Differentiating Your Restaurant Through a One-Of-A-Kind Experience With Chris Artinian, President and CEO at Condado Tacos
Chris Artinian is President and CEO at Condado Tacos. Established in 2014, Condado Tacos offers a full dining experience that includes tacos, margaritas, and tequilas at a great price. Adding to the 39 current locations, Chris has plans to open at least 12 new restaurants in 2023, of which six will be in new markets for the company, and by 2026 the ambitious goal is to open another 100.
An expert in hospitality operations, consumer services, and all aspects of the restaurant experience, Chris specializes in investor relations and site modeling and selection. He is also the Operating Director for the Restaurant and Consumer division of The Beekman Group, which is the private equity firm that backs Condado Tacos.
Here’s a glimpse of what you’ll learn:
Chris Artinian explains what drew him to the Condado Tacos brand
Condado Tacos’ growth strategy
Why staying nimble and evolving is essential
The lessons Chris and Condado learned during the pandemic
How Condado replicates a customer’s in-person experience on its app
What makes Condado truly unique and ahead of its time?
The challenges currently faced by Condado Tacos
What you’ll learn in this episode:
How does a restaurant stand out from its competition? Does it take more than a unique, tasty menu, or must it be more? In the crowded restaurant arena, you have to have something special to differentiate your establishment from all others. That’s precisely what Condado Tacos does.
Offering clean, crave-able, fresh ingredient-driven build-your-own tacos, margaritas, and tequilas at a great value, Condado Tacos provides a full-service dining experience unlike any other. From the food and drinks to the employees to the environment, Condado is a place to come as you are, soak up the local vibe, feel connected with the community, and have a one-of-a-kind experience in a space where all are welcome — each person bringing their own individuality to the table. There’s always something a little unexpected around the corner — like walls covered with graphic art done by local artists that come alive through the app. Condado Tacos sets itself apart by creating an exceptional and unique experience that includes excellent customer service. Whether in-house dining, third-party takeout, or catering, you’ll feel what makes Condado special.
On this episode of From Persona to Personal, Roger Hurni welcomes Chris Artinian, President and CEO at Condado Tacos, for a conversation about the importance of a one-of-a-kind customer experience and how they differentiate themselves from the sea of restaurants. Chris explains what makes Condado Tacos unique, how they use the come-as-you-are concept to attract customers, create a culture of inclusivity, and how the context of the app extends the customer experience.
Resources mentioned in this episode:
This episode’s sponsor:
Today’s episode is brought to you by Off Madison Ave. At Off Madison Ave, we create meaningful moments of brand trust and influence how people interact and engage with brands.
There is a science behind tapping into your audiences’ desires and motivation. After all, if you’re not changing your audiences’ behaviors, you can’t truly unlock all of your brand’s potential.
The proven models and methods of Behavior Design is the strategic foundation for your brands’ success.
Episode Transcript
Intro:
This is From Persona to Personal podcast. Today's episode is brought to you by Off Madison Ave. Off Madison Ave creates meaningful moments of brand trust and influences how people interact and engage with brands. The science behind their approach taps into your audience's motivations and desires. After all, if you're not changing your audience's behaviors, you can't truly unlock all of your brand's potential. Now, let's get started with the show.
Roger Hurni 0:07
Hello everyone, I am Roger Hurni, the host of From Persona to Personal, where I get to speak with top leaders in the food and beverage space. Today, I have a wonderful guest but before I get to him. Today's episode is brought to you by Off Madison Ave, at Off Madison Ave, we use behavioral science to create meaningful moments of brand trust, which influences how people interact and engage with companies. Our behavioral approach taps into your audience's motivations and prompts them to shift behavior. And after all, if you're not changing your audience's behaviors, you can't truly unlock all of your brand's potential. These proven behavior models and methods are the strategic foundation for your brand's success. Visit offmadisonave.com. That's a-v-e dot com to learn more. Now, without further ado, I'd like to introduce you to Chris Artinian, who serves as the president and CEO of Condado Tacos and Tequila, an emerging brand that specializes in tacos, margaritas, tequilas, with growth plans, with growth plans, all right, to double its size by the end of 2023. Chris has more than three years of restaurant and retail experience with both private and public companies and has extensive experience in restaurant and consumer services. Chris currently serves as, on the board of directors for Another Broken Egg, Ted’s Cafe, and Coronado Tacos. Condado Tacos, you think, and I talked to Chris, Chris, welcome to the show. We were talking about how much I can like, speak Spanish, and then I butcher a Spanish name. Lo siento.
