Multi-Unit Franchisee Magazine Issue III, 2011 | Page 34

PERSONAL
Key accomplishments: We opened the first New York City Applebee’s in
Times Square on 42nd Street, the crossroads of the world. Applebee’s is traditionally a suburban place. You park your car in the back. We put one smack in the
heart of Manhattan. Two stories. It was unheard of. Now it’s the largest Applebee’s in the world, with 20,000 guests a week.
Biggest mistake: I guess trying to branch out. At one point we had four different concepts. That diluted our focus.
Smartest mistake: The 42nd Street location, without a doubt. We’re now
planning a three-story restaurant in midtown Manhattan and we have two more
deals in the offing.
How do you spend a typical day? I don’t have a typical day. But generally I get up at 6:30 to 7:30 a.m. and work out—unless I have an early
morning meeting between 7:00 and 9:00 a.m., which is generally two or
three times per week. I do martial arts, weight training, ride my bike. Between
9 and 9:30, I get on the computer, read all my emails (I get several hundred
a day) and figure out which ones I need to answer before noon. Then the rest
of the day and into night up until 11 or 12, I spend visiting our restaurants. I
wear jeans and a shirt. I don’t dress to impress people. I dress like our folks
dress. I stick to one neighborhood. If I go to Queens I’ll just visit restaurants in
Queens, and we have six. I’m headed to Queens now in fact. We ran a contest
for decorating the restaurant for Cinco de Mayo and this one restaurant won the
contest. I want to congratulate them.
Work week: There is one day, Tuesday, when we meet in the office. We have

an agenda, there’s a steering committee I chair. We are all partners: Roy Raeburn
(with whom I founded Apple-Metro), who’s in charge of remodels and maintaining
restaurants, is president; Miguel Fernandez, COO, runs day-to-day operations; and
Frank Venice, who I’ve been working with in various businesses for 34 years, is
CFO.
Favorite fun activities: Everything I just told you. I love it all.
Exercise/workout: I’m a cyclist, and I enjoy martial arts. I spar one or two
days a week. And I love to travel. I’m able to travel a fair amount.
Favorite stuff/tech toys: I have them all: two phones, a BlackBerry, and
an iPad.
What are you reading? I’m reading a few books right now. I’m reading one
by Ahmed Rashid on the Taliban and Descent into Chaos, about Pakistan, also by
Rashid.
Do you have a favorite quote or advice you give? I have a lot
them. “There are none so blind as those who will not see.”
Best advice you ever got: To have a friend you must be a friend.
Formative influences/events: The Young Presidents’ Organization had a
big impact on me. I was able to interface with people and I traveled the world. It
sucked you in. I also went to the Wharton School of Business. That also had a big
influence on my life. And, of course, my wife, who tends to give me balance and
keeps me grounded.
How do you balance life and work? I don’t need to balance them. You
can’t separate them. They’re really one. It’s who I am.

MANAGEMENT
Business philosophy: You have to be the best at what you do, and you
have to understand that to be your best you have to look after and respect your
people.
Would you say you are in the franchising, real estate, or customer service business? Why? We’re in the people business. We have
internal and external customers. It’s all about people, whether they’re internal
or come in as a guest. I can’t order someone to be nice. We want it to be part
of your personality.
What gets you out of bed in the morning? I absolutely love seeing
our people grow. We go into neighborhoods where people don’t go in, and we
hire people who might not be considered productive citizens. And I watch them
grow into managers and GMs and it’s an absolute thrill. I’m talking about gang
bangers who over 5 years go from dreadlocks to short dreads, from being covered in tattoos to covering up the tattoos with long-sleeve shirts.
What’s your passion in business? Winning!
Management method or style: I think I’m very much a motivator.
Greatest challenge: Continuing to grow good people. That’s what it is all
the time. I don’t want to make it sound like Pollyanna. We don’t win all the
time. Our challenge is to get people who want to become a manager great, not
just good.
How close are you to ope