Flame 2023, Issue 2

NFA Editorial Board

Rachel Jackson

Editor-in-Chief rachelj@nfabk.org

Allison McCallum

Communications Editor allisonm@nfabk.org

Jared Johnsen Communications Specialist jaredj@nfabk.org

Advertising Sales

Jeff Reynolds

Director of Business

Partner Relations

jeffr@nfabk.org

678-797-5163

NFA Officers

Dan Fitzpatrick

Chair

Jim Froio

Vice Chair

Anthony Josephson

Secretary

Steve Keith

Treasurer

Russ Lo Bello

Second Vice President

Kevin Newell

Second Vice President

Christy Williams

CEO

NFA Board of Directors

CANADIAN FRANCHISEE ASSOCIATION

Mike Kitchingman

FLORIDA/CARIBBEAN

Glenn Levins

GREAT MIDWEST

Rich Scanlan

Henry Delouvrier

Mark Peterson

GREAT WESTERN

Nasser Aliabadi

Gary Geiger

INTERNATIONAL HISPANIC FRANCHISEE ASSOCIATION

Guillermo Perales

LARGE FRANCHISEE GROUP

Tom Garrett

METRO NEW YORK

Sanjay Patel

MID-ATLANTIC

Gary Andrzejewski

MID-SOUTH

Kevin Newell

Mike Callahan

Kevin Fernandez

Larry Stokes II

MINORITY FRANCHISEE ASSOCIATION

Camille Lee-Johnson

MOUNTAIN

Amir Allison

Brek Kohler OHIO

C.J. Timoney

Josh Lephart SOUTHERN

Shirley Humerian SOUTHWEST

Michael Laird

Design and Layout

Kristen Thomas ktgraphicdesign@gmail.com

TABLE OF CONTENTS

2023 Issue 2

ON

COVER

32 Congrats to the Class of 2023 BURGER KINGSM Scholars contributed by the BURGER KINGSM Foundation

34 Thirty-Five Memorable Moments From 35 Years of NFA Events by Allison McCallum, Communications Editor

39 Atmosphere and BURGER KING contributed by Atmosphere

40 RSI Honors Long-Time Partners in Profitability contributed by Restaurant Services Inc.

42 Maximizing Benefits and Promoting Inclusion: Harnessing the Power of the Work Opportunity Tax Credit in Franchise Businesses contributed by Mize CPAs

44 Preparing Your BURGER KING Restaurant for Severe Weather contributed by Lockton Cos.

46 The Five New Rules of Leadership by Jim Sullivan, Sullivision

HEADQUARTERS

48 Should You Care About the National Labor Relations Board (Whatever That Is)? by Douglas H. Duerr, Elarbee Thompson Sapp and Wilson LLP

51 Navigating Earned Wage Access Options contributed by rapid!

52 Invisibility by Dennis Snow, Snow & Associates Inc.

54 Generation Z Productivity: What to Expect From the Newest Worker Demographic by Laura Stack, The Productivity Pro®

FROM THE CHAIR

Reflecting on NFA’s 35-Year Journey

Ihopethis edition of Flame gives you one more reason to be proud of the significant and instrumental role that the National Franchise Association (NFA) has played in the BURGER KING® brand and our businesses.

Just a few short weeks ago, on May 22-25, the NFA hosted its fourth NFA LEAD Conference (LEAD is an acronym for Leadership, Exploration and Development). This year’s theme was People. Profit. Potential., and the conference was attended by over 400 people, including franchisees, above restaurant leaders, vendor partners and more. As usual, our NFA staff and the NFA LEAD Conference Committee showcased an outstanding conference with great speakers, relevant topics and tangible takeaways.

I was personally fortunate to receive direct feedback from many of the attendees who remarked on how important this conference was for their team. While reading detailed comments, which attendees shared through a post-conference survey, I was amazed at how impactful this conference is to our attendees. Several comments affirmed the messages shared by our speakers and how these unique perspectives can and will become an important part of their toolbox as they return home refreshed and exhilarated to take on the tasks at hand. Others remarked that the speakers’ comments stimulated great conversations among their teammates and colleagues as they challenged themselves to grow both professionally and personally.

The conference was also another great venue for our vendor partners to engage with franchisees and their leadership teams, building personal relationships and contacts which will prove to be invaluable when the need arises down the road.

I want to personally extend my appreciation and congratulations to the NFA LEAD Conference Committee Chair, Kevin Newell,

the committee’s members, Lindsey Bond, Andrew Geiger, Bob Reid and Russ Lo Bello, as well as to Christy Williams and the entire NFA team. The survey results reflect the attendees’ enthusiastic praise for a conference extremely well done! Next year’s NFA LEAD Conference promises to be our best ever. More to come on that in the future.

Today also serves to remind us again of all that we have achieved in our 35-year history. From our initial goals of bringing franchisees together, to our engagement with the brand, NFA has been a stalwart advocate for franchisees while creating real value for our businesses.

As you know, some of our most important work stems from our committees which interact with BKC management – the Marketing Advisory Committee, the Operations Committee, the Image Committee and the Technology Committee – and all are engaged with important and critical work focused on driving sales and cash flow for the benefit of our restaurants. Moreover, NFA has also participated in some significant brand milestones – from The Coca-Cola Co. ROF Agreement that occurred nearly 20 years ago, to the historic Fuel the Flame Agreement where, for the first time in our brand’s history, the franchisor and franchisee have a vested and aligned interest in franchisees’ restaurant-level cash flow.

This latest achievement is already showing some early signs of success with improved sales and cash flow that the system is experiencing. It is, of course, too early to say, “mission accomplished,” but we are well on our way to turning our prospects into meaningful success.

There are, of course, many other notable achievements, too numerous to mention in this column. However, I would be remiss if I did not recognize the significant success of our association-owned service provider,

by DAN FITZPATRICK

Elevanta. Both Christy Williams, our executive director, and the Elevanta Board Chair, Glenn Levins, as well as Elevanta’s Board of Directors, are owed a huge debt of gratitude for their diligence, business savvy and extraordinary work for creating a meaningful business enterprise which serves the needs of NFA members, and now 11 other associations whom Elevanta serves. The business of Elevanta is vibrant, growing and financially successful.

Nothing of value and nothing that is good happens by accident. Success is always a reflection of well thought out plans, well executed activities and dynamic leadership. As we sail through this 35th year of the NFA’s existence, I hope that you will join me in recognizing this successful journey that we have traveled together for the benefit and betterment of us all.

I wish all of you much success through the summer with your businesses and families. n

FROM THE CEO

NFA’s Evolution of Meetings and Events Over the Past 35 Years

Over the past 35 years, the National Franchisee Association (NFA) has completely transformed the meeting and event programs offered to franchisees, their employees and system business partners. From the very first national convention in 1993, to developing our Government Relations Conference in 2006 and now, our most meaningful event ever, the LEAD Conference, NFA has evolved to meet the needs of members.

When NFA formed a partnership with BURGER KING® to manage the convention going forward in 2005, there were some who thought the meeting and event days of NFA were over. While the national conference took a different direction, the leadership of NFA quickly saw a need among the franchisee community. With so many new federal and state mandates, it was imperative that Congress heard from our franchisees.

The work of the Government Relations Committee was important and certainly impactful, but there is no substitute for power in numbers. NFA leaders knew we needed franchisees to voice their concerns en masse on Capitol Hill. In 2006, NFA launched our Government Relations Conference. This was the first time many franchisees, and our important business partners, had an opportunity to visit Washington, D.C., and lobby on behalf of their small businesses. Franchisees were educated by industry experts on the most critical legislative issues and were instructed on how to hold a meeting with their elected officials. Armed with this new knowledge, franchisees and our business partners created history. The attendees proudly met with their representatives and articulated the difference between a franchisor

corporation and small-business owners – franchisees. Held annually until 2018, this event has changed the landscape in Washington, D.C., and has become a model for other associations and franchise brands. Now held bi-annually, the next NFA Day on the Hill is scheduled to take place March 4-6, 2024, in an especially important federal election year.

Listening to the needs of franchisee members is a priority for NFA. Our role is to ascertain your needs and then determine how the association can help. Year-after-year, franchisees expressed concern over the lack of education and training programs available for their restaurant leaders. NFA developed the CORE education program to address this need. With the success of CORE, we knew that we had only scratched the surface of the services NFA could provide to assist members in this critical need. After much thought and analysis, NFA developed and launched the inaugural LEAD — Leadership, Exploration and Development — Conference in 2019.

Hailed by many franchisees as the most important event their above restaurant leaders attend each year, NFA has now executed four LEAD Conferences since 2019. Each year, the program evolves and changes based upon feedback from you — our members. There is truly no other event focused on development and leadership skills for your above restaurant leaders. Franchisees attend with their teams and spend a couple of days away from the restaurants and the daily grind of running a business to focus on goals and innovative ideas, all while enjoying the camaraderie of their teams. Our business partners enjoy attending as well, as the event provides them with a unique

by CHRISTY WILLIAMS

opportunity to not only network with franchisees but also the above restaurant leaders, who use their products daily and are often the decision-makers.

I’m sure the founding members and association leaders 35 years ago had big plans and a strong vision for NFA. Their successors have certainly demonstrated how NFA can be impactful by providing educational, meaningful and entertaining meetings and events. Entrepreneurial spirit runs deep among the franchisee community, from running your own businesses to bringing new and exciting ideas to NFA that allows you to all share your ideas, best practices and so much more at NFA’s valuable platform of meetings and events. We look forward to seeing you at both our NFA Day on the Hill and LEAD Conference in 2024 — and who knows, maybe there will be additional programs over the next 35 years! n

BK Foundation ‘Aces’ 20th Annual Golf Fundraiser in New Jersey

Celebrating the 20th year since its inception, the McLamore Golf Invitational raised a record-breaking $400,000 with the help of BURGER KING® franchisees, including a generous donation from National Franchisee Association (NFA).

From June 19-22, the BURGER KINGSM Foundation hosted the event at the Galloway National Golf Club in Galloway, New Jersey. Collecting $388,000 the previous year, the 2023 McLamore Golf Invitational was a rousing success with an action-packed agenda, filled with two days of golf, a relaxing spa day at the Borgata Hotel, two signature dinners and networking opportunities for BK® franchisees, leadership and friends alike.

NFA Chair Emeritus Steve Lewis was the host of the invitational and has done

so since the event’s inception in 2003.

At one reception, attendees heard testimonials from BK scholars expressing the impact that donations have had on their education.

“It was a pleasure to see everyone so happy and excited to play,” Frances Franco, BURGER KING Foundation events and sponsorships manager, said. “This is one of our largest events, so it was nice to see franchisees and leadership gather for a good cause.”

Presented by The Coca-Cola Co., the fundraiser was named in honor of BURGER KING’s founder Jim McLamore and his passion for education. Continuing in that mission, Franco wants to continue developing this event by expanding to host more attendees and sponsors. n

Ampler Burgers Texas’ Spring 2023 Community Initiatives

Ampler Burgers Texas launched its BURGER KING® Perfect Attendance King and Queen of the Month initiative. Participating schools crown one boy and one girl as their king and queen every month. Each of the students receives a family pack and crowns, and the students’ photos are posted on a bulletin board at their campus, social media, newsletter and their campus reader boards.

Ampler also participated in the Socorro Independent School District James Butler Spring Games (Special Olympics), where they crowned over 2,000 participants. In Special Olympics, the power and joy of sport shifts focus to what athletes CAN do, not what they can't. Attention to disabilities fades away. Ampler embraces the opportunity to support and cheer on these amazing athletes.

Ampler’s El Paso leadership team also participated in the El Paso Children’s Hospital Partee for a Purpose

fundraiser. Monies raised help support treatment, research and health-related programs, as well as capital equipment needs.

The El Paso Children’s Hospital delivers the highest quality of care to its community’s youngest residents by providing support for the tools, resources, equipment and care that make the hospital so unique. Partee for a Purpose is the largest fundraiser for the children’s hospital, offering a unique and exciting experience that celebrates and supports El Paso’s only dedicated children’s hospital.

Ampler is proud to support the children of Texas, and they look forward to other ways they can serve their communities in the future. n

BURGER KING® Perfect Attendance King and Queen.

The Ampler Burgers team who contribute to these initiatives.

Cody Bruns and Kevin Fernandez of Ampler Burgers with Susan Miller and Dina Katsaros from The Coca-Cola Co. on the green after a hole at the McLamore Golf Invitational.

