Can you share an instance where one of your restaurants faced a significant challenge or crisis, and how you managed it?

Restaurant franchisees deal with the same challenges as other business owners, but they often have to solve them while customers are watching. The key is addressing problems without letting them affect the guest experience.

Franchise Update asked several restaurant operators to recall a major challenge or crisis they faced and how they responded to it. Some immediately recalled a specific period that posed the greatest threat to their business. Franchisees who weathered the 2008 recession and, more recently, the labor and supply chain disruptions of the pandemic said the same things carried them through: a strong foundation and the ability to adapt.

One franchisee cited a natural disaster that hit the area of one of his restaurants. He and the team reacted by supporting first responders and re-establishing their commitment to the community. A challenge doesn’t always have to be a crisis, but can be a persistent problem that requires decisive action to fix the situation. Some franchisees cited examples with staffing that include recruiting, retaining, and scheduling. Solutions often require strong leadership and communication to help relieve the stress and workload on team members to create a happier, more efficient work experience.

In this week’s Franchisee Bytes section, we asked another set of restaurant owners what they wanted to be when they grew up. While no one said their goal was to be a restaurant franchisee, several foreshadowed their eventual career path by recalling they wanted to be an entrepreneur or business owner. Other responses included an attorney, a veterinarian, and a professional football player. Read their responses below to learn more about what current restaurant franchisees aspired to be early in their lives.

Victor Miltiades

Company: Home-Grown Industries of Georgia, Inc.
Brands: 3 Mellow Mushroom
Years in Franchising: 26

One of the biggest challenges was navigating the labor and supply chain disruptions that followed the pandemic. Certain ingredients became harder to source, costs increased, and staffing was more difficult than usual. We focused on communication, both with our team and suppliers, while cross-training employees and adjusting operations when necessary. By staying flexible and maintaining our commitment to guest experience, we were able to continue to effectively serve our customers and emerge stronger.

Matthew Keiser

Company: Paxton Keiser Enterprises
Brands: 22 Taco John’s, 1 Nothing Bundt Cake
Years in Franchising: 8

Our Eastern Tennessee location was heavily impacted by Hurricane Helene in 2024. The storm took out a bridge that connected our store to the rest of the town and was closed for years, which greatly impacted our sales. We still really wanted to be there for the community. As crews worked to repair the damaged bridge, we offered complimentary meals to first responders on the scene. When the bridge reopened, we made sure to be there for the special ribbon-cutting ceremony, to remind everyone we were now once again just a bridge away.

Pushpak Patel

Company: Mitra QSR
Brands: 173 KFC and Taco Bell
Years in Franchising: 18

The most significant challenge we faced was not a single event at one restaurant. It was a pattern showing up across many of them: manager burnout. As we grew, we found that too many of our managers were spending their time on administrative work instead of leading their teams, coaching their people, and taking care of guests. Administrative work was the biggest contributor, and scheduling was the worst of it. It was slow, complicated, and never quite finished because it always needed another adjustment.

We fixed the process by automating most of the scheduling work with Harri, a workforce OS for the hospitality industry, while improving accuracy and compliance. Scheduling time dropped sharply, and our managers got that time back to lead their teams, develop people, and take care of guests. That experience reinforced something I believe about this business, that the biggest challenges are usually not dramatic crises. They are the small frustrations that happen every day. Solve those consistently, and at scale, and you improve performance, lower stress, and create a better experience for both employees and guests.

Brent Weaver

Company: BWR Enterprises, Inc.
Brands: 3 East Coast Wings + Grill
Years in Franchising: 21

Our stores have seen their share of financial hardship over the years. We opened our first location in 2004, and several years later, we endured the 2008 housing crisis and later navigated Covid. We made it through because we had a solid financial footing. We opened our stores debt-free, and that carried us through the stretches when sales were down. A strong financial foundation is so important because you never know what might change at the drop of a hat.

Soo Heu

Company: Heu Hawaii LLC
Brands: 2 Capriotti’s Sandwich Shop
Years in Franchising: 3

One of the biggest challenges we face in Hawaii is staffing. Recruiting and retaining employees can be difficult, so I focus heavily on creating a positive, family-oriented work environment. Fortunately, about 60 percent of our employees have been with us since our early days, which speaks to the culture we've built. To address staffing challenges, we invest in proper training so team members don't feel overwhelmed and can succeed in their role. We also emphasize teamwork and lead by example. Our management team works alongside employees every day and often works harder than anyone else to demonstrate accountability and strong leadership. Communication is another key factor. We hold regular pre-shift meetings and use group texts to ensure everyone stays informed and aligned. By fostering a supportive environment where people feel valued and respected, we've been able to retain employees for the long term and maintain operational stability despite the staffing challenges that are common throughout Hawaii.

Franchisee Bytes

What did you want to be when you grew up?

I always knew I wanted to be an entrepreneur. I wasn’t sure what industry it would be in, but I was always drawn to building something of my own.
-Lawrence Kouri, Multi-Unit Owner-Operator, 22 Dave’s Hot Chicken

It started with being a veterinarian, and then I wanted to be a professional golfer. But once I got into the pizza business, I never looked back.
-Wade Oney, President, Bam-Bam Pizza Inc., 96 Papa Johns, 8 Qdoba, 8 Starbucks

An attorney.
-Tamra Kennedy, Franchise Operator, Twin City T.J.’s, 6 Taco John’s

An entrepreneur or business owner.
-Shak Patel, Multi-Unit Franchisee, Breaking Bread LLC, 6 Potbelly, 1 The Halal Guys

Initially, I wanted to be a wife and mother. As I matured, I also wanted a career. One thing I did not want to be was a secretary, and that was ironically one of the best experiences to groom me for leadership.
-Lisa Starnes, Franchise Owner, Starnes Holdings, 8 Captain D’s

Honestly, a business owner. I always admired my parents’ independence and the way they ran their business.
-Matt Davis, President, The Davis Restaurant Group dba the Honey Baked Ham Co., 22 Honey Baked Ham

A professional football player.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

A lawyer. Thank goodness that didn’t work out!
-Mike Kulp, CEO, KBP Brands, 828 KFC, 119 Arby’s, 85 Sonic, 56 Taco Bell