Gourmet News 20 under 40 - Class of 2008
A biennial favorite of our staff and many of our readers is our 20 under 40 feature that showcases 20 up and comers in the gourmet food and kitchenware industry under 40 years of age.
Narrowing down the pool and then the final class of 2008 was an incredibly tough task and resulted in a lively debate here amongst our editorial team and that of our sister publication, Kitchenware News & Housewares Review.
Here's the complete skinny on the 2008 class of 20 under 40. The edited version appears on pages 17-19 in the October issue of Gourmet News...
Anna Wolfe
Editor
awolfe@gourmetnews.com
drum roll, please....
Chris Beykirch, 30, owner, Love to Cook!, Logan, Utah
Describe how you got into the gourmet/specialty business: My parents purchased Love to Cook! as Kitchen Kneads in 1997, while I was pursuing a degree in business management. In 1999, I had the opportunity to accept the general manager position. Though I have always loved great food, at the time I did not know much about specialty kitchen products. I quickly learned as much as I could through receiving each shipment personally. I also began attending the Gourmet Products Show and the International Housewares Show. During the past 10 years, I have assumed the responsibilities of human resources, accounting, inventory management, and cooking school director. In September, my wife and I finalized the stock purchase to become the sole owners of the business.
I knew this is what I wanted to do when: Watching customers with a smile on their face. I am very customer service motivated and I could see customers having fun while shopping and always leaving with a smile. It was amazing to be in an environment that allows customers and employees the opportunity to have fun and to forget the stresses of everyday life.
Most challenging business moment: Growth! Soon after I became the general manager, we doubled our square footage from 2,000 to 4,000 square feet. This was a huge challenge for us. Quickly we had to complete construction, hire and train additional staff, make displays look great, and double our inventory. All this had to go on while the store remained open and expenses doubled, or tripled. It was a stressful time, but the expansion was much needed and has helped Love to Cook! become what it is today.
Most valuable lesson learned: Value of friends and networking! Through associations such as Gourmet Catalog I have been able to develop a network of incredible people throughout the country and in many different positions in the gourmet industry. Every year I travel to stores in different parts of the country to discuss business and retail strategy. We are able to bounce ideas back and forth and share successes and best selling products in a non-competitive environment. It is amazing how often other stores have faced similar challenges and can offer a great solution. Our network also uses emails throughout the year to share ideas and information about products and general business practices.
Describe how your business has grown and what your future plans are: Love to Cook! has doubled in size with a cooking school in operation four days a week. Our sales have increased almost $1 million annually in the past 10 years and continue to increase at an incredible rate. Our staff has grown to 15 from four employees and expands to 22 during the fourth quarter. Our average daily sales have increased from $300 to $3,000, along with average daily customer counts increasing from 30 to 160. Under ownership by my wife and me, our goal is to increase annual sales to $2 million in five years. We also plan to expand our website to include every item in the store and to fully integrate with the POS system.
Kelly Bock, 30, operations manager, Rolling Pin Kitchen Emporium, Brandon, Fla.
Describe how you got involved in the gourmet/specialty food business: I became directly involved in the business when I was just 18. I saw that Rolling Pin was reopening with new owners and they were hiring. I stared in 1997 as a sales associate and within a year was given the opportunity to work directly with Karen West (buyer), Dave’s wife and co-owner of Rolling Pin. She taught me the administrative side of the business.
Once I graduated from college, I was promoted to Marketing Manager where my skills took me into promoting and advertising our business. In late 2007 I was promoted to Operations Manager. I oversee the daily operations, act as the IT person, manage scheduling, influence buying decisions and enjoy the role of being “right hand” person to Karen and Dave.
I knew this was what I wanted to do when: I was approached by Karen and Dave West about their new concept for a retail store combined with a cooking school. I loved the idea and knew that with their knowledge and backgrounds, we would make this new concept work. Given I was just about to graduate from the University of South Florida with a degree in marketing and I had to make the decision to leave my family at the Rolling Pin or stay on and become a significant contributor in this huge endeavor. Of course, I stayed with the Rolling Pin and our new concept opened in 2006.
Most challenging business moment: Was being fresh right out of college and helping develop and open the new store. I started putting signage in the old mall location, newspaper ads, and other avenues of advertising to inform our existing customers about the new store. We had scheduled the mall store in Brandon to close in January of 2006 and the new store was slated to open in February 2006 so there would only be a down time of about two or three weeks, but due to construction delays the new store was not going to open until August. We were nowhere to be seen in Brandon for seven months. So I would say my most challenging moment was making sure that all of our customers in Brandon knew we were still in business and letting them know when we were opening. That year I threw one of the largest ribbon cutting/grand opening parties our Chamber of Commerce had seen. To this day I still get comments about the event. This was one of the hardest and most proud moments of my life.
Most valuable lesson I’ve learned: To never give up on an idea too quickly because retail business is so unpredictable. In the past we have been quick to jump to a conclusion about a promotion or an idea we had for the store before we really let it run its course. The new location, though only three blocks away, brought an entirely new customer base and a significant shift in product and services needs. Many things are just trial and error and then you move on. We can’t rely on the past. We must continue to move on, try new things and do what is best for the business.
Describe how your business has grown and what your future plans are: Being involved from almost the beginning, it was truly a wonderful experience to watch a small 1,600-square-foot gourmet kitchen store grow into a 4,500-square-foot store. Our customer base continues to grow daily and now we really have the space and the accommodations that allow us to give our customers what they want in a gourmet kitchen store. The new store also allowed us to bring in a more diverse selection of product.
My future business plans are to remain with Rolling Pin and lead this growing business in new and more innovative ways. I constantly learn new skills daily. Some day, expansion into complimentary businesses such as, a cheese shop, a wine shop, deli, and bakery may be in the cards. I hope to be an integral part of those long-term plans. For now, we are concentrating on meeting our goals in the current location.
Evan Dash, 36, chief executive officer, Prepara Chefs Performance Tools and Primula Products, New York
Describe how you got involved in the gourmet/specialty food/ business: In 1997 I was promoted to vice president/DMM for housewares and food for Macy’s. Subsequently, I became a senior vice president/GMM for Macys. In 2005, I left the corporate world to launch two gourmet startups, which are now among the fastest growing young companies in the gourmet industry.
I knew this was what I wanted to do when: I watched my first episode of Emeril Live. Prior to the Food Network, I always viewed cooking as a chore. For me, cooking is all about family fun. I have two young boys who love to cook with me. My wife and I entertain a lot and all of our parties are centered in the kitchen.
Most challenging business moment: Launching two startup kitchenware companies proved so much more challenging than running a $1 billion housewares business for Macy’s.
Most valuable lesson I've learned: Achieving success is a complex formula that is constantly changing. It takes hard work, focus and determination every day to deliver outstanding products and execute strategies for packaging, pricing, and channel distributions not to mention sales, operations, logistics and finance. But most of all, you must “do right” by your customers EVERYDAY.
Describe how your business has grown and what your future plans are: Over the past three years, Prepara and Primula have gone from concepts to full-fledged companies. We have launched more than 30 new products and will have our products distributed in almost 15,000 retail locations by the end of 2008. We now have a great base of business to build on. We are set with our distribution outlets and in this second phase we are working closely with our core customers to continue an aggressive rollout strategy of new products. Over the next 24 months, we expect to launch almost 50 new products, most with patented features or technologies.
Patrick Ford, 35, international marketing director Ford’s Gourmet Foods, and vice president, Ford’s Produce Co., Raleigh, N.C.
Describe how you got involved in the gourmet/specialty food/ business: I went to college thinking I was going to be a stock broker or a doctor and after college I realized I wanted to work in the family business. And I was terrible in biology.
I knew this was what I wanted to do when: I was 5 years old and I got to use a handcart.
Most challenging business moment: Is at the end of the day, leaving it until tomorrow.
Most valuable lesson I've learned: That business is just about a lot friendships.