Mastoran Corp. and Ampler Burgers Recognized by VFW

Brek Kohler of Mastoran Corp. and Kevin Fernandez of Ampler Burgers were both recognized by the Veterans of Foreign Wars (VFW) Foundation at the NFA Board meeting March 7-8, in Atlanta. Both Mastoran and Ampler received awards for raising the most funds for the VFW Unmet Needs Program during BURGER KING’s® fundraiser in fall of 2022.

The Unmet Needs Program provides financial aid to military families across the U.S. who need it most. The funds raised during this campaign go toward grants that are distributed to military members and their families if they are going through financial hardships throughout deployment or while recovering from an injury while in active duty.

At Mastoran, the fundraiser runs across all their BURGER KING restaurants annually, and guests are asked at checkout if they’d like to donate to the

VFW Unmet Needs Program. Those who donate can post their names to a wall in the store letting their community know they donated to an important cause.

For Kohler, Mastoran’s partnership with the VFW is personal.

“The fundraiser was initially brought to our attention by a longtime franchisee who’s no longer in the system, Mike DeRosa, who is deeply involved with the VFW,” Kohler said. “Mike presented about the promotion at an association meeting, and it really appealed to us.”

“My father and my uncle both fought in the Vietnam War, so supporting veterans who are facing hardships is something that means a lot to us,” he continued.

In 2023, the VFW fundraising campaign was moved to May to coincide with Memorial Day. The success of this campaign wouldn’t be possible without our franchisees who support this valuable resource for our military families! n

Brek Kohler, Mastoran Corp., and Kevin Fernandez, Ampler Burgers, with their awards at the NFA Board meeting.

JSC Management Group Partners With Local Girl Scouts

Throughout spring 2023, JSC Management Group opened its doors to Girl Scout troops during cookie sales season. All JSC BURGER KING® restaurants across New York, Connecticut, Massachusetts and Rhode Island partnered with local troops, offering them a spot in their stores or outside the restaurant to set up their cookie booth. While not every store had a participating troop, many stores were utilized throughout the spring.

“A lot of troops came consistently for a while, with some coming every day during the week or every weekend during their cookie sales season,” Nicoletta Cammilleri, JSC Management Group marketing director, said. “They were allowed to come in whenever they’d like during business hours to sell cookies, but they had the most success on the weekends because that’s when we’re the busiest — especially on Saturdays.”

While it is hard to measure the direct impact this initiative has on JSC’s sales, for Cammilleri, it’s more about their impression on the community.

“While we don’t get a huge increase in sales from this

partnership, the main reason we do it is to support the Girl Scouts and provide a safe place for them to do their sales,” she said. “Sometimes, creating a buzz in the community is worth more than the dollar amount we get from the promotion. Obviously, we always want to drive sales, but increased traffic and awareness is important to us.”

JSC also partners with its local Girl Scouts in ways aside from hosting cookie sales.

Cammilleri commented, “Our restaurants are always open for them to host their troop meetings and other events they have. We also have a Girl Scout Leader Appreciation promotion that we run on Girl Scout Leader Appreciation Day, April 22, where the troop leaders can come eat with us for free. If they bring their troop, the girls are offered $5 King Jr. Meals.”

“We are just excited to partner with organizations in the community. These partnerships are about building relationships and being good stewards in our communities,” she finished. n

JSC Management Group Runs Coupon Matching Campaign

In April 2023, JSC Management Group launched a special promotion in all its BURGER KING® restaurants to ensure its customers receive the best value: a coupon match on promotions that any of its competitors are offering, including in-app deals.

“The whole point of this is that we want our customers to rely on us for the best deal, every single day,” Nicoletta Cammilleri, JSC Management Group marketing director, said. “If they have Wendy’s or McDonald’s coupons, we want them to know that we will accept those coupons at our restaurants to get them the best possible value.”

While the customer may not get the exact product match, JSC does their best to find the BURGER KING equivalent of competitors’ items.

Cammilleri continued, “We trained our teams specifically for this, and we came into it prepared because we don’t want this promotion to result in any customer complaints. We only want customer compliments!”

“Our priority that we instill in all our team members is to take care of the guest. If for some reason, it’s hard to match the coupon, we ask them to find a way to make sure that guest is taken care of,” she finished.

With no end date set for this promotion, JSC Management plans to see where coupon matching takes them. n

JSC Management Group Regional Director, Theresa Montanaro, her daughter Ariana, who is a JSC team leader, and her mother run a cookie sales booth in one of their Rhode Island restaurants.

“I Feel Like a Kid Again!” QDI Gives Back

The impact we have on others can last a lifetime. Need proof?

This story began more than three decades ago, when Quality Dining Inc. (QDI) Chairman, President and CEO, Dan Fitzpatrick, joined the LOGAN Center Board of Directors in South Bend, Indiana.

At the time, LOGAN was a rare treasure for most communities. Instead of sending loved ones with intellectual and developmental disabilities – including autism – away to institutions, LOGAN afforded families local care, community acceptance and a chance for clients to reach their fullest potential.

In 1988, as part of an unusual fundraising effort, LOGAN began selling green foam noses. Of course, Fitzpatrick sold the noses in his BURGER KING® restaurants as part of his ongoing support of the non-profit organization. To date, QDI has sold more than 250,000 green noses and continues to participate in what is now known as “The Great Logan Nose-On,” a community-wide initiative that happens each year in March.

“This is and always has been about seeing those who are differently-abled in such a light that demonstrates what they can do rather than what they cannot,”

Fitzpatrick remarked. “Our greater South Bend community is incredibly blessed to have LOGAN as a resource and community partner.

Supporting such an organization throughout the years continues to be an honor.”

Even after Fitzpatrick’s term on the LOGAN Board ended, he stayed connected through several other avenues.

QDI representation continues with DJ Fitzpatrick, QDI executive vice president and Dan’s son, who joined the LOGAN board in 2020. DJ presently serves as vice chair of the LOGAN Board.

It is thanks to that decades-long connection that LOGAN employees know their clients are welcome at QDI restaurants anytime, including BK® No. 4505 in Mishawaka, Indiana.

“He looks like me!” exclaimed a beaming LOGAN client

as he glided through the store entrance and laid eyes on a green-nosed Quality Dining regional manager behind the front counter on a recent spring evening.

“Her too!” the guest shouted, pointing to the manager running the cash register, also wearing a green foam nose.

In fact, the entire crew at BK No. 4505 donned green noses that night, crowned each LOGAN client with a signature BK crown and gave their special guests anything they wanted from the menu, gratis.

“I feel like a kid again!” exclaimed a long-time LOGAN client as a QDI team member snapped a mini polaroid picture for the guest to take home. “This is the best!”

“We have a duty and a responsibility to serve the communities where we live, work and play,” said QDI Executive Vice President, CJ Fitzpatrick. “Events like this one are a testament to the importance of that community connection and to see it play out in real time is a pretty neat experience.”

An experience that will likely never be forgotten by the LOGAN clients or BK No. 4505 team ... all thanks to the magic of giving back. n

LOGAN clients enjoying their BURGER KING® meals.

GPS Hospitality Awards Students Over $120K in Scholarships via the BURGER KING Foundation

GPS Hospitality is pleased to announce it will award the BURGER KINGSM Foundation scholarships to 129 students in 12 states this graduation season. Since 2013, GPS Hospitality has supported more than 1,700 students totaling nearly $1.7 million in giving.

Scholarships are granted to graduating high school seniors, considering their grade point average as well as their leadership activities in their schools and communities through volunteerism and work experience. Additionally, individuals who are employed by BURGER KING® or are family members of employees and are pursuing conventional higher education or enrichment programs are also

eligible to apply. This year’s 129 winners include 37 employees and 92 seniors in GPS Hospitality’s local communities. The BURGER KING Foundation scholarships are a philanthropic effort as they are funded completely through guest donations at local restaurants.

"Our commitment lies in creating a meaningful difference within our local communities," expressed Michael Lippert, president of GPS Hospitality. "Each year, our team members proudly raise funds to support BURGER KING Scholars. It's not only fulfilling to support students and employees in their pursuit of education but also inspiring to witness the collective impact generated by our team members and guests in cities nationwide."

Heather Trasher is all smiles about her scholarship funded by GPS Hospitality.

GPS Hospitality Announces New Region Vice President

GPS Hospitality, one of the nation’s fastest-growing BURGER KING®, POPEYES® Louisiana Kitchen and Pizza Hut franchisees, recognizes the promotion of Nick Myhre to region vice president. In his new capacity, Myhre will oversee the operations of 41 restaurants in Northwest Georgia and Chattanooga, Tennessee, building on his impressive record of success within the company.

Myhre joined GPS as a district leader in April 2016. Under his leadership, Myhre’s district went from last place in the company to the top-performer in 2019. He was named District Leader of the Year for the East in March 2020 and promoted to director of operations in June 2020. Throughout the challenges of the pandemic, Myhre implemented GPS

systems and developed the culture to ensure the success of new restaurant teams added to his region.

"Myhre's promotion to region vice president is a testament to his exceptional leadership skills, dedication and hard work," said Tom Garrett, CEO and founder of GPS Hospitality. "He has built strong management and operations teams across his region and has consistently been able to instill our GPS Values."

Michael Lippert, president of GPS Hospitality, commented, "Nick’s ability to adapt over the last three years has been a tremendous asset, and GPS is proud to announce his well-deserved promotion.” n

at MUFC Conference

National Franchisee Association (NFA) recognizes its Executive Director, Christy Williams, for speaking at the Multi Unit Franchising Conference (MUFC), April 25-28, in Las Vegas. Williams spoke on April 27, on a panel titled How Franchisee Associations Protect Your Investments. Other panelists included John Motta, Dunkin’ franchisee, and Bobby Lance, A&W franchisee, and Cheryl Robinson, Supercuts franchisee, moderated.

Williams was hand selected by the chair of the 2023 MUFC, Gary Robins, to speak on the panel to share her views on franchisee associations. Robins is the president of the Supercuts Franchisee Association, which is also managed by Elevanta. Because of this, he is familiar with the work and expertise of Elevanta and requested Williams join the panel.

Throughout the panel, NFA was utilized as a great model for franchisee

associations and how they can work in a positive manner with the franchisor.

Williams commented, “Overall, it was a positive session about the importance of associations coming together to benefit all franchisees and how they can step in and fill gaps left by the franchisor.”

She continued, “We are growing Elevanta, and we want to be seen as the premier association management company. Our participation in this national conference is confirmation that franchisors, franchisees and business partners see us in that light.”

“NFA can be proud that the organization they created, that also manages them, is helping others and sharing best practices, and Elevanta is such a professional organization that others are looking to us for guidance,” Williams concluded.

NFA thanks Williams for her service and leadership! n

Regional Events

Oct. 11

Southwest Franchisee Association Meeting

Office of Nicole Dreier

Phoenix, Arizona

Nov. 8-9

Metro New York Franchisee Association Meeting

The Borgata Hotel

Atlantic City, New Jersey

National Events

Aug. 29-30

Elevanta Board Meeting

Courtyard by Marriott

Burlington, Vermont

Oct. 2

NFA Board Meeting

Miami Beach Convention Center

Miami, Florida

Oct. 3

BURGER KING® PAC Reception

Miami Beach Convention Center

Miami, Florida

Oct. 3-5

BKC Convention

Miami Beach Convention Center

Miami, Florida

Oct. 5

NFA Annual Meeting

Miami Beach Convention Center

Miami, Florida

Dec. 5-6

Elevanta Board Meeting

Ritz-Carlton

Atlanta, Georgia

Dec. 7-8

NFA Board Meeting

Ritz-Carlton

Atlanta, Georgia

Dec. 7

NFA Business Partner Forum

Ritz-Carlton

Atlanta, Georgia

Christy Williams, NFA Executive Director, Speaks

The ORC Hosts MATFA and GMWC in Kentucky

The Ohio River Coalition (ORC), Mid Atlantic Franchisee Association (MATFA) and the Great Mid-West Coalition (GMWC) kicked off their joint meeting March 26-28, in Louisville, Kentucky, at The Seelbach Hilton.

The joint meeting brought National Franchisee Association (NFA) members from each of these regions together to hear brand updates from BURGER KING® Corp. (BKC), as well as association updates from NFA. Vendor partners Budderfly, Energyboc, Keurig Dr Pepper, KNMarsh CPAs, Restaurant365 and Workstream were invited to speak and present their products and services that are valuable to franchisees.

BURGER KING U.S. and Canada President, Tom Curtis, presented the brand’s plan to Reclaim the Flame and their relentless pursuit of bettering the brand in four steps:

• Marketing, such as brand repositioning

• Execution, such as the short-term Royal Reset

• Long-term Royal Reset

• Franchisee success

Pat O’Toole, newly appointed chief marketing officer at BKC, introduced himself to attendees and gave his initial thoughts on the BURGER KING business. Julia Oswald, vice president of insights and analytics, gave an update on the business performance and the early results of the Reclaim the Flame marketing campaigns.

