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Name: Charles Graham
Brands: Captain D’s
Units: 9
Years in franchising: 39
Parent name(s) in franchising: Dewey C Graham
Brands: Captain D’s
Years in franchising (currently active?): 42
Children in franchising: Lillian Franz and Charles Graham II
My dad, Dewey Graham, was always in the restaurant business. I was nine years old when he opened the first Captain D’s franchise in Charlotte, North Carolina, in 1974. I went into business working with my father as a teenager and always knew I wanted to follow in his footsteps. I started working at Captain D’s in high school as a cook, then became a night manager, general manager, and area supervisor until I finally assumed the lead role in 2005. We are very proud that the original Freedom Drive location in Charlotte is the oldest continuously operating store in the Captain D’s system – 52 years and counting.
I was a partner with my father. I went into business with him in 1987 and worked alongside him for 29 years before he passed away in 2016. I never considered our relationship challenging. He always taught by example, and I was always learning, and we had mutual respect.
The biggest advantage is that the hard work to get the ball rolling has been accomplished. Between Captain D’s management and what my father built, the foundation of a solid organization with talented and skilled management and the knowledge of how to continue the process of running a successful company was already in place.
The other big advantage of ownership is creating financial security for employees and their families. That is something my father started, and I want to continue. My father could have liquidated or sold, but he wanted to pass it to me. He grew up poor, and he knew what it meant to have a step up and be provided with an opportunity. One of his favorite sayings was, “The greatest burden is a good opportunity.” It is not easy to be in business for yourself, but it beats working for someone else. That is something I also plan to pass on to my children.
I would not say being second-generation presented new challenges. The challenges that are fundamental to the business do not change. There were times I managed people older than me and with more experience, but I just led by example and was fair, firm, and friendly. One thing my dad made sure of was that there was not one set of standards for family and another set for others. I have made sure to do the same with my children, who will one day be third-generation franchisees.
I started in the kitchen as a cook and worked my way up. I didn't waltz into a management position. Other than that, sales and consistent execution speak for themselves, along with a willingness to assist the brand by participating in committee work to help the brand succeed.
I learned on the job and by watching my father and following his example. He was very skilled in how he dealt with people. His work ethic and his shrewd business acumen were examples to follow. He and I were very close, so learning from him was easy, and it happened in our daily interactions. He was a great example to follow.
The advances in technology are clearly the most pronounced changes. Our generation benefited from the experience of the former generation. The restaurant industry that they grew up working in was in its infancy, and they were pioneering the methods and business models that today survive, albeit in an ever-changing industry.
It made us very close. It provided the ability to share conversations and time almost daily with my father and benefit from his wisdom and advice. I view this as invaluable and a blessing not many people enjoy in life. There were no negatives, perhaps heightened expectations, but that made me a better man.
The opportunity to enjoy the company and spend more time together, along with professional and personal growth, is the benefit. They saw me and my dad together and how close we were, and so transitioning the business to them so they can take care of their families and continue to grow the business is very satisfying and meaningful. My son, Charles III,and daughter, Lilian,bothstarted inoperations. Lilian is currently a unit manager and Charles III is an area supervisor.They are both great “peoplepersons”, and they really have a knack for the business.The transition is a work inprogress.
Nothing is automatic or a given. Hard work and the investment of time are integral to any successful profession. You’re only as good as last week’s sales when judging performance, and success is a journey, not a destination.