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Paul Tulaphorn is a Southern California McDonald’s owner-operator, with eight locations in Los Angeles County. Paul immigrated to the US from Thailand in 1976, where he began working at McDonald’s for $2.10 an hour. In 1978, Paul was promoted to swing manager and became a franchisee in 1994. Paul is married and has three children, including his son Matthew.
Matthew Tulaphorn is a Southern California McDonald’s next-generation owner-operator. He began working as a crewmember in his father’s restaurants at age 12. Matthew graduated from Stanford Law School and became the owner-operator of his first restaurant in 2020.
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Intro: (00:00:00) Hey guys, welcome to Asian Hustle Network Podcast, My name is Bryan.
And my name is Maggie
And we interview Asian entrepreneurs around the world to amplify their voices and empower Asians to pursue their dreams and goals.
We believe that each person has a message and a unique story from their entrepreneurial journey that they can share with all of us.
Maggie: (00:00:23) Hi, everyone. Welcome to the Asian hustle network podcast. Today. We have two special guests with us. They are Paul to a foreign and Matthew TeleForm hall is a Southern California McDonald's owner operator with eight locations in Los Angeles County. Paul immigrated to the us from Thailand in 1976, where he began working at McDonald's for $2 and 10 cents an hour. In 1978, Paul was promoted to swing manager and became a franchisee in 1994. Paul is married and has three children, including his son. Matthew Matthew is a Southern California McDonald's next generation owner operator. He began working as a crew member in his father's restaurants at age 12. Matthew graduated from Stanford law school and became the owner operator of his first restaurant in 2020 Paul and Matthew. Welcome to the show.
Matthew: (00:01:15) Thank you.
Paul: (00:01:17) Thank you for having us guys, you know, and, and also thank you for your intro. Uh, I did came into the state in 1976 and really the sole purpose of that is to get your educations. And, uh, after the third date, Atlanta, the US I found a job in a local McDonald's and, uh, I have not left Sydney's so there's just tell you that how good his company is. Uh, so, uh, from my end, I still feel that McDonnell is my first and also the best job, you know, as a McDonald's restaurant news. We are very proud to beat a mare the best, uh, first job across our NAI restaurant, we employ all the 570 employee and offered them a career edge, educational opportunity, McDonnell Archway to opportunity program, which helps crew members finish high school other than the associate or a bachelor degree, or even learn in which, uh, we also have a great. We didn't shut the ship with our crew, knowing that for a fact that without them, uh, we won't be able to go that far. So they are very important, our acknowledge, uh, in our business.
Bryan: (00:02:42) Awesome. And that, how does it feel to be a part of the McDonald's family and own your first restaurant this morning?
Matthew: (00:02:49) I mean, it feels good, man. Uh, I think a lot to do with where I am now has to do with. You loving the job, uh, do, uh, working at the job that you love. Right. You know, like, um, I went to law school. I was a lawyer, you know, like my hours were crazy, man. Like I was working 14, 15 hours a day. I still work 14, 15 hours a day. But I think it was a little different when you work 14, 15 hours in a job that you're passionate about, you know, like we're all hustling. Right. So, uh, it it's, it's nice to being in the family. It's hard being in a family business, you know, like, uh, I think when I first started. Uh, I came back about three years ago to, to work for my dad. Uh, and when, when we, when I first started, you know, like a lot of it was working for him, you know, like listening to what he does, and then eventually it kind of transitions to, uh, working with him. Right. And I think, I think that transition, I don't know when it happened. Exactly. But that transition is really the turning point in our. Work relationship. And, uh, you know, I, I don't know if a lot of people can have the same experience where you're working with your parents and, you know, like you're trying to find that balance between being a son or a child and, and being at work partner. Uh, I think, I think, uh, McDonald's right now is pretty, pretty solid. You know, like it's, it's a lot of hard work, uh, but I'm really happy where I am right now.
Bryan: (00:04:23) I love that. I love that. And, uh, your dad mentioned earlier that he has three children. Are you guys all a pardon? That we Donald's family McDonald's business.
Matthew: (00:04:30) My sister is working for us. Uh, she's not an approved operator just yet. Uh, but she's working towards that. And my brother, he's about to graduate college and he's, he's moving across the country for work. So he's not part of the business just yet.
Bryan: (00:04:46) For sure, for sure.
Matthew: (00:04:48) Thanks two years.