Describe how your business has grown and what your future plans are: Since rejoining the family business in 1997, I have expanded its international presence by exhibiting at 36 international trade shows in seven countries and have spoken at the World Trade Center in North Carolina, Wake Technical College Business and Industry Center, and for the N.C. Community College System. In the past 3 years we have grown from limited exporting to just becoming the first ever Exporter of the Year for North Carolina. The award is presented by the North Carolina Department of Agriculture and Consumer Services. The department created the award to honor agriculture businesses that successfully export North Carolina food products around the world. Ford’s already exports to 40 countries, and our plans are to expand into Asia and Australia.
Michael & Kathryn Graham, both 32, owners, C’est Cheese, Santa Barbara, Calif.
Describe how you got involved in the gourmet/specialty food/ business: My (Michael’s) first foray into specialty food was a job working at Zingerman’s Deli after I graduated from college. It was there that I learned about a ton about artisan foods, and also a lot about how to run a successful business.
I knew this was what I wanted to do when: We were living in Manhattan working boring corporate jobs, and we actually lived across the street from Murray’s Cheese Shop. We’d come home every night exhausted and depressed, walk into Murray’s and see how much fun everyone was having. One day we got in a conversation and decided that there really wasn’t any reason that we shouldn’t be having just as much fun at work as those guys!
Most challenging business moment: Opening. We didn’t have much capital when we opened, which made the first several months rather tenuous.
Most valuable lesson I've learned: The importance of staying true to your vision.
Describe how your business has grown and your future plans: We’ve had very good growth since we’ve opened. It’s actually been remarkably steady and consistent, which is ideal. Our current plans are to focus on our store, expand our offerings into prepared foods and sandwiches and to generally fill the place up with delicious foods.
Angela Ichwan, 36, chief executive officer, Arico Natural Foods, Beaverton, Ore.
Describe how you got involved in the gourmet/specialty food/ business: I co-founded Arico Natural Foods with my husband Hermanto Hidajat in 2004. I had worked as a global food developer for Fortune 50 food companies. My background is in food science. I had always wanted to start a food-related business, but I also wanted to make a positive contribution to the world. We decided to develop a line of “mindful snacks—snacks that taste good and are nutritious. Ultimately, our passion is about changing the world by changing the way people eat.
I knew this was what I wanted to do when: Our niece, Ella, was our inspiration for starting Arico. She began following a gluten- and casein-free diet at an early age as an alternative treatment for autism. Her life significantly changed for the better as a result of this dietary change. When I tried the foods she was eating, I felt there was a lot that could be improved upon in terms of taste, texture and nutrition.
Most challenging business moment: Everyday is full of challenges, big and small. Like any new business starting out, we were essentially the underdog. We were trying to establish our network and our brand identity in the marketplace. It was a lot of fun. Business is all about problem solving, and that’s how we operate.
Most valuable lesson I've learned: I learned that you couldn’t possibly know everything. Ask the right questions. Find the right people who can guide you. There will always be someone you can learn from, or help solve any problem you may have.
Describe how your business has grown and what your plans for the future are: In the beginning, it was just the two of us working out of our small apartment. When we landed one of our first accounts in 2005, we baked cookies in a rented commercial kitchen for two days straight to fulfill their first order. We’ve come a long way since those days. In 2006, SPINS named us the fastest growing gluten-free snacks company in the country. Last year, we introduced a line of all-natural cassava chips. Our products are now sold nationwide. We now have seven team members who work with us out of our headquarters. As for the future, we continue to develop good tasting and wholesome food. Our sales are growing at a quadruple-digit rate this year. We want to continue this momentum. We strive to be the leading and most trusted food company for people with special dietary needs. In 2007, we were thrilled to become the world’s first carbon-neutral gluten-free snacks company.
Ryan Montague, 24, owner Gourmet Business Solutions LLC, a web-based consulting and marketing company for gourmet food businesses in Clearwater, Fla.
Describe how you got involved in the gourmet/specialty food/ business: I got my start in the gourmet industry when I had the opportunity to work for then-New Orleans-based GourmetFoodMall.com, a startup that launched in 2001. This is where I got my first real-world experience with web-based consulting work and both BtoC and BtoB online ad campaign management. Following Hurricane Katrina, New Orleans was no longer a safe or economically sound living environment, so I decided to relocate permanently and start my own business based on the gourmet food industry experience I had gained.
I knew this is what I wanted to do: In 2006 when I realized how much of an untapped market there was for web-based business and marketing services specific to the very old-fashioned food industry. The gourmet food industry (and food industry in general) is, and has been technologically slow to adapt in regards to sales, marketing, and communications, which provided a perfect business opportunity to combine food-industry knowledge with practical web technology applications and consulting.
Most challenging business moment: Was the first month after quitting my full-time salaried job and starting the business. I was living in completely devastated New Orleans following Hurricane Katrina with my pregnant wife and 1-year-old son. I launched the business with only a $500 credit card for startup expenses and a flooded, gutted home in Uptown, which served as my home office while we restored it. It was the first time in my life that income wasn’t guaranteed and the prospect of being unable to pay bills was ever-present.
Most valuable lesson learned: I have learned to embrace things that most people despise—failures, competition, and stress-inducing matters because I have learned and grown the most from them. I now find positivity in failed initiatives because I know that I will learn something to help me improve next time. I now build relationships with perceived competition because open doors can lead to new opportunities. I now find stress to be healthy because success and happiness wouldn’t be the same without it.
Describe how your business has grown and what your plans for the future are: My business started out with one basic website, one pro-bono client, and one employee (me) offering only a handful of consulting and web marketing services. Since our first year, we have now increased revenues by more than 400 percent, in part because of to our growing staff (now seven) and network of eight highly trafficked websites including a consumer shopping site, a discussion forum, an online business encyclopedia, a video site, a PR portal, and a business directory—all specifically for the gourmet food industry. Since launch, we have worked with more than 200 gourmet food companies and currently have roughly 60 active clients that we serve. We are developing a few more revolutionary websites and concepts to serve new and changing needs of small-medium food manufacturers in a more interactive and scalable manner. In September, we launched FoodFunding.com, an online portal dedicated to connecting food companies with investors. In addition to helping food companies find capital for starting and/or growing a food business, FoodFunding.com is also an educational resource that offers industry-related articles and discussion forums with user-generated advice and opinions pertaining to financing and fund-raising for food businesses.
Meghan A. Mullaney, 26, manager-artisanal cheese department, Sickles Market, Little Silver, N.J.
Describe how you got involved in the gourmet/specialty food/ business: While pursuing my BFA at Endicott College in Beverly, Mass., I began working at a small, gourmet and produce store in town, The Fruitful Basket. As the demand for specialty cheeses grew in 2002, my interest in them did as well. I spent two and a half years as the cheese monger of The Fruitful Basket. My awareness of cuisine and specialty food products intensified and my passion for handmade cheeses was locked into play.
I knew this was what I wanted to do when: I was pursuing that degree in the arts working in downtown Manhattan and I was constantly spending my lunch break at the cheese counter in Dean and Deluca. It occurred to me that I was actually envious of the monger on the other side and that perhaps I should follow this emotion.
Most challenging business moment: My most challenging business moment lasted the course of several months. When I became the buyer for the Sickles Market Cheese Department, I was trying to fill the big shoes of my predecessor. This person had a huge fan base, and a particular style of selling that appealed to many. Convincing our frequent customers that my expertise and opinions on specialty foods was worthy of their trust was a daunting task. I am proud to say that two years later, I have won the hearts and taste buds of 99 percent of those who were in doubt.
Most valuable lesson I've learned: To trust my own palate and my inherited business sense.
Describe how your business has grown and your plans for the future: Our cheese department received a renovation one year ago this fall. We relocated the department from the deli side of the store to the bakery/grocery side of the store. Our workspace has expanded greatly and our retail space has grown somewhat. The collection of cheeses that we carry is extensively artisanal. Less than 10 years ago, the cheese department at Sickles Market was minute. Today we carry the most exquisite cheeses from the U.K., Europe and the Americas. In the cheese department we also carry fine olives, charcuterie, rare honeys, nougat, caviar, truffles and select preserves. There are plans of growth for Sickles Market that I would like to be a part of. We are on the map of specialty retailers, but if there are ways to further our leadership in the industry and I can assist with that, then that is what I would like to do. Eventually, when I feel I have done what I can do here and I am ready to venture on my own, I will find myself a few goats and start on the other end of the chain that I have been working on. Cheese making is a difficult art form that I would like to conquer.
