Rubios Restaurants (RUBO) 10-Q 2001 Q3 Quarterly report

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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549

FORM 10-Q

(Mark One)

/x/
QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the quarterly period ended September 30, 2001

OR

/ / TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

Commission File Number: 000-26125

RUBIO'S RESTAURANTS, INC.
(Exact Name of Registrant as Specified in Its Charter)

DELAWARE
(State or Other Jurisdiction of
Incorporation or Organization) 33-0100303
(I.R.S. Employer Identification Number)

1902 WRIGHT PLACE, SUITE 300, CARLSBAD, CALIFORNIA 92008
(Address of Principal Executive Offices)

(760) 929-8226
(Registrant's Telephone Number, Including Area Code)

    Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

(1) Yes /x/  No / /  (2) Yes /x/  No / /

    As of November 5, 2001 there were 8,922,786 shares of the Registrant's common stock, par value $0.001 per share, outstanding.

RUBIO'S RESTAURANTS, INC.

TABLE OF CONTENTS

		Page
PART I	FINANCIAL INFORMATION
Item 1.	Financial Statements
	Consolidated Balance Sheets at September 30, 2001 (unaudited) and December 31, 2000	3
	Consolidated Statements of Operations (unaudited) for the 13 weeks ended September 30, 2001 and September 24, 2000 and the 39 weeks ended September 30, 2001 and September 24, 2000	4
	Consolidated Statements of Cash Flows (unaudited) for the 39 weeks ended September 30, 2001 and September 24, 2000	5
	Notes to Consolidated Financial Statements (unaudited)	6
Item 2.	Management's Discussion and Analysis of Financial Condition and Results of Operations	11
Item 3.	Quantitative and Qualitative Disclosures About Market Risk	25
PART II.	OTHER INFORMATION
Item 1.	Legal Proceedings	26
Item 2.	Changes in Securities and Use of Proceeds	26
Item 3.	Defaults Upon Senior Securities	26
Item 4.	Submission of Matters to a Vote of Security Holders	26
Item 5.	Other Information	26
Item 6.	Exhibits and Reports on Form 8-K	26
	Signatures	27

2

PART I—FINANCIAL INFORMATION
ITEM 1. FINANCIAL STATEMENTS

RUBIO'S RESTAURANTS, INC.

CONSOLIDATED BALANCE SHEETS

(In thousands, except share data)

			September 30, 2001			December 31, 2000
			(unaudited)			(see Note)
ASSETS
CURRENT ASSETS:
	Cash and cash equivalents		$	4,532		$	1,311
	Short-term investments			4,105			6,809
	Other receivables			994			1,138
	Income taxes receivable			—			288
	Inventory			1,596			2,020
	Prepaid expenses			892			581
		Total current assets		12,119			12,147
INVESTMENTS				277			908
PROPERTY — net				34,922			37,917
OTHER ASSETS				364			426
DEFERRED INCOME TAXES				3,392			869
TOTAL			$	51,074		$	52,267
LIABILITIES AND STOCKHOLDERS' EQUITY
CURRENT LIABILITIES:
	Accounts payable		$	2,645		$	4,328
	Accrued expenses and other liabilities			4,142			3,359
	Line of credit			1,000			—
	Income taxes payable			865			—
	Deferred income taxes			9			6
		Total current liabilities		8,661			7,693
DEFERRED RENT				1,739			1,518
DEFERRED FRANCHISE REVENUE				66			100
		Total liabilities		10,466			9,311
COMMITMENTS AND CONTINGENCIES (NOTE 4)
STOCKHOLDERS' EQUITY:
	Preferred stock, $.001 par value, 5,000,000 shares authorized, no shares issued or outstanding			—			—
	Common stock, $.001 par value, 75,000,000 shares authorized, 8,922,786 issued and outstanding in 2001, and 8,894,440 issued and outstanding in 2000			9			9
	Paid-in capital			41,440			41,394
	Deferred compensation			174			137
	Accumulated other comprehensive income			11			8
	(Accumulated deficit) retained earnings			(1,026	)		1,408
		Total stockholders' equity		40,608			42,956
TOTAL			$	51,074		$	52,267

Note: The balance sheet as of December 31, 2000 is derived from audited consolidated financial statements and is in accordance with accounting principles generally accepted in the United States of America. Entire notes for the audited period are not included in this report.

See notes to consolidated financial statements-unaudited.

3

RUBIO'S RESTAURANTS, INC.
CONSOLIDATED STATEMENTS OF OPERATIONS—UNAUDITED
(In thousands, except per share data)

			13 Weeks Ended						39 Weeks Ended
			September 30, 2001			September 24, 2000			September 30, 2001			September 24, 2000
REVENUE:
	Restaurant sales		$	29,998		$	26,290		$	85,377		$	69,632
	Franchise and licensing revenue			39			34			150			83
TOTAL REVENUE				30,037			26,324			85,527			69,715
COSTS AND EXPENSES:
	Cost of sales			8,345			7,892			23,702			20,597
	Restaurant labor, occupancy and other			16,502			13,571			47,728			36,039
	General and administrative expenses			2,554			2,532			7,772			7,270
	Depreciation and amortization			1,362			1,091			3,890			2,997
	Pre-opening expenses			112			177			346			556
	Loss on asset impairment and special charges			6,310			—			6,310			—
	Loss on disposal/sale of property			6			17			6			26
TOTAL COSTS AND EXPENSES				35,191			25,280			89,754			67,485
OPERATING (LOSS) INCOME				(5,154	)		1,044			(4,227	)		2,230
OTHER INCOME (EXPENSE):
	Interest and investment income			58			182			246			657
	Interest expense			(33	)		(51	)		(75	)		(95	)
		OTHER INCOME — NET		25			131			171			562
(LOSS)INCOME BEFORE INCOME TAXES				(5,129	)		1,175			(4,056	)		2,792
INCOME TAX BENEFIT (EXPENSE)				2,052			(468	)		1,622			(1,116	)
NET (LOSS) INCOME			$	(3,077	)	$	707		$	(2,434	)	$	1,676
NET (LOSS) INCOME ATTRIBUTABLE TO COMMON STOCKHOLDERS:
	Basic		$	(3,077	)	$	707		$	(2,434	)	$	1,676
	Diluted		$	(3,077	)	$	707		$	(2,434	)	$	1,676
NET (LOSS) INCOME PER SHARE:
	Basic		$	(0.34	)	$	0.08		$	(0.27	)	$	0.19
	Diluted		$	(0.34	)	$	0.08		$	(0.27	)	$	0.19
SHARES USED IN CALCULATING NET (LOSS) INCOME PER SHARE:
	Basic			8,923			8,885			8,919			8,880
	Diluted			8,923			9,052			8,919			9,031

See notes to consolidated financial statements-unaudited.

4

RUBIO'S RESTAURANTS, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS—UNAUDITED
(In thousands)

					39 Weeks Ended
					September 30, 2001			September 24, 2000
OPERATING ACTIVITIES:
	Net (loss) income				$	(2,434	)	$	1,676
	Adjustments to reconcile net (loss) income to net cash provided by operating activities:
		Depreciation and amortization				3,890			2,997
		Deferred compensation				37			47
		Loss on asset impairment and special charges				6,310			—
		Loss on disposal/sale of property				6			26
		Changes in assets and liabilities:
			Other receivables			144			(489	)
			Income taxes receivable			288			—
			Inventory			424			(1,084	)
			Prepaid expenses			(311	)		(140	)
			Other assets			62			(17	)
			Deferred income taxes			(2,520	)		(22	)
			Accounts payable			(1,683	)		352
			Accrued expenses and other liabilities			783			684
			Income taxes payable			865			685
			Deferred rent			221			282
			Deferred franchise revenue			(34	)		—
				Cash provided by operating activities		6,048			4,997
INVESTING ACTIVITIES:
	Proceeds from sale of property					644			—
	Purchase of property					(7,855	)		(11,392	)
	Purchases of investments					(12,514	)		(18,229	)
	Sales and maturities of investments					15,852			25,119
				Cash used in investing activities		(3,873	)		(4,502	)
FINANCING ACTIVITIES:
	Proceeds from exercise of common stock options					46			20
	Proceeds from borrowings on line of credit					1,000			—
	Other					—			(2	)
				Cash provided by financing activities		1,046			18
INCREASE IN CASH AND CASH EQUIVALENTS						3,221			513
CASH AND CASH EQUIVALENTS AT BEGINNING OF PERIOD						1,311			3,459
CASH AND CASH EQUIVALENTS AT END OF PERIOD					$	4,532		$	3,972
SUPPLEMENTAL DISCLOSURES OF CASH FLOW INFORMATION:
	Cash paid for income taxes — net				$	45		$	431

See notes to consolidated financial statements-unaudited.

