Why Kash Jassal Chose the Restaurant Business

In this first episode of Rooted Here, we sit down with Kash Jassal to find out exactly why he chose the restaurant business. 

Kash has successfully scaled his OPA! of Greece footprint from a single store to four locations across Saskatoon, proving that a technical mindset and a community-first heart are a winning combination.

Kash pulls back the curtain on the "why" behind his career pivot. We discuss the transition from blueprints to business plans, and the reality of running multiple franchise sites.

This episode is presented by The Bamboo Podcast Network.

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Transcript

SPEAKER_02 0:03

Rooted Here Business and Leadership Podcast. Welcome to Rooted Here Business and Leadership Podcast. Today's guest is Gurkas Jassel from the Opa restaurant chain. Hey Grant, nice to meet you. Nice to you. Thanks for coming down. Thank you for coming as our first uh guest of the uh podcast series. Uh let's start off uh right off the bat with uh what's your personal story and how did you first get involved with the restaurant business?

SPEAKER_00 0:29

Personal story, so the restaurant business, I kind of so long story, but I I grew up in the restaurant business basically. So I started off with my family actually, you know, they've all my mom and dad, they've ran franchises for their entire life, you know, starting from when we were back in Calgary, they had Pizza Cemetery, you know, and then so at a young age, we moved to Saskatoon. So about in 06, moved here to to take over actually it was a new opportunity for Pizza Cemetery here. So I kind of basically grew up in one of those stores and just it was back to back where like you know our apartment building was super close, and it would just be like it was walking distance from the stores, right? And solely like over time they've they kind of evolved into different like they did quisno subs when yogurt chops were popping off, they did those. Um yeah, so like frozen yogurt, remember like on like 2017, 2018, yeah. So like pure yogurt and all those yogurt and fruits, yeah. So we did all that stuff, you know, just with the demand, and then from there they jumped in like Quisno sub, um Red Swan Pizza, stuff like that. So I just really it really kind of rooted myself into this restaurant world. And like I kind of see like at a younger age, I I got was I was really involved, and so I'd say like probably at the age of 15, I was helping my dad like bookkeeping and just like kind of helping him with the day-to-day operations, like emails and everything, right? Come back from immigrant family as well. There's like that language barrier at times too. So then I kind of came in where I was able to I was able to like bridge that gap, right? And be like that middleman to you know get things done. And so that really kind of shaped where I ended up being today. Like I never thought I was gonna do restaurants. I I did engineering, I worked for a bit. Yes, and yeah, and so I was like, I was like really into I was like, hey, I'm gonna, you know, do civil engineering and you know, maybe fix the bottles. But uh and then you pivoted, yeah. Complete 180, man. So it's like I think it was in 2020, yeah, like early 2021, 2022. Right. Um I was I was working for a bit and then uh again, you know, still helping the parents in their restaurants, like they still run their pizza stores uh out in Alberta right now. So and so after after yeah, like working for a bit in the in the other field, I I kind of saw the opportunity of Opa, and I was like, oh, like I only tried Opa at that point, like once maybe, right? It was just like something you see in the food court of the midtown, like the old food court, yeah. And it was just something you see, and you're like, oh, like right, nice name. Um for me, I think it was a little bit more. Like the reason why I kind of got into it, it was it's it's unique, it's um, it's it's really something that is a different, it's a niche, right? It there's nothing uh there's nothing else like it. I I wouldn't compare it to like you know, maybe Doneras or Swarmas. Like there's some relatable aspects of like the rap with the fries, right? But like Greek food, you know, it's authentic Greek food, and that's like something I really just wanted. So in the food industry, I always just I saw the way my parents did, and I saw like just growing up those franchises and just growing up in that restaurant world, I want to do something on my own. Right. And so then I, you know, having the support of my dad has been phenomenal, right? And that's where I've kind of you know gotten today. And so yeah, 2022 got into OPA. First location was Midtown Plaza, and so you know, I was like, okay, I want this just because you know it's Greek food, the niche, and it's something that really just it resonates with me. You know, they're like they're they're really about community and the pillars that they follow. Like so it was it was probably more than food for me, right? Honestly, it's good food, it's healthy food, right? Great macros, protein, right? That's I I'm all about that, right? Okay, yeah. And then so even even even beyond that, like, you know, we're talking to the head office, right? They're just they're all about culture, community, and like I like even now today, like I I the way I kind of do my business is like I I want to grow with the community, right? That's what Opa's all about, right? They do a lot of stuff in the community, and I feel like reaching a lot, so yeah. So then it kind of aligns with my like with with my core values that I wanted. And so I think it was a perfect fit at the time, right? And so just got into it.

SPEAKER_02 4:10

So so Opa wasn't the first restaurant you brought here, was it? Opa the first one in Saskatoon?

SPEAKER_00 4:14

Yeah, it was the very first one. So then before that was, I believe, yes, my parents did a couple things.

SPEAKER_02 4:18

Okay, but you didn't have another another franchise before Opa and Saskatoon?

SPEAKER_00 4:22

No, no, so that was uh that's another location actually. We'll get to that one. I think uh okay. That was my third location. There was a new build. Okay. It was Chris No Sub before that to buy. Yeah, yes. And then I and then I took over that location.

SPEAKER_02 4:35

All right. What was the defining moment when you realized entrepreneurship was the path you wanted to take?

SPEAKER_00 4:41

Defining moment, honestly. So that like, you know, that brings me back to I think it was high school days, right? I think it was like even grade eleven, grade twelve, like there was there's that program where it's like bringing, you know, um uh I can't really remember what it's called, but it was all about like you know, working in a business during the lunch breaks, right? And so luckily, my like, you know, my dad's store was like a block away from the school and I basically got employed by him and I would I would do that. And so he really gave me that kind of put the ball in my court where I was able to make more decisions, right? And even even beyond that program, I was able to go I was able to go just you know, out of school hours and really help. Like it was it was kind of like a full-time thing at one point, right? Where it's like if you need something done, it happens right away. And so what really defined me was I I felt like it was a niche, man. I feel like I was getting good at this where I I really enjoyed, like even when you said you enjoy something and you love doing it, like time doesn't matter anymore. It's just like go, go, go, and I'll I'll I'll just work through all of it. And even if it's 12 or 2 a.m., right? And so I remember those days I was I was all about like I really want to, you know, I really want to help and I really want to grow in in different ways. And so it was like a oh moment for me of like, okay, I I think I think I like I know this is probably the hardest industry ever, but right, right. I love what I'm doing, and I love you know, like it's I I really love the fact that when like it's beyond the operation side of it, it's about like meet the people you meet along the journey, right? And and also like even the customer interactions, right? Like that's one thing I still love to this day. Where I can tell out of it.

SPEAKER_02 6:07

I mean I know it's just when I first met you. I could tell you I get that personality. You like people, you like the interactions, and I love it.

SPEAKER_00 6:13

It's just something I like, I think my business runs off of, and I think it's something that I like it's core values and something I personally really enjoy doing, right? Even even off times, like I like to like to volunteer, right? So kind of bringing that back to Opa where you know, like I can I can help out anywhere I can, right?

SPEAKER_02 6:28

Absolutely. Um so who are your mentors and influences that shape uh your approach to business? Would it be your father and and to family?

SPEAKER_00 6:39

Definitely, so definitely my dad. So like we know working alongside with him for a while, yeah. Uh like I I saw you know, like the hardships, I saw them kind of like, you know, there was there were tough times, but there was also like you know, really good times where they abil they were able to take over another location, and so that's like I always saw when like their kind of journey and the way they would pivot from you know having one location to two to you know multiple and then going to different provinces as well. And so I think mentor-wise, like you know, I I'm always learning, honestly, and I'm always I'm always meeting so many people like yourself, you know, like how we met too, right? Yes, I mean it was amazing, just a LinkedIn message, right? And I feel like I've gotten to learn so much from you.

