Thank you so much for joining us in this interview series. Before we dive into our discussion about succession, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
I was born in Seoul, Korea and raised in India before coming to the US for college. At Ohio Wesleyan University, I pursued a double major in International Studies and Economics with Management. Shortly after college, my first venture into the QSR Franchise space began with Charleys Cheesesteaks, a rapidly expanding counter-service chain offering a range of Philly-style cheesesteaks, loaded fries, and lemonades made with fresh, quality ingredients. I started by managing corporate restaurants, and through some hard work and dedication, eventually worked my way up to overseeing 500 franchise locations as the Director of Operations.
After 12 years of working for a franchisor, I then pivoted and became a Multi-Unit Franchise Owner. Since 2014, I have owned and operated 12 locations alongside a partner. In holding this position, my time has been dedicated to purchasing and selling businesses, building and opening new locations, managing and developing multi-unit leadership and teams, negotiating leases, and working on acquisitions and development of new restaurants.
Can you share the most interesting story that happened to you since you started your career?
Not long after beginning my career, I became a high producer of results within the company and was given the responsibility of overseeing 200 of the company’s 400 stores as the director of the east region. This was a demanding yet fulfilling experience that required strong focus on operational excellence, strategic oversight, and building relationships with the franchise community.
Unexpected changes in leadership then catapulted me into an even larger role. Alongside my existing duties, I suddenly found myself overseeing an additional 200 franchise locations in the west region, effectively doubling my workload. On top of this I was temporarily given the task of filling in for the VP of Operations while the position was vacant. The enormity of juggling multiple responsibilities for the company was daunting, but I approached it with determination, aiming to uphold the high standards of the brand that I had set for myself across all the areas I became responsible for.
Meanwhile, my personal life underwent pivotal life changing transformation as well. During this intense period of my career, I became a father for the first time, welcoming my daughter Faith, into the world. Balancing the demands of my expanding career with the joys and responsibilities of parenthood proved challenging. I traveled extensively to fulfill my professional commitments while striving to be present for my family, especially during the first year of my daughter’s birth. Then, to complete the perfect storm, the departure of the youth pastor at my Church left me by default in charge of the youth group. Despite everything else that was going on in my life, I embraced this role wholeheartedly as well, and did my best to provide guidance to the teachers and the youth.
Navigating this whirlwind of professional growth, fatherhood, and community service taught me invaluable lessons about resilience, adaptability, and finding balance in life. It required me to step back from the daily grind and adopt a more strategic approach, enabling me to prioritize effectively, delegate when necessary, and ensure that every aspect of my life received the attention it deserved.
Ultimately, this period of intense personal and professional growth bolstered my confidence in my abilities and resilience. It highlighted the importance of maintaining a positive mindset and continuously striving for self-improvement. This experience solidified my dedication to advancing in franchising while also fulfilling my roles as a committed father and community leader.
Can you please give us your favorite “Life Lesson Quote”? Do you have a story about how that was relevant in your life?
“Be Brutally Honest” was a phrase that Charley Shin (founder of Charleys Philly Steaks) would often use to underscore the importance of candor in coaching franchise owners. The impact of “brutal honesty” is profound, and often pushes business owners to make pivotal decisions that can have a dramatic effect on their business — whether it’s deciding to exit or doubling down on their efforts and investments to improve their business.
I once advised a franchise owner who, after just over a year in business, was struggling with minimal revenue despite working tireless 13-hour days, with no days off. He was considering selling to recoup his investment. I had a “brutally honest” conversation with him where I pointed out the slim probability of his business selling at the current state. Instead, I challenged him to put all his eggs in one basket, investing labor and money to implement sampling throughout the day and committing to it for the rest of the year. Within eight months of adopting this approach, his annual revenue soared by 33%. He opted not to sell and continued to run the business successfully for another 16 years, eventually selling it for 2–3 times the price he wanted originally.
