Mike Johnson was taken aback when he first visited an Ojos Locos a few years ago.
What he found was a brand that really hit home with the Latin consumer, from the music to the decor and scratch-made menu. He recognized it was a brand that could “do some really great things.”
Little did he know that sometime down the line he would meet with founder Rich Hicks, who sold him even further on the concept. Since early 2022, the sports bar has grown from 18 to approximately 35 restaurants, nearly doubling in size. That growth requires additional structure and operational support across the system. That’s where Johnson fits into the picture as the new COO.
“I really connected and was able to really just understand his vision of the brand and how it came to life and how it resonated for him and why they wanted to create this brand,” Johnson says. ” …I felt like I was already working for him when we were talking. I saw the potential and the way it speaks to the consumer, the Latin consumer especially, and there’s a tagline that says ‘gringos are welcomed’ as well and so it’s a fun play.”
Johnson entered Ojos Locos with his own set of accolades. At Xperience Restaurant Group and Real Mex Restaurants, he earned the President’s Council Award for Leadership and Operational Excellence and the company’s Leadership Award.
He spent the first 45 days of his tenure working with Omar Benitez, senior vice president of operations, and meeting with teams, managers, and other staff to really understand where the company stood. He concluded Ojos Locos’ playbook is “hands down solid.” But that didn’t mean there wasn’t room for improvement.
The biggest opportunity, according to Johnson, is ensuring consistency across all markets. The other part is working with different levels of management, from a beginning manager all the way up to regional director or senior VP, to hone their skills on leadership and execution.
To tackle consistency, Ojos Locos will begin experimenting with kitchen display systems. Johnson believes it’s the missing piece to drive food quality, speed, and efficiencies, especially since everything is made from scratch and fresh to order. For instance, Ojos Locos could use the screens to make sure employees are sticking to the right recipes.
“It’s imperative that our team and our cooks follow that recipe,” Johnson says. “A teaspoon or a tablespoon of salt missing in a dish can really throw that off …The sauces are all made in-house. Our wings come in fresh. Our hamburgers come in fresh. There’s nothing frozen. I mean, it’s really impressive, and that was probably the other big one that caught me off guard. Usually when you go to a sports bar, the food, you could say it’s not at that same level as a normal dining experience, and I was pleasantly impressed with how the quality of food is at [Ojos Locos] and now we just got to make sure we’re executing it to basically the standard that is expected back to the consistency aspect.”
Additionally, the company prides itself on offering 29-degree beer. The goal is to deliver it “frozen where we want a volcano of ice to come out of that frozen mug,” Johnson says. There are several components that go into making that happen, and Johnson wants to “tighten up those checks and balances” to ensure every location is bringing home that brand promise.
Johnson also took a look at how Ojos Locos could improve its manager-in-training program so they’re set up for success when they begin leading restaurants.
“Training is such a big piece and everyone learns different. And so it was really looking at how are we teaching them and then how do we make it more connective tissue per se or how do we get it more connected within the [manager-in-training] program and within our training program for the hourlies …That was the biggest piece is just getting more connective tissue so to speak or connected with the employee itself and having check-ins and shoulder-to-shoulder conversations, Zoom calls, Teams calls. It’s a collaborative effort on all parts.”
Johnson says the company’s long-term vision is rooted in growth, team development, and deeper community ties. With a restaurant set to open in October during Hispanic Heritage Month, he emphasizes that expansion will go hand in hand with investing in employees—helping staff move from hourly positions into management roles to build what he calls a “championship team.” He added that Ojos Locos is also focused on strengthening connections with local communities through partnerships with charities and neighborhood organizations, ensuring the brand grows while staying true to its foundation.
One part Johnson doesn’t need to help solve is staff’s belief in the brand.
“The one thing they all collectively like is ambiance and the experience that we provide our guests,” Johnson says. “[Ojos Locos] is the place to be for when there’s a Real Madrid, Barcelona soccer match. I’ve never seen anything like that in my career,” Johnson says. “That environment, that ambiance you feel when you walk in, you feel like you’re at the soccer match.”
