Multi-Unit Franchisee Magazine Issue I, 2016 | Page 35

MANAGEMENT
Business philosophy: To continue to grow our organization through profitable
growth.
Management method or style: When you lead people, you lead through
example. I think that is probably the way I manage my business. I lead through
example. I don’t think anyone in the organization would ever say, “He expects
so much more out of me than he expects out of himself.” I treat people fairly and
with respect.
Greatest challenge: People—finding and retaining the right people.
How do others describe you? As fair in dealings, level-headed, caring toward people in my organization, and hard-working.
One thing I’m looking to do better: Delegation. I need to learn that it is
okay to take a step back and not be involved in every decision.
How I give my team room to innovate and experiment: In the franchise model there is not a lot of opportunity to innovate and experiment with brand
items. We give our team opportunities to innovate in the areas of processes, etc.
How close are you to operations? Very close. I’m involved daily.
What are the two most important things you rely on from your
franchisor? Products and marketing.

What I need from vendors: Consistency and quality of products.
Have you changed your marketing strategy in response to the
economy? How? Social media seems to be part of the future of our business.
How is social media affecting your business? Significantly. I’m not
a Millennial. I don’t even know what Twitter does. It is amazing as we become
educated around social media. Burger King has been masterful as it relates to and
capitalizes on social media. I’m blown away with the impact it is having on our
business. As a franchisee, I’ve seen a lot more on our Burger King side, but I know
that with Costa Vida it is a big part of the marketing plan to use social media as
an avenue for new and potential guests for our business.
How do you hire and fire? We try to promote as much as possible from
within. Hiring from outside our organization is accomplished in many ways.
How do you train and retain? Training is an ongoing process. Training is
brand-specific with the exception of administrative training.
How do you deal with problem employees? Counseling and understanding.
Fastest way into my doghouse: Not taking responsibility for your actions.

“When you lead people, you lead through example.
I think that is probably the way I manage my business.
I lead through example.”
PERSONAL
First job: At age 14, I began cleaning kitchens in the evenings six days a week
at a Pastry Pride donut shop.

tion is that if I have a gut feeling about someone or something I should follow that
gut instinct. When I don’t follow my gut I always end up regretting it.

Formative influences/events: I have a business partner who believes in
me and who gave me an opportunity. Without David Williams I certainly wouldn’t
be in the position I am in today.

Work week: 60 to 70 hours.

Key accomplishments: I began my career in franchising at age 16 working
as an hourly employee at Burger King. From there I’ve worked my way up and
have held all positions in the organization.
Biggest current challenge: To continue growing our business with the current
challenges (minimum wage, ACA, etc.).
Next big goal: I’d like to continue growing the brands I currently represent.
Also, I’ve entered into a franchise agreement with the regional coffee chain Beans
& Brews for a 20-unit development over the next 5 years.
First turning point in your career: The many challenges I faced at a young
age when I became a manager and eventually a district manager.
Best business decision: Becoming a franchisee and owner. I am fortunate
to have my partner Dave Williams. He allows me to run the day-to-day business,
which is great, and he has also been a great mentor to me in the business.
Hardest lesson learned: The greatest lesson I’ve learned in my current posi-

Exercise/workout: I run