015 - How to Maintain Quality as You Scale with Quigley Coffee Co [ALT]

In the 15th episode of Scaling Side Hustles, our hosts Hillary, Valery, and business strategist Joshua, delve into the challenges and opportunities faced by Quigley Coffee Co's dynamic duo, Miranda and Michael. This entrepreneurial pair seized the opportunity to be on our show by submitting our form and winning a free consultation! Now they're navigating the complex task of balancing their books as they expand into a physical location—a process filled with as much complexity as a finely brewed espresso.

Meanwhile, Michael is in the thick of things, straddling between their exceptional mobile cart service and their soon-to-open brick-and-mortar store in Sanford, Florida. Our episode is brewing with strategies for maintaining quality amidst expansion, formulating financial forecasts reflecting your unique business, and the ripple effects of committing to social impact. So, sit back, grab your favorite coffee cup and immerse in our stimulating discussion!

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Transcript

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he sounds like he's the brand people want to come see him. I bet it's the dreads. I think everyone should get dressed because that's like the cool factor. Paint a visual picture of quickly for our listeners though. Oh my god. He's trying to play a Viking slash hipster biking. Oh, yeah. These like the trendy the trendy GEICO caveman. Yeah, thank you so much. This was this was way more helpful than I thought it was gonna be, you know. Thank you. Well, we'll catch up Hey, guys, welcome back to scaling side. hustles. I'm Joshua, and today we're gonna be talking about okay, job. Wait, Could you be any more sleepy? I know that the energy this is scaling. This is scaling side hustles or whatever coffee. But speaking of coffee, we're really cool guests because they have a coffee company. Yes. Miranda and Michael Quigley. We just finished up a conversation with them. And if you've forgotten who we are, I'm out. I'm Hill. And I'm Joshua. Wake up, Josh. Okay. Hey, let's just throw it to this conversation. They have this amazing coffee company. They wrote in scaling side hustles.com to get a free business consultation. And we had so much fun. Yeah, so tune in. And if you're interested in doing the same, it's quite easy. Just go to the scaling side. hustles.com Fill out the form and then you could be on the podcast. Check it out. Thank you for having us. We're here. Yes, we're excited to. So so your what's your business name again? quickly copy company. Okay. Okay. So Coffee. Coffee is the field and where are you based? Orlando. Well, like Central Florida. Okay, specifically, right? Yes. But well, specifically Sanford, we say Orlando. We say Central Florida because we do catering as part of our thing too. So it kind of reaches Nice. Yeah, that makes sense. Good. Good. You want to come hang out? Then. We are in Sanford. We're in Sanford, which we call boki. That's right. I went to school in Sanford Sanford where Josh and I are originally both from Florida. So it's pretty cool. Talking to people from our hometown. Yeah. And so we have, you know, a connection. We know you guys because you guys are kind of like besties with my sister and brother in law, which is pretty cool. John and Kim, I'm sure they're gonna listen, they're gonna be like, your biggest fans, because you guys are like super close, constantly hanging out. You guys are like second family to them. So it's really exciting. Because we got to listen to their podcast. And it's been something that's been special because I think both of us have kind of started our business endeavors, you know, alongside each other and have equally challenged each other like, okay, just just quit your job. Okay, if you do it all that you know that kind of like? Yeah, support system in that, because it's a scary thing to do. For sure. Yeah, listening to their podcast I saw on the bottom in the comments. It was like, you know, get involved or sign up for consultation, and we're always hungry and eager to learn more. Well, I was going to ask because I'm really excited to hear more about your business. But I was gonna say like, how did you get connected? So I see your friends of Val's sister and brother in law, then you filled out the form, it's as easy as that you fill out the form, it didn't know we were doing that. And so I was like, Oh, I listen to your podcast, by the way, I signed up. Awesome. So if anyone else is interested, it's really easy. Just go on our website scaling side hustles.com and submit the form answer a couple questions about your business or your business idea. And then we'll get in touch. So thank you all for doing that. We're so glad you're here. So yeah, our listeners might not might not know about quickly Coffee Company. So do you just want to give kind of a brief introduction of who you guys are. Maybe how long ago you started, what was the motivation? Just tell us about quickly Coffee Company? Yeah, we? It was. I've been in coffee for a very long time. Barista, yeah. As opposed to working at print shops, probably like close to 14 years now. But like eight years ago, I really wanted to have my own shop. That was kind of the idea. I could not convince a certain person one namely sitting next to me that that was and eventually we kind of came to the conclusion that we should should do it. We should start something she she finally agreed. And then we move forward. But that was about two years ago. Maybe A little longer than a little over two years ago, we started the idea that and right at two years ago, yeah, we basically said this could be a good idea in September we LLC may 11. And then we opened July 31. So we opened it in six weeks. Wow. Nice. Okay, I don't want to pry at all. But I am curious Miranda, like, what were some of those fears? Because I feel like that's a really common, I would have probably been like, no, as well. Yeah, some of those fears. Yeah, I think the way to put it as we've always, you know, done things together. And this was a big dream of his and NES. It wasn't necessarily a dream of mine. And I knew that for us to commit to doing a business, we would have to commit to doing it together. And for a long time, it just didn't feel like something that was feasible. Were extremely involved in our church. So I'm full time at our church, we do full time ministry. So I always tell people like he's full time ministry with me, I'm full time coffee with him. And we're also we're, we have two little ones and life stays plenty busy. But I think, of course, my biggest fear is are you go from having a paycheck to paycheck? You know, every secure, you know exactly how much you're going to make that week to if you start your own business, like, hopefully, you can get somebody to trust your products. And maybe you could make a couple 100 bucks, but like, what are the chances of it actually like taking off, you know, especially in the