Multi-Unit Franchisee Magazine Issue IV, 2016 - Page 18

“ I can still throw the apron on and get in and run the line , and my employees know that I can go in and help .”

D O M I N A T O R S

“ I can still throw the apron on and get in and run the line , and my employees know that I can go in and help .”

Business philosophy : Work hard , play hard . When you ’ re working , that is what you ’ re doing . When it ’ s time not to work and have a personal life , it ’ s time to play hard as well . Life is short .
Management method or style : I ’ m a “ do it now ” manager , so if I hear something from the grapevine or there is something I need to talk about , I deal with it right away . I don ’ t beat around the bush .
Greatest challenge : Staffi ng and helping general managers fi nd crew and their management teams .
How do others describe you ? As having high expectations , but fair .
One thing I ’ m looking to do better : See the glass half full and not half empty . As an owner , I tend to go in and see what ’ s wrong fi rst and not what ’ s right .
How do you give your team room to innovate and experiment ? They have to be able to make their own mistakes because sometimes you learn by making mistakes . I want them to learn on my dime . It ’ s okay to make mistakes as long as we learn from them .
How close are you to operations ? Very close . I can still throw the apron on and get in and run the line , and my employees know that I can go in and help . I wish I could do it more , but when I do we have a good time . I came from the operations side and doing dishes in a restaurant and working my way up , so operations is probably my forte .
What are the two most important things you rely on from your franchisor ? Good data ( how we ’ re doing compared with the rest of the stores because I don ’ t want to be average ) and a good support system . I can
MANAGEMENT
talk to the president with a phone call . If you have a question , you can get an answer the same day .
What I need from vendors : Great service and great quality .
Have you changed your marketing strategy in response to the economy ? How ? We ’ re placing more focus on Millennials .
How is social media affecting your business ? We ’ re focusing on social media more in the last year than we ever have . Penn Station launched an app this year and we ’ re doing a lot more advertising on social media .
How do you hire and fire ? I hire my general managers and they hire everyone else . For hiring a general manager , we do a very thorough process . When we have to fi re , I make sure we have the proper documentation . Before fi ring , we try to salvage the employees .
How do you train and retain ? Penn Station has a thorough training program . We do an orientation every week and I personally go to the orientation so every employee meets me . Since all 17 of our stores are centrally located , we do one orientation . It shows a commitment from the employees to take the time to go to a different location early in the morning . To retain , we give proper raises and take care of our people .
How do you deal with problem employees ? Sometimes you know quickly whether they ’ ll make it or not . For someone we think we can work with , we sit down and try to work through problems . Every employee is different . I tell people if they don ’ t enjoy going to work more times than not , they should fi nd something else . Ultimately , I want them to be happy .
Fastest way into my doghouse : Being lazy and not being honest .
Annual revenue : Approximately $ 12 million . 2016 goals : Hiring the right people and growing sales .
Growth meter : How do you measure your growth ? Customer counts .
Vision meter : Where do you want to be in 5 years ? 10 years ? I want to travel more and work a little less , but I don ’ t plan on retiring anytime soon .
How is the economy in your region affecting you , your employees , your customers ? It hasn ’ t affected us as much from a customer standpoint , but wages are rising and we are trying to accommodate that , so it affects our labor costs . Our whole industry is facing a major challenge fi nding employees .
Are you experiencing economic growth in your market ? Yes .
How do changes in the economy affect the way you do business ? We just continue to do what we do the best we can .
How do you forecast for your business ? I do an annual forecast and update it every month .
What are the best sources for capital expansion ? My goal is to self-fund . At this point , I have a line of credit if I need it .
BOTTOM LINE
Experience with private equity , local banks , national banks , other institutions ? I have a line of credit and maintain a good relationship with my banker .
What are you doing to take care of your employees ? We create an ownership mentality with our general managers by giving them a percentage of the profi ts , paid monthly . We try to do things outside the store level , too . I often give advice on a personal as well as a business level .
