The CPA to Baker to CFO Pipeline

My motivation behind establishing Tarragon has been developing for more than ten years. It fundamentally connects to quality cuisine.

In 2016, I felt drawn to direct my efforts toward meaningful ventures in the food industry, so I began exploring from multiple directions:

• Hosting a regular Sunday supper gathering from my residence for acquaintances and their connections
• Managing financial matters for my neighborhood farmers market board in Petworth, DC
• Completing sustainable agriculture training (turns out — farming wasn't my path!)
• Managing tax obligations for friends' coffee enterprise, Lost Sock Roasters
• Working as an early morning prep chef at Bar Pilar, a Spanish casual bar and restaurant

During this period, I was employed at consulting firm Alvarez & Marsal, applying analytical, accounting, and financial expertise. Following my kitchen experience at Bar Pilar, the restaurant's rhythm captivated me. In 2018, I departed consulting to become a baker at Call Your Mother Deli in Washington, DC. Hello 3am shifts!

Following countless production runs, organizational growth became evident by 2020. The operation required someone bridging kitchen management and financial analysis. I received the appointment "Director of Numbers / Pretty Good Baker" (my genuine job title). Initially balancing both responsibilities, I transitioned completely into financial leadership, contributing to expansion from one establishment to thirteen locations by 2023.

The financial leadership position distanced me from culinary work but exposed me to systemic restaurant obstacles. I addressed both visible challenges — food cost and menu optimization — alongside overlooked ones including payment processing negotiations, coverage bundling, stock management systems, and closing procedures. Resolving these operational and fiscal impediments enabled the crew to concentrate on excellent food and customer experiences.

I departed Call Your Mother during 2023 to pursue an MBA at MIT. This venture launched without cautious beginnings. I dedicated myself entirely to Tarragon, tackling an issue I'd personally encountered with fitting collaborators at an opportune moment.

Following a decade's involvement with dining establishments, I persistently notice the same three tensions. Restaurants demonstrate:

1. Remarkable value generation, yet modest profit retention.
2. Information abundance, yet analytical deficiency.
3. Hospitality abundance, yet capacity constraints.

We're enthusiastic about our approaches to each dimension at Tarragon. Everything works toward exceptional food and its dedicated practitioners.