(soft music) Hello and welcome to the Advice Line on how I built this lab. I'm Guy Ross. This is the place where we help try to solve your business challenges each week. I'm joined by a legendary founder, a former guest on the show, who will help me try to help you. And if you're building something and you need advice, give us a call and you just might be the next guest on the show. Our number is 1-800-433-1298. Leave us a one minute message that tells us about your business and the issues or questions that you like help with. All right, let's get to it. Joining me today is Steve L's founder of Chipotle. Steve, welcome back to the show. Thanks for coming back on. - Guy, it's great to be here again. Good to see you. - Steve, you've been on the show twice. The first time, way back in 2017, when you told us, of course, the origin story of Chipotle, how you were working in a high-end restaurant in San Francisco and basically you had this idea to sell burritos in order to save the money. So you could start your own fine dining restaurant, which was your dream. But of course, that's not what happened. That burrito place turned into Chipotle. It was started in Denver and today, of course, it is a massive global restaurant brand at a publicly traded company. And as always, if anyone listening, who hasn't heard that original high-belt this episode about launching Chipotle, it's really fascinating. Go check it out. We'll put a link to it in the podcast description. Steve also came back on the show in 2023 to talk about a new concept that you were about to launch in New York City, it's called Colonel. And Steve just to summarize, basically, the idea behind it was an entirely plant-based menu. And then basically, all of the ordering was done via an app and the meals were assembled by robots. And there were still human employees, but far fewer. But as far as I understand, with Colonel, after about a year, I guess it just didn't work. Can you tell me what happened and some of the things you learned from that? Sure. I think that's a very good summary guy. But I wouldn't say that it didn't work with Colonel. I would say though that Colonel didn't appear to be the rocket ship that Chipotle was. And I wanted another rocket ship. And so we closed down the two Colonel restaurants after less than a year, spent a couple of months retooling and opened counter service. And I'll tell you the reception has been wonderful. The sandwich restaurant, right? It is. If you think about the tens of thousands of chain sandwich places in the United States, there are varying qualities of these places. If you compare that with what we do at counter service, we're vastly different. The bread is only four ingredients-- a flour, water, yeast, and salt. And we bake the bread every day. Actually, we don't bake it. We have these amazing artisans bake the bread for us every day. We roast all of our own meats. We're making all of our own sauces. We're chopping fresh herbs. We're squeezing fresh citrus. And there's this demonstrable difference between the world of chain sandwiches and what we do at counter service, much like back in 1993, there was a big difference between the world of fast food and then what we started to offer it Chipotle. Yeah. I mean, your whole model was about standards, right? It was like we're going to make the guacamole in every location. We're going to marinate the meat. We're going to grill it. We're going to chop the pico de gallo. And as you scaled, people said, hey, this can't be done. You can't scale this. I'm curious. When-- you know, with kernel, one of the innovations was to use robots, automated food prep, right? And some pretty big players are working on basically creating kitchens where a lot of the food is made by robots. How do you assess? I mean, you must have learned a lot about that process with kernel. Are you bullish on it? I mean, is that where things will-- are ultimately going to be headed towards not everything made by robots? But a lot of things made by automated machines. So the robot arm did really two things. It picked from a rack the item that was being ordered and put it in the oven. And then when it was done, it took that item out of the oven. So it was part of automating the process to help reduce the amount of labor. But it really wasn't about the making of the food. Still in our central kitchen, we have knives and cutting boards and pots and pans. And we're really cooking. And so your question will robots displace that? I mean, maybe someday, but certainly not anywhere in the near future. I think what we learned that it's polarizing. I mean, some people were fascinated with the robot arm. And other people said they want people making their food. At the end of the day, in pivoting from kernel to counter service, we learned that the human interaction is very, very important. And when a customer walks into a counter service, they're greeted. They're people there who welcome the customer who take care of the customer. Now, there are less people in a counter service than a traditional fast casual. And that's by design. And so the system to make these sandwiches has automation in it. It allows us to more efficiently manage the workflow. And ultimately, it'll allow for a better economic model, which allows us to invest in higher quality ingredients and really make better food. Foundationally, it's very similar to Chipotle. And so I want to do that again. Yeah. Awesome. Steve, what do you say? Should we bring in our first caller? I'd love to. All right. Great. Welcome to the advice line. Collar, tell, please close your name where you're calling from. And just a little bit about your business. Hi, guys, Steve. My name's Rebecca Smith. And I'm calling from Strykey Bay in South Australia. My partner Tony and I established Strykey Bay Distillers in 2022. And we make small batch gin vodka and whiskey in our tiny distillery, in our tiny town, wild remote part of South Australia. Wow. Welcome to the show, Rebecca. You