Chris Artinian 2:09
De nada
Roger Hurni 2:10
We’ll keep it in English for all the listeners out there, so I know that you can speak a little Spanish as well. Anyway, but seriously welcome to From Persona to Personal
Chris Artinian 2:20
Thank you.
Roger Hurni 2:21
Yeah, welcome to the show. And I do really appreciate you being on it. Let's kick it off with, with telling listeners a little bit more about the atmosphere of Condado Tacos and the customer experience. Give us a little background there.
Chris Artinian 2:35
Sure. It's really what drew me to the, to the brand from the beginning. And so, Condado Tacos was, was founded by a gentleman by the name of Joe Kahn in, in Columbus, Ohio. And it was in a hipster community down the block from Ohio State University in downtown Columbus. And the original sort of thought behind this was to create a place that was come as you are. A place where you can be yourself your best version of yourself and celebrate, you know, celebrate people as unique as you. And it was really, really a, you know, a mantra that got played out by artwork on the wall walls that were done by local artists. And this really simple focus on clean craveable food like great flavors around tacos, margaritas, and dips, you know, we sell a ton of queso and guacamole. So it's about clean flavors and a really focused menu but an atmosphere that truly has come as you are. And that creates a real broad appeal. So that was sort of the big the founding principle of what Condado is. And with our, with our focus menu match with our sort of experience, it really has lent itself to be placed for a little something for everyone, which has been kind of special.
Roger Hurni 4:02
Nice, nice. Yeah, every time I hear someone it's rare, actually, that I hear someone say the come as you are, it feels and because clearly I have not been there. It feels a little like Cheers. You know, it's this kind of the unique atmosphere we come as you are. There's interesting personalities, interesting topics of conversation, great food, it sounds like a truly wonderful, wonderful atmosphere.
Chris Artinian 4:27
It really is and it's intended to be, do not take yourself seriously. Like we don't have uniforms in our restaurants. For our staff, we want our steps to be their best version of themselves. Be friendly, we get a lot of credit for being super friendly, engaging our guests the plea-, you know, I think there's a lot that will say today in today's service model that please and thank you have had been a lost art in our folks, I'm very proud to say are just really polite, really engaging. And because they're allowed to be themselves they it's not a canned Welcome to Condado it's however they feel it appropriate to welcome to someone to say hello in their own or in their own way and it really translates into a really nice experience that makes everyone feel comfortable. And I can walk in, in a suit and feel just as comfortable against sitting down next to someone that may have spiked hair, seven different colors with a bunch of tat, tats, and piercings, and or who goes with gender these days. It doesn't matter. We're here to enjoy each other and the experience. And that's what really kind of makes us special.
Roger Hurni 5:38
Yeah, I like atmospheres like that. It's not a it's not a bubble. And you can read into that what you will.
Chris Artinian 5:47
For sure.
Roger Hurni 5:49
So I know that you been in this position when I was looking at your background for a couple of years, a little longer. But the restaurants been around since 2014. I'm curious as to what's field is growth to date? And what does that growth strategy look like moving forward? Sure.