restaurant industry, where it's only a 4% average, like profit margin. So it's, you know, when, and I'm very factual, and I look at all those statistics in logistics, and he's like, Well, we could do this. And we could do this, or we could do this. And, you know, he's kind of fearless in that way when it comes to visionary. The visionary. Yeah, so I always tell him, I say, you know, you got to think like, I think like linear and alphabet, you go from A to B to C to D, and he's like, but look at Z, like, I'm like, Yes, but it costs D and F, you know, so it's a good balance between the two. There's a good balance. Yeah, you need you need both. Totally important, right? It definitely has become now we definitely work off of it. And I think our seasons shift of who's who's really the visionary and who's got fears, but it seems like if one of us has fears, the other is dreaming. And it's a healthy balance, I think. Yeah. Awesome. Cool. So where are you all at right now what is quickly Coffee Company up to? Where would you say, your business now, we are catering at the moment. So we have like mobile coffee bars, they are super fun. Big. It's not a food truck, which is what a lot of people get confused with, like a mobile coffee bar is one that is like five feet by 30 inches. And it can fit inside of a front the front door of somebody's house. So we go to people's houses, we go to businesses, we can do outside events, we do lots of wedding, lots of weather events, things like that. And we set up a little coffee bar, which has the capability to do everything a coffee shop can do like will pull espresso shots will make cappuccinos, there's cool latte art, you know, all that. And we bring it to everybody, instead of having to make people come to a coffee shop, or maybe go get a boxed coffee for your office for the day, you can switch it out. It can be something way more fun, way more exciting that employees are really excited about. But it also tastes significantly better than like, it's not to I don't know, if I'm even allowed to name drop popular brands, we're just gonna censor it just put a big beefy competitor with this circle around there. You know? It's yeah, it's definitely higher quality, more of an elite experience. So we have, you know, one of our clients, we serve, like on the racetrack for like Porsche Ferrari, we've served Hilton clientele. So we would like to focus on that more elite market of bringing quality coffee with a high elevated to elevate any experience and less birthday parties and bridal shower. So if anybody wants to bring it quickly copy to their brochure, we really like the idea was based out of like, you go to a conference, right? You do you pay a lot of money to go somewhere. And when you get there, there are these silver urns of death where you just push down this, that terrible liquid that comes out and you're like, I guess that looks like coffee. Smells like coffee, but it also is very bad, right? And that's the whole experience you get? Well we can we can take those places those experiences and we can top it. Right. We make it top notch. And so when we've worked with people like the Hilton and like Best Places to Work has had us come in and you know, they love it, because it's something that even their businesses are striving to do to elevate But like other things and other businesses even so, yeah, well, we didn't start a catering so we when we launched you asked, How did how did our company happen? We started by say we opened in six weeks. What little backstory 2020 COVID happened. And it was the first time that I feel like he was about to give up on the coffee dream as the whole world was shut down. And I and I was kind of figuring out like, what is our life look like post pandemic, you know, you're kind of everything is on the table of like, what is the future look like? And I really felt like God put this dream and like awakened the dream and my heart to see the coffee shop happen. We had a conversation in September and may we ll seed and he wanted to start with just the catering side, but because of my logistical nature, I said I you know, I feel like we need somewhere to park the cart on a Monday, you know, Monday through Saturday basis or whatever that stays open all the time for anybody to come and get a coffee and then we can push the cart. I apologize. Those are my dog's fingernails in the background. That's cute. I'm sorry. It's all good. I love it. I love it. You Teresa. Sure way, Sherwin show going a little bit. Yeah, so we I said we need to find a place to park the car regularly. And long story short, we found a location that had a 500 square foot open space that was really cute inside of a thrift store. And they let us park our car there throughout the week. And so we were able to decorate and, and have literally a 500 square foot tiny space to make this happen. And that's how we started. And we also did catering events at the same time. Started off with one card we opened one week. And within two weeks, we had weddings booked and we were trying to move our coffee cart out of the thrift store to go do weddings. And then quickly we said we need another cart. So we figured that out. And we had another cart by October. And then after we started the second cart, we had a full functioning little you know, micro Cafe inside this thrift store that was open five, six days a week, five days a week, and then we did catering full time. And then our lease ended up that thrift store. Because we would have had to build it out if we wanted to continue to stay there. And we just feel like we needed to upgrade a lot quicker. And so we decided to close the doors there finish, you know, let that store close, which was really sad for us because it was our first space. But it also forced us to upgrade. And now we are in the build out process of a 1700 square foot Cafe that's set to open hopefully the first week of October hopefully permits. Can you hit the floor running like yeah, thrived quickly, you had a good community. And it sounded like people really recognized that quality. Because yeah, that was fast fashion. Can you imagine? I don't know. Oh, this was our five year goal. Yeah, wow. Right now in the year two was what we were planning on doing in year five. So I mean, we weren't going to hire anybody for two years. We ended up hiring like a team of six people within the first six months to help get our catering going. And all of that and I'm still working full time. And he is doing full time ministry with me, like I said, so it's it's a it is a hustle. Okay, so where do you find the time? You guys have two full time things. Now, it's not just a gig, you guys are literally splitting? How are you in two dimensions? Have you mastered that time travel? Like how are you doing this? That's pretty cool. How do we do it? Probably just very good time management. We've just prioritized in some ways. There's more time. It's weird, obviously, like, you know, he's making his own schedule. So it's and somehow