Harnessing the Power of the Internet With Paul Macaluso, President and CEO of Another Broken Egg Cafe
Paul Macaluso is the President and CEO of Another Broken Egg Cafe, a chef-inspired breakfast, brunch, and lunch restaurant with hand-crafted cocktails, spiked cold brews, mimosas, and a full bar. Before joining the team at Another Broken Egg in 2019, Paul held a variety of executive and senior-level positions throughout his 25-plus-year career and earned a reputation for driving results. He has been with many respected brands, including roles as the CMO of Moe’s Southwest Grill, SVP of Brand Marketing Strategy at FOCUS Brands, President of McAlister’s Deli, and the President and CEO of The Krystal Company.
Here’s a glimpse of what you’ll learn:
Paul Macaluso provides background on the Another Broken Egg Cafe brand
Growth and expansion plans for the year ahead
The importance of establishing a service mentality with the Cafe’s franchisees
What lessons did Paul learn during the COVID shutdown?
The value of diversity in the workplace during a crisis
Paul’s goals of pivoting to catering and delivery
How the Cafe connects with current and potential customers
What are the benefits of a mobile app?
The steps the Cafe is taking to understand customer behavior
What you’ll learn in this episode:
A passion for running a restaurant chain is a must if you want to connect with your customers and keep them coming back. How can you use the digital universe to your full advantage? What are the benefits of harnessing the power of the internet with a website or an app? When the world changes, you must learn to adapt and use the tools at your disposal most effectively.
There are many methods of attracting customers with an app, website, or through social media. As a veteran in the restaurant industry who has worked for several top brands, Paul Macaluso of Another Broken Egg Cafe uses their app not only for mobile ordering capability but for getting on the waitlist to be seated. The app is also used as a powerful tool to compile data and gather insights into what customers want. As an avenue to generate additional revenue for marketing and growing brand awareness, its website includes advertising and sponsorship messages from its main suppliers. How can your brand use the digital landscape to its full advantage?
On this episode of From Persona to Personal, Roger Hurni welcomes Paul Macaluso, President and CEO of Another Broken Egg Cafe, to discuss marketing, growing, and expanding a restaurant chain. Paul talks about the importance of core values as it relates to company culture, creative ways to leverage websites and apps, how the pandemic impacted business, and the importance of leading with empathy. Don’t miss it!
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 0:02
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 0:31
Hello, everyone, I am Roger Hurni, the host of From Persona to Personal where I get to speak with top leaders changing customer behavior so they can propel their brands forward. Before I get to today's guest, this 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 motivation and prompts them to shift behavior. And if you're not shifting your audience's behaviors, you can't truly unlock all of your brand's potential. These proven behavioral models and methods are the strategic foundation. For your brand success. Visit offmadisonave.com to learn more. Today I have with me Paul Macaluso, who has spent more than 30 years in the restaurant industry. His career started as a GM of Taco Bell. And he continued his career in progressive marketing roles, including CMO of Moe's Southwest Grill, and became a senior vice president brand strategy for Focus Brands. Paul's ultimate goal of leading your brand, though was realized in 2016, when he became president of Muckleshoot Deli. Paul now serves as the President and CEO of Another Broken Egg, a position that he has held since 2019. And that quick shout out to Chris Artinian, President and CEO of Condado Tacos and Tequila for recommending Paul to the show. So Paul, welcome. And thanks for being on the podcast.
Paul Macaluso 1:57
Thanks, Roger. It's great to be here. Appreciate it.
Roger Hurni 1:59
All right. Before we even get started, I will tell you, there's one location in Arizona, and it's in Gilbert, it's fairly far from my house. I've not been to the restaurant yet. And in all full disclosure to the audience, but I am dying to go because you do have a vegetarian guide. And on it are the Bourbon Street pancakes. And please tell me that they’re good.
Paul Macaluso 2:20
They are fantastic. It's actually one of my favorite things on the menu so you can't go wrong. Yeah, it opened about a year and a half ago, our first student in Arizona and that franchisee is opening more units in the future. So glad to be there. It's doing well definitely encourage you to check us out when you can.
