How He Grew His Coffee Shop to $45 Million in Revenue

20 years in the past, Gregory Zamfotis was at a crossroads. He was a second-year legislation scholar at Brooklyn Regulation Faculty and had simply been supplied a full-time place at an actual property legislation agency. The one drawback was that Zamfotis needed to open his personal enterprise. 

“I grew up within the meals enterprise,” he explains in a brand new interview with Entrepreneur. “My father operated plenty of ideas in New York Metropolis, so I grew up working with him.”

Zamfotis labored at his father’s sandwich store throughout his time in legislation college. By the top of his training, he was successfully working the place. He wound up “actually having fun with” the work and contemplating it as a possible profession. He knew he needed to start out a enterprise of his personal someday, separate from his father’s endeavors. So after graduating from legislation college, he took his curiosity and fervour for espresso and his expertise working in meals service, and determined to open his personal espresso store. He was 24 years outdated. 

“For those who have been within the Midtown Monetary District, the areas the place the vast majority of New Yorkers are spending their time working, the one choices for espresso actually have been Starbucks or Dunkin,” Zamfotis says. “I believed that was an enormous alternative as a result of I grew up working there. I needed to take what I had discovered, apply it to the espresso trade, and do it in part of the town that was extraordinarily underserved on the time.”

Zamfotis began by opening one espresso bar on Park Avenue and determined it might merely be higher than something round it. The plan was to obsess over the drinks, the components and the texture of the place till it earned a everlasting slot in New Yorkers’ day by day routines.

Day after day, cup after cup, that little store became a magnet for regulars who didn’t identical to the espresso; they have been loyal to the model. The identification sharpened round daring, playful branding and a menu that refused to chop corners. 

“We needed to do a top quality specialty espresso operation in a quantity setting,” Zamfotis says, describing early days when he put in “70 to 80 hours every week” on the retailer to verify it ran precisely as he envisioned.

What stunned him

What Zamfotis didn’t totally perceive on the time was how exhausting it might be to do espresso exceptionally properly at scale. “I assume I used to be stunned at simply how advanced doing espresso very well was,” he says. “The one method we have been gonna win is that if we might differentiate ourselves from the nationwide gamers or the opposite individuals doing espresso across the block.”

That realization pushed him right into a type of self-imposed espresso bootcamp. He visited outlets, attended conferences and immersed himself within the craft. “I had to spend so much of time and vitality not solely visiting different espresso outlets, touring, going to conferences, listening to audio system, and simply pouring myself actually into all issues espresso, to make myself an skilled,” he says.

That work modified the tradition and the product. “There’s a distinction between doing issues properly and doing issues nice,” he explains. As he elevated the espresso program and coaching requirements, clients started noticing the distinction — and saved their day by day behavior. “Clients, perhaps to start with, have been coming due to all the opposite issues…nice service, quick, handsome retailer…then as soon as I began to raise the espresso program greater and better, whereas additionally preserving all these different components so sturdy, that’s after we actually began to make issues higher,” he says. 

Right this moment, Gregorys roasts its personal beans in Lengthy Island Metropolis, bakes contemporary pastries and emphasizes personalization — from milk selections to syrup ranges — whereas nonetheless shifting quick. The aim, Zamfotis says, is that clients ought to really feel like they’re sacrificing nothing: not time, not high quality, not choices.

Scaling from one retailer to 53 — and to $45 million

Zamfotis estimates the primary store took 12 to 18 months to search out consistency; the corporate hit the $1 million annual gross sales mark round yr two or three. That traction gave him the arrogance to open a second location roughly two and a half years after the primary — and it was an immediate hit. 

“When the primary location might have taken 12 to 18 months to stabilize, the second location was secure from the get-go…very busy from the day we opened,” he says.

From there, development grew to become a operate of programs and folks. “I’ve all the time mentioned you possibly can solely develop as quick because the individuals [you have] to assist execute,” Zamfotis says. For about 12 years, each single particular person ready of authority at Gregorys was promoted from inside, typically beginning as baristas.

