The Customer Experience Podcast
The Customer Experience Podcast

Episode · 3 years ago

39. Company Culture as Your Competitive Edge w/ Dutch Bros. Coffee


Customer experience is a moment that is created between two individuals, where a desire meets a craft. Not everyone gets it right every time, but it’s an opportunity to create a moment with another human being as a stimulation for a long-term relationship.

Lance Risser, VP of Southwest Field Operations and Levi Ayriss, VP of Northwest Field Operations at Dutch Bros. Coffee, came on this episode of The Customer Experience podcast to walk us through how to meet customers where they’re at in life and keep your core while expanding rapidly.

What we talked about:

  • Why coffee is what Dutch Bros. does—but it’s not who they are
  • How to grow fast and maintain your culture
  • Several books in the Dutch Bros. resource library
  • The Optimist Creed
  • How to balance high-volume sales and a deeply personal customer experience

Resources we talked about:

These. Our product just a method of green people and so that we can establish relationships people. I mean our mission is to make a difference in the community and in the people community, and copies just the way to get it in through the door so that we can do that. The single most important thing you can do today is to create and deliver a better experience for your customers. Learn how sales, marketing and customer success experts create internal alignment, achieved desired outcomes and exceed customer expectations in a personal and human way. This is the customer experience podcast. Here's your host, Ethan Butte. Hey, thanks for clicking play on this episode of the customer experience podcasts. You and I are about to experience a first here on the show, two guests on the same episode. These guys have spent ten years and twenty years respectively, helping build community, build teams that ultimately create satisfied customers for Dutch Bros Coffee, which is the largest privately held drive through coffee chain in the United States, with about three hundred locations and more than Twelvezero team members. Not Too long ago they were Vice President of people development and Senior Vice President of leadership, but today they are the vice president of southwest field operations and the senior vice president of fields operations. I'm looking forward to getting into people, into cold your leadership field operations and more lance risser and Levi airas. Welcome to the customer experience podcast. Then, you were so to be here. Yeah, I'm really excited to have you. You know, before I have a standard open and it's a fun one. It's your definition of customer experience. Before we go there, I want to say if you show up add a Dutch Bros, what's your go too? What's your go to drink? What are you what are you hoping happens there and what are you ordering? I feel like there's a natural evolution through your time to dust Bros. We usually start off as a customer rules of the time, and we start off with a super sweet drink. My favorite when I started was a white chocolate annihilator. It's white shop Amacadainian. That bred a really good and it's slowly became a black mare. Huh. I love my black copy and it's my ghost here every time. Yeah, my progression was the exact same. The annihilator to the Americana except I do a small quad with reheaded with angry. Oh my gosh, a quad. That's pretty hardcore, man. Yeah, that's what we do. If you're gonna play, you're gonna let our yeah, all right. So let's get into customer experience specifically. Feel like this whole thing is just going to tie together so nicely because of the way you approach your business. But let's just start right they're like, what are your thoughts? What are some characteristics of customer experience? Characteristics of customers experience? I love that question, especially the O, because it is an experience right because to us, is primarily about a moment that is created between two and visuals. A desire meets a craft and there's an opportunity between those two things, or the way those things, with those two people interact. That is an opportunity for experience something memorable that someone, their customer, can feel honor in a way that they want to share that with other people so that they can experience the same feeling. It's an opportunity not everyone gets right and every time, but it is as an octree to create a moment with another move being as a stimulation for hopefully a longer relationship totally, and I would just add we get to meet people where they are in life. We're going through ups and downs. Everybody's going through different phases of life and it's finding out the moment that that person is going through and meeting in and that place to provide in the best possible experience that they need at that moment. We I mean we've heard stories and Dutch rose people coming in right after their diagnosed with cancer...

