Eusha Bajwa, Founder/CEO @ Meal Dynamics

Yeah, I do want to dive down into that a little bit later on in our interview.

But before, tell us, because I think from your time at Bajko, you know, we talked about 200, 275 restaurants.

You're looking at the P&L across all of them.

What did that teach you that you're now bringing to, say, Meal Dynamics? And then also, what perspective did that give you that you wouldn't get if you were just, say, in one store?

So here at Bajgo, there's a philosophy that we live by, and it's my uncle's philosophy, which is we don't run 275 stores.

We run one store 275 times.

And what that means is that we have the same processes And these processes have been designed year after year over decades that we have now put into practice.

Now, being a senior financial analyst at Bajgo, what it taught me is we were looking at so many different fixes and so many different problems across different stores.

So we have tried a lot of different things to fix in terms of bottom line, in terms of top line.

And middle of the P&L.

So just looking at and having access to all of that, having access to the problems, the way we've tried to fix them, some things work, some things didn't work.

That really gave me a lot of insight and gave me the drive to do what I'm actually doing right now.

I love this philosophy of we don't run 275 stores.

We run one store 275 times.

That's got to be, you know, let's talk about that for a second, too, because you guys are a franchisee, right? So it's typically like the franchisor that's setting the brand standards and setting the op standards.

You guys are so large.

What did you do? Can you just give us an example or two? Something that you were able to implement on either the brand side or the ops side that really helped you do that, helped you run each store like it was the same.

So there's, you know, let's just talk about technology.

There's two parts to technology.

One is the mandatory tech that a franchisor mandates their franchisees to use, okay? So that's, it's pretty much the same in every concept.

So put that aside.

And then there's a lot of things that franchisors don't touch.

That's the non-mandatory tech, right? And there's a lot of things that can be improved or, you know, franchisees can actually experiment in that domain.

And with the scale that we had, that's basically what I'm doing at Meal Dynamics is we are touching all the non-mandatory points, touch points that we could touch stuff that.

that franchisors don't really care how you manage it as long as you're running the business, as long as you're serving the customers up to their standards, as long as you're managing your people the way you should be managing them.