As the first and only COO of a brand-acquisition and management firm specialized in franchising and QSR industries, I maximized business performance for two of the company's six primary QSR franchise concepts by driving core business operations, motivating high performance, and promoting system and process improvements through ongoing analysis, evaluation, and development. Through my design and implementation of strategic operational plans, we were able to streamline organizational processes and enhance workforce efficiencies while increasing customer satisfaction and decreasing costs.Selected achievements from this role include:• I initiated and implemented innovative brand leadership strategies for Hot Dog on a Stick, one of the firm's six primary QSR concepts.• After thorough performance evaluation of a struggling QSR, Round Table Pizza, I implemented and executed turnaround strategies that brought clarity to the business, improved operational effectiveness, and enhanced overall profitability.• Vetted and identified potential acquisitions that offered the greatest potential for creating added value.

For over five years, I led the company vision, strategy, and execution for 441 company-owned and franchised domestic and international locations, representing approximately $1B in annual revenue. I was recognized for building the strongest, most effective leadership team in recent company history.Key accomplishments include:• I delivered nine consecutive quarters of positive comp sales, driven by consistent leadership strategies, upgrades to the guest experience, menu development, and the introduction of key performance metrics.• Gained over 400 basis points in EBITDA margins through cost containment and business intelligence solutions.• I took the initiative to develop an innovative, systematic approach to guest experience that leveraged a service check hotline, introduced mystery shoppers, and implemented food safety and sanitation audits. All of this culminated in a a 15-point gain in customer satisfaction.• Significantly increased operational consistency by consolidating the franchise training system under a single service and production platform, introducing Leader Led training, and implementing a new certification process.• Grew the business through selective hiring, cultivating a collaborative work environment, and curating teams whose goals and qualifications aligned with the needs of the business.

While EVP and COO at Friendly's, I directed operations of 378 domestic company-owned and franchised restaurants, with accountability for training, quality assurance, asset development, construction, and maintenance. I was responsible for analyzing underperforming operations and making difficult decisions to initiate turnaround opportunities. I was also selected by new ownership to serve as interim CEO for six months, leveraging my operational and leadership expertise to develop innovative concepts to revitalize the brand.Highlights:• Propelled overall Guest Experience scores from 58% to 74% within one year, leveraging root cause analyses, weekly performance metrics tools, and a balanced scorecard approach.• Decreased guest complaints per 1000 transactions by 40%, far below industry standards.• Navigated the company through a challenging Chapter 11 filing process. I directed the closure of 104 locations while negotiating deal terms with vendors and negotiating leases with landlords for the remaining stores. My leadership through this difficult time was recognized in my selection by a third party as interim CEO.

I served as EVP and COO for Church's Chicken for five years, overseeing all training, development, Human Resources, and restaurant support services for 247 locations. I spent nearly 80% of the year on-site throughout these 247 locations, providing hands-on multiunit leadership and oversight of adherence to cleanliness, quality, and value.• Reduced costs by streamlining and outsourcing accounting, accounts payable, and payroll functions.• Identified, closed, and refranchised underperforming stores, realizing fresh opportunities while growing profit.• Introduced advanced tools to measure drive-through process efficiencies, reducing the overall cycle for drive-through fulfillment and increasing customer satisfaction.• Adopted a balanced scorecard for all stores and modified the performance management process to include leadership and development competencies. Coupled with new recognition initiatives, the scorecard decreased team member turnover by 55 points and improved employee retention and engagement.