Neil Swindale Interviews Johnny Wallace of AmeriTex (Dallas–Fort Worth)
Every once in a while, you sit down with an operator whose story captures what this industry is really about—grit, attitude, hard lessons, and long-term vision. Johnny Wallace of AmeriTex, based just south of Dallas in Cedar Hill, Texas, is one of those operators.
Johnny has been in business for 38 years. Today, he runs eight routes, services roughly 500 vending machines, operates 10 micromarkets, and covers the entire Dallas–Fort Worth metroplex as a Canteen franchisee.
But it didn’t start there. It started with two machines, a cargo van, and a mindset shift.
Laid Off, On Unemployment, Watching Soap Operas
Johnny moved to Texas from Indianapolis in 1985 after being transferred by General Motors. Just six months later, in early 1986, he was laid off. The first year wasn’t bad—95% of his pay continued. The second year was a different story.
“I couldn’t buy a job,” Johnny recalls. “I was teaching tennis in the mornings, watching soap operas during the day, and living on $900 a month in unemployment.”
That’s when one word changed everything: attitude.
Silencing the Noise
Johnny realized that much of what people told him about success—or failure—was noise. He had $10,000 left from selling his house in Indiana, untouched. Instead of protecting it out of fear, he decided to use it intentionally.
“I wanted something where I could make money while I was sleeping,” he says. “I landed on vending.”
Learning the Hard Way, Even With 6 Months of Research
Johnny didn’t jump in blindly. He spent six months researching the vending business before buying his first two machines. From there, he grew steadily—two machines became 30, then 90.
Along the way came lessons you don’t learn in books.
One of the most memorable involved a fully loaded cargo van headed to the Dallas Convention Center—120 cases of soda, each weighing about 21 pounds.
“I didn’t understand weight distribution,” Johnny admits. “I’m driving down I-35 at 70 miles an hour when the back wheel comes off.”
The tire bounced down the highway behind him. Thankfully, no one was hurt—but the lesson stuck.
“That was one of those moments where you realize how much you don’t know when you start,” he says.
The Big Break: A $1.8 Million Account
In 1993, Johnny landed what would become a business-defining account: Electronic Data Systems (EDS), a global company founded by Ross Perot.
The contract was worth $1.8 million annually and covered 11,000 employees. There was just one problem.
“They told me I needed $50,000 by next Friday to buy out the existing program,” Johnny says.
Multiple banks said no. Then Johnny walked into Citizen’s Bank and spoke to a banker he already knew through building his home.
“He said, ‘That’s one of our customers. Let me think about it.’ An hour later, he called me back and asked when I wanted to pick up the check.”
Johnny paid the loan back in six months. He kept the account for 10 years.
That account taught him something just as valuable as revenue: service culture.
“It was a high-end environment,” Johnny says. “People wore suits. Service mattered. I learned that how you treat accounts determines how long you keep them.”
Community, Industry, and Becoming a Canteen Franchise
Johnny credits much of his growth to involvement in the industry. He spent 13 years on the TMVA board and served on multiple unpaid boards early in his career.
“You have to be involved in your community and your industry,” he says. “That’s how you learn.”
That involvement led him to Canteen, where he noticed fellow operators leaving independent operations to become franchisees. By 2005, with roughly 250 machines already in place, Johnny joined the Canteen franchise network.
“They don’t just take anyone,” he notes. “You have to already be running a solid business.”
Facilities, Scale, and Long-Term Thinking
Johnny’s growth wasn’t just operational—it was physical.
From a garage… to a small warehouse… to a 32,000-square-foot facility on three acres, purchased in the late ’90s for $500,000.
Today, that property is worth roughly $4 million.
“In this facility, we could easily support $20 million in vending sales,” Johnny says. “Having the right infrastructure matters—especially when you’re dealing with perishables and Texas heat.”
Technology, Smart Coolers, and the Modern Operator
Like many veteran operators, Johnny has embraced technology—not because it’s flashy, but because it works.
From telemetry and Lightspeed picking systems to micromarkets and smart coolers, he sees technology as a profitability tool.
“I used to turn down 50-employee accounts,” he says. “Now, with smart coolers and coffee, that same account can do $1,500 a month.”
Scale that across dozens of locations, and the math speaks for itself.
Johnny also recently implemented ZippyAssist, allowing customers to report issues instantly via QR code.
“It builds confidence,” he explains. “If customers know they’ll get their money back, they keep buying. That adds up.”
The Truth About Vending: Hard Work Still Wins
Despite decades of success, Johnny is clear about one thing: vending is not easy money.
“There are a thousand ways to lose money in this business,” he says. “Machines not filled. Machines not clean. Bad equipment. Bad data.”
Yes, you can make money while you sleep—but only if you work hard when you’re awake.
“You’ve got to watch the numbers. You’ve got to maintain equipment. And you’ve got to keep the right attitude.”
Attitude is key!
Final Thought: Choose Your Circle Wisely
Johnny credits much of his success to changing who he listened to early on.
“If you hang around nine broke friends, don’t be the tenth,” he says. “You’ve got to shrink your circle and stay positive.”
From watching soap operas on unemployment to building one of the most respected vending operations in North Texas, Johnny Wallace’s story is a reminder that this industry still rewards those willing to learn, adapt, and work relentlessly—and think long-term.
And maybe—just maybe—check the weight rating on the van.
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