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Name: Ali Lakhany and Emad Lakhany
Titles: Chief Executive Officer (Ali) and Chief Development Officer (Emad)
Company: CSM Group
No. of units: 141 Popeyes Louisiana Kitchen, 11 Tim Hortons, 2 Andy’s Frozen Custard, 118 T-Mobile, 4 LaPasha Mediterranean Lounge and Grill, 4 Marriott International and Hilton Hotels
Ages: Ali, 40, and Emad, 35
Family: Ali and Emad have three children each
Years in franchising: Ali, 25, Emad, 20
Years in current position: Ali, 20, Emad, 15
Ali and Emad Lakhany are the Mega-Growth Leadership MVPs (Most Valuable Performers) for achieving excellence in growth and expansion.
Ali Lakhany and Emad Lakhany’s franchising journey started when their father and uncle pursued their dreams to the U.S. more than 50 years ago. Hashim Lakhany and his older brother, Ash Lakhany, emigrated from Pakistan with several hundred dollars to their names in 1969. Hashim worked in several restaurants while putting himself through college. He eventually opened his own restaurant and later became a franchisee with Del Taco in the late 1970s before landing with Popeyes Louisiana Kitchen in 1987.
From an early age, the co-winners of the Mega-Brand Leadership MVP Award witnessed the hard work and sacrifice their parents put into the family business. They developed a deep appreciation for the discipline and time management that went into operations. They also learned to value their guests and team members. Each brother worked at the Popeyes restaurant while in high school, spending years learning the business before moving into management positions.
“Our upbringing gave us the belief to dream big and the conviction that, through hard work, unity, doing things the right way, and with God’s blessings, anything is possible,” Ali says. “But it also showed us the other side of how much sacrifice, grit, and resilience it takes to build something from zero. We can never fill our father’s shoes. He is the true definition of the American dream, and that standard is what pushes us every day.”
Ali and Emad were working in leadership roles at the family’s three restaurants when their father passed away in 2009. They took over ownership of the business and experienced modest growth before Restaurant Brands International (RBI) purchased Popeyes in 2017. RBI sought qualified developing operators, and officials were impressed by the brothers’ journey from working in the field to becoming owners and building a strong company culture along the way.
The association with RBI launched the Lakhanys’ ascension into franchising. They formed the CSM Group, which comprises 141 Popeyes restaurants and a total of 280 franchise units across multiple industries. The brothers’ approach toward growth relies on strategic partnerships and passive ownership interests. Their primary focus continues to be scaling and strengthening their restaurant platform.
Growth isn’t gauged by the number of units they own but by building a sustainable, healthy, and profitable business model. They are passionate about developing people and creating an environment where leaders can grow, thrive, and build meaningful careers. Despite the company having more than 3,000 employees, the brothers still consider it a family business. They see their company as one way to honor what their father made possible for them.
“Our name represents our reputation. Every decision we make and every action we take reflect the values our father instilled in us,” Ali says. “Carrying on his legacy isn’t just about growing the business. It’s about doing things the right way, developing the right people, and ensuring that what he built continues to have a lasting impact for generations to come.”
Why do you think you were recognized with this award? We believe we earned the Multi-Brand Leadership Award because of our ability to successfully grow and operate across multiple brands while maintaining a strong culture, disciplined operations, and a long-term commitment to the brands we represent. Our focus has always been on building great teams, developing leaders, and creating systems that allow each brand to perform at the highest level.
How have you raised the bar in your own company? Growing up, we were always actively involved in competitive activities, and that spirit has carried into how we lead the company today. We constantly push each other to improve, and that mindset naturally flows throughout the entire organization. That culture of raising the bar has led to major milestones, including being recognized as Popeyes Franchisee of the Year in 2024 and 2025. After winning in 2025, the first thing we said was that the bar needed to be set even higher and that the goal should be a three-peat.
At the same time, we believe that raising the bar is not only about the growth of the company, but also about the growth of our people. When the company achieves its metrics and KPIs, the team that made it possible should enjoy the fruits of that success as well. Raising the bar is not just about performance, but about creating an environment where the entire team grows and celebrates wins together.