we figure it out. But it is. I mean, we're having, you know, yard equipment that we need for this. You know, it's gotta be 220. And you know, all that. That side, but also, like we I guess, well, that's kind of what I wanted to get to, because it sounds like you guys have grown really quickly. It's been incredible. But obviously that comes with like some growing pains as well, I can imagine. So I'd love to throw it to Josh here in a second. He's going to kind of obviously this is just going to be a quick kind of quick consultation, but would love to Yeah, throw it to Josh. And he's going to walk you through kind of some questions. And yeah, we can continue the conversation there. Great. Yeah. Thanks. Thanks, Phil. So I did see on your some of your questions and answers here on the form. But before we dive into that, I'd love to know like what are the top two things that you want, like our assistance with and our perspective on kind of one each of what you're kind of Top of Mind things are that you're trying to solve in the business? I have one. I'll let you have one. Do you have one already? Okay, I'll go first, but you thought you offer the second one. Okay. So I've read a lot of books and we've you know, talked other coffee shop owners. So I have projections of what we need to do at this next shop. And one of my personal goals, because we are making this happen on a Small Business Administration SBA loan, and we're paying back that loan, but we're starting out of yours. And, you know, the whole nine, and I want to be out of debt from that loan, and just in general, as fast as possible. So I have what I think are our projections based on like, I know that your lease is supposed to be between, you know, eight and 10% of what your general revenue is like that was the start was like, okay, in order for that number to be there, our lease is this much, that means we have to make this much a year. So like, that was how we started our projections and then broke it down. But I'm kind of guessing on the rest of the percentages, like I think our cost of goods, a healthy, you know, our cost of cost of goods should be like, around between 25 and 30%. For like a healthy restaurant, our labor should be like no more than 35 for healthy restaurants, like I've got those kind of starting things inside of it. As we're not necessarily a full restaurant like restaurant service, you're the ticket orders, the average sale is 30 $40 per couple, we need to get our average sale up to like a solid $20 A person that would be ideal for like a coffee and a pastry, essentially, because we're not offering that kind of thing. So I guess overall. And I don't know how much I should say on the podcast, as far as numbers go. But my projections, I don't really have anything, because I can go to some coffee on it and be like, let me see your books, you know, exactly. And they'll they'll be as as openly vague as they, you know, can't as transparently vague as they can be. But a lot of that is just an estimate. So I have that written out and what it should be, but I don't know if it's necessarily a great starting ground. So that's one of my so just to kind of reframe your question, how do you accurately project numbers that you don't know? Is that right? Yeah. And am I putting in the right percent? Like, am I missing something? Am I putting too much percentages on something else, and not enough on this? And right now I have it laid out that we pay off our debt in the allotted time that they that our loan is, which would pay back way more than it's worth because of the interest rate. So like, figuring out like, you know, do I budget in that margin? Now? And how do I do that? And how many, how many employees can we have to? You know, so cool. I was like, it's not the dogs. Is that the dog's toenails? Or Josh? Fiona? All right, what about you quickly? So I have a I have lots of hopes and dreams for everything. I think my biggest fear is that in putting a lot of emphasis effort into a new new part, you know, the new thing in the shop, being as big as it is and as, like, terrifying as it is, this is our, our, our largest amount of money going into something amount of time that's gonna go into that the catering side is our most profitable side. Absolutely. One that we still really love. I don't, I don't know what I can do to not separate them to where one lacks and falls off. Or like, like, what, how would you frame that as a question? I'm trying to, I've been trying to think about it this whole time. I think a lot of it has to do with like, we're we're still small, we're very small. And so his hand is in everything. And at some point it can't be but we're definitely not in a place for him not to be so but he can't 100% be in catering and 100% be in Cafe that's how we kind of split them up as the shop and catering. But he's training the baristas he's creating the culture in the room. There's absolutely we saw this at our previous location. Which part of the reason we named our coffee company quickly Coffee Company. I made a joke that like yes, this is the Quigley you knew in high school, because he's the only Quigley around and he was he a lot of people knew him and Seminole we were just like the, you know, the Sanford place to go. And so a lot of people we would see significant and I don't know if it's owner presence, or if he just like maybe it was a lack of training in our baristas though we did train them well, if he was working behind bar sales were significantly higher. And so it's one of those like, and same thing like with hospitality. So if he's doing the catering event, and of course, right like, he's the owner were the owners, so he's going to make sure that a five star experience is a 25 star experience, and go above and beyond and we He can see that the employees are contracted baristas that aren't him are maybe getting not doing the same standard of a job or, and I don't know if that's something that's, you know, an unrealistic expectation because he's the owner. Or if it's just that people want to see him. I don't know. That's it. We just found the title of this episode. Yeah, it was either. It was either that or silver urns of death, which I really liked. When you said that silver. That is a phrase coined by one of the guys that I talked to in, in where I have a group of coffee catering, business owners that that term is thrown around all the time. Yeah, we hate them on it. Oh my gosh, there's like, because there's so many genres of music, even Christian world that could be like, Christian rock, silver. Oh, first playoff. Definitely the name of an indie rock band, for sure. Silver. Anyway, you got to derail. Okay, cool guy. So, gotta get back on track, Josh. Yeah, that's your job. She so so let me let me kind of frame these two questions and the solutions for these two questions over the course of our next discussion, looking at the form that you submitted and the answers there, because what I always tell business owners whether they're new or existing, or