Aaron: Yeah, I wouldn’t say the ambition has a specific number. I’d say, well, I’d say it’s at least 10X where we are today, but we’re looking into the Nordics, we’re really interested in moving south into Europe. Obviously, I’m from the UK, so it’s quite interesting to potentially go and grow there. But there’s a lot of opportunity that we see, and I think specifically as obviously Hawaii Poké as a sort of fast casual bowl concept. We all know what Poké is today, but the growth in bowls and healthy, sustainable, feel good food is really just starting to grow.

And I think what we’re really going to see now is when you’ve got the rise of Gen Z who are starting to head more into professions, have more disposable income and have a much louder voice as to exactly what they’re looking for and how they want it. I think there where there’s an understanding and expectation that it’s not just about straightforward about the food or just about the experience, but it’s also about what comes alongside that, what’s the ethical setup of the company, sustainability angle and also mental health like, how is it? Is this good food for us? Is this a good environment? So I think there’s so much growth for us as we go forward. So geographically speaking, we’re super interested, obviously, in expanding our footprint, continuing to in Sweden, and we’ve got quite a bit of growth planned in Sweden in the next two years and then also into the Nordics. And as soon as we can, as soon as it’s viable, then we’ll continue to look into other markets as well.

Carl: And how do you typically go about with expansion? Is this landlord driven or are you private investing or how is this going?

Aaron: It’s a mixture, I’d say we’re definitely landlord driven with regards to relationships, so. And I think that just comes from we’re the largest Poké player in the Nordics and we’re, you know, we’re very well trusted. We’ve always been a very good partner to landlords, so we’ve got a well known brand, so I think we’re a good bet for landlords. So we’ve got a lot of interest incoming and then you’ve got to be quite opportunistic as well. And I think that’s where it’s the private side comes in of. Can you find a better location? Always. Where do you see footfall changing as cities change, as new offices pop up, as new residential areas are built, new catchment areas. How can you move into these? When’s the right timing for that? Is it good? Normally when it’s landlord linked, often it’s quite early and sometimes you want to wait a little bit and then you’re willing to wait, create that delay and perhaps go in from the private side either. So for us it’s about you want a balance of the two, I’d say, and you don’t want to ever say no to either. I think it’s important to be completely open.

Aaron: So it’s the same thing I’ve learned from other industries. And it’s always been the same. And it’s really it’s an easy one to sort of just repeat and not necessarily always follow. But I think it’s more true than ever when it comes to food and beverage and hospitality, which is people. There is there is no technology, no routine, no operations, nothing that can beat good people. When it comes, you’ve got to train people properly. You have to give people a chance, and you’ve got to find people who want to work with customers. There’s, you know, the way we’re created, the Hawaii Poké is you come in and you see the kitchen. It’s an open space. So essentially these are everyone there. You’re called a surfer when you’re working there, but you’re on display. It’s a stage. And the customers are coming just as much for the experience as they are to to grab something and go away. So it’s incredibly important that you have the right people in the business. Yeah. And then from there, I’d say my number one learning when dealing with people has been having a vision that you can share with people.

I think it’s incredibly important to the same in any business is to once and it can change obviously with strategy changes and times and products and whatnot. But everyone should know what you’re trying to do, you know, what are we doing today? We’re not. It’s hard to just come in every day and think, okay, I’ll just sell this bowl or I’ll just sell this product. It’s, you know, you need a shared vision. You need something to look forward to. You need an opportunity to want to grow in the organization. So I think for me, it’s going to be people is first and foremost. And then it’s and then it’s having a shared vision. That’s that’s incredibly important. And that’s probably the number one thing I constantly work on, self-development in my role as well on is, is how to constantly tweak the vision, get it out there, get feedback internally on it from all levels.

Carl: Aaron thank you very much with the for these words. I think they they resonate a lot. I think a great vision and great people make a great business. Thank you very much for your time. And to our listeners, thank you very much for tuning in. And once again, if you want to get more of these stories and more insights into the food and beverage industry, visit our website foodservicegrowth.show And, happy to see you on the next podcast. See you soon. Bye bye.

Aaron: Thanks, Carl.