Making the Leap from Single to Multiple Units

Going from owning one restaurant to multiple units is a big change for any operator. Whether adding locations or incorporating a new brand into the portfolio, becoming a multi-unit franchisee is a major step forward. We asked several restaurant owners about their transition into operating multiple locations and how they overcame challenges along the way.

According to several franchisees, the first step is shifting their mindset and knowing they can’t be present and hands-on at multiple locations. They must rely on creating a strong system with clear guidelines and a structure that can be self-sustaining. That requires making key hires, especially at the management level, and trusting them to run the operation each day. Success involves proper delegation and training while holding employees accountable.

It’s also important to pay close attention to financial numbers and key metrics to gauge restaurant performance. As is the case with most businesses, it’s essential to have clear and consistent communication with management and teams across all locations.

Stuart Ottinger
Multi-Unit Franchisee
Another Broken Egg Cafe, Mercy Kitchen, BJ’s Pizza, Palmyre

The biggest shift when moving from a single unit to multiple locations, especially across different cities and states, is accepting that you can’t be hands-on every day. To make that transition successfully, you must rely on strong systems, clear processes, and empowered managers who can run the business in your absence.

From my perspective as an owner operating Another Broken Egg Cafe in multiple states, visibility comes from data. By reviewing daily reporting and key KPIs through dashboards, I can quickly see how each restaurant is performing, whether sales are increasing or declining, how average spend per guest is trending, or if there are opportunities related to labor or guest experience. I don’t have to physically be in the café to understand what’s happening. Technology allows the numbers to tell the story of each restaurant, which is critical to maintaining consistency and performance across a multi-unit portfolio.

Joe Saldana
Multi-Unit Franchisee
Smoothie King

One of the biggest challenges was shifting away from being a highly hands-on owner/operator. As we grew, it became increasingly difficult for me to personally train every new hire. That realization required a mindset change and a greater focus on leadership development. I began spending nearly 80% of my time investing in our leaders and developing them to train, coach, and lead their own teams effectively. This shift has made growth far more manageable as we’ve added units.

Ron Parikh
Multi-Unit Franchisee
Little Caesars, Sonic, KFC/Taco Bell, Rent-A-Center, Ace Hardware, American Freight

The biggest shift from operating a single unit to becoming a multi-unit franchisee was learning to change our mindset. When you’re running one location, it’s possible to drive results through personal effort. But as you expand, success becomes less about what you do yourself and more about building an organization that can run without you. That means developing structure, trusting your team, and focusing on scalable systems that deliver results, whether you are present or not.

We didn’t get it perfect from the start, but those early challenges helped shape how we approach growth. Expanding the business meant building a playbook that covered training, scorecards, and operational consistency across every location. Once the foundation is solid, you can scale with confidence and trust that the right people are in place to lead.

Steve Zahn
Multi-Unit Franchisee
The Big Biscuit, Sonic

I have more than 25 years of multi-unit ownership experience in QSR, including several years at The Big Biscuit. The only way to be successful is with strong leaders, strong systems, discipline, and trust. We balance our metrics with our experience and intuition. With The Big Biscuit, we are fortunate to have a limited daypart and the ability to offer a strong work-life balance to the teams. This helps with retention and the attraction of higher-quality teams. I’ve built a strong bench, which is critical for growth.

Steven Young
Multi-Unit Franchisee
Freddy’s Frozen Custard & Steakburgers

Learn how to properly delegate, train, and then hold people accountable. When you can’t be everywhere at once, you need to find people you can trust. The main factor that changed our trajectory for the better was adherence to our systems and structures. We worked hard with management teams to develop systems that increased productivity and clarity on performance standards. By creating a structure that they helped build, we saw enormous buy-in.

Dan Sacco
Multi-Unit Franchisee
Pancheros, Your Pie Pizzerias

My business partner, Doug, and I opened our first two Pancheros locations within three months of each other in 2005. The first opening was in Davenport, Iowa, and the second was about an hour away in Dubuque, Iowa. We were learning the brand, figuring out operations, and managing a second opening at the same time. With the markets being similar and close in proximity, we quickly learned who our customers were and how to best serve them. We also jumped into business with Pancheros because we genuinely love their food, and we felt confident in their business model. When you admire a product and are able to seamlessly follow a proven business model, challenges become easier to overcome, and growth comes.