Moments of Connection: Leader Builds a Flavorful Franchise Brand

Name: Amy Freeman
Title: CEO
Company: The Spice & Tea Exchange
Units: 98
Age: 59
Years in Franchising: 21
Years in Current Position: 11

Some franchise CEOs measure success by store count and system sales. Amy Freeman also considers the success of franchise owners, the growth of her team, and the experiences guests have every time they walk into a The Spice & Tea Exchange store.

As co-founder and CEO, Freeman has helped guide the specialty retail franchise through steady growth while preserving the entrepreneuri-al culture that has defined the brand since its beginning.

The brand was founded to bring back the neighborhood trading post, a place where people could discover new flavors and connect over food and drink.

The concept launched in 2008 in the middle of the Great Recession, a challenging time that helped shape its resilient, community-first culture. What began as a single store in St. Augustine, Florida, has grown into a national franchise with nearly 100 locations offering more than 140 hand-crafted spice blends, loose-leaf teas, infused salts, specialty sugars, and gourmet gifts.

Freeman believes the strongest franchise systems are built one relationship at a time. That’s why she has remained focused on the core priori-ties of supporting franchisees, protecting the guest experience, and preserving the entrepreneurial culture that fueled the company’s success from the beginning. She says it’s important to build a brand people want to be part of.

She acknowledges growth is important and that the brand has its sights set on reaching 400 stores. But Freeman says growth only matters if it strengthens the franchise system without compromising what made the brand successful.

LEADERSHIP

What is your role as CEO? As CEO of The Spice & Tea Exchange, I guide the vision and long-term growth of the brand while staying focused on our mission of creating and sharing the experience of a more flavorful life. My role is focused on supporting our franchise owners, developing our team, and positioning the company for sustainable growth.

How has Covid-19 affected the way you have led your brand? Covid-19 reinforced one of the most important leadership lessons I’ve learned: When times are uncertain, you have to put people first. Throughout the pandemic, our primary focus was supporting our franchise owners and helping them navigate an incredibly challenging environment. We provided state-specific guidelines, hosted town halls with open Q&A sessions, and embraced virtual meetings to keep everyone connected and informed.

The experience changed the way I viewed our relationship with franchisees. While we’ve always considered our franchise owners partners, Covid underscored just how important it is to lead with empathy, communication, and a true spirit of collaboration.

Describe your leadership style. My leadership style is rooted in trust, empowerment, and accountability. I’ve always believed that great leaders don’t have all the answers; they build great teams and give people the confidence and support to do their best work. One of the things I value most is empowering those around me to make decisions, take ownership, and, sometimes, ask for forgiveness rather than permission.

What has inspired your leadership style? My leadership style has been shaped by the people I’ve worked with and the experiences I’ve lived through. I’ve had the opportunity to work for incredible leaders, and I’ve always paid close attention to what made them effective. I’ve tried to replicate the qualities of leaders who were authentic, supportive, empowering, and willing to invest in the growth of their teams. I’ve also learned as much from difficult experiences and leadership styles that didn’t inspire me.

What is your biggest leadership challenge? Managing growth while preserving what makes the company special. The Spice & Tea Exchange has experienced tremendous growth over the years. That growth comes with the responsibility to scale thoughtfully and intentionally.

The challenge is making sure we continue to evolve without losing the entrepreneurial spirit that has always been part of our DNA.

How do you transmit your culture from your office to frontline employees? Culture starts with how you treat people every day. If you want a culture of support, accountability, and passion throughout an organization, it must begin with leadership. Our team members and franchise own-ers need to feel valued, trusted, and empowered, and I work hard to make sure that message is reflected in every interaction.

Because we’re a franchise organization, culture can’t simply live within the four walls of our corporate office. We must intentionally infuse it into every relationship, every conversation, and every decision we make.

Where is the best place to prepare for leadership: an MBA school or OTJ? If I had to choose one, I’d say on-the-job experience. There is tremen-dous value in education, mentorship, and formal business training, but leadership is ultimately learned by doing.

Leadership is about people, and people don’t come with a textbook. While an MBA can provide valuable knowledge and framework, there’s no substitute for being in the trenches.

Are tough decisions best taken by one person? How do you make tough decisions? I don’t believe tough decisions should always be made by one person, but I do believe accountability ultimately rests with the leader. I’ve always valued collaboration and input from our team, mentors, and franchise owners because diverse perspectives often lead to better outcomes. However, there are times when a leader must make the final call, especially when the stakes are high or the path forward isn’t easy.

