It’s every entrepreneur’s dream to take an emerging brand and scale it to become a category leader. There are three legs to the stool that must be solid to become category leaders—brand, product, and infrastructure. Brand and product are differentiators, but even the best brand and product ideas won’t thrive without a relentless focus on infrastructure, consisting of leadership, systems, process, people, technology, innovation, and vision alignment at every level of the organization.
I’ve spent my career elevating and scaling some of the biggest brands in the restaurant category, and today, I’m applying those same principles to Bad Ass Coffee of Hawaii. In just five years, we’ve taken a struggling legacy name and built one of the fastest-growing, most culturally resonant emerging brands in the coffee category.
Here’s the framework any emerging brand can use to punch above its weight and become a category leader.
Build More Than a Brand—Create an Identity
The first mistake many emerging brands make is thinking that a logo or a product line is enough. True category leaders stand for something bigger—they create identities that invite inclusion, inspire loyalty, spark conversation, and energize both customers and team members.
At Bad Ass Coffee of Hawaii, our identity is rooted in Hawaiian culture and ‘ohana, unapologetically bold, rebellious in spirit, and laser-focused on fueling your “inner badass.” This isn’t just marketing copy—it’s our brand DNA—it’s how we seek like-minded franchisees, hire, train, design our stores, and engage within our communities.
When your brand has a clear identity, customers don’t just buy your product; they buy into your movement. And that emotional connection is nearly impossible for competitors to replicate.
Invest in Operational Infrastructure Early
You can have the most compelling brand story in the world, but without a solid operational infrastructure, growth and scale will face significant challenges. Category leaders think infrastructure first—leadership, people, process, systems, training, technology, and innovation.
Don’t wait until growth explodes to implement scalable systems. For example, we committed to a “franchisee-first” support philosophy to prioritize the priorities when making infrastructure decisions on everything, including real estate and construction support, robust back-of-house operations technology, an integrated customer loyalty platform, and adoption of a comprehensive online communications and education portal.
Bottom line: If our franchisees succeed, the brand will succeed. The result? Stores across multiple markets are seeing a 7+% year-over-year performance growth rate, and our multi-unit franchise momentum is stronger than ever.
Hire for Hustle and Heart
Talent makes the difference between a brand that stagnates and a brand that dominates. But it’s not just about a strong resume—it’s about energy, curiosity, commitment, and alignment with your vision.
We look for people who bring hustle and heart to every decision. That means leaders who innovate, team members who care, and franchisees who see their business as part of a bigger purpose. For example, our Chief Brand Officer, Iain Douglass, doesn’t just bring extensive Fortune 500 brand know-how to our aggressive growth plans, but he’s a creative force who is helping unlock brand potential, unify our brand voice, deepen community engagement, and launch campaigns that bring the Aloha Spirit to life in authentic ways. The takeaway? Hiring for culture and mission pays dividends.
Future-Proof the Customer Experience
Customers today expect more than a product; they expect a brand they can identify with and evolves with them. Category leaders anticipate these expectations and adapt experiences to stay relevant, seamless, and memorable.
For us, that means blending premium Hawaiian coffees and culture with an innovative menu, branded merchandise that celebrates lifestyle, and community impact initiatives like wildfire disaster relief and Give a Hoof Week to support the donkeys that inspired our name. We’re not just selling coffee; we’re creating experiences that align with our identity and values, fostering loyalty that goes beyond transactions.
By future-proofing customer experience, you make your brand indispensable. You keep people coming back not just for what you sell, but for what you stand for.
Going from an underdog to a category leader is about more than growth—it’s about vision, courage, and intentional action. The brands that rise to the top are the ones creating movements, scaling with a clear brand identity, and building businesses that stakeholders are proud to champion.
The formula for success is deliberate: build a brand identity that resonates deeply, invest early in scalable infrastructure, hire for impact and heart, and prioritize the customer experience at every touchpoint. Done consistently, these steps deliver more than just strong performance—they establish staying power, cultural relevance, and the foundation for a lasting legacy as a dominant category leader.
Scott Snyder, CEO of Bad Ass Coffee of Hawaii, is helping this legacy brand break boundaries and redefine what “emerging” really looks like. His strategic prowess has elevated nearly 40 brands in the food & beverage sector, including giants like Chipotle, Jamba Juice, Jimmy John’s, and more. Now, he’s building Bad Ass Coffee through a bold, intentional evolution – and the results speak for themselves.
In 2024 alone, Bad Ass Coffee signed 13 new multi-unit development agreements and is on track to open 23+ stores in 2025. With momentum building and a passionate franchisee community behind it, this brand is fusing high-performance growth with premium Hawaiian coffee and a strong cultural identity.