Bryan: (00:04:49) Appreciate that. And what was opening up your first wee Donald's life? What year is that? And what kind of challenges did you face?
Paul: (00:04:59) The, we actually started with SWE. I did not start with the first one, uh, and, uh, Is a recharge because, uh, you know, you have a limited capital, so you will watch $1 and cents on a daily basis. And, uh, we're fortunate now we've got us through, uh, uh, I remember there was one particular month, uh, after the payroll and all the debts I have to pay, uh, I actually almost walk, I mean, the one that month for free, because the MNR that mine was so high, you know, it sounds like bane spray up. The one thing go to the, uh, the, but there's only like one month then after that, uh, I was able to carry the business through, uh, until now. So, uh, it is, you know, uh, it is a dream job. In my opinion, takes a lot of hard work and effort. You know, we still have daily challenges, but nothing that really can stop at and can be accomplished really.
Bryan: (00:06:11) Wow. That's awesome. That speaks volumes to your greediness too. You know, I know that I was reading up on a survey or something saying that running a franchise, not an easy job. And most people think that buying a franchise means that it's going to be autopilot, you know, things that I'm running to sell, but that's not usually the case, you know? And I think the next question is for Matt, really? It's like, you know, you're running your first. McDonald's like, what were your impressions coming into your first. Uh, restaurant. And what, what do you think of it now? Now it's like, where it's like, okay, is he going to run itself? Is he going to, if I have to be like passive income for me? Like what what's been your, your mindset?
Matthew: (00:06:48) No, I, I think I never thought that the restaurants would run itself. You know, I'm a, I'm a very hands-on person. Uh, I would say that I'm very particular as well when it comes to specific things. Um, it's hard. It's a lot of hard work. Uh, you put in a lot of time and effort. Uh, you know, you, you asked my dad when, what, it was like opening his first restaurant. Uh, I think he became an operator in 94. So I was, I think I was like five or something. Right. And then for those first many years, actually, I, I remember, yeah, I wouldn't see him that often. He would, he would leave early in the morning and come back pretty late. Um, and it wasn't until maybe like mid two thousands when his schedule got a little bit better. Uh, and I'll never forget. You know, like how, how much I didn't see him. Uh, and it kind of translates to what I'm doing now. You know, like the amount of time I have to put in, uh, every day, you know, like what I need to pick up on, uh, if, if something breaks or something goes down, uh, for example, like something in the office, right? Like I have to be there to. Pick up that Slack, right? Because, uh, there wouldn't be anyone else. I got to pick it up and then I have to teach someone how to do it. And it takes time to, to train someone and, and to, to, to teach them how to do something the correct way until you kind of get that cycle back in. And then, um, and it it's like that for my first restaurant too. W w when we purchased the restaurant, you know, a lot of culture change from how the restaurant was running previously. Uh, a lot of, a lot of the employees that we hired from the old operator, uh, you know, like they, they were very shocked with everything that we're doing. You know, they were shocked at like how much they saw me in the restaurants. Uh, There were, you know, there were a lot of broken equipment, just like my dad had said. Right. And you know, like even today, we're still trying to fix things, you know, like we just got a text that, you know, like one of the panels in the walk-in fridge is like coming off. So it was probably not holding his temperature, which, you know, we need to get a fix right away. It's pretty expensive. So, you know, like things happen every day. Uh, things are always changing and new things come up, uh, that, that make. The job exciting, you know, like, and it never gets boring for me. And, uh, I think with opening the new resident, you know, there's a lot that goes into to owning your first restaurant. Like there's a lot of paperwork, a lot of different things. You have to sign different things. You have to do, you know, like get approved for this and that before you officially like, take over.
Maggie: (00:09:36) So you mentioned that, you know, you started working as a crew member at age 12, and then you actually was studying law for a little bit. So a lot of people on Asian hustle network, you know, a lot of their parents had. Really kind of push them to be like a lawyer or an accountant or a doctor. And so those are like the conventional paths of success. Right. And so, um, I want to know, like when did you decide, okay, I'm going to actually focus, you know, more attention to, you know, help out my dad and, and work. Um, and what did you know, what did Paul think about that? What did your father,
Bryan: (00:10:11) well, I think about you just making a change from law to McDonald's, was it Atlas as well?