...or love of them passing away and the employee has to be a shoulder to crying. At the same time you have people coming through that they just got married or they just had their first child and they're so excited and we've got to celebrate with them. So it's I think it's just meeting the customer at that's best space and time that they need in that very moment. I love it. I love the relationship basis to long term aspect of it. I love your use of the word honor right, like I'm honoring this person's decision to show up and be here with me right and and so good. I want to get into some of those stories, but first, just for folks that are listening, you were named in two thousand and seventeen is a small giant by Forbes, which is makes you one of America's best small companies. To me, by the way, at a company with like a hundred and forty team members, twelve thou sounds like a pretty big company. But give folks a little bit of context, just like general bits, like what do you try? What do you guys trying to get done? What is the business look like? Just at a high level for context, for maybe for folks that don't live out west. Yeah, so we started off as a little pushed part coffee shop in downtown grants Plas in one thousand nine hundred and ninety two. Up until two thousand and eight, we franchise our company and we had, I want to say fifty two hundred and sixty franchise. He's in seven states and in two thousand and fourteen, I believe, is when we supposed to comp me on company on model. So we have right hour about fifty percent franchise and fifty percent company out and we currently have three hundred and fifty four locations and we are old and hit eight hundred by two thousand and twenty three. So we're growing at a really really huge rate right now and it's been a really, really exciting season. But yeah, that's where we're at and where we're going. So it's obviously a super competitive field right like it's some point in your growth are work. starbucks was like, Oh man, we need drive through. It's right, and they're not the only company that turn that light on. That's obviously we're guys start. That's your sweet spot, that's your model. You know, in this super competitive space, what makes you guys unique? I think people would say that what makes us unique is our tension to trying to build real relationships with people, and not of the strategy but as a lifestought, not as a tactic just for retention, but as a development of something a little bit more meanful. And I think as much as we're probably criticized for being a little over the top without energy, we also get an equal amount of praise for being authentic to people. So yeah, it's it. That's probably what people would say and makes us social idea. The competitive nature of the industry pushes us to be more creative in some our offerings and all those, like normal business tackle things like making sure you're keeping up with creative drink ideas, making sure that you know you're in front of all that stuff, but our attention really stays tether to how great moments for people need them, when they need them, in the way they need them. I love it. I think like attracts like. I mean this idea that you know you get criticized for something, but you also get praised for it, that that's what a Tra x the employees, that's what attracts the customers, you know, and it's based in who you are. And so I love the language around not making it a strategy or tactic but a lifestyle. So, and I want to get into that a little bit because it's I guarantee, without having met you guys before, that it's in the way that you're recruiting and attracting and hiring. It's probably in the way you're on boarding. It's probably in the way that you're training and coaching your team members. Let's get to it from the kind of the community angle. So as I was going through the website, of course, these are just a few lines that I read that just said community to me. So I love for you to speak to them, not specifically, but but the spirit behind it, because I know that it's natural to you. I also want to get into the language of mobsters and the Dutch creed and...

...all these things. I want to get into that language. So I think that's in that overthetop thing that some people maybe can't attach to. But you know, on the employment page one of the calls to action is join the Mafia. On the story page, we may be a coffee company, but we're in the relationship business. Coffee is what we do, but it's not who we are. Talk about this sense of belonging and like how that manifests itself in the way you operate. Yeah, we always said these are product. Copies just just a method of bring people and so that we can establish relationships with people. I mean our mission is to make a difference in the community and the people lives a better community, and copies just the way to get them through the door so that we can do that. And it's been an amazing journey and a most of us started, as bro He says, in the company. We call him brow, he says, not verys that's but I started in Eugene back in two thousand and nine. You started in the Miller and two two, but when you start with this company, you realize that it truly is about the mission that we're on and there's something about it that's just so your magnetized to it and you want to be a part of it. You feel like you truly are making a difference in people's lives every single day, and it's been an amazing journey for me. I was going to school, going to college, was working at a stand in Eugene while finishing out my degree, you know, pursue something in the medical field and science, and got my degree. was trying to figure out what I wanted to do and I was like, why would I want to leave a company that I feel like I never worked at, never actually working every day. I'm actually just having a fun time, listening to music and hang out with my best friends from all over the city all day long, and it's the coolest thing the world and we truly, we truly live that out every day. That's who we are and that schoo will always be like too. So that language are real website. We love language, we love connection without communication, we love pushing ourselves to be better at it and we also want to be playful, like if if we're not having fun. Like, how is it going to be attractive? Like everybody's attracted to doing things that are enjoyable, and if we are enjoying what we're doing and if we are not authentic examples of people who are being filled by our contribution to this thing, then it is not going to be magnetic to the type of people. Don't want and people tend admirate towards what we're doing because they either a are like us or be would like to be like the people who work for us, who are enjoying, honoring important the community. And so we're really fortunate in this sense that I feel like we've done a really good job of hiring people who just authentically care about people and or at least real clothes and finding that place in themselves. You know, I was saying more often and known people are ener doing when Dutch grows. They're like, you guys have something so special and I want to figure out I want to be a part of that one. They're coming in being a raving fan right out the gate. They're just they see something special about us and they're just they want to be a part of it. So it's been so I'm going to assume then that, like both of you and like you just offered, some significant share of your team members or employees or mafia members are former customers, or I guess they're still kind of current customers but they work there. Yeah, yeah, I would say a lat of a majority of them are. The only time where that might not be the cases if we're going into a new market, but pretty quickly they become our biggest customers, as there are employees. Cool. Let's to a quick driveby and that like, what markets are you in and and what where are you going in route to? I think you said eight hundred stores or nine hundred stores. What markets are you in now so people...

