Looking back, what's one decision you regret, and what did it teach you about running multiple franchise locations?

As Frank Sinatra famously sang, “Regrets, I’ve had a few.” We all make mistakes, and at times, we look back and wonder what we might have done differently. What matters most, however, is not dwelling on those mistakes but learning from them. Our experiences—both good and bad—can provide valuable lessons that help us make wiser decisions and move forward with greater perspective.

Franchise Update asked several restaurant owners to reflect on a business decision they regret and what it taught them about operating multiple franchise locations. Answering required honesty and introspection, as well as a willingness to confront decisions they might have handled differently. Looking back, these franchisees gained valuable perspective on their experiences and how those lessons can help them make better decisions going forward.

Site selection can play a critical role in a restaurant’s success. One franchisee regrets not choosing a location that was more accessible to customers, while two others learned that each restaurant may require a tailored approach to operations rather than a one-size-fits-all strategy. Another operator discovered the importance of having the right infrastructure in place to support and sustain growth.

There comes a point in some careers when success opens the door to something bigger. Maybe it is a key decision, moment, or event that positively impacts their trajectory. In this week’s Franchisee Bytes section, we asked several multi-unit restaurant franchisees about the turning point of their career. Some examples they gave include deciding to get into franchising, gaining valuable experience they would eventually use later in their career, and turning around a struggling location. See their responses below to learn more about the key moments in their career paths.

Andrea Wells

Company: Wells Pie Group
Brands: 6 Your Pie Pizza
Years in Franchising: 11

One of the decisions I regret was moving forward with a restaurant site that I would consider a “B” location. It’s in a busy, growing area on a highly traveled road, but even six years ago, we knew that the lack of a traffic light into the shopping center could make access challenging. We underestimated just how much that challenge would increase as the area continued to grow.

Six years later, there is still no traffic light, and getting in and out of the center remains a significant obstacle. In hindsight, I would have been more patient and waited for a stronger site. It taught me that when evaluating a location, you can’t assume an existing weakness will eventually be resolved. You must evaluate the site based on the current conditions and ask whether the restaurant can succeed if those conditions don’t change.

That experience has made me much more cautious about site selection. It has also reinforced one of the advantages of being a multi-unit operator. While that location continues to struggle, our stronger locations help offset its performance and give us greater overall stability.

Sam Batt

Company: Batt Enterprises
Brands: 15 TCBY and 2 Mrs. Fields
Years in Franchising: 16

One thing I learned early on is thatyou can’t assume what works in one store will work in every store. I've come to think of each of our locations a little like one of my kids: they each have their own personality, strengths, and challenges, and need something a little different from me. As we’ve grown, I’ve learned that you need good systems and consistency, but you also need to understand what makes each location unique and adapt accordingly. Most importantly, I’ve learned to let the numbers, the customers, and the individual personality of each store help guide my decisions.

Moe Moustafa

Company: LES Wings Partners
Brands: 3 Atomic Wings
Years in Franchising: 5

Early on, I somewhat assumed that operations could be copy-and-paste across locations, but that's not the case. I learned quickly that you must adapt your operation to the area you're in rather than replicate what worked elsewhere. It's a lesson I now pass on to new franchisees, letting them know their location's pace and prep style.

Brad Steven

Company: 3B Lodge
Brands: 9 Twin Peaks
Years in Franchising: 4

Early on, we probably underestimated how important it is to build the infrastructure ahead of the growth. When you add multiple locations quickly, you cannot assume the systems and leadership structure that worked for a smaller group will automatically scale with you. It taught us to invest earlier in people, training, communication, and support functions. Growth is exciting, but if the organization behind the restaurants does not grow at the same pace, you can create unnecessary pressure on the operation.

Amy Boesen

Company: AK89 LLC
Brands: 6 Rock N Roll Sushi
Years in Franchising: 21

You can do anything, but you can’t do everything. I need to remind myself of thisdaily. It’s not necessarily about making one bad decision; it’s more about my tendency to try to do it all. Sometimes, taking on too much doesn’t lead to the best results. Learning to prioritize, delegate, and recognize where my time and energy are best spent is a constant work in progress. Sometimes, doing less isn’t giving up. It’s allowing yourself to do the things that truly matter and do them well.

Franchisee Bytes

What was the first turning point in your career?

Turning the first store I acquired, an underperforming, low-volume unit, into an incredibly high-volume residential Domino’s store. That experience gave me confidence that with the right people, systems, and execution, we could build something much bigger.
-Brian Bailey, CEO, Team Bailey, 160 Domino's

From 2006 to 2009, we submitted 46 applications to open new Popeyes locations and were rejected each time. Those rejections fueled our fire, and our development plans took off after RBI purchased Popeyes.
-Ali Lakhany, Chief Executive Officer, CSM Group, 141 Popeyes Louisiana Kitchen, 11 Tim Hortons, 2 Andy’s Frozen Custard, 118 T-Mobile, 4 LaPasha Mediterranean Lounge and Grill, 4 Marriott International and Hilton Hotels

The first major turning point in my career was moving from behind-the-scenes digital work with Playa Bowls into hands-on operations. That shift completely changed how I viewed leadership and impact. Being on the ground with our teams and guests gave me a deeper appreciation for the day-to-day effort that drives success and the importance of leading by example.
-Misha Punwani, Multi-Unit Franchise Owner, 16 Playa Bowls

When I decided to make the leap and leave a well-paying corporate job to follow my dream of owning my own business and becoming a restaurant owner.
-David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin/Newk’s co-brand

When I became a franchisee and opened my first restaurant in 2002. I was relatively young, and it was always the goal to own my own business. When I worked for corporate, it was always on my radar, and I wanted to build credibility with them and gain experience. It was a big turning point because I didn’t have to wait any longer. It was also where I met my wife, Kimberly, who has been so supportive of all my business goals and helps me keep things in perspective.
-Alex Anthraper, Multi-Unit Franchisee, Anthraper Restaurants, 22 IHOP, 1 Applebee's

Immediately after college, I went to work at Shoney’s Inc. Although the secretarial position was not my goal, I was afforded many opportunities, such as working with our spice program and traveling to our distribution centers. I embraced everything that came my way and learned the restaurant business was fun and exciting.
-Lisa Starnes, Franchise Owner, Starnes Holdings, 8 Captain D’s

Expanding our business with vertical integration. Having manufacturing, construction, and real estate divisions unlocked many opportunities and helped us grow.
-Andy Cabral, CEO, Vigario Management, 25 Dunkin’, 9 Baskin-Robbins

Stepping out from the administrative role and learning daily operations at one of our locations before I was able to buy the stores. It was a life-changing experience to learn the hard and important work from the night crew.
-Tamra Kennedy, Franchise Operator, Twin City T.J.’s, 6 Taco John’s