Service and Sandwiches: Franchisee Turns Meals into Community Contributions

Name: Shak Patel
Title: Multi-Unit Franchisee
Company: Breaking Bread LLC
No. of units by brand: 6 Potbelly, 1 The Halal Guys
Age: 42
Family: Wife Roma with son, Jaxxon, 4, and daughter, Zuri, 2
Years in franchising: 20
Years in current position: 9

Shak Patel is the Noble Cause MVP (Most Valuable Performer) for his passionate, unwavering support for those in need.

Shak Patel, a Potbelly franchisee with six restaurants in North Carolina, makes charitable giving and community support a core part of his business. His efforts earned him the Noble Cause MVP for contributing thousands of dollars and countless hours to help those in need.

During his nine years as a franchise owner, Patel has strengthened his community through hands-on service. In 2025, he donated 100 boxed lunches to a summer basketball camp, provided 50 meals for a Little League team, delivered free meals to nurses at Cape Fear Valley Hospital, supported a local food drive, and catered more than 1,000 boxed lunches for Bank of America.

“I love making people smile even if it is justgiving awaya cookie to a kid,” Patel says. “Donating meals is my passion. It is something that is very satisfying for me. I still feel like I’m not doing enough and that I could always do more. We live one life. I want to make as many people happy as possible.”

Pateloperatesfour restaurants in the Charlotte market. Two years ago, in what he calls a career-defining move, he opened a pair of Potbelly units at Fort Bragg military base. He says speaking with the soldiers there and learning about their sacrifices have given him a new respect and appreciation for what they do for the country. Patel frequently donates meals to the troops to thank them for their service.

“When I goonthe base, I want to shake hands with all of those people and feed them,” Patel says. “It is so powerful when you have that, and it means so much to me. I want to do as much as I can with this opportunity. I have gained so much from that, and it has given me the most growth individually.”

Patel’s work in the community is not limited to providing free food or monetary contributions. He volunteers twice a year with the Second Harvest Food Bank of Charlotte. During the holidays last year, he and many of his employees, along with members of the Potbelly corporate staff, helped pack boxes to provide 3,000 meals for families in need across North Carolina. He jokes that he donates nearly a smany meals as he sells. Whether through volunteer work or preparing meals for donation, Patel hopes the effort is felt by members of his restaurant team and others.

“It is very satisfying. I feel complete, and I itch to do it more,” Patel says. “That is the best part about it. How can I do this with more, with my friends, or with my wife? How can I teach my little son how we can do this when he is older? The more exposure you can give others to that type of work, I think, there is so much value to that. People often feel the same way I do. We can all do more of that, I think.”

MVP QUESTIONS

Why do you think you were recognizedwiththis award? I am passionate about going above and beyond but mainly putting others first. My goal is to provide a quality product or service and make someone smile or laugh.

How have you raised the bar in your own company? I hold my team accountable and push them to achieve their goals outside of work. For example, I have assisted and guided my employees to purchase their first homes, obtain driver’s licenses, buy new cars, and more. Teaching my team that the sky is the limit makes them more motivated in their day-to-day work. In turn, they become passionate about their work so that they can achieve other goals. Success always attracts success. It’s important to stay hungry and not become complacent.

What innovations have you created and used to build your company? I have mastered the art of marketing and creating a strong catering business to earn repeat clientele. To be successful, you must be a goodsalesman. I love to talk to people and learn a few things about them. If you can make someone feel special or important just by having a short conversation with them, chances are they will reach out again.

What core values do you think helped you win this award? Developing and maintaining connections within the community and having an unwavering passion for the brand. I love Potbelly!

How important is community involvement to you and your company? Community involvement is at the forefront for my company and me. We are all about strengthening and supporting our community through local donations, sponsorships, and food drives each year.

What leadership qualities are important to you and your team? As a leader, I focus on customer satisfaction and the importance of working as a team. I also stress treating everyone with equality and being kind and fair. One of my favorite quotes is that you should always treat the CEO and the janitor with the same respect.