SPEAKER_02 7:13

I I met Cash uh because I did outreach to Cash that called him up uh because uh I'd seen him everywhere on the socials. He was everywhere in the community, like this guy seems pretty interesting. I gotta meet this guy. And uh it turns out we we we think a lot, we're similar in our in our approach to uh I think life and people and business.

SPEAKER_00 7:29

100%. You know, we're all about I think it's all about like you know having the genuine connection and having that authentic, like organic conversation, right? Yeah. That's something that I think that really aligns with us.

SPEAKER_02 7:38

I'm I'm thinking now, and it it it this happens to a lot of families where you have uh very successful business uh oriented families and and parents that are in in the business. Uh did it did it have an effect on you growing up, uh uh being taken away from you and having a lot of time with your parents or your father or definitely.

SPEAKER_00 7:55

So I think I think growing up, like we were just it was yeah, it wasn't like I could say like work-life balance, but it's like you can't let business go even after hours. So I remember those times, like even when I was younger, right? Long hours. Or even during university, it's long hours, and I was helping where I could. And um, you know, it was it was even like if, you know, like family dinners always turn into a business conversation. I don't know how, but I can see that.

SPEAKER_02 8:17

I mean, I mean I it just come come from my background from business too, and with my family, you know, I I I would catch myself on spending too much time on that on the business side of things, and you kind of have to pull yourself back and focus with the family.

SPEAKER_00 8:28

Yeah. So I think that was these, that was like uh it was it was something for us for sure. But I think that's also what kind of like I I like to think that I was like throwing a lot of responsibility at a younger age. And so I was able to kind of just, you know, I was like, I knew what I wanted to do, and I was like, hey, this is what I want to do, but I don't know exactly where I would align and what brand it would be with, right? New restaurants for sure. I knew like the the deal you operations are always kind of the same, right? You want to like, you know, you want to make sure like it's food costs, labor, right? Having good staff and making sure you give good good customer service, right? And having those interactions, like you know, and uh experiences.

SPEAKER_02 9:02

Do you have a family or I mean a a wife or a girlfriend or just little kids yourself? Wow, so you got a lot of time to do whatever you want to do. So that's kind of yeah, that's where I think um you got that leisure. Uh true. Well, you got the the the the uh the uh the benefits of that being true, but I I also think like it comes with pros and cons, right?

SPEAKER_00 9:21

Where it's like now all the time. It's I'm just always thinking about work and it's hard for me to like I can't just like shut off my brain and be like, hey, I'm gonna relax today.

SPEAKER_02 9:32

I I've I've gotten texts and calls from Cash about what uh what one o'clock in the morning two o'clock? Like I'm thinking about this now. Yeah, so no, I can appreciate it. I'm the same way too. It's kind of it's it's almost like being a uh having that artistic mentality with without the musicians. Three in the morning they're creating something or making music or painting or something like that. 100%.

SPEAKER_00 9:51

I think that's not the best ideas come at night, honestly. It does. Like I'll be sitting there, like even last night, actually. It was it was an all moment. I was up till 2 a.m. Yeah. I was like, I should sleep and get rest for this, right? Yeah, um, but uh I just I thought of like something with like some local influence, like a video idea, right? And I was like, okay, this is genius. I was like, we should tie it with a re-grand opening for Miller. Um but then I was like, hey, like now we're like pretty tight on time, and I don't know why I didn't think of this before. But then I quickly just shot an email to OPA marketing. I was like, like, you know, can we make this happen? And then we're in the works of it today, right? So you know that's that's one thing I really love of you know the brand itself of OPA.

SPEAKER_02 10:27

Uh building uh a multi multi-location business, uh you operate multi-locations. What's the biggest difference between running one restaurant and running several restaurants? You just start with one. Yeah, so maybe it'd be more of your family, I'm not sure we'd like to.

SPEAKER_00 10:42

Yes, so with the very first one, so um 2022 is like kind of really jumped into like my Opa Midtown. Yeah, and it was COVID, like right out of COVID, right? So we were still working on it. So then again, that was like, you know, my dad helped me alongside that just to kind of get my ground because it was a food court location, right? So it wasn't a storefront. And wh which location in the city? Uh so the Midtown Plaza one. So Midtown. Yeah. And that was a food court location. So a food court runs very differently than a storefront. So that was like my biggest, like I think it was my biggest kind of just roadblock. My own barrier basically. I was like, okay, like I don't know how I feel about this. I was very uneasy about it. I wasn't sure what you know how it's gonna go.

SPEAKER_02 11:19

Well, explain the differences between uh uh uh a one-off uh location opposed to a food court. I guess you're dealing with the the multiple ones, right? Well well, I guess with a food court location, you're dealing with the um the ornaments of the building and all that leasing and all that stuff.

SPEAKER_00 11:33

Yeah, so that's kind of where I I like to approach business a little bit differently. Like I'm very hands-on. Okay. So like with a franchise when you sign up, it's more like they have a leasing coordinator and they have like a they have a property manager, they have you know marketing, and they all kind of do everything for you. That's why hence why you pay like the franchise fee in the marketing and it's kind of everything's done for you. For me, I like to treat it as like a local business where I'm like, okay, like I I want to be hands-on and then so with with the with the mall one too, like I there's there's a lot of different things I've done to kind of drive it in. Like we we didn't do we only had skip the dishes at the time, right? And so my biggest thing was bringing Uber and DoorDash into the Midtown Food Core, right? Which is like how do drivers get up there, how do they grab the food, how do they go right? So that was like a big kind of topic we're working on. So but it was it's something that saves me, honestly. Like it's something that grew the sales of the store and like it brand awareness. We were we were we were reaching out to so many people, so people are able to pick up you know food from the food core through delivery apps, platforms, and then it's sent out like all across, like even west side of the city, right? So it really grew like that audience I was able to cater to. And so kind of back to a question of you know, how is it, how is it running like one to different, you know, multiple stores. So 2022 was when I got mid town. So ran that for a year, and I kind of had no clue what I was doing. Like I had the the bigger picture of like restaurants with you know the franchises, but like every franchise had its own niche and like the own way of running things, their own programs and systems. So for me, I really wanted I'm like a numbers guy, so I really wanted to like as much as I hate math, I like you have to crunch the numbers down with restaurants just because it's such slim profits.

SPEAKER_02 13:10

You say you hate math when you mean engineering, right?

SPEAKER_00 13:12

Yeah, I know. I I don't know, I I don't know. That's why I kind of that's where I'm in restaurants, right? There you go. I always kind of I went in the whole circle and then I came back where I where I should have been just beginning with, right? Right, right. So yeah, but you know, like I had to make my own systems, I had to really really focus on smaller things. So, you know, putting those 16-hour days like when the first location opened up and taking over that from the previous owner, which you moved to Vegas actually, so it was uh kind of working. Yeah, he went to Vegas and opened OPA there, and so I was happy to take it off of his hands, right? And so, you know, with that, I was working those 16-hour days and just really, really just being like just being in the store. And I don't really I didn't really think about like okay, like how you know what what time is worth, right? It's all about like when you have one location, you want to be there, it's all about working there and just giving good customer service. And that that was like initial steps to kind of building that growth mode model and my like mindset as well, where you know it's like hey, let's figure out the operations, let's figure out what the day to day is, let's figure out where the flaws are and like what what we can do better, right? Like flaws as in like how can I refine systems? So like for me it was all about you know building those systems, and I think when I got my second location, which is like actually I'm gonna get to that.

