Melissa Fry: Leading with Confidence, Building Alignment

Name: Melissa Fry
Title: CMO
Company: Twin Peaks
Years in franchising: 25
Number of units: 115

Melissa Fry brings more than 25 years of restaurant and hospitality marketing experience to her role as chief marketing officer at Twin Peaks. Recognized among Ragan’s Top Women in Marketing 2024, she has built a career developing award-winning campaigns and leading high-performing teams that bring brands to life through experiential dining and large-scale activations.

Before joining Twin Peaks, Melissa led national and local marketing strategy for globally recognized restaurant brand Hooters of America, overseeing brand storytelling, field marketing, influencer partnerships, and signature activations such as international pageants and creative collaborations that delivered measurable sales growth.

Known for her creative vision, digital expertise, and people-first leadership, she is focused on advancing Twin Peaks’ position as the leader in delivering an unparalleled experiential dining experience.

Personal & Leadership Journey

What inspired you to pursue leadership in franchising/branding? I was drawn to franchising because it’s one of the few models where leadership truly scales through people. Early on, I saw how strong brands could create opportunities not just for guests, but for operators, teams, and future leaders. Over time, that evolved into a personal mission: building brands while also creating space for others, especially women, to step into leadership with confidence.

Can you share a defining moment that shaped your leadership style? There wasn’t one single moment; it was a pattern. I repeatedly found myself being the only woman in the room. I was expected to contribute but not always invited to lead. That experience taught me to speak up, claim space, and eventually make sure others didn’t feel the same hesitation. Today, my leadership style is rooted in advocacy, clarity, and ensuring voices are heard before decisions are made.

How has your personal background influenced the way you lead? I didn’t follow a traditional or linear path. I had to learn to trust myself early and push past imposter syndrome. That’s made me a more empathetic leader, especially to high-performing women who may underestimate their readiness. I lead with transparency, high standards, and the belief that confidence is built through action, not perfection.

Who or what has most influenced your philosophy as a leader or changemaker? The women who came before me and the women coming up behind me have shaped my leadership more than any single role or title. I was fortunate to have mentors who saw potential in me before I fully saw it in myself and were willing to pull me forward, advocate for me, and challenge me to take on opportunities I might not have pursued on my own.

I’ve witnessed incredibly capable women hesitate, self-edit, or wait to be ready before stepping into leadership. Watching that happen repeatedly had a profound impact on me. It reinforced the importance of confidence, sponsorship, and representation, not just mentorship. That awareness drives how I lead today. I’m intentional about creating space, encouraging voices that might otherwise go unheard, and reminding emerging leaders that they belong at the table. Leadership isn’t just about driving results; it’s about leaving the door open wider than it was when you walked through it.

Driving Change & Innovation

What significant changes or innovations have you led within your brand? Beyond brand evolution and modernization, I’ve focused heavily on redefining marketing’s partnership with operations and franchisees. A specific example is restructuring how national marketing initiatives are built from being marketing-led to being truly cross-functional, bringing operations, IT, and franchise leadership into the process earlier. This shift reduced execution friction in the field, improved adoption, and ensured campaigns were operationally sound before launch. I’ve also been intentional about modeling leadership behaviors that prioritize accountability, inclusion, and adaptability because sustainable innovation isn’t about flashy ideas; it’s about systems and people who can support change.

How did you implement those changes, and what results did they bring? I start by building trust first because change only sticks when people feel respected, heard, and informed. That meant engaging franchisees, operators, and cross-functional teams early, setting clear expectations, and being transparent about both opportunities and trade-offs.

From there, changes were implemented in phases, allowing for feedback, adjustments, and early wins. We focused on clear communication, consistent follow-through, and measurable outcomes so that teams could see progress, not just hear about it. The result was stronger alignment across the system and improved performance and execution. Teams felt more confident adopting change because they understood the purpose behind it and had support along the way.

What role have you had in adopting new technologies, including AI? I view technology, and AI in particular, as a tool to enhance how teams work. It’s not there to replace people. My role has been to evaluate where new tools can genuinely improve efficiency, personalization, and decision- making rather than adopting technology for technology’s sake. I’ve led efforts to integrate AI into areas like marketing planning, performance analysis, guest communications, and content workflows. Real operational value is key. Equally important, I’ve spent time helping teams and franchise partners understand how and why these tools are being used, reducing fear and resistance by positioning AI as a support system that frees people up to focus on higher-impact work. Successful adoption is as much about change management and education as it is about the technology itself.

How do you identify when it’s time for a brand to evolve? I’ve had the unique experience of working within a legacy franchise brand that was more than 40 years old. It experienced incredible domestic and international growth and, ultimately, faced significant structural challenges later in its life cycle. Early on, the brand was truly one of a kind and owned its space. But as casual dining evolved and competition increased, it became clear that what once made the brand distinctive wasn’t being intentionally modernized at the same pace as guest expectations, culture, and technology.

In those moments, the signals are subtle at first. Internal teams begin spending more time explaining the brand than advancing it. Franchisees ask for clarity around positioning. Marketing starts working harder to justify decisions rather than confidently leading them. That friction is usually the first indicator that evolution is overdue.

I’ve learned that brand longevity requires proactive reinvention, not abandoning what made the brand successful. Be honest about what needs to evolve to remain relevant. The brands that thrive are the ones willing to listen early, adapt intentionally, and evolve before change is forced upon them.

Have you led similar change initiatives at other brands? Yes. When working across multiple brands and at different stages of growth, the scale and circumstances varied, but each experience reinforced that successful transformation isn’t about speed; it’s about sustainability and buy-in.

