Podcasts about rice village

In this special live episode of Owl Have You Know, James Weston, the senior associate dean for degree programs and Harmon Whittington Professor of Finance, reflects on his 25 years at Rice University.Join James and host Maya Pomroy '22 as they explore his journey from the Federal Reserve to Rice Business, the evolution of the school over the past two and a half decades, and his vision for the future of the university. They also dive deep into his groundbreaking research on racial disparities in auto loan pricing — a study that uncovered significant biases against minority borrowers. Plus, get the inside scoop on his experience running a bar in Rice Village.Episode Guide:01:20 James Weston's Career Journey04:25 Early Career and Mentorship08:56 Teaching Philosophy and Student Relationships13:52 Research on Auto Loans and Discrimination18:58 Linking Mortgage and Experian Data20:14 Evidence of Discrimination in Auto Lending22:48 Challenges in Passing Auto Lending Regulations24:00 The Realities of Owning and Operating a Bar30:24 Transition to Administration at Rice Business33:47 Reflections on a Diverse CareerOwl Have You Know is a production of Rice Business and is produced by University FM.Episode Quotes:How Dean James pursues scientific rigor34:50: [James Weston] I sort of view the thing that ties together all my papers as a foundational social scientist trying to measure things that are hard to measure. And so when I see things that I think have a lot of social import or a research question that I think has either a practical application or some large social question that I think needs answering, the fun for me is trying to figure out how to measure it and trying to come up with a clever way of identifying the research question in a way that's unambiguous and in a way that we can solidify and say, like, that's the answer. And I know it with as near scientific certainty as I can — you know, the existence of the Higgs boson particle.35:19: [Maya Pomroy] We can't get into that right now. Yeah. 35:33: [James Weston] But, but you know, but I'm saying, like, to treat it like a scientist.35:36: [Maya Pomroy] Yes.35:37: [James Weston] And study it like it's a real causal question. Yeah. And you attack it with the scientific method, and you attack it with the scrutiny and the scientific rigor that they use across campus.On pushing for transparency in auto lending23:20: My hope is that the Senate Banking Committee continues to take action on it, and we see more—just something similar to the Home Mortgage Disclosure Act, where auto dealers just have to report. They have a spreadsheet, and you just have to send it to the Fed the way every bank does with every mortgage application. And hopefully that transparency attenuates the discrimination the way it largely did in home mortgages. It took time. It was a 10-year process. It'll probably take that long on auto lending. And we're not the only voice in this choir. There's lots of other people now that are sort of jumping on the bandwagon.How Dean James views his new job role30:48: Moving into administration means, in my mind at least, it means I'm not working anymore. In the sense that I'm not executing the primary missions of the school, which are teaching and scholarship. And so I'm not teaching as much anymore, and I'm not doing as much scholarship anymore, which means I'd better be doing something to collect the paycheck. And the way I genuinely view it is that now I'm trying to enable the rest of my faculty to do better teaching and better scholarship. My role is as a service leader, which is how I view this job—as a tour of service, not a career pivot. I didn't take this job to then become dean someplace, to then become provost someplace, to then become Supreme Commander of University somewhere. But, like, it was someone else's turn to do this very important role, which is to coordinate all the programs, get the teaching schedules done, make sure I'm protecting junior faculty and their teaching loads, make sure I'm putting the right people into the right classes, making sure we're keeping track of it.Show Links: TranscriptThe Hidden Inequality in Auto-Lending | Rice Business WisdomGuest Profiles:James Weston | Rice University

Today on the podcast Eric is joined by Michael Fulmer to discuss some of the latest news from the Houston bar and restaurant scene. The pair discuss ElRo Pizza & Crudo closing down after service on December 31, and also the opening of Mercato and Company, a European grocery store offering items including Italian wines, pastries, cheese and charcuterie, European grocery items such as olive oil, chocolate, spices, and more! In the Restaurants of the Week portion, the reboot of Andiron Grille & Patio is discussed. Eric and Michael also discuss their recent visit to Fung's Kitchen. Follow Eric on Instagram/Threads @ericsandler. You can also reach Eric by emailing him at eric@culturemap.com. Check out some of his latest articles at Culturemap.com: Veteran chef opens affordable new Thai restaurant in West Houston Woodlands favorites fire up a fresh new restaurant in River Oaks Esquire names Houston's Afro-Mexican eatery to best new restaurants list Creative Montrose pizzeria will shutter after only a year-and-a-half Houston steakhouse reboots as a more affordable neighborhood restaurant Houston entrepreneur serves up Italian-inspired market near Rice Village