5

RUBIO'S RESTAURANTS, INC.

NOTES TO CONSOLIDATED FINANCIAL STATEMENTS- UNAUDITED

1. BASIS OF PRESENTATION

    The accompanying consolidated financial information has been prepared by Rubio's Restaurants, Inc. and its wholly-owned subsidiary, Rubio's Restaurants of Nevada, Inc. (collectively, the "Company") without audit, in accordance with the instructions to Form 10-Q and therefore does not include all information and footnotes necessary for a fair presentation of financial position, results of operations and cash flows in conformity with accounting principles generally accepted in the United States of America.

    UNAUDITED INTERIM FINANCIAL DATA  —In the opinion of management, the unaudited consolidated financial statements for the interim periods presented reflect all adjustments, consisting of only normal recurring accruals, necessary for a fair presentation of the financial position and results of operations as of and for such periods indicated. These consolidated financial statements and notes thereto should be read in conjunction with the consolidated financial statements and notes thereto for the fiscal year ended December 31, 2000 included in our Form 10-K. Results for the interim periods presented herein are not necessarily indicative of results which may be reported for any other interim period or for the entire fiscal year.

    RECLASSIFICATION  —Certain prior period amounts have been reclassified to conform to current period presentation. Specifically, the Company has reclassified approximately $320,000 of expenses attributable to credit card processing costs from general and administrative expenses to restaurant labor, occupancy and other for the 39 weeks ended September 24, 2000 to conform to the 39 weeks ended September 30, 2001 presentation. The Company also reclassified $83,000 of licensing revenue for the 39 weeks ended September 24, 2000 from restaurant sales to franchise and licensing revenue to conform to the 39 weeks ended September 30, 2001 presentation.

2. ASSET IMPAIRMENT AND STORE CLOSURE EXPENSE

    The Company periodically assesses its ability to recover the carrying value of its long-lived assets. If the Company concludes that the carrying value will not be recovered, an impairment write-down is recorded to reduce the asset to its estimated fair value.

    In the 13 weeks ended September 30, 2001, in accordance with SFAS No. 121, "Accounting for the Impairment of Long-Lived Assets and for Long-Lived Assets to Be Disposed Of," the Company recorded a loss of $3,219,000 on long-lived assets where circumstances indicated that the assets were impaired based on the expected future cash flows on 15 restaurant locations. Impairment is reviewed at the lowest levels for which there are identifiable cash flows that are independent of the cash flows of other groups of assets. In the Company's circumstances, such analysis is performed on an individual restaurant basis. The impairment charge was the difference between the carrying value and the estimated fair value of the assets. Nine of the 11 stores closed on October 30, 2001 were included in this third quarter impairment charge. Two of the fifteen impaired stores will close by the end of fiscal 2002. Four of the fifteen impaired stores will continue to operate through the end of the lease term. (See Note 7.)

    In addition, the Company has decided to pursue a franchising effort on thirteen selected company-owned locations in certain regions. An analysis of this effort yielded a write-down of assets of $3,091,000. This write-down was based on the estimated attainable sales price after royalties on the assets compared to the current net book value of these units.

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3. BALANCE SHEET DETAILS AS OF SEPTEMBER 30, 2001 and DECEMBER 31, 2000, respectively (in thousands):

		2001			2000
OTHER RECEIVABLES:
	Tenant improvement receivables	$	300		$	604
	Beverage usage receivable		146			248
	Accrued interest receivable		37			133
	Other		511			153
Total		$	994		$	1,138
INVESTMENTS:
	Government agencies	$	1,696		$	—
	Corporate bonds		911			5,403
	Tax-free municipals		900			254
	Municipal bonds		425			350
	Commercial paper		299			499
	Mortgage and asset-backed securities		151			1,211
			4,382			7,717
	Less: current portion		(4,105	)		(6,809	)
	Non-current	$	277		$	908
PROPERTY — at cost:
	Building and leasehold improvements	$	25,331		$	24,843
	Equipment and furniture		23,973			23,862
	Construction in process and related costs		1,070			1,545
			50,374			50,250
	Less: accumulated depreciation and amortization		(15,452	)		(12,333	)
Total		$	34,922		$	37,917
OTHER ASSETS:
	Long-term deposits	$	283		$	328
	Other		81			98
Total		$	364		$	426
ACCRUED EXPENSES AND OTHER LIABILITIES:
	Compensation	$	2,145		$	992
	Sales taxes		836			877
	Vacation pay		574			445
	Unearned usage allowance		50			47
	Other deferred income		—			150
	Other		537			848
Total		$	4,142		$	3,359

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4. COMMITMENTS AND CONTINGENCIES

    REVOLVING LINE OF CREDIT  —As of September 30, 2001, the Company had available a $12,000,000 revolving line of credit with a maturity date of July 2004.  The credit line bears interest based on certain leverage ratios and ranges from the lower of a bank reference rate plus 1%—2%, or an adjusted London Interbank Offered Rate plus 2.5%—3.5% per annum. The Company pays a commitment fee on the unused portion of the credit line. In addition, the availability of the credit line is subject to maintaining certain financial covenants. On July 25, 2001, we drew $1.0 million on the line of credit. This amount was still outstanding as of September 30, 2001. There were no borrowings outstanding at December 31, 2000.

    LITIGATION  —The Company is subject to various types of litigation that arise in the ordinary course of its business. Based upon information presently available, management is of the opinion that such litigation will not have a material adverse effect on the consolidated financial position, results of operations or cash flows of the Company.

8

5. EARNINGS PER SHARE

    Reconciliation of basic and diluted (loss) earnings per share in accordance with SFAS No. 128, "Earnings Per Share," is as follows (in thousands, except per share data):

				13 Weeks Ended					39 Weeks Ended
				September 30, 2001			September 24, 2000		September 30, 2001			September 24, 2000
Numerator
	Basic:
		Net (loss) income attributable to common stockholders		$	(3,077	)	$	707	$	(2,434	)	$	1,676
Diluted:
		Net (loss) income attributable to common stockholders		$	(3,077	)	$	707	$	(2,434	)	$	1,676
Denominator
	Basic:
		Weighted average common shares outstanding			8,923			8,885		8,919			8,880
	Diluted:
		Effect of dilutive securities:
			Common stock options		—			167		—			151
			Total weighted average common and potential common shares outstanding		8,923			9,052		8,919			9,031
(Loss) earnings per share:
	Basic			$	(0.34	)	$	0.08	$	(0.27	)	$	0.19
	Diluted			$	(0.34	)	$	0.08	$	(0.27	)	$	0.19

6. RECENT ACCOUNTING PRONOUNCEMENTS

    In August 2001, the Financial Accounting Standards Board issued SFAS No. 144, "Accounting for the Impairment or Disposal of Long-Lived Assets."  This statement addresses financial accounting and reporting for the impairment or disposal of long-lived assets. SFAS No. 144 supersedes SFAS No. 121, "Accounting for the Impairment of Long-Lived Assets and for Long-Lived Assets to Be Disposed Of," and the accounting and reporting provisions of APB Opinion No. 30, "Reporting the Results of Operations-Reporting the Effects of a Disposal of a Segment of a Business, and Extraordinary, Unusual and Infrequently Occurring Events and Transactions," for the disposal of a segment of a business (as previously defined in that Opinion). The provisions of the statement are

9

effective for financial statements issued for fiscal years beginning after December 15, 2001. The Company has not yet determined the impact, if any, that this statement will have on its financial statements.