When I’m faced with a difficult decision, I start by gathering as much information as possible and listening to the people who are closest to the issue.

Do you want to be liked or respected? Respect, without question. While everyone appreciates being liked, I’ve learned that effective leadership isn’t about making the popular decision; it’s about making the right decision.

Advice to CEO wannabes: Talk the talk and walk the walk. Leadership isn’t about a title; it’s about credibility. People are watching what you do far more than they’re listening to what you say. Most importantly, stay humble and stay curious. Continue learning, seek out mentors, and never as-sume you’ve arrived.

MANAGEMENT

Describe your management style. My management style is built on trust, empowerment, and accountability. I believe people do their best work when they’re given the freedom to make decisions, take ownership, and contribute in meaningful ways.

What does your management team look like? I co-lead The Spice & Tea Exchange alongside our president, Penny Rehling, with a shared focus on growing and strengthening the brand. The team includes Tatum Crews, vice president of sales and franchise operations; Libby Breivogel, organiza-tional efficiency director; Sal Golfo, supply chain manager; Tatum Gordon, director of project management and communications; Lynn Lawson, vice president of human resources; Kelly Heffernan, finance director; and Mark Bondurant, who is leading the development and operational strat-egy for our new warehouse and distribution center.

Together, we are focused on supporting our franchise owners, strengthening our operations, and positioning The Spice & Tea Exchange for con-tinued growth.

How does your management team help you lead? My management team plays a critical role in helping me lead because each member brings unique expertise and ownership to their area of the business. I empower my team to lead within their areas of expertise while maintaining open communication and collaboration.

What makes you say, “Yes, now that’s why I do what I do!”? Those moments are when I see our franchise owners succeed. There’s nothing more rewarding than watching someone take a leap of faith, invest in themselves and our brand, and build a thriving business in their community.

I feel the same way about our team. Some of my proudest moments as a leader have nothing to do with sales or growth milestones; they’re the moments when a team member steps into a new level of leadership, accomplishes something they didn’t think was possible, or achieves a goal they’ve worked hard to reach.

OPERATIONS

What trends are you seeing with consumer spending habits in your stores? We’re seeing consumers become much more intentional about what they purchase, and one of the strongest trends we’re experiencing is continued growth in tea. People are becoming increasingly familiar with dif-ferent tea varieties and the wellness benefits associated with them, whether they’re looking for relaxation, energy, immune support, or simply a flavorful daily ritual.

Today’s consumer wants to learn, experiment, and discover new flavors. At the end of the day, consumers aren’t just buying a product; they’re looking for an experience.

How is the economy driving consumer behavior in your system? The economy has certainly made consumers more thoughtful about how they spend their money, but we’ve found that people are prioritizing quality over quantity.

We’re also fortunate to offer something that is both affordable and experiential. A customer can purchase a tea or spice blend that elevates dozens of meals or creates a daily ritual without making a major financial commitment.

Are your franchisees bullish or bearish about growth and adding additional units? Our franchisees are extremely bullish about growth. From a system perspective, we believe there is significant white space remaining across the country, and our long-term vision is to grow to approximately 400 locations with roughly 50 ownership groups.

TECHNOLOGY

How much influence does your IT department have on your brand? Technology is playing an increasingly important role in our business as we continue to grow. One of our biggest areas of focus is supporting the transition into our new warehouse and distribution center. Our IT team is helping us streamline processes, improve visibility, and create systems that allow us to operate more efficiently and effectively.

For me, technology isn’t about replacing people. It’s about giving our teams better tools to serve guests and support franchise owners.

How does technology influence your decisions? Technology influences our decisions whenever it helps us become more efficient, more scalable, and better able to support our franchise system. We’re always evaluating new tools and technologies through a simple lens: Does it create a better experience, improve efficiency, or reduce costs without sacrificing quality? If the answer is yes, we’re willing to explore it.

Are you using AI? How? Yes. We are using AI, and we’ve really embraced it as a tool to help our teams work smarter and more efficiently. Like any growing organization, we’re constantly looking for ways to create more capacity so that our people can focus on higher-value work. AI has helped us do exactly that.

How do you create a culture where technology is embraced? Creating a culture that embraces technology starts with leadership. I’ve always be-lieved that if leaders want an organization to adopt new tools and new ways of working, they have to lead by example. When the ownership team and leadership team actively use technology, talk about its benefits, and demonstrate how it improves the business, it naturally encourages others to do the same.

