I’d have to look at the numbers to be certain.

There’s a spectrum of entrepreneurs. On one end, there’s that person who says, ‘I want to be in business for myself. How do I do that?’ Then there’s that other person who ends up going into business for themselves because they have a product or a service that was a great idea, and they had to see it through. Where do you see yourself in that spectrum?

ANDREW: I’m the first one. I’ve been an entrepreneur since I was 14 years old. My first job was working at a fruit stand in Colorado where I literally rode by on my bike, and they screamed ‘Hey, boy!’ for me to come over and help them. I ended up running the fruit stand for them. Pops and Edith: they were older than dirt. I started moving produce from the bins to the truck to running my own location for them.
At some point, the Mac 128 came out. I opened up a graphic design business. A couple of years after that, I ended up owning a digital print shop.

It’s actually kind of funny. I bought my first digital press from Xerox in ‘96. It’s a million-dollar press and, you know I have no money. So, I fill out the documentation and everything. And Xerox calls my bank, and my bank says, ‘he has low 3 figures in his bank account,’ and Xerox thinks they misheard, and they said low 6 figures, and they delivered me this million-dollar press. It was awesome. It was a mistake on their part that helped me grow my business significantly. And after that, I bought a second digital press, and we did great.

I ended up selling the company and doing sales for a number of years. Then about 15 years ago, my wife and I adopted 6 kids together all at once. We had to decide which one of our jobs was more stable because one of us would have to quit to help take care of them. I ended up quitting. I knew I could always find a way to make money. Years later, I started OrangeCrate.

Last thing: any words of wisdom for entrepreneurs trying to get their idea off the ground?

ANDREW: Just keep at it. There’s plan A and if that doesn’t work, there’s 25 remaining letters in the alphabet.

Continue Reading

Interview Series

John Trogner Brews Beer with his Brother and You Don’t

Published

on

For many entrepreneurs, going into business for themselves is the dream on its own. Whether they are manufacturing widgets or running a storefront – the ‘what’ doesn’t matter. It’s the how. Calling the shots, controlling your fate, answering to no one. This is what attracts many self-starters. Being your own boss might be good enough for many, but what if … you could brew your own beer?

John Trogner and his brother Chris did just that. They are the founders of Tröegs Brewery, an independent brewing company in Hershey, PA. They can trace their beer’s story back to Boulder, Colorado – the unofficial nation’s capital of the microbrew. But it wouldn’t be long before the Trogner boys came back home to PA.

John spoke to Owner’s Mag about what many people call ‘the dream’: brewing beer with his brother.

How did Tröegs get its start? What made you want to get into brewing for yourselves?

John: After I graduated from college back in the early to mid-’90s, I was working in a high-rise in downtown Philly. It just so happens that the original Dock Street Brewery was on the first floor of my building. I’d go down after work and have these really interesting beers. I wasn’t sure exactly what they were, but I knew I liked them. There were other beers I was getting into, too, like Pete’s Wicked, Sierra Celebration, and Brooklyn Brown. At the same time, my brother Chris was out in Boulder, Colorado, and the beer scene was taking off out there. 

Chris eventually convinced me to join him in Colorado. Within a week, I got a job at the Oasis Brewpub by walking in and asking how I could help. It was trial-by-fire. I was cleaning tanks and learning everything I could, and because I showed up sober and on time, I was eventually promoted to brewer. The owner wasn’t paying much attention to the day-to-day operations and didn’t really care what we were brewing, so we just winged it and learned as we went. 

How would you describe the independent micro-brewing community?

John: It’s obviously grown a huge amount, and there are a lot of different ways to approach the business of beer these days. Speaking for Tröegs, we’ve always been focused on keeping the art and science of brewing first.

What is your experience blending your crafts with customer service and working with the public? 

John: There has to be trust between us and our customers. Our home state of PA has been pretty protectionist when it comes to beer. For a long time, you could only buy beer by the case – you couldn’t buy a 6-pack or a single. And if you buy 24 bottles of bad beer, you’re burned, and you don’t forget that. So if someone is willing to buy a case of your beer, you’ve earned their trust. Those people out there who always keep a case of Perpetual in their fridge, we never want to let them down. That’s why we’re so focused on quality, flavor, and stability.

What’s the best part of your job?

John: Giving back to our home state. We’re PA natives, and that’s a big part of our identity. Building a business here means so much to us on so many different levels — from the access to great agriculture, to the conservation work we’ve done with The Nature Conservancy, to the relationships we have with our longtime wholesale partners and fellow PA brewers, to collaborations like our locally made beer cheeses. Just this year, we’re committed to buying 50,000 pounds of local grain for Troegenator and another 100,000 for Field Study and LolliHop. We’re finally at the point where we can make a significant impact from an agricultural standpoint. And those roots keep stretching deeper and deeper. When we share those stories, our fans really connect to us and our beer and food. It paints a bigger picture and gives them a sense of pride. 

Is there a particular ‘we made it’ moment that stands out?

John: Not really. We’re always focused on continuous improvement, and that takes everything we’ve got. 

There are three beers that, looking back, were really an inflection point for Tröegs. For the first few years, Tröegs was surviving, but I wouldn’t say that we were thriving. One day, Chris said, “If we’re going to go down, we’re going to have fun doing it.” We shifted from brewing a few straightforward beer styles to trying some things that no one else was doing at the time. 

Over the next few years, we released Troegenator, Mad Elf and Nugget Nectar. Those beers really put us on the map and changed the destiny of Tröegs. 

Where would you like to see Tröegs in 10 years?

John: If there’s one thing we’ve learned in 25 years of business, it’s that we must perpetually evolve. It’s been our ability to pivot, try new things, and take risks that has kept us moving forward, and we have a great team in place to continue to do just that. 

There’s a Darwin quote we think about a lot: “It is not the strongest of the species that survives, nor the most intelligent. It is the one that is the most adaptable to change.” 

We’re constantly refreshing our lineup with new beers born from the strength of our Scratch Beer series and an ever-changing thirst for flavor and innovation. We brew around 100 new recipes a year, from old-world classics to the fringes of what’s new in ingredients, technique, and flavor.

We’re also investing in a new canning line and some sustainability benchmarks. It’s safe to say that we’re perpetually under construction. 

How did COVID impact your business? How did you work around it?

John: The initial lockdown required us to make dramatic changes to continue operating the production brewery and to deal with closing our retail business. We’re really proud of our co-workers for never missing a beat, sticking with us as we recalled the team, and embracing the new safety protocols required to keep everyone working. 

Early and often, we communicated with our wholesale and retail network to figure out what was happening in the market. And we focused on being a bright spot for our customers, offering consistent availability of our core beers as well as new releases and new flavors to try. 

We also believe customers care about companies who are doing good and are spending with a conscience more than ever before. We have kept up our charitable and community efforts and put a focus on helping out-of-work service industry workers and frontline hospitality workers. 

While draft (beer) has really dwindled for us, our positive trends with packaged beer indicate that many of our fans have stuck with us. But we are eager to see the safe return of bars and restaurants. 

Continue Reading

Trending