...can check this out and experience it, and where might you be going, if you're willing and able to disclose that? Yeah, we're primarily west coast based. We're in Oregon, Washington, California, Idaho, Nevada, Colorado and Arizona, and we're really still saturating in a lot of those states. I think the state that's saturated the most is Oregon, where we started. We've got to think a hundred forty locations in Oregon and now we're starting to expand into some new states and New Territories. We're still saturating in Arizona and Las Vegas market in Nevada we're starting to look in Hollow Quer key and Utah and Texas isn't too far out. So yeah, we're growing and our goal is to grow at a rate that we don't lose sight of who we are. And now we have the right people to go out there and make plan the Dutch pros flag in the new community. And if we don't have the right people, then we're willing to completely alter our growth. It's not worth sacrificing who we are to grow. So we're always evaluating our growth rate making sure that we have the right people to do it, and if we don't have the right people, then we're going to stop. But as of right now it's looking like New Mexico taxes and use our next audible steps. Awesome. is so important. This idea of and we've gone through it and fits again. We're a fraction, a fraction of your size, so much different business, but that's something that we've you know, we followed the ebb and flow of a little bit. You know, as we as we have our own growth targets and we end we hired a plan in these types of things. But protecting what makes the company unique then, what makes the company special and what makes it a place that you guys want to show up every day and makes customers want to show up at the stores every day? One of the most important things that can happen in the growth of a company is that you protect and preserve what makes it so great for you as team members and for the customers who show up. Fortunately, you're in a business we're probably allowed from show up every day or maybe even multiple times a day. But how do you do that functionally? Like, how do you know you've got the right people? When did the flags go up? Maybe when in the history of the company, because you both been around so long, when did it become so obvious that that's something you have to protect and and what are you doing to protect it? Yeah, I say that for sure, to start out, you know what that thing is. I think a lot of people thinking what it is or they start out with these with core values that they prod that they believe are going to be the guard rails for where they want to take their business. You have to know what it is, you have to dedicate to it daily and the greatest killer. I think they'll pull you away as distraction. So I believe that there's this idea that you have to constantly be challenging who you are and what you're about or trying what the world is trying, in an effort to be more successful. And like anything, I mean you can. If you talk to old guys and they say you want to be successful, keep doing the same thing, just dedicate to it longer term. You know, don't give up on what you're doing. That is good, and so I'd say not it is guard against it from distraction and, like find peace in the simplicity of your mission. I think we overcomplicate things because our core isn't flashy or seemingly profound. But there's beauty in focusing on your fundamentals every single day. I've said this before. It's so more speech is. The only difference between a phenom and a beginner is that the phoenom understands the fundamentals better. Everything breaks down to a couple simple moves and if you do them perfectly over time, consistently, then you can master that thing. I think when you start to layer in a hundred other moves, which is I mean you can trenue that now, with social media marked all this analytics, all this stuff. It's fantastic and you should levers whatever in themation of access to however, don't get distracted from what your core... I think you realize that. I can't I can't state when we realized that we had to protect it, but you realize you have to protect things once you smell a threat to it, and that's generally in the form of a distraction or an entitlement mindset, any of those things, and and it will stir up in your gut that there's something that could potentially harmonous thing if it's real and it's it's grounded in those human things. That's why I love your teacher to rehumanize. I think it's so beautiful. If your cords arounded in those human things, the honor and other human beings, it'll stirt something your soul that demands that you stand up against the things of threaten it. That's both from the outside and from the inside, and I think the way you had against that is, again, you know what you're about. You find people who are who come stock with a similar mindset, on a similar way of length care about people in a similar way and then you just constantly remind each other and all each other accountable. When we start to beer off on your language, it's it goes a certain direction where it's not serving that cause of that core or that's kind of hoping. But and and to add to that, earlier we switch from a franchise model to the company own model because we brought in a lot of cranchs these who are super great entrepreneurial lines. That helped us get us to where we needed to be. But we also saw we have a bunch of phenomenal employees who love dust frozen, they believe dust frozen. They wanted to carry the dust pros finding the new areas, but they didn't have the financial needs to do that. So we switched to a company on model and I think the coolest thing about is like we're able to provide these amazing opportunities for our best people to go out there and carry the mission forward everywhere, and it's been it's been super rewarding. We play a big role in the selecting on these people and we're always there finding how we select them, how we observed what are we? What are we weighing in on who goes and takes on that new mission. But the people, we have, a large list, a big bench of people that love this company, care so much about what we're complishing and want to go out there and do that and to provide those opportunities for the right people that go out there and carry it on has been incredible. It's awesome. I came across that bench concept as an idea in kind of reading up on you, on you guys before the show talk about the importance of that bench and like kind of cultivating it, because it ties into what you were talking about before, which is, you know, if we have the right people, we're going to keep going and executing this plan. You might even have an opportunity, through great people on the bench, to maybe even get out ahead of the plan and be ahead of pace on that two thousand and twenty three goal. Well, how do you cultivate and and kind of keep track of the bench of, you know, the next great people for the next eight market or the next great store, the next great opportunity for an individual like how do you manage the bench of talent that you have and how do you cultivate it? Our Team consists a business coaching team and this business coaching team they're regionalize across all of our seven states and those guys all came from within, grew into the top level leadership cut and that was in the in the company, whether it was a franchise or company of an operator. Or they are high level leadership role a regional manager for a franchise overseeing multiple locations. And we brought these guys in and their primary focus is is evaluating and building our bench. So these guys are out working with our franchise. He's meeting with them on our rotational basis and spending time with the leaders in the field making sure that we're spending time developing them, helping franchise. He's providing them with tools to help prepare them for the next step when we do grow in the new areas and they want to go. And then we also have a companywide survey process where we have our employees are reviewing their leaders and we take...

