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Los Tres Chiles didn’t start with a splashy grand opening, a marketing budget, or a carefully staged “soft launch.” It started the way a lot of great local restaurants do: with hard-earned experience, a gut-level hunch, and a community that showed up when it mattered. If you’ve ever eaten in Bennett Valley and felt that rare mix of comfort, consistency, and real hospitality, Gus Gutierrez’s story will sound familiar—in the best way.
From Busser to Restaurant Leader (1994 and Beyond)
Gus’s restaurant education began early and hands-on. “Okay, well, I started when I was 17 working as a buster. Like in Las Guitarras in Novato, owned by my family, my aunt and my uncle.” From there, he kept climbing. “I worked my way up to be a server and a manager. That was in the year 1994.”
Those early years weren’t just about learning the front-of-house flow. He absorbed the full ecosystem of restaurant work—service standards, kitchen rhythms, leadership, and the constant reality that you can’t coast. As he put it, “So I learned pretty much every aspect of the restaurant, but you never stop learning on a restaurant.”
When his family expanded operations, he stepped into more responsibility. “They opened a second restaurant in Cotari, which became Las Guitarras de Cotari, which I was called to be a manager there.” He ran it until a major turning point in 2008. “I ran the restaurant for quite a year until my cousin passed away in 2008.”
After that loss, the future was uncertain. The business shifted hands, and Gus supported the transition as best he could. Eventually, the restaurant was going to be sold—and Gus had to decide what came next.
The Moment Bennett Valley Called
Sometimes a new chapter starts with a phone call. Gus remembers a friend reaching out with an unexpected lead: “Hey, Gus, I know that your business is closing. It’s a restaurant in Venice Valley. I never heard of Venice Valley before in my life.”
He knew Rohnert Park. He knew Santa Rosa. But not “Venice Valley”—which, in the way interviews sometimes go, is clearly Bennett Valley. Still, the point wasn’t the name. It was the opportunity, and the feeling he got when he saw the space.
“It was a Saturday… I hurt my knee and I went over there and I looked at the place. And right away, I fell in with it because the location and it’s like, okay, this is a sign that, you know, this is for us.”
What did he see that others didn’t? Potential—and a specific kind of potential that’s rare in neighborhood centers. “Tell about the location you liked. The patio in the back. It stacked away and you can have, I saw the potential in the patio. A lot of places don’t have.”
He also understood the practical side: traffic, anchors, and daily visibility. “And you have Safeway there as one of the anchor stores. And it was also at that point, it was Starbucks. So it’s, know, that the traffic is going to be there.”
Not everyone agreed. “Contrary to some of my friends, he was like, they’re like, hey, Gus, I don’t think it’s a good idea… there is no visibility. You’re always the back.” But Gus trusted his instincts: “But I had a hunch that like, this is the one, you know.”
Then came the leap. “We agreed right away. give him a damn payment of a thousand dollars and a check. It’s a good fate. And that’s how our journey started.”
Opening Day: No Ads, No Soft Launch—Just Open
When Los Tres Chiles opened, it wasn’t a polished rollout. It was a real opening, with real nerves and real bills coming due. Gus didn’t have a playbook for launching from scratch. “No, no, no, no. You know, I manage restaurants, but I never opened one. So I don’t know what soft or anything like that. We just went and opened. We didn’t do any advertising.”
The first day was quiet. “And the first day we only had like seven or eight tables.” For any owner, that’s a stomach-drop moment—the kind you feel in your ribs. “So I was like, oh, my God, you know, like, you know, all these bills coming in, you know, as you start.”
They opened with what they had and built from there. “We had barely any money to open… We used the same chairs and, you know, rearranged everything little by little.”
And then the thing that makes or breaks a neighborhood restaurant showed up: the neighborhood. “But little by little, the community of Bennett Valley is always being very supportive. So a little by little.”
Community First: How Los Tres Chiles Built Loyalty
Gus didn’t wait for customers to discover them—he went where community life already existed. “And then I got to reach, I reached to the schools and say if they needed anything, like burritos, anything we can do, a dine-up, donate.”
That kind of outreach isn’t just goodwill; it’s relationship-building. It tells people you’re not trying to extract business—you’re trying to earn it. In return, word traveled the old-fashioned way: happy customers talking. “So little by little, we started to chip away, chip away, and people coming in, and, you know, they liked the food, they liked the service… and then the world started to spread.”
Where the Business Stands Today
Los Tres Chiles opened in 2011. “2011? 2011, when we opened it.” From those early days—“one cook, one dishwasher, a server, and one buzzer”—the operation has grown into a significant local employer and a steady presence in Bennett Valley.
Today, the restaurant handles serious volume. “We increased an order on a good day with all the apps that we have. We can go to 175 to 180 orders per day.” And the team has expanded accordingly: “But now we have 21 employees. 21 employees.”