Chris Artinian 6:04
So you know, in 2014, like I said, it started in downtown Columbus. And it really, really, because of its broad appeal, it skewed, skewed a little bit younger, because of the university deck, you know, down the block. But what we found as time went on that it was just really a very comfortable place. And as we started to expand within Columbus, into other parts of sort of the suburbs, we realized that this was not just a downtown concept, it really had some real, you know, transference and a broad appeal. And, you know, we, we first ventured out into the outside of Columbus into Pittsburgh, PA, another downtown market, and we were very well received there. And then, you know, we did start sort of heading towards the suburbs, we did it first. And in the Columbus area, also in like sort of Easton Town Center, which is sort of a suburban shopping area of Columbus. And then COVID really accelerated this, this sort of this concept of being able to work downtown, but being very relevant in the suburbs. And we realized that we had a concept here that really was very relatable in both in both genres. So you know, it like I said, we started in downtown Columbus, then we slowly moved into Pittsburgh, PA, and then built out that Pittsburgh market, then we went into Indianapolis, and, and opened up in, in downtown Indy where we have a handful of restaurants in Indy and the suburbs around it, then we moved into the Mid Michigan market. So we're all over in Detroit, and Grand Rapids, and Ann Arbor, Michigan, you know, and today we're in, we're in, we're in seven states. And, you know, with tonight, as a matter of fact, we open up, we have our VIP party, and tomorrow, we're open live in our Kalamazoo, Michigan location, which is number 39. And we'll be entering, you know, two new states next year in Alabama and South Carolina. And we look to open 12 to 15 new restaurants a year and with a combination of suburban markets and downtown markets, which has been really exciting for us.
Roger Hurni 8:28
Excellent. Well, congratulations on all that success and, and growth you. You mentioned, the pandemic and that you sort of fit the opportunity that was there, which can be a bit serendipitous. Right? But what, what were the learnings with any learnings coming out? I know we're still in the pandemic, I always like to say that it's, it may never be done. But we're certainly past I think the worst part of it back to somewhat, quote-unquote, normal way the existing before it happened. What lessons did you learn through that? The worst event that you've taken with you and integrating into your growth?
Chris Artinian 9:09
Oh, boy, that's a loaded question. You know, the past couple of years, you've gone through every emotion. So if and every strategy and, you know, just to give context, when all this went down to you know, a little over, you know, I guess it's, yeah, two and a half years ago now. We weren't sure if we're gonna have a restaurant every, in the world shut down. We went from open dining rooms blowing and going to to-go only can we survive to-go only can we even get staff to come to the restaurant, to really understanding the word pivot, which, which became a buzzword in our industry of, you know, staying nimble and being able to pivot to what was going to be thrown at you next. So I think one of the main lessons we learned early on was how to stay nimble and really try to, you know, read the tea leaves with the ever-changing rules, because in the very beginning, we didn't know what the rules are going to be. Are you able to eat inside, outside? And what was the technologies that we needed to employ? So I think, I think there's two major takeaways over the years that really resonate with us, one. We needed to be transparent with our guests. And most importantly, with our team members, you know, this was a crisis that affected everybody in a different way. And for us to survive, we needed to keep our doors open. And we, we very are so appreciative and respectful of our, of our team members that showed up every day. And they showed up because they knew families needed a place to eat, they needed an outlet, they also were very concerned about, you know, their jobs and their well-being and what's, what's to be. So we, we really tried to be as transparent with our teams and do everything we could to create a place that was worth coming to during these times, and maintaining a connection with them and appreciating our team members who did a phenomenal job of, of helping us dance through this over the last two years. The other, the other thing that we learned a lot about was frictionless and seamless opportunities, right? You had this disease that no one wanted to touch anything. Was, was concerned about what, what the interaction was going to be. So obviously, without question long before the pandemic around sanitation was incredibly important. So we stepped up all of our measures on sanitation, but equally important, we stepped up our investment in technology, whether it be online ordering, contactless payment, contactless ordering, and creating the ability for the guests to feel 100% comfortable in any way they wish to choose. So if it was a to-go experience early on, where they couldn't even come to the restaurant, how do we meet them at the curb, and keep a distance to evolving to today where now that our restaurants are fully open, they have options have to-go or guests have options to dine in and have that experience. And what we've really learned through, through technology is that we're able to create an environment with it within our restaurants that can match our guests be they can come in, have a full dining experience, go out on a date, celebrate with friends, and do all those things you choose a restaurant for. But also if you want to be you know, want to get in and out and just have a great meal for sustenance. That's clean and delicious, we can do that too. And you can and all of that tran-, translates also into a to-go and off premise experience. So we, we are our business went from literally less than 5% to-go, to today. 30% or more of our business is driven through an off-premise experience, whether it be that to go third-party delivery, for catering. So we leverage technology to meet the needs of our guests, and really value our people who've really helped us get through these times really make the difference for our guest experience. And it's something that really has helped us sustain us today.