In this episode of Building Texas Business, I chat with Renee Morris, Chief Curl Officer at Uncle Funky's Daughter. We explore her path from management consultant to leading a national hair care brand. Renee shares her approach to maintaining business control by relying on personal savings and family support rather than external investors. She discusses forming partnerships with major retailers like Target and Walgreens while building a creative team to drive innovation. I learned how she tackles recruitment challenges and ensures brand visibility at a national level. Looking ahead, Renee explains her vision to expand into skincare and education, and serving communities of color in new ways. SHOW HIGHLIGHTS Renee Morris discusses her journey from management consultant to Chief Curl Officer at Uncle Funky's Daughter, emphasizing her desire to balance career ambitions with family life. We explore Renee's decision to purchase an existing company rather than starting from scratch, leveraging her experience in sales and marketing strategy within the consumer products sector. Renee highlights the importance of having a financial safety net when transitioning to entrepreneurship, sharing her personal experience of not drawing a salary for years and relying on her husband's support. We talk about Renee's strategic decision to avoid third-party investors to maintain control over her business, focusing on conservative growth and solving customer problems. Renee explains her approach to forming strategic partnerships with major retailers like Target and Walgreens, discussing the role of distributors in helping small brands enter national markets. We discuss the challenges of recruiting and nurturing talent, emphasizing the importance of fostering a collaborative environment that encourages innovation and creative thinking. Renee outlines her vision for expanding the brand into adjacent areas such as skincare and education, aiming to serve the community of color more broadly. We explore Renee's leadership style, focusing on adaptability and learning from failures as she considers new business ventures. Renee shares personal insights from her early career and hiring experiences, emphasizing the importance of trusting one's instincts during the recruitment process. We examine the role of social media and influencers in maintaining customer confidence and visibility during brand transitions, particularly when changes are made to product packaging. LINKSShow Notes Previous Episodes About BoyarMiller About Uncle Funky's Daughter GUESTS Renee MorrisAbout Renee TRANSCRIPT (AI transcript provided as supporting material and may contain errors) Chris: In this episode you will meet Renee Morris, chief Curl Officer at Uncle Funky's Daughter. Renee shares her passion for helping curly girls solve their hair problems with unique and innovative natural hair products. Renee, I want to thank you for coming on Building Texas Business. It's so glad, happy to have you as a guest. Renee: Thank you, I'm excited to be here. Chris: Okay, so you won the award so far for having the coolest and, I would say, funky, but that would be. Renee: Play on words Right. Chris: But as far as a name for a company, uncle Funky's Daughter, yes. Okay, tell us what is your company known for and what do you do? Renee: So Uncle Funky's Daughter is a hair products company. We're based here in Houston, texas. I bought the company, so the parent company is Rotenmore's Consumer Group. But I bought the brand Uncle Funky's Daughter 10 years ago from a husband and wife team. So Uncle Funky's Daughter curates natural hair products for women, men and children who choose to wear their hair naturally, and so that's shampoos, conditioners, curl definers, moisturizers, stylers, finishers. Shampoos, conditioners, curl definers, moisturizers, stylers, finishers you name it, we make it. We also have a thermal protection line for women who want to blow dry and style their hair with heat, and we're distributed nationally Target, walgreens, kroger, cvs, heb, locally, so you name it, other than Walmart, we're there. Chris: Beauty Easy to find, easy to find, easy to find well, I have to ask this because I have daughters. I mean Sephora or Ulta. Renee: No, Sephora or Ulta. Yet we've been working that line. We can talk about that as part of this deep dive, but we've been working that line and but no land in Sephora or Ulta just yet okay, very good. Chris: So how did you find your way into the hair care product world? Because you didn't start there. Renee: No, I am a former management consultant 20 years management consulting, advising clients multi-billion dollar companies on how to drive revenue growth and through sales and marketing. And I was a mother of three kids. At the time my son was probably three or four, my daughters were two and I was flying back and forth between Houston and New York for a client. And I had this realization that I didn't want to do that as a mom. I needed to be home, but I still wanted to be a career person. So I knew I am not built to be a stay-at-home mother. That is not who I am, and COVID taught me that with isolation. And so what I started deciding was I wanted to figure out what I wanted to do next and I realized I had some options. Right, it's that fork in the road that you go through. You start to look inwardly every time you have that fork in the road and I did that and I said okay, your option A is to go find a company based in Houston and be a VP or senior VP of some operation. Option B is you find a small company and you're like a big fish in a small pond kind of thing. Option C is you just go do your own thing. And after I kind of went through it, I realized I worked for the Coca-Colas, like in GE Capitals of the world, in my past. I didn't want to go work for a big company. I didn't think I wanted to work for a small company because of my personality style, right, um. And so I decided I wanted to go buy something and then or have my own company. And so then the question becomes do you build or do you buy my? I'm a management consultant by heart, so it's always go buy something. Why? Because I can take it, I can fix it and I can grow it. And so then it became all right, well, what are you going to go buy? And so, like most people out there, they're thinking about buying a company. I started reaching out to brokers, I started doing some networking, calling attorneys, people that work on deals, that kind of stuff, just putting my name out there, and I got all the things that you normally get when you're looking to buy a company the gym, the dry cleaner, the storage facility, the gas station, all the things that I didn't want to buy because I didn't have a passion for them. And so, also, for background, my consulting experience in sales and marketing strategy has been predominantly in consumer products. So I know consumer products, I know revenue growth, I know marketing strategy. So I was like okay, so I kept looking and I used this hair product called Uncle Funky's Daughter. I found it when I first moved here in 2000. Like all curly girls out there back then, that was almost 20 years ago, my goodness. But 15 years ago back then there weren't a lot of natural hair products out there for women of color and women of curly hair with curly hair specifically. And so I googled when I first moved here natural hair products, curly hair, houston and Uncle Funky Stoddard came up. I've never heard of this company right. So I go to rice village and buy this product and I start using it. Extra butter, start using it. And for those out there that are, you know, african American descent, you know thick, curly hair, we do this thing called two strand twists to what. I love it. Two strand twist. Chris: Okay. Renee: So, you take your hair and you twist it in like instead, instead of braiding it, you put it in twists, and there are single twists all over my head right. So that's how I would style my hair wear it, rock a two strand twist. Those out there will understand that, look it up and then Google it and then and so that worked on my hair really well. And so, again, for those with tight, curly hair, finding the right hair product that works for your hair is tough. It is not easy, as you know. One of your team members, courtney, was talking about. She's gone through all the products Because you go through this product journey trying to find something that works for you right. So found Extra Butter, worked, loved it, and then I would stop using it while I'm traveling because I would forget it right at home sure. I would go back to some other competitive brand and it didn't work for my hair. So I'm like, okay, uncle Funky's daughter is the only thing that works for my hair. So I go in to get my Uncle Funky's daughter one day, after I, you know, had braids and wash them out. And yada, yada, yada. I'm going in, I'm getting my extra butter and this guy behind the counter who I bought hair products from for the past at this point, five years, says yeah, my wife and I are going through a divorce and I'm like, oh, so I do have an MBA right. I'm not some, you know, trying to sound like a shark, but my MBA said distressed asset might be willing to sell stress asset might be willing to sell. Like literally, that is the voice that went in my head. And so I was like, oh really. So I stood there in that store and I just chatted with him for hours and about the company, you know what, you know personally what he was going through, because divorce, you know, for those that may have gone through it, can be an emotional, you know troubling time. So I was a listening ear. But as I'm listening, I'm also thinking about like, okay, what's the story behind the brand? Is this going to resonate? And I'm also watching people come in and out, right. And so I said, well, if you guys are you guys thinking about selling it? And he gives me a story about you know what's happening with the sell and cell and I said, well, if you're ever thinking about selling it, let me know. So I walk out, I Google, because you know this is horrible to say, but divorces are public right right. Chris: Is it filed in state court? Renee: it's a public record so I'm figuring out what's happening with the divorce and I find out that the company is in receivership. And for those who don't know, because I did not know at the time what a receivership was, a receivership happens when a divorce is happening and the husband and wife aren't operating, behaving appropriately. Chris: Well, they can't agree on the direction of the company and it can be not in a divorce. But basically, owners cannot agree and a court may appoint a receiver to run the company. Renee: Exactly. Thank you, that's why you're the attorney and a court may appoint a receiver to run the company Exactly. Chris: Thank you. That's why you're the attorney. Renee: Have a little experience with that yes, so the judge had appointed this guy to be the receiver. I reached out to the gentleman and I said I'm interested in the sale of Uncle Funky's daughter, if that so happens to be the case. And so the one thing I did learn and you can probably expound on this is oftentimes in a divorce, when the receiver comes in, at that point that receiver is really thinking about how to get rid of this asset. And so those are all the things that I learned during this process, and I was like, okay, so he wants to sell because he wants to get paid and he knows nothing about this business. Chris: He was, you know no offense, no emotional tie to it, for sure no emotional tie. Renee: He's an older white gentleman who knows nothing about black hair products and so I was like, okay, so he doesn't know, he doesn't have an appreciation for the value of the company. And so I reached out and I said, okay, here's a number. You wouldn't believe the number I gave him and he counted with some minor you, some minor adjustment, and we bought this company for less than $100,000. And they had a revenue at the time. When I saw their tax returns, I think it was maybe a million or so that they claimed in revenue. At some point they said, but at least for sure I think our first year of revenue was probably around and it was a partial year. Probably a quarter million dollars is what revenue they generated, and so we really, if you talk about a multiple of sales, we bought it on a tremendous it's a heck of a deal the deal. Okay, I can't find those deals these days. If anybody has one of those deals, you come let me know and so. So that's how we ended up buying this company ten years ago and shortly thereafter, target comes knocking at the door and says, hey, we were having this discussion with the owners about, you know, potentially launching. Would you be interested? And I'm like, absolutely. And it was because they were going through this divorce that they couldn't get over the finish line, right? And so shortly after we buy, we're launching in target. But before I did that, one of the first things I did was because, if you ever, if any, it's probably so old you can't find it. But the label. When I first bought the company, when I was buying it, it was this woman's face with a big afro on the front and it had a cute little 70s vibe on it and it was in this white hdpe bottle which, by the way, those aren't recyclable. So I said first, we need to change this, we got to change the packaging, we got to upgrade the label, we need to make it universally appealing to all curly girls, because if I look at a woman with a big afro, I think tight, curly hair like mine right and our products work across the spectrum from wavy, like Courtney, to really tight, like Renee, and that wasn't representative on the label okay so we redesigned the label, changed the bottle from an HDPE bottle to a PET bottle, which is recyclable, and then just upgraded this packaging to what I consider a sleeker new look. Chris: Very good, Great story, Thank you. So back up a little bit, share a little bit, because so you go from big corporate consulting job some comfort in there probably. You mentioned travel and you did mention the mom aspect playing a role. But let's talk a little bit about actually getting the courage to take that leap out of the big corporate role into. I'm going to buy something that's all on me now to either make it or break it. Yeah, that had to be scary. Renee: It was, and I am fortunate in that. You're right. I had comfort. We have financial security. I had a husband who was, who still is, who's a senior executive in medical devices has nothing to do with anything about consumer products, but you know, we have the luxury for him to say I can carry this load, financial load, and I think that's the big mix, right? I tell people all the time if you're going to take that leap, you got to make sure you've got cash flow, because for not only for your, you know, for the company, but for you personally, right? Because there were several years where my husband called my business a hobby Because I was contributing nothing to the financial plan. Chris: In fact, you were probably taken away. Yeah, I was taken away. Renee: So every year I mean. So I wasn't drawing a salary. I didn't draw a salary for a couple of years after I, I didn't draw a salary until our tax accountant said you have to draw a salary because we're changing you from whatever tax to an S-corp. And I was like oh, wow, really Okay. So what am I going to pay myself? Okay, and then he goes Well, you have, and it has to be reasonable. So for probably three or four years after I bought the company, I didn't draw a salary. I was paying my employees but I wasn't paying myself. And so I think and I say all that to say yes, it takes a leap, but it also takes the ability and the willingness to take that financial hit Right. So were there things that we probably wanted to do as a family that we didn't do? Probably so. Chris: Yeah. Renee: Because I'm growing this brand and was there times I went to my husband like I need another thirty thousand