Marieke, 31, and Rolf Penterman, 34, partners, Holland’s Family Cheese LLC, Thorp, Wis.
Describe how you got involved in the gourmet/specialty food/ business: My husband Rolf and his brother both wanted to farm. Rolf came to the United States in 2002, and I followed in 2003. While Rolf was farming, I was looking for something to do. At first I wanted to make children’s furniture, but I had trouble finding someone to carry out my designs. At the same time, we were missing the cheese from Holland and we were having friends and relatives bring it with them in their suitcases. But the weight restrictions on luggage was getting to be a problem. So I decided I would try to make it on my own. I took classes and got my cheesemaking license and went back to Holland where I worked with a woman cheesemaker with 10 cows and a man with 200 cows. And between them, I found a method that would work for me.
I knew this was what I wanted to do when: A year and half before I started making cheese, I worked with a woman in Holland. Even though she just made small batches, she was so enthusiastic. That’s when I started to get excited, and I knew this was going to work out.
Most challenging business moment: About a half year into the process, we realized that we had underestimated just how much work it is. It’s not just making the cheese, but at the beginning it was marketing the cheese as well. After we won our first award in 2007, that helped our name get spread around more.
Most valuable lessons learned: There are so many different aspects: learning to make the cheese, learning the marketing and running the store. I was afraid I would be too focused, but I discovered I can find solutions to the problems. If it doesn’t go the way you want, you have to innovate.
Describe how your business has grown and what your plans are for the future: We were lucky to win all those awards (eight at this year’s American Cheese Society Competition, including first place in Dutch-Style Cheese and Smoked Cheese). That put us on the road to expanding our sales. We also go to the food shows, which is very important, so more people know about our cheese. And we’re expanding the line with a gouda that is strongly connected to Wisconsin.
Kristin Sande, 39, owner, Valley Cheese and Wine, Las Vegas
Describe how you got involved in the gourmet/specialty food/ business: I’ve always been into cheese. Growing up in the Midwest, we’d go to the cabin in Wisconsin and I’d beg to go to the cheese factories. As a young adult I cooked professionally having become fascinated with food, which evolved into the retail aspect. I always wanted to be self-employed. When I met my now husband Bob Howald at the American
Cheese Society conference it was clear that we were destined to open a cheese shop.
I knew this was what I wanted to do when: As a kid, I remember sitting at the kitchen table and letting a piece of cheese melt on my tongue to see what it would taste like as it melted. It was then I realized I am a cheese geek.
Most challenging business moment: Our first holiday season, we accepted a gift box order for 200 shipments. We didn’t exactly know what we were doing, but couldn’t say no. We hardly slept that week and somehow we pulled it off. No one was the wiser and the customer increased his order the following year.
Most valuable lesson I've learned: There are so many ways to do the same thing and the ways aren’t necessarily right or wrong. So figuring out how to communicate effectively has been as challenging as it is rewarding.
Describe how your business has grown and what your future plans are: Going into our third year, the trust with our customer has just been amazing. We sell mostly European wines, which are hard to find here. At first, people were intimidated and not willing to trust us on selections. Now people will buy a case without hesitation and we regularly hear, “everything you’ve sold me before has been great. I completely trust you and thank you.” In the future, we want to continue with our growth at one location. Areas of growth are expanding our classes, gift baskets/boxes and maybe offer some small selections of prepared foods and green market. Yes, we have a local farm that supplies us with fresh produce and farm fresh eggs!
Jim Thaller, 38, CEO of Talier Trading Group Inc., a consultancy/brokerage company
Describe how you got involved in the gourmet/specialty food business: Years ago, I had sold my first company, a New York-based software development group, and was looking for a new challenge. The specialty food industry was intriguing to me, so I accepted a position as vice president-sales and marketing for a European specialty food importer. After five years, I decided to use my expertise in the industry to impact struggling, emerging markets like Southeast Asia, South America, and now Africa.
I knew this was what I wanted to do when: The first day I entered the specialty food industry, I knew this was for me. The levels of excitement, creativity and enthusiasm are completely reminiscent of the dot-com period, and that is something I thrive on.
Most challenging business moment: Developing a new category, like African specialty foods. Working in a place like Africa has obvious challenges, including sourcing packaging materials and establishing logistical plans. Things that we've always taken for granted in Europe are quite a challenging in emerging markets. Fortunately for us, there are thousands of dedicated professionals on the ground who want to see Africa (and other regions) succeed.
Most valuable lesson I've learned: In recent years, I've learned that the specialty food industry is in fact a viable economic development solution. Our work in Africa, where the overwhelming majority of the population works in some form of agriculture, proves that. Specialty food exports are the most obvious and most sustainable business model available. Besides simply creating jobs and opportunity in harsh regions, it also allows us to market a sense of identity for these regions, which will most certainly impact other industries, including tourism.
Describe how your business has grown and what your future plans are: In the past few years, we've grown tremendously in the areas of emerging markets. My company has become more involved with public/private partnerships, working closely with government groups, NGOs and other support organizations to design and implement development initiatives in the specialty food industry. We've also been successful at developing and expanding emerging categories. The African specialty foods category was non-existent just a few years ago. Today, it is one of the fastest-growing categories for retailers. Our plans are to continue using the specialty food industry as a tool to combat extreme poverty, particularly in Africa. Now that the category has been solidified, and accepted, we face the challenge of continuing to innovate the range of products coming out of these regions. In the future, we'll see more emphasis on regional specialties and easy to prepare options.
Guillermo Trias, 31, Eva Trias, 34, and Jose Sarrate, 37, owners Solex Partners, Chicago, Ill., a Spanish food importing and distribution company
Describe how you got involved in the gourmet/specialty food/ business: In February 2004, Guillermo–at that time studying for his MBA at Kellogg Business School got into the adventure of developing a business plan that would help him to follow his dream of promoting the culture and lifestyle of Spain in America. He decided that there was no better way to do that than to bringing the thing that he missed the most: the delicious foods of Spain and the art of tapas. Guillermo shared his plans and his passion for the delicacies of Spain with his sister Eva and his brother-in-law Jose, who also realized the potential of their country’s authentic foods while studying their MBAs at Georgetown University and USC in California, respectively. Solex’s first project started at the end of 2004 with a national campaign for the well known “Jamon de Serrano from Spain” throughout high-end food service accounts and gourmet retailers in Chicago.
I knew this was what I wanted to do when: After getting the required experience and knowledge through their business studies, Guillermo, Eva and Jose knew that they wanted to build something together that will make a difference for both countries, Spain and their country of adoption, since they first arrived in the United States back late ‘90s.
Most challenging business moment: The partners from Solex were waiting for the first import arriving from Spain, Serrano ham legs. The product arrived into Chicago and was delivered to an outsourced refrigerated warehouse downtown Chicago in Fulton Market. The container arrived with the required documentation but at the time of FDA inspection, the inspector could not understand the certificates and documents. The documentation was in Spanish and some important codes were missing. The Solex team was told that the FDA release rules state that if the required documentation is not received in 72 hours, the imported product must be destroyed. Guillermo and Jose woke up the Spanish Consul at 6 a.m. to accompany them on a cold Chicago morning to notarize the documents and place a special sticker in each of the 300 cases.
Most valuable lesson I've learned: The main shared lesson is that all the members of an organization need to follow their principles and be loyal to a mission and vision no matter what. As entrepreneurs they have to learn that to build a coherent, solid and profitable business every day, teamwork and perseverance are key.