Roger Hurni 13:24
Yeah, I've had, had several conversations with CEOs and restaurateurs where they weren't, the restaurant doesn't have the same ability be as flexible, your model seems to be more flexible, allowing you to pivot probably a little more quickly. And you were able to adapt to the consumer behavior changes in, in real time. And it seems like that's now just part of the DNA of the operation. Moving forward. I mean, before I always find it funny, QR codes struggled to find a reason to exist before 2020. Now, now they're like a “Duh” factor for, for menus or tickets or information. And I think everything we hoped QR codes would be from a marketing perspective that come to fruition. And I'm sure you're probably using that kind of technology. But I also noticed that you had an app because one of the things that I've one of the things I've encountered one of the I've had conversations with many CEOs about how the app has become so effective in rewards and online ordering, even if it's only utilitarian. So how is I know that you have one? How's that experience been? And how that branded app and a game changer for you?
Chris Artinian 14:39
Yeah, no, it hit it on the head. Right. So you know, certainly apps are not a new phenomenon. And, and with, with COVID and whether it be the use of QR codes or facilitating the app to either use a QR code in the restaurant or using your app to order online or what have you. I think the word you know sort of this utilitarian experience with this utility that the apps became for guests to have a means to the end. One of the things that we took a step further because one of the things that makes Condado special is our artwork, our creativity in the so when you go into a condado all of the walls are covered with graffiti art done by local artists. That's really part of our experience. And then come as you are, as you mentioned, well, we, we did two things, we replicated that experience within our app. So the, the wallpaper and the backdrops and how you navigate to the menu is really creative with characters, etc. But in addition, we also talk about the artists and we bring the community into our app, and what's coming up next, who's working on the next thing. So it'd be went from a place of come here to order your online ordering, or to sign up for rewards or, you know, to be recognized as a frequent guest. But also, we we can, and we, by the way, we actively work on this today, we are looking to make it you know, a an extension of the restaurant outside of the four walls with being able to create experiences, whether it be a virtual reality, where you can put, you know, put your phone up against the artwork on the wall and make certain things come to life, and be interactive with, with our guests. And the app has been just a great tool to not only introduce our menu items but also create conversation with our guests.
Roger Hurni 16:30
Yeah, that's, that's wonderful that you're finding other avenues of value with the app. Most people I speak with don't, it is completely utilitarian. And they don't, they don't recognize that it can also be experiential, or what's more of a failure. It's, it's a communications tool. And, and I'm not talking one to the masses. But on an individual level I, I work in part of another organization has an artificial intelligence algorithm that looks at the implicit next with behaviors on an app and then determines what the next interaction should be in it. It works in another industry, a couple of them. But like, there's the opportunity, right, to create the virtual reality thing that you're talking about to have it be a one-to-one communications tool so that you can provide a level of personalization through that technology that is just unmatched by competitors. Is that the utopian place that you're constantly going to work?
Chris Artinian 17:30
Yeah, absolutely directionally. I think the way we were trying to think about it is how do we put our signature on everything that we do? We didn't invent? We didn't invent the taco, we didn't invent the margarita.
Roger Hurni 17:45
Wait, you didn’t invent the taco or margarita? Conversation?