SPEAKER_02 14:22

So after you you had the the first uh the Bittown location up and running and functioning, yeah. How do you know it's time to open up a second location? What's the deciding factor on that? Huh?

SPEAKER_00 14:33

To open up a second location, honestly. So that was kind of like when's the right time to do that? I honestly don't even think there's the right time. So for me, it was always like uh again, it was it was an existing location for sure. And Stone Bridge was which one was and it was it was not doing too too good, but then like head office kind of saw what I was doing with Midtown and how we kind of grew the sales and how I kind of operated it very hands-on. So then it it was an opportunity that kind of came and I was really unsure about it. I wasn't sure if I wanted to exactly take it, take on another location. I was like, I don't know how I'm gonna juggle the two. But then I you know, I I I I thought about it for a few months and I was like, okay, like if I can do one, I'll figure it out. It was kind of just I'll figure it out, right? But I think necessarily I I ran Midtown for a year before I took over the the second location, right? And for me it was like if I don't take this right now, right? Maybe down the road, I'll get it. And so that was where I was like wearing the pros and cons. It's like should I take it now? Or let somebody else kind of have it and then wait maybe like five years or you know, like three to four years to see if I can grab it then when I get a good grasp on you know this location. But then I I kind of just did a switcher and I was impulsive, honestly. Like it was just all risk, honestly. That's kind of how I how I did business.

SPEAKER_02 15:49

Right. I'm thinking uh, you know, you you've experienced uh setting up uh from scratch, I guess at the end of a town location. Yeah. And then working at the existing location, bridge. Um now you you you finish renovating and building a newer location. What's it what's better for you? Is it better for a franchisee to come into an existing business or is it better to come in from one off the ground from scratch where you're controlling everything to some some degree with corporate? Uh what's the better deal?

SPEAKER_00 16:17

I'd say so. I'd say like with that being said, um honestly, getting into an existing location is probably the best when someone's like getting new into existing clients or getting into like restaurants, it's it's there's a lot of moving prices, like menu optimization, there's you know, marketing, there's the leasing, there's getting like you know, making sure your rent is you know right in your profit margins and pricing the menus, and that's kind of where the corporate comes in and helps you out, right? They look at your territory, but with renovations and like with new builds, I see that's where it's it it it becomes very costly just with how the economy is right now. And that's kind of where I'm lucky enough where I'm I'm able to like GC myself, so pretty hands-on and like I like I said, so with with renovations, so you know, very thankful for my dad again. So he's he's done construction in the past and he's um actually tell us a little bit about that.

SPEAKER_02 17:05

You that's right. I remember that you're saying you guys started construction first in Calgary.

SPEAKER_00 17:09

Yeah, in Calgary, yeah. So they they they used to do so. My dad, he used to do he used to build houses there and you know, basement developments and new builds and city infills and stuff like that, right? Um and so then after that when we moved here, 2020, was when we were thinking about actually shifting back to Calgary, uh, just you know, for the sake of universities and all that, but then it didn't really work out. And so we we have a pretty good university here. Yeah, it's incredible here exactly. And I'm so glad we stayed, you know, it's like this is home, honestly. I like Calgary, I I think I was just there for a short time, right? But but uh yeah, so then we went back in 2019, 2020, and that's when um me and my dad we we started building uh Red Swan pizzas out there, actually. And so and again, that was kind of like a good opportunity. We saw like we you know ran them here and we're like, hey, let's grow it out there, and then so we did all the builds on our own. And that was the only reason.

SPEAKER_02 18:02

We built the Red Swan pizza and ran it too. Yeah, so then we So how'd you come upon the Res Redswan pizza uh franchise?

SPEAKER_00 18:09

I kind of I don't see that kind of just popped out of nowhere where we saw this we saw this new um like pizza kind of chain come in and so we we tried tried it out, right? And and it's like to save costs, we were able to you know GC ourselves and then renovate it and build on your own, right? And so that's something that really saves costs. So if somebody is hands-on, that's probably the best way to go with the restaurants, um, just because you can save a lot of like that GC cost equipment, it's gonna be the same price, always, right? It's always increasing.

SPEAKER_02 18:35

So in Saskatoon, is it just your OPA chain you have right now? Just Saskatoons. Uh and back in Calgary, do you guys still have any chains?

SPEAKER_00 18:43

Family, family's got a couple uh um your family's stores at the time. Yeah. Okay. So it's kind of like I'll go back every month or so just uh do a quick check-in, you know, make it make into a little trip to Calgary. So so your are your parents back in Calgary? No, they're here, they're here. So they they love Saskatoon.

SPEAKER_02 18:58

They came back in the state. Okay, they love okay, family's there, mom and dad.

SPEAKER_00 19:01

Yep, everyone, sister, and everybody. So they all they all like you have a sister?

SPEAKER_02 19:04

Yes. How many siblings?

SPEAKER_00 19:06

Uh just me and my sister, older sister.

SPEAKER_02 19:07

Older? Mm-hmm. Oh, yeah, she'll keep you in line. Yeah, she definitely does. She'll keep you in line. Before we're actually talking about that. Okay. Um next question. Uh what mistakes taught you the most about uh or taught you uh as you expanded the uh the franchise? Well, what'd you learn uh the do's and don'ts? What mistakes you are you kind of regret right now? We've all been there, you make you think you know it all, you make a mistake, it's like wow, it's gonna hurt you either financially or 100%.

SPEAKER_00 19:34

I think I to this day I still make mistakes, right? And uh but it's uh this is the the funny thing is when you know when you learn from it and you're like you know you always think about that one moment where you screwed up and then you never make that mistake again, right? And so I'd say like there was nothing anything like well, if you think about in the moment I probably thought they were really big, but now if I look back to it, I'm like right. I'm just like maybe you know, maybe it was everything was for the better, good, right?

SPEAKER_02 19:57

So um I'd say like the first like the first one that general management issues or like magic personnel because then when you knew it to uh uh the restaurant business name and managing people, that could be a uh could be the make or break thing for certain owners.

SPEAKER_00 20:14

So that that gives me like my brain's like I got like so many things that pop up when you kind of see mistake, right? Where I think even when I was buying my second location, like right when I was getting it, I was like, okay, this is like right when COVID is like still kind of in the go and the end of it, and I don't know what's happening, right? But I was like, hey, like if I be in the store and if I you know get the third party platforms out there and we just get with good customer service, and you know that's really gonna make the biggest difference. So I I actually waited six months, and then somebody else had taken Stone Bridge for those six months. Someone actually bought it instead from Vancouver, and then they but you know, and so that I thought it was kind of a mistake of not taking it on. But then six months later, so like those six months go by, and then he actually comes out, like he reaches out to me, like, hey, do you do you want it? I have to go back to Vancouver. And I was like, honestly that's the owner. Yeah, that was uh that was uh current owner because head office was giving it to me um and then I didn't take it. I kind of waited for a bit. I I was like, hey, let's wait like the six month mark because I knew this there was an owner that was coming in temporary to run for six months. And then after having that conversation with him, then I took over. And so during those six months, I wasn't sure if I was like, was this a good decision or or did I just lose the store or or should I like should I have taken it, right?

SPEAKER_02 21:30

So sometimes in business it's best to hold off, not make those split decisions like that. Yeah. Especially when it comes to a a big investment is the restaurant and the chain like that. Yeah, well definitely.