Describe how your business has grown and your plans for the future: Solex, which has evolved from a marketing research project into a solid company with ambitious expansion goals, selects and imports more than a hundred food products—from Serrano ham and specialty sausages to artisanal cheeses and selected extra virgin olive oils. Solex delivers its delicacies from Spain to more than 300 customers and passionately promotes its products through an active involvement in education and knowledge sharing within the community. Solex’s plans can be contained in one simple sentence: to become the best friend for our customers. By making their lives easy, developing trust and making available for them a magnificent array of authentic gourmet products from Spain.
Gwen Uhlig, 32, owner, Cucina Fresca, Elko, Nev.
Describe how you got involved in the gourmet/specialty food/ business: In October 2002, my husband and I took a leap of entrepreneurial faith and opened the doors to a gourmet kitchen store in downtown Elko. Cucina Fresca was inspired by the need for more unique, specialty shopping establishments and by the desire to play a part in helping to diversify Elko’s economy. My husband and I both love to cook while spending time with friends and family, so a gourmet kitchen store seemed to be the perfect match. Because we were both raised on family ranches in Elko County, we have a strong commitment to our rural community and to small business.
I knew this was what I wanted to do: After the second day of work as a chemist in a large corporate environment. I lasted three months and immediately started working on plans for my own small business.
Most challenging business moment: My never-ending, minute by minute, business challenge is balancing business work with family. All of my other business challenges come and go, but this challenge is here to stay, at least for a while. I have had two pre-mature babies in the past two years and I have learned that everything will get done, just not at the same pace. While I love being able to bring my two sons to work, it comes with constant basic challenges. I have become efficient at typing with one hand.
Most valuable lesson I've learned: Never settle for mediocre employees. Hire talented, hard-working people and your business will grow in remarkable, unexpected ways. Trusting your staff and allowing them to excel can create amazing results.
Describe how your business has grown and your plans for the future: We have experienced growth of an average of 25 percent each year since we have been open. This has allowed us to purchase the building we previously leased and includes a space triple the size of our current retail space. We plan to greatly expand our selection of wine and to include a wine bar. Our selection of kitchenware and gourmet food will also increase. In addition, we are planning a cooking school, a catering business, a bakery, and a meal prep business all to be run out of the same location. I have heard over and over from my Gourmet Catalog Buying Group friends that a cooking school usually only breaks even, so I am looking for additional ways for a kitchen to pay for itself.
Lee Zalben, 35, founder and owner of Peanut Butter & Co., New York
Describe how you got involved in the gourmet business:
While at senior at Vassar, my roommates declare me the undisputed peanut butter making champion of the world. I think that’s a title I wouldn’t mind putting to good use, and envision a shop where one could walk in and order any kind of peanut butter sandwich they can dream up… Reality sets in. Graduation, moving to New York, a job in advertising and publishing, and a Master’s Degree. Then one day I’m walking down the street in Greenwich Village and I spy a boarded-up storefront – right near NYU and SoHo. It seems like the perfect place for the peanut butter shop idea I had so many years ago. I go and check out the place, and from the moment I walk in, I can see it all – the counter, the kitchen, the tables and chairs. The next day I quit my job and take some freelance work at an agency while I write a business plan, and learn everything I can about my newfound profession. And six months later, Peanut Butter & Co. opens, introducing the world to a new kind of peanut butter. I always knew the sandwich shop would find a local following. What surprised me the most was when customer starting coming in with Tupperware containers, wanting to take our peanut butter home. From that point on, we grew steadily, moving peanut butter production to its own factory in Brooklyn and then to Georgia.
I knew this is what I wanted to do when: Seeing parents bring their children in to our shop for their very first peanut butter and jelly sandwich was a very rewarding experience. Once we made our line of peanut butter available to retailers, the love letters from peanut butter lovers across the country began to pour in. Fan mail from our customers is one of the things that keeps everyone in our company going, even during the most stressful of days.
Most challenging business moment: I always think the most challenging business decision is the one right in front of you, and the decisions facing us right now are most commonly associated with rising costs for raw ingredients, huge fuel surcharges on freight, and an uncertain economy, which makes higher prices at the supermarket shelf difficult for consumers to cope with. As a young company, we don’t have the experience some of the more established brands to always know what to do. I’m very fortunate to have a great network of advisers that have helped me navigate the waters of these difficult times.
Most valuable lesson I’ve learned: “You don’t know what you don’t know until you don’t know it.” It is a mantra I live by. Trying to discover the hidden potential problems in any endeavor before it is begun is a valuable skill that can often help keep crises at bay. Of course, we can’t always see what’s lying just around the corner, so when we get hit by something unexpected, sometimes you’ve just got to chalk it up to experience!
Describe how your business has grown and what your plans are for the future:
Peanut Butter & Co. is celebrating its 10th anniversary this year. Our first five years were spent as a sandwich shop and mail-order business. In 2003 we launched our wholesale program, and we’ve experienced more than 30 percent growth every year since then. We’ve got 10 full-time peanut butter fiends working in our corporate office, and another 15 part-timers at our sandwich shop. Our shop in Greenwich Village serves hundreds of thousands of peanut butter sandwiches a year, and our eight varieties of all natural peanut butter are now sold in more than 10,000 stores throughout the United States, Canada, United Kingdom, Hong Kong, and Japan. Future business plans include new products and brand extensions in 2009, as well as some updates to our packaging, and increased marketing to consumers using social networking sites and various coupon programs.
Anya Zelfond, 28, owner, Gourmet Boutique, Boston
Describe how you got involved in the gourmet business: I first became involved with gourmet food through my part-time job as a sales associate for a specialty foods retailer during my college years.
I knew this was what I wanted to do when: Initially, I was attempting to balance my foodie interests with my graduate study in the field of communication sciences and disorders. However, I found myself spending more time brainstorming on improvements to the product offerings and the catering menu for my specialty foods part-time retail job rather than drafting lesson plans for my clinical placement. My husband only encouraged the “foodie” in me during our trips abroad. Not only did he allow for lengthy detours to the specialty food shops, but he was also the one to lug back all the products that I felt our friends’ kitchens could not be without. Opening a specialty food gift store only made for “lighter” luggage on the trips abroad.
Most challenging business moment: Separating my personal life from the needs and demands of my business has been the most challenging aspect of owning a business. Although I consider myself an individual with many diverse interests, I found myself changed after the opening of the Gourmet Boutique in 2004. All the literature on my nightstand was comprised of trade magazines and small business journals. Four years in, I am proud to say that I have learned to balance my personal life with the needs of a growing business. My family and friends have been very tolerant over the past several years as I had to pass up many outings for late night merchandising sessions.
Most valuable lesson I’ve learned:
The fun and the challenge of owning a business is that the learning never really stops. A few costly learning experiences: Be sure to sample all products to arrive on the store shelves personally no matter how fabulous the packaging. Learn to delegate because you can’t do everything well—and if you can there is not enough of you to do all that is needed for a new, rapidly growing company. Failed projects provide the best forum for learning and growth. In my opinion, key contributors to the success of a retail operation (location – is a given) are the staff and creatively merchandised, well-selected product. Hiring the right individual to help build the company is key. After numerous hiring mistakes we have set up a 30-day trial period to determine if a new hire is a good fit for our company and will work well with the rest of our staff. Always stay ahead of the hiring curve – if you have been fortunate enough to find a passionate, reliable and energetic employee try to keep that individual on payroll (if the numbers permit it) even during slower times of the year as it will pay off in the long run.
Describe how your business has grown and what your future plans are: A year and a half ago we began to import products from Europe to meet the growing needs of our Boutique and to offset the rising costs of European products. We also have a full ecommerce site that contains a food blog and food trivia to try to capture the experience of visiting our brick and mortar location and interacting with one of our in-house staff foodies. We are looking forward to the re-launch of our website with many new products and some extra fun features such as the “Foodies Travel Itinerary” page based on our past trips abroad. Although we have gone from approximately 12 vendors in 2004 to more than 60 in 2008 we are continuously searching for new and innovative gourmet gift products and will be adding 110 more SKUs in September/October 2008. We have outgrown our lovely but tiny shop and are currently seeking a second location for the Boutique.
