Multi-Unit Franchisee Magazine Issue II, 2016 | Page 26
MULTI
BRAND
because, he says, he “wanted to control
the concept.”
As he was growing Abby’s, he began to
look for other opportunities. About 15 years
ago, he signed on with Golden Corral. “I
thought that becoming a franchisee for
Golden Corral would give me a multiple
of capital invested. They had a restaurant
under construction in Boise, Idaho, so I
bought it from the company,” he says. “I
didn’t realize at the time how difficult and
complicated it is to run a Golden Corral,
but I was able to hire the right people and
our four restaurants in Idaho and Arizona
have done well.”
Eight years ago Sinclair began to look
at Sonic because the brand had not yet
come to Oregon or Washington, or even
California, he says. “It was something new
for the area, and we had the whole infrastructure already set up in the Northwest.
“If I just wanted
robots, I wouldn’t
be hiring anybody.
You’ve got to
respect people
you hire and give
them the ability to
do the job.”
All our maintenance, administration, and
vendors were there, so it was easy to assimilate another concept into the Northwest market. We opened the first Sonic in
Southern Oregon around 2007–2008.” Today he has five Sonics in the Beaver State.
Throughout his career, Sinclair has
believed in the importance of owning the
real estate his businesses sit on. “When you
own your real estate, you’re building equity
as well as getting sales,” he says.
That would be his best advice for wouldbe franchisees, he says. “Owning real estate can control your destiny. If it doesn’t
work and that location is a dog, you can do
something with it if you own it. If you lease
it, you have to pay for it and live with it.”
Sinclair was trying to get one of his
daughters involved in the business, but
about a year ago she came to him and said,
“Dad, would it be all right if I don’t work
for you? I want to be a teacher, go back and
get my master’s degree.” “Is that really what
you want to do?” he asked. When she said
yes, Sinclair responded, “Then do it. You
have to go where your heart is and with
what makes you happy.”
PERSONAL
First job: As I kid, I worked in a gas station and at other odd jobs.
respect, not be their friend. If they respect you, they’ll work for you.”
Formative influences/events: My grandfather, Bert Mills, was an inventor
and a big influence on my life. He lived to be 94, and in the waning years of his
life we talked a lot about how he grew up, what he saw, and what he accomplished.
What’s your passion in business? What I like most is to go to one of our
restaurants on the weekend or after church on Sunday and sit in the corner and
watch families come in with their kids and interact. In today’s crazy world, it’s
one of the only times a family sits and talks to each other. That’s what makes me
happy.
Key accomplishments: I had membership in the stock exchange, was in
the securities business, and ended as vice chairman of the board for the NASD. I
owned and sold three or four different firms before all the automation occurred.
Biggest current challenge: Wrestling with minimum wage and Obamacare
and still holding prices and keeping the business going.
Next big goal: To retire at some point.
First turning point in your career: In the early 1980s, I was in the deal
business, doing real estate and tax advantage deals with Abby’s Pizza, a company
that was interesting because it included lots of real estate and was operating businesses that were making money. It was in the Northwest, an area of the country
that had not yet exploded, that was still a bit sleepy and unheard of. So I seized
the opportunity not just to own the real estate but to run the business more efficiently and make it pay off. When I bought Abby’s in 1988, there were nine
restaurants. Now I own 34 and we have two franchisee locations.
Best business decision: Probably buying Abby’s at the time because it
opened doors for a lot of different things. I still do real estate development (I own
a golf course) and I’m a franchisee.
Hardest lesson learned: To allow myself to fail once in a while. It’s something you have to experience. You can’t hold onto everything. There’s a time you
have to just walk away.
Work week: As needed. I work some every day and travel a lot back and forth
between my home in Scottsdale and the Northwest.
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How do you balance life and work? I’m 69 and I still enjoy doing what
I’m doing. It doesn’t feel like work. The people you interact with, your relationships with your employees (we have about 1,400), the travel—it’s all part of
life.
Guilty pleasure: My best afternoon is sitting, having wine, and looking at the
golf course.
Favorite book: I read all the time. Most of it is just entertainment. I like mysteries.
Favorite movie: “The Bucket List” with Jack Nicholson and Morgan Freeman.
What do most people not know about you? Not a lot of people know
that I’m a little too caring and emotional about things.
Pet peeve: Working with people who are not prepared for the workplace, and
it’s because of schools today. I’m looking at resumes of people who can’t write
or spell or do math. What we’re doing is putting uneducated people without basic
skills into the workplace. It’s criminal as far as I’m concerned.
What did you want to be when you grew up? In high school, I wanted to get into finance but I started out in the school of architecture, where I spent
two years before I admitted I couldn’t draw a picture. I even took art classes, but I
had to realize that was not where I was going.
Exercise/workout: I ride a bike when I can and golf.
Last vacation: In December, I was at my place in Loreto, in Baja California. I’m
getting ready to go back.
Best advice you ever got: From my grandfather, who told me, “You can’t
be everybody’s friend. When you’re managing people, you have to gain their
Person I’d most like to have lunch with: Ronald Reagan. I knew his son
and met him a couple of times but never had a chance to really talk to him.
MULTI-UNIT FRANCHISEE IS S UE II, 2016
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