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The Royal Reset & Refresh status update was given by Katerina Glyptis, former vice president of franchise operations, and Chakri Somisetti, vice president IT at RBI, provided a technology update.

The NFA Board also provided updates to members. Kevin Newell presented on the 2023 NFA LEAD Conference, sharing the theme, keynotes and activities planned for the conference. Matt Herridge provided the latest Government Relations Committee update on the impact of the 2022 elections in the Senate and the House, as well as current federal and regulatory issues.

GMWC and ORC partnered for a worthy cause and donated $100,000 to the BURGER KINGSM Foundation, the company’s nonprofit whose mission is to create brighter futures by empowering individuals and feeding potential through education and emergency relief.

Aside from business, attendees also explored the city of Louisville and took a tour of the Buffalo Trace Distillery. Attendees were able to see the factory where the bourbon is bottled, the storage room where the bourbon sits for years at a time and the tasting room where they sampled a variety of different bourbons.

Joint regional meetings are always a great time for franchisees from across the country to connect with each other and network. Stay tuned for communications regarding regional meetings throughout the rest of 2023! n

Josh Lephart, Tony Versaci and Matt Carpenter present the check for $100,000 to the BURGER KINGSM Foundation.

Attendees tasted their way through the different flavors of bourbons in the tasting room

During the tour, attendees were able to see where the bourbon ages in barrels.

NFA Government Relations Committee Convenes in Washington, D.C.

National Franchisee Association’s (NFA) Government Relations Committee (GRC) met with U.S. House Representatives and Senators throughout their meeting in Washington, D.C., April 25-27, to discuss a number of pertinent issues affecting franchisees and small-business owners.

“This was our first meeting since the start of COVID-19 where the offices at Capitol Hill were open to the public, so we had the opportunity to meet with many members of Congress,” Dominic Flis, GRC chair, said.

“Matt Herridge played a huge role in this committee over the years, and I want to thank him for the time and effort he put into lobbying on behalf of BURGER KING® franchisees and small-business owners across the country,” Flis concluded.

On behalf of NFA members, thank you to our GRC for working diligently in lobbying for small-business owners! n

The topics of focus for these meetings were the reinstatement of EBITDA, credit card swipe fees and expanding the labor workforce. The GRC had many opportunities to discuss these issues with congressional leaders at nine meetings with Senators, nine meetings with House Representatives and multiple meals shared with legislators.

“We may speak on certain topics for several Hill visits or for many years before we see progress,” Flis continued. “We are fortunate that since our meetings, there has been movement on some of these issues, including a bill called the “Build It in America Act” that will restore EBITDA to its previous calculation. Another issue we have seen movement on is workforce expansion through the Essential Workers for Economic Advancement Act, and that bill has been introduced in the House as well.”

Former BURGER KING® franchisee and GRC chair and committee member, Matt Herridge, attended these meetings before recently leaving the system, and Flis would be remiss without thanking him for his service to NFA.

Steve Danon, RBI, and NFA members Richard Santowski, Dominic Flis and Shirley Humerian pose with Florida Rep. Maria Salazar at dinner.

GRC Chair Dominic Flis and Texas Rep. Jake Ellzay on Capitol Hill.

NFA members speak with Georgia Rep. Rick Allen over dinner.

Support the Vendors

That Support Your Association

FRANCHISEE SPOTLIGHT

Ayaz Virji

Company Name: Are You Hungry Inc.

Partner(s): Anita Virji (wife)

Year You Became a BK® Franchisee: 2009

Number of Restaurants: Six

State(s) Your Restaurants Operate In: Oregon

How did you become a BURGER KING® franchisee?

I became a BURGER KING franchisee thanks to a franchisee mentoring me and helping me create the path to get my first franchise. After graduating from university with my undergraduate degree, I decided to work in a BK restaurant to gain restaurant experience. Some undergrads go to grad school, but I decided to go and work in a BURGER KING restaurant, so I could gain the experience to become a quick-service restaurant (QSR) operator. During my training, I was fortunate that the franchisee that trained me took me under their wing and started a partnership with me to get my first restaurant where I would become the regional general manager and partner. This endeavor would spiral into several BURGER KING restaurants in Northern California. This experience was priceless and gave me the resources to acquire my own restaurants in Oregon.

If you have business partners, how did you meet? I had a business partner when I first became a franchisee. We met at university. His father was a seasoned operator in the BURGER KING brand. Initially, they were mentoring me to get into a QSR opportunity post university. Little did I know we would become partners and grow a successful company. I wouldn’t be where I am today if I didn’t get that time and knowledge from my previous partners.

Tell us a little about yourself and the company’s background. You can call me a BURGER KING brand ambassador. In the 15 years I have been with the brand, I have made great accomplishments. I have become the president of the Great Western Franchisee Association, member of RBI Inclusion Advisory Council, member of BURGER KING People’s Council and top operator in the West. Are You Hungry Inc. is a top-tier company that has been in the top 20% for operations year-over-year for the last three years. Besides operations, we have been able to lift revenue by 30-40% in all our restaurants.

In your opinion, what stands out about the BURGER KING brand? We have an international brand. More importantly, we have the best food on the block. This is what makes us stand out.

Going forward, what are your top three business goals for your company? Grow the company in sales, restaurant count and the people working for us. People may be the biggest goal, as the

satisfaction I get when I see my people grow is more satisfying than opening/acquiring a restaurant or lifting sales and traffic.

What is the best piece of business advice you have received? The best piece of business advice I have received is no one will give you what you want. If you want something, you need to work at your goal and make it happen. The sky is the limit when you make goals and work for them.

What do you feel is the biggest challenge currently facing franchisees? The biggest challenge currently facing franchisees is making sure we keep our employees happy. There are lots of new competitors and existing competitors making a run for the employee pool. When our employees are happy, they perform. When they perform, the results are in increased sales and traffic. In order for us to hire and retain the best, we need to be the best. That’s the way meritocracy works, and I feel the brand is heading in that direction.

What is the biggest industry change since you started?

A big industry change is in the labor force. Keeping our employees happy in today’s climate. There was a time when employees were proud to work in a BURGER KING and respected the job. Today, we have to create a positive, unique environment and culture, so employees want to work at BURGER KING and show up to work.

Tell us about your family. I am married to my wife Anita. We have been married for nine years. We have two beautiful children. My son Aston is five years old, and my daughter Anaya is three years old. Last but not least, we have our fifth family member, Bella, who is 13 years old and was the dowry from my in-laws when I got married.

Tell us about your personal interests. I like to exercise, watch sports, angel invest in start-ups and spend time with my family.

Complete this sentence. If I weren’t a franchisee, I would be … lost. BURGER KING has been a part of my life for the last 15 years. This was my career path coming out of university, and I can’t see myself doing anything else. I feel like BURGER KING flows through my veins. BK has done so much for me and my family that I am committed to the brand for life. n

Thank You for 33 Years, Rick!

After 33 years as a BURGER KING® franchisee and many years of involvement in the National Franchisee Association (NFA), Rick Cowley turned in his crown.

A franchisee since 1991, Cowley has been in the restaurant business for over 50 years. He was initially contacted by the BURGER KING Corp. department of real estate regarding opening BK® No. 5207 in Tempe, Arizona, which had been closed by the previous franchisee.

“I was living in California at the time,” Cowley commented. “I went to Phoenix to take a look at the store, and eventually, I decided to open it.”

That marked the beginning of Cowley’s extensive career in the BURGER KING business.

After recently selling his last remaining store on Arizona State University’s campus, he resigned his position as LDC Chairman for the Southwest Franchisee Association, a role he has been involved in for over 30 years, to turn a new chapter in his life.

“It’s sad to leave something I have done for so long,” Cowley said. “I just felt as though it was time to close out this season in my life knowing I have loved every minute of my time in the brand.”

Passionate about the brand, Cowley devoted much of his time to NFA and was introduced to the association by fellow franchisee, Tom McDonald.

Cowley served 14 years on the NFA Board of Directors, including a term as treasurer. He was also an Elevanta Board member and served as its treasurer as well. He was also involved in his regional association and served as regional president for the Southwest region and participated in multiple NFA committees throughout his career.

“I loved operating with my teams over the years and watching us grow in restaurants and accomplishments. I also always looked forward to spending time with my fellow NFA members,” Cowley said. “I have built many relationships and seen the association accomplish so much over the years. It was a good run.”

“It is hard to believe that many years have passed,” Cowley commented. “When you get up and do what you love to do every day, it is hard to feel time racing on. Sometimes I feel like it happened in ten minutes — not 30 years.”

With the wind at his back, Cowley joyfully awaits his years of retirement. Although he is unsure of what is ahead for him, he views the new chapter in his life with an opportunistic eye.

“I think people can be fearful and anxious of the unknown,” Cowley said. “I am happy with my decision and have completed the task set before me, and I can’t wait to see what the future has in store.” n

Rick Cowley on the cover of a 2003 edition of Flame, where he was interviewed about his restaurant’s marquee that received media attention from his community.

LOOK LISTEN READ

Look, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. NFA does not support or endorse the use of these tools, which merely serve as a guide to exploring a new level of knowledge and productivity for your business.

5The Better. app is the all-in-one franchise management software. This app will give you a deeper understanding of your franchise operations by getting all information on each franchisee in one consolidated place.

“Franchise Empires” gives aspiring franchise owners the playbook to build a multi-unit franchise empire of their own. Every episode, you hear from guests who are building their franchise empire: Franchisees who started with one unit and aren’t stopping until they get to dozens, hundreds or even thousands more locations.

6

1

In franchise consultant Kim Daly’s “Create Wealth Through Franchising” podcast, Daly shares valuable franchising insights and interviews franchisees, franchisors, investors, funding partners and more so that YOU can benefit from THEIR insider knowledge and learn how to thrive as a franchisee.

2

HoneyBook is a small-business customer relationship app where client experiences come to life. Through HoneyBook, you can create contracts, send invoices, collect payments, track projects and stay in control of your business — all in one place.

3

How do you cultivate more brave and daring leaders? Then, how do you embed the value of courage in your culture? “Dare to Lead” answers these questions and gives us actionable strategies and real examples from author Brené Brown’s new research-based, courage-building program.

4

”HBR’s IdeaCast” podcast tackles one facet of leadership in 30 minutes or less. With over 600 episodes, this longstanding podcast has covered just about everything you might want to know about being a better leader.

7

“The Franchise MBA” by Nick Neonakis is for entrepreneurs who want to take advantage of franchise ownership. There aren’t many books for those who are just beginning the process, but this book will walk you through each step of the way, from selecting the right franchisor to signing your franchise agreement.

8

Airtable is a low-code platform to build next-gen apps. Move beyond rigid tools, operationalize your critical data and reimagine workflows with AI. With Airtable, you will be able to unite your data and workflow.

9 Guy Raz interviews the world’s best-known entrepreneurs to learn how they built their iconic brands. The “How I Built This” podcast is a master class on innovation, creativity, leadership and how to navigate challenges of all kinds.

“Smarter Faster Better” by Charles Duhigg is the go-to book for learning about productivity, efficiency and building your business model on the right footing. Focusing on key concepts like enhancing decisionmaking skills, increasing motivation and setting effective goals, this book explains how successful companies maximize their time and profits by giving you the tools you need to similarly succeed. n

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Spotlight on the 118th Congress: Rep. Dave Joyce (R-OH-14)

QWhat skills or perspectives from your background do you apply as a public official?

AAs a congressman and former prosecutor, I have dedicated my career to the safety and well-being of Northeast Ohio. My previous work required a commitment to due process and fact-based decision-making. In Congress, I have aimed to translate this experience into a respect for regular order, legislating through proper committee processes and bipartisan communication.

QWhat do you see as the current biggest threat to small-business owners?

ASmall businesses in my district have recently been most vocal about challenges posed by labor shortages. The lack of workers drives up small-business costs and slows the potential for growth. I have encouraged my colleagues in Congress to focus on education and skills training programs that train our next generation of workers for the jobs that exist, so our small businesses are not held back by an inability to find qualified employees.

QWhat challenges have you helped small businesses in your district overcome?