...those reviews and we work with each individual leader to talk about how we can be better leaders and how we can serve our crews better and serve our customers better. So our team primarily focuses on leading this team that's working with all those people on the bench to give us the word going. I think we invest a lot in the development of those leaders, and not only in all ragional things, policies and standards and all that whatever stuff, the textbook stuff. It's really in life stuff. We want to teach people how to think about solving problems and how to think about people like. I don't especially the world's created right now. I don't know if you noticed so while and so us over investing in like how do you? How do you have an honorable conversation? How you accepting of other people with different MOS styles, from your places, in different experiences, in a way that honors them and shows them that we can be on opposite ends of the solar system and we are here still belong together, like we should be together at well, we're designed to do this together, like is a team sport, and the more over you can be too, every stranger you run into, the more you're acting to make an impact on the planet. So if we can overinvest in teaching people how to think about what they're doing, how to think about teaching people how to do what they're doing, it just, it just compounds and I think there we have conversations with these young leaders in big roots that parents should be out with them or mentors should be outing with them, and it's just not happening and we feel a sense of duty to do that. And ultimately, the other day it's about trying to create those moments and those people have to do the hard work of the end. Today that, that moment and that window is absolutely the most important thing that happens in our company. So how do we prepare those people for that? We make them adoptable. How we made them appreciative and grateful for the opportunity to meet someone that never met before? We may magic just because it's it's why we're here again, not because, and then also sort of good in the meantime, right as the motivation to get together in the first place. So good. I love that response. I actually feel like you're probably doing like the word that was in my head was like you're UN training or you're UN coaching. Right, you're taking all that kind of baggage and things we like. I think there's still this expectation that we're supposed to be something different on the job than we are in real life, but you can't create those moments and you can't make real connection when you're wrapped up or in your head with some other persona besides who I am as a person. So I love what you're doing there. This just occurred to me. You know, what are a couple if you have them to offer? Like what are a couple? Like key books or key philosophies or, you know, pieces that that all of you've read. Like it was so it bomb I'm thinking of a book, because it bombomb like one or two people will read a book and they're like, oh my gosh, this is the best thing. It speaks to how we view X, and then we'll all read it and it just gives us a new language. It keeps US going. Like is there any like core curriculous them because, a, I want to read it or watch it or whatever and be I'm sure listeners might too. Yeah, I don't. Personally, one of my favorite books, and it's a book that we encourage our employees are read, is rating fans. It's can untion. It's an amazing book about just Proba. Make your customers are rating fan by meeting them where they are, like we talked about earlier. I mean it's one of my favorite books of all time. We have a giant list of books that we encourage our voice to read from. I'm in it all of them, fos from certain leader to one thing, one man of manager shoot. My other book that we suggest people... qq question out of question. I think that's like some Jedi level, like navigating human behavior book. I mean, if you can ask yourself good questions, you can lead yourself in a positive way and you know how to ask the questions of other people, then you can get places together, and not from a manipulation standplay, but from an authentic, heart, grounded place. I think. I think we are on the biggest deceivers personally, you know. So if we can learn to, like you said, on train ourselves of that, I think it's pretty possable for that one, for me, unlock some of the I feel like just took it as an at level for me. I just picked up a book that I'm reading right now called the power of moments, and it's about capitalizing on a moment, peak experiences, when when you're going to an event or going to a place, what you remember from that experience and how to maximize on that experience and it's been an incredible for me, just realizing the importance of the moment and understanding where people are coming from when they're visiting. It's been a really good one too. That's awesome. That's the second reference to that book on this podcast and we're only like thirty five or forty episodes in. So for those of you who are listening, I will link up all three of those references. I write up posts at bombombcom slash podcast on every episode. So if you've just been listening to this and you want to go deeper on some of these ideas, we're writing it up. There's more video clips and I put links to things that that folks mentioned that I know you'll want to have access to. You guys give one percent of gross sales back to I assume I want to know how this is executed, above all in addition to the motivation. But you give one percent of gross sales back for community based efforts. What was this park? I mean, I already get it, like I feel like I know who you guys are and what you're about, at least enough of a level to know that this absolutely makes sense for you and who you are, but what was you know, when did you start that and how do you actually executed? Is it store by store? Is it? Yeah, we started that and one of present is the only part. We talked about our franchisees and aferors go way on me on that. There's some of those ours, people I've met. But we designed it in just to be intentional, like it's I mean you can compare it to the tithing or whatever things like. It is our attention. Birth is just is to give. So we want to make sure that we remind each other of that. And we're doing it in low communities because we're there, we're were taking it in the in the enjoyable things that community and we have an obligation to do something in return, above and beyond operative a service or trying to create a moment. It's like how we how we spend some of these resources that we've been blessed with to make where we're at better with and it's always in our four pillars. It's with children, to music, it's and health and is with ORTANS. So it really really boiled down to this intentionality. I know I'm to add that, like our we've been talking about our mission a lot of relationships and making a difference in community. We want to make difference in the lives of the community. We also want to make differences with our community as a whole and a lot of our shops and leaders will go and volunteer to they just get so involved in the mission on making a difference that they go and volunteer their time at local food shelters. They'll go to food banks, they'll go to bis a families, different things to try and truly put put this in the forefront and how can, how can we make this community better by being here? It has been really excited to see. Awesome. We do similar, although I don't know that we have it as a tithe per se, like a like a like a fixed baseline, but you know, both time and talent. We do that a lot as well, and I think one of the obviously it's great for everybody. It's great for the you know,...

