Multi-Unit Franchisee Magazine Issue I, 2016 | Page 24

“I’ve found that it is easier to fund growth in an
existing business than it is to fund a startup.”
MANAGEMENT
Business philosophy: The numbers don’t lie.
Management method or style: My management method is permissive. Get
the right people in the right seats.
Greatest challenge: Working with physical and mental stages of life.
How do others describe you? As kind and loyal.
One thing I’m looking to do better: Time management.
How I give my team room to innovate and experiment: I suggest a
few things to get the desired result.
How close are you to operations? Very close.
What are the two most important things you rely on from your
franchisor? Trust and support.
What I need from vendors: Timeliness and the best pricing.
Have you changed your marketing strategy in response to the
economy? How? Yes, we have become more mobile and digital.

How is social media affecting your business? Social media is the future. It is where our customers are going, so we have to be right there with them
on it.
How do you hire and fire? We use a central hiring process that starts with
all applicants applying online. Then they complete a virtual interview. After that
they are granted a face-to-face interview and are then selected for hire by my
training manager, supervisor, and store manager.
How do you train and retain? We have systems in place that we utilize.
Additionally, we spend a lot of time giving one-on-one, shoulder-to-shoulder training with each employee. We are able to retain employees by having an open-door
policy and by creating and fostering a good work environment and culture that
makes our employees want to continue on with us.
How do you deal with problem employees? By allowing them to find
employment elsewhere.
Fastest way into my doghouse: To misuse my people or my money.

BOTTOM LINE
Annual revenue: $6.2 million.
2016 goals: Retire from the day-to-day.
Growth meter: How do you measure your growth? By “What have
I done today?” and “Who have I helped?”
Vision meter: Where do you want to be in 5 years? 10 years?
In 5 years consulting athletes and assisting them in acquiring restaurants. In 10
years to be consulting with 20 to 30 athletes per year, helping them to enjoy the
success of becoming a franchisee.
How is the economy in your region affecting you, your employees, your customers? Atlanta is a great place for business currently. The job
market is strong and competitive, but we have no shortage on customers. Customers are loyal. They continue to go to places like McDonald’s because they can rely
on the consistency of quality, service, cleanliness, and the value.
Are you experiencing economic growth in your market? In the demographic that my units are in, we are constantly seeing economic growth.
How do changes in the economy affect the way you do business?
In many ways. I am more cautious and concerned than ever before about how
I spend money, what my budgets are, who I do business with, and making sure
that I am always getting the best value and pricing on every single [