PERSONAL

First job: I worked at my family-owned hotel when I was a young boy. I then worked as a front desk associate at a Hilton hotel in Charlotte, North Carolina, when I was 18.

Formative influences/events: I worked with my older sister and my brother-in-law, who owned more than 50 Subway restaurants, when I was in high school and college. It had its ups and downs, and I decided to move away from my family and friends in Florida in 2012 to venture off and pursue my own goals.

Key accomplishments: Several promotions I received during my time with Salsarita’s. I was able to move up in the system and was given the opportunity to eventually oversee 25 franchise locations as a franchise business consultant. It was an amazing opportunity to travel the country to different franchise locations. The experience I got there led me to be able to run a franchise on my own.

Biggest current challenge: Keeping up with the latest AI and technology and being able to adapt and learn from it. I don’t want to feel like I am behind on something.

Next big goal: I hope to own 10 restaurants in the next two to three years. I would also like to get more into real estate and own land on which my restaurants are located.

First turning point in your career: After leaving the family business in franchising and going out on my own, I learned what it took to be out on my own as a business owner. It was a reality check for me, but it has turned me into the successful person I am today.

Best business decision: Trusting myself to go out to start franchising on my own. I also recently took a risk to put two new Potbelly locations within the military base in Fort Bragg, North Carolina. There were a lot of unknowns, but the risk was well worth it.

Hardest lesson learned: Trust is earned, and it’s not always best to trust that someone or something will always work out. I will now always trust my intuition.

Work week: I am generally in the restaurants from 10 a.m. to 6 p.m. However, I am always answering emails, putting out fires, overseeing marketing, and participating in meetings.

Exercise/workout: I like to work out a few times a week and decompress in the sauna. Otherwise, we love to take our family dog, Astro, for walks.

Best advice you ever got: Marco Jacoby, boss and head franchise business consultant at Salsarita’s, told me to always know my numbers. I am really dialed into knowing how much everything costs.

What’syour passioninbusiness? It’s a thrill for me to do this kind of work in the restaurant industry and to meet people, land deals, and make relationships.

How do you balance life and work? It’s hard, but I am learning that I need to share some responsibility with others and that I can’t do it all. My wife has also been my biggest supporter and is a huge help when it comes to balancing life and work.

Guilty pleasure: I love to be the best-smelling person in any room.

Favorite book: The Wolf of Wall Street by Jordan Belfort.

Favorite movie: “Forrest Gump.”

What do most people not know about you? I love eating sandwiches and not just from Potbelly. My wife says that I am literally the “Sandwich King.” Jersey Mike’s Subs, Firehouse Subs, Jimmy John’s—all of them. Not only do I enjoy a good sandwich, but I also like to eat at my competitors because it gives me insight into what to do and what not to do.

Petpeeve: Tardiness. The older I’ve gotten, the more I realize how important it is to respect other people’s time. If you are not five minutes early, you are late.

What did you want to be when you grew up? An entrepreneur or business owner.

Last vacation: London to celebrate my daughter’s first birthday in December 2024.

Person you’d most like to have lunch with: Michael Jordan.

MANAGEMENT

Business philosophy: Time is money.

Management method or style: Working with my team. I will jump in on the line and help, always! You can’t be afraid to get your hands dirty.

Greatest challenge: It used to be a challenge to find people who are loyal to you, but that is now my greatest strength. I have a core team that has been loyal to me for more than 10 years. Currently, I would say factors that are out of my control, such as inflation and the costs of goods.

How do others describe you? A generous, inspiring, and passionate boss.

Have you ever been in a mentor-mentee relationship? What did you learn? Yes, I have. It is important to have mentors throughout life. I am a very good listener, so I have kept a mental library of all the life stories and advice I have been given. I will always refer to the advice and guidance I have received.

One thing you’re looking to do better: Time management and delegating responsibilities.

