Tonya McCoy: People First, Performance Follows

Name: Tonya McCoy
Brand: Angry Chickz
Title: VP of Marketing
Years in franchising: 28
Number of units: 34

Tonya McCoy, vice president of marketing for Angry Chickz, is a dynamic marketing leader with more than 28 years of expertise in food service marketing, franchise growth, and development. Known for transforming sales performance, Tonya has driven a 63% increase in territory unit sales through strategic, data-driven marketing approaches. She’s managed multi-million-dollar marketing budgets, overseeing the successful execution of campaigns across thousands of restaurant locations and fostering collaboration with franchisees and stakeholders to ensure brand consistency and profitability.

Tonya has been recognized with multiple industry awards for innovative marketing strategies and operational excellence. Her deep understanding of the food service landscape and commitment to building strong partnerships continue to fuel long-term success in the industry.

Personal & Leadership Journey

What inspired you to pursue leadership in franchising/branding? I’ve always been drawn to people, strategy, and growth. Franchising is powerful because when it’s done right, you’re not just building a brand, you’re helping entrepreneurs build businesses and lives they’re proud of.

Can you share a defining moment that shaped your leadership style? Early in my career, I had mentors who reinforced one core truth: People come first. When you invest in people and build them up, they grow, and so does the business. When you don’t, everything suffers.

How has your personal background influenced the way you lead? I was raised on honesty, work ethic, and respect. I lead with empathy, but I also believe in accountability. The two aren’t opposites; they work best together.

Who or what has most influenced your philosophy as a leader or changemaker? I’ve worked with leaders who balanced confidence with humility and others who didn’t. I learned a lot from both, especially from seeing firsthand the kind of leader I never wanted to be.

Driving Change & Innovation

What significant changes or innovations have you led within your brand? I’ve focused on foundational initiatives that support brand growth and franchisee success, including digital menu boards, updated brand standards, new food photography, digital and social media strategy, the launch of catering, and a comprehensive guest feedback program.

How did you implement those changes, and what results did they bring? Success came down to alignment and execution. We partnered closely with operations, rolled initiatives out with clear training, timelines, and support. Then we stayed focused on adoption. The results included stronger brand consistency, improved guest engagement, better insights, and more tools for franchisees to drive sales.

What role have you had in adopting new technologies, including AI? I view AI as a decision-support tool, not a replacement for judgment. We use AI-driven insights and workflows to increase efficiency and clarity, allowing our teams to spend more time on people, creativity, and strategy.

How do you identify when it’s time for a brand to evolve? I listen closely to guest behavior, franchisee feedback, and cultural shifts. When execution becomes harder, experiences feel out of sync, or feedback becomes consistent, that’s usually a signal it’s time to evolve thoughtfully and intentionally.

Have you led similar change initiatives at other brands? Yes. At Subway, I worked on menu innovation, new product launches, local store marketing, and franchisee support initiatives across thousands of locations.

How do you communicate change effectively to franchisees? With transparency and respect. Always explain the “why,” listen to concerns, and involve franchisees in the process. When people understand the purpose and feel heard, execution is far more successful.

Challenges & Resilience

What obstacles have you encountered while driving change, and how did you overcome them? Resistance usually comes from uncertainty, fatigue, or lack of clarity. I focus on listening first, simplifying execution, and showing how the change supports long-term goals. Trust is built through consistency and follow-through.

How do you maintain momentum when new ideas face resistance? Progress over perfection. Small wins matter. Once people see something working, momentum naturally builds.

What lessons have you learned from an initiative that didn’t go as planned? Two words: not yet. Timing, training, and context matter. I’ve learned to slow down, recalibrate, and bring in the right voices before pushing forward.

How do you balance short-term pressures with long-term vision? By setting clear priorities. In a world full of distractions, I constantly ask, “Does this align with our strategic goals?” If it doesn’t, it’s not a priority right now.

Culture & People

How do you build and motivate high-performing teams? By creating clarity, trust, and psychological safety. People do their best work when they feel supported, challenged, and heard. When people feel valued, seen, and heard, they’ll move mountains.

What practices help you connect with employees and franchisees at every level? Authenticity. How you show up and treat people sets the tone for every relationship inside and outside the organization.

How do you build buy-in and bring others along when pushing for change? I share the vision, tell the story, and invite people into the journey. I respect their experience and clearly connect the change to outcomes they care about.

How do you mentor or empower the next generation of leaders or changemakers? Through coaching, honest feedback, and opportunity. I’m a DiSC-accredited trainer because understanding people is critical. Help individuals identify their strengths, trust their voice, and step confidently into leadership.

Future & Vision

What excites you most about the future of your brand or the industry? The intersection of technology and human connection. The brands that win will make things easier for guests and operators without losing their personality.

How do you stay true to a brand’s core while still adapting for the future? Staying true to who you are: your values, voice, and purpose. You know where you can be flexible and where you need to stand your ground.

Where do you see the greatest opportunities for women in franchising? Leadership, ownership, and influence. Women bring perspective, collaboration, and empathy that strengthen the industry.

If you could give one piece of advice to your younger self, what would it be? Enjoy the journey. Not everything has to happen at once. The setbacks and detours often shape you the most.

What advice would you give to leaders who want to create lasting impact? Have a people-first mentality. Always take care of your people. Never stop learning. And just because you’re busy, it doesn’t mean you’re making progress. Have fun. If you’re not, you’re in the wrong place.