dollars? Probably so. And because one of the things I specifically had chosen is I did not want, and I currently still don't want, to pull in private equity, vc any type of third party investor funding. That is a personal decision I've made and it's because I am a former accountant and I'm extremely financially conservative and I also don't want different incentives to help influence how I run my business, different incentives to help influence how I run my business, and what I mean by that is I personally just didn't want to have a PE company saying you need to do these three things because your multi, your EBITDA needs to look like this and your revenue growth needs to look like that. Right, so I could have we could have easily grown really fast, like a lot of brands do, and grown themselves out of business, or, but I chose the path to grow really conservatively Now, and so I think I say all that to say I think, yes, financially speaking, having the bandwidth to be able to float yourself and your company for a while is critical, and so don't take the leap if you're still, if you're at your job today, living paycheck to paycheck right, you have to have a cushion. Your job today, living paycheck to paycheck right, you have to have a cushion. So what that means is, maybe if you're trying to start the company, then you're running your business while you're living paycheck to paycheck and oh, by the way, you gotta stop living paycheck to paycheck because you got to start to build that cushion, right. So some of the you got to make sacrifices and I think that's the hard thing. Not everyone's willing to make the financial sacrifice that it takes to really run and grow a business without third party support. Now, in today's world, you can go get bc capital funding and you know money is flowing, or at least it was, you know but there, but there's sacrifices, but there's sacrifices with that, and so, yeah, that's great advice, you know. Chris: The other thing that you mentioned, as you were evaluating companies is one of my favorite words when it comes to business is passion. You passed on a ton of things because you weren't passionate about it. Renee: Yeah. Chris: You found something you were passionate about, and I think that's a lesson for people too, right Is? It's not easy to do. As you mentioned. Sacrifices have to be made. So if you're not really passionate about that decision to go be an entrepreneur, start your own business. It's going to be tough. Renee: Yeah, it's going to be tough, and so, because I have to wake up every day, I my passion is really helping people solve problems, and I do that through hair, because hair is a problem in the curly hair community. How do I maintain frizz? How do I keep it under control? How do I keep it healthy so it doesn't break? How do I keep it healthy so it can grow? How do I stop the scalp irritation? There's so many problems that happen in hair and so I what I think about. Like literally yesterday I was with my marketing team and we're talking about a campaign for the next month for products etc. Or really November, and I said, OK, what problem are we helping her solve? And that's literally the way I think about stuff what problem are we helping her solve? Because if we're not helping her solve a problem, then I don't have anything to talk about. Chris: Ok, Right, yeah, it's not going to move off the shelf. Renee: It's not going to move off the shelf thing to talk about. Chris: Okay, right, yeah, it's not going to move off the shelf. It's not going to move off the shelf. So another thing that you kind of alluded to, you went through somewhat. It sounds like a kind of transforming the business that you took over, right? You mentioned the product label and packaging. Let's talk. What else did you, you know, in taking that business over, did you find yourself having to change, and how did you go about making those decisions? Are either prioritizing them and you know we can't do it all- at once yeah, so what walk? us through some of the learning you went through that well, you know what's interesting is. Renee: So it wasn't much of a transformation, but it was. If you think about learning from a marketing standpoint, if you're going to buy a business, especially a consumer product company, and you buy it in today's world where we're so used to knowing who the owner is the first people don't like change. So one of the first things I had to do was convince our current customers that nothing had changed other than the label. The minute your package changes and it looks different, they're like the formulas have changed, it's not the same be the same. It's not the same product. So the first thing I had to do was convince them that this is the same product. In fact, I brought back discontinued SKUs that the receiver had stopped selling because they were slow moving. **Chris: How did you go about convincing the existing customer base? Nothing changed. Renee: So news articles, facebook articles, facebook social ads, like having live conversations, going live on social media all of those were things that I had to go in and dispute or Dubuque being like I was the person respond. There was no team, it was me and one other person. The first person I hired was a social media person. Okay, wasn't a warehouse person, it was a social media person because I knew being the being in the face of the customer was so important. So being live and answering questions online, answering the phone and people would call they will go. I heard that this wasn't the same formula. No, ma'am, it's the same formula. And actually having those, it was me having those live, one-on-one conversations. And so I think really touching the customer and being personal with her was the key to our success in in gaining that confidence. And we also you know this was early in the days of influencers we also had to partner with people to be able to talk about. Like it's the same stuff, guys, this is the bottle. This is the old bottle. This is the new bottle. This is both sides of my hair, no change. Chris: Okay, okay, very smart to especially, like you said, I mean so many people now the social media influencers have such impact on what products get picked up in the mainstream. Advert Hello friends, this is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyermillercom, and thanks for listening to the show. Chris:So let's move forward a little bit. Part of changing things new products. There's a level. You mentioned your marketing meeting yesterday. What do you do within the company to help kind of foster innovation and inspire your people to be innovative about the products? Renee: That's a tough one because it's hard. Here's the challenge that we have as a small company. As a small company, it's hard for me to afford to pay me like the equivalent of a me right. The woman or a man with the MBA in marketing who's got, you know, 10 years at Coca-Cola. I am oftentimes recruiting talent, that's learning and I'm teaching, as they, you know, grow up in our company and so innovation is really. You know, I'm usually in that meeting asking the provocative question Like do these assets, does this story come together like cohesively, what problems are we helping them solve? Like, I am there helping them think through and push their thinking a little bit forward. We'll sit and we just do brainstorming with, you know, little toys in the room and stuff to play with, but it's really just helping them kind of. All right, just toss some ideas out there. Let's just throw like what is this, what does this mean? What's her brand voice? What does she sound like? What does she look like? Like asking those questions to help them just kind of think outside of the box. Now, if she looks like this, so what kind of tone is she going to have? All right, so what would she say then? Okay, so let's talk about, like how then that manifests itself and how it shows up creatively, and so just helping them kind of drill down to the so what is really kind of the role I like to play. It's the role I'm playing right now because I'm looking for a marketing director. Chris: Okay, yeah, anybody listening out there. Renee: Anybody listening out there? Submit resumes. Chris: So you talked about some major players as partners that you have right, yeah. Target and Walgreens and CVS, et cetera. So let's talk a little bit about that. How did you go about? You kind of you told a little bit about Target, but what have you done and what have you found to be successful? And maybe strategies that weren't successful in forming those relationships, but maybe, even more importantly, fostering and maintaining those relationships. Renee: So forming on the forming side retailers. For those who may or may not know the space, they want to come to you in one of two ways either direct or indirect through a distributor. For a small brand like mine, it's usually hey, I don't want to service direct, I want you to go through a distributor. And usually it's because when you first launch, you're going to be in a handful of their stores not full distribution is what they call it so not in all 1700 Target stores, but I think we started out in a hundred and so we had to go through a third-party distributor, and so that distributor then opened the door to other national retailers for us. So if you're thinking about launching into a national retail partner and you're a small company like mine, your best route to market is finding a distributor that represents your category in a national retailer. So whether that's peanut butter, hair products, lotions, flat tires, whatever, so you have to go and find that distributor. So that was step one. Once we got that relationship, our job is to grow it by driving traffic through the stores and getting that sell through. If it's not generating units per store per week, it gets pulled right. So one person wisely said a retail shelf space is like real estate. Once you buy your home, you don't want to lose it to foreclosure. So once you've got that slot, my job is to defend those two slots. And when I say we're national retailers, we're not like a P&G where P&G dominates the shelf. We've got sometimes two slots, sometimes four, but we're not, we don't have 10. So our slots are really important for us at a retailer and so for me, maintaining the relationship comes back to driving the traffic to the store. But, more importantly, supply chain. So when I talked about growing too fast for some brands and having measured growth, it was very important for me because I understood I came from a consulting company, although I did did sales and marketing most of what we did as an organization was supply chain. I wasn't the supply chain person, but I like to say I knew enough to be dangerous when I bought Uncle Plunky's daughter. So because I understood supply chain, I knew that not, we could not risk. We needed to have safety stock, we need to have inventory levels that look like x, and so that's why I did what I called measured growth. And so you know the distributor may come to me and go. I can get you into Kroger, walmart. Nope, we're going to do one retailer a year, one big guy a year, because I need to make sure I can scale, I need to make sure my contract manufacturers can scale, I need to make sure my team knows what to do and they know how to execute and fulfill the requirements of that specific retailer and so that we are successful. So that was the way that we grew and that's kind of the way we've continued to grow. Chris: That's so smart, that discipline right. It's easier said than done, because you just start a company and you go a couple years not making any money, or what you do make you put back in the company and then you got all these great opportunities. Come at you once. Renee: It's easy to say yes yes, yes, yes and yes, but you can't fulfill those promises, no one will come back. And there are horror stories where brands have been like yes, I'll go into Target, walmart, kroger, heb, cvs and Walgreens all at the same time and they can't meet the demand or they launch and they don't have enough awareness in the consumer market to be able to support and drive the traffic in all of those stores. So you really have to focus on how you're going to grow, where you're going to grow, and how you're going to drive traffic into these markets and into those stores. Chris: I mean any details you can put behind that, just as some examples to make it a little more tangible of things that you did, things that you thought about. Okay, we have to get this right to kind of prove that we can go to the next level. Renee: Yes. So for Target we did a lot of in-store events, so we took Target. So imagine if I was doing replicating this across like five different retailers. But for Target back in the day, for social media was much more organic and less pay-per-play than it is now, right, so we would do like it's a 10-day countdown. You know, to Target we're launching in 10, 9, 8, like on social media, it was like running ads. Then we did a find us in the Target, so we would do these fun games on social media and our followers would have to find us in their local Target and if they found us and they won a gift card, so we were doing anything we could. We would do in-store events where we would just have a table popped up where you can try products, give away products, get coupons, you name it. We were doing it. Gotcha, we were doing events outside the store. Inside the store. I was rogue because I didn't have permission from Target to do this. I mean because that would have cost me tens of thousand dollars, right, Target, I hope you're not listening and so we would literally just grab a camera and kind of come in and we would kind of sneak our little basket through the store down the hall and we would sit in there and the manager would come like, oh, we're just doing some footage, and I would say I just launched and I'm really trying to help my business and they would get it because you know, their local store manager, and so they would allow us to do like a little bit of a, a little bit of a pop-up shop kind of thing, and they would allow it. Now, today they probably wouldn't allow it because we're probably a lot more disciplined, but 15 years ago, 10 years ago, they would allow it and so, yeah, so those are the things that we had to do. So imagine if I was doing that for sally, for walmart, for kro, all in the same year, and I'm still trying to drive the traffic right, because we were still a small brand. Chris: Sure. Renee: I still call us a small brand because you know, if I go to you and I say, have you heard of Uncle Funky's Daughter? And your answer is no, then I'm a small brand, right. If I say you cause, everybody's heard of Clorox, coca-cola, pepsi, all the things, right, lacroix, you name it, they've heard of it, they haven't heard of Uncle Funky's Daughter. And so we're still in constant mode of brand awareness, and so trying to build that brand awareness and drive demand in every retail shelf at the same time would have been a daunting task for a brand like ours. Chris: Sure, do you still have the Rice Village? No, okay, shut that down we shut it down. Renee: I shut it down when I bought the company. That was the condition of the acquisition, because the day that I went and discovered who the owner was of the brand and I was sitting there chatting up the guy, in about a four hour period that I was there, maybe three people walked into that door okay so that you know, my brain said all right, that's a like a revenue killer. I'm not, you're not driving revenue right you need to focus on driving traffic on the retail shelf, and so are. We have no physical retail store now. Will we once again one day, maybe in a different format? Right, because now you, my friends? Other people have said you guys should open up a salon, and I'm like so maybe we'll open up a salon where the products are available and featured, but a retail store exclusively