SPEAKER_00 21:45

There is like so we kind of talk about like the you know, like the oh no moments or like the do's and the don'ts, I guess. So we're like just building systems. So when I got my second location, that's when I really kind of started like honing on um staff morale, right? That's like a really really like it kind of was like an all moment where like hey you know how do you keep good people how do you how do you like how do I overcome this like I never really experienced it but I I you know I was really thankful for amazing staff but I just wanted to make sure like that you know you always kind of think about it where like I was employed at one point right and I was I was also there and so like how do you want to be treated right? So like those are the questions I started asking myself you know two locations multiple staff now right that's where I started building systems right so the first thing I used to tackle was was staff morale right like it's such a high turnover industry how can you I think that kind of plays into my next question uh what does what does great leadership look like in a fast food or fast paced uh restaurant environment and that whole 100% I love I like all that those tie-ins so I think even with like yeah so staff morale was the biggest thing I so I like I I always say this one thing it's like you know the balls in their court right like I'll walk in the store and I'll be like hey like hey guys what do you what do you guys need me to do like I'll I'll do it whatever like tell me what I need to be doing right and that that's what like you know you you want to make sure that they're heard you want to make sure that they're like they they're like their value right that's the biggest thing for me like if so you're you you you're beginning to create a team environment everyone's equal everyone's working together like I pitch like I love pitching like we're all a big family right so when it comes back to staff morale right like when I when I got three locations that's when I was like hey I really need to figure this stuff out that's when I started building systems right like we we started building a system of like food cost how do we track food costs so that's like a weekly weekly thing we started doing so I had to be important thing too yeah it's the bread and butter honestly of the other restaurants so I I'd say like that's something that I really didn't know like I knew about it but we were doing it monthly but then I wanted to know like on a weekly basis so I I built that system of like food costs right and it was all about like me and the staff you know the guys that work in the stores and me being there what do they think like what works best for them what days work best you know we we we planned out like hey Sunday nights are slow we can do inventory count right and it's all about like asking them the questions and like like when we were doing these you know food cost inventory and scheduling systems because it was all we were doing paper schedules before right when it was two locations and even when it was three and I was like this is I can't be like writing three schedules every you know every week right um so then it was all about sitting down with the team and just like okay here are my ideas like I want to do a scheduling system I want to do a food cost system. What do you guys think about it? Like like I'm I'm kind of confused like I had questions right and so it's like ask your staff ask them what they think about it right so I remember we were like sitting down it was like late night you know with with our staff and team members and I'm super grateful for them right and they were like I was asking them like hey like what do you guys want in the scheduling system right and they were like hey like it would be nice to see if we can get like days off when we can book them off right instead of messaging somebody right yeah or like food cost it was like hey like you know uh when we're thinking about the operations we had to make a whole sheet the whole like software so it's like how do we how should we make the software and how should we like look at it from the point of you know how how do we make it more efficient like when you count inventory you want to go to like produce you want to go to freezer stuff you know dry materials. You guys end up designing your own proprietary software yeah so we but kind of that's kind of one thing I did on my own like on a side thing where I was like my buddy did uh he he he he's a software engineer and I was like dude like I kind of need like something that works for me. Like I we were doing Excel sheets before right but then I was like I want something that works well for me. And that's where like I really honed in on my third location. Because I'm sure Opa has their own proprietary systems themselves. They well they run Excel sheets right so they don't have a whole software that's coming out this year. Run Excel sheet still so they they kind of they they kind of have like a an excel sheet you know a general template but I it's a monthly basis right so but I wanted weekly so I I kind of took that into my own hands and I was like I wanted I want to go to the next level right like I just I felt like it was needed. So that's when you know having three locations it was like I couldn't be everywhere anymore. Yeah. So that's when I really we introduced our software and we like sat down with everybody and we were like this is you know we made tweaks along the way so it's like what works best for the employees like the people that are going to be doing it like including myself like we were there running it over and over like every day it was like a training day where it's like hey let's do inventory right and we run through it and be like hey it took us two hours it took a little bit while like longer where did we like where do we get the hiccups right it was produce just because we listed dry stuff at the bottom and produce was at the top of the software so then people would like count the produce and then they would go to the dry stuff stuff and so we just kind of rearranged everything made it kind of like flow with the store right so it's like hey you walk into the store you see your dry stuff and then you kind of walk into the walk-in freezer and the walk in cooler kind of pops up right so it's like you just walk with you know the store at the end kind of a organic natural progression kind of a logical yeah so those are things that we really worked on like specific specific things that really mattered the most to me um and then same with the scheduling software uh to get back to uh um the employees and personnel yeah how do you motivate and retain team members in an industry known for high turnover yeah so uh so with that one that's a big thing so that's something I really focused on last year so when when I uh when I got the fourth location last year that's when I really like I really like I've always been hands on I've always been in the stores like you know I'm always there talking to staff and it's it's not always about work. Like you know we're we're probably just we're talking about something random like personal life stuff and just you know really having like that friendly that relationship right where they can trust me if they need anything like I'll be there right it's it's a big family I'd say right but as of like really last year having you know really growing the team and growing the locations I I noticed that like you know there was things I need to take a grasp on right and that was you know bringing in like my very first thing was bringing in like supervisor team leads and managers right like building that system because everyone before it was all about like okay you guys are working and everyone's kind of like doing everything together right like someone's doing food class someone's doing this and I'm coming in to do like the major stuff right and and it was just we all kind of work together and then I like introduced in like hey you know you see someone who has really good talent you're like dude I think you would be the best to take on this manager or supervisor.

SPEAKER_02 28:05

Oh okay well then that that goes into the next question. What qualities do you look for uh for when hiring managers or future leaders or future leaders?

SPEAKER_00 28:14

So I like the surprising is we never hired like straight it's never like a job posting you know manager available. Okay. Um it was always someone from your team that started from day one and you kind of just you mold them into like the person you kind of want to see them to be right and like help them grow. So there's so many people that we have that were just working and they and they they were just people like that never they they were kind of just people that were always um you know in that team lead role where they were they were getting things done but they were it was more of like day-to-day operations but they never like addressed teams right and so that's like kind of where I kind of came in right where where like you you train them and you're like hey I think this would be amazing for you like you know having these team meetings having like sitting down with the team and addressing like you're the main point of contact and then everyone else kind of comes to you right where like the team leader and then having a supervisor and then it was all about like how you could get the team lead to work with the supervisor right and like making them mix and match too right okay and so it's the qualities you know like someone who's just willing to learn right and like someone who's like has that drive because I have that drive where it's like I want to do something and like I always want to get like new ideas in and so that's where like my ideas if this they come from team leads or they come from you know where I just walk in the store I'm like hey what do you guys think about like this and then they're like they they get so excited they're like okay we're like we'll sit down a lobby and then we'll like we'll start carving some ideas like you know like what yesterday I think your your energy is uh contagious.

SPEAKER_02 29:41

Yeah I think people feed off that's a positive energy uh it which goes into the next question uh what leadership lessons did you learn the hard way the leader in I mean we should lead lessons so hard way I'd say like if I jump back to staff morale and just like the team building that we've done um that was a little bit tricky for me for sure.

