Multi-Unit Franchisee Magazine Issue I, 2016 | Page 32
“We have units located in eight states and see consistent
improvement across all metrics year over year.”
real estate across the U.S. That experience would add a valuable skill set to the
family business, which is still actively run
by his father and uncles. “The culture as
a company that our family has developed
over time is one that is focused on hard
work, integrity, and loyalty,” says Kanji.
With the company’s addition of BurgerFi and Firehouse Subs, Impact’s longterm outlook in the fast casual sector
looks rosy. Kanji says BurgerFi’s focus on
all-natural food and an environmentally
friendly design is a winning investment.
“In a crowded space, we feel that having
a franchise partner with a differentiated
focus and offering is critical for ultimate
success. We expect the better burger
space to continue to grow, particularly
in Florida, where BurgerFi has a strong
footprint already.”
With his eye on becoming a $100 million company, Kanji says Impact Properties will continue to pursue growth
opportunities with existing brands and
new franchise partners. “A lot of the time
the economy dictates the quantity and
quality of those growth opportunities,” he
says. “My goal is to remain prepared for
when the right deals come our way.”
He was just an infant when the family
business got its start in 1981 with a small
independent property near the University of Florida in Gainesville. His entire
family of nine lived in a small apartment
behind the front desk of the mom-andpop motel. That, says Kanji, “was all we
had and we were determined to make
the most of it.” And they have: Over the
past 35 years, his father, along with his
younger brothers Kish and Nash (both
still actively involved), built the business to where it is today: a multi-unit,
multi-brand operation with more than
$60 million in annual revenue.
In high school, Kanji spent his summers working at a Tampa hotel, one of
his father’s first major acquisitions during the Resolution Trust Corporation’s
days following the savings and loan crisis.
Later, he headed north to attend NYU,
where he earned a bachelor’s degree in
finance and political science and a master’s degree in real estate finance and
development.
Following graduation, he joined KTR
Capital Partners, a private equity firm
focused on investing, developing, and
operating institutional quality industrial
BOTTOM LINE
Annual revenue: $60 million-plus.
at attractive terms.
2016 goals: Grow total revenue by 25 percent-plus.
Experience with private equity, local banks, national banks, other
institutions? Why/why not? We have worked with each and have found
all of them to be valuable sources depending on the business needs. They each
have an important role to play.
Growth meter: How do you measure your growth? Total sales,
EBITDA, and net profit.
Vision meter: Where do you want to be in 5 years? 10 years?
Total revenue over $100 million.
How is the economy in your region affecting you, your employees, your customers? The Southeast, where our businesses are located, has
been experiencing steady growth across the board. We have units located in eight
states and see consistent improvement across all metrics year over year.
Are you experiencing economic growth in your markets? Yes.
How do changes in the economy affect the way you do business?
Economic changes affect how and when we need to implement new strategy or
operating protocols to meet the demands of the changing environment.
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What are you doing to take care of your employees? Offering the
best compensation, benefits, and training we can.
How are you handling rising employee costs (payroll, minimum
wage, healthcare, etc.)? As the cost of doing business goes up, we have to
keep tasking ourselves with new ways to grow revenue, improve product margins,
and retain and train talent better. I have not experienced a period when the key
operating expenses in our businesses were not increasing each year. It’s one of
the key challenges of staying competitive and ultimately profitable at the unit level
every year.
How do you forecast for your business? Staying in tune with the local
economies where our units are located.
How do you reward/recognize top-performing employees? Offer
improved compensation, benefits, and opportunities for advancement within our
company.
What are the best sources for capital expansion? The capital markets
are quite robust right now, with all forms of capital available from multiple sources
What kind of exit strategy do you have in place? I am fortunate to
be part of a family business. We are here for the long term!
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