The Brief

This story was originally published by Boyle Heights Beat on Oct. 2, 2024.

When the pandemic closed storefronts in 2020, consumers were forced to find services and vendors elsewhere, while desperate laid-off workers turned to side hustles to make ends meet.

Since then, many entrepreneurs have transformed their hobbies into businesses – and some have even become their main source of income.

Thanks to the rising popularity of social media platforms such as TikTok and Instagram, many people have been able to sell their services and products online or generate income as “creators.” That trend has especially taken off among the “extremely online” Gen Z population.

According to a study conducted this summer by Talker Research, younger generations are more likely to consider themselves entrepreneurs – 36% of Gen Z and just 25% of baby boomers.

We spoke with three young entrepreneurs from Boyle Heights to learn about their side hustles and small business journeys.

Jose Lima, 23, Chepecleans4you

For Jose “Chepe” Lima, shoes are everything.

The 23-year-old came up with the idea to start his shoe cleaning business, Chepecleans4you, in 2020 after he saw no one was offering the service locally at an affordable price.

“Nobody really does this, especially in Boyle Heights,” Lima said. “We can all see how everybody resells shoes…There are more shoes than the [cleaning] service out there, so it was the perfect opportunity to take over the community with this.”

Jose “Chepe” Lima cleaning a pair of Nike shoes.

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Carol Martinez

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Boyle Heights Beat

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After graduating from Felicitas and Gonzalo Mendez High School in 2019, Lima chose to focus on work instead of going off to college. He landed a full-time job as a delivery driver for Amazon. He thought the hourly pay of $20.75 would be enough to support his expenses while living at home with his parents.

Lima started Chepecleans4you while working at Amazon and eventually quit his job to focus on his side hustle. Like many other entrepreneurs, the side-hustle-to-full-time pipeline was his original goal.

Jose “Chepe” Lima goes through the shoe cleaning process.

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Carol Martinez

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Boyle Heights Beat

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“There’s been good and bad days. I work full-time so my job comes first. I quit once to do [Chepecleans4u] full-time, but unfortunately, it didn’t work out,” he said. “It’s life, but I’m hoping to try it again one day.”

Today, he works for the delivery company full-time and focuses on his side business on his days off.

Lima runs his business from home, where his clients typically drop off their shoes. He charges $25 to clean any shoe. The service includes an all-around deep clean, including the outsole and midsole.

Most of Lima’s clients are from Boyle Heights, East L.A., and surrounding areas on the Eastside. He says he builds clientele through social media promotion, as well as through recommendations from customers who share the business with friends and family.

“It’s very important, it helps me connect with the community. People love shoes, people work hard for their shoes, so it’s something you always want to have clean and fresh,” he said.

You can find Chepecleans4you here.

Elianet Romero and Alijiah Torres, both 27, Las Niñas Fresitas

Elianet Romero and Alijiah Torres, both 27, met during their freshman year at Bravo Medical Magnet High School. The two bonded during English class and have been best friends since.

When the pandemic hit, they saw an opportunity to create a joint venture that could bring in extra income. They created a sweet treats business called Las Niñas Fresitas, and started selling chocolate-covered strawberries and miniature cakes online.

“A lot of small businesses tend to overcharge. Our whole motto was to be different and make our business more affordable so that people can get a treat for their loved ones, especially during COVID when things were rocky and negative,” said Romero. “It was a chance to spread positivity and start a business together.”

Elianet Romero (left) and Ailijah Torres (right) hold a box of chocolate covered strawberries.

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Photo courtesy of Las Niñas Fresitas

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When the business launched, Romero was working full-time doing communications for a private firm. It fit perfectly with her plans for the future, serving to help fund her education. She is currently attending law school at the University of California, Davis.

For Torres, who had just graduated from college at the height of the pandemic, Las Niñas Fresitas became her main source of income until she started working for a finance company.

Today, the business venture serves as additional income for the two.

“Our venture is really unique because we’re two best friends giving back to the community. We grew up around there [Boyle Heights], we went to school there, and it’s really nice seeing locals that went to school together or we worked with them at some point and end up recommending people to us because they know our product is good,” said Romero.

Custom sweet treats made by Las Niñas Fresitas.

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Collage made with photo courtesy of Las Niñas Fresitas

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A team, in and out of the kitchen, Romero and Torres use their skills to build and maintain the business. Studying law, Romero has been getting acquainted with the ins and outs of running a business to implement informed practices in their growing business and future storefront. Torres uses her knowledge working for a financial firm to manage Las Niñas Fresitas’ finances.

“I think it’s pretty profitable as a side hustle but I know we want to see it as a storefront. Is it profitable as a storefront right now? Absolutely not,” Romero said.

In March, the entrepreneurs added cakes to the menu and began receiving weekly cake orders in addition to chocolate-strawberry purchases.