SPEAKER_00 30:01

I just couldn't figure out like first I couldn't like like you know I couldn't figure out the managerial and supervisor role so that's like a leadership role I I really didn't I didn't know until I actually met you know some of the greatest business owners in Saskatoon like you know like Steve from Boss Plumbing. Yeah he was kind of like I'd say he was my mentor when it came to like this team building stuff. Really? Yeah so he was the one who really kind of got me to like the leadership stuff where he was like like he we you know we we had like so many one-on-one meetings and he was like you have to you know like this is how you shape yourself and it was more like it was more personal qualities from myself on how I I think I used to be introverted when I started business like 2022 before that I was introverted right right so that was like I think that was my biggest barrier right where I I think it was like I wasn't able to address a team or I wasn't able to kind of confrontation right like and it sucks it has to happen but it's just unfortunate but it you know that's like one thing like that was a leadership you know people might think it like you know they might relate it to like some negative like a negative moment but I think I there was there's also positive moments to that as well right when you have to do a concentration right so that's like a big thing where I always kind of ran away from that and that was something like where you know I had to sit with Steve and he was like yeah like these are some things like personal characteristics that people work on to to like you know how can you grow with the team right but you have to set that bar high for yourself in order to you know in order to really shape the way your team's gonna be so leadership wise I think I you know I started asking the questions I started putting the ball in their court I started saying like what do you guys think about this right um you know if you if things go wrong like it's you holding them accountable or of like hey like what happened and like it's not like it's not gonna be a negative interaction. It's gonna be like hey what happened you know and like how did it happen and how can we fix it moving forward and like what's more important right now right the customer interaction like the customer had a negative experience maybe right how can we how can we fix that right away and then we'll deal with you know we'll deal with you know the process overall so like always you know that's like probably the one as biggest like leadership thing I've learned even last year right where it's all about just really really asking those questions and really just kind of growing with with everyone and having that open conversation right and and that's something I I I still like continue to focus on right. And then also the jump back into like staff moral right so you know even then I like I think a big quality for leadership was like I always thank my staff. You know that like they're if they if it wasn't for them you know restaurants wouldn't run right OPA wouldn't be there right so so like a token of appreciation is all I'd be giving out lunches right just making sure like they're just just making sure like you know saying that like it's just saying thank you like you know just having that conversation with them and really appreciating them. But then I really just I wanted to go above and beyond right and again that's where like I leadership really came into me where it was all about like okay having the four locations having so many staff now let's start doing um like team of the month right or employee of the month right um and those are things that really just really it's it's a game changer man. And that kind of ties into uh the the question before um staff retention how do you build a culture where employees feel valued and motivated to grow and I think I think you're doing it you're on the trend you're happy you figured it out yeah so that's where I think it was really it was it was a it was a key key moment for me where I was like oh wow like this is working like this is this is where it should be right and it's all about giving back right like you know if like right now so I've implemented so many different systems so I actually do mystery shoppers so there'll be people that like I I kind of hire through a company and they'll come in every every two weeks and they'll come into the store and they'll just kind of assess everything. There's a there's an 11 page checklist that they have and they go through like oh did staff greet you did they ask you if you have open reward points did they ask you if you want a drink or dessert stuff like that like did they have a parting remark um you know asked you if you enjoy the food stuff like that right and so once those reports happen you gotta make sure it's like you know once if they get 100% my staff each and every single person gets a $25 Amazon gift card right so it's it's reward right so now that's like a drive for them. They are like they love them 100% always 100% right. Yeah so that's I think it's it's uh it's just it's a culture we build right so it's um it even before the gift cards you were all they were always killing it but I was like you know like this is an incentive now like you want to incentivize everything but in a specific way right where it's like um it it speaks appreciation right so we you know we think about like you know giving those gift cards to people people love it right and even then you know I went back to that worked and then I went back to team building so when I I started doing like weekly team meetings and then during those team meetings it would be like hey here's the employee of the month killed it or like here's a team of the month that did like the best you know it could be complaints like no complaints um high speed of service or even um even like you know highest sales right and so all those things kind of play into factor even Google reviews and so you know we give out I think yeah everyone gets like fifty to seventy five dollar gift cards it could be like it could be it you know it's anything like last week it was uh last week team of the month it was it was again it was ammo Amazon gift cards I don't know I just everyone loves Amazon man it works out well and and this is the in the community I guess actually plays into the next group of questions uh community and rooted and rooted here uh your business operates within local commun communities what does being rooted in the community mean to you so that that's a really big part of who I am honestly that's how I started like the business right I've always wanted to be part of the community and I've always wanted to be like part of like you know Saskatoon Sask's so hyper local right and and coming from like corporate franchise kind of thing I like to run my business as like as a local local restaurant right so I never really thought of it as like that big corporate um brand right how do I how do I make it more local right so what me and my team kind of do like we just recently started doing it like as of last year. I'm always going to events right I'm always you know like the I was I know that I see you everywhere yeah like I'm always I'm always trying to give back so even if it's with my time right um so like you know I was fortunate enough in September October I was able I was invited with the Chamber of Commerce right really tight with Jason for the Chamber of Commerce and we're always doing something right he's always bringing up yeah chamber on tap yes that's right chamber on tap series yeah that was good they invited me right yeah they were like let's you know let's let's get you out as a speaker and I was like I am nervous this is my first time public speaking but I mean let's do it right and I was I was so pumped about it right you only lived once right and you know no regrets exactly and it was probably the best thing ever right like it was it was so good because I got so many community opportunities from there right I was able to partner up with so many different people um like for instance last year um make a wish make a wish had their golf tournament great organization we we were able to like I I personally actually volunteered there before and I still do and that personal kind I kind of connection and then it kind of came in and I was like hey like I want to give gift cards and like opa swag bags to all the all the all the golfers like tea bags right so I did that you know it was like 230 so we just we made those bags and we gave them out like for a good cause right in the make a wish uh golf tournament and then that even then I was thinking I was in a meeting yesterday and we're doing that tournament again actually so I'm still really involved with make a wish um and again I'm on like this time around I'm on their board so I'm doing their like I'm their they're on like their board for the golf committee it's a good it's a make a wish golf committee so we're planning the whole golf tournament right now. Wow okay because that's where like I'm really able to take those like personal connections I've built and really really kind of get really kind of get those uh get those you know those businesses and those like those connections out and to support a good cause right even then like being more local. Right.

SPEAKER_02 37:32

So so what what do you think it's important for businesses or business leaders to invest back in their communities?

SPEAKER_00 37:38

I think it's crucial. I think it's it's it's the bread and butter. Like it it doesn't it's not about getting sales and not getting like the deal. It's all about like just giving back and like opa it's already you know everyone knows about it right? Yeah but I really just want I really want to just get myself out and like you know like hey like this is what we stand for and like this is what this is what I personally enjoy doing right this is like something I enjoy like even before I started business. Volunteering was a big part of me um even now volunteering in five to six different organizations right now and so all those really tied back in right whether it's not with Opa still giving like the personal time back right wow I think it's really important. It's it's a core it's a core principle like it's not even about marketing at that point. It's all about like just really getting out there and and building those like genuine relationships and those connections because you never know when you'll cross paths like you know like me and you right well absolutely yeah like I never thought I'd kind of be here speaking in in a mic. It was awesome.

SPEAKER_02 38:27

And it can happen you know you should really put stuff out there.

