Starting August 11, Three Sixteen –– Wiggins Pass is open seven days a week — Monday through Saturdat, 8am to 8pm, Sunday 10am to 6pm.
That's a bigger change than it sounds. And it comes with an honest explanation of why it took us this long to get here.
Why we weren't open seven days from the beginning
We opened Three Sixteen with no prior experience running a café. Not as a team — as anyone. None of us had worked in the industry before. We came in with standards and vision and genuine obsession with the product, but without the operational knowledge that only comes from actually running a service business day after day.
In that context, opening five days a week on a single shift was not timidity. It was the only responsible way to start. We needed to understand how a café actually runs before we could run more of it. How the morning flows. Where the bottlenecks are. What the team needs to execute well under pressure. What we were getting wrong that we couldn't see from the outside.
Five days gave us the space to learn without destroying ourselves or the quality in the process. We used Sunday and Monday not as days off but as time to reset, reflect, fix what had broken, prepare for the next week better than we'd prepared for the last one.
We didn't open on a limited schedule because we weren't ready to work harder. We opened on a limited schedule because we needed to learn before we could do more.
The team problem — and why it's solved differently than you'd expect
The other honest reason was the team. When we opened, everyone we had was new to the industry. Not new to us — new to this work entirely. People who had never pulled a shot, never laminated dough, never run a café service in their lives.
Building a team from scratch with no industry experience is slow. You can't hire your way out of it quickly — not if you care about the standard. Someone who has done this for years at a mediocre place brings habits you then have to undo. Someone who has never done it at all can be built from the beginning to do it the right way — but that takes time and patience and a lot of repetition.
We chose the second path. And the team we have now — the same team that opened with us, grown through that process — has become capable of something we couldn't have asked of them twelve months ago.
Which brings us to the part that might surprise you.
We're doing this without adding headcount
We are moving from five days to seven days, from one shift to a full day schedule — with the same team. Not a larger team. The same people, working a restructured schedule.
This is possible because of what the team has become, not despite the challenge it represents. A team that has learned the work deeply enough can absorb more of it without the quality breaking down. A team that understands the standard can hold it across a longer day because the standard is internal, not supervisory.
It also required rethinking the schedule structurally — how shifts are built, how prep is distributed across the week, how we cover the hours without burning people out. That work happened over the past several weeks. The schedule we're running from August 11 is not the schedule we ran before with more hours added. It's a different structure that makes the extended hours sustainable.
We'll see how it goes. We're honest enough to say that. The plan makes sense and the team is ready — but running seven days is different from planning to run seven days, and we'll learn things in August 11 that we don't know yet. We'll write about those too.
What this means for you
If you've wanted to come on a Sunday morning and couldn't — (TBD) is the date. If Monday was the only day that worked and we were always closed — that changes now.
Hours starting August 11: Monday through Saturdat, 8am to 8pm, Sunday 10am to 6pm.
Same menu. Same team. Same standard. Just more days to come in.
We've been looking forward to this for a while. See you soon.