    In July 2001, the Financial Accounting Standards Board issued SFAS No. 142, "Goodwill and Other Intangible Assets." SFAS No. 142 requires that goodwill and other intangible assets with indefinite useful lives no longer be amortized, but instead be tested for impairment at least annually. SFAS No. 142 is effective for fiscal years beginning after December 15, 2001. It requires a company to perform a transitional assessment of whether there is an indication that goodwill is impaired as of the date of adoption. Any goodwill impairment loss will be recognized as the cumulative effect of a change in accounting principle no later than the end of the fiscal year of adoption. The Company believes the initial adoption of SFAS No. 142 will not have a material effect on our consolidated financial position or the results of operations.

    Also in July 2001, the Financial Accounting Standards Board issued SFAS No. 141, "Business Combinations." SFAS No. 141 allows only the purchase method of accounting to be used for business combinations that occur after June 30, 2001. At present, the Company has not entered into any business combinations and therefore, the adoption of SFAS No. 141 has no effect on the Company's consolidated financial position or its results of operations.

7. SUBSEQUENT EVENTS

    On October 30, 2001, the Company closed 11 locations: five in Colorado, four in Utah, one in Sacramento, California and one in Las Vegas, Nevada. As previously mentioned in Note 2, nine of these stores were included in a third quarter 2001 impairment charge and the other two stores were previously included in a fourth quarter 2000 impairment charge. As of October 30, 2001, the Company has a total of 131 restaurants, 56 in the greater Los Angeles, California area, 38 in San Diego, California, 19 in Arizona, four in Colorado, four in Las Vegas, Nevada, four in Sacramento, California, four in San Francisco, California and two in Utah. We are looking to franchise the remaining 10 open stores in Colorado, Utah and Nevada.

    In addition to the $6.3 million impairment charge recorded in the third quarter of 2001, we will be recording additional charges in the fourth quarter of 2001 in the range of $4.6 to $5.1 million related to store closures, future lease obligations on these closed stores (net of any estimated sub-lease income, if any), severance and other related charges. In accordance with the Emerging Issues Task Force No. 94-3, "Liability Recognition for Certain Employee Termination Benefits and Other Costs to Exit an Activity (including Certain Costs Incurred in a Restructuring)," these charges are recognized as a liability when management commits the Company to its store closure plan. Charges for 2001 related to these issues will total in the range of $10.9 to $11.4 million.

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Item 2. MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS

    This quarterly report on Form 10-Q may contain certain projections, estimates and other forward-looking statements that involve a number of risks and uncertainties, including without limitation, those discussed below under "Risk Factors." While this outlook represents our current judgment on the future direction of the business, such risks and uncertainties could cause actual results to differ materially from any future performance suggested below. We undertake no obligation to release publicly the results of any revisions to these forward-looking statements to reflect events or circumstances arising after the date of this quarterly report.

OVERVIEW

    We opened our first restaurant under the name "Rubio's, Home of the Fish Taco" in 1983 and grew steadily through 1994, at which time we operated 17 units. We accelerated the number of restaurant openings in recent years, going from six new restaurants in 1995 to 36 in 2000. As of December 31, 2000, we had 126 restaurants open. We have opened an additional 14 company-owned restaurants this year, five this past quarter, bringing our total of company-owned restaurants open as of September 30, 2001 to 140. We also opened our first franchise restaurant on June 4, 2001.

    As a result of our past expansion, period-to-period comparisons of our financial results may not be meaningful. When a new unit opens, it will typically incur higher than normal levels of food and labor costs until new personnel gain experience. Hourly labor schedules are gradually adjusted downward during the first three months of a restaurant opening, in order to reach operating efficiencies similar to those at established units. In calculating our comparable restaurant base, we introduce a restaurant into our comparable restaurant base once it has been in operation for 15 calendar months.

    On October 30, 2001, we closed 11 under-performing units: five of the units were closed in Colorado, four in Utah and one each in the Sacramento, California and Las Vegas, Nevada regions. We plan to close another two locations by the end of fiscal 2002, one in Southern California and one in Arizona. We also decided to actively pursue several franchise groups in an effort to sell the remaining company-owned locations in Colorado, Utah and Nevada. We will continue to focus our efforts on building our presence in our core markets in California and Arizona.

    Revenues represent gross restaurant sales less coupons and other discounts and franchise and licensing revenue. Cost of sales is composed of food, beverage, and paper supply expense. Components of restaurant labor, occupancy and other expenses include direct hourly and management wages, bonuses, fringe benefit costs, rent and other occupancy costs, advertising and promotion, operating supplies, utilities, maintenance and repairs, and other operating expenses.

    General and administrative expenses include all corporate and administrative functions that provide support infrastructure to facilitate our operations. Components of this category include management, supervisory and staff salaries and employee benefits, travel, information systems, training, corporate rent, professional and consulting fees and franchise expense.

    Pre-opening expenses, which are expensed as incurred, consist of the costs of hiring and training the initial workforce, travel, the cost of food used in training, the cost of the initial stocking of operating supplies and other direct costs related to opening a new restaurant.

RESULTS OF OPERATIONS

    All comparisons under this heading between 2001 and 2000 refer to the 13-week period ended September 30, 2001 and the 13-week period ended September 24, 2000, respectively, unless otherwise indicated.

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    Our operating results, expressed as a percentage of revenue, were as follows:

		13 Weeks Ended
		September 30, 2001		September 24, 2000
Revenue (1)		100.0	%	100.0	%
Costs and expenses:
	Cost of sales	27.8		30.0
	Restaurant labor, occupancy and other	54.9		51.6
	General and administrative expenses (2)	8.5		9.6
	Depreciation and amortization	4.5		4.1
	Pre-opening expenses	0.4		0.7
	Loss on asset impairment and special charges	21.0		—
	Loss on disposal/sale of property	—		0.1
Operating (loss) income		(17.1	)	3.9
Other income (expense):
	Interest income, net	0.1		0.5
(Loss) income before income taxes		(17.0	)	4.4
Income tax benefit (expense)		6.8		(1.8	)
Net (loss) income		(10.2	)%	2.6	%

(1)

Includes $39,000 and $34,000 in franchise and licensing revenue for the 13 weeks ended September 30, 2001 and September 24, 2000.

(2)

Includes $78,000 and $67,000 in franchise expense for the 13 weeks ended September 30, 2001 and September 24, 2000.

13 WEEKS ENDED SEPTEMBER 30, 2001 COMPARED TO THE 13 WEEKS ENDED SEPTEMBER 24, 2000

    Results of operations reflect 13 weeks of operations for 135 restaurants and partial period operations for 5 restaurants for the 13 weeks ended September 30, 2001. Results of operations also reflect 13 weeks of operations for 107 restaurants and a partial period of operations for 8 restaurants for the 13 weeks ended September 24, 2000.

    REVENUE.  Revenue increased $3.7 million or 14.1%, to $30.0 million for the 13 weeks ended September 30, 2001 from $26.3 million for the 13 weeks ended September 24, 2000. The increase in 2001 was due to sales from our 14 2001 openings of $2.2 million and a $2.1 million increase in sales generated by a full quarter of operations from units opened in 2000 that were not yet in our comparable unit base, offset by a decrease in comparable store sales of $0.6 million or 2.8%. Units enter the comparable store base after 15 full months of operation. The decrease in comparable store sales was primarily due to an 8.7% decrease in transactions, offset by a 6.5% increase in average check. The average check increase is primarily a result of a price increase of 4.5% at the beginning of the year. Average transactions decreased generally due to the overall economic slowdown as well as the effect of running a new $0.99 Crispy Shrimp Taco promotion this year versus a proven $0.99 Fish Taco promotion last year.