...the beneficiaries of the time or the effort, but it's also great for the team members within our company to have that experience together. It brings them closer to one another and ultimately, you guys obviously get implicitly that employee experience is the primary driver of customer experience that, like when the employees are connected to their work and connected to each other, it all falls out. And if you could do this, like when, when? When? where? It's awesome for everybody, including like we all want to live and work and communities that were proud of and connected to and that are healthier today than they were yesterday in the face of the crazy world that you referenced earlier. Talk a little bit about the language. So for an outsider, like for someone who's pulling up to Dutch Bros for the first time or just getting exposure to the brand and it's people and the stores, like there's a lot of language you use, like it can seem like it would maybe be a barrier, but the minute you step through it, all of a sudden it's what makes it feel inclusive. Like talk about some of the key language, you know, again around the mafia, around the Dutch cree like, what are these things? Just explain them for someone that maybe has a little bit of exposure and welcome them into it. Obviously, like I said, it for it's about keeping things playful and it's about, you know, creating a thing that people want to be a part of. It's in the lightest form that you can imagine it. Obviously there's no intention for us to in any way associated with some sort of like illeal activity, but it's a lot weird collection of people on a similar bath who want to just have fun it and keep things like the Maffia. That's where it kind of implies exclusivity, but it's really about inclusively. There's just no balunce to that. For us, everybody is included. As the the creed, actually we adopted that. It's originally the optimist creed and that's the optimist club. Is something that we've been a part of for several years and we've just adopted it as ours. Language wise, though, in some of the which you said could be a barrier, especially when that because we're on volume number eleven in a lot of our shots. If we just let people talk how they want to talk, really, as long as you're honoring that person, there's no like doctrine. Were like be sure to say bro at least every four words, or you know, we don't. Don't do that. We actually say the opposite sometimes, like don't over row people if you're the dude man, like don't don't do that, like talk to people how they want to be talked to and not, and the cool thing about our relationship with our customers is they correct us. The let you know how they want to be communicated with. Let's say, I don't don't call me Certain't tell me Brow, don't call me honey, don't call me man, and like got either. Thank you for telling me that. We have design a lot to names, people learning people's names, because how can you say that off in the relationship when you don't actually know any means name? So yeah, we language. We want to keep some playable. It's funny. We even do it internally HQ. We've made up some just wild names for positions. Yeah, executive level positions where it's we've been like the inviders or like special fortential, you know, awesome mobs, mobsters. I'm just just just fun stuff, like it's on. We've actually left the team's actually have a saying in the title of the role because we want them to feel like a part of it. They like looking at some of the names we came up with freedom inviders and special forces and mobsters. A lot of those names came from the group that's already doing that stuff and they're like we're on a mission, like I feel like we're the special forces when an acal team coming in there. So like, Oh, people, special forces it is. And with the mob that they came up with a mob, because we mob around and we go and help open up all of our new shops and we're like the mob mentality. We're to maybe different people's lives, and they're like it also stands for the acronym of Masters of Rosa.