How are you handling rising employee costs ( payroll , minimum wage , healthcare , etc .)? I ’ ve learned to stop fi ghting it . You can only make up so much of it by raising food costs , so there is a point where it affects the bottom line . We still streamline and do the best we can .
How do you reward / recognize top-performing employees ? Penn Station has a performance evaluation system where an area representative comes into the store and does an evaluation . We take that very seriously . Our general managers get recognized by how well they do in that evaluation compared with their peers . The top-performing general managers from that performance evaluation can earn a bonus of up to $ 10,000 or $ 12,000 .
What kind of exit strategy do you have in place ? At 49 , I ’ m getting closer to that , but currently I do not have an exit strategy . It ’ s in process .
16 MULTI-UNIT FRANCHISEE ISSUE IV , 2016
D OM I N A T O R S “I can still throw the apron on and get in and run the line, and my employees know that I can go in and help.” MANAGEMENT Business philosophy: Work hard, play hard. When you’re working, that is what you’re doing. When it’s time not to work and have a personal life, it’s time to play hard as well. Life is short. talk to the president with a phone call. If you have a question, you can get an answer the same day. Management method or style: I’m a “do it now” manager, so if I hear something from the grapevine or there is something I need to talk about, I deal with it right away. I don’t beat around the bush. Have you changed your marketing strategy in response to the economy? How? We’re placing more focus on Millennials. Greatest challenge: Staffing and helping general managers find crew and their management teams. How do others describe you? As having high expectations, but fair. One thing I’m looking to do better: See the glass half full and not half empty. As an owner, I tend to go in and see what’s wrong first and not what’s right. How do you give your team room to innovate and experiment? They have to be able to make their own mistakes because sometimes you learn by making mistakes. I want them to learn on my dime. It’s okay to make mistakes as long as we learn from them. How close are you to operations? Very close. I can still throw the apron on and get in and run the line, and my employees know that I can go in and help. I wish I could do it more, but when I do we have a good time. I came from the operations side and doing dishes in a restaurant and working my way up, so operations is probably my forte. What are the two most important things you rely on from your franchisor? Good data (how we’re doing compared with the rest of the stores because I don’t want to be average) and a good support system. I can What I need from vendors: Great service and great quality. How is social media affecting your business? We’re focusing on social media more in the last year than we ever have. Penn Station launched an app this year and we’re doing a lot more advertising on social media. How do you hire and fire? I hire my general managers and they hire everyone else. For hiring a general manager, we do a very thorough process. When we have to fire, I make sure we have the proper documentation. Before firing, we try to salvage the employees. How do you train and retain? Penn Station has a thorough training program. We do an orientation every week and I personally go to the orientation so every employee meets me. Since all 17 of our stores are centrally located, we do one orientation. It shows a commitment from the employees to take the time to go to a different location early in the morning. To retain, we give proper raises and take care of our people. How do you deal with problem employees? Sometimes you know quickly whether they’ll make it or not. For someone we think we can work with, we sit down and try to work through problems. Every employee is different. I tell people if they don’t enjoy going to work more times than not, they should find something else. Ultimately, I want them to be happy. Fastest way into my doghouse: Being lazy and not being honest. BOTTOM LINE Annual revenue: Approximately $12 million. 2016 goals: Hiring the right people and growing sales. w&wFWFW#rFRV7W&RW"w&wF7W7FW 6VG2f6WFW#vW&RFRvBF&RRV'3V'3vBFG&fV&RBv&ƗGFRW72'WBF( B&WF&rFP6आr2FRV6גW"&VvffV7FrRW"VVW2W"7W7FW'3B6( BffV7FVBW22V6g&7W7FW 7FGB'WBvvW2&R&6rBvR&RG'rF66FFRFB6@ffV7G2W"&"67G2W"vRGW7G'2f6r"6VvRfFpVVW2ࠥvB&RRFrFFR6&RbW"VVW3vR7&VFPvW'6VFƗGvFW"vVW&vW'2'vfrFVW&6VFvRbFR&fG2BFǒvRG'FFFw2WG6FRFR7F&RWfVFgFVvfRGf6RW'62vV2'W6W72WfVआr&RRFƖr&6rVVR67G2&֖VЧvvRVF6&RWF2( fRV&VBF7FfvFrBR6ǐRW6V6bB'&6rfB67G26FW&R2BvW&RBffV7G0FR&GFƖRvR7F7G&VƖRBFFR&W7BvR6ࠤrFRf&V67Bf"W"'W6W73FVf&V67B@WFFRBWfW'FࠤrFR&Wv&B&V6v旦RFW&f&֖rVVW3V7FF2W&f&6RWfVF77FVvW&R&V&W&W6VFFfR6W2FFR7F&RBFW2WfVFvRFRFBfW'6W&W6ǒW"vVW&vW'2vWB&V6v旦VB'rvVFWFFBWfVF6&VBvFFV"VW'2FRFW&f&֖rvVW&vW'2g&FBW&f&6RWfVF6V&&W2bWFC"C"ࠥvB&RFR&W7B6W&6W2f"6FW6גv2F6VbgVBBF2BfRƖRb7&VFBbVVBBࠥvBBbWB7G&FVwFRfR6SBC( vWGFr66W"FFB'WB7W'&VFǒFBfRWB7G&FVwN( 2&6W72ࠤ&RRWW&V6rV6֖2w&wFW"&WCW2आrF6vW2FRV6גffV7BFRvRF'W6W73vRW7B6FVRFFvBvRFFR&W7BvR6ࠣ`WW&V6RvF&fFRWVG6&2F&2FW"7FGWF3fRƖRb7&VFBBFvB&VF6vFג&W"ࠤTDTBe$44TR22TRb#`VcE&fU66"BbFB`bbCSbР