focused on our products will not be in a timeline. Chris: Okay. So there's an example right of an idea from friends. Maybe you thought about it, of branching out from what's core to your business. So far you've said no because you haven't done it. Maybe it's still out there. Why have you not done that? And I guess what could you counsel some listeners if they're faced with that? Or maybe they've done it and trying to make it work Again. That's another danger point, right Before you kind of branch into something different. Renee: So there are two things what I think about. Again. I always go from management consultant first right when I think about my business. I don't think about it personally, right, I think about it objectively. So I can go deep in my vertical or I can go wide horizontally, and I can do both. And so right now, where we are as a brand, honestly, is we need to go deeper in R&D and innovation. So we have not had an opportunity to launch a new product since COVID, and so we're in the process of developing a new product, so that's my primary focus. A new product line so we're developing a new product line, so that's my front focus. New product line so we're developing a new product line, so that's my front focus. Then, as I start to think about adjacency, about how do we take our core and expand and pivot beyond. Do you go to Skin next and stay in consumer products and go into Skin? Do you go in the two places that I'm more actively looking at Skin is out there as a product extension, but that's still core to Uncle Funky's Daughter. Do you go and do you buy another small company within Rote Morris Consumer Group and now you build a portfolio of brands? Because that's, really what I wanted to do when I started Rote Morris Consumer Group. My vision is to have a portfolio of consumer goods brands that meet the needs of the community of color, whether it's beauty, so for beauty. So that could be hair, that could be skin, it could be makeup, it could be a variety of different things that help her solve her problems every day. So that's really the vision. And then I bought this building a couple years ago and we have this wonderful, amazing space, and so and I open up this space I'm looking around. What are we gonna do with the rest of this space? We have this whole first floor, we have a whole second floor that's unoccupied, and even before I bought the building, this idea of building talent and a pipeline of funky junkies is what we call our followers funky junkies yeah that's what we call our followers, our customers. But how do you start to build not only a pipeline of loyal customers but a pipeline of loyal users? And so I started thinking about what if you actually had a trade school? What if you actually started? What if you were the next Paul Mitchell for African-American hair products, right when there's a Paul Mitchell school and you're teaching natural hair instead of you know other treatments that they do, and those exist outside of Texas. There's one that exists in Houston, but not focused on natural hair, but focused on beauty school. And so for those people out there who choose to have a different path in life and not go to college, but they're looking for a vocation or trade school and they want to be a hairstylist or barber, do you create a space for them to be able to do that? So that's the second adjacency. And then the third adjacency is then do you go the other end? So I know how to do hair, I'm learning how to do hair, I've got hair products, I'm doing hair on the other side and that's where the salon comes in. So in all both ends of the spectrum, I am a deep analytical person, so it's understanding what's happening in the market. So in the salon side, you look and you have to figure out and this is for anyone right. You never take a leap in adjacencies just because you think you have the money, the capability, the resources, whatever. You have to understand what's happening in the market because you're not smarter than the whole market. You might be smarter than a couple people in the market, but not the whole market. And so when I look at the hair salon space, I knew of several people in the Houston market that had launched salons and they had failed. They had failed within a three-year cycle and they had failed because the type of offering service offering that they wanted to provide was challenging. And that's the same service offering that we would need to provide as a brand. Chris: Right. Renee: And resources and talent. Going back to this other end of the pipeline I was talking about, in the supply chain, those can be sometimes challenging resources to recruit and retain in a salon side, and so when I do the analysis, it's looking at the risk versus reward. How am I smarter than the next person? How do I learn from those failures and ensure that I can recruit talent where I'm not? I don't have a high degree of turnover. I can create brand consistency. I can create service levels that meet the needs of not only what I want to offer, but what our customers expect. I need to exceed it, and so, because I haven't gotten that magic formula yet, we're leaving the salon right here in the marketplace. Chris: It's still on the drawing board right. Still on the drawing board, I like. I like it well, as it should be, until you figure it out, right? Yeah well, so let's turn a little bit and talk a little more about you yeah in leadership. How would you describe your leadership style? How do you think that's changed or evolved in the last 10 years? Renee: so I am a type a, hardcore type a. I am a driver and I know that about myself. But I also know that one of my weaknesses as a leader is I don't micromanage. What I have learned to evolve because of my consulting background, right In a consulting world you know 20 plus years is how I was trained. I'm a former salesperson. You just go get it done right, you know. So that is that's kind of like my bread and butter, and you have a team of type A's that are pretty much driven just like you are. So when you guys have a clear plan and you've got the end goal, all you're doing is managing the type A's to make sure that they get to the goal right at a very high level. No one needs to. You set meetings to review the spreadsheet and the spreadshe's done right. Fast forward to Uncle Funky's daughter. You set meetings to review the spreadsheet and it's like, oh, I wasn't sure what I wanted to do, what you wanted me to do, so it requires much more. What I'm learning is it requires me to evolve my leadership style from one that's hands off, that's a little bit more hands-on, to make sure that my team understands where the bar of excellence is what our customers want from us, what the implications are when we miss deadlines, what the implications are if we ship the wrong product to the wrong customer, and so showing them and teaching them is where I've kind of learned. That's where my role is as a leader, really helping them really understand the implications of behaviors. And so I've evolved to from a leader that's I'm still. I still tell my team hey, I don't micromanage. If I have to, if I know it before you do, that's probably a problem, and so so they understand that, and so I think I'm still evolving my leadership style to adapt to a smaller company with a different team that thinks differently from the type A consultants with the MBAs that I'm used to working with, to the ones who you know maybe they don't have the MBA or maybe they're going to get it, or maybe they have a desire to get there, and so it really has required. It's a growth opportunity for me that I'm still learning to grow in, to be able to shift my mental mindset away from I got a team of driven people to I got a team that needs to be inspired, you know. Chris: Yeah, that's great. So what have you done to try to help you in the hiring process? Make sure you're making the best decision you can make about who you're bringing on your team? Renee: You know it's the hire slow, fire quick. Chris: Yes, another easier said than done. Renee: Easier said than done and that's where I am right now. Even in this open marketing director job that I'm looking for, it's really making sure I've gone through I go through so many, I go through all the resumes. My assistant will filter out the trash. But once she's filtered out the trash, I'm looking at those resumes going okay, is this someone who's going to? Because I'll openly say the reason I'm looking for a marketing director. I'll tell you this story. So I hire this person and she's from Adidas. She comes from Adidas background in marketing and she's Under Armour in marketing and she was in Latin America director of Latin America markets and she's just moved from Houston. So I'm thinking I've got a Latina because it's part of my demographic. That's awesome. She's got this global brand experience that's awesome. All in athleisure but transferable skills. It's marketing. She quits three months later, found another job in athleisure. So I interviewed, interviewed and found this one and this woman, you know, sold me on. I mean we had multiple conversations. I was like you know, sold me on. I mean, we had multiple conversations. I was like you know, hey. Chris: I'm really concerned about whether or not you know you can migrate from big company to this small company Cause it is a very valid concern. Renee: It's a big change. Right, you don't have a team. Your team is a team of three, not a team of 20. Right, and so your role really changes. And so she. You know, she convinced me that, but the lesson learned was that you know my spidey senses. I didn't listen to them. Like my spidey senses said, she may not stay. Like there were little things that happened along the way you get enamored with all the other stuff. Right, but I was so hungry to have a big company, someone to come in to show my team other than me, for them to hear it from someone other than me that this is what marketing looks like, Right, this is the marketing discipline that we need to have. And so she came in. She brought some marketing discipline. She heard that, you know she brought some value in the three months, but it was. It's been really a painful learning process, right, because now I'm short of marketing director, I'm stepping in, yeah, yeah. Chris: Well, what you alluded to there, right, is just the cost hard cost and soft cost when you make a bad hiring decision yeah Because you know you're having to fill the role or someone else. Renee: Yep, so that distracts, you, it's me right now. Chris: It distracts you from doing your full-time else. Yep, so that distracts you. It's me right now. It distracts you from doing your full-time job. Yep, you're now spending time going through resumes and going to be interviewing and you wasted, if you will, all the time on the one that only lasted three months. Yeah, so there's a lot of cost there. There's a lot of cost there. Renee: And then you're sitting there and knowing I've got to restart this whole process, I've got to try to maintain the momentum within my team this is the second marketing person they've had in the past year so and so how do you start to just kind of manage through that and so, instead of and when you get burned, that one time, as I'm looking at resumes, I'm looking at people with deep experience in a particular industry and I'm going oh nope. Chris: Learn, that is, that there's that bias creep right you're. You have to not let yourself penalize these people you've never met, just as they might look the same on paper yeah, as the one bad actor in the group. Renee: Yeah, and so you and you're right, and so I'm going well, and I'm having these conversations and then yeah, so it's just. Yeah, I think that's like one hiring, firing, hiring slow, firing quick. Chris: Sometimes, even when you hire slow, you still get I tell people it's part science, it's part art and it's the more process I think you can put in place and follow the better. But you're never going to be 100 right and I think figuring out the characteristics that work in your organization is something that you can incorporate into your hiring process and know that this is the kind of background traits, characteristics that thrive here. Renee: Yeah, and even and I would also say, listening to that, you know, those spidey senses that are coming with those thoughts creep in like, and they were coming like there were things, there were triggers that happened through the hiring process. Then I was like I'm not sure she's going to be a good fit. Like you know, for example, she called and said hey, can I work from home? I was like no, you cannot work from home. So that was like that was. Oh, renee, we're gonna do a whole episode on work from home. Oh yeah, oh yeah. And so those were the triggers of like, okay, she might not be the good fit. And when those were the when that happens to you, you got to listen to it and like and be okay with backing out. But I didn't listen to the trigger because we were so far down in the negotiation and I should have just said, you know, I don't think this is going to work out Right, and rescinded the offer. But I had already extended the offer, right, and I didn't want to have egg on my face. Chris:Sure. Renee: So I mean I, what I should have done is just let my ego go, rescinded the offer and continue to look. Chris: Yeah, or at least be upfront about this is starting to give me concerns. Here's why. Renee: Yeah. But I you know you know it's which I did that I did that okay, she covered it up she covered that up. She told me exactly what I wanted to hear, but still the those doubts were in my head and I should have listened to my gut. And that gut is a powerful thing. You know that, maxwell Galt, maxwell Galt Gladwell, it's a powerful thing. And if, when you listen to it, you're usually right, 100%. Yeah, 100%. Chris: Renee, this has been a fascinating conversation. Just to wrap it up, I have a few just personal things. I always like to ask yeah, what was your first job as a kid? Renee: Newspaper. I was a newspaper girl. You had a newspaper route? Yes, Absolutely I did. I'll be darned. My sister got up in the morning and helped me through my newspapers. Chris: You're not the first guest. That was their first job it was fairly common. Renee: You had to make me dig deep for that one. Chris: Okay, you made me dig deeper on this one. Sometimes people say this is the hardest question. Yeah, do you prefer Tex-Mex or barbecue? Renee: Barbecue no sauce Seasoned, very well seasoned, no hesitation. Chris: No, no hesitation and the woman knows what she wants. Yes, right. Renee: Don't bring me brisket with sauce on it. No. Chris: No sauce Extra seasoned. Renee: I want seasoned brisket, the moist kind. Okay, and, by the way, I'm not a Texan, but I moved to Texas and now I've been here 15 years and now it's like brisket barbecue. It's the only thing that I eat. Chris: I eat it's the only thing I want to eat. I might die of a heart attack, but it's the only thing I want to eat. I love it All right. So because you have four kids and I know your life's running crazy, this will be more of a fantasy. Renee: Yeah, if you could take. Chris: If you could take a 30 day sabbatical, where would you go? What would you do? Renee: Oh, I would be somewhere, probably in South Africa, in the, probably on a safari. I would tour safaris. I would go South Africa, kenya. I want to see the migration of animals. I would do that. Chris: I love it. Renee: That's where I would be. Chris: Renee, thank you so much for being on. This has been just a pleasure getting to know you and hear your story. Renee: Thank you. This is awesome. I listened to NPR how I built this. So this is like my. I feel like I'm excited. I've kind of done the NPR check. I like the how I built this check. Do you listen to that? Chris: I do, I do, I love it. I love that analogy. Renee: Yeah, it's great. Chris: Thanks again. Renee: Thanks for doing this. Special Guest: Renee Morris.