Las Niñas Fresitas takes orders through Instagram and caters celebrations, including birthdays, weddings and baby showers.

Looking ahead, the friends want to focus on promoting their business through social media, pop-up events and pursuing their goal of a storefront in the next few years.

You can find more about Las Niñas Fresitas here.

Bryan Rojas, 24, Mezcal Mixer

Bryan Rojas developed a passion for crafting cocktails while working as a bartender at dive bars and cocktail lounges.

Bryan Rojas.

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Carol Martinez

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Boyle Heights Beat

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During the pandemic, he saw an opportunity to use his vast experience to create his own craft drink mixing business based in Boyle Heights. Rojas started uploading videos of his custom recipes online, an endeavor that would eventually blossom into his own bartending business.

“From making videos, it quickly became where I had friends from high school that were like ‘Hey I noticed you’re bartending, how much would you charge me for my birthday?’ and it kind of went from there,” said Rojas.

At the time, he and his wife were struggling financially and living paycheck to paycheck so the business helped keep them afloat. Rojas decided to call it Mezcal Mixer.

The 24-year-old currently manages and curates the menu for a Japanese restaurant in the Arts District and runs this bartending side hustle on his free time. This past summer, he said, the business booked up to seven events monthly.

Booking inquiries are handled through a link on his business Instagram page, where interested clients can share details about the number of guests, event location, budget and theme. An average event for 100 guests could cost $350 to $400, Rojas said.

Custom drinks made by Mezcal Mixer.

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A collage of photos courtesy of Mezcal Mixer.

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When it comes to booking events like birthday parties or graduations, Rojas works closely with his clients to ensure that they’re never spending more than they need to by often creating specialized menus, pre-event drink tastings and bar schedules to combat the inevitable leftover liquor and supplies.

“I try guiding people in the direction where I can make a good menu or curate a menu to fit a theme while still saving them money because no one wants to spend $1,500 on a bartender and no one is drinking the cocktails,” he said.

Rojas also takes pride in using quality ingredients in all of his recipes and says his syrups and drink infusions are all housemade.

“I love the extra money and the fact that it helps me do what I want to do, but I love the creative aspects more…I’m 100 percent proud of my original recipes and all the brainstorming that goes into it,” Rojas said.

You can find Mezcal Mixer here.

This story first appeared on The LA Local.

Permit applications have been filed to repair and rebuild the Lineage cold-storage warehouse in Boyle Heights after the city of Los Angeles ordered the property owner to repair and remove all fire-damaged portions.

Two applications were submitted to the Los Angeles Department of Building and Safety days before a July 29 compliance deadline outlined in the city’s code enforcement order. The order, addressed to property owner Chill Build Los Angeles, requires ownership to “obtain all required permits prior to reconstructing the damaged portions of the building.” Failure to comply with the order would mean the property owner could face additional financial penalties and possible misdemeanor penalties under the Los Angeles Municipal Code.

LADBS confirmed staff previously met with Lineage and Chill Build representatives to discuss the city’s enforcement order, including “permitting requirements to rebuild.” 

One application, filed Monday, seeks to “repair and rebuild fire-damaged portions of the building to original, pre-fire condition” with no change to the building’s “footprint, square footage, height, use, or occupancy.” A second application was filed Tuesday and seeks to “repair the fire damaged electrical installation.”

Both applications were filed by Tina Prater of T&B Planning, which provides consulting services on land use planning and environmental compliance. Prater did not respond to a request for comment.

The permit filings also come as Mayor Bass has taken a firmer stance against rebuilding the warehouse. 

In an interview with Boyle Heights Beat on July 9, Bass said she wanted to hear from the community before weighing in on whether the warehouse should be rebuilt. But on Monday, she said in a video posted on social media, that “Lineage shouldn’t even think about coming back and rebuilding the warehouse.”

In a statement on Tuesday, Bass said the company should focus on cleaning up the site before pursuing construction. 

“This corporation has devastated Boyle Heights and East L.A. I can’t believe they would even think about starting the rebuilding process while they haven’t cleaned up the mess they’ve created. That is what Lineage should be solely focused on,” Bass said.

“It’s a slap in the face to the families that are forced to live with the consequences of an irresponsible corporation’s actions every single day.”

Here is what we know so far:

Does filing a permit mean Lineage can start rebuilding?

No. Filing a permit application begins the city’s review process. City staff will review them to determine what approvals are needed before work on the building can begin. Under the Los Angeles permitting process, some projects can move through the city’s Department of Building and Safety (LADBS) if they meet zoning and building requirements. Others may require additional review from City Planning before permits can be issued. 

The applications for the warehouse describe repairing fire-damaged portions of the building “to original, pre-fire condition,” and an electrical system with “like-for-like” replacements, indicating no changes to the building’s size or use. This suggests the applications may follow the city’s standard permit review process, though LADBS has not said whether additional approvals will be required. 