Roger Hurni 2:37
Again, I appreciate the vegetarian highlights. There's not a lot of restaurants that cater to that. So what I what what don't I know about Another Broken Egg Cafe that I should? I knew it was starting 1996 in the southeast United States. I know the vegetarian menu and I know the dish I would like to order but what should I know about the cafe?
Paul Macaluso 2:55
Yeah, so it's a daytime only business. We're only open from seven to two. So we have limited hours of operation we focus on brunch, breakfast and lunch. But ultimately, it's brunch and we have 82 cafes in our system today, we are expanding we have a big year ahead of us we're gonna open 16 cafes this year. So we're gonna get right to right out around 100 cafes. It's a big milestone for us. And another great thing about the brand is we really believe that you know, brunch without alcohol is is a sad breakfast. So alcohol is a big percent of our business. Because a big is we were founded outside of New Orleans. So all that part of you know, the southern menu and the seafood, but it really, alcohol is a big part of our menu. We have great, great beverages to accompany that great food we have.
Roger Hurni 3:42
I like it. I like it. I believe Another Broken Egg Cafe is a franchise model. And but it's surrounded around this philosophy I read on the site that says nothing short of right is right, if I've gotten that correct. Can you explain to me like what that is how that came about? And more importantly, part two to that question, how do you get your franchisees to adopt it?
Paul Macaluso 4:03
Right. So yes, we have heavily franchise model we did have 35 company cafes as well. So we're about 6040 and more of our growth is coming out of the franchise side. And, you know, that's part of the selection process when we when we have discovery days when we talk to prospective franchisees that want to get into the brand. We talk about our values, we talk about our principles, and ultimately our brand purpose and we you know, we make sure that everyone's aligned with that and, and this idea that nothing shorter right is right is really based on a service mentality. You know, we're in the restaurant business is a service, you know, it's a service model, we, we look for people that are passionate about serving others and not everybody is you know, it's some people don't like serving other people but in the restaurant business to be really successful. You got to have a passion for it. You got to be excited about making somebody's day and bringing them their food and cooking them a great meal and, you know, seeing them happy and brunches is you know is nothing could be more fun that way. Friday brunch is a deep part that people are usually a good mood. They're celebrating our busiest day of the year is Mother's Day. Our second busiest day of the year is Father's Day. So people are there celebrating with their family. And this whole idea of nothing short of writers, right is all about the fact that we, you know, we want to make people happy. We want to, for them to feel great about their experience, and we want to serve hours.
Roger Hurni 5:22
I really love that as someone who's a bit of a, I say foodie people they often think I mean, like, you know, really hoity toity food. I go high-low. Really? Well. I mean that swanky restaurants. And I've eaten it dives that you would be afraid you get domain poisoning in. But I what I like about the right is right, there's so many places that I've gotten to where if something goes wrong, like they don't think of copying the meal, or offering a free dessert or drink or something else like that. And it seems like your service model is look we're gonna make everything as great as possible within our within our means is that yes, that's far
Paul Macaluso 6:00
That's our goal. Yeah, that's definitely our goal we we you know, even a little secret, I'll tell you, on your first visit, if we know what your first visit we typically asked you, the hostess will ask you is the first time you've been to Another Broken Egg Cafe. If you say yes, we have, when you get seated, we put a little mason jar on the table, which is different than normal in mason jar, it has a little info about the brand, as you read that, but it also is a signal to the to the server, that your first time we bring you out of free order of beignets. So we you know, we really start to we have these little secret elements of service to help, you know, make it special. And to your point if something's wrong, and you know, listen, we are not perfect. We know some of our servers have bad days, sometimes the cooks in the back make a mistake. We it's all about like, how do you recover from that? Right? How do you how do you, you know, correct that action and make people feel special and want to come back. So we have you know, we'll be able to do what we need to do to take care of it and, and make people feel special and, and make sure they know that we appreciate them visiting us, you know, we we all went through the shutdowns with the pandemic. And I think we all appreciate customers way more than even before. So you know, we appreciate the visiting us and spend their hard earned dollars with us and we want to make sure they come back.
Roger Hurni 7:17
I love that little little easter egg. I might have to apply some quantum physics to every visit and make every time my first time just liking it the beignets, which are awesome. Because I just love beignets and yes came into this position in 2019. Kind of poor timing, I guess. And the world changes out, you know in front of you fairly immediately. What was the pandemic like for you? And did you have to pivot? What lessons were learned?