may be the farthest, however, I'm looking at Strykey Bay. It's like, you know, because people think about like most Australians, I think, live on that the eastern side, right? Melbourne, Sydney, Brisbane, and there's that later. And then you're like, you're like way out there. I mean, the Strykey Bay is, it's a tiny place. Yeah. Okay. So you have a distillery and you make a, tell me what you make there. We make small batch gin. We make some vodka and we are just about to release our first small batch whiskey. And are you mainly selling it in the Strykey Bay area to like restaurants and bars and stuff? Yeah, exactly. So we sell it to three sort of high-end accommodation providers who serve it either in their rooms or over the bar. Several sort of bars and restaurants. And then some South Australian independent bottle shops and a couple of gifting businesses. Interesting. Tell me, how did you get into this business? Is there something you've been doing your whole career in life? Absolutely not. So I was a remote area midwife and a remote area nurse for most of my career. And yeah, we had a family tragedy, the death of my younger sister. And so we were looking for artistic ways to process our grief. And we sort of stumbled into a course, into stealing. And then once we've done the course, we just absolutely fell in love with all aspects of it. Yeah. All right. And tell me about, so where are you selling most of your inventory? So we sell about 14% online through our website. Okay. And that is probably the most margin. And then we also have a mobile food and cocktail van. And that's probably about 28% of the income. And then our wholesale is 57%. Got it. Okay. And tell me a little bit about how the business is doing. What's your, what are your sales? Okay. So the turnover for this financial year, expecting to be about $400,000 US dollars. And last year, it was around $200,000. Okay. Pretty great. All right. Before we get to Steve, tell us your question. Okay. So my question is since our inception in 2022, there's been an explosion of small family distilleries around Australia. There's at least 650 in the craft, um, spirit sector. So in this kind of climate, how do we differentiate ourselves and find a point of difference that will resonate with our buyers and be authentic and meaningful to our customers? Okay. I want to bring Steve in. Steve thoughts, questions, ideas, um, etc. For Rebecca. Yeah. Yeah. Well, certainly in a crowded market, you, you, you do want to, um, let folks know how you are differentiated. I guess that would be my question. How, how are you differentiated? Yeah. Um, we've been sort of trying to differentiate ourselves in, in the connection to place. So we live in a really small community and we swap our gin for local ingredients. So we collect up mulberries, figs, citrus. We're kind of like the bower birds of the distilling industry. Right.
and we use some Australian ingredients, you know, condong, abalone shell, coastal daisy, coastal rosemary. And the other way that I guess we do differentiate is we donate for one of our, one of our jeans, we donate $5 a bottle to motor neuron disease because of family experience. And I got a real interesting art. So I do all of the line of printing for the labels. Steve, I don't know if you could see their website, but these are beautiful bottles. I mean, I love the shape of the bottle that you've chosen and the design and you see through it, it's really nice. It's an, and you've got sort of a backdrop that gives it a beautiful color really, really nicely done. - Thank you very much. - Nice. So it sounds like these botanicals that are from this particular place. These are for the gin, correct? - Correct. - Yeah. It sounds like that's the differentiated product that you have that's the gin. Or would you say that the vodka is also equally as differentiated? - No, I agree with you. I think the jeans are much more differentiated. I think there's lots of those other distilleries are also making really good vodka's and really good jeans as well. But yeah, some of the products that we use only, as far as I'm aware, only we are using. It seems to me that a company that focuses that's best in the world at something and maybe you're best in the world at having these particular botanicals and you forage for them, you pick them, it's a community effort, whatever. There's a very nice story to that. And I think a brand that focuses on what they're best in the world at and has a product line that's cohesive might somehow resonate or be more impactful with customers than having what we have some botanicals. And then we also have a vodka and we also have a whiskey too. Just from a branding standpoint, maybe that makes some sense. - Actually, it really does. We had started to wonder whether we were going a little bit off of our original brand. - Rebecca, in the early days of Chipotle, when I presented the offerings, people said, "Well, Stevie, you're not offering enough "to people, they want more variety." And I said, "No, no, people can make "all different kinds of combinations "of the basic ingredients." But it was very, very different from the typical fast food approach was to have limited offerings and all different kinds of things. But it allowed us to focus on just a couple of things and do them better than anybody else. And I see a parallel between your gym making, your botanicals and foraging for those ingredients. And I really like that, that resonates with me. - 100%. I think about some of these single malls from Scotland that are from very remote places, like Lafroy, it's somewhere that you can't get too easily. But it's a massive international brand because the place became part of that brand, that story. And your place is Strieke Bay, right? It's the taste of that abalone shell or whatever salt, what is salt bush? Is it a bush that tastes like salt? - It's a really prolific bush that grows everywhere in arid climates around Australia. And it is a salty taste, but