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Name: Pierce Gorman
Brands: Dave’s Hot Chicken
Units: 3
Years in franchising: 1 ½
First Generation in franchising: Lee and Kathy Hotchkiss
Second Generation in franchising: Jason Hotchkiss, John Hotchkiss, Paul Gorman
Brands: Dave’s Hot Chicken, Little Caesars, Firehouse Subs
Years in franchising (active): 42
My grandparents, Lee and Kathy Hotchkiss, started in franchising more than 40 years ago with Little Caesars in San Antonio, and they built something truly special. Growing up, I saw firsthand the impact franchising can have. Not just financially, but in creating opportunities for employees, serving the community, and providing for families in need. Because of that, I developed a strong desire in college to join the business as the third generation and help steward it well into the fourth.
Yes. I am a partner with my family in the Kansas market for Dave’s Hot Chicken. We really have not faced any major challenges so far. I believe that is because of the culture my grandparents established, and my dad and uncles have carried forward. There is a strong foundation of trust, alignment, and shared values, which makes working together very natural.
One of the biggest advantages is having built-in mentorship. I am not figuring this out on my own. I have my dad, my two uncles, and my grandpa just a phone call away. That level of access to that much experience is invaluable.
One of the biggest challenges is stewarding something that was built so well before me. We all know the statistic that only about 13 percent of family businesses make it to the third generation, and I have no desire to be part of the other 87 percent. Every day, it feels like I am stepping into the shoes of people who have operated at a very high level for decades. That creates a real sense of responsibility, and I want to make sure I am honoring what they built while continuing to grow it the right way.
This was definitely a challenge in the beginning. I felt like I had to prove myself and try to be someone I was not. As cliché as it sounds, I realized that credibility with the franchisor comes from just being yourself. With employees, it is different. Coming in as a third-generation owner, there are many assumptions. The only way I found to overcome that was to strive to be one of the hardest workers in the company. Showing up consistently and putting in the work is how credibility is earned.
All the time. I probably reach out more than they would like. One thing my dad has consistently emphasized is that people are everything in this business. The more we develop the leaders within our organization, the more they can help us grow and expand. This is one of the ways we can get ahead of most of the competition because very few companies are truly investing in their leaders. Our goal as a company is to be the best operators in the world, and we will achieve that because of the amazing leadership we have at all of our locations.
The biggest shift is technology, especially artificial intelligence. My generation has access to tools that can improve decision-making, efficiency, and scalability. At the same time, this is still a people business. The operators who win will be the ones who use technology to enhance operations without losing the human element. If we rely on AI too heavily, we risk weakening the culture and the guest experience.
Yes, it has. For me personally, it has had a major impact. I am 23, married, and have a baby on the way. Because of the faithfulness and hard work of my grandparents, parents, and uncles, I have the opportunity to provide for my family and build something for the next generation.
I do not take that lightly. It is both a responsibility and a blessing, and ultimately something I am very grateful to God for.
Next Generation Franchise Leaders: Interested in connecting with peers navigating the transition into family franchise businesses? Join our growing group of next-gen operators who meet regularly to share insights, challenges, and opportunities. Email us at NextGen@franchiseupdate.com to get involved.