PERSONAL

What time do you like to be at your desk? I’m probably not the typical CEO when it comes to work hours. I tend to be more of an evening worker. That’s often when I do my best thinking. During the day, my focus is on people, meetings, supporting our franchise owners, collaborating with the team, and addressing the needs of the business. In the evenings, I can step back, think strategically, and spend uninterrupted time on planning and bigger-picture initiatives.

Do you socialize with your team after work/outside the office? Not really. That’s largely by design. I’ve always believed that strong relationships are built during the workday through collaboration, communication, and shared experiences. My focus is on being present, accessible, and en-gaged with our team while we’re working together to support our franchise owners and grow the business.

Last two books read: The last two books I read couldn’t be more different, but they both offered valuable perspectives.

Lifeonaire by Steve Cook and Shaun McCloskey really resonated with me because it challenges the traditional definition of success. The book focuses on intentionally designing a life around what matters most rather than simply chasing milestones or achievements.

The second book was 2026 Year of the Fire Horse: A Feng Shui Guide to Creating Your Best Year Yet by Ana Barreto. I’ve always enjoyed explor-ing different ways of thinking about personal growth, intention, and perspective.

What technology do you take on the road? I’m pretty simple when it comes to technology on the road. My trusty iPhone and laptop go every-where with me.

How do you relax/balance life and work? Travel is probably my favorite way to relax and maintain balance. I’ve always enjoyed exploring new places, experiencing different cultures, and stepping away from the day-to-day routine to gain fresh perspective. Interestingly, that same curiosity is what drew me to the spice and tea industry in the first place. There’s so much to discover through food, flavor, and experiences.

Favorite vacation destination(s): Italy, without a doubt. Italy has always been one of my favorite destinations because it brings together so many things I love: culture, history, incredible food, and, of course, amazing flavors. Whether it’s exploring a small town, enjoying a meal at a fami-ly-owned restaurant, or discovering regional culinary traditions, there’s an appreciation for craftsmanship and experience that really resonates with me.

Favorite occasions to send employees notes: Birthdays and work anniversaries are my favorite occasions to send notes. I’ve always believed that recognizing people matters. In a growing organization, it’s easy to stay focused on goals, projects, and daily responsibilities, but taking a moment to acknowledge someone’s birthday or celebrate a milestone anniversary sends a powerful message: You matter, and your contributions matter.

Favorite company product/service: I love so many of our products that I don’t really feel comfortable picking just one! With that said, if I really had to choose one, it would be our English Roast Rub.

BOTTOM LINE

What are your long-term goals for the company? We see a path to 400 stores nationwide, but growth is only meaningful if we do it with the right owners and in the right markets while preserving the culture, values, and entrepreneurial spirit that have defined our brand from the beginning. We have no plans to sell to private equity because we’re focused on building for the long term.

Where can capital be found these days? One of the advantages we have as a company is that we’re debt free. That position gives us flexibility and allows us to make decisions based on what’s best for the long-term health of the business rather than short-term financial pressures. We’ve been intentional about building a strong, sustainable company and maintaining a disciplined approach to growth.

How do you measure success? I measure success in a few different ways, but first and foremost, it’s the success of our franchise owners. When I see a franchise owner achieve their goals, grow their business, create opportunities for their employees, and become an active part of their com-munity, that’s the greatest measure of success for me.

I also measure success by whether we’re building a company that’s positioned for the future.

What has been your greatest success? Without question, my greatest success is my family and my children. As proud as I am of what we’ve built at The Spice & Tea Exchange, business accomplishment will never surpass the importance of the people I love most. Watching my children grow, supporting their dreams, and seeing the values of hard work, resilience, and kindness reflected in them has been far more meaningful than any professional milestone.

Any regrets? I honestly don’t believe in regrets. I believe in lessons. Every challenge, mistake, setback, and success has contributed to who I am today. Looking back, there are certainly things I would do differently with the benefit of experience, but I don’t spend a lot of time wishing I could change the past. Instead, I try to understand what each experience taught me and how it helped me grow.

What can we expect from your company in the next 12 to 18 months? You can expect continued growth and continued innovation from The Spice & Tea Exchange. The next 12 to 18 months will be about creating more opportunities for our franchise owners, introducing exciting products to our guests, and continuing the momentum that has fueled our success.