you can actually cook it. And it was eaten by traditional Aboriginal people that lived here before. - I love that. I mean, just the way you're talking about these things, like, I mean, literally, could you put a story on the bottle? Could you put a little booklet and just attach it to the neck of the bottle where you read that, you find out what you're doing, what you're tasting, you're tasting the coastline of southern Australia. That's where you get that sense of place. - And then the hand crafting and the foraging really is. - Yes. - Do you import to the United States? - No, we haven't looked at any kind of-- - Is it possible? Is that something that's easily done or is this, do you think going to be a product for Australia? - Would absolutely love to do it. I think it's a very complex thing to do, but it's achievable, anything's achievable. - Well, I just wonder if it's easier to break away from the pack if you came to the United States. I think about a lot of bars and the bartenders doing craft cocktails and then trying to have ingredients that really stand apart from the others. And I can see this gaining traction and it might be worth exploring the expense and the headache of trying to break into the United States. - Yeah, here's my suggestion, Rebecca. Go to, I'm sure there are Australian bars in Los Angeles and New York City, right? Where most Australians probably live, I would think. I just went to a tequila bar in San Francisco. Every bottle is small, artisanal Mexican brand. They had brands you've never heard of beautiful bottles. And I wonder whether it be worth just going on the suitcase of this stuff to LA and connecting with some of these bars or Australians hanging out, I'm sure they've got to be Australian bars like the Irish bars. And see if they would, you start there, just carrying them. - That's a fantastic idea. - It at least sounds like a lot of fun. - It does, it does, it does. - So I think it can go wrong. And you got a story about streaky bait. Now I want to go to streaky bait, it looks awesome. - Yeah, it's a very remote and it's very rugged and but we have empty beaches and it's a really beautiful place. - Yeah. - Rebecca, congratulations, what a fantastic brand you have. - Thank you so much, Steve. - Rebecca Smith, the brand is streaky bait, Distillers, thank you so much for calling in. - Thanks, Guy. - You know, the thing about things like gin or even tequila, I was gonna say, what whiskey too, there is, I mean, what she's doing, there's that element of tasting notes and flavor profiles and things that make it really interesting, it's not just a gin, it is a abalone shell gin, right? Like that gin and tonic scrape, but an abalone shell gin and tonic sounds even more interesting. - Yeah, well, and so as she started, I heard about the pitch, I was thinking like, oh, not another spirit, right? It's like that. But her story is so authentic and that she is highly differentiated in the ingredients of this place. You know, a product that speaks to a place is very powerful. And then when you combine that with the hand foraging, I just, I really think it's cool and then the packaging is cool. And it's so anti-corporate also. I think it'll resonate with folks. - All right, we're gonna take a quick break, but we'll be right back with another collar and another round of advice. Stay with us. I'm Guy Ross and you're listening to The Advice Line right here on How I Built This Lab. (upbeat music) (upbeat music) Welcome back to The Advice Line on How I Built This Lab. I'm Guy Ross and my guest today is Steve L's founder of Chipotle and we're taking your calls and Steve, you ready for another call? - Let's go. - All right, let's bring our next caller, welcome to The Advice Line. Tell us your name where you're calling from and a little bit about your business or your product. - Hi, I'm Shree Holmer, the founder and CEO of MadZero. I'm calling from London. We made low voltage and safe heating mats that warm the person and not the space. A simple yet radical idea to save energy, cut emissions and bring warmth to where it's needed the most. - Awesome, well thank you for calling in, Shree. So, okay, MadZero, this is a, tell me what this is. Describe what we're talking about here. - Essentially it's a heated mat, something that you sit on, lie on, sleep on and it heats up you directly. Our mats are powered by USB-C. It can be powered either by battery, mains or solar if you're completely off-grid. - And it's the size of a yoga mat, something like that? - We actually have three different sizes. So our largest one, so the flagship product is a yoga mat size, but we have a mini as well, which is around your seat size. I'm sitting on one right now to stay warm. - Got it. And I'm assuming this is for, it's just a more efficient way to stay warm when you're camping, like what, tell me what the, how did you come up with this idea? What's the story? - Originally, I grew up internationally. I had parents in the humanitarian sector. And so there were really witness first hand the disparity in energy access and saw how people struggled in the winter to stay warm. I moved to the UK to study product design and engineering and that's where I designed this concept of electrical, safe electrical heating for those scenarios. I also really hated being cold and it was totally not acclimatized to the UK weather. - So the idea was, and it is, if I'm reading within the lines for disaster relief, like you would basically, instead of handing out blankets or these would be available to people and they could efficiently heat themselves by lying on these mats. - Exactly. So instead of using gas or burning, whatever they can get their hands on, this is a safe way not only for the people, but for the planet too. - So, Sree, before we bring in Steve, tell us your question. - So originally intended for the humanitarian sector, our products are showing real traction in the outdoor campaign and consumer and even healthcare sectors.
