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Name: Scott Taylor
Title: Chief Executive Officer
Company: R&R Brands (Party Fowl, Cody’s Original Roadhouse, Santa Fe Cattle Co., Celebrity Theatres. As a franchisee, Walk-On’s Sports Bistreaux locations)
Units: 90
Age: 62
Years in franchising: 25
Years in current position: 1 year
A little over a year into his role leading R&R Brands, Scott Taylor brings the energy of a hands-on operator, the mindset of a builder, and the personality of someone who enjoys being in the middle of the action.
The 62-year-old, who has 25 years of franchising experience, oversees a 90-unit multi-brand portfolio that includes Party Fowl, Cody’s Original Roadhouse, Santa Fe Cattle Co., and Celebrity Theatres. R&R is also the largest franchisee of Walk-On’s Sports Bistreaux, giving Taylor a perspective that blends both ownership and system-level leadership.
Before taking the helm at R&R Brands, Taylor built a deep résumé as a proven restaurant and franchising executive. Taylor spent 13 years at Walk-On’s Sports Bistreaux (2010–2023), first as president and chief operating officer before later transitioning into the CEO role. During his tenure as president and COO, he helped bring structure and systemization to the organization, built out the leadership team, and played a key role in launching the brand’s franchise program in 2014. Prior to Walk-On’s, Taylor served as COO of Family Sports Concepts, the franchisor behind Beef O’ Brady’s, where he helped drive significant growth and expansion.
Taylor describes his leadership style as “inclusive but disruptive,” and he has little patience for “followers and validators.” Instead, he wants decision-makers. He runs what he calls the 20/80 rule—his leaders own 80% of the decision-making responsibility, and his role is to contribute the remaining 20% through insight, support, and resources before stepping aside to let the team execute. It’s a philosophy rooted in empowerment and accountability. He says strong organizations are built by surrounding dreamers with thinkers and doers.
As R&R Brands grows, Taylor’s strategy is rooted in practical execution. He believes today’s restaurant market is a flat playing field, and the brands that win will be the ones that deliver true value not necessarily through price, but through experience.
He says R&R is focused on supporting second and third-generation restaurant spaces, keeping conversions efficient, and avoiding unnecessary overspending. At the same time, he’s pushing hard on technology, especially AI and consumer convenience. He says the ROI of AI doesn’t fit traditional models, but he sees tech as a long-term advantage that brands ignore at their own risk. “You’d be silly not to embrace tech,” he says.
When asked about how he measures success, Taylor points to low turnover, high franchisee and team satisfaction, and a strong bottom line as the natural result.
What is your role as CEO? I lead a multi-brand platform of full-service and fast-casual brands that we either own, operate, license, or franchise. We are also the largest franchisee for Walk-Ons Sports Bistreaux.
How has Covid-19 affected the way you have led your brand? As the president of Walk-On’s during the pandemic shutdown and recovery, I made it my mission and purpose to engage with my franchisees and corporate team on a daily basis. I worked to provide updates and insights along with a combination of grace, humor, and prayer. It was a different time. I will embrace that time. In many ways, Covid happened for us, not to us, and changed how we all value personal/business relationships.
Describe your leadership style: Inclusive but disruptive. I do not like followers and validators. My role is to empower. I work the 20/80 rule. You’re the decision-maker, 80%. My job, 20%, is to provide insight and support, offering anything and everything for the success of the team before getting out of the way.
What has inspired your leadership style? I never planned to run a restaurant company, much less have a career in the restaurant industry. I am inspired by dreamers, but you also have to surround dreamers with thinkers and doers. I love building a team, and when it’s right, it’s right.
What is your biggest leadership challenge? Progress versus perfection: I preach this to my teams, but I don’t always live the message. I ground my thinking when meeting with young leaders and listening to their vision. I am fortunate to teach a hospitality course at the University of Florida. This is often my place for a reset.
How do you transmit your culture from your office to frontline employees? Culture is all about purpose, vision/heart, and a servant mindset. That sounds very philosophical, but it’s about knowing who you serve and serving them well. The office staff is in place to make the field team successful. This mindset has to translate through all levels of the organization after it leaves the corporate office.
How can a CEO help their CMO develop and grow? The CMO role is a pressure point in so many organizations. I think it’s helping to create a flow of data that drives decision-making to its highest level but doesn’t stifle creativity and risk-taking. A great and successful CMO takes risks but has the backing of solid data that justifies the risks. Exterminate analysis paralysis but also never let ego get hold.
Where is the best place to prepare for leadership: an MBA school or OTJ? On the job—all day, every day. That said, find a way to engage with college students. They are an incredible hybrid of society, immersed in higher learning, shedding the opinions/prejudices of their parents, and forming their own ideas. Spend time, or even teach a class, and get the unvarnished truth from the next generation.
Are tough decisions best taken by one person? How do you make tough decisions? Big decisions are best contemplated and weighed with the input of all stakeholders. That said, the final decision falls to the decision-maker. Some say it’s a lonely place, and it is if you have been alone on the journey.