It's the first of the month and final day of Rodeo Week here on City Cast Houston! Host Raheel Ramzanali is joined by Pulitzer Prize finalist Evan Mintz and Houston Chronicle Taco Columnist Marco Torres to recap the biggest news of the week. From HPD's suspended cases hitting 264,000 to Houston being the epicenter for weather disasters, the trio are breaking it all down. Rodeo Week is brought to you by Tecovas. Gear up for the rodeo with boots, western wear, and accessories at their stores in Rice Village and City Centre! Featured stories: HPD found over 260k cases suspended Texas wildfire rages and burns over a million acres Texas towns brace for total eclipse  Houston Public Library celebrates 120th birthday Things you didn't know you could do with your library card The library's “toxic” work culture Intuitive Machines' spacecraft landed on moon! Evan's op-ed in the Houston Chronicle about affordable housing Houston at the epicenter of climate disasters Friends and family remember Maggie McKethan Houston Livestock Show and Rodeo celebrity goat milking competition Looking for more Houston news? Then sign up for our morning newsletter Hey Houston Follow us on Instagram @CityCastHouston Don't have social media? Then leave us a voicemail or text us at +1 713-489-6972 with your thoughts! Have feedback or a show idea? Let us know!  Interested in advertising with City Cast? Let's Talk! Learn more about your ad choices. Visit megaphone.fm/adchoices