All of these make sense, but need focus, time, and resource. So when your product genuinely fits multiple markets, how do you decide where to put your focus without losing momentum and drifting away from the reason you built this in the first place? - And this is a for-profit business, right? This is not a non-for-profit business. - Yeah, no, we're for profit. And so I think this is part of the challenge here as well is balancing the fact that we are commercially led, but have a mission ultimately behind that vision as well. And getting that balance is a tricky one. - How much is the mad cost? - So our largest is 295 pounds, and our smallest in many one is 109 pounds. - Okay, I think that's probably about $150 to 350, something like that, and not badly on the map. But so they're not cheap, but they're not, but they're not out of range. All right, Steve L. is going to bring you in here. Usrees making these mats comes from a family of humanitarian aid workers, but there are different use cases here, and she's trying to figure out how to keep doing what she's doing without drifting from, I guess, from the mission in a sense. - Yeah. - Exactly. - Yeah, yeah. I think it's fascinating. And I love that there's a real purpose behind what you do. But at the same time, there needs to be an economic model to make this a reality for those in need. And so this tie-in with this potential outdoorsy camping kind of a product might make sense. I'm a skier, and so over the years, it started with heated boots, and then it became heated socks, and heated gloves. Now I have a heated vest. All battery operated with rechargeable batteries. They're incredibly effective. They're expensive. I mean, they're really expensive. People pay a lot. And so I think there's this really interesting way to market your product to the outdoor enthusiast who is willing to pay a lot for really good gear. And so, but there are also a lot of outdoor companies that give back to the community. So they'll give back a percentage of their revenue to different causes, which is super cool. And so I see this as a perfect fit. You can market to the enthusiast. They're certainly willing to buy your product, and you let them know that not only are they getting something really great, but it's giving back to your cause. I think that's a great tie-in. It's good to say that because we've actually got mats at every space camp at the moment, keeping that exact audience warm. That's great. I agree with Steve on this. I mean, you have, there are so many use cases here, camping. You imagine slipping this into a sleeping bag or a tent. I mean, people already sleeping on these inflatable mattresses on intense as little ones. Ice fishing, mountain guides, people with glasses on. Clip holders who are hunting in the winter. Did even disaster preparedness get, I'm in California, and everyone's got an earthquake yet. I think people will find all kinds of uses. I mean, I can imagine outdoor sporting events, having the small one where you sit on one of these mats. Yes. And that would make a huge difference, exactly. So there are all kinds of use cases, and I think that the, it's not one or the other. It's not about, oh, I should only do this. I think that you got to, you know this. You got to build a sustainable business. So you need to get into those places where people are going to spend the money on them. And then over time, you can have some career program where you give them away. Or maybe you bake that in, where for every 10 sold or 100 sold or 50 sold, we give one away. Because once you achieve scale, then you can do two businesses. You can have the mission sort of non-profit side. And you've got the floor profit side, where people are actually love this thing. And are using it for all their fun outdoor activities. That's great. I love this idea. How will a production occur? Do you have facilities now that can scale this? Yeah, absolutely. We've chosen specific manufacturers, everything's contracted, that they can scale with us. So from originally making samples through to tens and thousands of units, and all the production is actually based in Europe as well. And presumably, I mean, these get pretty warm, right? You can, I mean, let's see your ice fishing in Minnesota, it's like minus 10. And you're in a tent with one of these things. It's going to keep you warm. Yeah, absolutely. We've done lab testing to negative 20 here in the UK and sort of like climate control chambers. But