Paul Macaluso 7:50
Yeah it was. Yeah, it was It was wild. So I joined at the end of November of 2019. So December was my first full month and position we were building strategic plans, I will see Oh, getting the lay of the land meeting franchisees, you know, January, February, we started putting stuff in place. And obviously the shutdowns happened in March. So yes, I was here a very short period of time. This is actually my first, although you mentioned in my intro, that I've been in the business 30 years, this is my first experience in both serve restaurants, all of my experience bar was in QSR. And fast casual. So what a time to join full service when when full service was shut down, right, we were shut down. We couldn't have dining rooms, you know. So you know, QSR hours and the drive throughs. And fast casual with a lot of delivery, they figured out ways to stay open and to continue to generate revenue, we had nothing. When I joined the company, we were only doing 2% of our sales to go. And that was basically people that came in and added added something extra to bring home to their family or whatever. So it wasn't we had no online ordering, we had no third party delivery we had nothing. So because of my experience, though, with with QSR and fast casual and my connections, I was we were able to stand up that part of the business very quickly. So we actually never closed some of our cafes, and we tested and got these things going. We didn't know how long this was going to be important to us. We thought maybe just the shutdowns where we need to have off premise business. And what we found was very sticky. You know, a lot of people got it got into this and it never ordered before online and people built that habit. And so now it's it's, it kind of sustained us through the shutdowns where we could we could stay open and deliver food and have people pick up and keep you know, us being able to at least deploy our managers. And then on the other side of it now it's a meaningful part of our business. It's it's about 4% of sales. It's over 200,000 Ops per store and sales, our average unit volume has changed from pre pandemic levels of 1.5 million to now 1.9. So we our business has fundamentally changed because of our premise and some other things that We've worked on, but there were some scary dark days during that time, you know, that we didn't know we were going to be able to still have a brand that's still still be able to operate. So it's it was, it was a challenging time, but one that, you know, in some ways changed us for the better.
Roger Hurni 10:17
How fortunate for them, they ended up getting someone who has joined to QSR. Yeah, it was such a casual experience, you know,
Paul Macaluso 10:26
it's. One more comment on that, if I can, Roger is, there were actually some people in the organization that were not happy about my hire, you know, what I was brought on board, because I did not have full service experience. So it just kind of shows you the value of diversity. It's not just because it's me, but it's a reminder for me and for others that sometimes, you know, it's if you have relevant experience or relative experience, but you can bring some diversity to that, you know, that you can bring in some new thinking. So it was it was interesting how that worked out. And to your to your Yeah,
Roger Hurni 11:09
no, I was gonna say that's, that's a really, that's a really good lesson for other people to know, that you, you hire for core values, you train for skills, and having somebody come in who can be objective and bring different perspectives. It doesn't matter whether you're president CEO, you could be a line cook, you know, the important thing is that you can bring something that is different than everybody else. But you all have the same base. And every time I've spoken to a company that's done well, they've been very inclusive of bringing that kind of diversity in. And I mean, from a dei perspective, that's important. But just people who come in and bring different perspectives really helps out an organization.
Paul Macaluso 11:56
Yes, it worked out well.
Roger Hurni 12:03
So So you got it from less than 2% to 12%. During that time, is that is that something you want to continue to grow? Or is it just now more? Whatever it is, it is?
Paul Macaluso 12:15
Yeah, we definitely want to keep it and we want to grow it we are. That that 12% includes delivery through third party companies like DoorDash, UberEATS, that includes our own online ordering portal where people who just go to our website order from us and then come and pick it up, and also includes catering. And Catering is one area where we really want to see growth, we have this very, we just scratched the surface of catering. You know, if you think about catering breakfast, there's not a lot of great options out there today. You know, you got your bagels, or whatever, but, but we have a premium product. So, you know, for us, if someone's going to do you know, an office party or something in the morning, and you know, they can get chicken and waffles, or some amazing pancakes are, you know, awesome bacon and things that it's there's not a lot of competition. So we see it as a big opportunity. We are, we're putting a lot of resources in the ground.