How you give your team room to innovate and experiment: I tell my team to be open to new ideas and not to be afraid. I want them to feel comfortable stepping outside of their comfort zones and doing something different.

How close are you to operations? I am very close to operations as I am an operator at heart. I need to be part of all aspects of operations to ensure things are running smoothly.

What are the two most important things you rely on from your franchisor? I enjoy that Potbelly is innovative as a franchisor. They are always coming up with new ideas and concepts to keep the customer intrigued. I also appreciate having their support in all aspects of the business.

What you need from vendors: Reliability for their timeliness and product inventory.

Have you changed your marketing strategy in response to the economy? How? Yes. You alwayshave toadapt to the economy. During Covid, I had to figure out how to keep my businesses alive. In seeing the state of the economy and community at that time, I noticed that the one thing that did not stop was the sanitation department. I ended up making a few phone calls and landed a deal that brought in $250,000 in revenue that year, and it felt good to feed those who were still going out to serve our community.

How is social media affecting your business? The younger demographic uses it as their main form of communication. It is great for marketing and promoting new menu items.

How are you using technology, like AI, to manage your business? Right now, I am using a lot to get the latest data, trends, and business insights for the catering side of my business.

How do you hire and fire? My staff is not allowed to hire or fire without my knowledge. I expect my staff to hire talented individuals whom they saw something in. If they have a reason to fire, I expect it to be a good one. However, I also have a zero-tolerance policy for situations involving theft or misconduct.

How do you train andretain? Ensuring that they are following the brand standards and guidelines. No shortcutsallowed.

How do you deal with problem employees? I rarely have a problem employee, but I have a zero-tolerance policy.

Fastest way into your doghouse: Stealing.

BOTTOM LINE

Annual revenue: $5.5 million.

2026 goals: To reach $7 million in revenue.

Growthmeter: How do you measure your growth? Through the success of my team by having them move up, learn, and improve their skill sets. Sales will also always dictate growth.

Visionmeter: Where do you want to be in five years? 10 years? In 10 years, I could see myself owning 20 units. During that time, I want to continue to grow personally and within my community. As long asthe passion and drive are still there, I want to keep doing this for as long as I can.

Do you have brands in different segments? Why/why not? No. I have been in the restaurant industry for 20 years. I could potentially get into real estate or the hotel industry someday, however.

How is the economy in your region(s) affecting you, your employees, yourcustomers? The workforce is slowly getting back to the office, which has been great for our sales and overall business. We are also dealing with inflation, but learning to adapt and get creative.

Are you experiencing economic growth in your market? Yes. We have some great companies like Bank of America, Wells Fargo, and Truist in our region. With the return-to-work requirements, we are experiencing growth.

How do changes in the economy affect the way you do business? We need to learn to adapt and pay attention to see what changes must be made for the business.

How do youforecast foryour business? A lot of my forecasting is data driven, so we can review prior years to make a plan for the coming year.

What are the best sources for capital expansion? Having wealthy friends and family is pretty nice, but you also can’t be afraid to take a loan.

Experience with private equity, local banks, national banks, otherinstitutions? Why/why not? I’ve built strong relationships with the local banks in which we’ve done our business.

What are you doing to take care of your employees? I like to reward my staff on busy days and recognize achievements andgood work. I’ll frequently buy my team lunch or dinner or give out gift cards.

How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)? We need to create more volume and build sales to keep up with those rising costs. I also need to hire the right people.

What laws and regulations are affecting your business, and how are you dealing with them? Food safety and health regulations. With the health inspections, you always have to be on top of your game in how you handle and cook the food. We’ve also had to deal with price increases through tariffs.

How do you reward/recognize top-performing employees? Through raises and bonuses for top performers. I like to treat my employees to a meal or a small reward on the days they are putting in long hours and large orders.

What kind of exit strategy do you have in place? I don’t currently have an exit strategy. I love being a Potbelly franchisee.