Narrowing down the pool and then the final class of 2008 was an incredibly tough task and resulted in a lively debate here amongst our editorial team and that of our sister publication, Kitchenware News & Housewares Review.
Here's the complete skinny on the 2008 class of 20 under 40. The edited version appears on pages 17-19 in the October issue of Gourmet News...
Anna Wolfe
Editor
awolfe@gourmetnews.com
drum roll, please....
Chris Beykirch, 30, owner, Love to Cook!, Logan, Utah
Describe how you got into the gourmet/specialty business: My parents purchased Love to Cook! as Kitchen Kneads in 1997, while I was pursuing a degree in business management. In 1999, I had the opportunity to accept the general manager position. Though I have always loved great food, at the time I did not know much about specialty kitchen products. I quickly learned as much as I could through receiving each shipment personally. I also began attending the Gourmet Products Show and the International Housewares Show. During the past 10 years, I have assumed the responsibilities of human resources, accounting, inventory management, and cooking school director. In September, my wife and I finalized the stock purchase to become the sole owners of the business.
I knew this is what I wanted to do when: Watching customers with a smile on their face. I am very customer service motivated and I could see customers having fun while shopping and always leaving with a smile. It was amazing to be in an environment that allows customers and employees the opportunity to have fun and to forget the stresses of everyday life.
Most challenging business moment: Growth! Soon after I became the general manager, we doubled our square footage from 2,000 to 4,000 square feet. This was a huge challenge for us. Quickly we had to complete construction, hire and train additional staff, make displays look great, and double our inventory. All this had to go on while the store remained open and expenses doubled, or tripled. It was a stressful time, but the expansion was much needed and has helped Love to Cook! become what it is today.
Most valuable lesson learned: Value of friends and networking! Through associations such as Gourmet Catalog I have been able to develop a network of incredible people throughout the country and in many different positions in the gourmet industry. Every year I travel to stores in different parts of the country to discuss business and retail strategy. We are able to bounce ideas back and forth and share successes and best selling products in a non-competitive environment. It is amazing how often other stores have faced similar challenges and can offer a great solution. Our network also uses emails throughout the year to share ideas and information about products and general business practices.
Describe how your business has grown and what your future plans are: Love to Cook! has doubled in size with a cooking school in operation four days a week. Our sales have increased almost $1 million annually in the past 10 years and continue to increase at an incredible rate. Our staff has grown to 15 from four employees and expands to 22 during the fourth quarter. Our average daily sales have increased from $300 to $3,000, along with average daily customer counts increasing from 30 to 160. Under ownership by my wife and me, our goal is to increase annual sales to $2 million in five years. We also plan to expand our website to include every item in the store and to fully integrate with the POS system.
Kelly Bock, 30, operations manager, Rolling Pin Kitchen Emporium, Brandon, Fla.
Describe how you got involved in the gourmet/specialty food business: I became directly involved in the business when I was just 18. I saw that Rolling Pin was reopening with new owners and they were hiring. I stared in 1997 as a sales associate and within a year was given the opportunity to work directly with Karen West (buyer), Dave’s wife and co-owner of Rolling Pin. She taught me the administrative side of the business.
Once I graduated from college, I was promoted to Marketing Manager where my skills took me into promoting and advertising our business. In late 2007 I was promoted to Operations Manager. I oversee the daily operations, act as the IT person, manage scheduling, influence buying decisions and enjoy the role of being “right hand” person to Karen and Dave.
I knew this was what I wanted to do when: I was approached by Karen and Dave West about their new concept for a retail store combined with a cooking school. I loved the idea and knew that with their knowledge and backgrounds, we would make this new concept work. Given I was just about to graduate from the University of South Florida with a degree in marketing and I had to make the decision to leave my family at the Rolling Pin or stay on and become a significant contributor in this huge endeavor. Of course, I stayed with the Rolling Pin and our new concept opened in 2006.
Most challenging business moment: Was being fresh right out of college and helping develop and open the new store. I started putting signage in the old mall location, newspaper ads, and other avenues of advertising to inform our existing customers about the new store. We had scheduled the mall store in Brandon to close in January of 2006 and the new store was slated to open in February 2006 so there would only be a down time of about two or three weeks, but due to construction delays the new store was not going to open until August. We were nowhere to be seen in Brandon for seven months. So I would say my most challenging moment was making sure that all of our customers in Brandon knew we were still in business and letting them know when we were opening. That year I threw one of the largest ribbon cutting/grand opening parties our Chamber of Commerce had seen. To this day I still get comments about the event. This was one of the hardest and most proud moments of my life.
Most valuable lesson I’ve learned: To never give up on an idea too quickly because retail business is so unpredictable. In the past we have been quick to jump to a conclusion about a promotion or an idea we had for the store before we really let it run its course. The new location, though only three blocks away, brought an entirely new customer base and a significant shift in product and services needs. Many things are just trial and error and then you move on. We can’t rely on the past. We must continue to move on, try new things and do what is best for the business.
Describe how your business has grown and what your future plans are: Being involved from almost the beginning, it was truly a wonderful experience to watch a small 1,600-square-foot gourmet kitchen store grow into a 4,500-square-foot store. Our customer base continues to grow daily and now we really have the space and the accommodations that allow us to give our customers what they want in a gourmet kitchen store. The new store also allowed us to bring in a more diverse selection of product.
My future business plans are to remain with Rolling Pin and lead this growing business in new and more innovative ways. I constantly learn new skills daily. Some day, expansion into complimentary businesses such as, a cheese shop, a wine shop, deli, and bakery may be in the cards. I hope to be an integral part of those long-term plans. For now, we are concentrating on meeting our goals in the current location.
Evan Dash, 36, chief executive officer, Prepara Chefs Performance Tools and Primula Products, New York
Describe how you got involved in the gourmet/specialty food/ business: In 1997 I was promoted to vice president/DMM for housewares and food for Macy’s. Subsequently, I became a senior vice president/GMM for Macys. In 2005, I left the corporate world to launch two gourmet startups, which are now among the fastest growing young companies in the gourmet industry.
I knew this was what I wanted to do when: I watched my first episode of Emeril Live. Prior to the Food Network, I always viewed cooking as a chore. For me, cooking is all about family fun. I have two young boys who love to cook with me. My wife and I entertain a lot and all of our parties are centered in the kitchen.
Most challenging business moment: Launching two startup kitchenware companies proved so much more challenging than running a $1 billion housewares business for Macy’s.
Most valuable lesson I've learned: Achieving success is a complex formula that is constantly changing. It takes hard work, focus and determination every day to deliver outstanding products and execute strategies for packaging, pricing, and channel distributions not to mention sales, operations, logistics and finance. But most of all, you must “do right” by your customers EVERYDAY.
Describe how your business has grown and what your future plans are: Over the past three years, Prepara and Primula have gone from concepts to full-fledged companies. We have launched more than 30 new products and will have our products distributed in almost 15,000 retail locations by the end of 2008. We now have a great base of business to build on. We are set with our distribution outlets and in this second phase we are working closely with our core customers to continue an aggressive rollout strategy of new products. Over the next 24 months, we expect to launch almost 50 new products, most with patented features or technologies.
Patrick Ford, 35, international marketing director Ford’s Gourmet Foods, and vice president, Ford’s Produce Co., Raleigh, N.C.
Describe how you got involved in the gourmet/specialty food/ business: I went to college thinking I was going to be a stock broker or a doctor and after college I realized I wanted to work in the family business. And I was terrible in biology.
I knew this was what I wanted to do when: I was 5 years old and I got to use a handcart.
Most challenging business moment: Is at the end of the day, leaving it until tomorrow.
Most valuable lesson I've learned: That business is just about a lot friendships.