Chris Artinian 17:54
is I know, I'm sorry, I can't believe the cats out of the bag. The, you know, so what we what we really where we try to be unique is how do we create experiences, everything that we do in our tacos, it's not a traditional street taco from you know, that you that you would get off of a street in Mexico, it's, it's definitely in that genre. But we sort of take, if you will, a nod to the Taco Bell with cool flavors and fun with an oversized taco with, with phenomenal quality in our proteins and just have fun with it and create an experience. You know, we are we're known for our dirty sauce, which is a signature, which is a signature sauce of ours. So when we look at our app, and that experience, how do we tie in the thing that things that are just beyond the food in the atmosphere, that give you a little bit of piece of the Condado experience while you're sitting in the restaurant, but through the app. And, and we do that through color. And we do that through pictures, we do that through engaging, you know, artists or, or what's going on locally, or what's, what's coming new, in a very sort of coming to our way it within our app that that we just try to be unique and different in how we approach it versus just having a place where you click a button to click more buttons to order what you want, which we want to make sure that is seamless, and easy and convenient, but also an experience. And that's really where we differentiate.
Roger Hurni 19:19
The ordering and the rewards are table stakes. I mean, everybody has to do that. I will say this, you are unique. I have probably spoken to more than 100 CEOs in your position, who have never described their apathetic experience. A lot of them are moving toward like a one to one communication channels, and they're looking at AI a couple of marketing consulted with on that, but I've not heard that kind of how do we create the restaurant experience within the context of the app and how do we provide more experiential customer engagements through VR, AR and I think that's truly unique and I think you are definitely ahead of your time completely with that.
Chris Artinian 20:04
No one will listen, we appreciate that. And I have a team, a team of folks that are passionate about this that really helped drive me to do these things as well and then which makes this work. You know, the the other the other thing that I think is important during these times and it was also learning through COVID Is that you know We transitioned from a time, you know, two years ago of are we going to have enough people to serve, and the guests being just appreciative that anyone was open, and that I can get get a meal. And so third-party delivery, and some of these other sort of tools that were used, kind of put another barrier between the restaurant and the direct guests experience, and how do we overcome that? You know, and, and I think over the years, many have fallen into the trap of I can't control the drivers of third party delivery, I can't control how the food gets to your place. But I can tell you, it's intact, you know, once we get it in the bag. Once you know, and the driver picks it up, you know, it's not our responsibility. Well, we really feel that every time every touchpoint with Condado, whether it be through the app, through a third-party vendor, or at the restaurant, we have to own. And we have to make sure that it's interesting, and that it stands out in a way that's special. And from a from a guest perspective. If it goes wrong with third-party delivery, it is up to us to address that with our third-party delivery partner. And we take it the extra step and also managed to any sort of challenges. And I will tell you, we obsess over our reviews, and really obsess over that experience, whether it be inside the four walls or external. Because it's not that important. I think that's another way where I think a lot of folks in the service industry or view the service industry, as a broken service model today. And it's it, whether it be to the labor shortages, or, or, you know, in the restaurant business, I've been doing this 30 plus years, I don't want to date myself, but you know, sometimes folks just think it's Oh, that restaurant looking for help, I'll just sign up and, and not realize that this is really a profession. And we take it seriously, we're taking care of people in the time that they're in our restaurants, or that they choose us when they're choosing us because we're going to do what we do. As, as best we can, and hopefully better than anyone else, not only from the execution of the food and the experience and the great margarita, the dips, etc. But also how we make people feel, and whatever that interaction is, whether it be through another app, a third party coming, coming directly to us recognizing you at the host stand, or at our front door. It's incredibly important to us that we differentiate at every turn that making that engagement important.
Roger Hurni 23:04
Yeah, you know, I want to make this clear for the listeners, because what you said is critically important to businesses, and they forget it all the time. They don't act the way they should act. But I synthesize it down to this, that every point of contact is a brand point of contact. And people don't take that seriously enough. But it certainly seems that you do at every level, and you are totally be congratulated on that.