What innovations have you created and used to build your company? One of the main reasons we continue to grow and thrive is that we constantly challenge ourselves to innovate and improve. We are always looking for ways to build not just a stronger company, but stronger leaders within our organization. We created a three-pronged approach:
Together, these initiatives reflect how we try to innovate not only in operations, but also in how we develop people, reward performance, and give back to the communities we serve.
What core values do you think helped you win this award? Our late father, Hashim Lakhany, lived by a set of fundamentals both at work and in his personal life. They became the company’s core values and were integrated into our company manifesto. We live this daily and call it DEPICTS: decision-making, empowering others, importance of the process, how to prioritize, influence others around you, cultivate your leaders and the next generation, trust by verification, and servant leadership. These principles are instilled into all our leaders.
How important is community involvement to you and your company? Community involvement is a core responsibility for our family and our company. It’s a value passed down by our forefathers that success should be measured by the opportunities we create for others.
At the University of Houston, we’ve been proud to support the SURE Program (Stimulating Urban Renewal through Entrepreneurship), which empowers students and entrepreneurs from underserved communities to work with the C.T. Bauer College of Business to develop their businesses. Our involvement has included both financial support and active engagement through mentorship and participation.
We established the Salma & Hashim Yousuf Lakhany Entrepreneurship Floor at the UH Innovation Hub, which houses the SURE program along with the entrepreneurship program. It creates a space where entrepreneurs and students grow businesses with structure and a focus on profitability and sustainability. Helping them to gain confidence and build their futures is what makes this work truly meaningful.
At CSM Group, we carry this forward by focusing on creating opportunities, developing people, and strengthening the communities we serve.
What leadership qualities are important to you and your team? Decision-making, trust, and servant leadership.
First job: We both worked behind the counter at Popeyes while we were in high school.
Formative influences/events: As a franchise owner himself, our father instilled in us the importance of guest experience, discipline, time management, and truly valuing the team. He also taught us how to dream big, work hard, remain united, and do things the right way.
Key accomplishments: We were named the Entrepreneurs of the Year by the C.T. Bauer College of Business at the University of Houston in 2023. We also won Popeyes’ Franchisees of the Year in consecutive years in 2024 and 2025.
Biggest current challenge: Recruiting top talent in the QSR space. Finding the right candidate willing to work in fast food is difficult in today’s environment. The majority of Gen Z, Gen X, and millennials don’t find QSR to be a sexy space.
Next big goal: We recently launched an owner-operator platform with CSM University, where we incorporate educational resources and support, including collaboration with Restaurant Brands International and the C.T. Bauer College of Business at the University of Houston.
First turning point in your career: From 2006 to 2009, we submitted 46 applications to open new Popeyes locations and were rejected each time. Those rejections fueled our fire, and our development plans took off after RBI purchased Popeyes.
Best business decision: We both worked in the kitchen at Popeyes for three years. That gave us an understanding of our employees and guests. There is no shame in doing the “dirty job.”
Hardest lesson learned: We missed out on a lot of acquisition opportunities because we couldn’t read between the lines. We learned how to listen, listen, and listen and to hear what is unsaid.
Work week: Start early, end late, and remember that family and health come first. Go at a pace where you listen to your body. It changes with time.
Exercise/workout: Ali walks three to four times per week and works out. Emad works out five days a week and enjoys a cold plunge.
Best advice you ever got: Stay in your lane, know your strengths and weaknesses, and most importantly, reward your people.
What’s your passion in business? Developing people, building profitable and sustainable businesses that impact others, and building a legacy for the next generation to follow.
How do you balance life and work? We both have great life partners. We work hard, and outside of work, we focus on our families. We enjoy and live in the moment.
Guilty pleasure: Food.
Favorite book: Ali: The 21 Irrefutable Laws of Leadership by John Maxwell. Emad: Atomic Habits by James Clear.
Favorite movie: “Remember the Titans” and “Guru” (both Ali and Emad).
What do most people not know about you? Emad lost 60 pounds about five years ago through eating right and working out. Ali collected the most cans in a recycling competition in elementary school.
Pet peeve: We both feel lying is unacceptable.
What did you want to be when you grew up? Emad: a businessman. Ali: an intelligence officer.
Last vacation: Ali: Iceland in 2025. Emad: Costa Rica in 2025.
Person you’d most like to have lunch with: Ali: Barack Obama or Turkey’s president Tayyip Erdogan. Emad: Warren Buffett or LeBron James.
