Built on Fundamentals: Craveworthy Brands' Leader Prioritizes Purpose-Driven Growth

Name: Gregg Majewski
Title: Founder & CEO
Company: Craveworthy Brands
Units: 20 brands, 200-plus locations
Age: 50
Years in franchising: 30
Years in current position: 3

Over his three decades in franchising, Gregg Majewski’s approach to leadership has remained grounded in the fundamentals that first drew him to the restaurant business: people, process, and purpose.

Majewski grew up in restaurants and later played a key role in helping scale Jimmy John’s during a critical period of expansion, helping the brand grow from 33 restaurants to more than 300. He helped implement key operational systems that supported the brand’s rapid growth. He says those experiences continue to influence his leadership style today, which he says is “people first, data informed, and hands-on.”

As the founder and CEO of Craveworthy Brands, Majewski leads a rapidly growing multi-brand restaurant platform encompassing 20 brands and more than 200 locations.

Currently, the Craveworthy Brands portfolio includes Wing It On!, The Budlong Southern Chicken, Krafted Burger Bar + Tap, Taffer’s Tavern, HCT: Southern Chicken (formerly Hot Chicken Takeover), Genghis Grill, BD’s Mongolian Grill, Flat Top Grill, and Taim Mediterranean Kitchen.

Majewski’s leadership philosophy emphasizes operational excellence and hospitality. He prioritizes building systems that support franchisee success, and he’s never too far from the helm. “I focus on long-term strategy while staying close to the day-to-day realities of the business,” he says.

Culture is more than a buzzword or slogan. It has to show up in daily work, he says. Majewski and his team communicate frequently to keep the corporate office and the front lines aligned around the same values. The company also invests in the future through Crave University, a leadership development program designed to prepare restaurant leaders that moves shift workers toward the C-suite.

Ultimately, he measures success not just by unit count, but by the leaders developed, the franchisees supported, and the lasting impact Craveworthy Brands creates across its portfolio.

LEADERSHIP

What is your role as CEO? My role is to set the vision, build the right leadership team, and create the systems that allow our brands, franchisees, and team members to grow sustainably.

How has Covid-19 affected the way you have led your brand? Covid-19 reinforced the importance of determination, transparency, and resilience. It forced industry leaders to move faster, communicate more clearly, and never lose sight of the people inside the four walls of the restaurant.

Describe your leadership style. I believe in empowering leaders, holding teams accountable, and staying close enough to the business to understand what is really happening on the ground.

What has inspired your leadership style? Growing up in restaurants and scaling Jimmy John’s shaped how I lead to this day. I learned early that great brands are built by strong operators, clear processes, and leaders who show up consistently.

What is your biggest leadership challenge? Balancing agility with pure discipline across a multi-brand platform. Growth is important, but thoughtful growth requires real focus, patience, and the right foundation.

How do you transmit your culture from your office to frontline employees? Through in-depth training and leadership development programs like Crave University, clear values, and frequent communication. Culture only works if it shows up every day in operations.

How can a CEO help their CMO develop and grow? By trusting them, challenging them, and tying creativity to measurable business impact. The best CMOs are strategic partners, not just brand storytellers.

Where is the best place to prepare for leadership: an MBA school or OTJ? On the job—always. Education is extremely valuable, but leadership is learned by making hard decisions, owning the outcomes, and adapting in real time.

Are tough decisions best taken by one person? How do you make tough decisions? Tough decisions should be informed by many but owned by one. I listen closely, analyze the data, and then commit fully to the decision.

Do you want to be liked or respected? Respected. Respect builds trust, and trust builds strong teams.

Advice to CEO wannabes: Bet on yourself, surround yourself with people who are better than you, and never forget that leadership is about service, not titles.

MANAGEMENT

Describe your management style: Collaborative and accountable. I believe in clear expectations, ownership at every and any level, and leaders who are empowered to make their own decisions.

What does your management team look like? A diverse group of operators, marketers, technologists, and financial leaders with different perspectives but shared values.

How does your management team help you lead? They own outcomes, challenge assumptions, and help turn strategy into execution across the organization.

Favorite management gurus: Do you read management books? I read selectively and learn just as much from my peers, team members, and real-world experience as I do from books. Practical insight matters more than theory.