on the ground, we've had units in-- we have units in Ukraine. And that gets to negative 20 quite easily. So we've had the real world and lab testing in those really harsh conditions, same with Everest and along the Himalayan regions, you get extremely cold temperatures. It's amazing. That's OK. As a user of battery-operated socks and gloves and things, I like to make sure that I extend the life. And so I always adjust it not so that I feel the warmth, but that I don't get cold. And there's a difference there, right? If you turn it onto a temperature where you actually feeling warm, it drains it pretty quickly. But you can adjust it so you don't get cold. And it lasts a little bit longer. Well, actually, there's no need to do that with our mats. Because we have built-in sensors. They automatically regulate yourself. So you can have a max, but it won't be drawing constant power from your battery source because it will keep you sustain at that temperature through the feedback system. That's cool. Amazing. Amazing technology. And I mean, it seems like there's also an opportunity to partner with some of these expeditions. You say you're already at Ever Space Camp. I mean, I would look out for polar expeditions, also Antarctic expeditions. See if you can partner with some of these people who are really posting about their travels and their adventures and blogs and social media. Because that's just another cool thing to be part of, to be affiliated with. It's awesome. Matt Zero is the name of the brand. Congratulations, three. Good luck with it. Thanks for calling in. Been a pleasure. Thank you. Super cool. Yeah, thank you. So Steve, you ski with all of that stuff, and I'm thinking, I'm thinking, how cold do you get? I mean, the technology of the ski. I don't get cold. But the jackets that are made today and the clothing is so good, the quality is so high now. But you're wearing battery-powered socks. Well, so my feet do get cold. But the vest isn't interesting one. So when you're active and you're in the sun, and it's the middle of the day, you don't have the vest on. But as soon as it starts to get cloudy, or you're in the shade and you're sitting on a chair lift, and it stops, and it's 15 minutes. Like you start to get-- Oh, then you turn it on. And you turn it on, and it really helps you. It's really cool. This is a great business. I like Shree's idea. And again, that it has something virtuous about it that she's giving to humanitarian efforts. I think a real plus. Yeah. And it can make camping even better, right? Like freezing cold in the tent. So there you go. Sure. All right, we're going to take another quick break. But we'll be right back with another caller. Stay with us. I'm Guy Ross, and you're listening to the advice line right here on how I built this lab. [MUSIC PLAYING] Welcome back to the advice line on how I built this lab. I'm Guy Ross. And today, I'm taking your calls with Steve L's founder of Chipotle, and let's spring in our next caller. Please close your name, where you're calling from, and just a little bit about your business. Hi, I'm John Raric. I'm calling from Philadelphia, Pennsylvania. But I spend most of my time in Bruto Italy where I'm the owner of Cantina de Rosina, owner of Gannock, Vineyard, and Winery in Southern Bruto. Awesome. Thanks for calling in, John. OK, so you own a winery in Italy. Tell me a little bit about the other story. So my mother's family were major producers in the 1800s and early 1900s in Southern Bruto of fine wines. And then World War I comes along. And Italy gets pretty beat up. And when my grandfather returns from World War I, nothing's growing. There's a disease that has hit most of Europe's vines, called fliroxa, the bug that affected many of the vineyards. So they literally just packed up an abandoned the entire business and came to New York and Philadelphia and chose other occupations and raised a family. Then 100 years later to the date, I went back and bought back the house and the vineyards and replanted everything. Wow, amazing. And so now you're producing wine on that original site. How much wine are you producing here? Yeah, so our first year we produced 500 cases of both red and rosé. And I kept it small the first year on purpose so that when we brought it here to the States, I could really use it to develop the brand, get into restaurants, get into retail specifically in the Northeast where there's a high concentration, not only of Italian America.