Being brutally honest can create discomfort and tension initially, but it often sparks pivotal changes in the business owners’ careers. These transformations can lead to substantial improvements, defining the trajectory of their businesses for the better and in my case, helped me form friendships that have lasted a lifetime.
What do you think makes your company stand out? Can you share a story?
My company and brand are differentiated by prioritizing long-term relationships over one-time transactions. Fostering ongoing relationships where brutal honesty plays a crucial role creates opportunities that benefit both parties.
Earlier in my career while working as a franchise business consultant, I encountered a franchise operator who was faced with an imminent closure of an underperforming business due to changes in the local environment. Despite the bleak situation, the franchisee expressed a desire to transition to a restaurant in the southern region for a semi-retirement phase. Shortly thereafter, I coincidentally discovered a Tennessee restaurant owner urgently seeking to sell and quickly facilitated a connection. Following a quick call, the buyer and his wife visited the Tennessee restaurant the next day, and with some swift decision making, ultimately took over operations within a month. Many years later, this person became my business partner, and we currently own 12 locations together.
As an experienced business advisor, I draw from my firsthand experience as both a business owner and a consultant who has worked closely with hundreds of business owners in my previous career. For me, every interaction serves as a building block for a lasting partnership. Our discussions range from selling businesses and acquiring new ventures to scaling operations into successful enterprises and planning exit strategies. I am confident that this holistic approach will enable me to build strong relationships with entrepreneurs, guiding them through every stage of their business journey.
Let’s now jump to the primary focus of our interview. What factors did you consider when selecting your franchise, and how did you determine it was the right fit for you?
During my career at Charleys Philly Steaks, I found real fulfillment in helping numerous business owners achieve their dreams, whether that meant hitting financial milestones or finding a more fulfilling path. Working closely with hundreds of small business operators, I developed a knack for recognizing when someone needed a change and guiding them toward new opportunities that fit better with their goals. Helping these businessmen and women became a part of my passion and identity.
As a business owner myself for nearly a decade, I’ve come to love mentoring others — whether they’re young professionals or aspiring entrepreneurs — and showing them how to carve out their own path to financial independence.
Looking ahead, I wanted to inject fresh energy into my career and Transworld Business Advisors (TBA) caught my eye as a perfect fit. It provides a platform where I can apply my experience to assist others in either moving on from their current business or embarking on a new venture within a supportive franchise system. The corporate culture at TBA resonated deeply with me, making it a perfect fit for this next chapter of my journey.
Can you share a significant challenge you faced while establishing your franchise? How did you overcome this obstacle, and what did this experience teach you about running a successful franchise?
Dealing with COVID was undoubtedly one of the toughest challenges I faced as a business owner. Within a week of the start of the pandemic in March of 2020, all 12 of my restaurants were forced to close. Initially, I naively thought that the businesses would be opened in a week or two, but we ended up being forced to close for 2.5 to 3.5 months. To support our team during this tumultuous time, we started weekly Zoom meetings with our managers, a practice that continues today. These meetings were crucial for staying connected and ensuring our employees received guidance on updates and resources to support their lives.
I dedicated myself to understanding and accessing government relief programs like the EIDL and PPP loans, which we utilized to ensure our staff were taken care of financially. I’m proud to say that our efforts paid off and a majority of our team members returned and remained with us post-COVID. This experience deeply reinforced the importance of caring for those around you, especially during tough times.
Inevitably, COVID and post-COVID times have had a negative financial impact for me as a business owner and have put a financial burden on my personal life. Even as I embark on establishing relationships for my TBA franchise, I recognize that there will be a period of ramping up the business where there will be no income. Given my experience I know I have to invest in working diligently, exercising patience, and prioritizing the development of long-term relationships to reap the rewards in the future. I’m confident that nurturing these connections will ultimately yield fruitful results for my business venture.
Looking back to when you first started your franchise, what was one aspect that completely took you by surprise? This could be related to the franchising process, customer interactions, or day-to-day management that you hadn’t anticipated.
