Meet the American Founder Who Built California Burrito, India’s First Authentic Mexican QSR Brand That Clocked ₹196 Cr in Revenue in FY24

For years, fast food in India meant pizza, burgers, or fried chicken. Mexican food was barely on the map. 

But to Bert Mueller, a 20-year-old American who first came to Jaipur on a study-abroad program in 2010, the gap was obvious. Indians loved rice, spice, and layered flavors. Why wouldn’t they love Mexican food done right?

Two years later, he was back in Bengaluru, betting his savings and a tortilla press on a hunch. Joined later by Dharam Khalsa and Gaelan Connell, Bert built California Burrito into a ₹196 crore chain with more than 100 stores. 

The goal was simple: stay authentic and prove that burritos could be an everyday meal.

Meet the Founders

“I was going to be a movie soundtrack composer. Music was my first love, not business. But my trip to India changed everything,” Bert recalled.

Back in the U.S., he pitched the idea sparked during his semester abroad to his close friends: Dharam Khalsa, whose parents had converted to Sikhism, and Gaelan Connell, an actor known for Bandslam. 

Dharam brought operational discipline, an eye for costs, and a pragmatic mindset. Gaelan added the creative lens, shaping California Burrito’s storytelling and positioning. 

Bert was the spark, but the three together became the team that would redefine Mexican fast food in India.

Bert Mueller’s Journey to India

At the time of Bert’s semester abroad, the U.S. economy was still recovering from the 2008 financial crisis. Jobs were scarce, especially in creative fields like film scoring, which he had been pursuing. India, by contrast, was growing quickly.

“India had tremendous energy and great growth potential. The U.S. was still in recession… India felt vibrant,” Bert said.

Living in Jaipur gave him a closer view of Indian daily life. He stayed with a host family, took classes, and explored the city. 

“It was an eye-opening experience. Like Steve Jobs or The Beatles coming to India… it changed my view of the world and how things work,” Bert recalled.

Food stood out to him almost immediately.

“Every corner had a vendor, and people loved eating out. Food wasn’t just eating here, it was social,” he shared. 

One day a Mexican-American classmate cooked burritos and shared them with local friends. The reaction stuck with Bert. People who had never tasted Mexican food enjoyed it instantly. 

That moment planted the seed for what would later become California Burrito.

When he returned to the U.S., friends asked why he wanted to build a career in India instead of staying home. His reasoning was straightforward. 

“If I start a business in India, I’ll learn more in 10 years than anywhere else,” Bert said.

Identifying the Market Gap

When Bert began thinking seriously about starting up in India, the QSR scene was crowded but narrow. Pizza, burgers, and fried chicken dominated malls and tech parks, with little space for anything else.

“There was almost no burrito,” Bert recalled.

The launch of Taco Bell in Bangalore around 2010 confirmed his hunch that Mexican food could have a market. People were willing to try something new, even if Taco Bell’s menu leaned heavily toward Indian adaptations. 

“Rice, beans, tortillas, salsa, it’s not that different from Indian food. Rice bowls, burritos, nachos, tacos… we thought at least one would work,” he said.

At the same time, urban eating habits were shifting. Young professionals were eating out more often, cafeterias were overflowing, and delivery was beginning to take root. 

Bert saw a gap between global QSR giants and local snack chains, a space for a fast, customizable, and wholesome meal that felt both fresh and familiar. 

That became the opening for California Burrito.

Raising $250k from Friends and Family

California Burrito did not begin with institutional backing. 

The first money came directly from the three founders and their families. Bert had been working summer jobs through college and had put most of those earnings into the stock market. 

“I’d saved every summer job paycheck and invested well,” he said.

When the time came, each founder contributed around $15,000, and their parents matched with additional support. 

To build confidence beyond that circle, the team began documenting their process online. They posted on Tumblr about scouting Bangalore neighborhoods, importing equipment, and learning to make tortillas at scale. 

“We were 22-year-olds in a country we didn’t know, doing a business we didn’t know. People were skeptical… but the Tumblr convinced them we were serious,” Bert recalled.

The blog gave distant friends and relatives a window into the hustle and helped turn curiosity into backing. Over time, enough small checks added up. Friends, extended family, and a few early believers invested, bringing the total seed pool to $250,000. 

“It was family, friends, and fools, but clearly not fools, because it worked out,” Bert said. 

That money was enough to secure the first location, buy kitchen equipment, and hire a small team.

Introducing California Burrito

California Burrito is built on a simple idea: bring authentic, California-style Mexican food to India - fast, fresh, and affordable.

From day one, the brand positioned itself around three core formats:

• Rice Bowls- a familiar entry point for Indian consumers, customizable with proteins, beans, and salsas.

• Burritos- the hero product, tightly rolled tortillas stuffed with rice, beans, vegetables, and meat.

• Nachos, tacos, and salads - designed to complement the menu, adding variety for both office-goers and casual diners.