they have$10 million in revenue, like the same principles apply to the foundational business model. And if the more clear, that becomes for you guys, and the more that is in everyday speech for you guys, the easier it is to solve incredibly complex questions like what you've asked Miranda, you are lightyears ahead of most small business owners, and just the way that you know the numbers and the projections, and so just understand that your level of expectation for where your business should go, should give you more confidence in the day to day runnings now being a small business owner, because your competitors aren't as far as you with the details. Okay. Thank you, really quickly on your side, it's gonna be a little bit simpler of an approach to solving this question. But I want to separate your question into two problems that I see the first problem is, how do I maintain the quality and continue to grow the business in these two separate ventures of mobile and physical, right? But the other side of it is like, where do I put my time? You know, and that's going to be a much bigger question for you as you go forward, especially considering all the other things that you're juggling including kids, right? So I want to I want to spend a longer time possibly after this talking you through those things. Or even if you just have a quick question, you can feel free to text me and I'll point you in the right direction. But let's go to your your questions here. So you you put down for the types of customers here who are trying to serve as like, probably college age, business minded work from home people who are looking for a healthy place to connect with other people. And so that sounds like your current market. Is that right? Yeah. But Miranda, you also mentioned that you prefer to be with the Hilton's and the racetracks and the best places to work. Yeah, so those demographics are for each side. So I would see like our cafe is on Reinhardt Road, which is in the middle of like the shopping center with a million apartments. So that's the young college age luxury apartment livers, who will call our coffee shop there go to coffee shop, and then our clientele for our catering would be the more elite coffee experiences that we could, we could get to. Got it. Oh, Reinhart road, and that's nice. bougie. It's been eight years since we've lived it's expanded a lot since we've been there. Nice. Yeah. Okay, and so I see here on the second question you guys wrote, like, for what problem your customer has. And instead of writing the problem that they have, you wrote what you guys provide a happy and judgment free place for friendships to be built. So what we're looking at is like, why people are looking for coffee in the first place, specifically that demographic, and then why people need the mobile cart, right? So there's two separate businesses in one. So the more accurately we can articulate those problems, the better the solutions will be become. And then we can change the marketing for each one of those demographics. So can you guys articulate being that you've networked a lot with these college guys? eyes? What are they there for? Is it more for the friendships? Or is it more for the coffee like extrapolate on that a bit? That actually, you know, it really feels like it feels like people find themselves there because they love the coffee, there is not a place where people can go in our area that has now their their great coffee shops that like focuses on coffee, and quality of that. And then when they find that they also have found, like people they can talk to. And that's been kind of our thing like our it says it all over our like, inside of our little cafe that we did have that was 500 square feet, this huge sign it took up the whole said quality coffee and community, right, which is its cucc, which is also Quigley coffee go. So that's just like our little thing. But I think it's tough, because taking one or the other doesn't feel like it's it would work. Yeah, we are both really both. It's a solid, like people come because they hear that the coffee is good, but they stay because they had a better experience sitting with us than they did another place where like baristas are still pretentious or moody or something perfect. So you actually separated in that statement as you'd like, the reason they come is the problem, right? But the reason they stay is the unique value. So separate those two, because when you're approaching the marketing for the problem, you want to say we have better coffee than foxtail. Right? And now Now there's a separation of like, oh, well, if they're claiming it like that, that must be true. And they're more likely to try you out, you know, against your competitors in that space. Right. So, you have something to say, Well, I was just gonna ask because you're, as you said, people stay because they have a good time to have someone to talk to. But what do you mean, like the people that work cucc Or it's like a friend hang out. So this is the part of the honor presence thing that I was talking about. He naturally is just a people, people person. So I would say that we had, we had customers, but we absolutely had like, therapy, clientele who would like come in to like check in and they would call you know, we always we call our customers are besties. And it's because like everybody who comes in like the values, like you know their name. And you know, I can't tell you the times we've like gotten to pray for the people who were coming in because they just lost their house or like it becomes more of an intimate experience as far as the conversation because we're not just giving you a cup of coffee, like we actually care about how you're doing. And that's the that's the part. So you might wait in line a little bit longer for your coffee, because the person in front of you is having a moment but I don't know. But he's also wired that way. So that's a part of like keeping you know, so people would come back for for him because they want to you know, they're checking up and conversations where it's such a connector. Don't get jealous, FYI, Kim and John, you guys are the number one besties I'm sure. But it definitely I think that's the part that's maybe less replicable when it comes to our other baristas Who are we do hired people who are extroverts and you know, you always greet people when they come in and you ask the questions, and we try to make that as replicable as possible. But tell me a little bit about your hiring process. It's been bad. We're working now on getting like, a, like a real application and like real like sitting down, like sit down with interviews. I'd say like some of the last hires that I made were much, much better. The first hires every like, so our employees were great. Like, we really had great employees. For context, though, we weren't our projection so that we weren't gonna hire anybody for two years, two weeks, and we had to like we were there was no, there was no way we were gonna be scrambled. So