When Alex Morgan packed his bags and left Chicago in 2017, his friends thought he was making a huge mistake. Taking $50,000 in savings to India to start a burrito chain seemed like a recipe for disaster. Eight years later, his company “Burrito Bandits” operates 37 locations across five Indian cities and generates $23 million in annual revenue.
“I saw an untapped market for Tex-Mex food in India’s growing urban centers,” Morgan explains from his company headquarters in Bangalore. “Everyone told me Indians wouldn’t embrace burritos, but I believed cultural tastes were evolving, especially among younger professionals.”
Morgan’s journey wasn’t always smooth. His first location in Mumbai barely broke even for eighteen months. Local food suppliers couldn’t consistently provide key ingredients like cilantro, avocados, and specific chili varieties essential for authentic flavors. Rather than compromise, Morgan established his own supply chain.
“We now work directly with 128 farmers across southern India who grow specifically for our restaurants,” he says. This farm-to-table approach not only solved supply problems but created a marketing advantage over competitors who relied on imported ingredients.
The turning point came in 2019 when Morgan made a crucial adaptation to his menu. Instead of forcing traditional Mexican recipes, he developed the “Tikka Masala Burrito” – blending familiar Indian flavors with the burrito format. Sales doubled within three months of introducing this fusion item.
Financial analysts point to Morgan’s timing as particularly fortunate. India’s food service industry has expanded at approximately 8% annually since 2018, according to a recent McKinsey report. The premium casual dining segment, where Burrito Bandits operates, has shown even stronger growth at 14%.
Rohit Patel, restaurant industry analyst at Mumbai Financial Services, notes, “Morgan entered the market just as India’s middle class began actively seeking international dining experiences. His willingness to adapt to local tastes while maintaining authenticity created a perfect hybrid concept.”
The company’s success hasn’t gone unnoticed by investors. Last year, Singapore-based Horizon Ventures acquired a 22% stake in Burrito Bandits for $12 million, valuing the company at approximately $55 million. The capital infusion will fund expansion into five additional Indian cities by 2026.
Morgan credits much of his success to his staff development practices. Unlike many food chains in India that experience high turnover, Burrito Bandits boasts impressive retention rates. The company pays above-market wages and offers unusual benefits like family health insurance and educational stipends.
“My restaurant managers earn three times what they would at comparable positions elsewhere,” Morgan points out. “It costs more upfront but saves millions in training and quality control long-term.”
The COVID-19 pandemic presented unexpected challenges. When restaurants closed during lockdowns, the company pivoted to “Burrito Meal Kits” delivered directly to homes. This initiative not only preserved revenue but expanded the customer base beyond traditional restaurant-goers.
“The meal kits now account for 28% of our business,” explains Priya Sharma, Burrito Bandits’ Chief Marketing Officer. “We discovered many families who wouldn’t typically visit our restaurants but love preparing our food at home.”
The company faces growing competition as international chains eye India’s burgeoning food market. Taco Bell now operates 16 locations in India, while several local startups have launched similar concepts. Morgan remains unfazed by the competition.
“We maintain advantages through our established supply chain and deep understanding of regional flavor preferences,” he says. “Each of our locations adapts certain menu items to local tastes while maintaining our core offerings.”
Morgan’s journey offers lessons for entrepreneurs considering international ventures. His willingness to adapt while maintaining core product integrity proved crucial. Equally important was his commitment to building local relationships rather than imposing a rigid American business model.