    COST OF SALES.  Cost of sales as a percentage of restaurant sales decreased to 27.8% in the 13 weeks ended September 30, 2001 from 30.0% in the 13 weeks ended September 24, 2000. The decrease was primarily due to the previously mentioned price increase that leveraged food cost as well as our procedural and training improvements in the kitchen with respect to food preparation. We were also able to work with our suppliers to reduce some of our commodity prices. In addition, some menu item

12

components were changed that also had a favorable impact on product cost. Offsetting these savings were the higher cost burrito upgrades we made beginning in the summer of 2000.

    RESTAURANT LABOR, OCCUPANCY AND OTHER.  Restaurant labor, occupancy, and other increased as a percentage of restaurant sales to 54.9% for the 13 weeks ended September 30, 2001 from 51.6% in the 13 weeks ended September 24, 2000. The increase as a percentage of restaurant sales is due in part to an increase in total direct and related labor costs of approximately 2.1%. These labor increases were primarily due to the increasing mix of stores located in newer markets, which have on average lower initial annual sales volumes than our mature markets and overall wage inflation. Also contributing to the higher labor related costs was the increase of workers' compensation in California. Occupancy costs increased 1.1%, which is primarily due to the lack of leverage on sales volumes and higher common area maintenance costs. Also contributing to the unfavorable variance were higher utility costs in California that resulted in an approximate 0.1% increase from prior year.

    GENERAL AND ADMINISTRATIVE EXPENSES.  General and administrative expenses of $2.5 million for the 13 weeks ended September 30, 2001 were basically flat compared to the 13 weeks ended September 24, 2000. As a percentage of restaurant sales, general and administrative expenses decreased to 8.5% for the 13 weeks ended September 30, 2001 from 9.6% for the 13 weeks ended September 24, 2000. The decrease was primarily due to the leveraging of our expanding revenue base as well as lower wages, recruiting and travel expenses.

    DEPRECIATION AND AMORTIZATION.  Depreciation and amortization expenses increased to $1.4 million in the 13 weeks ended September 30, 2001 from $1.1 million in the 13 weeks ended September 24, 2000. The $0.3 million increase was primarily due to the additional depreciation on the 36 new units opened during 2000 and the 14 new units opened during 2001. As a percentage of restaurant sales, depreciation and amortization increased to 4.5% for the 13 weeks ended September 30, 2001 from 4.1% for the 13 weeks ended September 24, 2000.

    PRE-OPENING EXPENSES.  Pre-opening expenses decreased to $112,000 for the 13 weeks ended September 30, 2001 from $177,000 for the 13 weeks ended September 24, 2000. The decrease was due in part to opening five units in the 13 weeks ended September 30, 2001 versus opening eight units in the 13 weeks ended September 24, 2000. The average pre-opening cost per new unit opening increased 1.2% in the 13 weeks ended September 30, 2001 versus the 13 weeks ended September 24, 2000. Pre-opening costs per new unit in the 13 weeks ended September 30, 2001 averaged $22,400 per new unit versus an average of $22,125 per new unit in the 13 weeks ended September 24, 2000.

    LOSS ON ASSET IMPAIRMENT AND SPECIAL CHARGES.  In the third quarter of 2001, we recorded a $6.3 million charge related to the impairment of a selected number of under-performing restaurants as required under Statement of Financial Accounting Standards No. 121, "Accounting for the Impairment of Long-Lived Assets and for Long-Lived Assets to Be Disposed Of." The charge is broken out into three components: $3.1 million for the loss associated with restaurants that we intend to sell to franchisees, $2.4 million for restaurants to be closed and $0.8 million for restaurants that will remain open through the end of the lease term.

    INTEREST INCOME, NET.  Net interest income decreased to $25,000 for the 13 weeks ended September 30, 2001 from $131,000 in net interest income for the 13 weeks ended September 24, 2000. Interest income decreased to $58,000 for the 13 weeks ended September 30, 2001 from $182,000 for the 13 weeks ended September 24, 2000. The decrease is primarily due to less cash available for investing in the current year quarter versus last year's comparable quarter and interest expense incurred by our borrowing on the line of credit in late July 2001.

    INCOME TAXES.  The provision for income taxes for the 13 weeks ended September 30, 2001 and 13 weeks ended September 24, 2000 is based on the approximate annual effective tax rate of 40%

13

applied to the respective period's pretax book (loss) income. The 40% tax benefit applied to the 13 weeks ended September 30, 2001 comprises the federal and state statutory rates based on the estimated annual effective rate on the pre-tax loss of $5,129,000. The 40% tax rate applied to the 13 weeks ended September 24, 2000 comprises the federal and state statutory rates based on the estimated annual effective rate on pre-tax income of $1,175,000.

    All comparisons in the following section refer to the 39-week period ended September 30, 2001 and the 39-week period ended September 24, 2000, respectively, unless otherwise indicated.

    Our operating results, expressed as a percentage of revenue, were as follows:

		39 Weeks Ended
		September 30, 2001		September 24, 2000
Revenue (1)		100.0	%	100.0	%
Costs and expenses:
	Cost of sales	27.7		29.5
	Restaurant labor, occupancy and other	55.8		51.7
	General and administrative expenses (2)	9.1		10.4
	Depreciation and amortization	4.5		4.3
	Pre-opening expenses	0.4		0.8
	Loss on asset impairment and special charges	7.4		—
	Loss on disposal/sale of property	—		0.1
Operating (loss) income		(4.9	)	3.2
Other income (expense):
	Interest income, net	0.2		0.8
(Loss) income before income taxes		(4.7	)	4.0
Income tax benefit (expense)		1.9		(1.6	)
Net (loss) income		(2.8	)%	2.4	%

(1)

Includes $150,000 and $83,000 in franchise and licensing revenue for the 39 weeks ended September 30, 2001 and September 24, 2000.

(2)

Includes $296,000 and $247,000 in franchise expense for the 39 weeks ended September 30, 2001 and September 24, 2000.

39 WEEKS ENDED SEPTEMBER 30, 2001 COMPARED TO THE 39 WEEKS ENDED SEPTEMBER 24, 2000

    Results of operations reflect 39 weeks of operations for 126 restaurants and partial period operations for 14 restaurants for the 39 weeks ended September 30, 2001. Results of operations also reflect 39 weeks of operations for 90 restaurants and a partial period of operations for 25 restaurants for the 39 weeks ended September 24, 2000.

    REVENUE.  Revenue increased $15.8 million or 22.7%, to $85.5 million for the 39 weeks ended September 30, 2001 from $69.7 million for the 39 weeks ended September 24, 2000. The increase in 2001 was due to $12.1 million in sales generated by a full nine months of operations from units opened in 2000 that were not yet in our comparable unit base and $4.1 million in sales generated by the 14 2001 openings, offset by a decrease in comparable store sales of $0.4 million or 0.7%. Units enter the comparable store base after 15 full months of operation. The decrease in comparable store sales was primarily due to a 5.7% decrease in transactions, offset by a 5.3% increase in average check.

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    COST OF SALES.  Cost of sales as a percentage of restaurant sales decreased to 27.7% in the 39 weeks ended September 30, 2001 from 29.5% in the 39 weeks ended September 24, 2000. The decrease was primarily due to the 4.5% price increase at the beginning of the year, which leveraged food cost as well as the procedural and training implementations made in preparing our food. We were also able to work with our suppliers to reduce some of our commodity prices. In addition, some menu item components were changed that also had a favorable impact on product cost. Offsetting these savings were the higher cost burrito upgrades we made beginning in the summer of 2000.