AMy office is always here to assist constituents’ businesses. During the COVID-19 pandemic, businesses throughout our district needed assistance in navigating the various federal programs that were created to make sure businesses stayed open and workers stayed on payroll. I supported the Paycheck Protection Program (PPP), and my office assisted businesses that had problems with PPP or wanted information on how to qualify for forgiveness. Roughly 78,000 jobs were preserved in Northeast Ohio thanks to PPP, and businesses were able to keep their doors open. Working with small-business owners to help them understand the resources available was a core responsibility for me and my office during this challenging period.

QIn what ways are you seeking feedback from small businesses in your state/district and using that information in Washington, D.C.?

AI am always working to stay in contact with small-business owners across my district and find out how the economic climate is affecting them. I frequently meet with business leaders, local chambers of commerce and constituents to gain their perspectives. Just last November, I hosted a small-business roundtable with owners from a range of sectors, including restaurants, agriculture, packaging and financial services. Last year, I introduced bipartisan legislation called the Commission

on the American Workforce Act, which aimed to create a commission to analyze the labor impact of COVID-19, remote work, the “skills gap,” demographic and family changes, federal and state policies, drug abuse, immigration and the lingering impacts of past recessions and economic crises. Additionally, last year, I supported legislation that allowed employers to contract with H-2A workers year-round instead of just seasonally. The information and feedback I receive from constituents are valuable as I aim to craft legislation that responds to their needs.

QWhat seat do you believe franchisees have at the table and what do you do to support them?

AFranchisees are a core piece of the small-business ecosystem. A friendly tax environment, combined with appropriate treatment by regulators, will allow the government to get out of the way and let franchisees thrive. In 2017, I supported the Tax Cuts and Jobs Act (TCJA), which made significant changes to our tax code and supported small businesses. It reduced the corporate tax rate to 21% and allowed businesses to take a 20% deduction taxed as pass throughs. Last Congress, I was proud to co-lead the Tax Cuts and Jobs Act Permanency Act which would make permanent the changes in the TCJA. Twenty-three provisions in TCJA are set to expire in 2025, and I want to make sure that the individual and small-business tax cuts stay in place. With respect to regulation, this October, I joined several colleagues in sending a letter to Federal Trade Commission (FTC) Chair, Lina Khan, in support of the FTC’s existing Franchise Rule, asking that it be renewed in its current form. The letter details the success of the existing rule in creating a smooth path to ownership for franchisees. I will continue to support these efforts to maintain the model that has allowed franchises to flourish.

QWhat message do you have for small-business owners struggling with supply chain issues, inflation, staffing and other prevalent issues of today?

AThere is no question that the last few years have presented new challenges for small businesses, which are the backbone of the American economy. With that said, I have been inspired by the resilience, creativity and determination of businesses in my district and across the country to stay afloat and brave the most difficult times. While I believe government is best when it gets out of the way, I do want to reiterate that for businesses in Ohio’s 14th Congressional District, my office always stands ready to assist in navigating the federal resources available to you and listen to your concerns which help inform our policymaking in Washington, D.C. n

One topic: 10 facts

Sustainability in the Fast-Food Industry: What Do Your Customers Want?

1The U.S. throws food away more than any other country in the world, with nearly 80 billion pounds of food wasted per year, an estimated 30% to 40% of the country’s entire food supply.

2 Food accounts for around one-third of all human-made greenhouse gas emissions, while animal-based foods like red meat and dairy products make up a large proportion of these emissions.

3 Food takes up more space in U.S. landfills than anything else.

4 A half a pound of food is wasted per meal in restaurants, whether it’s from what is left on a customer’s plate or in the kitchen itself.

5 Thirty percent of municipal solid waste comes from discarded packaging, and restaurants contribute significantly to this amount.

6 Sixty-five percent of consumers said that while they find healthy, sustainable eating to be more expensive, 43% are willing to pay more for takeaways in restaurants that have visible sustainability practices.

7 Forty-seven percent of consumers would even consider changing what they order from the menu to be more sustainable.

8 People may be less likely to choose red meat items from menus that include labeling about foods’ climate impact.

9 Three out of four consumers are looking for sustainability in plant-based dairy and meat alternatives specifically.

10 Federal agencies set a goal of cutting U.S. food waste by 50% by 2030.

Source: Simplot, Harvard, Move for Hunger, Food Print, Recycle Track Systems, NPR and Kerry

BURGER KING Franchisees’ Approach to Energy Efficiency

Quick-service restaurant (QSR) owners across the country are increasingly concerned about energy efficiency. Energy costs are on the rise, and energy efficiency is the most powerful way for a business to lower its utility bills and reduce its carbon footprint.

However, the upfront cost of installing new equipment makes upgrading to efficiency models impossible for a lot of franchise owners. That’s why more and more QSRs are partnering with energy-efficiency-as-a-service (EEaaS) companies. These companies can provide and install premium new energy efficiency equipment with no upfront cost to franchise locations and help drastically reduce energy consumption.

Many franchisees are seeing a lot of benefits from such partnerships, including lower energy usage, better customer experience and simpler energy management and billing.

C.J. Timoney, a BURGER KING® owner with eight locations across West Virginia and Pennsylvania, was looking for an energy management partner to save time and money, while upgrading his locations to avoid recurring equipment issues and to provide safer, healthier environments.

By 2022, Timoney was having to replace at least one HVAC unit every year, costing him between $10,000 to $15,000. These HVAC replacements were costing him more in time and money than they were worth to his bottom line. Then, there was the additional lift of upgrading the lighting at his stores for the safety and well-being of his employees and customers.

Despite participating in state incentive programs to upgrade the lighting at his locations, he discovered that the rebates were minimal compared to the time and costs of replacing both interior and exterior lighting.

To address his escalating expenses and to increase energy efficiency, Timoney partnered with Budderfly, an energy efficiency company that has worked with over 4,500 locations across the country, including more than 60 BURGER KING locations.

By working with Budderfly, he was able to obtain new energy-efficient equipment upgrades, including LED lighting, HVAC enhancements and refrigeration controls, without the upfront cost.

What caught my eye about the Budderfly program was that they take the [annual] maintenance off my shoulders. Also, the units that you buy are higher [efficiency] units than I was buying. In terms of the full-service, Budderfly is the first to provide that and take over the maintenance.

Timoney now monitors his locations' energy consumption, savings and emission reductions through his Budderfly Customer Portal. Plus, he can receive real-time alerts for easy issue management and access billing information for all eight locations in one place.

I love that we have consolidated billing. No more multiple logins - everything is centralized. We don’t have to worry about dealing with multiple energy providers in other states. We’ve now got one portal for all of our energy products.

His decision to partner with Budderfly has already resulted in a reduction of energy usage by 7.5% across his locations, which is the equivalent of more than 18,000 gallons of gas. Averaging around 1000 kWh in energy savings per month, enough to fuel 18 homes for an entire year, he is making a positive impact on both his bottom line and the environment. Plus, with all his equipment rolled into one streamlined energy system, he spends less time managing energy and more time improving customer and employee experiences.

To find out more about how Budderfly can help your locations save time and money with energy efficient equipment upgrades, visit Budderfly.com.

Budderfly is a Sapphire partner member of the National Franchisee Association. The company may be reached at 855-659-4190 or www.budderfly.com. Budderfly.com ©

C.J. Timoney – B URGER K ING franchise owner

C.J. Timoney – B URGER K ING franchise owner

NFA Members Join Together in Dallas, Texas, for the 2023 NFA LEAD Conference

On May 22-25, franchisee members, their above-restaurant leaders and vendor suppliers of the National Franchisee Association (NFA) joined leadership from BURGER KING® Corp. (BKC) and Restaurant Services Inc. (RSI) at the Gaylord Texan in Dallas, to network and learn from their peers at the 2023 NFA Leadership, Exploration and Development (LEAD) Conference.

The 2023 NFA LEAD Conference kicked off on May 22, with committee meetings and a Welcome Dinner at Messina Hof Winery. There, attendees were invited to partake in a wine and food pairing while listening to live music and mingling with colleagues in the BK® brand.

The next day started with a franchisee-only meeting, followed by an opening general session. NFA Chair Dan Fitzpatrick opened the franchisee-only meeting with the results from the 2023 Franchise Business Review Survey, followed by an Elevanta update from the Elevanta Chair Glenn Levins and a government relations update from NFA’s Government Relations Chair, Dominic Flis. Attendees took a break after the franchisee-only meeting and were invited back into the room with the rest of the attendees for the opening general session.

Opening general session for the conference provided a great way to kickstart the event with lively and educational speakers. Fitzpatrick opened the session with a few remarks, then handed the mic to Kevin Newell, LEAD Committee chair. During his welcome, Newell thanked everyone for attending and spoke on the theme of the conference: People. Profit. Potential. Following Newell’s welcome, CFOs were invited to leave the room and attend a CFO Roundtable held by Patrick Webster with RSI. The annual Doing the Extraordinary Awards were held shortly after, followed by the panel LEADers in Success: The DM Role in Your Restaurant with CJ Fitzpatrick, David Deise and Larry Lewis. After the panel, Britni Garcia with the BK Foundation provided an update before keynote speaker Jim Sullivan with Sullivision presented Building Strong Cultures Through Dynamic Leadership.

The second day of the conference closed with an opening reception in the trade show where attendees were encouraged to walk the trade show floor and visit vendor partners.

Day three of the conference started bright and early with breakfast in the trade show followed by general session. The main focus of day three’s agenda was People. Profit. Potential. All three topics were touched on by insightful speakers and panels.

First up was People. HR Topics for the Non-HR ARLs with Attorney Doug Duerr, Lindsey Bond and Andrew Geiger. Up next was Profit. You Rule Your Margins with Kevin Newell, Restaurant Business Editor-in-Chief, Jonathan Maze, and RSI CEO Joel Neikirk. Attendees then broke for lunch in the trade show and were invited back to the general session to hear Fitzpatrick present Potential. Reach for Royalty, followed by two keynote speakers – mental health advocate Tara Rolstad and motivational speaker and former Tennessee Cornerback, Inky Johnson. Attendees were invited for a photo opportunity with Johnson after the general session, then made their way to Texan Station for the closing event for good food, good drinks and some live music.

The last day of the conference began with a breakfast in the general session room and the Equipment & Technology Forum. The forum opened with a BKC Technology Update from BKC’s Ana Silva. Following Silva were NFA’s vendor suppliers Welbilt, Xenial, Marmon and Budderfly. Each vendor presented for 20 minutes on their company’s products and services and had the chance to do Q&A with restaurant managers and franchisees. The Equipment & Technology Forum closed with an RSI update from Joel Neikirk.

Thank you to all who attended this year’s conference and a big thank you to this year’s LEAD Committee: Kevin Newell, Lindsey Bond, Andrew Geiger, Russ Lo Bello and Bob Reid.

We look forward to seeing you next year in Nashville, Tennessee, at the Grand Hyatt, June 3-6, 2024!

Welcome Dinner

The 2023 NFA LEAD Conference kicked off with a Welcome Dinner at Messina Hof Winery.

JS Foods’ CEO Anthony Josephson enjoys the food and wine pairing with NFA Chair Dan Fitzpatrick and JS Foods Vice President of Operations, Larry Lewis.

Attendees enjoy live music with their food and wine pairing at the Welcome Dinner.

Franchisees and vendors alike enjoyed networking at the Welcome Dinner.

Ayaz Virji, president of Are You Hungry Inc., connects with a fellow attendee during the Welcome Dinner.

The Welcome Dinner provided great networking opportunities for BKC representatives, franchisees, above-restaurant leaders and vendor suppliers.

Tom Garrett with GPS Hospitality spends time with Kevin Newell, LEAD Committee Chair, during the Welcome Dinner.

President, U.S. and Canada for BURGER KING®, Tom Curtis was in attendance at the Welcome Dinner at the Messina Hof Winery.

Conference attendees enjoy their time at Messina Hof Winery while sipping wine and enjoying a food pairing.

Shirley and Mike Humerian with S&M Restaurants Inc. enjoy a tour of the Messina Hof Winery during the Welcome Dinner.

NFA Chair and Vice Chair, Dan Fitzpatrick and Jim Froio, pose for the camera during the Welcome Dinner.

Franchisee-Only Meeting

Conference attendees stop by the registration desk to pick up their name badges to access conference events.

NFA Chair Dan Fitzpatrick opens the Franchisee-Only Meeting with an update on the 2023 Franchise Business Review Survey Results.

Franchisees listen to NFA Chair Dan Fitzpatrick’s presentation during the Franchisee-Only Meeting.

Elevanta Chair Glenn Levins provides an Elevanta update.

NFA Vice Chair Jim Froio takes the stage to answer any questions during the Franchisee-Only Meeting.

Keith Egyed with PEC Management asks a question during Q&A in the Franchisee-Only Meeting.