We're super funny, but like we just love her plateful. We just want to have fun. I know that are mississating this comedies. We are funloving, mind blowing nobody. That means a massive difference. Walk up at a time and part of our titles and names and crazy, crazy language is the fun loving piece of it. That's who we are and that's who we want to be. That's awesome. I know all about having a name that that might suggest dangerous activity in bomb bomb you know, you don't want to wear mobo gear at the airport and those kinds of things. Even though fun is one of our five core values as well, relationships is our number one. So I feel like there's a lot of kinship in the way we approach our businesses. But double back for me, leave I on the on the optimist creed. For folks who aren't familiar, just give another pass at that, because I think it comes through in the way you talk about Your Business, optimism and connection and all of that. But for folks who aren't familiar, just go one layer on that. People who looks creed, I think there's a columnist conceptional. We all have every line or that we live by using a lot of it. Everything a long. It's not true. It's a fantastic to me. Men, you guiding principles that you can employ in moments of need where each applause. That's kind of how to talk to our people like. You can't be this all the time. No one can't. It's a complete list of being perfectly human. But but if you can look at that in your moments of weakness or moments of need and going there's something on here, they can help steer my mind in a way. They'll get any through this tense portion of life and I just encourage people to check it out, join on this club. It's pretty neat. It's just again, it's just guiding principles, but it's very simple there's not. There's not a for me at least, and memory at least, in the way we employ it's not a huge level of depth beneath it because on its face is it makes sense for what it is. So that's it. Tell people check it out, adopt it and then forget yourself when you get some of them are all so good. I will also add that to the show notes Lance. How about go from people development to field operation? Just talk about like, what were you doing a couple few years ago and what was a transition like and what are you doing today, just practically speaking, for you know, people who understand the business from the outside is a customer like I assume you're probably working on people and culture and things. I'm sure that's still part of what you do, but to talk about the kind of the practical nature of those two roles in the transition between them. Yeah, I feel when Dus, for those Coaching Business Coaching and people developmentor son onmous, where we're company about people and making relationships with customers, and it starts at the very beginning with our crew when we bring them in here. Every everybody's on a different path in life and we know that we know that most of our clothes won't be with this long term. So we spent a lot of time setting gold of our employees and talking to them about their future and where they want to go and just reminding them that they can do whatever they wanted. They work hard to put their mind to it and my rules evolved from it. Actually, I was in fuel operations under the operations seem doing the same thing to becoming people development and I was still doing the same thing and if back and feel operations, I feel like I'm still doing the same thing, but leaven that work a lot more on looking at insides and stats on the business performance, on that kind of stuff. But primarily we're focused on building our bench to help go out and open new stores of new areas and the people develop inside of it is working with our coaches on how do we how do we spend time with these people in the field to make sure that they understand what our mission is and how are they performing with that mission and how are they leading their crew and how are the customers engaging with them? And people development is the whole. It's our piline, that is our future, that is our mission, that's what we're what we're doing. So I would say I'm still... people development, even though my titles changed. Ninety percent our focuses in people development, but we still have to remember that we are business and we've got to make good decisions and but yeah, people involvement still the mission. Love it. Leave I q. You speak to the same thing. Like you know, from svp a leadership to svp of field APPs. I'm going to guess that there are some parallels of wetlands to share. But talk about your own journey there. Yeah, Ou would my previous role, but we identified it as we hire people in too Hqu from the community, that we were maybe not on mourning to the level that we should, and so allow my will. Went into point into the executive, the VP's and teaching them how to teach people that we hire about wos are, where we're going, everything from having challenging conversations to some of that stuff where you probably we probably assumed, or we're a little generous with what we assume. People had experience in previous leadership positions and we found out quickly that not everyone experience every single thing, and so my role was in trying to make sure that they got experience and coaching conversations or write ups or hiring or interviewing or so that I just kind of would just act as a support vehit goal for our executives when we give it and it's and it's similar to him. It's I feel like I've done a lot of different things. Are Reading Operations, Department of the Market Department. It's all the same. It's all people development. It's all teaching people how to think about what we're doing, teaching able how to prioritize where they spend their energy and then reminding them that to keep it simple and stay tethered to the fundamentals and provide best service to your team you can. The other day in the window, those moment creator, it's awesome. Um, how to get this a really practical question. So you're creating these moments, but you're also, you know, keeping track of the business. Like I'm going to go out on a limb and say you don't have any hard rules about how many people need to be moved past the window on a per minute or per hour basis, but how do you balance that between? You know you need some volume to move through the stores, but you want also want, you know, for the people who who are open to where their appropriate experience right not to be conflict. There's no uniform experience. So if someone wants to spend some time at the window, like how do you balance that? How do you coach to that for especially for new employees like you, know you need some volume, but you also want it to be as awesome and special for each customers they want it to be. I'm sure someone just like getting get out, but some don't. Yeah, we is funny. Over the past few years are our operational our positional roles in the shock of them all. So one to be faster, but to to make sure that we don't whose side of the experience and make sure that we're taking care of your customer. And if you pull through Dustpros. Now, most of the time you'll pull through and they'll be a employee that comes and greach you in the line to take your order and say how do you and connect with you while you're waiting and then at the window you will have another opportunity and it's some cases you'll even have a employee that'll bring drinks out to you in your car while you're waiting. We preach, I mean there's there's different types of customers. Are For pertends of customers are customers I know what they want, they want it now. There's customers that know what they want and they're not in a hurry, there's customers that don't know what they want but they want it now, and there's customers that don't know what they want and they don't care how long it takes. And we just try and teach our crew to assess that individual and know what they want and and get them that experience that they needed a place in time. So it's really just being a Jedi and being able to read body language, reading that customer and giving them what...

