In Colombia, where entrepreneurship is often associated with extreme risk and corporate social responsibility is frequently reduced to rhetoric, Crepes & Waffles stands out as a powerful exception as a business model with social impact.
The story of this iconic brand did not begin in a professional kitchen or a business incubator, but in a university classroom. It was there that Beatriz Fernandez and Eduardo Macia, then students, developed a graduation thesis that explored the feasibility of a restaurant inspired by European cuisine, built on efficient processes, a strong identity, and a deeply human vision.
What started as an academic project eventually became a company now recognized not only for its commercial success, but for having built one of the strongest models of female labor inclusion in the country. Crepes & Waffles does more than serve food: It creates opportunities, economic autonomy, and social mobility, particularly for women heads of household.
From classroom to real world: a project with social vision
When the couple opened their first restaurant in Bogota in 1980, they had neither major investors nor prior experience in the restaurant industry. What they did have was a clear conviction: A business could be profitable without losing sight of ethics or social responsibility.
From the beginning, the company grew organically. Each new restaurant was conceived as an extension of the previous one, with close attention to product quality, customer service, and working conditions. Unlike business models that prioritize rapid expansion, Crepes & Waffles committed to internal coherence, understanding that growth without a strong organizational culture is ultimately fragile.
That approach allowed the brand to develop a solid and recognizable identity across Colombia.
The founding couple and a different corporate culture
Beatriz Fernandez and Eduardo Macia did not design their company as a rigid hierarchical structure, but rather as a space where people matter. From decision-making to talent management, the company was built around relationships based on trust and shared responsibility.
Beatriz, in particular, played a central role in shaping the company’s social focus. Her leadership has been marked by a sensitivity rarely seen in the business world, especially in historically precarious sectors such as food service. Under this vision, work was no longer viewed solely as an economic transaction, but as a tool for personal and collective transformation.
The success of Crepes & Waffles can be attributed to multiple factors: A consistent culinary offering, a welcoming brand experience, and carefully managed growth. However, one element runs through the entire model: its labor policy with a social focus.
Rather than treating social responsibility as an added cost, the company integrated it into the core of its operations. This not only strengthened its reputation but also fostered an internal culture based on commitment, stability, and belonging factors that, in the long run, are also economically sustainable.
Hiring women heads of household: a structural decision
One of the most distinctive pillars of Crepes & Waffles is its decision to prioritize the hiring of women, particularly women who are heads of household. This policy did not emerge as a temporary campaign or a response to external pressure, but as a conscious reading of Colombia’s social reality.
In a country where many women bear sole responsibility for the economic and emotional support of their families, access to formal employment remains limited. The company understood that offering stable jobs to these women meant directly improving the well-being of entire households.
Today, nearly 90% of the company’s workforce is made up of women, an exceptional figure within the restaurant industry. This decision has shaped not only staff composition but also the very identity of the brand.
The social purpose and women’s empowerment behind the model
Crepes & Waffles’ social approach is rooted in a simple yet powerful idea: Decent employment is one of the most effective tools to reduce inequality. By providing formal contracts, stable income, social security, and opportunities for advancement, the company helps reduce economic vulnerability for thousands of women.
This model recognizes that empowerment does not come from discourse alone, but from tangible material conditions: fair wages, stability, time, training, and recognition. For many employees, joining the company has meant leaving informal work behind, gaining access to health care, and being able to plan for the future with greater certainty.
The Crepes & Waffles case of a business with social impact is particularly significant in a sector where labor is often unstable, underpaid, and feminized at entry levels, yet dominated by men in leadership positions. The company has challenged this pattern by actively promoting women’s internal growth, with many advancing into supervisory, managerial, and leadership roles.
This empowerment goes beyond career advancement. It involves rebuilding self-confidence, strengthening economic independence, and creating female role models within and beyond the company.
When a woman head of household achieves job stability, the impact extends far beyond her individual circumstances; she becomes a catalyst for change within her family and community.
From an economic perspective, this model demonstrates that investing in women generates a multiplier effect. From a social standpoint, it contributes to breaking cycles of poverty and dependency passed down across generations.
A tangible impact on thousands of lives
Over more than four decades, the cumulative impact of this policy has been profound. Thousands of women have found in Crepes & Waffles not just a job, but an environment of support, training, and respect. The company has created workplaces that allow for a better balance between work and family life, recognizing that caregiving is also a form of productivity.
This approach has resulted in strong employee loyalty, low turnover, and a solid organizational culture — clear evidence that employee well-being and business efficiency are not opposing goals.
Today, Crepes & Waffles operates more than 180 restaurants and approximately 130 ice cream shops across Colombia, with a presence in the country’s main cities. Its growth has been accompanied by diversification in formats, ranging from full-service restaurants to specialized ice cream shops and delivery-focused concepts.
This expansion has taken place without sacrificing the coherence of its social model, reinforcing the idea that impact can scale without being diluted.
More than a restaurant: a benchmark for social impact business
Crepes & Waffles proves that another way of doing business with social impact is possible. What began as a university thesis is now a compelling example of how long-term vision, social commitment, and women’s economic empowerment can coexist with financial success.
In a context marked by persistent inequality, this business model delivers a clear message: When women thrive, companies grow stronger and societies move forward. And when purpose is embedded in a business from the very beginning, impact stops being an accessory and becomes a lasting legacy.