During the Elevanta Update, Elevanta handed out participation refund checks to members of its P&C and health insurance programs.

NFA Government Relations Chair, Dominic Flis, provides an update.

Opening General Session

Trade Show

Conference attendees took time to walk through the trade show floor and visit vendor booths.

SCI representative Zach DePyzzler poses for a photo with NFA LEAD Committee Chair, Kevin Newell, during the trade show.

Attendees mingle in the general session room before opening general session starts.

NFA LEAD Committee Chair, Kevin Newell, opens the 2023 LEAD Conference with his welcome and opening remarks.

Britni Garcia with the BK® Foundation provides an update to the audience.

JS Foods’s Vice President of Operations, Larry Lewis, Supreme Foods’s Director of Operations, David Deise, and QDI’s Vice President & Director of Operations, CJ Fitzpatrick, sit on the panel LEADers in Success: The DM Role in Your Restaurant.

Keynote speaker Jim Sullivan presents his keynote Building Strong Cultures Through Dynamic Leadership.

Breakfast in the Trade Show

Editor-in-Chief for Restaurant Business, Jonathan Maze, RSI CEO Joel Neikirk and NFA LEAD Committee Chair, Kevin Newell, lead the Profit. You Rule Your Margins segment of the LEAD

General Session

Vendor partners and franchisees alike were given the chance to mingle with one another over coffee and breakfast on the trade show floor.

Attorney with Elarbee Thompson, Doug Duerr, leads the People. HR Topics for the Non-HR ARLs segment of the LEAD Conference.

Attendees listen closely to the general session presentations.

Conference attendees enjoy breakfast before heading to general session.

A breakfast buffet was offered to conference attendees to kick start the second day of the conference.

NFA LEAD Committee member, Lindsey Bond, snaps a photo with Bennett Management Corp.’s District Manager, Brian Smith.

Guido Nava with Middleby talks with franchisees at the Middleby booth during breakfast in the trade show.

Kevin Newell opens the second day of general session at the 2023 NFA LEAD Conference.

Conference.

NFA Chair Dan Fitzpatrick captivates the audience during his Potential. Reach for Royalty segment.

Closing Event

Mental health advocate, Tara Rolstad, speaks to conference attendees about the importance of mental health in the workplace.

Former footballer and motivational speaker, Inky Johnson, was this year’s keynote speaker.

The Phoenix Organization team members listen closely to keynote speaker Inky Johnson’s presentation.

LEAD attendees enjoy time together at the conference closing event at Texan Station.

NFA Chair Dan Fitzpatrick meets with keynote speaker Inky Johnson after general session and poses for a photo.

The PJ Foods team has a chance to meet and greet motivational speaker Inky Johnson after general session.

Conference attendees enjoy food and drinks at the Texan Station inside the Gaylord Texan for this year’s closing event.

NFA Chair Dan Fitzpatrick enjoys his time at the 2023 NFA LEAD Conference closing event.

Conference attendees had the opportunity to enjoy live music during the closing event at the Texan Station.

Doing the Extraordinary Awards Doing the Extraordinary Awards

The following 11 people show us that even through the hardest of times, greatness can be achieved through hard work, dedication, compassion toward others and a passion for what you do.

Amairany Contreras has played an important role on the Are You Hungry team. As general manager, Amairany ran the highest FSS in their company for the past 12 months, which resulted in sales and traffic growth. In a time when restaurants everywhere are struggling to drive sales and traffic, she has gone above and beyond to ensure her store’s success.

Amarylis Clemente is the P.R.I.D.E. manager at Phoenix Organization, and she truly understands every aspect of being an above-average RGM. Amarylis is willing to help anyone in the company who needs guidance on any aspect of running a successful store. On top of that, her store averages almost $2.5 million with an FSS score of 4.8. Her readiness to extend a hand and help others is extraordinary.

Dontaue Holloway from PJ Foods LLC has played an integral role on their team as training manager. Dontaue has significantly improved store operations in his role, resulting in unprecedented sales growth. He has been PJ Foods million-dollar man for the last three years, and his leadership has added $1 million in revenue at two stores through his operations improvements.

Jasmine Zelaya is the district manager at Creative Foods Corp., and she consistently delivers results in operational excellence for her district. Jasmine’s leadership led to an FSS rating of 4.4 stars in Round 1, which is highlighted by her 98.1% REV average. On top of this, one of her teams received their second Platinum certificate in a row, both of which were perfect 100s.

Jaye Gravitt has been with Group 2029 Inc. for almost 40 years, starting as a cashier when she was just 16 years old. Jaye worked her way through the ranks at Group 2029, now serving as their director of operations. Jaye is a pillar of strength for their organization, and her longevity and commitment to the brand is truly extraordinary.

Larry Watkins has demonstrated outstanding leadership throughout his lengthy career at BURGER KING®, which has spanned over 40 years. Working his way from cashier to now a district leader at PEC Management, Larry has worked tirelessly in this position to establish the culture of PEC at four existing and two newly acquired restaurants. His leadership and direction got

the two new locations on track with PEC standards, achieving sales growth of over 25% at each restaurant, and improving delivery sales by 35% at both restaurants as well.

Maria Rocchio is a district manager with Creative Foods Corp. who leads a district of six teams, with an AUV of $3.4 million. Maria has a team with TTM sales beyond $4.4 million, and her district operates at an A, with an FSS average star rating of 4.2. Maria has cultivated a guest-centric approach in her stores and works hard to develop high-achieving employees needed to keep their restaurants running smoothly.

Megan Tidwell was challenged in a number of areas in 2022 as the HR manager at PEC Management. Megan personally developed an in-house training video that is used to teach assistant managers proper interviewing techniques. On top of all of this, she expanded the Foundations Manager Training program to better set up trainees for success. Finally, Megan successfully transitioned 875 employees from ADP to Paylocity at the end of 2022. The PEC team would not be complete without her leadership.

Mike Dusik has the important role of district manager at Mastoran Corp. for their restaurants in Maine and New Hampshire. Since entering a leadership role for the company, Mike has raised the average volume of his restaurants by $1 million. Most recently, Mike led the transition of multiple stores to 24-hour locations, making them the only restaurants in the entire state of Maine that are open 24 hours a day. Overall, Mike is an exemplary leader who cares about their employees and company culture.

Mike Mazer is the director of operations at GDK Development Inc., where he has spent nearly 40 years working for their company. Mike is committed to overall guest satisfaction, and his leadership has earned their company an FSS score of 4.6 and average unit sales that reach over $2 million. Mike consistently recognizes high-performing teams and has fostered great connections with their managers and team members.

Travis Kirkland is the head of operations at Consolidated Burger Holdings. In his role, Travis has guided 75 restaurants to perfect 100s on the most recent REV Rounds, and he raised their company’s FSS score from a D to an A in less than one year. Thanks to his hard work, his company has doubled in EBITDA from 2021-2022.

The Doing the Extraordinary Awards are awarded annually at the LEAD Conference to show appreciation for our above restaurant leaders. These awards are designed to acknowledge exemplary team members who went above and beyond to do the extraordinary for their companies.

Thank You to Our Sponsors

CHAIRMAN EMERITUS SPOTLIGHT:

Mike DeRosa

How did you first get involved with the BURGER KING® brand?

I was hired as a management trainee in Minneapolis in 1973. I was living in a small, beautiful farming community in Southern Minnesota, where I lived for a couple years after I graduated college. I wanted to get back to the big city, and I knew BURGER KING® Corp. (BKC) was hiring. They gave me the management trainee position, and I figured within a month I’d have an actual job. Then, I ended up staying with the brand for close to 50 years.

What was your career path from management trainee to franchisee?

I was hired in October 1973, but I started work Jan. 1, of 1974. I went from management trainee to assistant manager at store No. 760 within a couple weeks of graduating WHOPPER® College. In July 1974, I became the restaurant manager of store No. 870 in Apple Valley, Minnesota. By September 1974, I became the regional training manager at store No. 208, and a couple of months later in November, I began working at BKC in the training department, where I held the position of manager of operations training. I stayed there for three years, then came back to Minneapolis, where I worked as a company district manager, a franchise district manager and then the regional franchisee manager.

In 1983, I bought a restaurant in Eau Claire, Wisconsin, and that’s when I started my career as a franchisee.

From speaking with Steve Lewis, I remember him having a similar career path in the early 1970s. Did you two cross paths?

Actually, we did. Steve was promoted to district manager in October 1973, and I was his first interview and his first management trainee hire. We’ve been personal friends ever since. You could say it’s proof that he had a great eye for fabulous management talent!

Do you still have involvement with the brand?

Yes, I do! In 2007, when I was still a BURGER KING franchisee, I got involved with the Veterans of Foreign Wars Foundation (VFW) Unmet Needs Program. It’s a totally franchisee-driven fundraiser, and through my friendships with franchisees around the country, we’ve been successful in raising the funds for the program, which provides grants to military families. Even after I sold my stores in 2019, I stayed on the VFW Foundation Board of Directors and have been close to the Unmet Needs Program, and I still talk to BURGER KING franchise groups about the fundraiser. So, from that standpoint, I do still have an oar in the water. As far as day-to-day operations at restaurants, I only know what I read in the papers.

How did you hear about the National Franchisee Association (NFA)?

In the late 80s, there were a lot of groups around the country that were organizing franchisee associations. We were in what was the Minneapolis region at the time, and a bunch of us got together to talk about what was happening with the brand. We ended up starting the Mid-America Franchisee Association around the time when Pillsbury was acquired by Grand Metropolitan. We had pretty much grown up in the business with Pillsbury as the owner, so we wanted to make sure we joined together to stay on top of what was happening with the brand. There were several regional BURGER KING franchisee associations across the country, and we all saw the need for a national association.

Why did you decide to join the association?

The idea was that when you’re a franchisee in a particular market, you don’t really see what’s going on with the rest of the brand. If I’m in Wisconsin, I don’t know what’s happening in Texas or Indiana or Florida. One of the best ways to learn about the business is through other franchisees because they are peers, not competitors.

I really learned a great deal of how to run restaurants and restaurant companies properly from my fellow franchisees, and the best way to do that was to come together in the NFA, through activities, committees, conventions … all the things we do as an organization.

What was your path to becoming chair?

I ended up as the chairman of the operations, technology and profitability committee in 1992. I had been on that committee for a while, and a franchisee in Miami was the chair at the time. That was the year Hurricane Andrew hit Miami, and the chair had to take care of his stores and couldn’t run the committee. He asked me to do it, so I was the chair of that committee for a couple of years.

I decided to run for vice chair in 1994, and from there, it was standard that the vice chair would run for chair. I ran for chair in 1996 and won. It wasn’t hard to win because I don’t think anyone ran against me!

Did any significant events happen during your term?

The biggest event was the Hudson Beef Crisis. There had been an E. coli outbreak at the Hudson Beef plant in Omaha, and we had to recall half the country’s beef. For the first time in history, BURGER KING didn’t have any hamburgers. I was down in Miami on other business, and as I was on my way to catch my flight, I was called back by the BKC president at the time, and he showed me the news. There wasn’t an outbreak in the part of the plant where BURGER KING beef came from, but it was guilt by association. Hundreds of thousands of pounds of beef were recalled, and I stayed down in Miami for another week so NFA, RSI and BKC could do damage control.

How did NFA change your career?

It added to my career by making me a better BURGER KING operator and a better businessman. You learn from franchisees by joining the association and its committees, so not only do you get to see other operators, but you also get to see the workings of an organization like NFA, and you’re closer to BURGER KING. So, you can see how the two blend together, and it was a real education. It truly was like getting a master’s degree in restaurant operations. It was really an excellent experience.

What is your favorite memory of being a part of NFA?

My favorite memory would have to be the NFA conventions that I was part of. Our NFA conventions brought franchisees from around the world together, and I met a lot of friends that I still have today. Over in the U.K., there’s a gentleman named Andrew Silver who I’ve remained close personal friends with after all these years. These are connections that I’ll have for the rest of my life.

n

“Our NFA conventions brought franchisees from around the world together, and I met a lot of friends that I still have today.”

– Mike DeRosa

Congrats to the Class of 2023 BK Scholars

The BURGER KINGSM Foundation awarded $3.5 million to more than 3,500 students earlier this year, bringing education to the lives of college-bound high school seniors, BURGER KING® employees and their families. This brings the Foundation’s total impact to over $58 million in scholarships awarded to students across North America since 2000.

We want to thank each of our franchisees for their continued support over the past year, as well as the McLamore Family, who fund the Foundation’s three largest scholarships, the $50,000 James W. McLamore WHOPPER® Scholarship awards. Below are some examples of how the Foundation’s scholarships are helping empower students in our communities and our team members. Here are a few words quoted directly from our scholars!