Matthew: (00:10:19) Well, well, first of all, I think, uh, the only difference between what you said, uh, Maggie and from, uh, you know, like what happened with us is that, uh, my dad didn't force me to become a lawyer. Right? Like it was my own decision. I started working at 12 just because, you know, he would just bring me in for like the few hours that he would go to work and then, you know, we would leave. Uh, so I had a little bit experienced back then, and then I worked through high school and college, uh, And then I, I decided to become a lawyer because I wanted to have my own career, uh, versus kind of stepping into what my dad's legacy was. Right. And then, uh, and I remember, I remember the day that I called him, you know, I called him, I think it was, I want to say February. Right. And then, and then I came back in may of February, 2017. So I called him, I, I told him, I said, I said, dad, you know, like I. I feel like I've worked on my own, you know, like made my own income, you know, like lived the life that I kind of wanted on my own, you know? And I, I want to come back and, and work for you and work for the company, you know, and, and, and make my own legacy from the family business. Right. And then, uh, I don't remember exactly. I remember that's why I told them, but I don't remember how the conversation went. You Shaklee, but. He, you know, I remember when I, when I called him, when I was about to call him, I was nervous. Right. I was scared. I was worried about like, disappointment, right? It's like that, like, Oh man, I went through school. Like I had my career. Like, what if my dad is like, what are you doing? Like, why, why, why are you going to quit this job that you have? Like, you, you, you went to school, you did all this. But he was very accepting, you know, he said, yeah, you know, like you should come back and you know, like, we'll, we'll get you started. And then I came back a few months later and then we started working and here I am.
Bryan: (00:12:12) I love that.
Paul: (00:12:13) You know, I, I, I'm a firm believer that everybody should follow their dream in order to be successful, you have to be passionate and uncertain and feel that this is what you'd like to do. So I actually told all my kids that, you know, what are we going to do? I support it. You know, uh, dad's company will only serve as a high wire act and the company is a net underneath that. Don't worry if you fall, I will catch it. You know, the day, the day you change your mind. You'll welcome with open arms. So the statement is to hold true today with the youngest one in all, and is going to be start working with capital one, uh, styling, uh, July in Virginia. So I wish him all the success and, um, same thing, you know? Two or three years from now, you decide to come back. He's welcome.
Bryan: (00:13:15) I love that. I love having this podcast with father and son as well. We know we have a new perspective of the unconscious, the conventional past success, the unconventional $3 family business. So it's really, really unique.
Maggie: (00:13:32) I just wanted to point out also that what you said Paul, about, you know, If there's any time that you need me to catch you, like I'm right here. That is so rare in a, you know, a father. And it's exactly the opposite of my dad told me, he's like, yeah. And it, it goes such a long way and it contributes to the children's success so much further. So no, I really commend you and look up to your, see your relationship between the two of you.
Bryan: (00:14:01) So I knew when I switched talking back to me and going, it looks a bit more and understand like what, what involves building a franchise, right? Because like a lot of us here in Asia network are always curious about these types of things, but we don't know how to get started, what you started. So can you kind of walk us through like, step one, like how do you identify a location franchise? What is that license fee and all these things like, walk us through that and kind of talk to us. And we're here to learn. We're here to support you guys even more.
Paul: (00:14:30) Well for me, I am a, an insider. I worked for the company for a number of years. So, uh, when I got out, it just happened that one, the franchisee, uh, decided to retire. So there was an opportunity right there. And then my boss had actually, uh, asking me, would I be interested in taking over. Obviously the answer CCS, you know, and so, uh, the rest of the history, I mean, I took over since July one, 1994, but from the company's standpoint, uh, we literally, uh, when we, uh, start taking the. A prospect of licensee process is there's a number of amputations that coming in throughout the year. We're talking about USY I will not be surprised are probably about 10, 20,000. And obviously it's very, very selective. You know, we look at the history of the individuals and how passionate they are, you know, and also the community, uh, uh, Services that they have provided to whoever they live and then financial there's another piece. And that's why McDonald's licensees. Uh, today we have, uh, operators from different walks of life, whether it be taught the nurse. Uh, policemen, principal, high school, you know, firemen, uh, airline holsters, you name it. We got 'em all in this, this, uh, different walks of life that come together. So when anything that we need to do with our system, we form committees. So these operator actually represent a certain field. They are so-called the expert and that's how