Americans, but also a protecésia American. So the wine was well received there. This year we're producing 15,000 cases. - Oh, well. - So we're really mapping it up 'cause about 80% of our volume is in the US and the opportunity clearly lies in the US for us. - Yep. And wine alcohol is heavily regulated. It's getting a state by state. So do you, are you distributing it all over the United States right now? - Currently we're in New York, Pennsylvania, New Jersey, and Florida. And I've got a growth plan mapped out over the next five years so that we can manage that because with growth also comes an addition of sales force that I have to put in the field. And also I need to be there to oversee it because I'm not a wine maker by trade. I was smart enough to know I needed to bring in a team of professional agronomists, wine makers in Italy to help make sure that everything was running. My background is really in sales and marketing. So I'm back and forth quite often, but that's really where I'll be putting most of my focus. - Got it. Okay. And before we bring in Steve, tell us your question for us. - You know, no surprise, I think everybody knows that the wine industry in general, alcohol and beverages, the consumption in the US has really been experiencing a big decline. We're also seeing a lot of competition from new places like cocktails, hearts, celtzers, and even now we're seeing cannabis infused drinks coming to market, right? So all this new competition and Gen Z in particular is just drinking much less. So how do I market to a generation of wine consumers to really start to cultivate that next generation that'll allow us to continue to thrive? While we wait for the pendulum to swing back in our direction. - Yeah, all right. Important question, a big question. Steve, I was gonna bring you in. Before we answer the question, do you have any questions yourself for John? - So one thing I think is interesting, there's an interesting parallel. And that is, you are marketing something now that doesn't have as much demand as it once did. But with Chipotle, there really wasn't a demand for what we were offering. What we were offering was very different from typical fast food. The price point was much higher. I mean, back in 1993, think about fast food menus. Taco Bell's menu was categorized by 59, 79, and 99 cent items. McDonald's had a dollar menu. Things were bundled and named by number. You ordered a number one. And if you wanted to make it big, you said supersize it. And then along comes Chipotle. I mean, we had to really teach people that they had choices and they had to work with the servers behind the counter to get their item. I mean, even something as basic as where to go when they walked in the restaurant. I mean, remember, in a fast food restaurant, the first thing you did was walk to the cash register. We asked people to walk first to the food offerings. And so we had to lead customers one by one. The way I differentiated and built the business was by developing these one-on-one relationships with our customers. And by the time I retired 27 years later, I think we had well over a million customers a day. So you'd think about, do you really build individual relationships with individual customers? And the answer is, yes, you do. If you're going to differentiate your product or your offering, I think it starts with one-on-one personal relationships. And then customers do the speaking for you and help to differentiate your offering or your product. - John, I have a question for you. Do you do a newsletter at all? Have you done anything with it? - We do. And we capture, you know, addresses on our site. - Great. - So we have an opt-in list and we'll do a monthly newsletter. - Yep. - And I try to make it very personal so that people see our journey because I, you know, people tell me I have a story that's a little unusual. - Yeah. Let me offer suggestion around that. So I think the story is interesting, very interesting family story and compelling where it comes to your newsletter. I think what's critical, and this is something that I think a lot of people make a mistake around newsletters is that they don't, they think more about using it as a branding opportunity rather than really great content or information. So we do newsletter for this show. And I don't use it to promote the show. Of course, I want people to listen to it, but I really want it to be a resource for ideas, strategies, et cetera, et cetera. And I think if you use the newsletter in that way, it could really, you want it to be something people read. You know, people know Tuscany, they know Sicily, nobody knows about a Bruto Wines in the United States. I mean, some people do, but most people don't, right? And so that, there's a story to tell there. What do I eat this with? What are some interesting cooking tips? How should I taste these things? That's the first thing. The second thing is you're right, it's a hard time. I'm in the Bay Area, I'm in Sonoma County all the time, small wineries are closing or consolidating. And it's unclear if it's a long-term trend or something temporary, right? And the hope, of course, is that it's temporary. But you're also seeing some interesting trends with certain kinds of celebrities, particularly athletes. I would also think this is just a shot in the dark idea, but I would think about trying to send identify select players on NBA teams and NFL teams and send them some of this wine and see if you get a response. I mean, you're looking at what LeBron James is doing with wine and a lot of really influential basketball players are even buying their own wineries. But I think that could be an interesting thing to try out, especially when you're talking about something different, which is a Bruto is different, right? It's a, for a lot of people to discover. And that's where I think you have the opportunity. It's a great suggestion. Thank you, Guy. Yes. Steve, any final thoughts or advice for John? Yeah. I like that. The idea of finding people you can partner with to help promote