For more information on the Foundation or if you have any questions on how to get involved, please email the BURGER KING Foundation Team at bkfoundation@rbi.com.

SCHOLARS SPOTLIGHT

“ Before coming into college, I never received this much kindness and generosity. I grew up in a very small rural area called Belle Glade, centered around poverty and violence. Throughout my youth, I had to face many of life’s hardships and difficulties. I honestly did not think that this scholarship could truly impact my life, but I have been proven wrong. You lightened my financial burden and allowed me to focus more on important aspects of school. I hope one day I will be able to help students, just as you have helped me.”

-Kerlande Similien

“ The BK® scholarship helped me realize that anything is possible. I wasn’t sure if I was going to receive any additional financial assistance for college, but the BURGER KING Scholarship helped me out a lot during my first year in college. It relieved a lot of stress on my family financially while we were still going through a difficult time. I am grateful to whomever directed me to apply for the scholarship and the scholarship committee for its communication during that time and for their review of my scholarship materials!”

-Verniece Lowe

MEMORABLE MOMENTS FROM YEARS OF NFAEVENTS

Since 1988, National Franchisee Association (NFA) has been fortunate to have support, from our members to business partners and beyond, to ensure the success of this organization. We’ve come a long way from our humble beginnings of small franchisee-only meetings, now hosting national events like the Leadership, Exploration and Development (LEAD) Conference with over 500 attendees, including all types of managers from our BURGER KING® restaurants. Garnering this success hasn’t always been easy, but yearly events have propelled NFA forward and often served as a benchmark of how far we’ve come. Ask any long-time NFA member about their experiences at our events over the years — they will have tons of stories to share. Here, we rounded up the top 35 (documented) memories from our many events over the past 35 years. We can’t wait for what’s to come!

1DEC. 1998

by ALLISON MCCALLUM

Known as the “founders’ meeting,” 10 BURGER KING franchisees meet in Phoenix, Arizona, to discuss the future of the brand and ways that they can come together on a national level to get the attention of BURGER KING Corp. (BKC). This meeting is known as the impetus of NFA.

2

FEB. 1990 The first meeting covered in Flame is in Coral Gables, Florida. Former President of BKC, Ron Petty, is in attendance and acknowledges that communication between NFA and BKC has been “one way.”

3 JUNE 1991 Bill Spence and Christopher Dams present to NFA members at the Dallas meeting regarding the early stages of the purchasing co-op, the precursor to Restaurant Services Inc. (RSI). NFA members feel like they need more details and answers to their questions before backing the co-op.

4

JUNE 1992

For the first time, over 20 exhibiting vendors attend an NFA meeting to share their products and services with members, including The Coca-Cola Co., Dr Pepper, Nieco and Welbilt, all of whom still support NFA.

5 OCT. 1993

James McLamore attends the first NFA Annual Convention in San Francisco. More than 900 people are in attendance.

6 OCT. 1994

Fran Tarkenton, former New York Giants and Minnesota Vikings player, attends the NFA Annual Convention in Las Vegas as the keynote speaker.

7OCT. 1995

The Coca-Cola Co. hosts a Halloween Extravaganza at Pleasure Island in Walt Disney World as the closing event of the NFA Annual Convention. This portion of the park is rented out exclusively for NFA members and convention guests.

Jack Eberly and Curtis Smith at the Coral Gables meeting.

Fran Tankerton signs autographs for fans after his keynote speech.

NFA members and their families came dressed in costume for the Halloween Extravaganza to close the annual convention.

8 NOV. 1997

NFA’s Political Action Committee (PAC) is launched at the fifth annual NFA Convention. Founding members are celebrated at a Founder’s Luncheon.

Copies of the original sketches commissioned by Jim McLamore of the first BURGER KING® are auctioned off to raise funds for the McLamore Foundation.

9 MAY 1998

NFA celebrates its 10-year anniversary in Nashville at the sixth annual NFA Convention. The sketches commissioned by Jim McLamore for the original BURGER KING restaurant are auctioned at the fundraiser gala.

10APR. 1999 Diamond sponsor The Coca-Cola Co. plans an authentic New Year’s Eve bash to celebrate the new millennium at the annual convention, and rock band Chicago plays at the event.

11APR. 2000

NFA hosts Prime Minister of Israel, Benjamin Netanyahu, and Martin Luther King III as the keynote speakers of the annual convention.

12 APR. 2001 BURGER KING Scholar, Ella Lazo, is invited to speak at the annual convention. Her story of attending high school and dreaming of becoming a doctor, while working part-time to support her newly immigrated family, brings the audience to tears.

Lazo

for helping

Nancy McLamore, late-founder James McLamore’s wife, is in attendance at the annual convention. She’s presented with a large bouquet of flowers at the opening general session.

13 MAY 2003

Continued on page 36

The theme of the 1999 annual convention is “Countdown to the Future” in anticipation of the new millennium.

The BURGER KING NASCAR is donated as an auction item and brings in $31,000 for the McLamore Foundation.

thanks Steve Lewis and the McLamore Foundation

her realize her dream and announces that she is enrolled full-time at Ursinus University.

Continued

16

MAY 2007 NFA awards Oregon franchisee John Rachor with the first Humanitarian Award at the 15th NFA Annual Convention. Rachor was able to save a mother and two children who were stranded in the mountains of Oregon when he spotted them from his helicopter.

17

OCT. 2007 Political odd couple James Carville and Mary Matalin join the second NFA-BKC Government Relations Conference. The two shared their differing political insights and personal stories with the crowd.

18

MAY 2008 In conjunction with BKC’s Global Convention, NFA and RSI host the NFA-RSI Member Meeting. Cal Ripken Jr. is invited to speak.

14

MAY 2005 NFA and BKC enter a “pledge of cooperation” publicly at the NFA 13th Annual Convention. Former BKC President, John Chidsey, gives his word that NFA and BKC will work together toward shared goals.

15 SEPT. 2006 The inaugural NFA-BKC Government Relations Conference,

19

SEPT. 2009 NFA hosts the Town Hall II, a restructured government relations summit. NFA members attend over 160 meetings with members of Congress.

20

SEPT. 2010 Political commentator Tucker Carlson attends the 2010 NFA Annual Franchisee Summit on Capitol Hill and speaks to NFA members.

21SEPT. 2011

During the NFA/BKC Summit, President Obama calls a joint session of Congress. Five NFA franchisees and one district manager, along with BKC’s Washington Council, are invited to attend the president’s address and joint session.

Nancy McLamore became a regular attendee at NFA meetings. In 2008, she attended the NFA Leadership Luncheon to kick off the NFA-RSI meeting.

Rep. Paul Ryan wins the 2011 King of the Hill award. He poses with Tony Versaci, Mike DeRosa, Doug Peacock and Steve Wioberg after receiving his award.

NFA Chair Dan Fitzpatrick and the NFA Board of Directors stand onstage with BKC Chairman and CEO, Greg Brenneman, and BKC Americas President, John Chidsey, where they make a “pledge of cooperation” in working with NFA.

22

JULY 2012

Franchisee Len Rohde, former San Francisco 49ers player, is recognized for his retirement at the Great West Franchisee Association meeting. To honor him, everyone in attendance wears a red 49ers jersey with Rohde’s old number: 76.

29

JUNE 2017

NFA members and business partners attend the Washington Nationals game to celebrate the NFA/BKC Summit.

30

SEPT. 2018

NFA’s Government Relations Committee (GRC) meets with 28 congressional offices and leaders and six congressional candidates in less than 48 hours at their GRC meeting.

31

JUNE 2019

23

JULY 2013

The Mid-America Franchisee Association presents the Veterans of Foreign Wars Foundation with a check for $100,000 for the foundation’s Unmet Needs Program.

24

SEPT. 2014

NFA hosts a legislative workshop in conjunction with the NFA/BKC Summit, where legislators, NFA members and BKC representatives, including then-president Alex Macedo, participate in educational sessions and roundtable discussions.

25

APR. 2015

Quality Dining Inc. hosts a bus tour for Florida-Caribbean Franchisee Association (FCFA) members to view their newly renovated restaurants in the Tampa area. One prominent new restaurant feature is the double drive-thru.

26 OCT. 2015 The restructuring of National Association Management Group to Elevanta is announced at the NFA Annual Meeting. The new logo is unveiled to NFA members.

NFA hosts the inaugural LEAD Conference in Dallas, marking the largest NFA event in over 10 years. Over 500 franchisees, above restaurant leaders and vendor partners are in attendance.

Continued on page 36

27 JAN. 2016

The Mid-South Gulf/South Central regions open their regional meeting to include above restaurant leaders from the region for the first time. Breakout sessions are planned so attendees can get the most out of the experience.

28

JUNE 2016

Attendees of the 2016 NFA/BKC Summit close the event at the International Spy Museum. Some provide their lip prints to an analyst at the museum.

Former NFA Chair Tony Versaci and Rohde pose amidst the sea of red jerseys.

FCFA members check out the double drive thru lanes at a Quality Dining Inc. BURGER KING®.

Vice Chair Jim Froio, Chairman Emeritus Steve Lewis and NFA Chair Dan Fitzpatrick listen intently at the franchisee-only section of the LEAD Conference.

Brian Robison and Larry Forsee provide their lip prints to the analyst while Ray Meeks jokes with them.

35 Moments

Continued from page 37

33 JULY 2021 NFA Executive Director Christy Williams is recognized for 20 years of service to NFA at the Mid South Franchisee Association (MSFA) meeting. MSFA donates money to the Rod Martin Scholarship Fund in Williams’ honor.

34 JUNE 2022

Keynote of the 2022 LEAD Conference, Chris Norton, stands from his wheelchair on stage during his address to attendees. Norton suffered a spinal cord injury that left him with a 3% chance of being able to move again, making this an emotional feat.

35 JAN. 2023

MSFA and FCFA recognize Kelton Graham of Keurig Dr Pepper (KDP) for his retirement from the brand at their joint regional meeting. Graham is honored for his years of service to KDP, NFA and BURGER KING at the event’s dinner cruise, sponsored by KDP. n

ALLISON MCCALLUM is the communications editor for NFA. You may reach McCallum at allisonm@nfabk.org or call 678-797-5165.

Norton stands during his keynote address, defying the odds that he would never move again after his spinal injury.

FCFA President Russ Lo Bello thanks Graham for his dedication to BURGER KING and NFA.

Transforming the Dining Experience.

Transforming the Dining Experience.

Happy customers are the ultimate indicator of a successful restaurant. And while nothing can match the bliss of biting into a delicious WHOPPER®, customers need something to enjoy while waiting for their order or enjoying their meal. But what?

Happy customers are the ultimate indicator of a successful restaurant. And while nothing can match the bliss of biting into a delicious WHOPPER®, customers need something to enjoy while waiting for their order or enjoying their meal. But what?

Recent surveys show two outstanding trends that determine how today’s guests decide where to take their business: convenience and digital experiences. Here’s what that means for the next generation of dining.

Recent surveys show two outstanding trends that determine how today’s guests decide where to take their business: convenience and digital experiences. Here’s what that means for the next generation of dining.

Successful Restaurants Go Digital.

Successful Restaurants Go Digital.

Today, the standard for serving guests increasingly includes digital experiences. Whether for safety measures or simply an easier transaction, customers now expect the convenience of online commerce – at all times.

Today, the standard for serving guests increasingly includes digital experiences. Whether for safety measures or simply an easier transaction, customers now expect the convenience of online commerce – at all times.

From ordering and payment to delivery options, this year has seen significant strides in digitizing the food industry’s customer journey As a result, more people than ever are ditching their kitchens for outside options. In fact, half of all consumers polled say they plan to dine out more frequently in the next six months. The venues that draw them in will be those that create a memorable environment, supported by digital interactions.

BURGER KING®’s Secret Ingredient? Atmosphere.

BURGER KING®’s Secret Ingredient? Atmosphere.

Introducing Atmosphere, the world’s No. 1 streaming TV service for businesses. From news and sports, to viral videos and more, Atmosphere’s ultra-engaging channels keep customers entertained while they wait for their order or enjoy their meal. Plus, the platform’s family-friendly, audio-optional content is constantly updated to keep customers coming back for more.

Introducing Atmosphere, the world’s No. 1 streaming TV service for businesses. From news and sports, to viral videos and more, Atmosphere’s ultra-engaging channels keep customers entertained while they wait for their order or enjoy their meal. Plus, the platform’s family-friendly, audio-optional content is constantly updated to keep customers coming back for more.

