Stephanie Johnson: From Marketing Strategy to Measurable Growth

Name: Stephanie Johnson
Title: VP of Marketing
Company: Fortidia U.S.
Years in franchising: 7
Number of units: 450-plus

Stephanie Johnson, vice president of marketing at Fortidia U.S., is a growth-focused marketing and brand executive with more than 15 years of experience leading multi-brand, multi-unit organizations through transformation, scale, and sustained performance.

She oversees enterprise marketing strategy across three national franchise brands, AlphaGraphics, PostNet, and World Options, supporting more than 450 locations as part of Fortidia’s U.S. portfolio. Her scope includes brand strategy, demand generation, digital services, product marketing, communications, and long-term strategic planning with a focus on connecting marketing performance to meaningful business outcomes.

Stephanie is known for building high-performing teams, modernizing marketing ecosystems, and aligning marketing, sales, technology, and operations to drive measurable revenue growth, franchisee adoption, and brand differentiation. She thrives in complex environments where clarity, collaboration, and execution matter. For her, marketing plays a critical role in growth strategy, not just awareness.

She values thoughtful leadership, curiosity, and momentum, and she is energized by opportunities to build scalable systems, develop people, and help organizations grow with intention.

Personal & Leadership Journey

What inspired you to pursue leadership in franchising/branding? What drew me to franchising is the opportunity to help people achieve their dreams and become the best version of themselves. I’m deeply motivated by encouraging, supporting, and guiding people as they build businesses and pursue some of their greatest aspirations. Having a clear “why” behind my work is incredibly important to me.

I’ve always been fascinated by how branding and marketing sit at the intersection of art, science, and psychology. It’s creative, data driven, and constantly evolving. When done well, branding builds confidence, clarity, and connection. This work is exciting because I can apply that discipline in a franchise environment where strong brands can meaningfully impact both owners and customers.

Can you share a defining moment that shaped your leadership style? Being a helpful leader isn’t the same as being effective. Early in my leadership journey, I tried to accommodate every request and solve every problem. That approach wasn’t scalable, and in some cases, it created confusion.

I became more focused on building strong systems, setting clear expectations, and empowering others rather than stepping in as the solution. Today, my leadership style centers on being direct, aligned, and transparent while still deeply human.

How has your personal background influenced the way you lead? I grew up deeply involved in team sports and group activities. I credit my coaches for teaching me that excellence isn’t achieved individually; it’s built through trust, accountability, and a shared commitment to something bigger than yourself.

I believe high-performing organizations are rooted in encouraging mutual respect, assuming positive intent, and supporting one another while still holding high standards. I value teams that can have hard conversations, work through conflict productively, and always resolve in the best interest of the brand and the broader mission.

My leadership philosophy is about alignment over ego. When people feel loyal to one another, connected to the purpose, and clear on what they’re building together, extraordinary things happen. I’m intentional about creating that culture and protecting it.

Who or what has most influenced your philosophy as a leader or changemaker? Early in my career, I was deeply shaped by Dolores Suarez Svachula, a strategic marketing and communications leader who saw potential in me before I fully saw it in myself. She embodied a true growth mindset and showed me what it means to intentionally develop people, not just manage them. She taught the importance of training and empowering your team so well that they could replace you. Great leadership, she said, isn’t about insecurity or control; it’s about building others up. She also reinforced that the easiest path and the right path are often not the same. Doing the right thing, even when it’s hard, builds lasting trust and credibility.

More recently, I’ve been influenced by Ryan Farris, executive vice president of Fortidia, and his belief that when you help people see the best in themselves, it brings out their best performance. His leadership has reinforced for me the power of compassion, vulnerability, and belief in others as a performance driver, not a weakness.

Together, these influences shaped my view that strong leadership is about developing people, doing the right thing consistently, and creating environments where individuals feel supported, challenged, and trusted to rise.