the brand. Obvious is partnering with restaurants. Yeah. You've got well-known chefs to feature your wine, maybe inviting them out to the property, hosting them for dinners and events, and helping them understand your story, and they can in turn share your story with their diners. You know, I often notice that when there is a story behind the wine and especially a personality and maybe a family legacy, people tend to perk up. I think wine tends to be a very personal experience for folks. And I think that avoiding traditional kinds of marketing probably makes it more authentic and more desirable. Yeah. For sure, John, I just went to a wine dinner at a wonderful restaurant, hosted by the wine maker. It was for-- there was a friend of mine. But he invited the top members of the club, which I'm sure you've got members of the club. And it was very special because he brought out wines that they don't sell. And wines that are still in the process of being aged. And it was really fascinating to have that experience. So I'm sure there are things like that that you are thinking about doing or doing. But it's really-- you want to right now really lean into that group. You know, the people who are going to be subscribers to the club-- that's recurring revenue. You know that. And I think building it out to get young people to drink is a different challenge. But that will happen over time, especially as you figure out ways to tell the story using social media, of course, even TikTok. I mean, you know, book talk, right? People thought people were done reading books. All of a sudden, book talk happens. And a whole new slew of writers have become extremely successful. So I think there are some interesting ways to try and do it. Traditionally, people say, oh, well wine is inaccessible. And young people feel intimidated by that. I don't think that's true. I think young people want an experience. They want a story. And if it's about tasting a Brutzo, you know, the terroir, the soil, the air, the salinity, whatever it is, that does work. It's not going to work right away with everybody, but it's going to work with enough people where you start to build brand awareness. Well, thank you. We're going to focus then on what I'm hearing from both of you is building an emotional connection with that audience. And really just keep at it. Now, 100%. I think so. John Rarika, the brand is called Kentina D. Rosina. Good luck. Thanks for calling, man. John, good luck. Thanks so much. What a great story. And great story. And you know, I would not be afraid that just because the current trend shows that there's less consumption. I would not be afraid to get into that business if you're passionate about it. And you have this sort of legacy connection. I think that's-- That makes for a great story. And plus, I think he really enjoys it. He really enjoys the lifestyle. So-- 100%. You know, that's part of it. And look, they're all of these-- they're challenges, right? The headwinds in the industry and without going general. But at the end of the day, it's about people around table, just being together. And wine is often part of that. Exactly. Steve, before I let you go, one question that I ask all of our guests you've been on, which is, if you could go back to-- you know, when you were-- John, you're starting to pull it out. And you could give yourself advice. Now that you know everything you know, what do you think would have been helpful? So, you know, I was so maniacally focused on the business. I was there from morning to night.
you know, at least the first year without taking days off. I mean, the only days I had off were the days we closed. Christmas Thanksgiving, I would have tried to live a more balanced life. I think I was a little insular also, right? I was so focused. And I argue that that was contributing to the success of the business. And I think, well, maybe I missed something. Maybe it could have been even bigger had I been more balanced. Anyway, that's just sort of like personal reflection. Now I think I have a more balanced life. I still work hard, but I also take time for more time for friends and family and reflection. Yeah, it's great advice. It's hard to do when you're building something, but you're right. I mean, it is critical. Exactly. That is Steve L's. He's a founder of Chipotle. Steve, thanks so much for coming back on the show. Guy always a pleasure to be on. Thanks for having me. And by the way, if you haven't heard our original Chipotle episode, you've got to go check it out. It's really a fascinating story. And here's one of my favorite moments from that episode. Over a one month period, 52 people got sick with E. coli. Were you freaking out? Well, I don't know, freaking out is the right way to describe it. I mean, it was all encompassing. I mean, it was like it was really intense. You wouldn't wish this on anybody. That anyone would get sick from the food that you serve them is really a tough thing. Hey, thanks so much for listening to the show this week. And by the way, please make sure to check out my newsletter. You can sign up for it for free at gyros.com or on Substack. And of course, if you are working on a business and you'd like to be on this show, send us a one-minute message that tells us a little bit about your business and the questions or issues that you're currently facing because we would love to try and help you solve them. You can send us a voice memo at
[email protected] or call us at 1-800-433-1298. Leave a message there and make sure to tell us how to reach you and we'll put all of this information in the podcast description as well. This episode was produced by Chris Messini with music composed by Routine Arableui. It was edited by John Isabella. Our audio engineer was Robert Rodriguez. Our production staff also includes Alex Chung, Catherine Cipher, Casey Herman, Carrie Thompson, Nora Gill, Ramelle Wood, Sam Paulson, Niva Grant, and Elaine Coates. I'm Guy Raaz and you've been listening to How I Built This.
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