Chris Artinian 23:09
Well, thank you. I mean, I, I don't mean this just to be humble I, our founder Joe Kahn and our COO Johnny Isla. Joe Kahn day one, Johnny Isla, the first employee hired. These are their founding principles, they care about people, they care about the interaction, not only with it with our, it starts with our folks inside that work for us and our team members. Because we value them, without them, we can't extend that we can't extend those brand points, and, and those brand, sort of touch points. And so I have a ton of help. And it's it sounds cliched today to get just spread around recognition. But one of the things that really excites me about Condado is that alignment of a bunch of folks that really appreciate food, appreciate experience. It's really I have a lot of fun with people. And this is our life's work and we're really trying to make a difference.
Roger Hurni 24:34
Well, let's take the other side of that coin. You said what excites you? So that's what really excites you. That's fantastic. That's awesome. What keeps you up at night? What are those challenges that you're facing right now?
Chris Artinian 24:42
Wait, it's, um, you know it. I will tell you as passionate as I am about, about people it is it, is where I'm most challenged. I love people. I am in this industry. Because I love taking care of people in the hospitality as corny as that may sound. But what keeps me up at night is that there's over the last 10 years has been such an explosion of restaurants and over the last two years have been such a struggle to get good talent to get folks to appreciate the value of someone choosing your restaurant, choosing you of all the places right you go to any strip center I have three or four options of where to eat. And they're choosing Condado for some reason. How do we get people, talented people. And when I say talented, I'm not even saying the most educated, I'm not even saying someone that's been 20 years in the restaurant business, I mean, talented, of things that come natural to them and their personality, talented in the way that they want to, they see an opportunity to make a difference in someone else's day. And our number one asset, and our number one challenges is continuing to surround ourselves with people that care enough to make a difference. And as easy as that may sound, I can figure out supply chain, we pull our hair out, but we're never going to sacrifice quality, we're going to figure those pieces out. That's our job. That's our professional duty. But to get people that with the DNA, to want to be part of a team to want to make a difference. They care about what the wrapping looks like. Is there enough cheese on it? Did we get the right sauce? Is there a right protein? Did the guests leave with a smile? And if I didn't see them leave with a smile? Could I ask them why? And what could we have done differently and, and it's hard to find those folks today. And we're very fortunate than we'd become an attractive place to work and be part of that team. But those are the things that keep that number one thing is finding like-minded folks that bring their own uniqueness to us. But they're but they're passionate about taking care of people,
Roger Hurni 26:55
you realize you just gave away your secret sauce. I'm saying that, like I did this with my own staff, you hire for culture and passion, you train for skills. And, and you and I guarantee you are in the minority of companies that actually do a lot of paid lip service to it, but they don't actually follow through, for whatever reason. And, and I can see very clearly that growth strategy, that trajectory that you're on, is because you have the right team in place, because of that passion.
Chris Artinian 27:27
Yeah, no. Well said I mean are, you know it, I will tell you to that point, you know, we have, we have a group of regional managers that have been around the block a time or two, lots of experience. And, and they've, they've been with other brands that have been sort of pinnacle and somehow lost in one way or the other, right? So we've seen those stories time and time again. And what they see in Condado is this opportunity of this kind of cool brand that's got these intangibles about taking care of people not only within the four walls who work for us, but also externally. And they're energized by it. And one of the things that we do unique at Condado is that we have an assistant region manager program. And what it does for us is that it allows our region managers who are a little bit more senior who have a larger span of control, but, but also the experience to have, you know, two, three or four assistant regional managers under them, to help them make their make their restaurant visits, have the interaction with their teams, and create an environment where we're constantly teaching constantly, constantly influencing our COO has really gotten our whole field excited about growth, not only growth in like new restaurants, personal, personal growth, how are you bettering yourself. And we, we've married a regional manager with experience to mentor these young folks, that today everyone says the younger generation doesn't seem to get it or they don't, they don't seem to be engaged. And, and I will tell you that I disagree. It's different. I'm 53 years old, there's no doubt that the way I was raised in this business at 20 was different, you get coffee cups thrown at your head, you duck for the chef who's getting upset with you. And today, you have to you have to activate your team in a different way. And we have figured out a way to leverage our experience in our leadership but create a place where our young folks want to grow and say I really enjoyed here I want to learn more and then and then really actually enjoy their, their sense of accomplishment as they get to the assistant manager level the general manager level then an assistant regional manager level and it's, it's really kind of exciting to see in a kind of feeds our culture in which also helps us having the right population for our growth. So sorry for that long-winded example.