When I was advising business owners at Charleys corporate, I was deeply involved in guiding their operations and improving their business, yet I hadn’t experienced ownership firsthand. Transitioning into owning a franchise myself was eye-opening. Despite being part of a larger franchise group, being a business owner can feel very lonely at times. The responsibility weighs heavily on ensuring the well-being of everyone that you employ before yourself, and having to be the decision maker of actions that have consequences far beyond the personal realm puts a heavy burden on your shoulders.
Part of what drew me towards Transworld Business Advisors was the fresh start at being part of another franchise team with a greater ecosystem of United Franchise Group® (UFG) as a whole. The UFG family of brands is comprised of companies spanning B2B, consulting, and food and beverage brands. When purchasing a TBA franchise and joining the UFG family, it provided me access to cultivate relationships with thousands of global professionals and their varied expertise, alongside constant support from UFG itself. Knowing that being a part of the greater system with a national brand backing me gives me the confidence in being a part of a greater team and support system.
In hindsight, what advice would you give to potential franchisees about selecting a franchise that aligns with their personal and professional goals?
When selecting a franchise, people should be looking to achieve their business and financial goals while also considering their true passion and happiness. There is much opportunity for young entrepreneurs to start a business, or those looking to change industries, but it’s easy to become tired and dissatisfied with your business if both aspects aren’t addressed initially.
How do you balance adhering to the established systems of your franchise with the need to innovate and adapt to your local market? Can you provide an example of a successful adaptation or innovation you implemented in your franchise?
When going through the discovery phase of owning a TBA franchise, it was ultimately the level of professionalism and unique culture within both TBA and United Franchise Group® (UFG) that made me decide it would be a good fit.
As an immigrant to the United States, I started my career from the bottom and worked my way up to overseeing the largest team in the company before the age of 30. Because of my own multicultural background, I quickly recognized that I have an edge when it comes to dealing and empathizing with entrepreneurs from diverse backgrounds. Combined, my upbringing and experiences have influenced my ability to know how to cater to people of all ages, in different situations. Taking into consideration each person’s background, experience, goals, and interests, and from there, being able to help carve a path forward for them in their career is of the utmost importance. It’s critical to remember there is no “one size fits all” strategy, and that taking each unique factor into consideration for every individual(s)’ situation is what ultimately helps myself and my franchise adapt to the needs of my community.
What are your “Five Things I Wish I Knew Before Opening a Franchise”?
- Be brutally honest with yourself: When becoming a new franchisee and business owner, it isn’t good enough to just hope that your ideas will pan out and things will follow suit accordingly. If you, or your ways, aren’t cutting it, you have to be willing to pivot and make some drastic changes in order for things to move forward.
- Don’t put all of your eggs in one basket: Early in my career, I was solely focused on investing in my franchise business. However, the volatility of the business environment became apparent during the COVID-19 pandemic when all 12 of my restaurants had to close temporarily. It was a stark reminder of the risks of having all investments tied to one sector. Since then, I’ve diversified my investments into personal assets like real estate and created an all-around more diverse portfolio of investments. This strategy has not only provided a safety net during uncertain times but also helped in long-term wealth building outside of my business ventures.
- Don’t sacrifice what is important to you — you can handle all of the challenges that come your way and more: Balancing multiple roles, such as managing operations, becoming a new parent, and overseeing a church youth group simultaneously, was a defining period for me. It required resilience and prioritization to navigate these responsibilities effectively while not having to sacrifice aspects of my life that were very important to me. Learning to delegate tasks at work and trusting capable individuals was crucial in maintaining balance. This experience taught me that with determination and adaptability, I could successfully manage challenges and achieve personal and professional growth.