But what set California Burrito apart wasn’t fusion or Indianisation, it was authenticity. 

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Day One in Embassy Golf Links

The first store opened at Embassy Golf Links, directly opposite Goldman Sachs. On Day 1, sales hit ₹1.7 lakh across 600+ transactions.

The location was a deliberate choice, targeting young professionals who had traveled, were open to trying global food, and valued quick service. 

“Bangalore is the America of India. Cosmopolitan, lots of tech parks, people who’d traveled abroad. Real estate was cheaper. It was the right place,” Bert recalled.

Challenges in the Early Days

Building the first store was far from smooth. Equipment like tortilla presses had to be imported, and ingredient prices fluctuated wildly. 

“One of our employees said, let’s just buy a truck and go to the market ourselves. It wasn’t glamorous, but it was survival,” Bert said.

Training staff became another hurdle. Most employees had never seen a burrito before. Teaching them how to roll tortillas, portion beans, and prepare salsa took time, and high turnover meant starting over often.

 Choosing locations also came with lessons. The first store thrived thanks to steady office traffic, but a standalone store in Koramangala bled cash for months. 

“We learned, stick to what works before experimenting,” Bert said.

Even customers needed guidance. Many unwrapped the foil completely, spilling their burritos. The staff had to explain how to peel it gradually. 

Suppliers were unfamiliar with black beans and jalapeños, and deliveries were inconsistent. With no advertising budget, word of mouth was the only driver. 

“Looking back, those early struggles built our DNA, scrappy, resilient, and close to the customer,” Bert said.

Menu Philosophy: Authenticity Over Indianisation

From the beginning, California Burrito was pushed to adapt its menu to Indian taste. 

Investors and advisors suggested adding flavors that would feel safer for customers, but Bert resisted. He believed authenticity would be the brand’s strength.

“If you’re doing Japanese pancakes in India, do the perfect version from Japan. Same with Mexican food. Authenticity is our edge,” Bert explained.

The team doubled down on cooking from scratch and fresh ingredients. Salsa was made in-house, guacamole was prepared daily, and tortillas were rolled by hand. 

This clarity helped build long-term trust with customers. 

Product Strategy: Rice Bowls, Burritos, and Value for Money

The first product that clicked in India was the rice bowl. 

“Rice is something people are comfortable with,” Bert said. 

It gave office-goers a filling meal that felt familiar but came with new flavors. Burritos, initially doubted, grew steadily as customers got used to the format.

Affordability was central to the strategy. California Burrito positioned itself as a full meal at the price of a pizza slice.

 “We’ve always tried to leave value on the table. Prices have risen slower than inflation over 12 years, while store-level margins stay above 15%,” Bert shared.

The philosophy was clear: meals should be customizable, craveable, and priced for daily consumption. 

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Farming Avocados and Tomatillos in Karnataka

Sourcing authentic ingredients proved to be one of the hardest problems. Local avocados were too watery for guacamole. 

“If we want the best guacamole in India, we can’t use the local variety meant for milkshakes,” Bert said. 

The team decided to build their own supply chain.

They imported 500 avocado trees from the U.S. and partnered with farmers in Karnataka. Later, they did the same with tomatillos for salsa verde. 

“No one else was crazy enough to do this, but it makes our salsa unique,” Bert recalled.

Owning parts of the supply chain became a competitive moat. It secured consistency, lowered dependence on imports, and allowed California Burrito to deliver a product unmatched in freshness and authenticity.

Early Expansion: Tech Parks, Malls, and Standalone Stores

California Burrito’s expansion began with discipline. 

An advisor from Krispy Kreme told them to replicate their first outlet five times before diversifying. 

“Minimal marketing, immediate sales. It’s tempting to go everywhere, but discipline matters,” Bert said. 

The team focused on tech parks first.

Once tech parks proved reliable, they added malls and later standalone stores. Tech parks gave weekday volumes, malls provided weekend traffic, and standalones helped test neighborhood dining habits. Each new format was chosen carefully.

The approach allowed the company to scale steadily without overextending. By balancing different formats, they reached customers across office, leisure, and local settings while learning what worked best.

Why California Burrito Avoided Franchising

Like many others, California Burrito tested franchising briefly. Two outlets were opened under the model, but it did not last.

“Control was the issue. If we can generate enough cash to open stores quickly, why bother? Franchising can give short-term growth but long-term headaches,” Bert said.

Owning stores outright meant growth was slower, but systems and standards stayed intact. Customers got the same product whether in a tech park in Bangalore or a mall in Hyderabad.

This decision gave California Burrito tighter operational control and avoided the dilution many QSRs face when franchisees cut corners.

It became one of the brand’s defining choices.

Marketing Strategy 

In the beginning, the Mexican QSR brand spent almost nothing on marketing and that was a mistake Bert believes.  

For years, their growth relied on word-of-mouth. 