Intrigued? Check out the BURGER KING TV channel, available exclusively to franchisees. This unique offering gives customers access to a custom blend of Atmosphere’s most engaging channels, seamlessly integrated with the BURGER KING brand. It’s the perfect way to build recognition while playing content that leaves customers feeling pleased with their experience.

Intrigued? Check out the BURGER KING TV channel, available exclusively to franchisees. This unique offering gives customers access to a custom blend of Atmosphere’s most engaging channels, seamlessly integrated with the BURGER KING brand. It’s the perfect way to build recognition while playing content that leaves customers feeling pleased with their experience.

Businesses can also use AtmosphereAds, a free, easy-to-use advertising tool that turns TV screens into promotional opportunities. Whether you’re highlighting upcoming events, advertising specials or promoting employment opportunities, AtmosphereAds is proven to raise awareness and increase profits.

Your Bottom Line.

Businesses can also use AtmosphereAds, a free, easy-to-use advertising tool that turns TV screens into promotional opportunities. Whether you’re highlighting upcoming events, advertising specials or promoting employment opportunities, AtmosphereAds is proven to raise awareness and increase profits.

It’s All About Convenience.

From ordering and payment to delivery options, this year has seen significant strides in digitizing the food industry’s customer journey As a result, more people than ever are ditching their kitchens for outside options. In fact, half of all consumers polled say they plan to dine out more frequently in the next six months. The venues that draw them in will be those that create a memorable environment, supported by digital interactions.

Sixty-two percent of consumers say that the number one reason they choose a restaurant is convenience. Though the ability to order and pay anywhere has elevated off-premises options like delivery and takeout, it has also transformed what guests expect from a restaurant’s physical space.

It’s All About Convenience.

Sixty-two percent of consumers say that the number one reason they choose a restaurant is convenience. Though the ability to order and pay anywhere has elevated off-premises options like delivery and takeout, it has also transformed what guests expect from a restaurant’s physical space.

Surveys show that today’s diner expects their in-person experience to include easy ordering, direct communication on a venue’s health and safety practices and personalized offers.

Surveys show that today’s diner expects their in-person experience to include easy ordering, direct communication on a venue’s health and safety practices and personalized offers.

This gives venues an opportunity to build deeper relationships with their customers by bringing the convenience and personalization of an online experience to their physical spaces.

This gives venues an opportunity to build deeper relationships with their customers by bringing the convenience and personalization of an online experience to their physical spaces.

Your Bottom Line.

For a franchisee with 40 locations, cable TV costs around $30,000 a year. That’s $300,000 every decade and $900,000 over a 30-year span. Atmosphere, on the other hand, is free! In fact, it brings money in with engaging entertainment and BK® branded LTOs. Participating Atmosphere restaurants saw:

14% increase in new business

For a franchisee with 40 locations, cable TV costs around $30,000 a year. That’s $300,000 every decade and $900,000 over a 30-year span. Atmosphere, on the other hand, is free! In fact, it brings money in with engaging entertainment and BK® branded LTOs.

19% increase in repeat guests

Participating Atmosphere restaurants saw:

14% increase in new business

19% increase in repeat guests

That’s a huge impact. So as you look for new ways to create a memorable dining experience for your customers, put Atmosphere’s digital content at the top of the list.

That’s a huge impact. So as you look for new ways to create a memorable dining experience for your customers, put Atmosphere’s digital content at the top of the list.

Atmosphere is a Sapphire partner member of the National Franchisee Association. The company may be reached at 512-572-9741 or atmosphere.tv.

Ready to get started?

Visit atmosphere.tv

Atmosphere is a Sapphire partner member of the National Franchisee Association. The company may be reached at 512-572-9741 or atmosphere.tv.

RSI Honors Long-Time Partners in Profitability

At Restaurant Services Inc. (RSI), we have a clear set of values that guide our everyday supply chain efforts — across the organization — to help us ensure supply for our members at the best cost. Guiding these principles are trust and transparency, two important values that cement the foundation of any successful business relationship.

While most of our supplier and distributor relationships average 15-20 years, some surpass the 25-year mark. This year, we bid farewell to two exceptional, long-term business partners who are set to embark on the next chapter of their storied careers — Barry Danckert, vice president, Global RBI Business, The Coca-Cola Co., and Kelton Graham, vice president, RBI Business, Keurig Dr Pepper.

Danckert joined The Coca-Cola Co. in 1997 and immediately became entrenched in the BURGER KING® business, managing the Asia-Pacific region.

Reflecting on his outstanding career and partnership with the BK® brand, Danckert speaks proudly of the work delivered, “There are so many exciting programs we have launched over the years, including our partnership with Netflix’s ‘Stranger Things’ release in 2019, which drew thousands of new guests to the BK® mobile app.”

Graham has been the face of Dr Pepper through the BURGER KING system for nearly 35 years.

He fondly remembers his many years of best-in-class collaboration and contributions to the continued growth of the BK® brand, “In 1999, we took this partnership to new heights with the expansion of Dr Pepper into all BURGER KING restaurants throughout the U.S. and the Caribbean, resulting in increased beverage sales, menu consistency and satisfied guests.”

Danckert’s strong team is ready to leverage the momentum he’s built over the past 26 years.

“The best advice I can leave is to get

into the restaurants and listen to the team members! Observe the consumer. Take a survey of the entire restaurant and understand where there are opportunities to better connect with the consumer and sell more beverages, the most profitable item for the franchisees. No consumer should come into BURGER KING without purchasing a revenue-generating, ice cold Coca-Cola beverage,” said Danckert.

Similarly, Graham connects successful business partnerships to authenticity and passion, saying, “Bringing all our assets and resources to the table is a must, as it allows us to continually improve our business, grow profitable sales and drive frequency across the system. We need to be creative about how we use the resources available to us and always think about how we can best leverage these assets for success.”

The restaurant business is more than just a place to grab a quick meal; it’s an opportunity to positively impact lives and build meaningful relationships.

“I am thankful to have had the chance to be part of such an amazing system and build lifelong relationships with some of the industry’s most talented, successful and kind individuals. It has truly been a privilege to work with each of them, learn from their experiences and witness first-hand how hard work, dedication and strong vision can lead to success,” said Danckert.

Graham describes his experience working with the BURGER KING system as an incredible journey full of memories he will cherish for many years.

“From collaborating on business initiatives to developing personal friendships, I can honestly say this has been an extraordinary and unique experience. Everyone at BKC welcomed me with open arms, and every morning, I would wake up feeling excited and proud to be a ‘warrior’ for the brand,” said Graham.

Joel Neikirk, RSI’s president and CEO, describes Danckert and Graham’s

influences as nothing short of remarkable.

“Their dedication is unmatched, and it is no surprise they are considered true ambassadors for BURGER KING. Barry and Kelton know how to bring out the best of both beverage companies to support our brand, all while cultivating and strengthening their commitment to restaurant operators and their teams. By working collaboratively with all involved, they have ensured that Coca-Cola and Dr Pepper remain at the forefront of excellence — a testament to their hard work and passion for success.”

RSI has been proud to partner with The Coca-Cola Co. and Dr Pepper for the past three decades. We recognize that with the support of these powerful relationships, which have grown year after year, we have remained one of the leading supply chain management organizations in this industry.

“The Coca-Cola Co. and Dr Pepper have a long legacy of partnership with franchisees both large and small,” said National Franchisee Association Chair and BK franchisee, Dan Fitzpatrick. “Kelton spent nearly his entire professional career in the BURGER KING brand and provided relentless resolve pointed toward supporting the franchisees in their interactions with Dr Pepper. Barry, who has had a shorter tenure with the BURGER KING brand, also participated in meaningful ways to support our franchisees always. We look forward to continuing to work with the new leadership of the Dr Pepper and The Coca-Cola Co. teams to deliver on the promise of the BURGER KING brand.”

Both Danckert and Graham acknowledge that there is always more to do and more innovative ways to help grow the business. We are all accountable to help sell more and win together — and that is just what RSI will carry on doing. We look forward to fostering new business relationships with The Coca-Cola Co. and Dr Pepper to continue to deliver the most favored and loved beverages to guests each day. n

Maximizing Benefits and Promoting Inclusion: Harnessing the Power

of the Work Opportunity Tax Credit in Franchise Businesses

contributed by Mize CPAs

The Work Opportunity Tax Credit (WOTC) is a federal tax credit available to employers in the United States who hire individuals from specific target groups that have historically faced barriers to employment. It is designed to incentivize employers to hire and retain workers from these groups by providing financial benefits in the form of tax credits.

Franchise owners should care about the WOTC for several reasons. Firstly, it offers a financial incentive and potential tax savings for hiring eligible employees, reducing their federal income tax liability. Secondly, it provides access to a diverse pool of qualified workers from target groups, aligning with workforce diversity initiatives. Additionally, participating in the WOTC program can enhance a franchise's public image and brand reputation by showcasing their commitment to social responsibility.

The process involved in claiming WOTC credits is complex and requires time to ensure they are claimed properly. Also, maximizing credit opportunities, compliance, risk mitigation and staying updated with changes can be daunting. Hiring an accountant that specializes in WOTC management can ensure proper implementation, accurate documentation and compliance with program requirements, potentially maximizing tax savings and minimizing risks.

Regarding the timing of claiming credits, it is generally

advisable to sign up for WOTC services early. Ideally, you want to be enrolled in services before hiring new employees to establish proper systems and capture required information from the start. Early enrollment ensures a streamlined process and avoids missing out on potential tax credits. Still, it is not too late to get the process started if you haven’t already.

In conclusion, the WOTC program offers financial incentives, access to diverse talent and a positive brand image for your business. Hiring a professional and signing up for WOTC services early can help optimize tax savings and ensure compliance with program requirements and deadlines. Regular monitoring and review of eligible employee data are essential to maximize benefits from the program.

If you would like to learn more about the WOTC program as well as additional accounting solutions for your business, go to MizeCPAs.com. You can also contact Marc Swearengin directly at mswearengin@mizecpas.com to start maximizing your benefits today. n

Mize CPAs is a full-service accounting firm that has provided the Elevanta accounting and payroll solution since 2003.

TO QUALIFY FOR WOTC, EMPLOYERS MUST HIRE INDIVIDUALS IN TARGETED GROUPS THAT

INCLUDE:

1. Long-term unemployed individuals (unemployed for at least 27 consecutive weeks)

2. Temporary Assistance for Needy Families (TANF) recipients

3. Veterans and disabled veterans

4. Supplemental Nutrition Assistance Program (SNAP) recipients

5. Designated community residents (residing in certain federally designated empowerment zones or rural renewal counties)

6. Vocational rehabilitation referrals

7. Ex-felons

8. Supplemental Security Income (SSI) recipients

9. Summer youth employees (16-17 years old residing in designated communities)

Preparing Your BURGER KING Restaurant for Severe Weather

Whatever part of the country your business is in, severe weather can impact your operations throughout the year. Consider these U.S. statistics on severe weather from the National Oceanic and Atmospheric Administration (NOAA):

• About 1,200 tornadoes hit each year.

• 100,000 thunderstorms occur each year and 10% reach severe levels.

• Damaging winds are classified as those exceeding 50-60 mph.

• Floods kill more people each year than tornadoes, hurricanes or lightning. Because severe weather can happen anywhere, it is important to take the time to create a plan for any extreme weather that might come your way.

Building a Severe Weather Plan

Preparing for severe weather takes a combination of planning, emergency equipment, team training and exercise drills. Here are some quick tips to help you prepare:

1. Set up an emergency action plan. Occupation Safety and Health Administration (OSHA) recommends including:

• An evacuation policy

• Emergency escape procedures and route assignments, such as workplace maps noting refuge areas

• Names and telephone numbers of important individuals within and outside your business

• Procedures for employees to perform or shut down operations

• Rescue and medical duties for any workers

2. Ensure all employee contact numbers are current so everyone can be accounted for in an emergency.

3. Designate a severe weather shelter. Notify staff of its location and post signage for customers. If your business does not have a shelter, locate a storm shelter nearby or consider sending employees home before severe weather hits.

4. Implement a communication system to notify employees to evacuate, take shelter or take other actions.

5. Store originals or duplicate copies of accounting records, legal documents, your employees’ emergency contact lists and other essential records in a secure location.

6. Compile a kit to be taken into the shelter that includes:

• Flashlights

• Emergency blankets

• Water

• Gloves

• First aid kit

• Battery powered radio

7. Hold training sessions and practice emergency drills with staff to ensure everyone understands the emergency process.

Hurricane Preparedness

Hurricanes are another cause of concern for many businesses. The average hurricane season has 14 named

contributed by Lockton Cos.

storms, seven hurricanes and three major hurricanes. While 2022 saw fewer major hurricanes than the typical year, Hurricane Ian was the third-costliest hurricane in U.S. history with $112.9 billion in damages.

