Global Franchise 9.3

The founder-CEO of Craveworthy Brands and long-standing industry investor on brand-building and dreaming big Gregg Majewski Craveworthy Brands was born from a desire to prove to everyone I’m not a one-trick pony . After spending my entire life in this industry, I had a chip on my shoulder to build something bigger than people could even imagine and prove I can create successful brands over and over again. I knew it had to be done the right way, as a restaurant- focused operator.We know how to run restaurants, and that’s where we’re different from other private equity groups who’ve tried and failed, because they treat it as a numbers game. I was lucky enough to learn from two incredible mentors: Jimmy John Liautaud, a true legend in the industry, and my dad, who built his own business. At 21, Jimmy gave me an intern opportunity and by 23 I was CFO, COO and CEO of Jimmy John’s, growing it into one of the largest sandwich chains in the U.S. The focus was always on supporting franchisees, and the passion Jimmy had for the people who believed in him mirrored what I learned from my dad – the harder you work, the harder you win. We’re not betting it all on one brand. We’re building a portfolio, which gives us the flexibility to pause, recalibrate and pivot when needed. Many others don’t have that option – they’re stuck pushing forward, even when things aren’t working because they don’t have the luxury of multiple income streams. Our strategy is simple: strength in numbers. We can afford to take risks others can’t. No matter how confident you are, the consumer ultimately decides. I’ve had brands I was sure would be homeruns, but they fell short. Then there were the brands I didn’t think would make it but took off. Sigri Indian BBQ is one. I didn’t think America was ready for an Indian food franchise, but we’re set to finalize our franchise documents shortly and I’m confident we’ll sell 50 stores in the first year. Sometimes the opportunities you least expect are the ones that shape your success. As a leader, you have to accept failure as part of the journey. But your role isn’t just to manage setbacks. You must dream big for your employees, franchisees and everyone you work with.When someone invests in your brand, your responsibility is to help them succeed, even if it means they eventually surpass you. My greatest pride is when people move on to bigger roles because they’ve outgrown their current ones. Restaurants are about to go through another big shift. With the economy softening, consolidation will be a big focus. Private equity groups are already noticing our model and want to replicate it. It’s funny, a few years ago, they didn’t believe in what we were doing. Now, they’re coming back to partner with us. It’s a complete turnaround. I want Craveworthy Brands to be our inspiration, the next Roark Capital, but I’m focused on being an operator first. I don’t do deals just to put a billion dollars in play. My passion lies in helping people reach milestones, aiming to get them to three, four and 500 locations. The real fun is building the Company from the ground up, creating the right infrastructure and making deals that change lives. F R O M T H E S O U R C E . . . QUICK-SERVICE TO FINE DINING • Gregg draws inspiration from Walt Disney’s ability to build an empire while nurturing a culture of trust and ambition. “Walt is an idol for me... thinking greater than you ever should and achieving those vast dreams.” • Family has always been a priority. “When my kids were young, I wanted to be home for it. Now they’re grown up, I have the freedom to focus on what’s next.” Future ambitions include going into fine dining with his son. 11 GLOBAL-FRANCHISE.COM Interv iew | FEATURE Craveworthy’s portfolio includes legacy brands like Genghis Grill, as well as emerging franchises like Wing It On! and Dirty Dough.