Roger Hurni 13:09
Excellent. Well, speaking of the website, I noticed something that maybe I'm just living under a rock. I'm not seeing any companies like yours do. At the bottom of the homepage, you have, like advertising or sponsorships from suppliers. Like why did you decide to do that? Is that a revenue stream?
Paul Macaluso 13:28
Yeah, it is we have some of our main suppliers that, you know, help us out with some marketing funding, whether that's, you know, printing of menus, or just some additional revenue to help us put advertising you know, again, we're a small company where we're looking for ways to grow our marketing funds and grow awareness. So you'll see stuff on there, like from the watermelon board, we did a product this year that use watermelon, and they they, they sponsored that. We've got a O'Connell's from Mexico on their motions. So yeah, we'll put them on our website is another way that kind of thank them for their support.
Roger Hurni 14:06
I think that's great. I have a lot of retail experience in my past life. And you know, whenever I see that type of thing, I'm like, alright, that's pretty ingenious. So like, I like the smarts behind that one. Well, speaking of marketing, what are what in terms of marketing in general? What are you finding are some of the best ways that you're connecting with your customers? People have never heard of you, and what do you do from a marketing perspective?
Paul Macaluso 14:31
You know, it's a lot of what we did in early days was, you know, social media, it's, again, we don't have big budgets and things of that nature. So we're connected through social media, our food is, you know, it's really premium the quality of the ingredients in the product. So it photographs really well. You've seen some of our food photography. So you know, we spent a lot with you know, on Instagram, and a lot of videos and so we're getting more into the video world now. And We're actually getting a scale now where we can actually do a little bit more in digital marketing. So fortunately, you know, as opposed to what I was in marketing roles earlier, like 20 years ago. You know, if you couldn't afford TV, you couldn't really do much, you know, now, there's so many more things with digital social that you can do with geo targeting zip codes. So you don't have to worry about Oh, are we are we big enough to you know, do a cable cut in national media, now we can be so much more refined, and geo targeted. So the world has changed in marketing, and we're definitely playing a big part in the digital space.
Roger Hurni 15:42
You know, speaking of that, you are amongst quite a number of CEOs and CMOs that I've spoken to have an app. I mean, in the pandemic was horrible. From from a marketing perspective, it was this great catalyst that shifted people's dining behaviors. You know, restaurants didn't know what to do with the QR code prior to the pandemic. And now it's like our menus on here to shoot the QR code or pay for the pay. And while third party delivery apps have their place, a recent stat that I saw said 57% of people prefer to order from a brand's own app. It's, it's your own media channel. And so how effective is your app, part of that that media mix?
Paul Macaluso 16:35
Yeah, it's definitely a bigger part than we envisioned. to your to your point, we thought, well, you know, we don't, we only have, again, we didn't have online ordering when I first joined. So we're like, probably exactly going to offer just our version of our, we can do a mobile version of our website, and that would be more effective. But yeah, we've we've actually, now that online ordering is a big, big deal. It's, it's important for us to have that app we have that is a big thing, we have Nutritionals on their location finder. And, and so as we continue to grow that audience, it's, it's an important part of continuing to, you know, have a collection of data on our consumers, and then find out what they want more from us. We also have a reservation books, it's a it's a waitless program, where we don't necessarily take reservations, but you can get a list as you drive, you know, to the cafe you're planning to come in. So we also recently added that. And so there's, there's a lot of feature sets that we're continuing to invest in as we grow. And as we talk about the pain points our customers are having, and, you know, trying to avoid, find ways to solve those.
Roger Hurni 17:45
Nice. So I know that that's the, that's always the table stakes, like get it up and running, get ordering on their reservations, or waitless, like locations, get all that sort of on their or their planner, you maybe you're doing this now, because I've worked with a marketing automation company that determines the behaviors that someone has on the app, and then that what the next interaction should be it for a lot of brands using stuff like that it's become a communications tool, because it's the app has allowed you to have that to get to that utopian place of one to one personalized communications at scale. Are you are you engaging more in communication directly through the app? And examining some of those behavioral profiles to do that? Or is that on the horizon?