Who decides whether the permits are approved?

The Los Angeles Department of Building and Safety, the city agency responsible for reviewing building plans, issuing permits and enforcing building codes, oversees the permitting process for properties subject to code enforcement orders. 

According to an LADBS information bulletin, owners cannot begin repair work that requires permits until those permits are obtained. Applicants must also obtain zoning information from the Los Angeles Department of City Planning, the agency responsible for determining whether projects comply with the city’s zoning and land-use rules.  

Where does Mayor Bass stand on the rebuild?

In her statement, Bass said her office was in the process “of revising our Executive Order to reflect these rebuilding concerns because this situation has become so egregious.”

In a July 9 interview with Boyle Heights Beat, Bass could not answer whether rebuilding the warehouse should be allowed.

She said she wanted to spend more time talking to residents before coming to a decision. Bass also urged residents to hold her accountable as she oversaw cleanup efforts and looked for ways the city can provide economic relief.

Screen time limits for Los Angeles Unified School District’s youngest students begin in August.

“My hope and expectation is that most families will see a dramatic reduction in screen time during the school day, but also in the evenings, as mandated by school,” said Nick Melvoin, who represents the Westside’s Board District 4.

While LAUSD was the first major U.S. school district to restrict screen time across all grades, the policy, along with a 2024 decision to ban student cellphone use, is part of a nationwide trend toward limiting young people’s exposure to tech during the school day.

Many parents have embraced — and advocated for— less technology in the classroom, but questions remain about how LAUSD will enforce the screen time limits and the potential for unintended consequences for students who have less access to devices outside of school.

Below we break down what we know about LAUSD’s new screen time policy.

What part of the screen time limits start in August?

The policy eliminates digital device usage for students in early education (preschool), transitional kindergarten (TK), kindergarten and first grade.

There are several exceptions, including:

• District- and state-mandated assessments. 
• Students enrolled in the LAUSD Virtual Academy program. 
• To help students with disabilities learn, as mandated by their Individualized Education Program (IEP) or 504 Plan. 

Students will not be automatically issued devices to take home. However, there is still a process for families to request one.

The policy also requires the district to block all students from accessing YouTube, social media and streaming platforms without teacher approval.

The type of work students bring home may change, too. The policy encourages educators to provide off-screen assignments.

“Homework should prioritize reading, writing, problem-solving, hands-on activities, observation, and other learning experiences that can be completed without the use of a device,” the policy reads.

Andrés Chait, the district’s superintendent, said at a July 21 news conference that implementing the new policy will take time.

“On Aug. 12, you may not necessarily see in the immediate all of the changes that the policy calls for, but they will be implemented methodically and transparently,” Chait said.

Where did the screen time policy come from?

A group of Los Angeles parents organized a group called Schools Beyond Screens in 2025 and started speaking at board meetings, collecting petition signatures and advocating for the district to limit student device use.

Melvoin brought forward the resolution that ultimately led to the new policy in April.

“We had not recalibrated or reset our relationship with technology post-COVID,” said Melvoin, at the time. “Six years ago, we sent every kid in L.A. home with a device, which was a lifeline. … But when they came back, I'm still seeing kids as young as preschool on devices all day.”

The board adopted the policy in June after staff conducted research and outreach to parents, educators and community members.

How much does it cost to limit screen time?

District staff estimated the most significant costs include up to $4 million in one-time funds to purchase carts to store laptops in elementary school classrooms and an annual $1 million to pay for software to track screen time and block content.

The district has yet to spend this money, according to a statement from a Los Angeles Unified spokesperson.

“Conversations with schools will take place in the early part of the upcoming school year to assess needs on a school-by-school basis,” the statement read.

Was there any pushback to the new policy?

The board voted unanimously to adopt the screen time policy with the exception of Board President Scott Schmerelson, who recused himself from the vote.

However, there was some discussion about whether the limitations would have unintended consequences for teachers and students.

Board Vice President Rocío Rivas cautioned that the minute limits may discourage teachers from assigning multimedia projects, and adds the burden of monitoring student technology use.

“Schools may end up focusing on counting minutes, documenting usage, auditing classrooms instead of evaluating learning outcomes,” Rivas said.

LAUSD staff’s analysis of the screen time policy noted a “risk of slowing access to technology and its advancement for students to compete with the world.”

During public comment in June, Mireya Garcia, a mother and grandmother, told the board that her family shares a single computer at home.

“I don’t want them to lose access to tools that can help them read, to learn and to be successful,” Garcia said.

How are teachers preparing for the changes?

LAUSD adopted the screen time policy when most teachers and students were off-campus for the summer.

A Los Angeles Unified spokesperson wrote in a statement that training has started with “dedicated sessions” for principals and administrators and that more resources will be available to educators before Aug.12 and throughout the school year.

