2016 MVP AWARDS
Business philosophy : Really happy customers will solve at least 90 percent of any business challenge .
Management method or style : You have to give people room to let their talent shine , but with balance . Too much oversight will stifle the individual drive to succeed inside of top performers , but too little will leave them feeling neglected and on an island . I try to give people plenty of rope , but also an anchor .
Greatest challenge : People .
How do others describe you ? I hope that people believe I have genuine passion for the McAlister ’ s brand , its inherent strength , and its huge
MANAGEMENT runway of opportunity .
How do you hire and fire , train , and retain ? We are looking for people who first and foremost are passionate about service — and not just our restaurant staff . When I hire for the corporate office , I want that person to provide world-class customer service and support to our restaurants . I believe service can be trained , but only to a degree . There is a natural inclination in everyone to either serve or not , to put the needs of others above themselves , or not ; and if you have those qualities you will stand out at The Saxton Group . We can train job skills , but we can ’ t teach you how to have a genuine smile , anticipate needs , or care about your customers and your co-workers .
One customer at a time , one community at a time ,
“ one successful restaurant at a time . The restaurant business is a relationship business , and we want to know our customers and understand the needs of the places they live .
” ness , I feel like I have been in it all my life . I was never that kid in school who didn ’ t know what his father did at work . We talked restaurants at home as long as I can remember .”
The Saxton Group , which operates 67 McAlister ’ s Deli restaurants with 10 more in the pipeline , was honored with the MVP Award for Community Involvement Leadership for their thoughtful approach in giving back in ways big and small , and serving as a role model not only for the brand but for franchising itself .
As chief business officer , Saxton focuses on growth , development , new business opportunities , marketing , and legal issues . In other words , he says , “ all the things that happen outside of a restaurant that it takes to make a company of our size grow and thrive .”
Saxton says community giving is a very important element of how he leads .
All the company ’ s charitable efforts are designed to keep the money local , even when it goes to national charities . For example , the company hosts fundraisers every single week in all of its locations . In 2015 , these hyper-local fundraisers raised more than $ 90,000 for small , local organizations .
With The Saxton Group planning to top the 100-store mark in the next few years , Saxton expects to seek bigger ways to give as the company grows — while never taking his eyes off the customers they serve .
“ It ’ s really the cornerstone of who we are . One customer at a time , one community at a time , one successful restaurant at a time . That ’ s how we built our business ,” he says . “ The restaurant business is a relationship business , and we want to know our customers and understand the needs of the places they live .”
Annual revenue : $ 140 million . 2016 goals : 9 new McAlister ’ s Deli locations .
Growth meter : How do you measure your growth ? 40-plus additional McAlister ’ s Deli locations in the next few years . We talk a lot about the 1.2.3 . plan . For us , that means 100-plus McAlister ’ s locations , $ 200 millionplus in revenue , in about a 3-year time horizon . I like to put big goals in front of our teams that all levels of the organization can engage in to help make happen .
Vision meter : Where do you want to be in 5 years ? 10 years ? See above .
BOTTOM LINE
What are you doing to take care of your employees ? We provide a competitive and comprehensive benefit package , but what keeps our employees around is our culture . We treat people well . Happy employees make for happy customers . Our employees are our first customers . We are growing and provide a ton of opportunity for advancement . In fact , the majority of the senior directors and vice presidents started as hourly employees in the restaurants .
What kind of exit strategy do you have in place ? I believe that if you build a business with really strong fundamentals — consistent sales growth , strong profitability , proven ability to open and grow , and a culture in place to continue to do all of that in the future — then the opportunity to make an exit will always be there . Strong businesses attract buyers .
46 MULTI-UNIT FRANCHISEE ISSUE III , 2016