Do you want to be liked or respected? Of course, I want to be liked. I think being truly liked is a by-product of being respected. It’s a funny question, but I think about people I know who are fun to be around, but I wouldn’t necessarily have a real conversation with them.
Advice to CEO wannabes: If you are chasing that, then that is a rough and disappointingly long race. Being at the top of the chain is great, but a CEO is only successful because of the contributions made by people from throughout the organization. If you become a CEO one day, start looking at who could be your replacement as you build/manage your team.
Describe your management style: Get after it. Everyone is all in and all aligned on the win. I like to engage one-on-one and chat it up about how we can celebrate a win or do something better.
What does your management team look like? It is hopefully loaded with different thinkers who are 100% aligned on the vision, mission, and purpose but not the process of how we get there.
How does your management team help you lead? They own their stuff and collaborate. I am nothing without a dedicated team around me.
Favorite management gurus: Do you read management books? I’ve read a bunch, so I have many great quotes and mantras, but I’m just wide-eyed and watching, listening, and learning.
What makes you say, “Yes, now that’s why I do what I do!”? From a customer perspective, it’s hearing them say, “Oh yeah, we’re coming back here.” From a teammate/co-worker standpoint, I love seeing real excitement in individuals who are doing what they love, seeing the impact, and experiencing momentum under their own control.
What trends are you seeing with consumer spending habits in your stores? Value but not in price. I’m old school: product + experience/price = value. The restaurant business is on a flat playing field right now; full service can sweep the gold if we can reinspire our workforce.
How is the economy driving consumer behavior in your system? The economy is always impacting our business; you can’t get fat when the money is flowing and wonder why you’re struggling when it’s not. I’m focused on the impact of Ozempic and the eating habits of millions of Americans. For the first time in history, probably, people are on a “needle” diet: They are losing weight and no longer concerned about healthy options. They are more about indulgent and delicious smaller portions.
What are you expecting from your market in the next 12 months? Skeptics and opportunistic, money-minded people. We just have to stick to what we do.
Are your franchisees bullish or bearish about growth and adding additional units? We have a strong focus on second and third-generation space and simplifying brand elements. We don’t have to overthink/overspend on a conversion.
Are commodity/supply costs any cause for concern in your system? Always. That’s why you have to focus on solid menu planning and strategic LTOs.
In what ways are political/global issues impacting the market and your brand? Who knows?
How much influence does your IT department have on your brand? We are pushing them to get us in front of what’s coming next. AI and consumer convenience are at the forefront.
How have your company’s tech tools changed over the past five years? It’s an ongoing process.
How does technology influence your decisions? It plays a role in most of my decisions.
Are you using AI? How? Yes. We are using what is on the market now. We are also partnering with tech groups to take a leadership role in what’s to come.
How do you measure your ROI on technology investments? That’s a long-term play; the ROI doesn’t fit traditional models.
How did/do you create a culture where use of technology advancements is welcome and used? The culture is there; it’s yours to reject.
What time do you like to be at your desk? I don’t really have one. When I get to our home office, there are always great snacks and San Pellegrino. I tend to wander and sit across from other people’s desks.
Exercise in the morning? Wine with lunch? Yes on exercise when I can, and no on wine with lunch unless it’s chill time.
Do you socialize with your team after work/outside the office? Not really, but I travel between multiple offices. I work very closely and intensely with my teams. We probably collectively need “a minute” away, but I’d love social time when it’s appropriate.
Last two books read: Dune because I argued with my daughter about the ending. The Coffee Bean: A Simple Lesson to Create Positive Change by Jon Gordon and Damon West. I met Damon West several years ago. It’s just a great message and positive thinking.
What technology do you take on the road? My iPhone and a laptop.
How do you relax/balance life and work? I am so bad at doing what I beg everyone else to do, but my wife and I have our unplug time, cuddle with puppies, and call our kids.
Favorite vacation destination(s): Hawaii and the Amalfi Coast of Italy.
Favorite occasions to send employees notes: Just because. Birthdays, etc., are predictable. I love to find a reason to surprise and delight. I love to just find a way to send a “that was freakin’ awesome” note that no one expected.
Favorite company product/service: I hate to say it, but Amazon. The company has just got it, and someone should get after it.
What are your long-term goals for the company? Too many ways to define and not enough room.
How has the economy changed your goals for your company? We have had to adapt.
Where can capital be found these days? Anywhere and everywhere if you have a plan, a great differentiated product, and a team ready to execute.
How do you measure success? Wicked-low turnover, franchisee/team satisfaction (#1), and, presumably, a strong bottom line.
What has been your greatest success? I outkicked my coverage in 1991, marrying Michelle Christine Cook—35 years later.
Any regrets? Things happen for a reason. No one gets screwed over or missed. I believe everyone is on the path they have put themselves on; mine has been just fine.
What can we expect from your company in the next 12 to 18 months? #SecretStuff.