we hired our friends, which is awesome. We trust them. It's kind of like, Hey, can you come in at first it started with like, we'll pay you on Venmo or day, right? And then it was like, Okay, now we're gonna get you on a payroll, and we're going to do this. So. So that started where we started hiring, you know, people that we knew, because we needed them quickly. And one of my, my, my mentors, he always says, hire slow, like, hire slow, and half of our business, especially with Catering is contracting out baristas, too. So there we do have a, you know, a mixture of the employees that we had at the shop who were like on our regular payroll. And then for example, our we have a client that we do race car events, and that's all over the country, they'll contract out our baristas. In which case we find somebody that we know knows coffee and the Elevate experience, and maybe it's Latin, not less personable, they're so personable, but they're definitely the coffee expert because we're flying them across the country to make sure that it goes well. So we contract out those baristas too. So it's a little twofold. But we definitely are in a cool seat now getting ready to open up our new location. And we're starting over with hires for our cafe. We're starting over with employees. So right now, we don't have any employees just contracted baristas that we send for catering. And what's that hiring process going to look like? So you have a job posting? They're going through an application, they're sitting down with an interview, your hiring slower? What what are the details of that process? Yeah, we will sit down. So we are going to do sit down interviews, we are working on now having somebody who's building us a like an employee application that can be filled out online, and then it will send to us so we'll kind of look through resumes and applications like that. Should we take a step back? Is it like indeed? Or is it like, Well, you said somebody is building an application? So what So on the website, what are the contents of that application? What are you asking them? We basically just, we hired a virtual assistant to help us create the employee assimilation process. As far as the all the papers that we need to have for like, injury report, vacation requests, like that whole part of like, once you're hired, I don't think that we've really figured out quite yet how we're going to hire. And it's because we don't open for three more months. So now we're starting to have these conversations of like, okay, when somebody gets in an interview, like, what are what does that look like, after that? What are we looking for? And of course, we have our values, like I said, of being extroverted, being polite. We hope to make Chick fil A just look like the rudest people on the planet, you know. High Standard, yes. So yeah, I don't think that we've quite figured out exactly what that looks like. Got it. So 90 days is probably a really good starting place to work on the hiring strategy, like starting today, because you want to make sure that you are hiring slow, and that the interviews are maybe going a little bit longer, you know, saying hey, we're hiring out in this time. But in order for people to be like really attracted to that 90 Day of opening, right, then we want them to be a really attracted to the culture and the vision of the company and these things that are intrinsically quickly. So we're gonna go through this lamb analysis, and that's kind of why I was asking about the customers and the problems that they're having, because I need to get a better frame of what makes you guys unique, you know, you talk a lot about the quality of the coffee, but really, it's about the, the presence of Quigley and, you know, the the praying for people and like this, this atmosphere that you're building, clearly, like, yeah, that's good. So if we, if we go, really, you need to look at these businesses as separate customers for the physical space and customers for the event catering, right. But overarching, you have this brand of quickly and there's an essence to that brand. And so you really need to dive deep into like brand strategy and what it means to be a Quigley barista, whether it's a contract or an employee, and, and trying to define the values, which will come from the vision of where you're going. So what is that that 10 year vision? Or like, have you guys dreamed up? Or let's let's ask Michael quickly, what is your Z vision of where you're trying to go? And how Miranda are do you see those steps, those milestones to get there? Also, he doesn't respond to Michael. Well, I want to be clear who I was talking to. I I don't so I don't imagine our business becoming like a franchise, right? So like keeping it to where like everybody is like a known person and you can just trust it whenever you walk in kind of feeling like like every place is home. kind of feeling. But I do imagine like when I get to dream, I imagined like five like five spaces, like a nice spaces in each town. Well, yeah, like five, like within like the Central Florida area, you know, like five locations. And like right now the one that we're building out is coffee. We're doing a little bit of food. We're doing a skate shop in there with with some people it's really fun skate shop. And it's just like their retail part of our last location was at a thrift store that was big on retail so we have a little retail element in our store that's it skateboard material, but our focus and emphasis in marketing is all coffee yep all coffee for for doing that but but it is going to be a part of what we do. It just makes it like the atmosphere fun So like, what can the other five look like, you know, or I'm not putting in just like, there's no, stop on five. I'm just saying like, let's say five for now. And then coffee roasting. Building? I don't know, I'm just now I'm forgetting the question. Okay, that's great. Go ahead. If I can speak to it a little bit, we've I brought this similar question up a few months ago, because, like I said, I'm kind of wired to figure out like, what's, what's next. And a lot of the business owners that I follow, they start businesses, and then they there's an exit plan. And so, which is like, way ahead, because we're two years old, but I did ask him, I said, like, is there an exit plan? Like, are we building this business to like, sell it and exit? Is there a is there that? Are we is that the franchise? Are we trying to be the Catering Company of America, where every every state is using quickly coffee carts? And are we franchising these coffee cards? Or is it you know, are we just Is this our story of Central Florida? And this is like how Michael and Miranda build our lives. And we have a coffee shop and Sanford? Like, what's the what's the end goal? And I feel like it's, it's hard, because it's too new to dream about exiting. But I am wired that way. A little bit. And so I feel like when we last talked about it, we just kind of landed on. Like, right now we want to be