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Mami Coco owner Gustavo De Los Rios has been in the restaurant industry since arriving in the United States in 1996. “I’ve been in every single position that you can imagine, every single one, from dishwasher to line, to bartender, to serving, to manager, and owner,” he said. He had previously owned a successful restaurant, but the hour-long commute meant missing precious time with his then-newborn daughter. After selling that business, he started driving for Lyft. It was during one of these shifts that fate intervened. Hungry one day, he stopped at one of his favorite places to eat. When he saw the space next door was for lease, he went straight home to his wife to discuss diving back into the restaurant business.
Together they decided to open Mami Coco, named after his mother-in-law. And this time, De Los Rios knew exactly how he wanted to run it.
How strong service drives sales
For De Los Rios, there’s a crucial difference between service and hospitality. “Sometimes you’re like a psychologist,” he said. “A little bit of sports, a little bit of this, many joys, problems, this and that. You become a little bit like a counselor,” he explained. At Mami Coco, they ask customers for their names because they want to know them, not just serve them. This approach has created a loyal following, from government employees to local business owners.
This dedication to hospitality quickly grew into recognition, not just from their customers but restaurant critics as well. In 2021, they were ranked No. 76 in Texas, and by 2022, they had climbed to No. 10 in the United States on Yelp’s top restaurants list. “That day I couldn’t manage it because it was overwhelming,” De Los Rios recalled of the day the ranking was announced. “It was a line to get in; I saw the girl [cashier] freak out. She was just constantly moving like, ‘please stop this.'” But they adapted quickly, expanding their team and adjusting their operations. That momentum continued on with features on Telemundo, Univision and The Texas Bucket List, and in 2023, they won a taco showdown on Good Morning America.
Building teams for multiple locations
With three businesses, two Mami Coco locations, and a steakhouse partnership, De Los Rios credits his success to his staff. “I don’t [manage the restaurants]. My staff does. I have trust in them,” he explained. This trust even extends to recipes. When a former staff member was leaving, she offered to share her green salsa recipe. “I told her, I said, you have to know that everyone is going to know this recipe, so it is up to you. And she said no worries.” To this day, Mami Coco continues to credit her for the green sauce that customers love.
To manage multiple locations effectively, De Los Rios relies on technology. Through Square, he monitors sales data, tracks inventory, and manages payroll across locations. The system helps him keep an eye on everything from staff clock-ins to top-selling items, allowing him to maintain quality while giving his team autonomy.
Using capital to expand
For restaurants, lack of access to capital coupled with narrow margins often makes cash flow top of mind. Many banks consider restaurants high risk, especially after COVID. But De Los Rios has found a solution through Square Loans. “Square has lent me money in the hardest times, when I needed it,” he said, adding that the offers appear in his account even when he wasn’t actively seeking them. He uses the loans for everything from repairs and upgrades to marketing and expansion, ensuring the business can grow while maintaining quality. This access to capital has helped him seize opportunities when they arise, whether it’s fixing equipment or opening new locations.
He looks back on his journey and credits fate to his success as much as the foundations of hospitality and trust the business is built on. He says his focus is always on the customer, that knowing their names is as important as knowing his numbers. That approach isn’t limited to his patrons, it extends to his staff who carry on this philosophy and have opportunities to make their own contributions to the restaurant. For him success isn’t measured just in growth or numbers – it’s measured in the daily act of taking care of people, both customers and staff alike.
