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Name: Misha Punwani
Title: Multi-Unit Franchise Owner
Company: Playa Bowls
No. of units: 16 Playa Bowls
Age: 30
Years in franchising: 6
Years in current position: 6
Misha Punwani became a franchisee for the first time at 24. She never saw her age as a drawback. Instead, she leaned on it as an edge, connecting naturally with customers, anticipating their needs, and marketing Playa Bowls in an authentic way. That advantage helped her grow her business to 16 locations across the New York City area.
“Being young was a benefit in that I had my ears to the ground to hear what people were saying about Playa Bowls and the New York food scene in general,” the 30-year-old says. “I can relate to how people my age view in-shop and online experiences. I tied it into my marketing background and believe I have a good perspective on what restaurants can do to make better, more efficient experiences for their customers.”
Punwani’s first job as a digital media analyst trained her to read the numbers like a story: who the audience is, what clicks with them, how they decide, and what kind of messaging actually moves people to act. She carried that data-plus-empathy mindset into her marketing, leadership, and eventually, her franchise operations. She always starts with the customer experience. She knows that younger consumers tune out heavy copy and respond to strong visuals, especially when introduced to something new. Beyond making products look good, she focuses on making them instantly understandable, simple, clear, and easy to say yes to.
Before becoming a franchise owner, Punwani was a fan of the fresh and healthy ingredients in Playa Bowls’ assortment of acai and coconut bowls, smoothies, and juices. The brand had many stores in nearby New Jersey but only two locations in Manhattan. When the opportunity arose to become a franchise owner and bring the concept to more areas in New York City, Punwani jumped at the chance. Her start in franchising with Playa Bowls was in the heart of Wall Street where she built one new store and took over a corporate location in 2019.
Finding and affording real estate locations in New York can be a considerable challenge, but Punwani said it is the cost of doing business in the Big Apple. The key is in the preparation by knowing certain areas around the city and looking for vacancies. She says, “If something is not immediately available, sooner or later, it will be.” Twelve of her stores are in Manhattan with two each in Brooklyn and Long Island.
With so many stores in close proximity, Punwani can visit four to five units per day. She values having a consistent presence in her stores to directly interact with team members and customers. Ideally, she’d like to be at each location every day. Since that’s not possible, she leans into good leadership and consistent communication to establish a strong culture.
“When team members see me in the shops doing all roles, whether it is sweeping, taking customer orders, or cleaning a blender, they know we are all in this together,” Punwani says. “No role is too big or too small. I always put myself in the shoes of the customer, and I repeat that question to our team members. ‘How would you feel, and what vibe do you get when you walk into a shop?’ Having a strong culture will automatically bleed into customer experience.”
For Punwani, creating a positive employee culture goes beyond establishing the tone. It includes letting team members know their thoughts and feelings are heard. That comes through individual interaction and multiple communication platforms. Valued and appreciated employees often deliver their best performance, affecting how customers see the brand, she says.
With a cultural foundation and steady growth, Punwani has a playbook for success. With many years ahead, this Gen Y entrepreneur is just getting started in her franchise journey.
First job: When I was in high school, I worked at a smoothie café as a barista and smoothie juice maker.
Formative influences/events: Believing in the strength of New York City and signing leases in 2021, right in the middle of uncertainty, was a defining moment for me. It taught me to trust my instincts, take calculated risks, and have confidence in long-term vision even when the path forward isn’t clear. That experience reinforced the importance of resilience and conviction in business growth.
Key accomplishments: Growing our Playa Bowls portfolio to 16 locations has been incredibly rewarding, but what I’m most proud of is building strong local teams along the way. Each shop is run by people who care deeply about their community and about upholding the consistency and culture that make Playa Bowls so special.
Biggest current challenge: Our biggest challenge right now is balancing rapid operational growth with maintaining the same culture and guest experience that made Playa Bowls special from the start. To stay true to our roots, we make it a priority to be active in our communities and closely involved in day-to-day operations. That hands-on approach keeps our teams connected to the brand’s energy and ensures every location delivers the same experience guests have come to love.
Next big goal: Our next big goal is to strengthen our training and development programs so that every team member feels supported in growing with Playa Bowls and beyond. Many of our team members at our local shops are students, and we want their time with us to be a meaningful stepping stone by teaching them valuable leadership, communication, and guest service skills they can carry into their future careers. Investing in our people ensures we continue to build strong teams and a positive culture across every location.
First turning point in your career: The first major turning point in my career was moving from behind-the-scenes digital work with Playa Bowls into hands-on operations. That shift completely changed how I viewed leadership and impact. Being on the ground with our teams and guests gave me a deeper appreciation for the day-to-day effort that drives success and the importance of leading by example.