- Approach each interaction as creating the base for a long-term relationship: One of the most rewarding aspects of my career has been building enduring relationships with business partners and franchisees. For instance, a business partner I initially met when I was a business consultant ultimately ended up becoming a long-term business partner. Our relationship evolved from discussing his store’s goals to partnering on multiple ventures together. This highlights the importance of nurturing connections beyond immediate transactions and viewing each interaction as an opportunity to build trust and explore future collaborations.
- Take care of the people working for you, especially when times are tough: Prioritizing employees’ well-being during critical times of hardship fosters a supportive work environment, builds loyalty and resilience among employees, which is invaluable for the success and stability of your business. Your employees become your second family and taking care of them should be nonnegotiable.
As your franchise has grown, what have been the key drivers of its success? Looking forward, what strategies do you plan to implement to ensure continued growth and sustainability in an ever-evolving market?
Expanding your franchise business doesn’t always mean opening new locations; it can also involve strategic purchases and sales. Over less than a decade, I grew my footprint within the Charleys brand to 12 locations. This expansion wasn’t solely driven by opening new outlets but also by acquiring existing ones and optimizing their operations.
One of the key elements of success was building the right team around me. Working collaboratively with this team was essential to drive the expansion forward. By harnessing the efforts of every team member, we were able to effectively meet the needs of each of the markets and fill a niche that supported our expansion efforts. It wasn’t just about managing operations; it was about understanding and meeting the needs of our local team and building a long-term relationship with them with not only company growth but with their personal development in mind as well.
This personal approach not only strengthened our operations but also fostered a sense of camaraderie and shared purpose among our team members. It’s these relationships and shared efforts that truly fueled our growth within our company and made the journey extremely rewarding.
As someone steering the ship, what thoughts or concerns often keep you awake at night? How do those thoughts influence your daily decision-making process?
At the end of the day, being a business owner goes beyond just looking out for myself. During challenging times like COVID-19, I faced the responsibility of ensuring over 100 employees (family) continued to receive support despite our sudden closure. For me, it was never an option to simply shut down and leave my team stranded and on their own.
Reflecting on this experience reinforced the importance of viewing my employees not just as workers, but as integral members of our business family. They support us through good times, and it’s crucial not to overlook their needs when times are tough. Leaders who prioritize their team’s well-being gain deep respect and loyalty because they demonstrate a genuine commitment to caring for their employees as they would their own family.
This perspective has shaped how I approach leadership and decision-making within my business. It’s about fostering a supportive environment where everyone feels valued and cared for, knowing that together, we can navigate challenges and emerge stronger as a team.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
I strongly believe that significant movements often begin with simple, contagious actions that anyone can easily replicate. It requires intentional action by someone who wants the change and will not be achieved by waiting for others to lead the way. Creating positive change in life and in business requires a person with courage to initiate such action and set a great example that others want to follow. When people witness the positive effects of these actions and join in, the collective impact grows exponentially, creating a movement.
While I previously emphasized the importance of being “brutally honest,” I’ve come to appreciate something even more profound and universally impactful: the power of encouragement and upliftment. Imagine if each of us made a conscious effort to uplift someone every day and encouraged them to pay it forward. This ripple effect could potentially uplift everyone worldwide.
If everyone exchanged one positive comment with every person they encountered daily, it could ignite a chain reaction of positivity. Simple acts of kindness have the ability to shift perspectives and cultivate a positive atmosphere in any situation. For example, when I walk into a messy restaurant, I make a point to find something positive to compliment rather than focusing solely on criticisms. This approach, when combined with constructive feedback, can inspire positive changes. Leaders who are encouraged and challenged at the same time can ignite positive actions towards change by perhaps picking up a broom and cleaning after a lunch rush. This coupled with encouraging positive words to the team can foster an environment where everyone feels valued and motivated to contribute to ongoing improvements, nurturing clean surroundings that they can be proud.
How can our readers further follow you online?
Visit our website to learn more or connect with me directly: https://www.tworld.com/locations/somersetcounty/about/our-team/.
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!