    RESTAURANT LABOR, OCCUPANCY AND OTHER.  Restaurant labor, occupancy, and other increased as a percentage of restaurant sales to 55.8% for the 39 weeks ended September 30, 2001 from 51.7% in the 39 weeks ended September 24, 2000. The increase as a percentage of sales is due in part to an increase in total direct and related labor costs of approximately 2.5%. These labor increases were due in part to an increasing mix of stores located in newer markets, which have on average lower initial annual sales volumes than our mature markets and overall wage inflation. Also contributing to the higher labor related costs was the increase of workers' compensation premiums in California. Occupancy costs, which include rents, percentage rents and common area maintenance, increased by 1.0%. Utility costs increased by 0.4% from prior year primarily due to the California energy crisis. Increases in advertising costs of 0.2% also contributed to the variance from prior year.

    GENERAL AND ADMINISTRATIVE EXPENSES.  General and administrative expenses increased to $7.8 million for the 39 weeks ended September 30, 2001 from $7.3 million for the 39 weeks ended September 24, 2000. As a percentage of restaurant sales, general and administrative expenses decreased to 9.1% for the 39 weeks ended September 30, 2001 from 10.4% for the 39 weeks ended September 24, 2000. The decrease as a percentage of sales was primarily due to the leveraging of our expanding revenue base.

    DEPRECIATION AND AMORTIZATION.  Depreciation and amortization expenses increased to $3.9 million in the 39 weeks ended September 30, 2001 from $3.0 million in the 39 weeks ended September 24, 2000. The $0.9 million increase was primarily due to the additional depreciation on the 36 new units opened during 2000 and the 14 new units opened during 2001. As a percentage of restaurant sales, depreciation and amortization increased to 4.5% for the 39 weeks ended September 30, 2001 versus 4.3% for the 39 weeks ended September 24, 2000.

    PRE-OPENING EXPENSES.  Pre-opening expenses decreased to $346,000 for the 39 weeks ended September 30, 2001 from $556,000 for the 39 weeks ended September 24, 2000. The decrease was due in part to opening 14 units in the first nine months of 2001 versus opening 25 in the same period of 2000. The average pre-opening cost per new unit opening increased from approximately $22,200 per new unit in the prior year to approximately $24,700 per new unit in the current year due to opening three locations in our new San Francisco market and one location in the relatively new Sacramento market. New markets traditionally require higher pre-opening costs than in mature markets due to the lack of leveraging an existing region's resources.

    LOSS ON ASSET IMPAIRMENT AND SPECIAL CHARGES.  In the third quarter of 2001, we recorded a $6.3 million charge related to the impairment of a selected number of under-performing restaurants as required under Statement of Financial Accounting Standards No. 121, "Accounting for the Impairment of Long-Lived Assets and For Long-Lived Assets to Be Disposed Of." The charge is broken out into three components: $3.1 million for the loss associated with restaurants that we intend to sell to franchisees, $2.4 million for restaurants to be closed and $0.8 million for restaurants that will remain open through the end of the lease term.

    INTEREST INCOME, NET.  Net interest income decreased to $171,000 for the 39 weeks ended September 30, 2001 from $562,000 in net interest income for the 39 weeks ended September 24, 2000. Interest income decreased to $246,000 for the 39 weeks ended September 30, 2001 from $657,000 for

15

the 39 weeks ended September 24, 2000. The decrease is primarily due to less cash available for investing in the first nine months of 2001 versus the comparable period last year. Interest expense decreased to $75,000 in the current year from $95,000 in the same prior year period. The decrease is primarily due to a reduction in the unused commitment fee rate charged by our bank offset by the interest expense incurred by our borrowing on the line of credit in late July 2001.

    INCOME TAXES.  The provision for income taxes for the 39 weeks ended September 30, 2001 and 39 weeks ended September 24, 2000 is based on the approximate annual effective tax rate of 40% applied to the respective period's pretax book (loss) income. The 40% tax benefit applied to the 39 weeks ended September 30, 2001 comprises the federal and state statutory rates based on the estimated annual effective rate on pre-tax loss of $4,056,000. The 40% tax rate applied to the 39 weeks ended September 24, 2000 comprises the federal and state statutory rates based on the estimated annual effective rate on pre-tax income of $2,792,000.

SEASONALITY

    Historically, we have experienced seasonal variability in our quarterly operating results with higher sales per restaurant in the second and third quarters than in the first and fourth quarters. The higher sales in the second and third quarters improve profitability by reducing the impact of our restaurants' fixed and semi-fixed costs, as well as through increased revenues. This seasonal impact on our operating results is expected to continue.

INFLATION

    Components of our operations subject to inflation include food, beverage, lease and labor costs. Our leases require us to pay taxes, maintenance, repairs, insurance and utilities, all of which are subject to inflationary increases. We believe that current adverse conditions in the insurance, utility and labor areas specifically, could have an impact on our results of operations during the upcoming year.

LIQUIDITY AND CAPITAL RESOURCES

    We have funded our capital requirements in recent years through the public sale of equity securities, private placement of preferred stock, cash flow from operations and bank debt. We generated $6.0 million in cash flow from operating activities for the 39 weeks ended September 30, 2001 and $5.0 million for the 39 weeks ended September 24, 2000.

    Net cash used by investing activities was $3.9 million for the 39 weeks ended September 30, 2001 compared to $4.5 million for the 39 weeks ended September 24, 2000. The $3.9 million decrease in cash was primarily due to the liquidation of investments that were used to fund our 14 restaurant openings and our now completed point of sale conversions during the 39 weeks ended September 30, 2001.

    Net cash provided by financing activities was $1,046,000 for the 39 weeks ended September 30, 2001 compared to net cash provided of $18,000 for the 39 weeks ended September 24, 2000. Net cash provided by financing activities for the 39 weeks ended September 30, 2001 consisted of a $1,000,000 draw on the line of credit and $46,000 of proceeds from the exercises of common stock options. Net cash provided by financing activities for the 39 weeks ended September 24, 2000 were $18,000 of proceeds from the exercises of common stock options.

    In addition, we have a $12.0 million revolving line of credit agreement with a financial institution that matures in July 2004. On July 25, 2001, we drew $1.0 million on the line of credit. As of September 30, 2001, our outstanding principal balance under this agreement was $1.0 million. Interest on the revolving line of credit is calculated on the lower of either a bank reference rate plus 1%—2%, or on an adjusted London Interbank Offered Rate plus 2.5%—3.5% per annum.

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    Our funds are principally used for the development and opening of new units. We incurred $7.9 million in capital expenditures during the 39 weeks ended September 30, 2001, of which $5.1 million was for newly opened units, $0.9 million for future openings, $1.5 for remodels and point of sale system upgrades, $0.3 million for existing locations and $0.1 million for corporate and information technology expenditures. During the 39 weeks ended September 24, 2000, we incurred $11.4 million in capital expenditures, of which $8.0 million was for new unit openings, $1.6 million for future openings, $1.0 million was for expenditures on existing locations and $0.8 million for corporate expenditures.

    We currently expect total capital expenditures in 2001 to be approximately $11.0 million, of which approximately $8.8 million is forecasted for the opening of new restaurants. We currently plan to open approximately 19 units in 2001 and approximately eight units in 2002. We currently expect that future locations will generally cost between $380,000 and $450,000 per unit, net of landlord allowances and excluding pre-opening expenses. Some units may exceed this range due to the area in which they are built and the specific requirements of the project. Pre-opening expenses are expected to average between $19,000 and $25,000 per restaurant in existing markets and between $25,000 and $35,000 in newer markets.

    We believe that anticipated cash flow from operations and funds anticipated to be available from our existing credit facility together with proceeds from the initial public offering completed in May 1999 will be sufficient to satisfy our working capital requirements for at least the next 12 months. Changes in our operating plans, amendments to our expansion plans, lower than anticipated sales, increased expenses, potential acquisitions or other events may cause us to seek additional financing sooner than anticipated. Additional financing may not be available on acceptable terms, or at all. Failure to obtain additional financing as needed could have a material adverse effect on our business and results of operations.