Describe how your business has grown and what your future plans are: Since rejoining the family business in 1997, I have expanded its international presence by exhibiting at 36 international trade shows in seven countries and have spoken at the World Trade Center in North Carolina, Wake Technical College Business and Industry Center, and for the N.C. Community College System. In the past 3 years we have grown from limited exporting to just becoming the first ever Exporter of the Year for North Carolina. The award is presented by the North Carolina Department of Agriculture and Consumer Services. The department created the award to honor agriculture businesses that successfully export North Carolina food products around the world. Ford’s already exports to 40 countries, and our plans are to expand into Asia and Australia.
Michael & Kathryn Graham, both 32, owners, C’est Cheese, Santa Barbara, Calif.
Describe how you got involved in the gourmet/specialty food/ business: My (Michael’s) first foray into specialty food was a job working at Zingerman’s Deli after I graduated from college. It was there that I learned about a ton about artisan foods, and also a lot about how to run a successful business.
I knew this was what I wanted to do when: We were living in Manhattan working boring corporate jobs, and we actually lived across the street from Murray’s Cheese Shop. We’d come home every night exhausted and depressed, walk into Murray’s and see how much fun everyone was having. One day we got in a conversation and decided that there really wasn’t any reason that we shouldn’t be having just as much fun at work as those guys!
Most challenging business moment: Opening. We didn’t have much capital when we opened, which made the first several months rather tenuous.
Most valuable lesson I've learned: The importance of staying true to your vision.
Describe how your business has grown and your future plans: We’ve had very good growth since we’ve opened. It’s actually been remarkably steady and consistent, which is ideal. Our current plans are to focus on our store, expand our offerings into prepared foods and sandwiches and to generally fill the place up with delicious foods.
Angela Ichwan, 36, chief executive officer, Arico Natural Foods, Beaverton, Ore.
Describe how you got involved in the gourmet/specialty food/ business: I co-founded Arico Natural Foods with my husband Hermanto Hidajat in 2004. I had worked as a global food developer for Fortune 50 food companies. My background is in food science. I had always wanted to start a food-related business, but I also wanted to make a positive contribution to the world. We decided to develop a line of “mindful snacks—snacks that taste good and are nutritious. Ultimately, our passion is about changing the world by changing the way people eat.
I knew this was what I wanted to do when: Our niece, Ella, was our inspiration for starting Arico. She began following a gluten- and casein-free diet at an early age as an alternative treatment for autism. Her life significantly changed for the better as a result of this dietary change. When I tried the foods she was eating, I felt there was a lot that could be improved upon in terms of taste, texture and nutrition.
Most challenging business moment: Everyday is full of challenges, big and small. Like any new business starting out, we were essentially the underdog. We were trying to establish our network and our brand identity in the marketplace. It was a lot of fun. Business is all about problem solving, and that’s how we operate.
Most valuable lesson I've learned: I learned that you couldn’t possibly know everything. Ask the right questions. Find the right people who can guide you. There will always be someone you can learn from, or help solve any problem you may have.
Describe how your business has grown and what your plans for the future are: In the beginning, it was just the two of us working out of our small apartment. When we landed one of our first accounts in 2005, we baked cookies in a rented commercial kitchen for two days straight to fulfill their first order. We’ve come a long way since those days. In 2006, SPINS named us the fastest growing gluten-free snacks company in the country. Last year, we introduced a line of all-natural cassava chips. Our products are now sold nationwide. We now have seven team members who work with us out of our headquarters. As for the future, we continue to develop good tasting and wholesome food. Our sales are growing at a quadruple-digit rate this year. We want to continue this momentum. We strive to be the leading and most trusted food company for people with special dietary needs. In 2007, we were thrilled to become the world’s first carbon-neutral gluten-free snacks company.
Ryan Montague, 24, owner Gourmet Business Solutions LLC, a web-based consulting and marketing company for gourmet food businesses in Clearwater, Fla.
Describe how you got involved in the gourmet/specialty food/ business: I got my start in the gourmet industry when I had the opportunity to work for then-New Orleans-based GourmetFoodMall.com, a startup that launched in 2001. This is where I got my first real-world experience with web-based consulting work and both BtoC and BtoB online ad campaign management. Following Hurricane Katrina, New Orleans was no longer a safe or economically sound living environment, so I decided to relocate permanently and start my own business based on the gourmet food industry experience I had gained.
I knew this is what I wanted to do: In 2006 when I realized how much of an untapped market there was for web-based business and marketing services specific to the very old-fashioned food industry. The gourmet food industry (and food industry in general) is, and has been technologically slow to adapt in regards to sales, marketing, and communications, which provided a perfect business opportunity to combine food-industry knowledge with practical web technology applications and consulting.
Most challenging business moment: Was the first month after quitting my full-time salaried job and starting the business. I was living in completely devastated New Orleans following Hurricane Katrina with my pregnant wife and 1-year-old son. I launched the business with only a $500 credit card for startup expenses and a flooded, gutted home in Uptown, which served as my home office while we restored it. It was the first time in my life that income wasn’t guaranteed and the prospect of being unable to pay bills was ever-present.
Most valuable lesson learned: I have learned to embrace things that most people despise—failures, competition, and stress-inducing matters because I have learned and grown the most from them. I now find positivity in failed initiatives because I know that I will learn something to help me improve next time. I now build relationships with perceived competition because open doors can lead to new opportunities. I now find stress to be healthy because success and happiness wouldn’t be the same without it.
Describe how your business has grown and what your plans for the future are: My business started out with one basic website, one pro-bono client, and one employee (me) offering only a handful of consulting and web marketing services. Since our first year, we have now increased revenues by more than 400 percent, in part because of to our growing staff (now seven) and network of eight highly trafficked websites including a consumer shopping site, a discussion forum, an online business encyclopedia, a video site, a PR portal, and a business directory—all specifically for the gourmet food industry. Since launch, we have worked with more than 200 gourmet food companies and currently have roughly 60 active clients that we serve. We are developing a few more revolutionary websites and concepts to serve new and changing needs of small-medium food manufacturers in a more interactive and scalable manner. In September, we launched FoodFunding.com, an online portal dedicated to connecting food companies with investors. In addition to helping food companies find capital for starting and/or growing a food business, FoodFunding.com is also an educational resource that offers industry-related articles and discussion forums with user-generated advice and opinions pertaining to financing and fund-raising for food businesses.
Meghan A. Mullaney, 26, manager-artisanal cheese department, Sickles Market, Little Silver, N.J.
Describe how you got involved in the gourmet/specialty food/ business: While pursuing my BFA at Endicott College in Beverly, Mass., I began working at a small, gourmet and produce store in town, The Fruitful Basket. As the demand for specialty cheeses grew in 2002, my interest in them did as well. I spent two and a half years as the cheese monger of The Fruitful Basket. My awareness of cuisine and specialty food products intensified and my passion for handmade cheeses was locked into play.
I knew this was what I wanted to do when: I was pursuing that degree in the arts working in downtown Manhattan and I was constantly spending my lunch break at the cheese counter in Dean and Deluca. It occurred to me that I was actually envious of the monger on the other side and that perhaps I should follow this emotion.
Most challenging business moment: My most challenging business moment lasted the course of several months. When I became the buyer for the Sickles Market Cheese Department, I was trying to fill the big shoes of my predecessor. This person had a huge fan base, and a particular style of selling that appealed to many. Convincing our frequent customers that my expertise and opinions on specialty foods was worthy of their trust was a daunting task. I am proud to say that two years later, I have won the hearts and taste buds of 99 percent of those who were in doubt.
Most valuable lesson I've learned: To trust my own palate and my inherited business sense.
Describe how your business has grown and your plans for the future: Our cheese department received a renovation one year ago this fall. We relocated the department from the deli side of the store to the bakery/grocery side of the store. Our workspace has expanded greatly and our retail space has grown somewhat. The collection of cheeses that we carry is extensively artisanal. Less than 10 years ago, the cheese department at Sickles Market was minute. Today we carry the most exquisite cheeses from the U.K., Europe and the Americas. In the cheese department we also carry fine olives, charcuterie, rare honeys, nougat, caviar, truffles and select preserves. There are plans of growth for Sickles Market that I would like to be a part of. We are on the map of specialty retailers, but if there are ways to further our leadership in the industry and I can assist with that, then that is what I would like to do. Eventually, when I feel I have done what I can do here and I am ready to venture on my own, I will find myself a few goats and start on the other end of the chain that I have been working on. Cheese making is a difficult art form that I would like to conquer.