Driving Change & Innovation

What significant changes or innovations have you led within your brand? I’ve led the strategic vision and planning process for Fortidia’s U.S. brands. I’m fortunate to work within an organization that invests in innovation intentionally. We look outside of ourselves by conducting research to understand the unmet needs of customers, franchise owners, and teams. That work has helped us evolve not just our offerings, but the people, processes, and systems that make the entire network stronger.

We developed a national B2B e-commerce and enterprise solution for AlphaGraphics. What began as a way for customers to purchase print online and route orders to their local center has grown into a full enterprise platform. Today, AlphaGraphics serves multi-location brands as a single point of contact, producing and distributing print, signage, and marketing materials consistently across the entire footprint. This allowed us to meet growing customer expectations while creating new revenue opportunities.

We also created an in-house marketing agency to support franchisees across AlphaGraphics and PostNet. We recognized that external agencies and vendors were not delivering the performance, consistency, or service levels our system required. Building this capability internally required more than hiring talent; it meant designing scalable systems, investing in advanced technology, and implementing automation so that we could deliver high-quality results at scale. The outcome has been stronger performance for franchisees and a more aligned, responsive marketing engine overall.

How did you implement those changes, and what results did they bring? For the B2B e-commerce and enterprise platform, we launched an initial solution, learned quickly from usage and feedback, and then expanded the model to support multi-location clients at a national level. This allowed us to grow capabilities without overwhelming the network.

In building our in-house marketing agency, execution required both structural and cultural change. We invested in the right talent, modern technology, and automation while also establishing clear service models, performance metrics, and accountability. This approach improved speed, quality, and transparency.

Across both initiatives, the results have been increased adoption, stronger alignment between headquarters and the field, and more consistent performance outcomes. They have helped franchise owners focus on running their businesses because operators know they’re supported by systems designed to scale with them.

What role have you had in adopting new technologies, including AI? Technology adoption has become an increasingly important part of my role, particularly as product management and new product development sit within my organization. As customer expectations evolve, innovation in print, signage, and marketing isn’t just about the end product; it’s about how accessible, seamless, and intuitive the experience is.

While the products themselves may be familiar, the way customers interact with them continues to evolve. By integrating technology thoughtfully, we’ve been able to improve the customer experience, simplify ordering, and support scalable growth for both franchise owners and enterprise clients. We also have additional initiatives and research currently in flight that will further shape how our brands evolve, and I’m actively involved in guiding those innovations.

Fortidia has established a dedicated AI task force to ensure we’re leveraging these capabilities responsibly and effectively. Within marketing, my team has tested and adopted AI tools that help us work more efficiently, enhance data analysis, and support content development while remaining intentional about preserving brand voice, authenticity, and human oversight. AI is an accelerator, not a replacement. Our focus remains on using it in ways that create real value for franchisees and customers.

How do you identify when it’s time for a brand to evolve? It’s always time to think about evolution. Brand relevance requires staying close to what’s happening around you and being intentional about listening. That means consistently having an ear to the ground. It includes conducting research, investing in studies that look beyond current performance, and creating franchisee committees focused on innovation and the future.

Trying something new that doesn’t perform exactly as planned doesn’t mean it failed. When brands create space to test, learn, and refine, evolution becomes a strength instead of a risk. That mindset allows organizations to move forward with confidence.

Have you led similar change initiatives at other brands? I’ve led and supported change initiatives across multiple brands within the Fortidia portfolio, including AlphaGraphics and PostNet. While each brand has its own identity and operational realities, the underlying approach remains consistent: listen first, define clear objectives, build scalable systems, and execute with discipline.

How do you communicate change effectively to franchisees? Change communication in franchising requires both structure and empathy. Over my seven years at Fortidia, we’ve learned a great deal about what works, which is why we’ve intentionally built an internal communications function within my team.

We involve franchise owners early by identifying beta testers, forming franchisee committees around new initiatives, and using those voices to help validate, refine, and champion the program across the network. Franchisees are often credible spokespeople when it comes to influencing adoption.

Equally critical is intentional communication. That means a clear message delivered through multiple channels and repeated consistently over time. While a leadership team may feel they’ve communicated something thoroughly, franchisees are balancing day-to-day operational demands. Approaching communication with compassion and an understanding of their reality helps ensure messages truly land. When franchisees feel informed, respected, and supported, change becomes far more effective and sustainable.