company is. Able to strengthen by seeking out, you know, back on the AB, along with some of the data we have research. Uh, so the training process, once you get accepted through interview, the training process normally would take about two years and it's actually a good opportunity, uh, for. The company look at you as an individual. And you also look at the company, whether this is the right company that you want to be franchisee, uh, right after two years, uh, you still need to go through approval process, you know, and, uh, once they say, okay, you're approved now, it is really the company's side. Uh, uh, look at the location because we do have a real estate. Uh, uh, department constantly looking for, uh, locations that make sense, you know, because it's a big investment, you know, once we sign a contract with a, B put aside or lease is going to last forever, you know, McDonald's sign a contract highly, it's gotta be 60, 80 years. Okay. So once, once the company located a location, they'll offer it to these individual that, Hey, would you be interested in this particular location there, obviously to help projections, you know, the financial it's just a sale or the expense going to be blah, blah, blah, blah. You know, also opportunity to grow and believe or not many, many, uh, Africans, uh, what they call a location. They always want, obviously, LA San Diego and Hawaii. These are the top three locations. A company know that putting much, they were told this African, if you are seeking out these three. He's nothing, I'll be helpful, a long line waiting. So, uh, but that typically that will be the process, uh, Matthews, a different, we call second generation. So he actually worked for me for at least, uh, including high school, I would say at least six, seven years. So it's a long, long process to make sure that, you know, The company have to made sure that these that are licensed seed their impact and it fit McDonald. Uh, I guess when you open a McDonald's they should, are they looking for license say, well, I can see Matthew's face in there. So a lot of requirements, it is a lot of requirement. I mean, they like very patient and checks, you know?
Matthew: (00:19:19) So yeah. I want to say, I want to, it's really funny cause uh, I get that question a lot. Right? Like how do you, how do you become a McDonald's franchisee? Right? Uh, so like he said, you know, like my program is different than say if. Uh, you Brian or Maggie, you went to go apply to become a franchisee, right? Like your program is a lot different than my jurors. Yours will take 12 to 18 months in training. Then you go through the approval process. They kind of look at your background, what you do. Right. But for us, like for us, so for me and the other gens, like they really come hard on you. Right. Because they. They, they want to make sure that you can do it right. That they, that, that you're not just coming in because you're entitled to the business. You're not coming in because you know, like your parents says, Oh, you can do anything you want and I'm going to give you this business. Right. Uh, they, they really, really came down hard on me. Like, like, like my training was very strict, very rigorous. Uh, you know, they, they checked me once a month, making sure that. You know, all my numbers are good. Uh, making sure that operationally, like I'm, I have all the knowledge that I need. Right. And then, you know, like McDonald's corporate they'll, they'll call me, you know, like then I have to go and interview with like three different people. And then I have to go in there, review with other people, you know, it's like, it's like this whole process that, that is very, very strict, especially for next gen, because I think I'm not sure, but I think, uh, You know, like there was a few generations back where they didn't have a program like this and they kind of just pass it on. And then things kind of went, you know, like off the charts because they didn't really have a, like a set training program. So then they, they really have to enforce it. You know, like if, if you have a child that's a next gen, like we need to make sure that, you know, like they can do it without you basically. And then, and then for the register applicants, you know, w what they call registered applicants, you know, like they. They, they train you, you go through the training, you get approved, right? And then now you have to wait for restaurants. I think that's, that's the, that's the biggest, the biggest difference is that, you know, like once I get approved, you know, like we have restaurants in our family already, but if you get approved, you need to wait for your restaurants. And I know, I know an operator here in LA who got approved, actually had to wait seven or eight years just to get restaurants here in LA. And, and it wasn't even LA proper, like it's like North, like way past, up at, up in like, uh, the middle of nowhere.
Bryan: (00:21:56) That's so interesting to hear, you know, just learn more about the McDonald's process. Um, I think at one point, my dad also mentioned to me is I used to look into friends one day, you know? And it's great. It's great. Hearing more about that right now. So the other question, I mean, I know earlier you mentioned culture change when a McDonald's franchise. Can you kind of highlight that and what that means and how you, how would you hypothetic walk in and sorta, uh, date and upgrade the culture of this? What makes a bad culture and what makes a good culture?
