American Dream Award
2017 MVP AWARDS
hard work and determination ,” says Patel , principal of Boynton Beach , Fla . -based Apple Investors Group , founded in 2008 . “ I started as an employee of one chain restaurant and through some long hours turned that position into an assistant manager , which eventually led me to my first restaurant purchase . Thirty years later , I have expanded my portfolio to over 140 restaurants with the help of my team .”
Since buying a flailing IHOP in 1992 and doubling its volume within a year , Patel has experienced soaring multi-brand growth , managing more than $ 220 million in revenue and 4,500 employees . He is lauded for being a master at turnarounds as well as an innovator .
“ Being a leader , I make it a point to know as much as possible about every
2017 MVP AWARDS
position within the company ,” he says . “ I believe my employees help me understand what is necessary to make the company succeed . Through them we can see what is or what is not working .”
Patel , who admits he is driven by competition , says his goal is to be one of the top 10 privately owned , multibrand restaurant companies in the U . S . and , ultimately , to open his own concept . He has received numerous awards throughout his career , but being named this year ’ s American Dream MVP came as a surprise .
“ I never imagined myself receiving such an award ,” he says . “ My focus is solely on my family , business , and employees . Without them this award would not be possible .”
American Dream Award
Why do you think you were recognized with this award ? I came to America with a dream in my heart : to not only own my own business , but to be able to employ others and provide well for them . I have done this . While I am still growing , I have worked hard , sacrificed much , and have taken risks to build a company that my family and I would be proud of .
How have you raised the bar in your own company ? I challenge my team to be the best franchisee in each brand . We develop a plan to take us where we want to go and then we stay relentless in our pursuit .
What innovations have you created and used to build your company ? I have built my business always thinking outside the box . Creative innovation is a key part of our success . Past innovative implementations include :
• IHOP — First to use the kitchen screens in 1999 ; one of the leaders to go from registers to computers ; and one of the first to go 24 hours .
• Applebee ’ s — First to implement the afternoon and late night appetizer program .
• Burger King — First to introduce the two-board system company-wide ( we created a separate board for drive-thru and front counter , improving SOS by more than 30 seconds ); worked with the marketing team to develop the 2 for $ 5 promotion , which has become a major marketing strategy for the brand ; among the first to advocate the removal of the Whopper box , improving paper costs by more than . 3 % and SOS ; and we were among the first to incorporate state-of-the-art drive-thru timers into our business ( BK corporate later mandated a similar system for all franchisees ).
What core values do you think helped you win this award ? Our core values include : 1 ) People — they have been the key to our success . We search for top talent and take great care of them once they are a part of our team . 2 ) Great food , delivered hot and fresh every time . 3 ) Great service , friendly and fast to every guest , every time . 4 ) Innovation . Change is part of our culture . We must accept it , embrace it , and bring it to life ! 5 ) Value . Our guests will feel they received more than they paid every time . We believe in HHH : humble , hungry , hardworking .
How important is community involvement to you and your company ? Community involvement provides our employees with the opportunity to become active members of their community , which has a lasting , positive impact on them and the society they serve . Simply put , it gives employees an avenue to give back to those who support us . It helps to build morale and builds a collaborative and inspired team .
What leadership qualities are most important to you and your team ? Honesty , commitment , confidence , decisiveness , and the ability to inspire .
MANAGEMENT
Business philosophy : We are a committed team of passionate and innovative people dedicated to providing great food and quality service to every guest fast .
Management method or style : I have more of an authoritative ( visionary ) style of management and strive to provide long-term direction and vision for my employees . Motivate by persuasion and feedback .
Greatest challenge : People . Finding the right people at each level of the business .
How do others describe you ? Provides clear direction and gives others the autonomy to get the job done . Firm , but fair , leads by example , and a relentless work ethic .
How do you hire and fire , train and retain ? I use a wide array of recruiting methods , such as job boards , recruiters , referrals , etc . Typically , my HR director will send candidates to me after he has screened them . I have the ability to quickly assess the skills and talents of candidates . When terminating someone , I am always respectful . I use my team to help me train , but I also spend hands-on , one-on-one time with new employees at various levels .
BOTTOM LINE
Annual revenue : $ 200 to $ 300 million .
2017 goals : Our goal is to be one of the top 10 privately owned , multi-brand restaurant companies in the U . S . and to open our own concept .
Growth meter : How do you measure your growth ? Develop and / or acquire more locations within the next 3 years .
Vision meter : Where do you want to be in 5 years ? 10 years ? Best in customer service . One of the top 10 privately owned franchisees in the U . S .
What are you doing to take care of your employees ? First and foremost , I let them know that I appreciate them . In addition , I pay my team well . I am at the top of the pay scale for each brand . Finally , we have incentive programs in place to consistently recognize and award my team for performing their job well .
What kind of exit strategy do you have in place ? We don ’ t want to exit .
MULTI-UNIT FRANCHISEE ISSUE III , 2017 29