like the we want to be the the coffee hub of Central Florida and, and make a difference where we're at. But I don't know, we haven't quite dreamed big enough to figure out like, what's, what's the what's the end game? We've talked about it? But we don't have a confident answer of like, yes, we want to be the coffee Catering Company of America and like is that what we're going to put our energy towards? You know, so I'll tell you a couple things. So like, the vision is incredibly important for today. Okay. And it will, it will kind of bleed into the rest of the parts of the business. So if you look at any very successful business, they they've worked on their vision and their mission, that mission is what you're currently doing and how you're serving the community, which I want to know how you plan to. And then division is like, once we've done this a bunch, and we have five locations where this big and that's the carrot that you want your team to chase. So I would say there's probably three different ways to handle your vision. It's like I want to grow it and allow it to be my story and continue to run it but maybe as an owner and not a manager, right? I want to run it and sell a portion of it or Co Op with my employees. Or I want to exit and sell it completely. Right. But typically people that put their name in the business, and they are the reason that it runs. They're not looking for a clean exit like that, like Colonel Sanders. Yeah, no dreads. So so try to try to spend some time as soon as possible figuring that out, because it's going to help us to figure out the next steps for the business. And if you look at the Quigley's question of like, how are we training baristas, how we're building this hiring strategy? So first off, you need to take a personality test for yourself or a few different personality tests. And then you need to hire for that personality. First, and then the skill set. Second, you're saying quickly to take a personality test? Because we're trying several different Yeah, we're trying to clone him? Yeah. But like in the most ethical, ethical, ethical way, right. So like, what would you suggest? What kind of personality test like? Well, I really like 16 personalities.com. That was That one's pretty concise. And it's a little bit more, it's a little newer than, like disk. And it so like, for me, I'm a protagonist. So I'm after that social impact. I mean, what I say authentic. And so when I'm looking for other people to replace me, I'm looking for other protagonists. Because if that's what's bringing people into your shop, I see what you're saying, right? That's also a way because yeah, you could be like, Oh, find someone like quickly. But yeah, it's not not that we're all diminished down to the name of a personality test. Sometimes I like bump up against that. But like, I know what your mean, Josh, like, it's just an easy, and that 16 personality test is actually really fun to take. I know you had us take it as part of your team Josh. And it's kind of just an easier way to maybe weed out those people that aren't the visionaries but could be amazing in a different role. So right, it's cool, right? So have you done that in your hiring process? Yep. No, but I love that takeaway. I'm writing it down. I'm looking up what he is right now. That's funny. I'm the commander. And like, I know we we've done, we've done these personalities before. So I'm an ENT. I'm an E and TJ and ESTP. Yes, I'm an EMT F. And you all right, good. Is the entrepreneur. Okay. There we go. That's. So the second thing that I would say is, and this is probably a loaded answer for you guys, we'll need to like, provide more details in the next few weeks. But I would I would bring the baristas for the mobile carts into the shop for training into the physical space for training and be public about that. So that there's, there's the atmosphere there. And it's, it's what draws crowds in, right. And your focus should be on developing the new venture to make it sustainable, just like the profitable venture, right. And that's going to highly depend on your time spent in the place. But if you're hiring these, even the contract baristas and one of your requirements is taking the personality tests. If you have a huge demand of these contract, baristas you can limit the scope to who has the personality that most closely matches yours. And that's going to deliver that top notch quality. And then from the vision, you have core values that you develop of what you need to meet. And so the 25 star experience that you're talking about should be something that is measurable. So you can measure qualitative and quantitative metrics. So that you can have a way that your clients like the Hilton can see if a new barista matches Quigley's level of quality. That makes sense. Yeah. And there's lots of ways you can test that. But I would say the most important thing is coming from that vision, because you want people to be motivated by more than just money. Yeah, definitely. So to get to that vision, which seems a little hard, you need to focus on the mission at hand, which is how you're serving the community. And try to put more of an essence around the I feel like it's closely related to ministry, but you guys are going to have to tell me that and trying to find a way to connect to that with Quigley's personality. So talk a little bit about how you want to serve the community. Well, so what we did, and again, these are kind of like, our last location was seeds that we got to see through trial and error of what could work and what you know, all that stuff. So one of the things we had at our last location was a community wall, where people could write their needs. And so and then somebody could, you could leave your need on the wall, like looking for a babysitter or looking for a mom to connect with. And then some and you're like Instagram, handle your phone number on the back, and then some stranger would come in and take it and meet that need. And it was beautiful. Seeing the aides that were out, like, you know, you would see like my, you know, I have an autistic son and No, no friends with autistic kids, like, Can anybody help. And you see, like, see needs like that specific all over the wall. And so that's something that we definitely want to lean into. We're strategically building a big community table that a lot of people were against, because they say one person sits at like, imagine a 14 foot table, but this person sits there, like nobody else is gonna sit there and it takes up a good chunk of our space. So I'm like, Okay, well, we're gonna engrave on the tables, like yes, you can sit with me, you know, like all across the place to make sure that people know that there's, you know, it's it's safe to connect in and look at each other here. That was done or that's a dream. That's what you want to do. Where we are building the table and we're gonna Yeah, we are gonna put that signage on it. Who's built? You already know who's building our tables. Johnny. did he