Business philosophy: Treat others well and with respect.
Management method or style: Treating others with honesty and integrity.
Greatest challenge: Dealing with factors outside our control, like inflation and political instability. It is difficult to make decisions without knowing the long-term outcomes of each.
How do others describe you? Honesty, integrity, approachable, and able to communicate.
Have you ever been in a mentor-mentee relationship? What did you learn? Yes. We learned to listen more, extract the strengths, and overlook the weaknesses.
One thing you’re looking to do better: Execute. We have great ideas and strong opportunities. We just need to be able to take them to the finish line.
How you give your team room to innovate and experiment: We set guardrails and implement the Triple-A Rule: autonomy, accountability, and appreciation.
How close are you to operations? Close. We operate in markets we know. We have a mandatory DM meeting biweekly and a manager meeting monthly. We know our entire management team on a first-name basis.
What are the two most important things you rely on from your franchisor? Strategic partnership and alliance on the long-term vision of the brand, brand marketing, and supply chain support. We have in-person meetings once a quarter. If they help bring the guest to our door, it’s our duty, responsibility, and honor to offer hospitality and an elevated guest experience.
What you need from vendors: Trust, transparency, and reliability.
Have you changed your marketing strategy in response to the economy? How? Yes. We’ve gone heavy with social media and local targeted marketing. Community engagement is a must.
How is social media affecting your business? It has a positive impact. As an example, the popularity of the chicken sandwich was brought through social media platforms, and our sales have gone up in double digits.
How are you using technology, like AI, to manage your business? AI is our new best friend. Much is in the works in the back end of the business.
How do you hire and fire? We hire by being selective. Once we find a strong fit, it is likely they will never leave. We provide employees with clear deliverables and expectations. If they are not met in the timeline of 30 to 60 days, we tell them it is best to remain friends.
How do you train and retain? Training is the backbone of our business. Recognition, appreciation, and frequent monitoring incentives are the secret to our retention. We train people with our in-house platform, CSM University. It has been so popular that people from other franchise teams come to us for training.
How do you deal with problem employees? We have 30, 60, and 90-day rules that allow employees to correct themselves. If they don’t correct themselves after the third time, we let them go.
Fastest way into your doghouse: A mistake of the mind is forgiven and respected. A breach of trust and a mistake of the heart require us to part ways.
2026 goals: 8 to 10% yearly growth through same-store sales and new existing market growth.
Growth meter: How do you measure your growth? We calculate the investment and the time available. You can never double your store count overnight. We like to grow at an aggressive yet manageable pace.
Vision meter: Where do you want to be in five years? 10 years? A healthy, sustainable, and long-term business model. We are a generational family business and in no rush to grow. There is a major focus on growing the right way and for the next generation to move the enterprise forward.
Do you have brands in different segments? Why/why not? Yes. We are in three different segments. Our QSR brands are active while hospitality and telecom are passive. The reason is diversification and long-term value added for the next generation. Nearly 80% of our time and capital is spent on our day-to-day active investments in the QSR space. The remaining is invested in strategic partnerships through alternative passive investment platforms.
How is the economy in your region(s) affecting you, your employees, your customers? In Texas, heavy immigration reforms have impacted traffic and sales.
Are you experiencing economic growth in your market? Yes. Most of our franchises are in Texas, where there has been major growth in population, the business sector, and the GDP.
How do changes in the economy affect the way you do business? We change with the times and revisit our operating and growth strategies every quarter.
How do you forecast for your business? Through local insights and growth generators.
What are the best sources for capital expansion? The cheapest capital that adds value is the best capital.
Experience with private equity, local banks, national banks, other institutions? Why/why not? We’ve only worked with conventional banks.
What are you doing to take care of your employees? Our CSM Circle program recognizes and retains our top-tier talent through premium compensation structures, performance bonuses, and profit-sharing plans.
How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? Through stronger operational efficiency.
What laws and regulations are affecting your business, and how are you dealing with them? Today, it’s immigration. Tomorrow, it will be something entirely different. We need to be ready to move quickly at all times.
How do you reward/recognize top-performing employees? We give bonuses through our CSM Circle program.
What kind of exit strategy do you have in place? We have no plans.