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. 24 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 muf16-2_sinclair.indd 24 4/2/16 2:26 PM