SPEAKER_00 38:29

I think we both have that similar personality I used to be like a kind of go-getter type and you're out there and like I said no regrets and it's just awesome honest um the next question is um uh what role do small businesses play in strengthening cities uh like Saskatoon I think we are like the like the core of of Saskatoon right like the small businesses are like the mom and pop shops right all these all these places are they they play a big role right they play a very big role in like you know just within the community but also just you know providing like providing so many opportunities right like even even even for me like I'm able to provide so many different opportunities where like you know staff will come and we're able to make someone into like a manager or like a team leader. And like I've seen them yeah you know I've seen them grow into different different roles right and like it it makes me think back where like you know like where they started from and how I was able to shape them and how I even grew with them right like when we started it would be like me and like one guy or one of my like staff and I was like I have no clue what we're doing like do you know and like they would be like yeah we have no clue what we're doing either I'm like hey we'll figure it out together right well yeah exactly that's right yeah and it was like that's how we always played I was just like hey like I have no clue so like tell me what we're doing right like let's let's figure it out and so then now I look back at those moments and I'm like you've seeing those like seeing that person go into like such you know so many different things like they've you know like they moved out of the restaurant industry and they went to like different things and I've seen that like you know it's really like that moment where it's like you know small businesses really helped out and like really made it right but it's also that like the culture and the environment you create right right so even then with like these small businesses like I've I've I've been like like this year's goals has been going to going to each and every single business in the city and like it's it's community outreach right just like going there and meeting them like hey it's cash uh you know owner of Greece like just you want to drop by introduce myself right and just building those connections right I don't go I only go in there with my business card that's it right yeah just to make that connection absolutely to see if I can help all right so um even then like I think small businesses help me out as well so last I was yeah like last actually just the beginning of this week right there was a new yoga studio that opened up a new Pilates studio that opened up right in Stonebridge and what we like you know I thought it was a great opportunity to go introduce myself right so I went and I was like hey like I'd love to I'd love to like you know do a cross collab here um I gave out you know free free uh like you know uh meal cards and free rap cards right so it's like you know bring those people you know show their appreciation of like you know having those like small business community members just kind of bridge that gap there right but also just you know giving back and thanking people right and so then it brings in people to your store right but it also it also it also builds that community connection right yeah that goes into the uh next group of questions uh entrepreneurship uh insights uh what advice would you give someone thinking about buying their first franchise I'd say the biggest piece of advice is honestly just go for it like I I know a lot of people a lot of people say that but I I truly mean it in the sense of like I I personally was so hesitant even coming from like that restaurant background but like my thing was I don't know if I can you know do the whole food court thing in a in a in a mall you know while not knowing where the where the future's gonna take us right but I think the like the biggest barrier in my journey was myself I think right just even in the beginning right like it was all about me I I wasn't sure if I was able to do it right. I probably would have doubted myself right and sometimes I still make these decisions I'm like oh like was it a good call or was it not but you know we'll just figure it out right well yeah absolutely and you can and you can live uh life uh being uh fearful of trying something new and putting yourself out there. Oh yeah 100% um the next question yeah like even in advice sorry to go back to like advice I'd say like I I actually gave a webinar on you know how to get into franchising. Oh do you uh yeah with uh Feeds Canada so I was grateful enough to get uh get an opportunity there and so I I talked about it yeah so I talked about a couple things there where you know it was all about how to pick the right franchise and what uh you know what to look for right okay and I kind of gave some insight like you know most franchises want that you know $100,000 so $200,000 mark as your initial investment and having that is probably like the biggest step. Then it's all about like picking your first restaurant like if somebody wants to do local restaurant they should go for it. Like if someone wants to start their own menu or like you know do their own local business that's something really that's that's amazing right okay that's that's because Sask's very hyper local right whereas like I'm not really like a chef or a cook so I I I don't really see that part of me kind of pop up right it's really good like the like here's a menu and like here's how I can make it better and how can I get in the community right so well speaking of franchises uh what do most people misunderstand about the restaurant business? Well with misunderstanding the restaurant business so I think even with the franchise like people think that a franchise is like hey here's a business and then like guaranteed right with a franchise it's a it's all about like what brand it is right like you'll see like I've you know being like comparing it to other franchises my parents have done I think Opal's like no other right it's like the community and culture they foster they're they're able to like it's the balls in your court with them as well like they they don't treat it like a like as a franchise either right it's very like really local very like hey like what can we do in your community and that's but then it also it's like two way street right like it's you have to be like that person that brings up the ideas like so for me it's like I'm all about that right so I really like I'm like I'm picking marketing's brain every single day and it's like hey we can do this oh make wishes come in like I want to do this for them like can we sponsor a whole um you know and and like I think that's where like I've I was able to build that culture where you know I made it more local.

SPEAKER_02 44:05

Right, right.

SPEAKER_00 44:05

And so that's where like I kind of jump back to somebody wants to start a franchise. There's like the misunderstanding where they think that you know there's a set of rules you have to follow. Yes, there are rules and regulations, but there's also room for so much you can do, right? And like they have like the the like and it's like being in like that national franchise, they have such a bigger like kind of grasp on things. So if they want to deal with make a wish, it it can happen, right? On a national level as well, right?

SPEAKER_02 44:29

Well, that that's I think that's the uh beauty of the power of having uh a name recommendation. 100%, right?

SPEAKER_00 44:35

Yeah, it's just all about making it more local. So like even me, like when I kind of like I'm just thinking about this as we speak right now. Like when I put back to when I had the two locations, I wasn't doing anything like to like I always kind of thought, like, hey, marketing kind of got it and I'll do it. Like I just follow them. But then like when I kind of jumped more into it, it was more of like, no, I'm able to make like where my marketing dollars are getting spent, where I like I'm able to do like we we're so local now where like we decide where like where we put the money in South Katoon. Right. And you know, it's it's it's beautiful. Like that's why I say it's such a local business, but then it's building that connection with the franchise, right? So kind of jumping back to the very first question you asked me of like, you know, what you know, advice jumping into restaurants, right? If you're someone jumping into franchise, right, I'd say like you know, see like the corporate culture, right? Like, see like the biggest thing is the people that you know, like the the people you meet on your discovery day, right? CEO, you know, the director of operations, all those people, right? Like just just building those good connections with them, and seeing if you, you know, your personal like your personal values align with brand, right? That's what I was thinking, like, and so mine was community, right? So and I was able to over time I was able to like kind of get that connection and like build that, build what I really wanted. So it was all about I'm able to do like small things in the community and just you know do sponsorships and everything, right? Where I'm able to take Opa's name and Opa's brand and represent it, right? And again, like yeah, you have to go through marketing, but marketing loves it, right? They love the new ideas, they have that drive just as me. So like this year we're going to do something with the berries, like Saskatoon Berries. Something's coming up, right? And so yeah, and so like I've been working with them for a while, it's just never been official. It's never been like an official sponsorship, but right that's something that we're really working on in the back end right now and a lot of the different other things, right? But that's like where there's so much, like there's so much you can do with the franchise like to make it more local.

SPEAKER_02 46:20

Well, there's so much you are doing, and you got a lot a lot on your plate, and that can feed it to another next question is uh how do you manage stress and maintain work-life balance? Kind of kind of touched on earlier discussion.

SPEAKER_00 46:31

That's something I think uh I don't know if it was you who was asking, but I can't remember. I was just I just asked somebody about this the other day. I was like, how do you do it? Because I'm so confused to this day, right? It's it's hard, it's honestly really hard, and it's uh it's a hard question to answer just because like I can't can't say much because I can't really don't really have a work-life balance there, right? Like kind of speaking to in the beginning, like my parents, they're great with it, right? They've kind of been like relaxing, and I think it's more of like you know, I'd be able to take on a lot more stuff for them. But then for me, like like yesterday, I think uh I came back, uh, we were done the renovations for the Miller Crossing. There's a couple of things to do, and I think it was more of a frustrating day than anything. Like I was trying to put a TV up on the wall in our in the in Miller Crossing location. Yeah, we've been there. Right, there was no I've been there. Yeah, and there was no stud behind Yeah, and there was no stud behind it. Like the the weight of the TV in the stand, it just doesn't work out. And yeah, we already put like I I I I wired in the plug in the middle, like where it needs to be, according to the drawings, and it just didn't work out. It was like a frustrating day, and I was like, hey, I'm gonna go take a break now. I'm gonna go home. And it was like 7 p.m., right? And I was like, hey, like, supper rush is over, we're good to go. Like, you know, didn't get the TV on, like, you know, it sucks, but went home. I was like, hey, like what? I'm just gonna sit here. I was like, maybe I'll open Netflix for a bit, you know. I was like, I live for the first time after months, right? Yeah, yeah, yeah, yeah. And I think I watched for like 15 minutes, maybe, and then I like then I don't know how to business. Yeah, and then I sort of like I literally went back to business and I was like, okay. And I think I'd really tried, I really tried not to, but I think I think like that's my goal for this year too, honestly. It's all about finding that balance, right? But it's just well phone calls.