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RISK FACTORS

    Any investment in our common stock involves a high degree of risk. You should consider carefully the following information about these risks, together with the other information contained in this quarterly report, before you decide to buy our common stock. If any of the following risks actually occur, our business would likely suffer. In such case, the trading price of our common stock could decline, and you may lose all or part of the money you paid to buy our common stock.

OUR EXPECTED REVENUES, COMPARABLE STORE SALES AND OVERALL EARNINGS PER SHARE MAY NOT BE ATTAINED DUE TO FACTORS REGARDING OUR BRAND AWARENESS, MARKETING STRATEGY AND OUR ABILITY TO MANAGE ONGOING AND UNANTICIPATED COSTS.

    Our expected sales levels and earnings rely heavily on the acceptability and quality of the products we serve. If any variances are experienced with respect to the recognition of our brand, the acceptableness of our promotions, or the ability to manage our ongoing operations as well as the ability to absorb unexpected costs, we could fall short of our revenue and earnings expectations.

WE HAVE RECENTLY CREATED RESERVES RELATED TO THE CLOSURE OF SOME SELECTED STORES. IF THE AMOUNTS OF THESE RESERVES ARE INADEQUATE, WE COULD EXPERIENCE AN ADVERSE EFFECT TO OUR EARNINGS EXPECTATIONS IN THE FUTURE.

    Our reserves for expenses related to closed stores are estimates. The amounts we have recorded are our reasonable assumptions based on the condition of these locations at this point in time. The conditions regarding these locations may adversely change in the future and materially affect our future earnings.

OUR EXPANSION INTO NEW GEOGRAPHIC AREAS INVOLVES A NUMBER OF RISKS THAT COULD DELAY OR PREVENT THE OPENING OF NEW RESTAURANTS OR REQUIRE US TO ADJUST OUR EXPANSION STRATEGY.

    Almost all of our current restaurants are located in the southwest region of the United States. Our expansion into geographic areas outside the Southwest involves a number of risks, including:

•

lack of market awareness or acceptance of our restaurant concept in new geographic areas, especially in light of recent outer market store closures;



•

uncertainties related to local demographics, tastes and preferences;



•

local custom, wages, costs and other legal and economic conditions particular to new regions;



•

the need to develop relationships with local distributors and suppliers for fresh produce, fresh tortillas and other ingredients; and



•

potential difficulties related to management of operations located in a number of broadly dispersed locations.

    We may not be successful in addressing these risks. We also may not be able to open our planned new operations on a timely basis, or at all, or sustain such operations in these new areas. Delays in opening or failure to open or sustain new restaurants outside the Southwest could have a material adverse effect on our business and results of operations. We currently anticipate that our new restaurants will take several months to reach planned operating levels due to inefficiencies typically associated with expanding into new regions, such as lack of market awareness, acceptance of our restaurant concept and inability to hire sufficient staff.

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IF WE ARE NOT ABLE TO SUCCESSFULLY PURSUE OUR EXPANSION STRATEGY, OUR BUSINESS AND RESULTS OF OPERATIONS MAY BE ADVERSELY IMPACTED.

    We continue to evaluate our expansion strategy. As of September 30, 2001, we had open 140 company-owned restaurants, 55 restaurants in greater Los Angeles, California which includes Los Angeles, Orange, San Bernardino, Ventura and Riverside counties, 38 restaurants in San Diego county, 18 restaurants in Phoenix/Tucson, Arizona, nine restaurants in Denver, Colorado, six restaurants in Salt Lake City, Utah, five restaurants in Las Vegas, Nevada, five in the Sacramento, California area and four in the San Francisco, California area. We did, however, close 11 units on October 30, 2001, five in Denver, Colorado, four in Salt Lake City, Utah, one in Sacramento, California, and one in Las Vegas, Nevada. We still plan to open approximately 19 restaurants in 2001, fourteen of which have been opened as of September 30, 2001. Eleven of the 19 planned 2001 openings are outside Southern California, seven in Arizona and four in Northern California. We currently plan to open approximately eight restaurants in 2002. Our ability to successfully achieve our expansion strategy will depend on a variety of factors, many of which are beyond our control.

    These factors include:

•

our ability to operate our restaurants profitably;



•

our ability to respond effectively to the intense competition in the quick-service restaurant industry;



•

our ability to locate suitable restaurant sites or negotiate acceptable lease terms;



•

our need for additional capital and our ability to obtain such capital on favorable terms or at all;



•

our ability to attract, train and retain qualified and experienced restaurant personnel and management;



•

our dependence on contractors to construct new restaurants in a timely manner;



•

our ability to obtain required local, state and federal governmental approvals and permits related to construction of the sites, food and alcoholic beverages; and



•

general economic conditions.

    If we are not able to successfully address these factors, we may not be able to expand at the rate contemplated and may have to adjust our expansion strategy, and our business and results of operations may be adversely impacted.

OUR OPERATING RESULTS MAY FLUCTUATE SIGNIFICANTLY DUE TO SEASONALITY AND OTHER FACTORS, WHICH COULD HAVE A NEGATIVE EFFECT ON THE PRICE OF OUR COMMON STOCK.

    Our business is subject to seasonal fluctuations. Historically, sales in most of our restaurants have been higher during the second and third quarters of each fiscal year. As a result, we expect our highest earnings to occur in the second and third quarters of each fiscal year.

    In addition to seasonality, our quarterly and annual operating results and comparable unit sales may fluctuate significantly as a result of a variety of factors, including:

•

the amount of sales contributed by new and existing restaurants;



•

our ability to achieve and sustain profitability on a quarterly or annual basis;



•

the timing of new restaurant openings and related expenses;

19

•

factors associated with closing a unit, including payment of the base rent for the balance of the lease term;



•

increasing insurance costs such as workers' compensation, general liability, health related and directors and officers insurance;



•

fluctuations in food costs, particularly the cost of chicken, beef, fish, cheese and produce;



•

consumer confidence;



•

changes in consumer preferences;



•

the level of competition from existing or new competitors in the quick-service restaurant industry;



•

labor costs for our hourly and management personnel, including increases in federal or state minimum wage requirements;



•

impact of weather on revenues and costs of food; and



•

general economic conditions.

    Accordingly, results for any one quarter or for any year are not necessarily indicative of results to be expected for any other quarter or for any year. Comparable unit sales for any particular future period may decrease.

OUR FINANCIAL PERFORMANCE MAY BE MATERIALLY ADVERSELY AFFECTED BY THE ENERGY CRISIS IN CALIFORNIA.

    We have 102 restaurants located in California. These units may be materially adversely affected by the current utility crisis in the state. If the utility companies institute "rolling blackouts," our financial performance could be materially impacted by these power outages. If a rolling blackout occurs, the locations without power may have to cease operations during the power outage and food supplies may be ruined.

WE HAVE RECENTLY INITIATED A FRANCHISE STRATEGY. WE MAY BE UNSUCCESSFUL IN FULLY EXECUTING THIS PROGRAM.

    We started a franchise program by entering into an agreement with a franchisee in late October 2000. We had a total of two franchise agreements signed as of September 30, 2001. These agreements represent commitments to open 14 units. In conjunction with these signings, we received $140,000 in franchise fees in 2000 and were able to recognize $40,000 of that as income in the fourth quarter of 2000. We have recorded $76,000 in franchise revenue during the first nine months of 2001 related to area development fees, franchise fees and royalties. We also incurred $296,000 and $247,000 of expense related to franchising in the 39 weeks ended September 30, 2001 and September 24, 2000. We opened our first franchise location on June 4, 2001 in Fresno, California. Our second franchise restaurant is expected to open in the fourth quarter of 2001. Our inability to successfully execute our franchising program could adversely affect our business and results of operations. The opening and success of franchised restaurants is dependent on a number of factors, including availability of suitable sites, negotiations of acceptable lease or purchase terms for new locations, permitting and government regulatory compliance and the ability to meet construction schedules. The franchisees may not have all these business abilities or access to the financial resources necessary to open the restaurants or to successfully develop or operate the restaurants in their franchise areas in a manner consistent with our standards.