Matthew: (00:22:27) I don't think there is good or bad culture. I think, you know, everybody, every operator has their own way of running their business. Right? You McDonald's, they don't tell you how to run the business. They give you resources and training and tools to help you do a better job at running your restaurant. But, uh, I think every operator has their own style, right? So if you purchase from another operator, whatever culture they have is the way that. That operator operates the restaurant, right? So once you purchase it, you, you want to try to change it. So it matches what you're doing and it matches what the rest of your restaurants are doing. Because, because at the end of the day, uh, my main goal for my organization for our organization is to make sure every restaurant, is it the same? It's running the same, because if, if you know, restaurant three needs employees from restaurant one, right, they can just go and they can work and everything will be the same. Right. So when I purchased the restaurant, if I, if I move employees from that restaurant to one of my other restaurants, they would just be very confused. Like, I don't know what to do. Like, why is it so different here? Like how, how do I do this? How do I do that? You know, where things located, who am I supposed to ask? Right. So, so in order to change that, right, you've got to change the culture of the way that they think, the way that they do things and, and try to get them in line with everything else.
Maggie: (00:23:52) Yeah, that was going to be my next question, because I, I thought, you know, there would be a culture that McDonald's tries to like force you to implement into your workplace, but not,
Matthew: (00:24:05) no, they, I mean, they, they give you suggestions, right?Uh, we try to do things, you know, like the way that they suggest, because you know, like McDonald's is McDonald's is McDonald's right. Everybody knows McDonald's right. And, and they haven't gotten this far. By not doing anything. Right. So when they give you tips and tricks and resources and tools, you know, like for us as organization, at least we, we take all the, all that information and try to implement it. Right. Because you know, like they wouldn't send it to us if they didn't know it works. Right. So why, why would you try to change something that, you know, that's going to work?
Bryan: (00:24:46) Yeah. And it's crazy. Cause I'm a very wild, I read the book. Um, McDonald's by Ray crock. The importance of systemizing and building, uh, processes for your organization. So that it's identical and that process itself, although very simplistic, it's very difficult to mimic, especially in different States and different locations, you know, because the quality of food has to taste the same. It has to taste the same here in California, New York, Texas, Seattle, wherever. Right, right. That process is extremely hard. Right. Now that we're running a company to Asia and lots of network. It's like, we want our pulse this way. You want to podcast this way and assume, you know, you have to always be very attention to detail, very straightforward, or what you want. So that's also you guys for what is it? Only eight McDonald's right now or nine. That's pretty remarkable for what you're doing. So commend you for that. Thanks. Thank you.
Maggie: (00:25:40) With eight different locations, you know, I think like for anyone, for example, for me, I'm Brian, that would be extremely, you know, daunting to, to handle and manage eight different locations. So how do you like decide and you know, how to, how to, you know, when to know when to go to each location and check up on those locations and how do you manage those eight locations?
Bryan: (00:26:00) Are you like a micromanager type where it's like you can't out of place
Matthew: (00:26:05) I am a little bit of a micromanager. Uh, you know, the way that I decide to go is. Basically, we don't have a schedule. You know, I schedule, sometimes I schedule myself sometimes I just show up on announce. Right. Uh, because sometimes when I schedule myself and then people see my schedule, like they're prepared for me to come, right. Like, they're like, Oh, Matthew's going to be at the store tomorrow. You know, like we gotta get everything ready. Like we need to make sure everything's great for his, for his appearance. Right. But then sometimes I show up and then things are still the same. And then I tell them like, you know, like you guys don't have to be scared that I'm coming because you guys got it. Right. You guys, you guys are doing great, you know, but there are times where I go and, and things, aren't the way that I want them to be. Right. Things. Aren't at the standard that we set in our organization. Then, then I say something, you know, then I'm like, Hey, like what's going on? Right. But I, I try to visit one or two, two stores max per day. Right. Because I, I, I, I'm a firm believer of, you know, like if I am, I try to visit all nine restaurants in one day, nothing's going to get done. Right. Like, um, it's just like, I'm just splitting my time, like too much. Right. So I will go to one restaurant and then possibly a second one. Uh, if I have time, if not, then I'll just save it for another day.
Bryan: (00:27:20) Yeah. Yeah. And I think the next question that I want to ask both of you got Ashley. Have you guys, do you guys have any funny slash war stories on managing McDonald's yet? Something that you're just like, wow, I didn't expect that to have to,
Matthew: (00:27:34) um, I mean, I'm sure my dad has a bunch, but for me, uh, people, you know, there's always, like, I think people is the biggest thing about our business, right? I mean, we have. 570 plus employees. Right. So there's always something going on, right? Like, uh, like 20 people call off or something. Like, he just was like, I'm just trying to like, yeah, what's happening. You know, like, uh, some managers are, you know, like getting into an argument with another manager and then we have to kind of figure that out. You know, like, uh, this person is, you know, threatening to quit and, you know, it's just like a bunch of different things happen. Yeah. Yeah.