Marieke, 31, and Rolf Penterman, 34, partners, Holland’s Family Cheese LLC, Thorp, Wis.
Describe how you got involved in the gourmet/specialty food/ business: My husband Rolf and his brother both wanted to farm. Rolf came to the United States in 2002, and I followed in 2003. While Rolf was farming, I was looking for something to do. At first I wanted to make children’s furniture, but I had trouble finding someone to carry out my designs. At the same time, we were missing the cheese from Holland and we were having friends and relatives bring it with them in their suitcases. But the weight restrictions on luggage was getting to be a problem. So I decided I would try to make it on my own. I took classes and got my cheesemaking license and went back to Holland where I worked with a woman cheesemaker with 10 cows and a man with 200 cows. And between them, I found a method that would work for me.
I knew this was what I wanted to do when: A year and half before I started making cheese, I worked with a woman in Holland. Even though she just made small batches, she was so enthusiastic. That’s when I started to get excited, and I knew this was going to work out.
Most challenging business moment: About a half year into the process, we realized that we had underestimated just how much work it is. It’s not just making the cheese, but at the beginning it was marketing the cheese as well. After we won our first award in 2007, that helped our name get spread around more.
Most valuable lessons learned: There are so many different aspects: learning to make the cheese, learning the marketing and running the store. I was afraid I would be too focused, but I discovered I can find solutions to the problems. If it doesn’t go the way you want, you have to innovate.
Describe how your business has grown and what your plans are for the future: We were lucky to win all those awards (eight at this year’s American Cheese Society Competition, including first place in Dutch-Style Cheese and Smoked Cheese). That put us on the road to expanding our sales. We also go to the food shows, which is very important, so more people know about our cheese. And we’re expanding the line with a gouda that is strongly connected to Wisconsin.
Kristin Sande, 39, owner, Valley Cheese and Wine, Las Vegas
Describe how you got involved in the gourmet/specialty food/ business: I’ve always been into cheese. Growing up in the Midwest, we’d go to the cabin in Wisconsin and I’d beg to go to the cheese factories. As a young adult I cooked professionally having become fascinated with food, which evolved into the retail aspect. I always wanted to be self-employed. When I met my now husband Bob Howald at the American
Cheese Society conference it was clear that we were destined to open a cheese shop.
I knew this was what I wanted to do when: As a kid, I remember sitting at the kitchen table and letting a piece of cheese melt on my tongue to see what it would taste like as it melted. It was then I realized I am a cheese geek.
Most challenging business moment: Our first holiday season, we accepted a gift box order for 200 shipments. We didn’t exactly know what we were doing, but couldn’t say no. We hardly slept that week and somehow we pulled it off. No one was the wiser and the customer increased his order the following year.
Most valuable lesson I've learned: There are so many ways to do the same thing and the ways aren’t necessarily right or wrong. So figuring out how to communicate effectively has been as challenging as it is rewarding.
Describe how your business has grown and what your future plans are: Going into our third year, the trust with our customer has just been amazing. We sell mostly European wines, which are hard to find here. At first, people were intimidated and not willing to trust us on selections. Now people will buy a case without hesitation and we regularly hear, “everything you’ve sold me before has been great. I completely trust you and thank you.” In the future, we want to continue with our growth at one location. Areas of growth are expanding our classes, gift baskets/boxes and maybe offer some small selections of prepared foods and green market. Yes, we have a local farm that supplies us with fresh produce and farm fresh eggs!
Jim Thaller, 38, CEO of Talier Trading Group Inc., a consultancy/brokerage company
Describe how you got involved in the gourmet/specialty food business: Years ago, I had sold my first company, a New York-based software development group, and was looking for a new challenge. The specialty food industry was intriguing to me, so I accepted a position as vice president-sales and marketing for a European specialty food importer. After five years, I decided to use my expertise in the industry to impact struggling, emerging markets like Southeast Asia, South America, and now Africa.
I knew this was what I wanted to do when: The first day I entered the specialty food industry, I knew this was for me. The levels of excitement, creativity and enthusiasm are completely reminiscent of the dot-com period, and that is something I thrive on.
Most challenging business moment: Developing a new category, like African specialty foods. Working in a place like Africa has obvious challenges, including sourcing packaging materials and establishing logistical plans. Things that we've always taken for granted in Europe are quite a challenging in emerging markets. Fortunately for us, there are thousands of dedicated professionals on the ground who want to see Africa (and other regions) succeed.
Most valuable lesson I've learned: In recent years, I've learned that the specialty food industry is in fact a viable economic development solution. Our work in Africa, where the overwhelming majority of the population works in some form of agriculture, proves that. Specialty food exports are the most obvious and most sustainable business model available. Besides simply creating jobs and opportunity in harsh regions, it also allows us to market a sense of identity for these regions, which will most certainly impact other industries, including tourism.
Describe how your business has grown and what your future plans are: In the past few years, we've grown tremendously in the areas of emerging markets. My company has become more involved with public/private partnerships, working closely with government groups, NGOs and other support organizations to design and implement development initiatives in the specialty food industry. We've also been successful at developing and expanding emerging categories. The African specialty foods category was non-existent just a few years ago. Today, it is one of the fastest-growing categories for retailers. Our plans are to continue using the specialty food industry as a tool to combat extreme poverty, particularly in Africa. Now that the category has been solidified, and accepted, we face the challenge of continuing to innovate the range of products coming out of these regions. In the future, we'll see more emphasis on regional specialties and easy to prepare options.
Guillermo Trias, 31, Eva Trias, 34, and Jose Sarrate, 37, owners Solex Partners, Chicago, Ill., a Spanish food importing and distribution company
Describe how you got involved in the gourmet/specialty food/ business: In February 2004, Guillermo–at that time studying for his MBA at Kellogg Business School got into the adventure of developing a business plan that would help him to follow his dream of promoting the culture and lifestyle of Spain in America. He decided that there was no better way to do that than to bringing the thing that he missed the most: the delicious foods of Spain and the art of tapas. Guillermo shared his plans and his passion for the delicacies of Spain with his sister Eva and his brother-in-law Jose, who also realized the potential of their country’s authentic foods while studying their MBAs at Georgetown University and USC in California, respectively. Solex’s first project started at the end of 2004 with a national campaign for the well known “Jamon de Serrano from Spain” throughout high-end food service accounts and gourmet retailers in Chicago.
I knew this was what I wanted to do when: After getting the required experience and knowledge through their business studies, Guillermo, Eva and Jose knew that they wanted to build something together that will make a difference for both countries, Spain and their country of adoption, since they first arrived in the United States back late ‘90s.
Most challenging business moment: The partners from Solex were waiting for the first import arriving from Spain, Serrano ham legs. The product arrived into Chicago and was delivered to an outsourced refrigerated warehouse downtown Chicago in Fulton Market. The container arrived with the required documentation but at the time of FDA inspection, the inspector could not understand the certificates and documents. The documentation was in Spanish and some important codes were missing. The Solex team was told that the FDA release rules state that if the required documentation is not received in 72 hours, the imported product must be destroyed. Guillermo and Jose woke up the Spanish Consul at 6 a.m. to accompany them on a cold Chicago morning to notarize the documents and place a special sticker in each of the 300 cases.
Most valuable lesson I've learned: The main shared lesson is that all the members of an organization need to follow their principles and be loyal to a mission and vision no matter what. As entrepreneurs they have to learn that to build a coherent, solid and profitable business every day, teamwork and perseverance are key.