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UNANTICIPATED COSTS OR DELAYS IN THE DEVELOPMENT OR CONSTRUCTION OF OUR RESTAURANTS COULD PREVENT OUR TIMELY AND COST-EFFECTIVE OPENING OF NEW RESTAURANTS.

    We depend on contractors and real estate developers to construct our restaurants. Many factors may adversely affect the cost and time associated with the development and construction of our restaurants, including:

•

labor disputes;



•

shortages of materials and skilled labor;



•

adverse weather;



•

unforeseen engineering problems;



•

environmental problems;



•

construction or zoning problems;



•

local government regulations;



•

modifications in design; and



•

other unanticipated increases in costs.

    Any of these factors could give rise to delays or cost overruns which may prevent us from developing additional restaurants within our anticipated budgets or time periods. Any such failure could have a material adverse effect on our business and results of operations.

WE MAY BE UNABLE TO FUND OUR SUBSTANTIAL WORKING CAPITAL REQUIREMENTS AND MAY NEED ADDITIONAL FUNDING SOONER THAN WE ANTICIPATE.

    We plan to incur substantial costs over the near-term in connection with our marketing plans and expansion strategy. We may need to seek additional financing sooner than we anticipate as a result of the following factors:

•

changes in our operating plans;



•

changes in our marketing strategies;



•

changes in our expansion plans;



•

lower than anticipated sales of our menu offerings;



•

increased food and/or labor costs; and



•

potential acquisitions.

    Additional financing may not be available on acceptable terms, or at all. If we fail to get additional financing as needed, our business and results of operations would likely suffer.

THE ABILITY TO ATTRACT AND RETAIN HIGHLY QUALIFIED PERSONNEL TO OPERATE AND MANAGE OUR RESTAURANTS IS EXTREMELY IMPORTANT AND OUR FAILURE TO DO SO COULD ADVERSELY AFFECT US.

    Our success and the success of our individual restaurants depend upon our ability to attract and retain highly motivated, well-qualified restaurant operators and management personnel, as well as a sufficient number of qualified employees, including guest service and kitchen staff, to keep pace with our expansion schedule. Qualified individuals needed to fill these positions are in short supply in some geographic areas. Our ability to recruit and retain such individuals may delay the planned openings of

21

new restaurants or result in higher employee turnover in existing restaurants, which could have a material adverse effect on our business or results of operations. We also face significant competition in the recruitment of qualified employees. In addition, we are heavily dependent upon the services of our officers and key management involved in restaurant operations, marketing, finance, purchasing, expansion, human resources and administration. The loss of any of these individuals could have a material adverse effect on our business and results of operations. We currently do not have employment agreements with any of our employees.

OUR RESOURCES MAY BE STRAINED IN IMPLEMENTING OUR BUSINESS STRATEGY.

    Our growth strategy will place a strain on our management, financial and other resources. To manage our growth effectively, we must maintain the level of quality and service at our existing and future restaurants. We must also continue to enhance our operational, marketing, financial and management systems and locate, hire, train and retain experienced and dedicated operating personnel, particularly managers. We may not be able to effectively manage any one or more of these or other aspects of our expansion. Failure to do so could have a material adverse effect on our business and results of operations.

IF WE ARE NOT ABLE TO ANTICIPATE AND REACT TO INCREASES IN OUR FOOD AND LABOR COSTS, OUR PROFITABILITY COULD BE ADVERSELY AFFECTED.

    Our restaurant operating costs principally consist of food and labor costs. Our profitability is dependent on our ability to anticipate and react to changes in food and labor costs. Various factors beyond our control, including adverse weather conditions and governmental regulation, may affect our food costs. We may not be able to anticipate and react to changing food costs, whether through our purchasing practices, menu composition or menu price adjustment in the future. In the event that food and labor price increases cause us to increase our menu prices, we face the risk that our guests will choose to patronize lower-cost restaurants. Failure to react to changing food costs or to retain guests if we are forced to raise menu prices could have a material adverse effect on our business and results of operations.

    A substantial number of our employees are subject to various minimum wage requirements. Many of our employees work in restaurants located in California and receive salaries equal to or slightly greater than the California minimum wage. On January 1, 2001, the California minimum wage was increased to $6.25 per hour from $5.75. On January 1, 2002, the California minimum wage will increase from $6.25 to $6.75 per hour. Similar proposals may come before legislators or voters in other jurisdictions in which we operate or seek to operate. In addition, workers' compensation premiums have increased significantly in California. Such minimum wage and insurance cost increases could continue to have a material adverse effect on our business and results of operations.

THE RESTAURANT INDUSTRY IS INTENSELY COMPETITIVE AND WE MAY NOT HAVE THE RESOURCES TO COMPETE ADEQUATELY.

    The restaurant industry is intensely competitive. There are many different segments within the restaurant industry that are distinguished by types of service, food types and price/value relationships. We position our restaurants in the high-quality, quick-service Mexican food segment of the industry. In this segment, our direct competitors include Baja Fresh, La Salsa and Chipotle. We also compete indirectly with full-service Mexican restaurants including Chevy's, Chi Chi's and El Torito, and fast food restaurants, particularly those focused on Mexican food such as Taco Bell and Del Taco. Competition in our industry segment is based primarily upon food quality, price, restaurant ambiance, service and location. Many of our direct and indirect competitors are well-established national, regional or local chains and have substantially greater financial, marketing, personnel and other resources than we do. We also compete with many other retail establishments for site locations.

22

    The performance of our restaurants may be affected by factors such as traffic patterns, demographic considerations and the type, number and proximity of our competition. In addition, factors such as inflation, utility costs, increased food, labor and employee benefit costs and the availability of experienced management and hourly employees may also adversely affect the restaurant industry in general and our units in particular.

OUR FAILURE OR INABILITY TO ENFORCE OUR TRADEMARKS AND TRADE NAMES COULD ADVERSELY AFFECT OUR EFFORTS TO ESTABLISH BRAND EQUITY.

    Our ability to successfully expand our concept will depend on our ability to establish and maintain "brand equity" through the use of our trademarks, service marks, trade dress and other proprietary intellectual property, including our name and logos. We currently hold four trademarks and have seven service marks relating to our brand. Some or all of the rights in our intellectual property may not be enforceable, even if registered, against any prior users of similar intellectual property or our competitors who seek to use similar intellectual property in areas where we operate or intend to conduct operations. If we fail to enforce any of our intellectual property rights, we may be unable to capitalize on our efforts to establish brand equity. It is also possible that we will encounter claims from prior users of similar intellectual property in areas where we operate or intend to conduct operations. Claims from prior users could limit our operations and possibly cause us to incur costs through the payment of damages, licensing fees to a prior user or registrant of similar intellectual property, or attorney's fees or other legal costs as well.

AS A RESTAURANT SERVICE PROVIDER, WE COULD BE SUBJECT TO ADVERSE PUBLICITY OR CLAIMS FROM OUR GUESTS.

    We may be the subject of complaints or litigation from guests alleging food-related illness, injuries suffered on the premises or other food quality, health or operational concerns. Adverse publicity resulting from such allegations may materially affect us and our restaurants, regardless of whether such allegations are true or whether we are ultimately held liable. We are also the subject of complaints or allegations from current, former or prospective employees from time to time. A lawsuit or claim could result in an adverse decision against us that could have a material adverse effect on our business and results of operations.

OUR RESTAURANTS ARE CONCENTRATED IN THE SOUTHWEST REGION OF THE UNITED STATES, AND THEREFORE, OUR BUSINESS IS SUBJECT TO FLUCTUATIONS IF ADVERSE BUSINESS CONDITIONS OCCUR IN THAT REGION.