Paul: (00:28:16) I used to tell my staff all the time that being associated with McDonald's over 40 years, you know, even my previous life, I worked for the company as a director, uh, on a daily basis, you have your staff coming in and you know, either complaining, tell you a different story that I always say that look all the story I so far, I heard them all. Only two things, different names and face. There's only two things change, but the story I heard them all throughout 40 years, it just repeated up the repeat. It probably depends on who says it now.
Bryan: (00:29:00) What kind of stories have you heard the most?
Paul: (00:29:02) Uh, I mean it, in times way now it's about calling off, you know, uh, there might be bandage up the pen Dami, you know, and it's, and you try to follow up with OSHA, uh, rules and regulations. And, uh, you do have a really smart staff is sometime they try to take advantage of the system. You know, and, but it's also making you smarter, you know? I mean, it's, it's all the five that 75 employee, you know, what it's, you're going to have. So, you know, I mean, that's just the nature of our business. Uh, so, but I think both Matthew and I, we, every day we get up, we enjoy with a challenge, you know, and we look at. The sun all the time. You can't have a lousy day right. Tomorrow, the sun rise again, you know, so we don't keep up.
Matthew: (00:30:04) I think, I think, uh, what it is also is that not a lot of people understand what. Uh, franchises, right? Like they, they, they want to take advantage of McDonald's. Right. They're like, Oh, like McDonald's, we're going to, we're going to get millions of dollars from you. Right. But like, in reality, we're like a small business. We're a small business owners. Right. So, you know, like we, like, that's not going to happen. And you know, we can't, we can't mess that. We can't have that happen because that's not, we're not McDonald's corporate or we're not some big name thing going on.
Maggie: (00:30:37) Yeah. Yeah. I'm I'm curious. Do you guys ever actually make the food yourselves? I asked this because Brian and I know another, uh, franchisee owner and he, you know, tells us that sometimes he just has to do the nitty gritty stuff, like make the food. And I really look up to that because he says, you know, if you can't even do like the smaller stuff, how are you going to run the whole. Yeah, the whole restaurant. Right? So sometimes I have to like go in, like, for example, if an employee calls out sick, like maybe sometimes you do have to go with food. So I think for anyone who doesn't own a franchisee, they might think that as an owner operator, you know, you just have to manage on the, on the high level, but you don't have to actually make the food. So I'm curious to know, like, do you guys ever have to like actually make the food yourself?
Paul: (00:31:22) Well, McDonald has a very, very high standards. You know, everything we do, they have steps procedures it's already in place, and we will not only have to make food ourselves, but we also can taste it because we call it it's, uh, a gold standard. You know, that's why the franchise saw, or we a franchisee doesn't matter where you go, whether you're in Southern California, Alaska new England. Big Mac. It's a big Mac, crispy chicken is a crispy chicken, and we have to be consistent that way, you know, because I will probably remember you call from the McDonald's standpoint is consumer lab. Okay. Consumer centric. And if in order for us to be successful, we have to listen to the customer. You know, quite often, uh, I preach to my staff when we have customer complaints. That is a gift to us. They are telling us what's wrong. What can we improve? Because they want to come back. You'll be foolish not to listen to them, you know? And, and I think it has been a, a secret sauce for all of us, you know? And you see the McDonald's open day in and day out. They put locations and, you know, Even now you traveled, you probably see car wraparound, a drive through, you know, we have, we just recently launched the, uh, crispy chickens and, uh, in my opinion, it's very, very good. It's comparable to, uh, uh Chick-fil-A so, except a little bit cheaper.
Matthew: (00:33:10) Was your question also in terms of like personally, like, do I personally go in and. And like cook and make my own food. Like the food.
