Commenting from Cuernavaca - always good to see Mexico City deals on this feed. Seven years in the grab-and-go coffee market here is real. The Mexico City food scene is competitive and the operators who have survived that long understand things about foot traffic, price sensitivity, and customer behavior that don't show up in any pitch deck. The gym protein bar concept is smart positioning. A captive audience with a recurring membership habit is a fundamentally different customer than a coffee shop walk-in. Worth thinking carefully about whether the operational model for the gym locations is distinct from the coffee shop - they likely require different staffing rhythms, inventory management, and supplier relationships. The challenge with adding 4 locations simultaneously is that what works as a single-operator model almost always needs to be rebuilt as a system before it scales. The knowledge that lives in the founder's head at location one has to be transferable to managers running locations two through five without the founder present every day. That's where most food operators find the gap. Happy to connect - I work on operational infrastructure for growing businesses, and the Mexico market is local for me. Interested in what you've built.

Thanks for your thoughtful comment, Wolf! I can see you like Mexico and that you have a trained eye to find out what is going on in the local market. Indeed, Mexico's City coffee scene has erupted since 2021, bringing into the market more than 600 new units (7% according to some official numbers) in about 4 years, most of them concentrated in the Cuauhtemoc and Benito Juarez. Having endured the pandemics, the rise of competition and the economic slowdown of the last 2 years in this low-barrier-to-entry business has been quite a challenge for the team. The rationale behind the Protein Bar based business is that such business is quite similar to that of the smoothie bar part of the Operator's current concept, thus, adapting recipes and light meals does not seem a challenge at all, as the logistics challenge that it entails, to procure 3 scattered locations. One factor most small coffee owners realize beffore exiting its business, is that the volume that is required to create efficiencies is quite hard to achieve from operating one unit. Thus, the operator's strategy to grow via acquisition. The same logic applies to the 1 traditional coffee shop part of the deal. The menu is a conventional one, with some focus on baking goods and baked desserts. Prior owners have some baking equipment that makes more sense to use for more than 3 locations. Will DM to share more details! Thanks for the comment!