    As of September 30, 2001 all but 15 of our existing restaurants are located in the southwest region of the United States. Accordingly, we are susceptible to fluctuations in our business caused by adverse economic or other conditions in this region, including natural or other disasters. Our significant investment in, and long-term commitment to, each of our units limits our ability to respond quickly or effectively to changes in local competitive conditions or other changes that could affect our operations. In addition, some of our competitors have many more units than we do. Consequently, adverse economic or other conditions in a region, a decline in the profitability of several existing units or the introduction of several unsuccessful new units in a geographic area could have a more significant effect on our results of operations than would be the case for a company with a larger number of restaurants or with more geographically dispersed restaurants, and we may have to adjust our expansion strategy.

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OUR CURRENT INSURANCE MAY NOT PROVIDE ADEQUATE LEVELS OF COVERAGE AGAINST CLAIMS.

    There are types of losses we may incur that may be uninsurable or that we believe are not economically insurable, such as losses due to earthquakes and other natural disasters. In view of the location of many of our existing and planned units, our operations are particularly susceptible to damage and disruption caused by earthquakes. Further, we do maintain insurance coverage for employee-related litigation, however, the deductible per incident is high and we carry only limited insurance for the effects of adverse publicity. In addition, punitive damage awards are generally not covered by insurance. We may also be subject to litigation which, regardless of the outcome, could result in adverse publicity and damages. Such litigation, adverse publicity or damages could have a material adverse effect on our business and results of operations. We do from time to time have employee related claims brought against us. These claims and expenses related to these claims typically have not been material to the overall financial performance of the Company. We may experience a claim that is material in nature and that may have a material adverse effect on the financial results of the Company.

THE LARGE NUMBER OF SHARES ELIGIBLE FOR PUBLIC SALE COULD CAUSE OUR STOCK PRICE TO DECLINE.

    The market price of our common stock could decline as a result of sales by our existing stockholders of a large number of shares of our common stock in the market or the perception that such sales could occur. These sales also might make it more difficult for us to sell equity securities in the future at a time and at a price that we deem appropriate.

OUR COMMON STOCK MAY NOT DEVELOP AN ACTIVE, LIQUID TRADING MARKET.

    We completed our initial public offering in May 1999. Prior to this offering, there was no public market for our common stock. An active trading market in and increased liquidity of our common stock may not develop.

THE MARKET PRICE OF OUR STOCK MAY BE ADVERSELY AFFECTED BY MARKET VOLATILITY.

    The stock market has experienced extreme price and volume fluctuations. The trading price of our common stock could be subject to wide fluctuations in response to a number of factors, including:

•

fluctuations in our quarterly or annual results of operations;



•

changes in published earnings estimates by analysts and whether our earnings meet or exceed such estimates;



•

additions or departures of key personnel;



•

concentrated dispositions of Company stock; and



•

changes in overall market conditions, including the stock prices of other restaurant companies.

    In the past, companies that have experienced volatility in the market price of their stock have been the object of securities class action litigation. If we were subject to securities class action litigation, it could result in substantial costs and a diversion of our management's attention and resources.

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THE INTERESTS OF OUR CONTROLLING STOCKHOLDERS MAY CONFLICT WITH YOUR INTERESTS.

    As of November 5, 2001, the executive officers, directors and entities affiliated with them, in the aggregate, beneficially own approximately 33.1% of our outstanding common stock. These stockholders are able to exercise control over all matters requiring approval by our stockholders, including the election of directors and approval of significant corporate transactions. This concentration of ownership may also have the effect of delaying or preventing a change in control of our company.

ANTI-TAKEOVER PROVISIONS IN OUR CHARTER DOCUMENTS AND DELAWARE LAW COULD MAKE A THIRD-PARTY ACQUISITION OF US DIFFICULT.

    The anti-takeover provisions in our certificate of incorporation, our bylaws and Delaware law could make it more difficult for a third party to acquire us. As a result of these provisions, we could delay, deter or prevent a takeover attempt or third party acquisition that our stockholders consider to be in their best interest, including a takeover attempt that results in a premium over the market price for the shares held by our stockholders.

Item 3. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK

    Our market risk exposures are related to our cash, cash equivalents and investments. We invest our excess cash in highly liquid short-term investments primarily with maturities of less than one year. The portfolio consists primarily of government agencies, corporate bonds, tax-free municipals, municipal bonds and commercial paper. As of September 30, 2001, we have $277,000 in investments that have maturities in excess of one year. These investments are not held for trading or other speculative purposes. Changes in interest rates affect the investment income we earn on our investments and, therefore, impact our cash flows and results of operations.

    In addition, we have a $12.0 million revolving line of credit agreement with a financial institution. Interest on the revolving line of credit is calculated on the lower of either a bank reference rate plus 1%—2%, or on an adjusted London Interbank Offered Rate plus 2.5%—3.5% per annum.

    On July 25, 2001, we drew $1.0 million on the line of credit. This amount is still outstanding as of November 5, 2001. Changes in interest rates would affect the interest expense on these borrowings and, therefore, impact our cash flows and results of operations. Due to the types of investment and debt instruments the Company has, a 10% change in period-end interest rates or a hypothetical 100 basis point adverse move in interest rates would not have significant negative affect on its financial results.

    Many of the food products purchased by us are affected by changes in weather, production, availability, seasonality and other factors outside our control. In an effort to control some of this risk, we have entered into some fixed price purchase commitments with terms of less than a year. In addition, we believe that almost all of our food and supplies are available from several sources, which helps to control food commodity risks.

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PART II—OTHER INFORMATION

Item 1.  LEGAL PROCEEDINGS

    Not applicable

Item 2.  CHANGES IN SECURITIES AND USE OF PROCEEDS

(a)

Not applicable



(b)

Not applicable



(c)

Not applicable



(d)

We currently have approximately $2.1 million remaining from our initial public offering in May 1999 as well as an additional $6.8 million of cash, cash equivalents and investments generated from previous private placements and operating cash flows. The use of proceeds during this reporting period has conformed to our intended use outlined in our initial public offering prospectus.

Item 3. DEFAULTS UPON SENIOR SECURITIES

    Not applicable

Item 4. SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS

    Not applicable

Item 5. OTHER INFORMATION

    Not applicable

Item 6. EXHIBITS AND REPORTS ON FORM 8-K

(a)	3.1	(1	)	Second Amended and Restated Certificate of Incorporation (Exhibit 3.2)
	3.2	(1	)	Restated Bylaws (Exhibit 3.4)
	3.3	(2	)	Certificate of Amendment to Bylaws (Exhibit 3.4)

(1)

Incorporated by reference to the above noted exhibit to our registration statement on Form S-1 (333-75087) filed with the SEC on March 26, 1999, as amended.



(2)

Incorporated by reference to the above noted exhibit to our annual report on Form 10-K filed with the SEC on April 2, 2001.

(b)

Reports on Form 8-K:

    None

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SIGNATURES

    Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned thereunto duly authorized.

Dated: November 12, 2001	RUBIO'S RESTAURANTS, INC.
	/s/ JOSEPH N. STEIN   Joseph N. Stein Chief Strategic and Financial Officer (Principal Financial and Accounting Officer)

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QuickLinks

RUBIO'S RESTAURANTS, INC. TABLE OF CONTENTS
RUBIO'S RESTAURANTS, INC. CONSOLIDATED BALANCE SHEETS (In thousands, except share data)
RUBIO'S RESTAURANTS, INC. CONSOLIDATED STATEMENTS OF OPERATIONS—UNAUDITED (In thousands, except per share data)
RUBIO'S RESTAURANTS, INC. CONSOLIDATED STATEMENTS OF CASH FLOWS—UNAUDITED (In thousands)
RUBIO'S RESTAURANTS, INC. NOTES TO CONSOLIDATED FINANCIAL STATEMENTS- UNAUDITED
PART II—OTHER INFORMATION
SIGNATURES