Making the leap from owning one restaurant to multiple units is a big change for any operator. Whether it is adding a few new locations, dozens over time, or incorporating a new brand into their portfolio, becoming a multi-unit franchisee is a major step forward. Franchise Update asked several restaurant owners about their transition into operating multiple locations and how they overcame some challenges along the way.

According to several franchisees, the first step is shifting their mindset and knowing they can’t be as present and hands-on at multiple locations. They must now rely upon creating a strong system with clear guidelines and a structure that can be self-sustaining. That requires making key hires, especially at the management level, and trusting them to run the operation each day. It also involves proper delegation and training, and holding employees accountable.

Without being able to be physically present at each location, some franchisees said it was important to pay close attention to financial numbers and key metrics to gauge restaurant performance. As is the case with most businesses, having clear and consistent communication with management and teams across all locations is also essential.

In this week’s Franchisee Bytes section, we asked multi-unit restaurant owners to name their favorite book. We did so not only to learn about one of their personal interests, but also to get their insights as business leaders. Some franchisees preferred a good fiction novel, possibly as a welcome break from their hectic schedules. Others opted for business management books that may provide insights to help maximize the performance of their operations. See their favorite books below to learn more about what some top restaurant operators are reading.

Stuart Ottinger

Company: OPG Holdings
Brands: 5 Another Broken Egg Cafe, 1 Mercy Kitchen, 1 BJ’s Pizza, 1 Palmyre
Years in Franchising: 23

The biggest shift when moving from a single unit to multiple locations, especially across different cities and states, is accepting that you can’t be hands-on every day. To make that transition successfully, you must rely on strong systems, clear processes, and empowered managers who can run the business in your absence.

From my perspective as an owner operating Another Broken Egg Cafe in multiple states, visibility comes from data. By reviewing daily reporting and key KPIs through dashboards, I can quickly see how each restaurant is performing, whether sales are increasing or declining, how average spend per guest is trending, or if there are opportunities related to labor or guest experience. I don’t have to physically be in the cafe to understand what’s happening. Technology allows the numbers to tell the story of each restaurant, which is critical to maintaining consistency and performance across a multi-unit portfolio.

Joe Saldana

Company: JKSK
Brands: 5 Smoothie King
Years in Franchising: 5

One of the biggest challenges was shifting away from being a highly hands-on owner/operator. As we grew, it became increasingly difficult for me to personally train every new hire. That realization required a mindset change and a greater focus on leadership development. I began spending nearly 80 percent of my time investing in our leaders and developing them to train, coach, and lead their own teams effectively. This shift has made growth far more manageable as we’ve added units.

Ron Parikh

Company: CMG Companies
Brands: 60+ Little Caesars, 190+ Sonic, 160+ KFC/Taco Bell, 60+ Rent-A-Centers, 40+ Ace Hardware, 30+ American Freight
Years in Franchising: 25

The biggest shift from operating a single unit to becoming a multi-unit franchisee was learning to change our mindset. When you're running one location, it’s possible to drive results through personal effort. But as you expand, success becomes less about what you do yourself and more about building an organization that can run without you. That means developing structure, trusting your team, and focusing on scalable systems that deliver results whether you are present or not.

We didn’t get it perfect from the start, but those early challenges helped shape how we approach growth. Expanding the business meant building a playbook that covered training, scorecards, and operational consistency across every location. Once the foundation is solid, you can scale with confidence and trust that the right people are in place to lead.

Steve Zahn

Company: Tulsa Development Incorporated
Brands: 7 The Big Biscuit, 2 Sonic
Years in Franchising: 30

I have over 25 years of multi-unit ownership experience in QSR, including several years at The Big Biscuit. The only way to be successful is with strong leaders, strong systems, discipline, and trust. We balance our metrics with our experience and intuition. With The Big Biscuit, we are fortunate to have a limited daypart and the ability to offer a strong work-life balance to the teams. This helps with retention and the attraction of higher-quality teams. I’ve built a strong bench, which is critical for growth.

Steven Young

Company: MLY Investments
Brands: 12 Freddy’s Frozen Custard & Steakburgers
Years in Franchising: 11

Learning how to properly delegate, train, and then hold people accountable. When you can’t be everywhere at once, you need to find people you can trust. The main factor that changed our trajectory for the better was adherence to our systems and structures. We worked hard with management teams to develop systems that increased productivity and clarity on performance standards. By creating a structure that they helped build, we saw enormous buy-in.

Dan Sacco

Company: Central Coast Hospitality, Inc., dba Pancheros Mexican Grill
Brands: 3 Pancheros, 3 Your Pie Pizzerias
Years in Franchising: 21

My business partner, Doug, and I opened our first two Pancheros locations within three months of each other in 2005, with the first opening in Davenport, Iowa, and the second about an hour away in Dubuque, Iowa. We were learning the brand, figuring out operations, and managing a second opening at the same time. With the markets being similar and close in proximity, we quickly learned who our customer was and how to best serve them. We also jumped into business with Pancheros because we genuinely love their food, and we felt confident in their business model. When you admire a product and are able to seamlessly follow a proven business model, challenges become easier to overcome, and growth comes.

Franchisee Bytes

What is your favorite book?

Crushing It by Gary Vaynerchuk.
-Lawrence Kouri, Multi-Unit Owner-Operator, Dave’s Hot Chicken, 22 Dave’s Hot Chicken

The Deming Management Method by Mary Walton.
-Tamra Kennedy, Franchise Operator, Twin City T.J.’s, 6 Taco John’s

All Jim Sullivan books and The Traveler’s Gift by Andy Andrews.
-James Brajdic, President, Customer Maniacs and Green Bay A Dub, 13 A&W

Good to Great by Jim Collins.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

Anything by J.R.R. Tolkien. For business, I love two Simon Sinek books, Start with Why and Leaders Eat Last.
-Chad Given, Brand President, Sizzling Platter, 361 Little Caesars, 107 Little Caesars Mexico, 185 Wingstop, 92 Jamba, 33 Jersey Mike’s Subs, 31 Dunkin’, 7 Sizzler, 5 Red Robin, 1 Cinnabon

The Tortoise and the Hare is a simple book that taught me at an early age to do things slowly and steadily rather than quickly and carelessly to win the race.
-Phong Huynh, Co-Owner, Fuego Investment Inc.,30 El Pollo Loco

Die with Zero by Bill Perkins.
-Carrie Ayers, Owner/Operator, 6Playa Bowls

For fiction, it is The Stormlight Archive by Brandon Sanderson. Nonfiction is Atomic Habits by James Clear.
-Alex Karcher, Operating Principal, JCK Restaurants, 61 Carl’s Jr., 11 Jersey Mike’s Subs, 8 The Human Bean, 8 Dave’s Hot Chicken, 1 Hawaiian Bros Island Grill

The Odyssey by Homer.
-Jacob Webb, Franchise Owner, MPUT Holdings LLC, 22 Marco's Pizza, 4 Tropical Smoothie Cafe

Taking People with You by David Novak.
-Sam Chand, CEO, Jasam Enterprises, 25 Checkers & Rally’s, 35 KFC