After COVID, digital became central. Instagram campaigns used memes, playful offers, and behind-the-scenes content to connect with younger customers. 

“We want to be youthful and fun. That’s how you connect with Gen Z,” Bert explained.

Simple promos like “2 tacos for ₹49” went viral, bringing in first-time customers. 

“Suddenly, people who’d never heard of us tried us,” Bert recalled. 

Social media gave the brand a wider reach at relatively low cost.

California Burrito During COVID-19

The pandemic nearly broke the business. With dine-in collapsing, delivery became 90 percent of sales.

“We were very unprofitable through COVID. We sold company vehicles, took loans from investors, and cut costs to survive,” Bert said.

Employees accepted salary cuts to keep the company afloat. Many stayed because they believed in the mission. The founders tightened operations, cutting anything that wasn’t essential.

Though painful, the crisis reshaped California Burrito. It created leaner processes and a culture of resilience that carried into the recovery years.

Recovery and Post-COVID Growth

By 2022, sales rebounded. Offices reopened, and delivery habits stuck. 

“The crisis forced us to be leaner and smarter. Now we’re more resilient,” Bert said. 

The company emerged stronger than before the pandemic.

The mix of dine-in and delivery gave California Burrito a more balanced model. Customers who discovered the brand on Zomato or Swiggy continued ordering, even after returning to offices.

Unit Economics: Breaking Down a ₹300 Burrito Bowl

California Burrito’s model was designed around affordability and efficiency. 

A ₹300 burrito bowl breaks down roughly as: 38% COGS including packaging, 10% labor, 8% rent, 3% marketing, and 5% utilities.

That leaves a store-level margin above 15%. 

“Our ₹300 bowl is designed to feel like a full meal at the price of a pizza slice. That’s why customers keep coming back,” Bert said.

He adds that pricing has been carefully balanced with inflation. 

“Over 12 years, we’ve raised prices slower than inflation. We’d rather build loyalty and scale through volume than short-term profit” Bert explained. 

Funding Milestones 

California Burrito’s funding journey is unusual in the Indian QSR space - small, disciplined, and built mostly on internal accruals.

• 2011: $250,000 from friends and family

• 2013: $750,000 angel round (with early backer Adhvith Dhuddu)

• Post-2013: No large institutional rounds; growth funded by store cash flows

• COVID: Bridge loans from existing investors to survive the crisis

By avoiding the pressure of aggressive venture money, California Burrito could scale cautiously, refine its operations, and protect its culture. 

As Bert often emphasizes, the decision to grow slowly but steadily may have limited speed, but it ensured survival in a tough category.

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Revenue & Growth

California Burrito’s growth has been steady rather than explosive,  a deliberate strategy to stay capital efficient. 

The company opened its first store in 2012 at Embassy Golf Links in Bengaluru, right across from Goldman Sachs. By 2016, it had expanded to around 15 stores, most of them inside tech parks where volumes were reliable.

By 2023, the chain counted 73 stores across South India and NCR, generating strong cash flows without institutional backing. In FY24, revenue crossed ₹196 crore, making California Burrito one of the few QSRs of its scale to reach that milestone through disciplined growth.

In February 2025, the company opened its 100th store in Bengaluru, where it all began. 

Reflecting on the milestone, Bert said, “Crossing 100 stores was emotional, it felt like proof that our crazy idea had worked”

The Road Ahead: New Markets, New Opportunities

The company is now targeting 300 outlets across India. 

Expansion will continue in metros but also push into Tier 2 cities with growing young populations. 

“We’re just getting started. India can take 300 stores. Maybe someday, we’ll even go back to the U.S.,” Bert said.

The team is also exploring international options, though cautiously. Scaling abroad will only happen once systems are strong enough to replicate consistently.

But Bert’s dream doesn't end there.  

“Our goal is to make California Burrito India’s Chipotle - but done sustainably, the Indian way, step by step,” he explained.

Key Takeaways from California Burrito’s Success 

California Burrito’s success wasn’t about one big gamble - it was about small, steady choices that added up over time.

1. Market Timing: They entered when QSRs meant pizza or burgers. Mexican food was new, but close enough to Indian tastes to click.
2. Customer Familiarity: Rice bowls worked first. Once people trusted those, they moved on to burritos, tacos, and nachos.
3. Supply Chain Innovation:Instead of compromising, they grew avocados and tomatillos in Karnataka, building a moat few others dared to.
4. Controlled Expansion:They stuck to proven formats - tech parks, then malls, then standalone stores and avoided reckless growth.
5. Balanced Channels:Dine-in built the base, delivery saved them during COVID. Together, the mix made the brand stronger.

From a single shop in Bengaluru to a ₹200 crore chain, California Burrito shows what’s possible when you grow with discipline. 

As Bert puts it, the dream is still unfolding: the first hundred stores were just the start.

Author’s Note:All quotes, figures, and insights in this article have been sourced from publicly available interviews, podcasts, and published articles.