build other stuff for you? Did he build a cart? We did not one of our carts he built this whole set up if you actually care, so thanks for sharing. That was brother. He built our first coffee cart he also built like or he did, he did some shelving and like a bar space in our personal kitchen. Anyone needs woodwork. Who can they reach out to? Sorry, that was interesting. Yeah, so other than the community while we also do open mic nights, which there are no spaces in Sanford that do open mic nights if you don't know we are musical. And so music it's a huge passion of ours along coffee and ministry and so give us give us a No Not gonna happen. At our open mic nights, we were able to squeeze like 200 people and a 500 square foot space. And it was unbelievably hot and it was loud. And we were sardines. But it was so beautiful to see everybody come in and just support each other's you know, expression through poetry through songwriting through all of that. So we will be the open mic night hub of the community. And then yes, you asked about our ministry part. So our first year we were open, we partnered for what was called give back 2021. And we were part of, you know, we donate a certain amount that helped give out Thanksgiving food bags that helped give gifts to single parents for Christmas, who couldn't afford gifts. So and we promoted that, like all of our sales from today's going right to this give back and then allow these holiday outreaches to take place. So how successful was that? We gave our goal we met our goal that for that day. Yeah. So it was it definitely felt sacrificial. It'd be like, Okay, here's this big sales day. Yeah. But that's what we said we were gonna do, and I, it's, you know, we obviously we valued that and so we're gonna stick to it. Yes. Just figuring out what that looks like. Definitely will be partnering with city churches, outreaches, and some practical ways like that. But just loving Yeah, loving our community. I love that. You have some of those, like, we just want to, like in even just a more practical way, just like there's i i have to say it because there's no no one else is doing it. And it just as has been bothering me for years that you cannot walk into, into a coffee shop in our area, and get actual food on a plate and coffee in a mug at the same time. That doesn't happen in our anywhere in our area. You'll get your coffee and a paper cup or a plastic cup, and then your food like on like a plastic little thing. Or like a plate. Yeah. Sharpie your mugs on? Because that's what I'm used to people writing the names. You don't do that. Yeah, no, we're not going to do that. We're going to bring you your cup to your table is elevated. Yeah. So like there isn't that in our area. And I like that is one way that I think people will feel served. And I know that's maybe not the as much of the answer as what we just gave, but I just do have to assess that's about the Quigley essence. Yeah. So so the the mission should be, you know, this kind of social impact that you're doing in house where people can write their needs. I love that concept. And I think that's super unique, combined with the quality experience that quickly offers. First off, pray over everything before you do it, as I'm sure you guys do already. But I would even venture to challenge you to remove that day of giving and reinvest that money into fulfilling the needs of the people that write on the wall and sending your own people out to do those things. Because that that pulls more people in to give back. And it's also going to teach the baristas like this is the culture that you need to have if you want to work for us. And you'll pull in people that are really motivated at the heart level. And that's going to set like this vision for where you're taking the organization. I love the different location themes. And I think you should lean into that as you grow. But just really investing into this, this one theme right now for the first location. And you'll I'm sure you'll pull in really good people that will give you good ideas for the next locations and the themes that you're going to have there. Does that kind of answer your question quickly? Or did I leave anything? Really honest. Gives me a lot to think about too. Yeah, I do think I will say I had when you said hire a bunch of people that have that have this personality. It was like, wow, that's genius. And also No. No. To elaborate on that. Yeah. I would start with one person that that Quigley can train that runs the food, the mobile carts. And that person oversees all the people that are baristas, there and maintains the quality there. Yeah, that's our first big hire as far as like somebody who would be full time with us is the catering manager basically exactly the leader. Yeah. Yeah. So Miranda, your question I have here is like, Am I missing something in the percentages? How many employees can we have? So the reason I went through Michael's question first is because in order to answer that question more accurately, first, we need to create this culture. The four pillars we believe run successful businesses is culture value innovation operations. So all of that is built on a solid foundation of a business model, the brand story, like the revenue model, where you're taking the company. And when you start to lay the bricks for your culture, it's about building that vision. It's about building that mission. And finding the people that are attracted to that. When you start to look at the value pillar, you're looking at the sales process, and the brand and the marketing. So like, right now, if I look at your marketing, to me, the CoLo seems more elite than you guys. And if the mobile carts are supposed to be for the elite, you should separate those two brands. And think through like, okay, the Hilton's are going to want to see this type of brand essence, and the college guys are going to want to see this type, which is what you currently have, right? So kind of separating those two brands is going to be very key for funneling more of those types of clients there and putting those testimonials from the Hilton from these like executives, right, just saying, Hey, can I record a quick horizontal video of you talking about my brand and what it's done for you today, if you know any of those key holders in those businesses, and just getting them to allow you to put their testimonial video on your website is going to be really key to convert more of those elite people. Then we talked about the innovation pillar. So you talked about using virtual assistant to help you build that I would encourage them to use chat GPT to facilitate the hiring strategy, including building out more intrinsic, not intrinsic, but like interpersonal skills that you want this person to have that you're hiring, and then the technical skill sets, and then the availability. Because the interpersonal and the connectedness to the vision, and the mission is going to be something that you can hold on to that employee for much