Born and raised in the Tampa Bay area, Chon Nguyen has crafted a legacy that’s as dynamic as the city he calls home.
From technology to hospitality, his ventures reflect a rare combination of innovation and heart. His story is one of curiosity, grit and an unrelenting drive to turn challenges into opportunities. All told, across his business lines, Nguyen’s businesses are doing $13 million in annual revenue as of 2024.
Bridgette Bello, publisher and chief executive officer of Tampa Bay Business and Wealth, interviewed Nguyen in front of a live audience at JC Newman Cigar Co., in Ybor City. This transcript has been edited for length and clarity.
What’s the experience of being on the TBBW cover been like?
It’s been fantastic. So many people have reached out. Seeing the magazines everywhere at the Valspar Tournament, especially with my son there, made it special. When I asked him if I’m cool yet, he finally gave in. It’s been humbling and really enjoyable.
You’ve recently announced exiting the lease at Nebraska Mini Mart. With so many concepts now, how do you decide when it’s time to let go?
Exiting Nebraska Mini Mart (located at 4815 N Nebraska Ave, Tampa) was bittersweet because it was our first venture into hospitality. But, operationally, an outdoor space was challenging. As we expand, we’re continually assessing where resources are best invested. When an opportunity arose to exit early, despite it being tough emotionally, we felt it was strategically the right decision.
Can you share any upcoming projects?
Not tonight! (laughs)
You run a Managed Service Provider (MSP), a software (SaaS) company and hospitality ventures, simultaneously. How do you manage juggling those different industries?
I’m fortunate to work with amazing teams in each area. At the MSP, my experienced leadership team executes our vision seamlessly. In hospitality, my partners were already creative, skilled operators. I add value, mainly, through my technology and operational experience. Essentially, it’s about complementing each other’s strengths.
Practically speaking, how do you prioritize your time?
I use strict time blocking. Monday, Tuesday and Thursday, I focus on Newgentek (MSP); Wednesday is dedicated to my restaurant partners; Friday mornings are for the software company and Friday afternoons are reserved for reviewing and planning. Evenings are typically filled with client dinners and business commitments.
Although hospitality is just one of your three industries, you’ve mentioned challenges unique to hospitality. Can you elaborate?
Absolutely. Hospitality is a uniquely challenging industry. It combines all the usual business complexities with operational intricacies of running what amounts to a nightly show. Everything in the kitchen is precise and controlled. Balancing that operational rigor, with rising food costs and labor expenses, makes it a particularly demanding industry.
You also mentioned tariffs as an unexpected challenge.
Yes, tariffs, particularly on wine, have become a concern. Combined with already rising food and labor costs, any increase significantly impacts our margins. Eventually, that translates into higher prices for consumers, which presents yet another challenge.
Labor continues to be an ongoing issue?
Definitely. Pre-pandemic, we hired tech help desk employees for $13 an hour, now, we can’t get kitchen staff for less than $20 an hour. There’s a limit to how much consumers will pay for a burger, so it’s a constant balancing act.
Balancing business and family life, especially in hospitality, can be challenging. How do you manage that?
It’s quality over quantity. My wife and I have been together since high school; she’s always known the demands of entrepreneurship. We try to make our time together meaningful, despite a busy schedule. She’s patient and incredibly supportive, which makes everything manageable.
You’ve achieved considerable success at a young age. Can you share a significant failure and what it taught you?
Entrepreneurship is filled with ups and downs. One thing I regret is not being more open about challenges sooner. Joining groups like Vistage taught me the value of transparency, early on. Being honest about struggles helps avoid unnecessary pain and accelerates problem-solving.
Can you specify a particular failure?
Nebraska Mini Mart stands out right now. Although it’s painful to close something special we built for the community, it’s taught us valuable lessons about strategic planning and resource allocation. While it hurts to acknowledge a misstep, seeing it as a learning opportunity is crucial.
Partnerships can be challenging, yet yours have been successful. Can you discuss how they’ve contributed to your success?
I once had a partnership that ended due to philosophical differences, which taught me a lot. However, when partnerships align, they’re invaluable. Good partners push you to improve, hold you accountable and complement your skill sets. My current partnerships have greatly enhanced our success and innovation.
Any final reflections on your journey?
I’m incredibly grateful for the community support, amazing partnerships and family backing. Every challenge has been a steppingstone. Closing Nebraska Mini Mart, although tough, symbolizes our commitment to thoughtful growth. I look forward to future ventures and continued community engagement.