Paul Macaluso 18:39
More on the horizon that we have, we are beginning that journey. And we are, you know, building those capabilities, it's definitely something we want to do more of. And then we're also looking at, you know, what, what are the ways we can kind of reward recognize our customers, we're not a discount brand. You know, we don't do any real discounting as in terms of loyalty. But there are some other things that we think we can offer our customers because of their loyalty that that we're evaluating, as well. So it's definitely the next step. For us. It's a big one of our biggest initiatives for this year. And it's been a multi year process. So you know, obviously, we had stand up online ordering back in 2020. And then we actually changed our sales system 21 to be a big system so that we could have all these integrations. So you know, that that had to happen. franchisees are still out to the end of this year to make that transition. And then, as I mentioned, catering and change on the on the waitlist program to our own version. So we were using a third party that we didn't own the data now we have a version of it where we actually own the data through wisely. So it's been multi steps over multiple years where We're now at the point now, where we have the data that we owe on our customer, multiple different ways of getting at the app is actually a pretty small percentage of the customer data we have. But what we're all pulling it together, and this is a big year for us is building all that data lake Get, get get the dashboard set up so that we can, you know, understand what's happening. And, you know, from a financial standpoint, and also from a marketing standpoint.
Roger Hurni 20:30
Yeah, very, it's very, very smart. And it does take time, it's not an overnight thing. It's a crawl, walk, run situation. But anytime a brand can collect first party data, particularly behavioral data, and then use that to enhance the communications on a one to one basis, or create a better customer experience, before they get to the restaurant. Like that's, that's a huge win. I'm glad to see you're, you're moving in that direction. So you made it through the hump of the pandemic, you're you're you're you're embracing new technologies and new ways of communicating and going down that path. What are the what's the biggest challenge you're facing? Now? That keeps you up at night?
Paul Macaluso 21:16
Yeah, it's, it's interesting. Last week, we actually did an executive team and, and directors retreat, and we were just talking about this very topic, you know, just kind of annually, look at okay, where are we now? Got this budget, we've got this plans, like how we feel about the team, and the culture, and what did we need to do? And we were unanimous. In separate meetings, the executive team met, and the directors met. And we kind of came together and said, Oh, what are your feelings? Everybody had the same same thought, which is, this is a big year for us, you know, and we've invested a lot over the last several years and building the foundation. So this is a year that they demonstrate that. And so it's really about the resources, do we have all the right people, all the right resources to support this growth? And do we have have we done a good job of documenting all the processes like, because now, you know, when I joined the company, let's say there were 20 people in the support center. Now there's 40 people a support center. So adding people, but you know, as a company is about to go through rapid growth, you want to make sure you've got everything buttoned up and ready to go. And so we really spend a lot of time talking about we need to, we need to button up so our processes, people know what to do. But if somebody leaves the organization, you know, we don't want to have a hiccup. Somebody leaves voluntary or involuntary that we need, we need to make sure all of our processes are buttoned up. And we know I was reading the story about bamboo. You know, the Chinese bamboo, you probably know this. When it's a seed, it sometimes will take five years to break the surface of the ground. Five years for bamboo. It's really strange, right? Because right now has been growing really rapidly or thinks it does. But it's actually five years under the surface, building its root system, preparing for growth. And then once it breaks the surface, within 90 days, it can grow like Nike. So it really shoots up. That's where we kind of feel we are as a brand, you know, it's been 16 to maybe 18 cafe's is this year, you know, 20 to 25% growth in one year is pretty, pretty nuts. But it's been really the last three or four years that we've been putting all this together. So it's pretty exciting time.
Roger Hurni 23:25
Well, thank you for that. Because actually, I knew grit bamboo grew rapidly, I actually didn't know that it took five years for it to break the surface. But the funny thing is, that's that's a general startup story for a lot of companies where they're an overnight success, their 10 year overnight. You know, they just kind of like it takes sometimes it's not, there are very few that in 18 months, we're a billion dollar company, right? That's incredibly, incredibly rare. Well, what are you really excited about? Maybe it's the same answer, that, you know, you have this opportunity in front of you and processes that that, what are you most excited about right now?