I’ve led initiatives that ranged from brand repositioning and modernization to restructuring how marketing, operations, and franchise leadership work together. In every case, the most effective changes were the ones grounded in listening first to understand what franchisees, operators, and teams needed to succeed.

Those experiences taught me that change only sticks when it’s practical, well communicated, and supported by the right systems and behaviors. When teams feel respected, informed, and part of the process, transformation becomes something they champion rather than resist. That lesson has consistently guided how I approach change, regardless of the brand or market.

How do you communicate change effectively to franchisees? I start with honesty and respect for their investment. Franchisees don’t want buzzwords or top-down mandates; they want clarity, proof, and partnership. That means being transparent about why a change is happening, what problem it’s solving, and how it will impact their business at the unit level.

I also believe timing and context matter. Communicating early, sharing data where possible, and acknowledging potential challenges build trust. When franchisees feel informed and included rather than surprised, they’re far more willing to engage and support change. Ultimately, effective communication isn’t about selling an idea; it’s about building confidence that leadership has thought it through and is committed to supporting execution in the field.

Challenges & Resilience

What obstacles have you encountered while driving change, and how did you overcome them? Resistance, limited bandwidth, and legacy thinking are common obstacles, especially in established franchise systems. I’ve learned to overcome them by staying grounded, listening closely to concerns, and addressing issues head-on rather than pushing past them. Progress isn’t always fast, but consistency and credibility build trust over time.

How do you maintain momentum when new ideas face resistance? I remind teams that discomfort often signals growth. Momentum comes from steady progress, clear communication, and reinforcing the long-term purpose behind the work, not from forcing an immediate need or idea.

What lessons have you learned from an initiative that didn’t go as planned? Failure isn’t final but formative. Every initiative that fell short taught me to plan more thoughtfully, communicate more clearly, and remain adaptable. Those lessons have made me a stronger, more resilient leader.

How do you balance short-term pressures with long-term vision? Be intentional about priorities and stay disciplined around what truly matters. Short-term pressures are unavoidable, but they shouldn’t derail a long-term strategy. I focus on decisions that support both immediate needs and future growth.

Culture & People

How do you build and motivate high-performing teams? I focus on clarity, accountability, and trust. When people understand expectations, feel empowered to own their work, and know they’re supported, performance follows naturally.

What practices help you connect with employees and franchisees at every level? Be present and approachable. I make time for conversations, site visits, and listening because leadership lives in relationships, not boardrooms.

How do you build buy-in and bring others along when pushing for change? I involve people early and treat them as partners in the process. When individuals understand the rationale behind decisions and feel a sense of ownership, buy-in becomes organic rather than forced.

How do you mentor or empower the next generation of leaders or changemakers? I mentor by helping people recognize their own readiness before they fully see it themselves. Too often, emerging leaders, especially women, wait to feel perfectly prepared before stepping into new opportunities. I actively challenge that mindset by encouraging them to trust their instincts, speak up, and take calculated risks even when they don’t have every answer.

I also believe empowerment comes from exposure and ownership. I try to give emerging leaders opportunities, visibility, and real responsibility paired with honest feedback and support. By creating an environment where questions are welcome and mistakes are treated as learning moments, people gain confidence through experience. My goal is to help the next generation lead with conviction, not perfection, and to ensure they feel both capable and supported as they grow.

Future & Vision

What excites you most about the future of your brand or the industry? What excites me most is the opportunity to lead with purpose while still driving performance. I’m energized by brands that understand success isn’t just measured by short-term results, but by the strength of their culture, the experience they deliver, and the people who bring the brand to life every day.

In the industry more broadly, I see tremendous opportunity for brands that are willing to be intentional about who they are and how they show up. These brands invest in people, elevate the guest experience, and create environments where teams feel proud to represent the brand. When performance, culture, and people are equally valued, brands become more resilient, more relevant, and ultimately, more sustainable. Those are the brands that will continue to grow and stand the test of time.

How do you stay true to a brand’s core while still adapting for the future? It starts with clearly defining what should never change, the values, the promise to the guest, and the elements that make the brand distinctive. Those fundamentals become the guardrails for any evolution. Everything else should be flexible and open to improvement.

Adaptation doesn’t mean erasing the past; it means strengthening the foundation, so the brand remains relevant in a changing landscape. When evolution is intentional and grounded in the brand’s core, it builds trust internally and externally while positioning the brand for long-term growth.

Where do you see the greatest opportunities for women in franchising? I see the greatest opportunities for women in leadership, ownership, and influence across franchising. The industry is evolving, and there’s growing recognition that diverse perspectives lead to stronger brands, better decision-making, and healthier cultures. Women are increasingly stepping into executive roles, franchise ownership, and positions where they can shape strategy and operations at scale.

That said, opportunity alone isn’t enough. Confidence, sponsorship, and visibility still matter. It’s important that women not only walk through the open doors, but also help hold them open for others by mentoring, advocating, and creating pathways forward. When women support women and lead with confidence and conviction, the impact extends far beyond individual success and strengthens the entire franchise system.

If you could give one piece of advice to your younger self, what would it be? You belong in the room, so stop questioning it. Trust your instincts, speak up sooner, and don’t wait for validation to lead. Confidence isn’t about having every answer; it’s about believing in your ability to figure things out and grow along the way.

What advice would you give to leaders who want to create lasting impact? Lead with intention and consistency, not ego. Focus on building people and systems that can thrive beyond your own tenure. The strongest leaders aren’t the loudest in the room; they’re the ones creating clarity, stability, and opportunity for others.

Create space for people to grow, speak up, and lead in their own way even when it looks different from how you would do it. At the end of the day, real impact isn’t measured by titles or accolades; it’s measured by the leaders you develop, the trust you build, and the culture you leave behind.