Maggie: (00:33:19) Yeah. I mean, just, I guess, um, in my perspective, like, you know, what is your perspective on, um, just doing the nitty gritty stuff? Cause as like,
Matthew: (00:33:30) I love doing that. Yeah. I, yeah, I love doing that, you know, and also you're just to kind of go off of what my dad says. Um, you know, one thing that my dad taught me from the very beginning when I came back three years ago, right. Is that that, you know, a good leader. Is likable and is credible. Right. So I don't, I feel, I believe that, you know, I can't be telling my employees how to do X, Y, and Z. If I can't do X, Y, and Z. Right. Like, I can't tell an employee. Okay. Like you need to go, you know, put together a big Mac when I don't know how to put together a big Mac. Right. So if, if I need to go, if I need, if I'm at a restaurant and they're really busy and I need to step in and do something, I will do it. Right. Like, I'll jump on the grills. I'll throw me patties on the grill. Right? I'll, I'll, I'll put sandwiches together about, I have to, you know, like I'll cook the fries, uh, and you know, I'll, I'll put food together. Like, there's just, you know, I, I, you, you do what you have to do to keep the business running, right? Like if, if, if, if they need help and they need help, right. You just go in and help them. Like, I have no issues with that whatsoever. Like if. If, uh, you know, if, if the toy, if the restrooms are dirty, right. And then needs to be swept and mopped, like I'll grab a brew, I grab a mop and I'll start doing it. You know, if the floors are dirty, I'll started mopping it now. And then I'm pulling, they'll see me. And then they'll be like, Oh, Matthew, like, it's okay. Like, no, it's fine. Like, if you're doing something, go do it. I will finish this. You know, like if you finish what you're doing and I'm still doing it, then you can come help me. But you know, like, go, go do what you need to do first. And then come back here.
Paul: (00:35:03) Yeah, no, we all grew up in the system. And even today, you know, I'm still be able to visit a restaurant and running a fry station is to be able to keep up with the volume, you know, and there are days where going early, you know, there are times I'm pouring coffee for the customer or even mop the floor that doesn't really bother me. You know, it gives you a chance to interact with a customer and. And, you know, how asked how they date, you know, and what can we do? I mean, we have a lot of Royal customers, you know, in our restaurants.
Bryan: (00:35:39) I really liked the fact that you guys are emphasizing how important the customer is. What are the speed, McDonald's any other business that you're running, you always have to listen to your customers and what they have to say, because you know, sometimes the answers are right there. And if we refuse to listen to them like that, we would definitely fail. And also does remind me of our high school days, Matt. We both think together. I had own a bunch of McDonald's every wrestling tournament after weigh-ins. They only eat McDonald's yeah,
Matthew: (00:36:10) that's right. Let's go. Ah, let's go run like five miles and get our weight down. I'm like just sweat everything out. Don't drink any water go way in and then, uh, okay, let's go eat like junk food now made it, we made it my 0.1.
Paul: (00:36:26) And once you guys got through your questions and if you don't mind, I would like to give it a few plucks to, uh, Donald said the company that, you know, I think the Sage project, great advice and sees, uh, the company in the entire world. Indeed. So let me go ahead and plug it in now. So, uh, you know, the committees support, no, I can tell you that last April, at the beginning of the pandemic, a restaurant where mom, the hundreds of. Franchise McDonald's locations across. So Cal that offered a free breakfast to the first responders who were on the front lines since then. So coming down restaurants have offered free food to the first responder two more times. And then through last year's, uh, thank you meal. You probably heard about that. And this year. Thank you Thursday. So in total, we actually gave away more than a. 88,000 coffees and 94,000 in one month and 288. Thank you meal. I made 288,000 happy meal. Thank you. Meal, Andy, 10,000, uh, Thursday meals. And as far as a Ronald McDonald house and so-called McDonald's owners obviously play an important role. Uh, they helped raise money for the charities through in restaurant fundraisers, such as. Waffle kids. You guys may have seen that happy meal donation and then route up. Uh, so we also participate in encourage employees to take part in volunteering opportunity. And I even involved in the establish of each house and program as far as impacting McDonald's. Uh, our purpose is to feed and foster community by serving our customer. Crew farmers, franchisee and supply. Personally, I recently just donate 3000 books booklets to the soul Cal Thai community. Uh, the booklets are basically addressing hate crime. You know what it's all about and also encourage, uh, in ritual to file a claim. If they've been abused. Uh, whether physically or verbally, uh, we'd stress, how important it is. And, you know, um, again, we McDonald also stand against, stand against the Asian hate, uh, And a tag on allegation I made on community is an attack on office and they're not going away soon. And these people are, they attack the, our customer, our crew, our employee, our franchisee, and a steady rise up incident of hate across our country is sense that's wrong and all forms of racism, you know, phobia and discrimination, a wrong also. McDonald's pledges to commit a ship charitable donation to stop a P I hate, you know, and along with the Asian Pacific, uh, married then, uh, uh, so I think that, uh, we McDowell will continue to support, uh, and, uh, advocates, uh, support a victim of hate and bystander intervention program. Uh, That's McDonald. We always see it. That's not correlate in equity, injustice and racism, racism. So that's a platform me
Bryan: (00:40:20) maybe also, maybe here and here, that can be Donald's those stand against eight, the rising Asian crime, you know, obviously a lot of things that are happen to our community and we need all the support that you can right now, especially from Martin's procreation, too. yeah.
