QSR February 2023

Sprinkles HEADQUARTERS: AUSTIN, TEXAS

consumers around the world.” It’s a path that’s been building from an infrastructure standpoint. Just before the pandemic, Sprinkles rolled out an e-commerce platform and began offering nationwide shipping. Amid COVID, the chain expanded offerings (the aforemen tioned chocolate and popcorn) , and in addition, Sprinkles implemented creative partnerships with brands like Golde, Kosterina, and Sanc tuary, as well as award-winning chefs like Brooke Williamson and Claudette Zepeda, to create lim ited-edition cupcakes. Across the pandemic, Sprinkles grew its direct to-consumer channel and tacked on CPG products like cake and cup cake mix. It created eff icient ways for guests to order, either through its custom-built online ordering platform or at kiosks in-store. Dig ital menuboards are also a staple feature. The female-founded brand, by Candace Nelson, says 76 per cent of its bakery GMs are female. “We are constantly innovating and will be launching a new product format in the new year,” the com pany says. “Sprinkles will continue to partner with brands across all lifestyle verticals including, food, beauty, fashion, and entertainment in addition to the celebrity and chef collaborations also slated for 2023 and beyond.” Wing Snob HEADQUARTERS: Just under f ive years ago, Wing Snob started up in Michigan. The brand has since reached 35 loca tions and is actively expanding in seven states and Canada. The brand says it noticed the inf lux of delivery coming in during the pan demic, so it worked to lean into relationships with third-party deliv ery companies. Since, it has also WARREN, MICHIGAN UNITS: 35

their mothers kitchen,” De La Torre says. "Guisados' menu is a memory, a recreation of our childhood, and it is truly some thing special to be able to share that with our city and all those who pass through our doors,” he adds. “We take deep pride and responsibility in its continued growth and enjoy the challenge of bringing that identity to life with each new loca tion.” The family run operation is an ode to howmom spent her afternoons: stirring, dancing to Mexican singer and actor Javier Solis, and adding each ingredient as she prepared family dinners. Since Day 1, Armando Sr. has been in charge of food, consistency and development, while De La Torre (Armando Jr.) handles daily operations, designs the menus, brand identity, marketing materials, collaborations, and all creative aspects of the restaurant. Natalie, who is Armando Sr.'s daughter, serves as GM and continues to manage and operate multiple locations and day-to-day tasks. “All with a belief that the most essential type of leadership is presence, and that our presence continues to have an impact on our company’s culture and growth,” De La Torre says. The nostalgia has carried to units in Echo Park, Downtown L.A., West Hollywood, Burbank, Beverly Hills, Pasadena, and soon, Hermosa Beach. Guisados’ stews and masa are still made at the original Boyle Heights kitchen multiple times a day and delivered to restaurants. Along the growth trail, the company has cultivated a community of artists through its Featured Artist Program—a revolving display of local art and murals—and introduced a breakfast taco menu. When COVID hit, Guisados closed all locations. Three weeks later, Armando Sr., Jr., and Natalie rolled up their sleeves and opened one branch, slowly inviting a couple of long-time employees to help out. “We focused on deliv ery, takeout, and always offered to put the food in your trunk if you requested,” De La Torre says. “Our business actually became a bit more efficient as we learned some new ways to cut overhead and streamline our operation. Fortunately, being that we are already a [quick-service operation], our menu and packaging essentially remained the same.” The brand introduced taco kit style options to feed a fam ily of four to six. They came fully dressed and ready to eat, or in a “survival pack,” where the items arrived separate in deli containers so guests could make their own and store for later. Today, Guisados operates with a spoke-and-wheel system where everything is cooked and sourced from a central com missary where it braises stews and grinds corn, and delivers to units, as mentioned before. The approach, the company says, gives it confidence to open another seven to 10 loca tions. This commissary/co-packing method is key to future consistency. “Our goal is to grow even further than that; we are ready for the next step in our journey,” De La Torre says. “Restaurants are a labor of love, and though the ever changing landscape of the labor force and supply chains may feel tedious day to day, we are grateful that we are continu ing to manifest the dreamwe once had when we first opened our doors,” he adds. “To be able to provide more jobs for our community and more opportunities for our staff is one of the most rewarding feelings of seeing this restaurant grow. We've seen employees become mothers, fathers and friends, we've seen fathers become grandpas and so many stories begin within our walls."

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The 40/40 List

Over the past 17 years, Sprinkles has expanded from its trailblazing roots in Beverly Hills, Califor nia, to a national presence with

SPRINKLES

bakeries that serve hand-crafted cupcakes, each frosted in its sig nature swirl alongside layer cakes, cookies, brownies, and even “pup cakes.” The company also recently launched a line of Belgian choco lates and popcorn inspired by its top-selling cupcake f lavors. But Sprinkles might just be best known for its cupcake ATM, which it claims is the f irst on the market. Today, they can also be found in non-traditional spots like airports and college campuses. Going into the future, the classic brand is ready to ramp up growth via franchising. Sprinkles’ f irst domestic franchise opened in Salt Lake City and inter national expansion will follow, starting in Asia. “As a brand, we are so fortu nate in the way Sprinkles lives in the hearts and minds of our guests. We’re connected to celebrations, sharing joy and everyone’s favorite ‘treat yourself ’ moment,” says Dan Mesches, Sprinkles CEO. “Inno vating new products and f lavors, franchising domestically and inter nationally, and growing our DTC channel are not only integral to our growth strategy but allows us to connect meaningfully with more

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