...they need. If they're in a hurry, then ask them what it what flavor profile they like, make them that drink and get to him as quick as possible so they can get out of there. And for the people that like talking a little bit more, it's not uncommon to see our employees walk them away from our drift through and continue the conversation with them outside of the line so that they can get that fixed. But I mean really, we're going to meet every customer with their desires and if they want to spend time with us and we'll find time to spend time with them if they want to get out of their fast and we're going to be as fast as we possibly can. But it's always been an interesting balance because we've had the customer the crews that say, my customers want my time and they want to be here for five minutes and I'm not going to like sacrifice that for them at all, and I'm like really, the customer behind and they might want to get to work. It's on time and you know you're slowing them down and we can. It's just balance and I think a the new system where we have our employees on the line, we have a better we have multiple points to read what that customer needs and we can get it to them in the best way possible. So yeah, that's super good, I think, and I think if people listening think about their own businesses, you know, even if it's not this same structure of a business where you're, you know, physically moving people through, you're going to find the three or four or five types of people that your frontline folks. So for us it would be sales people in customer support and customer success, people who are on the phones and on video calls through zoom with customers directly to do that same assessment. Right. Who is this person? What is appropriate for him or her? Oh, this is the highly transactional person who knows what they want and wants to get out of here right now. So good. I really love that. I can see people probably turning some wheels, as it was for me. And what does that look like in my business? Another practical question before we get to the way. I always love to close the show and I'm super interested in what you both have to share on that. So you're still running or under the brand name. There's still a number of franchise shops like in people in coaching and training and development are super, super important. How do you balance that? I mean, I'm going to guess that you franchise locations to people who already knew you or knew the company or knew the brand, and there's a little bit of alignment there inherently. But how do you make sure that folks to pull up to a noncompany owned store are still getting the experience that puts that Halo on the brand and and the associations that people have with the company over all? Yeah, I think. I think other brands have probably more to challenge with that relationship that we do. I believe you have the Best Franchisease of any company on the planet and it's because we even though they are pretty chisease from they want brought up in the company, they do come stock with some of the important things that we cared about. Wouldn't a franchise with someone that worth them aligned in our belief in people or our dedication to the high sole of service that we can provide and and as well as as the giving of that, we do so we I think we're really fortunate in that and also like we have a fantastic leader and they all respect him tremendously and they're very receptive. That doesn't mean we don't spar and, as my boss likes to say, for binders across the table. We do, and we encourage some of that. At the end of the day, we all know that we're all going in the same direction and we will. And then, you know, people's values and varieties change and that stuff worts it self out long term and there's nothing wrong with that. But by a large we have to balance it a little, but it's probably not time. Maintenance is our companies have to deal with again, because the people we picked to be part of this and to go out room and promote the brand are people who are people below people great at that doesn't surprise me at all, but I loved hearing you walk that out. This has been awesome. I really love, above all, how you're doing what you're doing. I mean, I like the aggressive goal for two thousand and twenty three as well. You...