Roger Hurni 30:00
It's fine. Like I said, it's a conversation more than it's an interview. And it's sage advice. It's, it's the kind of advice and learnings that people can take away from this podcast and, and say, Okay, I can try to implement that or I can pay closer attention to my values. And that's the opportunity for people with these kinds of interviews is to learn. And you've been incredibly gracious with your time. I just have one more question. Because you've given this great advice. I'd actually like to know because it's a learning experience. What's the worst advice you've ever gotten?
Chris Artinian 30:39
Worst advice that I've ever gotten? It's a great question.
Roger Hurni 30:44
I get that a lot.
Chris Artinian 30:50
Yeah. I bet you do. I bet you do. Um, you know, the, the. I mean, this may be overly basic. But the worst advice I've ever got was, you know, I remember this is years ago, I was young in my professional career. And we were going through a difficult time, within our company. This is back in my days at Morton's, which was a phenomenal experience, a 17 year run. We're learning so much, it wasn't a problem necessarily with the business, but the culture was going through some transition. And as a leader, I was trying to figure out the right way to present some challenges. And the advice that I a piece of advice that I got was, well, you know, what, let it be, you know, it'll work itself out, you know, when called upon, you may want to say something, but, you know, if you really feel that, you have an opportunity to say something, or to make that change, maybe, maybe just wait, don't rock the boat, don't maybe not be as transparent. And I, I stayed quiet in the early years, and maybe didn't give some factual advice that I may have experienced. And the takeaway that I have from that was, I was called upon, when I finally was called upon, I realized that it was, it was mean, it was meaningful, I didn't realize how meaningful until I actually said it. And I really regretted that I didn't say it several months sooner, because we may have been able to act on it sooner. And so here's the takeaway, all that to say is that, you know, what, there's, there's never, there's never a bad time to give sound feedback. And what I've learned as a CEO, from those experience, is that you know, what, you may receive a million ideas that you say no to, and you may say, as I say, in my own company, you may get more no’s, 90 no’s to 95-99 no’s, to your one yes out of 100 times, but never stop bringing up the suggestion, never stopped bringing up the observation, because you may bring the one observation that can actually set a light bulb off, and actually really being answered to get to a, to a sound solution sooner. So again, a long way to say, you know, experience that I pull from, is that when you have, when you have feedback, and you have the facts to back it up, timeliness is of the essence, and don't ever wait and waiting, waiting your turn sometimes can, can cost you time. And you know, costing time could also cost you the opportunity.
Roger Hurni 33:49
Yeah, well, I mean, and that's good advice. And you should always invite opinion, great ideas can come from anywhere. And again, another lesson for listeners to take away from this conversation. I appreciate you being on the show. I've been speaking with Chris Artinian, the President, and CEO of Condado Tacos. Chris, where can people learn more about you and Condado Tacos?
Chris Artinian 34:16
Oh, well, condadotacos.com and I'm all over LinkedIn. And all you have to do is Google Chris Artinian. And very fortunately, you'll get a bit of my history but please learn all about Condado Tacos, condadotacos.com. And, hey, we looking forward we look forward to for you to you know, coming out and say hey, and hopefully I get to meet you in the restaurants.
Roger Hurni 34:40
Fantastic. Fantastic. I'm Roger Hurni, the host of From Persona to Personal, please click the subscribe button and we'll see you next time.
Outro:
Thanks for listening to From Persona to Personal, the podcast that takes a closer look into how organizations personalize their marketing. We'll see you again next time and be sure to click Subscribe to get future episodes.