SPEAKER_02 48:06

Yeah, speaking of that, uh what what things are you into? Do you are you into sports during the stuff?

SPEAKER_00 48:11

Basketball. I'm I've been a big basketball guy, you know. So yeah, you know, I've uh I've like the dream is to like you know get him with a Sastoon Mamba or something.

SPEAKER_02 48:18

I'm thinking about the what do you think of the the Sass Tune Mamba? You think it would it's gonna be uh exciting new year?

SPEAKER_00 48:23

Yeah, I think so. I uh like 20th round? Yeah, Mitch from there, I've been I always work with him and so I know Mitch. Yeah, so he's a beauty. So I've I've even to I've really been able to like, you know, I uh he invited me to games and I like it it sparked something from me because I was like, oh my god. I was like, this is like this is this is nice, the nice change, right? And I was able to go to a game after such a while, but yeah, absolutely. I think like even with work like balance, like you know, it's it's it's a hard question to answer, but I think there's like you know, just detaching a day, like every every now and then, like you always gotta give yourself time. Yeah, and it it doesn't have to be like anything crazy. Like me, for me, like giving myself time even means listening to a podcast. It won't be this one because I don't like listening to my voice.

SPEAKER_02 49:02

Hey, neither do I. But but yeah, like I'm always I'm always um, machines and uh and since there's an and it changes the voice to make it sound good.

SPEAKER_00 49:11

100%.

SPEAKER_02 49:12

Uh next question. Uh if you were starting over today, uh what would you do differently?

SPEAKER_00 49:17

Differently. Yeah.

SPEAKER_02 49:19

I think I think knowing all you know now and all the trials and tribulations you've gone through.

SPEAKER_00 49:24

Oh, like I think I would have jumped in. But you wouldn't change anything. Yeah, no, I I definitely would change uh a few things for sure where it was all about like I wish I you know brought in staff morale, like those team building like activities. Oh, you know, those I I introduced someone that had three locations, right? But I think like my perception was different.

SPEAKER_02 49:40

I thought it was like wouldn't OPA put you to some kind of orientation or some kind of training and yeah, like they do.

SPEAKER_00 49:51

Not necessarily. It's more of like you know, how many grams of uh salad should be on the you know okay on uh on a Sablockian salad, right?

SPEAKER_02 49:59

And well maintaining quality of the product is very important.

SPEAKER_00 50:03

Very, very important, right? And that's that's like that's a key thing that you know open. Yeah, and so that's where um I think it was last year they introduced a workshop. And but then prior to that I already kind of started doing my own activity building. So like even before they kind of intersect that training portal, I was already doing like weekly um meetings. So that's something again I really wish I started before the team meetings, the employee of the month, all that like all that like staff morale stuff. I wish I started um at one location because in my head it was all about like oh like now have multiple people, like I need to get like I need to find a system that works. But I think that same system could have worked on just four four staff members, right? Yeah, it's like a team is a team, right? Okay so that's like one thing I definitely like thinking about it. I would definitely change where if I knew about all like that, all I like because I learned throughout the process. I I never knew what like activity building, team, you know, team building and doing all these like workshops. I I never really knew all that kind of stuff when I started, but then now I'm like it's it's it's a core on keeping because it translates, so you know if my staff's happy, they're happy, customers are happy, they give good customer service, and it translates and it's just uh great culture overall, right?

SPEAKER_02 51:14

You know, if you go back to the analogy of a sports, it's kind of like sports and it's creating an effective uh team, sports team. You know, like everyone worked together and you you you team build. Right, right. Yeah, so it's kind of similar to it.

SPEAKER_00 51:25

Working together, right? Like problems arise and we it's not like oh like I dealt with it on my own. It's always like I actually just run to a supervisor, like one of the team, you know, someone like one of the one of my staffs, I'm like, hey, like okay, how can we fix this? Like what what are we doing, right? Like or or what uh like I think it was like last like last week uh an app like the Opa app crashed, right? And it was like yeah, right, and I was like right like the staff I I saw it because I was actually just I I was just fiddling with the app actually because I just couldn't stay free. And and I I noticed that it wasn't like select like letting me select like new approaching options, right? Right. It's like you know, first thing I did was I ran to the closest store, super close to my house, and I just I went to the staff and I was like, hey, like, this has been happening, like what's been happening, like you know, I have and there was a promotion going on too, so then the code wasn't working either, and so it was a weekend, right? So then we were just we were trying to figure out what's was happening on the back end, and it was like me and my staff, we just like all sat there and it was kind of a funny moment because I was like we were just all freaking out. It was like a good laughing moment where I was like, like, well, we're like you know, technology gets the best of you. It does, yeah. Like we all work together and like you know, everyone was able to fix it. So it was nice for sure.

SPEAKER_02 52:35

Next set of questions future vision. Uh what's next for you and your business? What's on the horizon? Well, can we talk about that? I don't know.

SPEAKER_00 52:44

That's yeah, one eighth street, man. I don't that's the only one I don't have right now. But uh all jokes aside, so I have the four of the five locations. I don't have eighth street. Um and that's like you know, I I kind of did pitch it. I was like, hey, like if I could buy it possibly, but that's a hard one, you know, if a person wants to sell only. Yeah, and yeah, you know, I've able I've kind of got the grasp on like the multiple multiple location. I kind of got the gist of it, like you know, having those delegating those tasks off, having those supervisors, having those systems built, and just now it's like it's it's it flows really well, right? Okay. So I feel like I can take on more. It's just really depends on like how the economy goes, how 2026 goes, and you know, where I see myself. Like I definitely like I I you know the brand's great, and I I know I think like I recently have been venturing out for sure. Like last year I mentioned this to you, but I I started dabbling into construction, right? Like I did all these renovations, yeah.

SPEAKER_02 53:34

That's one of the questions I had you know. Um are there new opportunities or industries you're interested in exploring? Yeah, so I'm not sure how new construction since you guys come from construction, your family goes to construction.

SPEAKER_00 53:44

Yeah, I mean like we didn't do a whole lot of it. Like we kind of we did it that we like had like that pause where we just jumped to the restaurants, right? Then we like brought back our scales to make the stores and renovate them, and then I just wanted to make that official for myself where I was like, hey, like this is like I I you know, like even right now, yeah, developing well, I don't know, it's another drive I'm having right now. Like it's like I love the project management, okay, and it was so nice, like challenging for sure. Um, especially with so like when when like Opal Corporate comes in, like you have like franchise builds, you have to deal with like their project managers, right? Right, like their head office, and so I like just this renovation, right? We were doing right, like we just did last um last two weeks. It was we were closed for two weeks, and it was a push, like getting the whole store out and getting it done, right? So we were able to kind of like get that sorted out and GC ourselves and and really working with the project manager to make sure because there's so many like different standards you have to follow and like compliance, like I think you know, even Coca-Cola coming in, like they were putting in a new fountain dispenser. There's probably like a there's probably like 20 emails on that, right? And so just like bringing things out, like making sure like oh, we're adding root beer to this syrup, like okay, let's get the let's get that. We need a new line for it. And so like all those little things like project manager. I really like enjoyed you like that, eh? I really liked it. And it was it was challenging, but it was like something new every day. And and this was then that like like that just you know made me double down on like my decision of like you know, getting into residential construction. So that's something I'm you know, hoping to get into. You know, I I I started something last year with it, like I got the you know, started opening a company for and everything. And okay, and that's something that I think it was a big thing for me because it was one person in the city that really like it was uh one of my good buddies that I met uh a couple of years ago actually. We were working uh before I even started OPA like or anything, like this whole business entrepreneur life. I was actually working with active services and RUH, right? Oh okay. One of my buddies there, Kim, Kim Ocino, he we we met there at the time, and so now he's he joined uh real brokerage now. He's uh he's a residential um real estate agent. So he he kind of knows my whole story, and like we've you know, we've been working together in a lot. And so he was like, I was really hesitant on like should I start construction? And he would like see like I was always excited telling about my projects or like you know the things that went wrong or whatever, and he was like, You just gotta do it, man. Like he's like I would see you being like a good fit for residential construction. He's like, just go for it. And like I really like that, like you know, that was like a really old moment for me. I was like, man, like it's it's it's nice to see like you know, other people rooting for you, right? And so it was it was that one key moment I was like, hey, like I was it's a full send, like he was like full send it and I was like, hey, I'll full send it, right? Right, right. And I just went for it, like I think that's great.