What makes you say, “Yes, now that’s why I do what I do!”? Watching team members grow into true leaders and seeing franchisees build their American dream (businesses) to last.

OPERATIONS

What trends are you seeing with consumer spending habits in your stores? Guests are increasingly value conscious but still prioritize quality, convenience, and consistency. They are spending with intention.

How is the economy driving consumer behavior in your system? Economic pressure has made operational discipline more vital than ever. Brands that execute well continue to win.

What are you expecting from your market in the next 12 months? Steady, disciplined growth driven by smart expansion, flexible formats, and strong unit economics.

Are your franchisees bullish or bearish about growth and adding additional units? Overall bullish, especially among operators who see the strength of our systems and support.

Are commodity/supply costs any cause for concern in your system? They remain something we monitor closely, but the Craveworthy platform is built for scale. Our centralized supply chain and strong national vendor relationships create efficiencies that help stabilize costs and give our operators confidence even in potentially volatile environments.

In what ways are political/global issues impacting the market and your brand? Uncertainty reinforces the need for nimbleness, local community relevance, and operational excellence.

TECHNOLOGY

How much influence does your IT department have on your brand? A significant one. Technology is deeply integrated into operations, guest experience, and overall decision-making.

How have your company’s tech tools changed over the past five years? We have moved toward more back-of-house automation, greater data visibility, and AI-enabled systems that improve efficiency and accuracy.

How does technology influence your decisions? Technology provides real-time insights that help us make faster, smarter, and more informed decisions, but it never replaces humanity. Hospitality is built on that. Data guides us, people lead us, and exceptional guest experiences are still built on genuine connection inside the restaurant.

Are you using AI? How? Yes. We use AI in industry forecasting, pricing optimization, inventory management, and operational efficiencies.

How do you measure your ROI on technology investments? We measure ROI through cost savings, stronger operational performance, and improved guest experience. Most recently, our partnership and investment in Vistify reflect how we approach technology as a platform, giving our teams real-time visibility, improving menu execution and consistency at scale, and allowing operators to move strategically behind the scenes, so hospitality stays front and center.

How did/do you create a culture where technology advancements are welcome and used? By making technology practical, intuitive, and clearly tied to better outcomes. Not change for the sake of change.

PERSONAL

What time do you like to be at your desk? Bright and early. I like to start the day prepared and focused.

Exercise in the morning? Wine with lunch? I prioritize staying active and balanced in all aspects of life. Everything in moderation.

Do you socialize with your team after work/outside the office? When it is organic. I value authentic connection but also respect boundaries.

Last two books read: I rotate between leadership, business, and personal development books with The One Minute Manager by Ken Blanchard and Spencer Johnson as a longtime favorite for its people-centric leadership lessons.

What technology do you take on the road? Tools that keep me connected, informed, and efficient. I rely on my iPad because it keeps me close to the business, letting me review performance in real time and make decisions wherever I am.

How do you relax/balance life and work? Getting as much family time as possible, watching football, and trying new restaurants.

Favorite vacation destination: Anywhere that allows me to recharge with family. Disney is a favorite for us and a constant reminder of the power of immersive experiences and world-class hospitality.

Favorite occasions to send employees notes: Milestones, promotions, standout leadership moments, and personal achievements.

Favorite company product/service: Every brand and every menu offering across our portfolio is special in its own way. What matters most is when the food creates connection, brings guests back, and builds opportunity for our people.

BOTTOM LINE

What are your long-term goals for the company? To build a sustainable, hospitality-first restaurant platform that creates lasting value for all stakeholders.

How has the economy changed your goals for your company? It has reinforced the importance of controlled development and smart capital deployment.

Where can capital be found these days? With valued partners who believe in shared fundamentals, transparency, and long-term value creation.

How do you measure success? Our restaurants’ success stories. By the leaders we develop, the brands we strengthen, the operators’ lives we change, and the impact we make. Our goal is to reach 100,000 restaurant success stories in the next 10 years.

What has been your greatest success? Building Craveworthy from the ground up during uncertain times, trusting my instincts, and betting on myself when others doubted it could be done.

Any regrets? Never. Every challenge taught me a valuable lesson, heightened my approach, and made us better.

What can we expect from your company in the next 12 to 18 months? Continued thoughtful expansion nationally and internationally, deeper investment in team members, and more second chances for deserving brands full of heart.