Even with that growth, Gus talks about success with humility, like someone who knows restaurants don’t get to declare victory. “If you would ask me, even 2012, what do you think you’re going to be in 10 years, 15 years? I wouldn’t know that we were going to be in this position…”
The Real Challenges: 2025, Costs, and Customers Cutting Back
When people talk about restaurant challenges, they often focus on staffing. Gus’s perspective is different—because he’s built a workplace where people stay.
He points to retention with pride: “I said, 2024, I think we only had one person.” That’s rare in food service. “So they stay as a family. We create a good environment where everybody’s looking forward to work.”
For Gus, the bigger challenge is demand—customers tightening spending. “The biggest challenge is, I want to say that the people are cutting back on eating out.” He sees it in the patterns of regulars. “There was one customer that used to go at least five times a week… and now it’s come back to three.”
At the same time, expenses keep climbing. He offered one vivid example that every restaurant owner will recognize immediately. “I remember when the most expensive thing that we pay at PG&E, the most expensive month of year was like $3,500… Now it’s over $5,000.”
Still, he keeps returning to gratitude. “But it’s just, we’re still blessed by having the support of the community.”
Customer Service as an Investment (Not a Debate)
Ask Gus what makes Los Tres Chiles stand out, and he doesn’t talk about a single secret dish. He talks about how you treat people—especially when something goes wrong.
His approach starts with an invitation: “And if you any day of the week come in and the food doesn’t taste like you’d like to, let us know. Let us know because it helps us fix the problem.” He reinforces the mindset behind it: “They say, I don’t get mad or nobody’s supposed to get mad. Everybody should be glad and thank you because you told me that there’s something wrong with my food and I need to fix it.”
Then he makes it right—without hesitation. “First, you don’t have to pay for it, for that. Number one. And second one, what can I make it? What can I do for you to make it better? Do you want me to remake it? Always, always that.”
He even frames “loss” as long-term gain: “To me, it’s an investment in the person. It’s an investment that, you know, they’re going to refer you…”
That philosophy extends to employees too. Consistency matters, and systems matter. “You need to taste your food… now we weigh everything… everyone can make the same beans, but not put different amounts of salt.”
Small Changes, Less Waste, Better Service
In 2026, Gus is also focused on thoughtful operations: less waste, more care, and more communication with guests.
One example is chips. “We used to give a big basket of chips… half away, you throw it away.” So they adjusted. “So we went on a smaller side.” When customers ask why, he explains directly: “Instead of me wasting chips, I’d rather be in front of you and say, do you need… I can get as many chips as want, the longest I don’t throw it away.”
Same with water service. “We used to give up 16-ounce glasses filled with water. Most of the times, you dump the water. So I told my service, I said, no, let’s go to the small ones…” And he ties it back to hospitality: “Plus, I make sure that you’re being taken care of it because I come back, you need some more water, I refill your glass. I give you a better service.”
It’s a practical approach that reflects how Gus thinks: service first, waste less, communicate more.
Looking Ahead: Reaching New Customers Without Losing the Soul
For 2026, Gus is clear-eyed about the reality of modern marketing. “Trying to keep up, it’s always the new things like, you know, Instagram, TikTok, Facebook, how do we reach those new customers, the new generation…”
Rather than forcing it, he brought in help. “So we did hire someone to take care of the media to help us out because it’s something I can cook, I can do anything you want, computer, but media is not my thing.”
And it’s working. “To a point that we’re getting people all the way from Petaluma… and they come in because they saw a TikTok that they created.” The feedback still surprises him in the best way: “Because I saw you on TikTok, or I saw you on Instagram, and we’re like, wow, it does.”
Why He’s Not Expanding—and Why That’s the Point
When asked about opening another location, Gus doesn’t hedge. “No.” The reason isn’t fear; it’s priorities.
He’s honest about the cost of growth in this industry: “A restaurant business, it can, it can enslave you.” He’s seen what it can do to families. “I have friends who have restaurants. They become slated. And their family, sometimes they get tear apart because of that.”
For him, success includes being present at home. “And I never miss a soccer game with my kid. I coached his team since he was six until he was 16.” He’s built a partnership that supports balance. “Luckily, I have a partner who, when I’m not there, he’s there.”
In a world that constantly pressures owners to scale, Gus’s definition of winning is refreshingly grounded: “Sometimes it’s like if you’re making it and you have a nice living and everything, I think that’s more important sometimes than just grow.”
The Takeaway: A Local Restaurant Built on Trust
Los Tres Chiles is a case study in what happens when experience meets humility, when service is treated as a craft, and when a restaurant grows in step with its community instead of trying to outpace it. Gus didn’t build the business by chasing trends—he built it by listening, fixing problems quickly, training for consistency, and treating every guest interaction like it matters.
If you live in or pass through Bennett Valley, this is the kind of local story worth supporting—not just because the food is good, but because the values behind it are even better.
You can visit Los Tres Chiles at lostreschiles.com
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