Challenges & Resilience

What obstacles have you encountered while driving change, and how did you overcome them? One of the biggest obstacles is balancing diverse perspectives and realities across the network. What makes sense strategically at a national level doesn’t always feel immediately practical at the center level, especially when owners are navigating day-to-day pressures.

By engaging franchisees early, validating concerns, and being clear about the purpose behind the change, resistance often turns into collaboration.

How do you maintain momentum when new ideas face resistance? When new ideas face resistance, I don’t believe in ignoring them or dismissing them. My first instinct is to lean in, seek context, ask questions, and understand what’s driving the pushback. In many cases, resistance comes down to a communication gap rather than disagreement.

When concerns run deeper, it’s important to address them directly. I prioritize open, constructive conversations with franchisees, especially those who are the most vocal, so they feel heard and respected. Town halls have been an effective way to address concerns head-on, clarify intent, and dispel misinformation.

Momentum is sustained through intentional communication. For each initiative, we build a proactive communication plan tailored to the complexity of the change and pressure tested with franchisee committees before rollout. As initiatives go live, we continue gathering feedback through committees and structured input, adjusting where needed. That combination of listening, clarity, and adaptability allows us to keep moving forward while bringing the network along with us.

What lessons have you learned from an initiative that didn’t go as planned? I’ve learned not to assume you know how franchisees will think or feel about an initiative even when the intent is positive. Perspective matters, and what seems clear or logical at a leadership level can land differently in the field.

When franchise owners are part of shaping an initiative, not just reacting to it, the outcome is stronger alignment, better execution, and greater trust across the network. Peer involvement also creates credibility.

As franchisors, our success is directly tied to whether franchisees understand, trust, and adopt what we build. Investing in thoughtful, well-planned communication is essential to driving meaningful change.

How do you balance short-term pressures with long-term vision? There will always be urgent needs, but not everything urgent is strategic. I try to avoid quick, Band-Aid solutions that may relieve pressure but don’t align with the long-term direction of the brand.

One of the most important skills I’ve had to develop is learning how to say “no” or “yes, but.” We can support this initiative, but to do it well, we need to be clear about trade-offs, priorities, and what success actually requires. When the long-term vision is clear and consistently reinforced, decision-making becomes easier. It helps focus on what moves the organization forward.

Culture & People

How do you build and motivate high-performing teams? When communicating an initiative or leading change, I ensure it speaks to my team and connects to their individual “why.” People are far more motivated when they understand how their work matters and how it contributes to something bigger.

I build culture through team connection, shared experiences, and moments that remind us that we’re human. High performance requires trust, encouragement, and knowing you’re supported.

Celebrating wins, especially small ones, helps teams feel seen and acknowledged for the effort they put in every day. Momentum is built by reminding people that progress is happening even when the work is challenging.

Finally, I believe in the power of encouragement. I love setting the tone before starting something new or difficult, reminding my team of our strengths, what we’ve already overcome, and why we should be proud of what we’re building together. Confidence is contagious, and motivated teams do extraordinary things.

What practices help you connect with employees and franchisees at every level? I lead by assuming positive intent, setting ego aside, and listening first. People want to feel respected and understood.

Compassion is also essential. Employees and franchisees are navigating real pressures every day, and acknowledging that reality creates stronger relationships. At the same time, I believe deeply in “being the brand.” Every decision should be made in the best interest of the brand and the network as a whole. When franchisees see that leadership is equally invested, that we truly care and “bleed the brand,” it builds credibility and alignment.

How do you build buy-in and bring others along when pushing for change? Buy-in is built through inclusion and clarity. I involve teams and franchisees early through pilots, committees, and feedback loops.

Trust is built through steady communication, follow-through, and transparency. When people see that leadership is consistently listening, adapting, and staying aligned with the stated vision, buy-in becomes more natural and sustainable.