Maggie: (00:40:43) All and nothing for speaking up. Um, you know, it takes a lot of courage to speak up on what, you know, the platform of McDonald's. I have a lot of respect or don't have to be speaking on this topic and really fucking purchase. Yeah, right. Um, so we have one last question for you too. And that is, if you could give one advice to an entrepreneur and aspiring entrepreneur, what would it be?
Bryan: (00:41:06) Matt? And it would be Paul.
Matthew: (00:41:08) I will start with me. Um, I said it earlier, you know, like, I think you just got to do what you love, you know, like you can't like if you don't, if you don't love what you do, I don't think. You know, like successful come for you. Right. You know, like, um, kinda like you, Brian, right? Like we, we talked like a few months ago about, you know, like what you were doing before and then what you're doing now. Right. And, you know, uh, just, just seeing, you know, like, The Asian hustle network and how passionate you and Maggie are about this. Like it's blown up so much. And you know, like when you told me about the time that you went to the panel and you know, like, uh, you, you saw a bunch of people and you're like, Oh, like, why aren't there any Asian people in here. Right. And then, and then you decided to start Asian host, networking, and look at what it's become. Right. And, and like, you're very passionate about it and it's grown and it's growing and growing and growing. Right. It's, it's grown so much that, you know, like, like, uh, we had a call yesterday and like this. Uh, this older McDonald's person who works at a different company, like he knows about the Asian customer networks. And I was just like, wow, this is crazy. You know, like, I'm like, you know, like McDonald's PR knows about it. Like, it's just like this whole thing was blown up. And, and, and it's just, you know, like I see, you know, like how much you love it. And, and, you know, like, like I think you enjoy it a lot, you know? And my advice. You know, for aspiring entrepreneurs is that, you know, you just need to find that one thing that you really love and you gotta commit to it. And then once you commit to it, like, uh, I think your life will be great. You know, like whether whether it's successful or not, you know, like, I think success just comes from being happy with what you're doing.
Bryan: (00:42:49) Absolutely. That's sounded like Matt. I appreciate it. It makes me feel warm inside. What about you mom? Any advice for her as well?
Paul: (00:43:01) The way we would map to say, I mentioned earlier, you have to follow your dream, right? Was your patient, you know, you have to have passion, you know, uh, nothing will come easy. You know, you will, you will, uh, face with many, many, uh, obstacles and barriers, but you gotta think about. Each obstacle will be a barrier that you will overcome. Then you are a step closer. You have to think about that, you know, and, and, you know, and seek out assistance. You need help. Don't get frustrated. You know, you have friends, you have family care about your friends, care about you. More importantly, nowadays, it's all about Google, right? And he'd ask me a question. You can tap into Google. You can get a lot answers from that. So, you know, Start slow. Don't go too fast and start small. Don't go too big, you know, because you can take, get some learning from that, you know, uh, I, you know, even, uh, I was recommended, one of my friends was started in business that you gotta make sure you have enough capital to cover for those first six months. You know, my uncle, well, you don't want to be fall, you know, up to 30 days, just make sure you have enough for six months and hopefully you've made a carry it through. So
Bryan: (00:44:25) yeah, I definitely agree with that statement. So from that, how can our listeners find out more about you and talk to you guys?
Matthew: (00:44:35) Uh, they know you. Uh, I don't know. Um, what are, what are some ways that they do? I mean, like, like I'm, I'm on, I'm in the Facebook group, you know, I've been using a lot of resources within the Facebook group, so it's pretty, pretty good. Uh, um, I'm on the Facebook group. I mean, I guess you can reach out to me on Instagram with my, you know, like a hundred followers
Bryan: (00:45:03) that will include that in the show notes as well. Thank you guys for, be on the podcast today. And I appreciate all the stories and lessons you guys shared.
Maggie: (00:45:10) Awesome. All right. Well, thank you so much for sharing your story with us.
Matthew: (00:45:14) Thank you. Brian. Oh, you guys take care. Have a good evening.
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