Tudor Aposteanu – Founder and CEO of Tudor Gourmet Burgers
Where can Romania lend best practices to the companies you work for?
If we carefully analyze the evolution of the HORECA industry at the macro level, we find that “virtue” is actually a collection of influences from all parts of the world. However, things in the area are a little different. Many practices for Tudor Gourmet Burgers are “imported” from the USA, and in this case, I try to be as authentic as possible in the dishes and recipes, leaving my mark and not allowing myself to be carried away. I from the wave of culinary globalization. .
What motivates you to get up every morning to go shopping in Romania?
It’s simple, I love my country! At the same time, the HORECA industry in Romania started a new era. No more semi-prepared foods, no more frozen products! Customers have higher expectations, and that gives us confidence in the future.
What advice would you give to a young person preparing to start their entrepreneurial journey?
Persistence, persistence and more endurance.
What are your company values?
Creativity, teamwork, commitment.
What do you like?
The list is long: tennis, water sports, travel (of course, which also includes the best memories), but I have to stop at BBQ. The real BBQ, American BBQ started in Tennessee, which ruined the whole world with its smoky taste.
What development plans do you have: acquisitions, expansion into new markets, etc.?
First, we will reach the number of 10 open houses in Romania at the end of this year, respectively 20 houses at the end of next year. Secondly, we started to open a meat shop as our only franchise and of course a sauce company where I have been working for 3 years.
In your opinion, what do you consider as the sector of work in Romania that should be changed and reformed especially after the epidemic?
Food production. We are very limited at the moment, both in terms of local markets and food imports. Also, agriculture and private farmers should be prioritized because we can grow and trade in natural and fresh products, but ironically, we continue with imported products . In fact, I think that a legal change is necessary for the whole “food” principle.
What business decisions has your company made since the coronavirus outbreak?
Fortunately, we expected a national lockdown similar to the one we have seen in Western countries, so we had time to plan the transition from “sit down” to transfer. We bought the packaging in advance, worked a little on the menu, the waiters became the delivery people, and the work schedule for the service of many shifts and we kept all the employees. In this case, contrary to expectations, we managed to close two franchise agreements.
What are the most important business and personal lessons you’ve learned during this pandemic?
Only now, at the age of 38, have I learned what patience, flexibility and ambition really mean. I can’t forget that in March of last year, I watched helplessly as three of the franchises I worked for at least four years were closed. I say “couldn’t” because I couldn’t go into different rooms to pick up the icons… it was a tough lesson, yes, but at the same time useful.
You agree to develop the business to leave it as a legacy to your children and grandchildren or to develop the business with the intention of increasing its market value and sales, to later invest in another business, etc.
What I want to leave is an example, not a business. Examples of building and living. The road to success is like a staircase and each one climbed up is a step that leads to knowledge, personal development and perhaps greater satisfaction. The important thing is that when you look back and look at where you left off, you will realize that it was a path full of challenges, but also of success.