Balancing Growth: Profit, Purpose, and Priorities When Scaling

MUFC 2026, Day 2: General Session Panel

Challenges shift as franchise operators grow. Many go from adding one or two units to realizing they must focus more on balancing profit, purpose, and priorities without losing control of the business as they begin to scale more quickly. 

That was the focus of an MUFC general session panel called “Scaling Your Enterprise: Profit, Purpose & Prioritization—Navigating Franchise Leadership,” where moderator David Tresko of Sizzling Platter (a multi-brand franchisee) led a discussion with Sam Askar (Dunkin’ and Church’s Texas Chicken), Rob Branca (Dunkin’, RimTyme, and Interstate Batteries), and Mitch Cohen (Jersey Mike’s Subs and Sola Salon Studios). The conversation dealt with how to scale responsibly in today’s cost-pressured environment. 

The first topic of discussion was how each franchisee framed their organization’s purpose. Not surprisingly, it came down to people. 

Branca advised operators to focus on building strong teams and “giving employees a path to grow.” In a competitive labor market, that approach serves a dual purpose of developing talent while preventing competitors from taking it away. 

Askar emphasized alignment. Operators must stay in sync with their franchisor and “ensure the teams understand where the brand is headed,” he said. Without that clarity, growth becomes harder to manage. 

Cohen boiled it down to “a relationship business.” That people-first mindset drives decisions from hiring to operations. 

Next, the panel discussed how they frame career paths for their teams. As operators scale, career development becomes more important and more complex. 

Branca said using franchisor-provided tools was one of the ways his team develops employees. Askar stressed the importance of identifying high-potential team members early and investing time in their growth. “Take time to get to know them and who can grow,” he said.

Cohen took a more direct approach: transparency. His organization shares P&Ls with its leaders, giving them a clear understanding of how the business operates. Tresko agreed: “Your leaders can’t grow if they don’t understand how the system works.” Transparency builds accountability and better decision-making. 

The operators then shifted to a discussion on the kinds of challenges they have faced. Branca brought up the importance of maintaining culture and warned against chasing unit count at the expense of profitability. As companies scale, they must evolve their systems and reinvest in their teams. In some cases, that includes offering equity to top performers or investing in real estate to strengthen long-term stability. 

Askar, whose company has grown through acquisition, emphasized the importance of being “open and vulnerable with your team.” Leaders must be willing to admit mistakes, learn, and adjust. 

Cohen added that taking care of people matters most during tough decisions. If a unit closes, operators should work to place employees somewhere else in their system when possible. 

The panelists also emphasized taking a long-term, thoughtful approach to underperforming locations. Branca said he focuses on reinvesting in stores or relocating them when it makes sense. Askar cautioned that closures could hurt team morale and should be carefully considered. All three highlighted the value of learning from peers and using forums like MUFC to gain insights and make more informed decisions before taking action. 

The operators then shifted to a discussion on dealing with financial challenges. Profitability is more difficult to predict today, and operators can no longer rely on price increases to offset rising costs. 

Cohen said his team focuses on improving customer experience, creating a “Cheers”-like environment where guests feel known and valued. Retention, he noted, is more cost-effective than acquisition. 

Askar tied customer experience directly to employee satisfaction. “If our employees are happy, our customers will be happy,” he said. 

Branca focused on operational simplicity. “Make the job suck less,” he said. Systems should run smoothly, allowing managers to spend more time with customers and less time buried in administrative work. 

The group then shifted into technology and its ongoing implications for operators. Though technology continues to play a larger role in operations, the panel cautioned operators against overcomplicating their businesses. 

Askar highlighted investments in back-office systems and AI to streamline administrative tasks and improve efficiency. The goal is to give teams faster access to information and reduce manual work. 

Cohen echoed that he was “revamping back-of-the-house systems” and emphasizing the need for franchisors to keep menus and operations simple. 

Branca reinforced that any technology must make life easier for team members. If it creates friction, it misses the point. “Any changes need to make things better, not create more pain points,” he noted. 

Tresko summed it up: Automate where it makes sense, but don’t overdo it. Clean, accessible data remains one of the most valuable tools operators can have. 

Scaling a franchise enterprise requires discipline, alignment, and a commitment to people. Operators who balance profit with purpose and prioritize the right things at the right time will be best positioned to grow.