longer. Or if they're like, Hey, I'm I'm available, but only these hours, and you can't use them today. They're connected with your vision forever. So you can hold on to their contact information when they open up. Does that make sense? Yeah. So hire first for personality, then skill set, then availability, that's always Yeah. And then operations. The last pillar, and this is really where your mind is always at Miranda is like in the details and the numbers and everything. And it's the last pillar, because it's the least important, because the more it's good that you manage it. Because what's what's measured is manageable, right. But the more you invest in culture, the more your culture will invest in your customers. And then the more both culture and customers will invest in the way that you're innovating the concepts and your business, and then the operations will naturally grow themselves. So I think a bigger problem you're going to have is how fast you guys grow. And your mind is going to be perfect for that and knowing where to divide the budget in the moment. Because you're you're very good with the numbers. Most of the projections, there's going to be various. So when I worked with like construction companies, they do a crash, I cannot remember the name of this, but it's a it's a construction estimate. And there's usually an 80% variant on that construction estimate, it can go 80% Up or 80% down. So the further you are out, the less accuracy you're gonna have. So when I do is, I don't know what type of spreadsheets and stuff you're using or the templates you're using, but it's best to look at each venture as separate. And then take the last three months expenses and income to project your next three months. And the more history you have, the more you can project from but having them separate and then all together at one like dashboard level once you have both engines running. Yeah, I'm sure once probably like February, once were three months and everything is changing. Yes, exactly. And you can't you can't predict the things that you don't know, your question was like, Am I missing something that I don't know? Like? That's an impossible question, right? But it's something that the best entrepreneurs are always thinking about. So recognize that your you should be much more confident about your ability together to run this because you have both sides of the equation that run successful businesses and most business owners have one of you guys Thank you. I feel like we could talk to you guys all day. And I'm so I'm so impressed with like how fast you've grown. I kinda want to buy a ticket to fly into Orlando, right? You can just go online and we'll bring our cart to you. There we go. Oh my goodness. Yeah, I don't know if I'm the elite customer that you're looking at. But, um, but um, yeah, thank you so much for sharing for being open, transparent about the journey you've had with your coffee company. And just want to say to listeners who are thinking about writing in and getting some help you do not have to be this far along. You guys are like, yeah, doing amazing really far along in your business. So anyone, even if it's just a business idea, can write into scaling side hustles.com And, and we can do a consultation here on air. But thank you so much, guys. Yeah, go ahead. You have a question. Do it for the Quickly go. Quickly, coffee coke company. Sorry. So how did you guys how do people book if they're like out of state for your cart? Since you fly baristas over how does that happen? Yeah. So this is our shout out portion. How can people get in touch with you? But also specifically the out of staters? Because that's something that's a little bit more unique. So that that was that is a that's a tough one. We are we do have lots of events going on around here in the area. So it might be it might be hard to go out of state unless there's a very big no the the people who contract us out of state. We have one client that travels specifically all over, you know, everywhere and they have two coffee carts. They're standing all the time and they're contracting our baristas to come in and produce products there. So we provide the training of the baristas, all that stuff, but we are contracting out and sending out to wherever location that those braces need to serve. Our coffee cart right now is solely traveling anywhere in Florida. So we've got you know, there's one real race event that's in Sebring, which is like three hours from us, and we'll drive our cart down there. But currently, we're not flying our cart. But for the right, we can drive it in a trailer, we can drive it for the right price. We'll make it happen for the right side client so your client that flies the baristas out, they provide their own equipment. Yes, yeah, we come equipment with them and they keep it on there. Yeah, which we didn't even talk about this element of it but I have this need is okay. I know that we're sorry. You wrapped up. Final thought would be one of my cousin's is a business entrepreneur. And he started a photography company. And long story short, he started producing these videos realized it was a lot cheaper to contract out. Videographers wherever they were to whatever weddings came in, and then he was just the middleman. And we've kind of become that in some way where that we've got these people who need baristas to go and do these events. And so then we charge them our barista fee. And then we you know, we contract with the baristas and then we obviously have some take home as well, that I can see us kind of being the you know, the training hub for craft coffee third wave baristas that anybody needing any barista in America would come to us knowing that you can get a great one through our coffee company and contact you on what platform you're quickly coffee co.com So I like UCC is quickly coffee co it's quality coffee community and then I've talked about him doing quickly coffee consulting as well as Quilly coffee contractors I mean, it could be that in itself as a whole brand and a platform that we have not even started with this is the part where you go out into nature get your journals and you write down these visions because with you we will take you to the mountains here and go out and that's that's the prerequisite is to go out in nature first and then come back with the vision. We're really do need like a middleman though because the both both of us, obviously. How do you not get personal so yeah. Great so you can find quickly coffee company I quickly coffee co.com. That's also your Instagram handle to write quickly. Coffee co you guys have a tick tock weekly coffee cup. Awesome. Quickly. Coffee Co. Well, great. Thanks so much for chatting. Yeah, thank you so much for having us. We have so many takeaways on my notes and looking forward to the many conversations that will happen once we close this laptop. hope you learn something on today's episode. Visit us at scaling side hustles.com To learn more, or to be a guest on our podcast.