Best business decision: The best business decision I’ve made was betting on a community-driven brand with a strong identity and loyal guest base. Playa Bowls’ connection to wellness and surf culture has always felt genuine, and that authenticity continues to drive its long-term success. It’s a brand that resonates deeply with people. Being part of that has been incredibly rewarding.
Hardest lesson learned: The hardest lesson I’ve learned is that you can’t do everything yourself. Growth and scalability depend on trusting others and empowering your team even when their approach might differ from your own. Learning to delegate and let go has been essential to building a strong, sustainable business.
Work week: No two weeks look the same. I split my time between visiting shops, checking in with my teams, and focusing on strategy and long-term planning. I stay very hands-on when needed, but I also make it a priority to give my teams the space to lead and grow with confidence.
Exercise/workout: I like to mix tennis and Pilates. Both help me stay grounded, clear my head, and maintain balance amid a busy schedule.
Best advice you ever got: I’ve heard several different people say along the lines of “Don’t wait for perfect conditions to start.” That mindset has shaped how I lead through change and uncertainty, reminding me that progress often comes from taking action and adapting along the way.
What’s your passion in business? I’m passionate about building people and culture. There’s nothing more rewarding than watching team members grow into confident leaders and seeing our guests feel a sense of belonging in our shops. Creating that positive environment is what drives me every day.
How do you balance life and work? I’ve learned that balance doesn’t always mean splitting time evenly between work and personal life. For me, it’s about being fully present wherever I am, whether that’s in a meeting, at a shop, or spending time with family and friends.
Guilty pleasure: Acai bowls with extra granola and Nutella, always.
Favorite book: The Ride of a Lifetime by Bob Iger.
Favorite movie: “The Devil Wears Prada” for its lessons on leadership, resilience, and growth under pressure.
What do most people not know about you? Most people don’t realize that I love structure and systems just as much as creativity. Finding that balance helps me stay organized while still leaving room for innovation and new ideas.
Pet peeve: Indecisiveness can be frustrating because it slows progress and creates uncertainty. I really appreciate it when people make confident, timely decisions. It keeps momentum strong and helps everyone move forward together.
What did you want to be when you grew up? I wanted to be a journalist. I’ve always loved storytelling and the idea of connecting with people through words and shared experiences.
Last vacation: Portugal in 2022. The food was incredible, and the surf culture was inspiring. It was a perfect reminder to slow down and enjoy the moment.
Person you’d most like to have lunch with: Businesswoman and entrepreneur Emma Grede. Her approach to brand building, collaboration, and empowerment is incredibly inspiring. She leads with authenticity and has built brands that resonate on both cultural and personal levels.
Business philosophy: Lead with clarity, empathy, and accountability. When people understand the vision, feel supported, and know they’re trusted to deliver, great things happen.
Management method or style: Collaborative and transparent. I believe in sharing the “why” behind decisions so that my team feels informed, empowered, and invested in the outcome.
Greatest challenge: Scaling culture. As we grow, it’s important to make sure every new shop feels like part of the same family and carries the same energy and values that define Playa Bowls. We focus on this by staying closely connected with our teams, prioritizing communication, and making sure every new hire understands the “why” behind what we do.
How do others describe you? People often describe me as driven, detail-oriented, and creative with a calm and steady approach under pressure. I like to think that balance helps me lead with both focus and flexibility.
Have you ever been in a mentor-mentee relationship? What did you learn? Yes! Mentorship taught me that growth happens fastest when you’re open to feedback and willing to step outside your comfort zone. The best mentors challenge you to think differently while giving you the confidence to keep pushing forward.
One thing you’re looking to do better: I’m working on delegating more effectively so that I can focus more time on strategy and long-term growth. Empowering my team to take ownership of day-to-day tasks helps them develop as leaders and allows me to keep my focus on the bigger picture.
How you give your team room to innovate and experiment: We encourage our store managers to test ideas that resonate with their local communities, whether that’s through collaborations, events, or creative marketing approaches. Giving them that freedom keeps the brand fresh and allows each location to build authentic connections with our guests.
How close are you to operations? Very. I’m in our shops daily, and that hands-on involvement helps me stay connected to our teams and guests. It’s the best way to understand what’s working, where we can improve, and how to keep our culture strong.
What are the two most important things you rely on from your franchisor? Brand support and consistency. Having strong marketing, menu innovation, and training resources from the franchisor allow us to focus on execution at the local level while keeping the guest experience consistent across every location.
What you need from vendors: Reliability and partnership. I value vendors who view themselves as an extension of our team and take pride in contributing to our success. Strong partnerships make it easier to deliver a consistent, high-quality experience for our guests.