Rodeo Week continues on City Cast Houston, and today host Raheel Ramzanali is chatting with professional cowgirl Taylor Hanchey. From unequal pay to navigating her career with a new adventure on the horizon, Taylor is talking about all the ups and downs of being a professional rodeo athlete! Rodeo Week is brought to you by Tecovas. Gear up for the rodeo with boots, western wear, and accessories at their stores in Rice Village and City Centre! Learn more about Taylor and Shane Hanchey Looking for more Houston news? Then sign up for our morning newsletter Hey Houston Follow us on Instagram Have feedback or a show idea? Let us know! or leave us a voicemail/text us at +1 713-489-6972 with your thoughts, we love hearing from you! Interested in advertising with City Cast? Let's Talk! Learn more about your ad choices. Visit megaphone.fm/adchoices

The City Cast Houston team is live from Tecovas store in Rice Village for a special Tuesday episode recapping some of the biggest news to start the week. Host Raheel Ramzanali, producer Carlignon Jones, and producer AK AL-Moumen are talking about how HPD dropped the ball in sexual assault cases, how far $100K goes in Houston, rodeo trivia, and more! Rodeo Week is brought to you by Tecovas. Gear up for the rodeo with boots, western wear, and accessories at their stores in Rice Village and City Centre! Featured stories: HPD to review 4k sexual assault cases NASA is looking for people to live on a 3D printed Mars simulator $100K salaries go further in Houston The community impact of the Houston Livestock Show and Rodeo Looking for more Houston news? Then sign up for our morning newsletter Hey Houston Follow us on Instagram Have feedback or a show idea? Let us know! or leave us a voicemail/text us at +1 713-489-6972 with your thoughts, we love hearing from you! Interested in advertising with City Cast? Let's Talk! Learn more about your ad choices. Visit megaphone.fm/adchoices