Paul Macaluso 24:07
Yeah, it's definitely related to the same thing. And it is great to see, you know, the hard work, pay off and come to fruition and see these numbers, you know, the size of the company growing. It's, it's an exciting time. It's also you know, on a more personal note. It's nice to get through some of those things that we went through to be able to have more time to focus on the people, you know, of my organization. We've hired a lot of people, we've we've developed them and put some basic things in place for our company. Like we didn't have a 401K program and a giant, we didn't have really great system for performance reviews. So getting all those things in place has been nice. And this year, we just started our first basically it's a leadership development program. And I was fortunate enough as you read my intro, I was fortunate to work for a company that was really big and develop people when I joined Taco Bell in 92, as a general manager was actually part of PepsiCo at the time, that's how that's how long I've been doing this the four Yum brands. So, and one of the things about PepsiCo at the time was they really believed in developing people on cross train. And I had seven jobs in the 10 years, I was part of talk about seven different roles, all kinds of disciplines that really helped me understand the business and a broad based level. And so, you know, I'm at a point my career now where I feel like, I want to, I should, and I want to give back to people and help them grow, and know that this business, the restaurant business can continue to have an amazing career and, and you may start off as an hourly person or whatever. But you know, if you if it's something you're passionate about something you dedicate growth to you can, you can grow your career. And so I am really happy to get this leadership development program off the off the ground, we just started it, it's basically for our high performing high potential employees who selected at 10. Initially, and it's, you know, it's five courses over the over the rest of this year. And it's, you know, it's it's fundamental skills, like, understanding yourself in your building, goal setting, doing better decision making things of that nature that, you know, it's, it's, it's great to invest in people and see them grow. And, and, and for the people that are really interested in that it's very, very exciting time. For me personally,
Roger Hurni 26:24
I think that's great. We all get to that point in our career where the people you groom, say more about you as a person and a leader than it does about the skill sets that you've actually applied to your your job. Yeah. You've been, you've been wonderful. Every time I have my wrap up question, I asked every guest, because I think there's great learnings in this question. And that is, what is the worst advice you've ever gotten? Everyone usually gives me a big pause. And I have to speak like this that kill some time. So they can think for a second.
Paul Macaluso 26:59
Yeah, I don't know. worst advice, I would say. I mean, I think nothing comes immediately to mind that like one person said to me, but I, but I somehow had this belief early in my life, that there was some magic, you know, to being an executive being an executive, that there was something special about those people that they had, you know, something extra. And I realized, as I've been an executive now, for the last six or seven years, in terms of growing companies, that there is nothing different, it actually is just people that you know, have the same, you know, stuff going on in their personal lives, they've got the state now, you know, I've obviously had more more experience, you know, so that's helped me make better decisions. But there's, you know, there's nothing innately special. And it's, it's really interesting to me, the first few years that I would go into, into restaurants, whether it was with this company, or other companies that visit stores, and I'd meet employees and give them some recognition that a lot of cases, people were really nervous to talk to me. And, you know, obviously, the position is built up in their head, it's something this person's, and it took me by surprise for a while, and now I understand it, you know, it's really just make this something that they put in their head that, you know, hey, the President is going to come to our store tomorrow or the next day, and you know, and so, I really understand that better, I appreciate it better, but I really try to make sure I put people at ease when I spend time with them, you know, and so, I don't know if that was a great answer, but it's something that occurred to me that, that, you know, I It's been a big learning for me in the last few years to just to, you know, know that that's coming and to help people feel at ease.
Roger Hurni 29:07
You know, I think the worst advice, I'm gonna I'm gonna break this down and say it a little differently for you. The worst advice I've heard leaders been given is a command and control mentality. And the best leaders lead with empathy, and find a way to, here's where we need to go. You hire people better than you, and then you get the hell out of their way. And, you know, provide some guidance when you need to make sure you stay within the core values be ethical. And really, it's it's not. It's not hard if you if you do those kinds of things. Yeah. Well said, Well, you've been wonderful with your time. I think there's a lot of great lessons here for people listening, and I really appreciate your time on the show. For everyone I had been speaking with Paul Macaluso, he is the president and CEO of Another Broken Egg. Paul, where can people learn more about you and Another Broken Egg Cafe?
Paul Macaluso 30:05
Just simply go to our website, anotherbrokenegg.com. And we've got everything on there from our locations to our menu to the information about the executive team and our journey along the way.
Roger Hurni 30:17
Perfect, perfect. I'm Roger Hurni, the host of From Persona to Personal and we'll see you next time.
Outro 30:25
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.