Have you changed your marketing strategy in response to the economy? How? We’ve leaned more into community-based marketing and digital loyalty programs to strengthen relationships with our guests. The focus is on creating authentic connections and rewarding loyalty rather than competing on price.
How is social media affecting your business? Social media has a huge impact on our business. It drives brand visibility, fuels local engagement, and helps us to authentically connect with younger audiences. We see it as an extension of the in-store experience. Our guests love sharing their favorite bowls and tagging us, and we’ve built strong relationships with influencers, especially in New York City, where the influencer community is so active and aligned with our brand.
In what ways are you using technology (like AI) to manage your business? We’ve started using analytics and automation tools for scheduling, sales forecasting, and training. The goal is to streamline operations and make smarter decisions while keeping the human connection that defines our brand.
How do you hire and fire? We hire based on attitude and potential rather than just experience. Skills can be taught, but passion and positivity can’t. When it’s not the right fit, we address it quickly and respectfully with an emphasis on growth and learning.
How do you train and retain? We prioritize clear expectations, consistent feedback, and meaningful recognition. When people feel seen, supported, and appreciated for their work, they’re more motivated to grow with the brand and stay invested in its success.
How do you deal with problem employees? I start with direct, honest conversations. Clear communication and feedback usually resolve most issues before they escalate. Addressing concerns early helps maintain trust and keeps the focus on growth and accountability.
Fastest way into your doghouse: Blaming others instead of taking ownership. I really value accountability and team players who focus on solutions rather than excuses. It’s how we all grow and move forward together.
Goals over the next year: My goals for the next year are to continue improving shop-level performance, strengthening our leadership bench, and opening new locations in high-impact markets. Each step is about building long-term stability and creating opportunities for our teams to grow alongside the brand.
Growth meter: How do you measure your growth? We measure growth through both numbers and people. Same-store sales and performance metrics matter but so do team retention and leadership development. True growth means seeing our people advance and our culture strengthen as we expand.
Vision meter: Where do you want to be in five years? 10 years? In five years, I want our team operating at a level where growth feels seamless and supported by strong systems and leaders. In 10 years, I’d love to be mentoring other multi-unit operators, helping them navigate their own growth journeys and build thriving teams.
Do you have brands in different segments? Why/why not? Not currently. Right now, focus is key. We’re still expanding within the Playa Bowls brand and want to continue strengthening what we’ve built before exploring new segments.
How is the economy in your region(s) affecting you, your employees, your customers? Costs are up across the board, but we’ve seen that guests continue to prioritize healthy, convenient options like Playa Bowls. We’re adapting by improving operational efficiency, managing costs thoughtfully, and continuing to innovate with our menu so that guests always feel good about their experience.
Are you experiencing economic growth in your market? Yes. We’re seeing strong demand for fresh, fast, and wellness-focused concepts, especially in both urban and suburban areas. Consumers are more mindful about what they eat, and Playa Bowls fits perfectly into that lifestyle.
How do changes in the economy affect the way you do business? We’ve learned to stay flexible by planning conservatively while being ready to move quickly when opportunities arise. That balance helps us adapt to changing conditions without losing momentum.
How do you forecast for your business? Our approach is data driven with a human touch. We rely on past performance and local market trends, but we also incorporate insights from our teams on the ground. Their perspectives help ensure our forecasts reflect both numbers and real-world experience.
What are the best sources for capital expansion? Primarily reinvestment and strategic lending relationships with partners who understand the franchise model. Working with lenders who recognize the strength of our operations makes growth more sustainable and efficient.
Experience with private equity, local banks, national banks, other institutions? Why/why not? We’ve worked with both local and national banks, and those relationships have been key to our growth. Building trust and maintaining a clear track record have helped us secure support from partners who understand our business and share our long-term vision.
What are you doing to take care of your employees? We focus on creating an environment where people feel valued and supported. That means offering growth opportunities, maintaining open communication, providing fair compensation, showing appreciation, and fostering a culture where feedback is encouraged and acted on.
How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We’re addressing rising costs through operational efficiencies, cross-training, and a strong focus on retention. Investing in our people ultimately saves more than turnover ever would, and it helps us maintain a motivated, experienced team.
What laws and regulations are affecting your business, and how are you dealing with them? Labor and wage regulations continue to evolve, so we stay proactive by investing in compliance tools, strong HR support, and ongoing education for our management teams. This helps ensure we’re always aligned with the latest requirements and supporting our employees effectively.
How do you reward/recognize top-performing employees? We celebrate top performers through bonuses, public recognition, and opportunities for advancement. Highlighting their achievements not only shows appreciation, but also motivates the entire team to keep raising the bar and leveling up.
What kind of exit strategy do you have in place? Nothing immediate. Our focus right now is on sustainable growth and continuing to build long-term value for our team, our guests, and the Playa Bowls brand.