Describe how your business has grown and your plans for the future: Solex, which has evolved from a marketing research project into a solid company with ambitious expansion goals, selects and imports more than a hundred food products—from Serrano ham and specialty sausages to artisanal cheeses and selected extra virgin olive oils. Solex delivers its delicacies from Spain to more than 300 customers and passionately promotes its products through an active involvement in education and knowledge sharing within the community. Solex’s plans can be contained in one simple sentence: to become the best friend for our customers. By making their lives easy, developing trust and making available for them a magnificent array of authentic gourmet products from Spain.
Gwen Uhlig, 32, owner, Cucina Fresca, Elko, Nev.
Describe how you got involved in the gourmet/specialty food/ business: In October 2002, my husband and I took a leap of entrepreneurial faith and opened the doors to a gourmet kitchen store in downtown Elko. Cucina Fresca was inspired by the need for more unique, specialty shopping establishments and by the desire to play a part in helping to diversify Elko’s economy. My husband and I both love to cook while spending time with friends and family, so a gourmet kitchen store seemed to be the perfect match. Because we were both raised on family ranches in Elko County, we have a strong commitment to our rural community and to small business.
I knew this was what I wanted to do: After the second day of work as a chemist in a large corporate environment. I lasted three months and immediately started working on plans for my own small business.
Most challenging business moment: My never-ending, minute by minute, business challenge is balancing business work with family. All of my other business challenges come and go, but this challenge is here to stay, at least for a while. I have had two pre-mature babies in the past two years and I have learned that everything will get done, just not at the same pace. While I love being able to bring my two sons to work, it comes with constant basic challenges. I have become efficient at typing with one hand.
Most valuable lesson I've learned: Never settle for mediocre employees. Hire talented, hard-working people and your business will grow in remarkable, unexpected ways. Trusting your staff and allowing them to excel can create amazing results.
Describe how your business has grown and your plans for the future: We have experienced growth of an average of 25 percent each year since we have been open. This has allowed us to purchase the building we previously leased and includes a space triple the size of our current retail space. We plan to greatly expand our selection of wine and to include a wine bar. Our selection of kitchenware and gourmet food will also increase. In addition, we are planning a cooking school, a catering business, a bakery, and a meal prep business all to be run out of the same location. I have heard over and over from my Gourmet Catalog Buying Group friends that a cooking school usually only breaks even, so I am looking for additional ways for a kitchen to pay for itself.
Lee Zalben, 35, founder and owner of Peanut Butter & Co., New York
Describe how you got involved in the gourmet business:
While at senior at Vassar, my roommates declare me the undisputed peanut butter making champion of the world. I think that’s a title I wouldn’t mind putting to good use, and envision a shop where one could walk in and order any kind of peanut butter sandwich they can dream up… Reality sets in. Graduation, moving to New York, a job in advertising and publishing, and a Master’s Degree. Then one day I’m walking down the street in Greenwich Village and I spy a boarded-up storefront – right near NYU and SoHo. It seems like the perfect place for the peanut butter shop idea I had so many years ago. I go and check out the place, and from the moment I walk in, I can see it all – the counter, the kitchen, the tables and chairs. The next day I quit my job and take some freelance work at an agency while I write a business plan, and learn everything I can about my newfound profession. And six months later, Peanut Butter & Co. opens, introducing the world to a new kind of peanut butter. I always knew the sandwich shop would find a local following. What surprised me the most was when customer starting coming in with Tupperware containers, wanting to take our peanut butter home. From that point on, we grew steadily, moving peanut butter production to its own factory in Brooklyn and then to Georgia.
I knew this is what I wanted to do when: Seeing parents bring their children in to our shop for their very first peanut butter and jelly sandwich was a very rewarding experience. Once we made our line of peanut butter available to retailers, the love letters from peanut butter lovers across the country began to pour in. Fan mail from our customers is one of the things that keeps everyone in our company going, even during the most stressful of days.
Most challenging business moment: I always think the most challenging business decision is the one right in front of you, and the decisions facing us right now are most commonly associated with rising costs for raw ingredients, huge fuel surcharges on freight, and an uncertain economy, which makes higher prices at the supermarket shelf difficult for consumers to cope with. As a young company, we don’t have the experience some of the more established brands to always know what to do. I’m very fortunate to have a great network of advisers that have helped me navigate the waters of these difficult times.
Most valuable lesson I’ve learned: “You don’t know what you don’t know until you don’t know it.” It is a mantra I live by. Trying to discover the hidden potential problems in any endeavor before it is begun is a valuable skill that can often help keep crises at bay. Of course, we can’t always see what’s lying just around the corner, so when we get hit by something unexpected, sometimes you’ve just got to chalk it up to experience!
Describe how your business has grown and what your plans are for the future:
Peanut Butter & Co. is celebrating its 10th anniversary this year. Our first five years were spent as a sandwich shop and mail-order business. In 2003 we launched our wholesale program, and we’ve experienced more than 30 percent growth every year since then. We’ve got 10 full-time peanut butter fiends working in our corporate office, and another 15 part-timers at our sandwich shop. Our shop in Greenwich Village serves hundreds of thousands of peanut butter sandwiches a year, and our eight varieties of all natural peanut butter are now sold in more than 10,000 stores throughout the United States, Canada, United Kingdom, Hong Kong, and Japan. Future business plans include new products and brand extensions in 2009, as well as some updates to our packaging, and increased marketing to consumers using social networking sites and various coupon programs.
Anya Zelfond, 28, owner, Gourmet Boutique, Boston
Describe how you got involved in the gourmet business: I first became involved with gourmet food through my part-time job as a sales associate for a specialty foods retailer during my college years.
I knew this was what I wanted to do when: Initially, I was attempting to balance my foodie interests with my graduate study in the field of communication sciences and disorders. However, I found myself spending more time brainstorming on improvements to the product offerings and the catering menu for my specialty foods part-time retail job rather than drafting lesson plans for my clinical placement. My husband only encouraged the “foodie” in me during our trips abroad. Not only did he allow for lengthy detours to the specialty food shops, but he was also the one to lug back all the products that I felt our friends’ kitchens could not be without. Opening a specialty food gift store only made for “lighter” luggage on the trips abroad.
Most challenging business moment: Separating my personal life from the needs and demands of my business has been the most challenging aspect of owning a business. Although I consider myself an individual with many diverse interests, I found myself changed after the opening of the Gourmet Boutique in 2004. All the literature on my nightstand was comprised of trade magazines and small business journals. Four years in, I am proud to say that I have learned to balance my personal life with the needs of a growing business. My family and friends have been very tolerant over the past several years as I had to pass up many outings for late night merchandising sessions.
Most valuable lesson I’ve learned:
The fun and the challenge of owning a business is that the learning never really stops. A few costly learning experiences: Be sure to sample all products to arrive on the store shelves personally no matter how fabulous the packaging. Learn to delegate because you can’t do everything well—and if you can there is not enough of you to do all that is needed for a new, rapidly growing company. Failed projects provide the best forum for learning and growth. In my opinion, key contributors to the success of a retail operation (location – is a given) are the staff and creatively merchandised, well-selected product. Hiring the right individual to help build the company is key. After numerous hiring mistakes we have set up a 30-day trial period to determine if a new hire is a good fit for our company and will work well with the rest of our staff. Always stay ahead of the hiring curve – if you have been fortunate enough to find a passionate, reliable and energetic employee try to keep that individual on payroll (if the numbers permit it) even during slower times of the year as it will pay off in the long run.
Describe how your business has grown and what your future plans are: A year and a half ago we began to import products from Europe to meet the growing needs of our Boutique and to offset the rising costs of European products. We also have a full ecommerce site that contains a food blog and food trivia to try to capture the experience of visiting our brick and mortar location and interacting with one of our in-house staff foodies. We are looking forward to the re-launch of our website with many new products and some extra fun features such as the “Foodies Travel Itinerary” page based on our past trips abroad. Although we have gone from approximately 12 vendors in 2004 to more than 60 in 2008 we are continuously searching for new and innovative gourmet gift products and will be adding 110 more SKUs in September/October 2008. We have outgrown our lovely but tiny shop and are currently seeking a second location for the Boutique.
posted by Anna Wolfe at 1:18 PM
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