...know, I like people that want to keep growing something good and having a positive impact on their community. But the way you're doing it is just really, really powerful. I can see how it's attractive and beneficial. You know, we have a couple employees from here company at our company right but but I'm sure for as many as them. You know, where we get the benefit of all of the values and training and and Probably Life Training coaching. Some of these people are getting, like you said, things that their parents are a mentor could have shit of what have taught them, but they never got it right. Like you're straight changing lives on this, and so, you know, some of that talent staying in it in house and some of it is going to other companies. You're making a really big impact, even beyond what you could know or measure. So continued success to you. But before I let you go, relationships are our number one core value at bombomb and so I like to give every guest and so we can go either or and you can decide who goes first. I want to give you the chance to thank or mention someone who's had a positive impact on your life or career and then also just do a little shout out to a company who you respect for the way that they are serving their customers. Great Question. I'M gonna go another business that has blown my mind. There's a there's a restaurant in town called seats for us, grant class, and every time I've gone there and they have done such a good job of blowing your minds, whether me and my wife to go with our free kids and they're throwing food all over the place, causing a disaster, they still make you feel so loved and so welcome and they just want to take care of you. And I would recommend anybody driving down I five, passing grants pass goes that place because they're phenomenal. Say the name again. It's called sea costs of Flora's. Okay, they're phenomenal and as far as a mentor goes in my life, I as cornees and sounds. I know this guy's put a huge role in my life when I came to Dutch Bros he was one of the guys that got me here. In a like since day one he's just been a phenomenal leader, not only at work but as a husband, as a father, as just a good, good guy that I want to be like. We might have been that guy for me since day one. And Fro so, as Corny as it is, he's a Guy Nice. It's great. He's too Jenerous for me company. I love you, fill a, I really I just think they're fantastic. I think at their core they just want to honor people. You know, I think people can get caught up and in the other pieces of it. I want to older people and they're doing it the best way they can and they're dedicated to it, and so I think they're a good example of staying committed to your court. And I understand that there's all sorts of like instead of all this while and we tear everything mart and we don't give it up, people better that out, but they are a good example of trying to keep human and just being like it's a relentless in your pursuit of that thing. I'm going to do corning on do not courting but predictable, and I have to see travel are one of our founders, and day obviously too, but I have more experience with travel, just because he's just been an incredible example of generosity and intentional generosity in a way that I just I just can't I just can't understand. He just loves people at such a high level and he honors them at such a high level and he gives them time and he is thoughtful in the way he commun get to it him and he has a Tremendus amount of grace from the states. And on the opposite side of that, he just wants to kick ass. He just wants to have a place that people love to come and he just doesn't spear from that. Like the guy will come to work, he'll crank on some loud music and the lobby people can't hear on the phone or get work done, and it's important that that interruption of pattern takes place because it reminds people... again keep it might have a good time enjoy this saying, and we're all here for the same reason as I have to say, and because he's done so much for so many people that no one will ever see what we know people. We get a lot of crazy about the other cover boss episode ass. It's funny because I've seen him do stuff like that hundreds of times for people. So for for me it's exciting for people get to go to that, but I also get to see very really that it's just the way this is life. So I'm just grateful to that man in a way that I can't describe awesome. If someone wants to follow up or learn more about you guys, are about the company. Where will you send people to learn more besides bombombcom slash podcast to get links to all the awesome things you referenced? The feel poor, share my lands doctor Roscom and yeah, I'm happy to talk. I love talking to people. So if anybody has anything, you'll read website. People want to, you know, check out the values, check out the history and, you know, learn more about the founders. You mentioned. What's the website? That's WASCOM awesome. Check out other able to see it. It's fun cool. Can you just Google that and watch it? Online, I bet? Yeah, you can watch it online. It's even on Youtube. You can check it out. Awesome, you guys. I really, really appreciate this. I enjoyed it very much. Continued success and what you're doing and thanks for being here. So this is all.

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