SPEAKER_02 56:17

No, I I can see you doing that too. Uh and I want to learn learn more about it and tell me more about it as it develops. I'm very interested in that too. So I kept up with my fiber council construction background and contracts and all that stuff. Well, I gotta pick your brick layer and contract for like years on that.

SPEAKER_00 56:31

And yeah, I got a couple issues at my uh with my renovation or something. Okay, well maybe we'll we'll talk after.

SPEAKER_02 56:36

Talk after. Um okay, so this is we've got to wind it down, wine wind it down on the uh podcast. Uh this is the uh rapid fire closing questions, the podcast. Um here we go. Best leadership advice you've ever received.

SPEAKER_00 56:51

Best leadership advice I've ever received. I think that it was, you know, the balls in our core, like, you know, that like adding that value to your staff, and that was the biggest. It was a kick it was a game changer, right? That's when I was like, hey, you go to staff meetings, we'll go to team meetings, be like, hey, what are we talking about today? Like obviously an agenda, but it's like letting them, you know, letting your staff be speaking and letting them like take charge. Best best leadership advice, I think. Okay. Just because it it makes you it makes you a better leader, I think, right? It makes you and like it adds so much more value, right? All right. And and you're like, hey, like, what do you think about this? And they're like, you know, and the staff would be like, you know, there's this thing we didn't like, or you know, this, and I'm like, you know what? Right. I love that. I'm like, let's do it. Right.

SPEAKER_02 57:34

Next question. Uh a book that influenced your in this mindset. I mean I I don't want to limit it to books. Well we'll we can put movies in there or whatnot.

SPEAKER_00 57:43

No, actually that was a that was a good one. Books.

SPEAKER_02 57:45

Books.

SPEAKER_00 57:46

I don't know. I think there was a lot of there was there was a there was two of these books actually. And these are probably the I actually never read a book after I graduated from like high school, probably. Right? Oh really? Then after that I but then then like recently last year.

SPEAKER_02 58:02

Yeah, we you've been so busy would be shaking into the restaurant industry and construction and family.

SPEAKER_00 58:07

Last year the last year then I was like, hey, boss plumbing, Steve again. I gotta mention him, and he he gotly he gave me such great recommendation on books. I was like, hey, let's do it. There was like uh I think one was called like uh one I know one for sure. It was Atomic Habits, that one. That book, right? Yeah, that one's that one's a good one. And then there's like the millionaire franchise, right? That one's also why I got recommended both by him and I was like, hey, let's those are two that really kind of like I think those are books just like getting the right headset. Okay. And it really did a deep dive on like just how you know like smaller things in life, like especially with atomic habits, right? That was just about like small habits in entrepreneurship life as well, right? And you could always like everything in that book you can just relate back to, even it doesn't even matter if you're in business or not, but like I feel like everyone can take you know like lessons from both of those books to be honest, right?

SPEAKER_02 59:01

Great. Uh next question. Uh a daily habit that improves your performance as a leader.

SPEAKER_00 59:06

Daily habits that improves as a leader. I think just showing up. Yeah, I think honestly, to just my my thing is hands-on, being hands-on and being in the locations, right? Even if it doesn't mean like you're there for like you're you're you're there like you know during sub rush and lunch rush, like I am. Um that's kind of my habit I've made. So I'm always there like just to build like that connection with the staff and also to build the connection with like customers. So from you know, you're like the 12, like the lunch rush, and like sub rush will always be at one location. It's an everyday habit now, right? I'm always there. Um and then from like one to four, it's always like meetings and stuff like that, and just you know, always on the go. But I think I think there's showing up, right, is the biggest thing, but also also I think just just just being yourself to be honest, man. Like hey, you know, being right, be going back to the basics of it. I agree with that.

SPEAKER_02 59:50

Yeah, showing up being genuine.

SPEAKER_00 59:52

I won't like I'm a very unserious person. Like I think sometimes I'll go to meetings and I have like so such high energy and I have to tone it down. But yeah.

SPEAKER_02 59:58

Right.

SPEAKER_00 59:59

Uh next question.

SPEAKER_02 59:59

Uh one thing every entrepreneur should know before starting a business, any kind of business.

SPEAKER_00 1:00:05

Any kind of business. So I think that's biggest like the there's I think it's it's it's not gonna be pretty for sure at the beginning. Like you lose a lot of time and like you have to be ready to give up a lot of time on specific things. So, you know, and and it might not translate. Like you you might be better like you're even making money uh working a job, right? But it's like that lifestyle, like what lifestyle do you kind of want, right? Like for me, I kind of just grew up in the entrepreneurship life and restaurants especially. So I saw the hardships, but I like I knew it was gonna be a hard journey for like a good two or three years.

SPEAKER_02 1:00:34

You had the mindset of what you were willing to give it up and for the greater good uh uh the greater goal.

SPEAKER_00 1:00:38

Like what makes you happy, right? Like what what like with the drive? Like if you're not happy with it, like it's you know, you gotta be like content with it and you gotta be you gotta be happy with what you're doing. So it has to be a passion. Passion. Passion's the biggest drive, man. The only way to get drive is to have passion, right?

SPEAKER_02 1:00:51

Absolutely. Uh final question uh what does success mean to you today?

SPEAKER_00 1:00:56

Success, like I think okay, when I started first like that word was like, okay, I want to have like I wanna have like you know, success was like, Oh, I wanna have so many locations, but then I think over time success success was just all about like right now, it's it's community partnerships, man. Like it's like that. If I can get into like somewhere like like like make a wish, right? That's huge for me right now. Like they just getting the opportunity, like that's I think that's true success, like being part of the community and like really helping out. We're like you're able to like give back to a good cause, right? And you're just like like it makes you feel good, right? It makes you like hey, like I was able to give back. So even then, like you know, we're able to like we work with like so many different organizations, like you know, mad mothers against drunk driving. So I'm always pitching. Yeah, I saw that on your profile. So I do a lot, I do a lot of that, right? Yeah, um, you know, Ronald McDonald House is something I'm you know into recently, open door society, right? Um with my community as well, too, you know, giving back like our seek temple. So like all these places I'm able to like kind of give back. But I think those are like that's our true success is when you're able to like foster those partnerships and those relationships you know come around one way or another, and like it it's just it doesn't have to translate into sales again, right? Okay, sounds great. Yeah, well, that's the end of our question. I appreciate it, Dran.

SPEAKER_02 1:02:08

Thank you so much on the Rooted Here podcast. Appreciate it.

SPEAKER_00 1:02:11

Pleasure as always talking to you. Yeah, thank you so much for having me. It means a lot as a first guest too. That's awesome.

SPEAKER_02 1:02:17

Absolutely. So we'll see you guys next time on the next Rooted Here podcast episode. Rooted Here, Business and Leadership Podcast.