How do you mentor or empower the next generation of leaders or changemakers? I’m deeply passionate about developing leaders by helping them see their own potential and giving them the tools and trust to grow into it. That means presenting stretch opportunities, providing constructive feedback, and offering encouragement. It creates an environment where stepping outside of comfort zones is supported and learning is celebrated.

I start each year with a team goal-setting session that focuses on personal and professional growth. It creates space for reflection, connection, and encouragement. We learn about one another, cheer each other on, and build a shared mindset around growth.

I’m a mentor in Fortidia’s global mentorship program. I help emerging leaders recognize their strengths, build confidence, and learn from both successes and setbacks. I created a safe, open space where people feel comfortable asking questions, sharing challenges, and growing without fear.

Future & Vision

What excites you most about the future of your brand or the industry? I’m excited by what we’re building at Fortidia and how intentionally we’re evolving our approach to franchisee support and development. One size does not fit all, and we’re designing programs that meet franchisees where they are, providing the right level of structure, guidance, and opportunity based on their needs and stage of growth.

I’m confident these new programs will not only elevate performance and drive adoption of best practices, but also bring our network closer together literally and figuratively. I’m energized by how this more tailored, collaborative approach will strengthen alignment, trust, and shared success across the system.

I’m also deeply invigorated by the strategic studies currently under way as part of our long-term vision planning. I know we’re going to uncover meaningful opportunities, and I’m excited about translating those insights into clear, actionable plans. We’re building toward that future together.

How do you stay true to a brand’s core while still adapting for the future? Staying true to a brand’s core starts with clarity, being very clear about who you are and what you stand for. When evaluating new products, platforms, or ways people experience the brand, I often ask, “Does this feel like a natural extension of who we are?” History has shown that when brands stretch themselves into spaces that don’t feel authentic, trust erodes quickly.

The most effective evolution happens when you focus on improving systems, experiences, and tools in ways that remove friction and increase relevance while protecting what made the brand trusted in the first place.

When evolution is intentional and anchored in purpose, brands can move forward confidently, modernizing how they show up without losing their identity.

Where do you see the greatest opportunities for women in franchising? Franchising presents tremendous opportunities for women across leadership, ownership, and functional expertise. There is growing demand for strong operators, strategic leaders, and collaborative changemakers, all areas where women often excel.

Women bring a natural strength in nurturing people and relationships, which is incredibly valuable in franchising. Supporting franchisees, developing teams, building trust, and creating environments where people can grow are all critical to long-term success.

When women see other women leading brands, building systems, and driving performance, it expands what feels possible. Creating space for women to lead authentically and supporting them through mentorship and sponsorship will continue to strengthen the industry.

If you could give one piece of advice to your younger self, what would it be? Trust your instincts sooner and don’t confuse discomfort with failure. Growth often feels uncomfortable, especially when you are stretching into new leadership territory. Clarity and confidence come with experience. You do not have to have every answer right away. What matters are curiosity, integrity, and a willingness to keep learning.

I learned the importance of being intentional about the inputs that shaped me as a leader. I became more thoughtful about the content I consumed and the routines I built. By clearly defining the kind of leader I wanted to be and designing my environment to support that growth, leadership became something I practiced daily rather than something I hoped would happen naturally.

What advice would you give to leaders who want to create lasting impact? Technology, sales, marketing, operations, processes, and procedures all matter, but you cannot achieve the highest levels of performance without the people who bring those things to life. People are the foundation on which everything grows.

Lasting impact is built by creating shared goals and building toward them together. That requires a clear, shared vision paired with deep investment in people. Leaders who make the greatest impact lead by example with integrity, empathy, and resilience while empowering others through coaching, trust, and open communication.

Be a good person. When leaders lift people up and help them see what they are capable of, performance follows. Fear and authority may produce compliance but rarely produce passion, ownership, or pride in the work. People do their best work when they feel connected to the brand and to their own purpose.

Finally, understand that leadership is a long game. Lasting impact comes from consistent actions over time that build trust, confidence, and momentum. That commitment turns leadership into legacy.