“This approach allows us to be respectful of educators’ time while ensuring schools are prepared and supported for a successful rollout,” the spokesperson wrote.

The first opportunity for most teachers to return to their classroom is on Monday, Aug. 10, two days before school starts.

Stephanie Levinson, who’s taught at San Fernando Elementary for 28 years, said she has not received any additional guidance from the district since the policy was passed this summer.

This year, she’ll teach a combined first- and second-grade class. Under the new policy, first graders do not have access to digital devices and second graders can use them for up to 20 minutes per day this year.

“It's stressful because we don't know,” Levinson said. “It's hard to plan a school day when we're not sure what's gonna be mandated, how things are gonna work.”

Levinson said that, in the past, she’d assign students to use interactive learning programs like ABCmouse while she worked with their peers in small groups. She also fundraised to bring laptops and tablets to her classroom, where most students come from low-income families, before the devices were widespread in the district.

“If a kid hasn't learned how to even use a computer or type, how are they going to…not be disadvantaged against kids that have computers?” Levinson said.

How can families get access to a digital device?

Parents and guardians can request a take-home device when enrolling their child or through the district’s Parent Portal app or website.

The Los Angeles Public Library has a laptop and hotspot checkout program for adults.

What’s next for screen time in LAUSD?

The policy requires the board to review the screen time rules at least once a year during a public meeting.

“One of the reasons we crafted this policy is because we didn't see a policy that we could just adopt nationally,” Melvoin said. “But that also means that it'll be iterative and that we're working out the kinks.”

The district has also created an ad hoc committee to provide recommendations on how the district is using AI.

When Los Angeles County and city officials released the results of the annual homelessness count last week, there seemed to be a bright spot: While the number of people counted as living on the streets went up by nearly 8%, the number of families reported to be living on the streets decreased by 27% in L.A. and 34% across the county, according to LAist's analysis of the data.

But providers — as well as the agency that oversees the count — are skeptical the numbers match reality.

Those official numbers don’t add up for Constanza Pachon, CEO of The Whole Child, a homeless services agency that solely serves families in southeast L.A. County.

“ It's not what the experience is on our doors,” Pachon said.

For instance, the count found an estimated 274 families experiencing homelessness in her agency’s service area, but Pachon said her organization served nearly 1,500 families last year who were unhoused.

“It’s so unbelievably undercounted,” she said.

Providers have long said that family homelessness is hard to quantify because families with children aren’t always a visible population living on the streets. They’re more likely to experience homelessness by staying in their cars, motels, or by couch-surfing.

“The point-in-time count does not capture that nuance that as providers we see on the day-to-day,” Pachon said.

The way the point-in-time count works, in part, is that volunteers fan out throughout the city and county to physically count who they see experiencing homelessness on the street or in “dwellings” — tents, vehicles and makeshift shelters — places where children may not be visible or present.

“ People who have kids will find places for their kids so that they don't have to live outside, even if they don't have an option themselves,” said Katie Hill, CEO of Union Station Homeless Services.

She said last year alone, her agency had to turn away 500 families for shelter. Meanwhile, the official estimated number of unsheltered families in Union Station’s service area was 42.

“I honestly don't know that I would take a whole lot away from [the family count]. I would look at it as if homelessness is increasing, family homelessness is definitely increasing as well,” she said.

What's behind the numbers?

Officials in charge of the count say they’re also cautious about the numbers. The overall number of people living in families with children countywide — including sheltered and unsheltered — decreased by 14%, the agency said. (LAist's analysis of the numbers show an even more dramatic decline in families that are unsheltered.)

“We have reason to believe that declining resources available to families is behind this family point-in-time count decrease,” said Paul Rubenstein, chief of staff at LAHSA.

Due to funding cuts over the last year, families have been turned away from shelters that were at capacity.

That meant families weren’t seeking help at resource centers like they used to, which made it hard to accurately capture family homelessness. Officials use surveys distributed at Family Solution Centers to help estimate the number of families experiencing homelessness, since it’s hard to physically count families on the streets.

“If fewer families complete surveys, there is less information available to estimate how many families are represented in the count. That can lead to a lower estimate of unsheltered families, even if the number of tents or vehicles counted remains the same,” Ahmad Chapman, a spokesperson for LAHSA, told LAist in an email. "For that reason, the family estimate should be viewed cautiously and tracked over multiple years, rather than relying too heavily on a single year's change."

Funding for a rental subsidy program that helps families move into permanent housing was cut by nearly half, according to the agency, and providers say that has contributed to a backlog of families staying in shelters longer.

Hill, with Union Station Homeless Services, said because people are staying longer, there’s no room to take in new families.

“ One thing we have seen too is people getting discouraged because they keep coming to us for help, and we don't have a lot of help that we can offer,” Hill said.