That philosophy helped the corporate develop from two shops to 53 throughout New York, New Jersey, Washington, D.C., Florida, California, Arizona and Tennessee. The financials now replicate that footprint. “Final yr we did simply round $40 million,” Zamfotis says. “This yr, I imagine the projection is nearer to love $45 million.”

Exploring franchising

In some unspecified time in the future, Gregorys hit a crossroads: maintain grinding out company shops one after the other, or admit that the “unbelievable field” they’d constructed was sturdy sufficient to share with different operators and scale sooner than a single staff ever might. That’s when Craveworthy Manufacturers and its CEO Gregg Majewski stepped in as managing associate and company operator in August 2025, bringing a platform constructed for franchising, from coaching to shared companies that might assist a nationwide push.

“We knew that if we needed to proceed to develop the model on the velocity that was vital, the one method was to connect to franchising,” Majewski tells Entrepreneur in a brand new interview. 

Now, with a 20-year monitor report and a typical retailer pulling in roughly $1 million in annual income (with excessive performers round $1.6 million and drive-thru fashions at about $1.4 million), Gregorys is not simply the underdog Park Avenue café. It’s a New York–cast espresso model entering into the franchise highlight, aiming to promote 50 to 75 areas in its first yr of franchising this yr and alluring operators to go toe-to-toe with the largest espresso gamers in America.

“Any model that’s been across the trade so long as that and has been profitable in as many markets because it has over the 20-year timeframe is ideal for franchising — particularly while you constructed your fame in one of many hardest cities on the earth to function in, New York,” Majewski says. Gregorys has “a bunch of regulars that completely reside and die [for] this model,” Majewski explains. 

Craveworthy Manufacturers brings scale muscle to franchising ambition. The agency has 21 manufacturers in its portfolio, eight of that are already franchising, and it gives the infrastructure that early franchisees typically lack: coaching, shared companies, development assist and operational programs constructed to duplicate efficiency throughout shops. Craveworthy’s portfolio consists of manufacturers like Massive Hen, Taffer’s Tavern and Genghis Grill. 

For would-be franchisees, Gregorys is now pitching itself as a method right into a coveted section that may in any other case be exhausting to entry. Majewski notes that “among the greater gamers are offered out or aren’t accepting.” Gregorys presents a build-out price “anyplace from $200,000 to $700,000,” he says.  

Why franchising works

Majewski is obvious about why he believes franchising works, not only for Gregorys however throughout Craveworthy’s portfolio. On the franchisor aspect, the hurdle is guaranteeing programs and procedures are in place so the corporate can prepare successfully and execute the product persistently. 

On the franchisee aspect, the problem is extra psychological: “following the programs and procedures and reminding your self that you just purchased right into a system,” he says. The promise is that if the system is properly designed and correctly adopted, it exists “for a cause so that you might be profitable.”

Majewski insists that tradition is the differentiator in a profitable franchise. He says success comes from “establishing an unbelievable tradition within the system” and ensuring operations are easy sufficient to duplicate. “If any idea is ever too difficult, you possibly can’t have the consistency,” he explains. 

The aim is that “while you stroll right into a retailer in Indiana or a retailer in California, you get the identical expertise,” he says. For Gregorys, meaning defending not solely the espresso high quality and menu but in addition the texture of a model born on Park Avenue and refined in New York Metropolis’s day by day grind.

20 years in the past, Gregory Zamfotis was at a crossroads. He was a second-year legislation scholar at Brooklyn Regulation Faculty and had simply been supplied a full-time place at an actual property legislation agency. The one drawback was that Zamfotis needed to open his personal enterprise. 

“I grew up within the meals enterprise,” he explains in a brand new interview with Entrepreneur. “My father operated plenty of ideas in New York Metropolis, so I grew up working with him.”

Zamfotis labored at his father’s sandwich store throughout his time in legislation college. By the top of his training, he was successfully working the place. He wound up “actually having fun with” the work and contemplating it as a possible profession. He knew he needed to start out a enterprise of his personal someday, separate from his father’s endeavors. So after graduating from legislation college, he took his curiosity and fervour for espresso and his expertise working in meals service, and determined to open his personal espresso store. He was 24 years outdated.