It's Rodeo Week here on City Cast Houston and we're getting things started with the best tips to know before you head to the Houston Livestock Show and Rodeo! From parking tips to picking the best food items, host Raheel Ramzanali, producer Carlignon Jones, and Hey Houston newsletter editor Brooke Lewis are sharing their best advice so you can tackle the rodeo like a pro! Rodeo Week is brought to you by Tecovas. Gear up for the rodeo with boots, western wear, and accessories at their stores in Rice Village and City Centre! What to know when planning your rodeo trip: Parking at the Rodeo Park and Ride info for the Rodeo Plan your visit for the Rodeo Interested in advertising with City Cast? Let's Talk! Looking for more Houston news? Then sign up for our morning newsletter Hey Houston Follow us on Instagram Have feedback or a show idea? Let us know! or leave us a voicemail/text us at +1 713-489-6972 with your thoughts, we love hearing from you! Learn more about your ad choices. Visit megaphone.fm/adchoices

Bitty and Beau's is a coffee shop that employs people with special needs and disabilities! We are so happy to welcome them to Houston, and Rice Village!

Today's podcast features the long awaited return of Rebecca Masson of Fluff Bake Bar! Eric and Rebecca dive into the latest news from the Houston restaurant and bar scene including Café Express' River Oaks location reopening after finishing up their upgrades, how excited we should be to have a chef like Jerrod ZIfchak coming to Houston, Top Chef alum Louis Maldonado being named executive chef at Andiron, and Rebecca catches listeners up on what she's got going on at Fluff Bake Bar. In the Restaurants of the Week portion Upside Pub and Kate Weiser Chocolate are featured. In the Guest of the Week section Eric is joined by Aaron Bludorn, Cherif Mbodji, and Jerrod Zifchak of Navy Blue. The guys speak with Eric about how they came together for the concept, what they've done in their respective careers beforehand, what they learned about Houston upon coming here, why they decided to go the seafood route with Navy Blue, why Rice Village felt like the right location, how they balance the workload with the structure of the team, developing the menu, Jerrod's tremendous seafood background that intersects with a legendary fish butcher, creating memorable moments for customers, what are the goals for Bludorn, and much more!     Follow Eric on Instagram and Twitter, plus check out some of his latest articles at Culturemap.com: River Oaks Fast Casual Restaurant Staple Upgrades with New Look and Fresh Eats Bludorn Team Reveals Chef and Menu Details on Highly Anticipated New Rice Village Seafood Restaurant Talented Top Chef Veteran with Michelin Cred Heads Up Sizzling New Steakhouse on Allen Parkway Where to Eat in Houston Right Now: 8 Best New Patio Restaurants to Fall for this Month with Al Fresco Fare Longtime Houston Jewish Bagel Bakery Dishes on Its Major Kosher and Name Changes Dallas-Based Sports Bar Rolls Out 2 Houston-Area Locales with Wall-to-Wall TV's, Fire Pits, and Gameday Eats

On today's podcast Eric is joined by Michael Fulmer to discuss the latest happenings from the Houston restaurant and bar scene including Cabo Bob's opening 3 new locations in the Houston area, The Chocolate bar returning with a new name and location, and Aaron Bludorn's new seafood concept that's heading to Rice Village. In the Restaurants of the Week Patton's and Roberta's are featured. In the Guest of the Week portion Eric is joined by the team behind The Big Vibe Group. Grant, Josep, and Marc speak with Eric about how this venture came together, what attracted each of them to this partnership since the splitting of Clark Cooper Concepts, the development/aesthetics of Gratify, why now was the right time for Flora, bringing something strong with Flora into the Mexican food scene, Josep's role in developing the menu at Flora, the inspirations for the food, Flora's decor, the focus on cocktails at Flora, how Grant's travels have inspired him, the latest details regarding Graffiti Raw and Daddy's Burgers, possibly going into other cities, and much much more! Follow Eric on Instagram and Twitter, plus check out some of his latest articles at Culturemap.com, such as: Favorite Austin Burrito Joint Unwraps 3 New Houston Locations This Summer Beloved Houston Chocolate Shop Makes Triumphant Return with Sweet New Name and Locale Aaron Bludorn's Team Makes Waves in Rice Village with True Blue Seafood Restaurant Top Chef Recap: Behind the Scenes of Chris Williams' Quickfire Showdown Houston's Billionaire Benefactors Gift $1.3M to Star Chef Chris Williams' Food Charity Acclaimed New York Pizzeria Fires Up Inside Downtown's Bustling New Food Hall

This episode is also available as a blog post: http://afghannewswire.com/2022/02/09/grandma-cooking-rice-village-style/

Bukola and Amara Aigbedion are the co-founders of Love & Make, a DIY workshop studio located in the Rice Village area in Houston, Texas.  They started their company in 2018.  This is a fun start up with a similar concept to “Painting with the Twist”.  At Love & Make, it's all about having people explore their creative side; making things with their hands, fellowshipping with loved ones, friends, coworkers, and having so much fun while doing it!  They were able to grow their business globally during the downtime of Covid in 2020 and currently have twelve employeesAmara & Bukola are sisters-in-law.  Amara graduated from the University of Houston with a Mechanical Engineering degree then later with an MBA from Berkeley.  Along with Love & Make, she is also currently working with a renewable energy company.  Amara lives in Houston and has a 19-month-old son.Bukola graduated with a Doctor of Pharmacy degree from the University of Houston.  She was a Pharmacy Manager with Target for 8 years and currently a Pharmacy Supervisor at one of Harris Health pharmacies in Houston. She lives in Katy, Texas with her husband and has 4 children, ages 2 to 18.Love and MakeChasing What Matters InstagramChasing What Matters Website 

Trying something new with the podcast, if you have a question that you'd like to ask Eric or a topic for him and his cohosts to discuss send them to Eric at eric@culturemap.com and he'll answer/discuss it on a future episode. Follow Eric on Instagram and Twitter, plus check out some of his latest articles at Culturemap.com, such as: Popular Bellaire BBQ Joint Heats Up New York Times List of 50 Exciting Restaurants Top Montrose Coffee Shop Levels Up with New Coffee and Pastry Talents New Non-Alcoholic Beer, Wine, and Spirits Shop Pops Open in Rice Village in Time for Sober October 7 Smokin' Houston Area Joints Sizzle on Texas Monthly's Surprising New Best BBQ in Texas List Houston Favorite Soul Food Restaurant Cooks Up New Heights Area Location 5 Things to Know in Houston Food Right Now: Openings, Island Eats, and a Farewell to Old Friends

Follow Eric on Instagram and Twitter, plus check out some of his latest articles at Culturemap.com, such as: Downtown's Hottest Hotel Fires Up New Steakhouse from Renowned Latin American Chef Promising Coffee Shop and Cafe Inside 4 H-E-B's Announces Imminent Shutter Pappas Family Revives Beloved Greek Restaurant with New Name and Location Nashville Hot Chicken Chain from L.A. To Open At Least 6 Restaurants in Houston Houston Cocktail Bar's New Pop-Up Shop Stocks Everything You Need for a Great Drink Boutique Houston-Owned Winery Uncorks New Tasting Room in The Heights Houston-Themed, Monopoly-Inspired Pop-Up Brings Insta-Worthy Environment to Rice Village

Join Katie as she meets with Chef Evelyn Garcia and gets a look into what it was like in the restaurant industry during this unique and challenging year. Her food can be found exclusively at kin by chef evelyn which is located in Rice Village or online at kinhtx.com

Check out Eric's latest articles at Culturemap.com (http://houston.culturemap.com/) , such as: 3 Buzzy Houston Breweries Can Now Resume Their Restaurant Operations (https://houston.culturemap.com/news/restaurants-bars/07-27-20-saint-arnold-brewing-company-restaurant-reopen-tabc/) New Nightclub Rises Above Midtown with a $1 Million Retractable Roof (https://houston.culturemap.com/news/restaurants-bars/07-20-20-rise-rooftop-nightclub-bar-midtown-sean-stauble-jersey-stauble-justin-ellerton-gino-vian/#slide=0) Brasserie 19 Owners Relocate Pop-up Burger Joint to Rice Village, Plot New Wine Bar (https://houston.culturemap.com/news/restaurants-bars/07-27-20-clark-cooper-concepts-restaurant-group-dunlavy-daddys-burgers-punks-simple-southern-food-new-bodega-wine-bar/#slide=0) Acclaimed Houston Chef Pivots from Downtown Restaurant (https://houston.culturemap.com/news/restaurants-bars/07-24-20-chef-dawn-burrell-kulture-pivot-meal-delivery-service-cloud-kitchen/#slide=0) Science-Minded Coffee Shop Brews Up New Location in Historic Montrose Building (https://houston.culturemap.com/news/restaurants-bars/07-24-20-blendin-coffee-club-new-location-3201-allen-parkway-star-engraving-building-radom-capital/#slide=0) Feast on Houston's Best Pizza at these 10 Piping Hot Restaurants (https://houston.culturemap.com/news/restaurants-bars/07-23-20-tastemaker-awards-best-pizza-finalists/#slide=0) Culinary Fundraiser Offers Houston the Chance to Ask Chefs Anything (https://houston.culturemap.com/news/restaurants-bars/07-22-20-ask-chefs-anything-culinary-fundraiser-southern-smoke-foundation-chris-shepherd/#slide=0) Texas Oyster Purveyor Raises the Sails on New Coastal Seafood (https://houston.culturemap.com/news/restaurants-bars/07-21-20-pier-6-new-seafood-restaurant-san-leon-prestige-oysters-chef-joe-cervantez-raz-halili/#slide=0) Common Bond Shakes Up North Houston with New Location and Fully Stocked Bar (https://houston.culturemap.com/news/restaurants-bars/07-21-20-common-bond-bakery-cafe-new-location-city-place-springwoods-village-spring-woodlands/#slide=0)

Our special guest this week is Chloe Dao, She has her own store 'Chloe Dao Boutique' in Rice Village in Houston TX, She is an incredible person with a big heart and is doing great things her community.

Check out some of Eric's latest articles on Culturemap.com (http://houston.culturemap.com/) including: Aaron Franklin and Tyson Cole to open Asian Smokehouse in The Heights (http://houston.culturemap.com/news/restaurants-bars/12-05-19-loro-asian-smokehouse-new-location-heights-hai-hospitality-uchi-franklin-barbecue-aaron-franklin-tyson-cole/#slide=0) Celebrity-Backed Houston Barbecue Restaurant Flames Out in CityCentre (http://houston.culturemap.com/news/restaurants-bars/12-11-19-international-smoke-restaurant-closed-citycentre-michael-mina-ayesha-curry/) Hot Houston Steakhouse Bringing Middle Eastern Flair to Rice Village with New Modern Israeli Restaurant (http://houston.culturemap.com/news/restaurants-bars/12-10-19-hamsa-new-restaurant-rice-village-israeli-cuisine-doris-metropolitan-itai-ben-eli-itamar-levy-sash-kurgan/#slide=0) Talented Houston Chef Parting Ways with Buzzy Downtown Food Hall (http://houston.culturemap.com/news/restaurants-bars/12-05-19-richard-knight-leaves-atlas-diner-bravery-chef-hall-catt-lee-anh-mai/) Nationally Acclaimed Ice Cream Shop Now Serving Scoops in The Heights (http://houston.culturemap.com/news/restaurants-bars/12-13-19-jenis-splendid-ice-creams-new-scoop-shop-heights/#slide=0)

Today on the podcast Eric is joined by Avondale Food and Wine owner Mary Clarkson to go through some of the latest news from the Houston restaurant and bar scene. Eric and Mary discuss Ronnie Killen partnering with Papa Johns pizza for brisket pizzas, Bellaire Food Street development with 13 restaurants heading to Chinatown, the latest details about Politan Row Food Hall coming to Rice Village, and much more! In the Restaurants of the Week portion, Sorriso Modern Italian Kitchen is featured.  In the Guest of the Week section Eric is joined by Ryan Lachaine of Riel Restaurant. Ryan returns with a bang, setting a new record on What's Eric Eating that may never be matched... yeah I think we can safely say it will never be matched. Plus the guys catch up on the latest happenings at Riel, the change in staff, the evolution of the restaurant, part of the story regarding a patron who definitely left a mark at Riel, pushing Houston's food scene forward, being 2 years into Riel, and Eric puts Ryan through the vaunted What's Eric Eating Lightning Round!

Tillman Fertitta has been inducted into the UH Athletics Hall of Fame, Rice Village singing competition crowns Rice University's Philharmonics champion, Texans players auctioning cleats for a cause

InterBrews episode 142 was recorded at Baileson Brewing in Houston, TX with founders Sarah Pope and Adam Cryer. Host Josh Stewart sat down with them at their brand new brewery near Rice Village to talk beer, life, dad jokes, Rambo and more. This is InterBrews.

This week CultureMap Food Editor Eric Sandler is joined by returning cohost Michael Fulmer, cofounder of the Houston Barbecue Festival. Eric and Michael kick things off this week previewing Houston Restaurant Weeks 2017. Plus the guys discuss Nao Ramen closing in Rice Village, the Original Beaver’s closing for the summer, and MidiCi: The Neapolitan Pizza Company opening a new location inside the loop. This week’s Restaurants of the Week section features 2 places in the Montrose area, Lowbrow and Nobie’s Restaurant. In our Guest of the Week section, brought to you by 8th Wonder Brewery, Eric and Michael talk all things whiskey with Mike Raymond the owner of Reserve 101. The guys discuss with Mike how he became interested in whiskey, when it became a drive to share that love for whiskey with others, what he does to keep Reserve 101 different from other whiskey bars, and much more! What’s Eric Eating’s Guest of the Week segment is brought to you by 8th Wonder Brewery. Visit 8thwonderbrew.com for brews, events, taproom info, and more! #EricSandler #WhatsEricEating #MikeRaymond #Reserve101 #MichaelFulmer #HoustonBarbecueFestival #HoustonRestaurantWeeks #NaoRamen #RiceVillage #OriginalBeavers #MidCi #NeapolitanPizza #Nobies #Lowbrow #Montrose #8thWonderBrewery #Houston #Restaurant #food #Beer #Whiskey

Show 102 starts with a quick discussion on Bill and Stig's ailments. Bill's mom goes to a baseball game. The pair goes to break with sound from a first time fan at the BCBC. At 6:16, Stig and Bill get the first beer at Warehouse Live. Stig upgrades equipment for the Muses and talks about Earth Day and Record Store Day. Bill and Stig then recollect some of their favorite moments over the last 100 shows, including a little sound from the Thrill interview. Show 43 was a big one for Bill. Burlesque artist Matt Finish takes us to break.  At 15:50, Stig brings an eyewitness report from Upper Kirby including a car rally, the breast cancer walk, and firemen. Also, parking meters at Rice Village are discussed. Bill brings a report on the Texas Legislature and Dan Patrick. Burlesque artist Persephone Illyri takes us to break. At 22:36, Bill and Stig begin the sports segment with Astros and Rockets news, included is a bit of discussion on the Patrick Beverly incident. Stig also covers some changes at the Houston Symphony as well as an upcoming "Music of Prince" show. Ben Folds recent appearance is featured. Burlesque host Nick T'Vegan takes us to break.  At 32:24, the show makes history due to wardrobe. Bill introduces us to the "Dick Code". Stig looks into the future! Burlesque artist Ariel Helvetica closes the show but there's a special surprise if you listen through the credits! For complete show notes and links including musical citations - javamuses.javatime.us

News from Lovelady Texas, a town frequently visited by the V.Black Male and his friends. A.B. visits Alfredas Soul Food Kitchen, and rides past a free Clinic.