To prepare your franchise in the event of an active 2023 hurricane season, follow these tips:

Make a Risk Assessment

Your building and its contents are likely your biggest assets and can also be costly to replace. A risk assessment can help ensure you are better prepared and protected. Start with an evaluation of your particular risks, such as vulnerability to storm surge, inland flooding or wind damage.

Research Insurance Options

Proper insurance coverage can help you protect your restaurant’s building and its contents. Once you understand the particular risks that your location faces, educate yourself on coverage options that make sense for your business. Explore options for property coverage, business interruption insurance and more.

Develop a Hurricane Plan

Accurately forecasting the path of a hurricane, its strength and the impact on your local area is difficult. But there are ways you can prepare for any storm well in advance.

• Create an emergency response plan and share it with employees. Make sure the plan is documented in writing and revisit it regularly.

• Consider stocking supplies you may need in the event of a hurricane, such as generators, sandbags and window coverings.

• Keep duplicate records or invest in software that will backup essential, sensitive documents. Cyber liability insurance may also be beneficial.

• Decide on a communications plan to keep customers and employees informed about potential store closings or other restaurant emergencies.

Business Insurance for Your BURGER KING® Franchise

Severe weather can be worrisome and costly. But with the right severe weather plan, you can protect your employees and customers. And with the right business

insurance from co-brokers Lockton Affinity and Elevanta, your building and property can be protected, too.

Visit Elevanta.LocktonAffinity.com to learn more. n

The Elevanta Insurance Program is administered by Lockton Affinity, LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478. Coverage is subject to actual policy terms and conditions. Policy benefits are the sole responsibility of the issuing insurance company. Coverage may be provided by an excess/surplus lines insurer which is not licensed by or subject to the supervision of the insurance department of your state of residence. Policy coverage forms and rates may not be subject to regulation by the insurance department of your state of residence. Excess/Surplus lines insurers do not generally participate in state guaranty funds and therefore insureds are not protected by such funds in the event of the insurer’s insolvency. Elevanta will receive a royalty fee for the licensing of its name and trademarks as part of the insurance program offered to the extent permitted by applicable law.

five new rules The five new rules

of Leadership

Ihad the pleasure of presenting a leadership development workshop for BURGER KING® franchisees and above restaurant leaders at National Franchisee Association’s (NFA) 2023 LEAD Conference in Dallas. If you were unable to attend, you missed a good conference. I’ve delivered over 25 live Multiunit Leadership workshops at conferences around the globe in the last twelve months, I think I know a good conference when I see one. Kudos to the organizers and, of course, all the attendees who shared as much insight as they gained. One of the best things about the 2023 NFA LEAD Conference is that after 36 months of COVID-19, we were focused once again on how to play to win instead of playing not to lose.

Here’s an executive overview of the key strategies I shared in my presentation

“The Five New Rules of Leadership: Best Practices to Engage, Lead and Inspire Our NextGen Team Members.” If you’d like to go on a deeper dive into any of these strategies, check out my bestselling book “Multiunit Leadership” on Amazon.

No. 1 Strategic Clarity:

Create a Leadership GPS

Let’s start with the basics: Your goal is to teach your managers and hourly team

members how to think instead of just telling them what to do. It all starts with identifying and then clarifying the specific strategies you want to deploy in the coming year in your operations and 1) clearly communicating those strategies to the team on a daily basis and 2) making certain that all your managers and team members clearly understand their specific roles in achieving those goals. To that end, strategic clarity is not achieved by a speech but is realized by staging effective daily pre-shift meetings in which you focus on small daily improvements in speed, quality, service and sales so that you incrementally attain the larger monthly or quarterly P&L goals. By the inch, it’s a cinch; by the yard, it’s hard.

No. 2 Talent Density: Retention as a Recruiting Strategy

The average hourly turnover rate in the foodservice industry is now 174%. Which means that your primary staffing strategy is now retention. This churn rate is simply unsustainable and is taking its toll on our hard-working RGMs. Especially when we impose labor targets that results in RGMs having to work hourly positions during peak periods to keep on budget. The truth is that there

is no labor crisis, there are only companies who fail to put people first. Keeping employees happy is the best marketing you can do. Be supportive and grateful for all your team members before, during and after every shift. Daily recognition, engagement and encouragement of our team members is like brushing your teeth. You don’t have to do it with everyone; just the ones you want to keep. Creating a restaurant culture based around dignity, care, respect and equity for your team members attracts other team members. A solid retention strategy doubles as a recruiting strategy. Now is the time to ask yourself another big question: Are our current BK® systems for recruiting, onboarding and training new team members outdated, designed for a potential employee that no longer exists? Many of the companies we work with have answered “yes,” and we co-design new recruiting and engagement processes that align with our current generation and not one from 10 years back.

by JIM SULLIVAN

N

o. 3 Habitual Consistency

Consistency in operations is the most effective marketing strategy you can deploy. This brings more customers back with their family and friends. When we fail, we don’t fail to the level of our goals, we fail to the level of our systems. Assess your systems and processes quarterly and reduce complexity wherever it exists. This makes habitual consistency easier to attain. Be persistent in sticking to the BK standards that result in consistent throughput, consistent training and consistent profitability. Make pre-shift meetings mandatory, not optional and focus on consistency as a goal of every shift. Use your smartphone to record the pre-shift meetings that are most effective and share them with all your other managers. None of us are as smart as all of us. Persistency gets you there. Consistency keeps you there.

No. 4 Relentless Repeatability: No Train, No Gain

The key to consistency in operations no matter who is managing each shift is consistent, daily engagement, training and

focusing on established standards around cleanliness, quality, teamwork, service and selling. Don't expect 100% productivity from team members when you only give them 10% training. We can’t hold teams responsible for not doing what we never showed them how to do. Here is where pre-shift meetings deliver yet another benefit, a daily platform for teaching and learning. If your RGMs are inconsistent in their pre-shift meetings, then make it part of their bonus criteria. What you reinforce is what you get. What you don’t reinforce is what you lose.

No. 5 fierce Resolve: Improve One Thing Daily

The will to win is not enough. The will to prepare to win is what separates success from mediocrity. This means getting brilliant at the basics and never being bored with the basics. The restaurant business will not get easier. We must get better at it. Adapt, innovate, improve. “Normal” (i.e., 2019) is not coming back, and if it did, it would result in operational failure. Stop yearning for the way things used to be; If the only new thing we have

to offer our customers and team members is an improved version of the past then today and tomorrow can only be inferior to yesterday.

No matter what problems we’re facing today, they’ll be different tomorrow, and they will be bigger. However, there is one BURGER KING challenge that, if solved, makes solving all your other problems easier. Knowing how to plan, communicate and execute strategy is the cornerstone capability that any multiunit leader should master to achieve excellence. Work on it daily. Your future is either what you make it or what you let it become. n

JIM SULLIVAN is the CEO of Sullivision.com, a global consultancy whose clients include Starbucks, Chipotle, Texas Roadhouse, Domino’s, Chick-fil-A, Disney and BURGER KING. He’s the author of the bestseller “Multiunit Leadership,” available at Amazon in print, audio, ebook and Spanish versions. You can reach him at jim@sullivision.com and follow him daily on LinkedIn.

Should You Care About the National Labor Relations Board (Whatever That Is)?

Most people, to the extent they know about the National Labor Relations Board (NLRB), mistakenly believe it only has to do with unions. This is actually not correct because, although the NLRB is often in the news in connection with unionized employers or targets of union organizing activities, the NLRB enforces the National Labor Relations Act (NLRA), a 1935 law which applies to most employers. Unless you are an airline, railroad, government or very, very small business, you are covered by the NLRA and, thus, subject to enforcement action by the NLRB. “So what?” you might ask, “In all my years of business, I have never come across them.” If that is the case, you are far luckier than a number of businesses that learned the hard way in 2012 that disciplining employees who were exercising rights

under the NLRA could result in substantial penalties and bad publicity.

The “Fight for $15” campaign, a “grass roots” movement, supported by the SEIU national labor union, began in 2012 with around 200 fast-food workers who were not unionized, walking off the job and picketing their employers, demanding $15/hour. A number of those picketed employers disciplined, including with termination, the picketing/striking employees. Not surprisingly given the publicity and the involvement of the SEIU, those employers received a swift lesson about employees’ rights under the

by DOUGLAS H. DUERR

NLRA and the procedures of the NLRB. The consequences were legal bills, orders of reinstatement of terminated workers, backpay, posting of notices and other remedies.

With the passage of 11 years, the memory of those events has faded for many, if not most, retail employers, and many of the supervisors and managers working now had not entered the workforce and thus are not likely to know of these events. Why does this matter? The employee rights under the NLRA still apply and continue to apply even when there is no union. The rights are set forth in Section 7 of the NLRA and are as follows:

employees or as a logical outgrowth of communications/actions with one or more employees) engage in activity that is intended to improve the conditions of employment, that conduct is protected. Indisputable examples of the exercise of §7 rights include work stoppages, picketing, leafletting and other forms exerting economic, political or public relations pressure on an employer to improve workplace conditions. To be clear, not all conduct is permitted. For example, vandalism, violence, work slowdowns, maligning the employer’s products/services, deliberately false statements and the like are not protected.

So, again, since the Fight for $15 has been largely out of the news since 2012/2013 (although it still has an actively updated website), why does this matter and who cares about the NLRB? Being aware of the rules stated by the NLRB matter, and you should care because there have been some relatively recent developments that increase the potential for you and your business having contact with the NLRB.

First, public support for big labor is the highest it has been in many decades. A Gallup® poll from last year found that 71% of Americans have a favorable opinion of labor unions. Couple that with a steady stream of news of workers organizing at Starbucks®, Apple® retail stores and Amazon® locations, workers throughout the U.S. and in industries not normally targets of union organizing are beginning to take action.

What does this mean? While it could take a textbook to explain it fully, stripped to the bare minimum, it means that if two or more employees (or one with the authority of one or more

In addition, the NLRB increased its active presence on social media to target younger workers, now regularly posting regarding legal developments and expansion of employee rights. In fact, I recently heard an anecdote from an NLRB official about members

Continued on page 50

Employees shall have the right to self-organization, to form, or assist labor organizations, to bargain collectively through representatives of their choosing and to engage in other concerted activities for … mutual aid or protection, and shall also have the right to refrain from any or all activities …

Labor Relations

Continued from page 49

of the public finding out about changes in the law even faster than the front-line personnel of the NLRB’s field offices. Combine that with changes enabling workers to file charges against employers electronically, and it is clear why there has been a dramatically increasing workload at the NLRB.

compensation, settlement terms or other matters relating to the terms and conditions of employment as well as policies/contract clauses prohibiting employees (or former employees) from disparaging their employer.

Does all this mean that your business is next for union organizing or activity or that the NLRB will be knocking on your door as I complete this article? Probably not, however, it does mean that you need to make sure your managers and supervisors, before issuing discipline or warnings, have been trained to recognize employee activity that might be protected by §7. You should also have your handbooks, personnel policies and employment/separation agreements reviewed to lessen the likelihood that the NLRB finds your business has committed an unfair labor practice requiring an economic or other remedy (e.g., having the CEO make a public statement regarding the unlawful conduct and promising not to violate the NLRA in the future).

There is no doubt that the rules of the game are changing constantly, making it ever challenging environment for your business. This means that even if you could ignore the NLRB in the past (which you really couldn’t), you need to make sure you pay more attention to it now and for the foreseeable future. n

Second, the top lawyer for the NLRB has been aggressively and openly pushing an agenda intended to facilitate unionization by removing from workplaces any rule, policy or practice that might “chill” employees from exercising their rights under §7. Similar to what the NLRB did during the Obama administration, the NLRB is targeting “standard” clauses in policies and employment contracts/separation agreements requiring confidentiality of

DOUGLAS H. DUERR is a partner at Elarbee Thompson, a national labor and employment law firm with an industry practice area focused on franchisees. Learn more at www.elarbeethompson.com.

There is no doubt that the rules of the game are changing constantly, making it ever challenging environment for your business.

Navigating Earned Wage Access Options

Keys to finding the right solution for BURGER KING® owners and your employees.

Earned wage access (EWA) is the increasingly accepted term referring to an employee’s ability to access a portion of earned wages in between pay periods. EWA is not a loan but an advance payment on funds available in the employees next paycheck.

Financial technology advancements have allowed for significant growth in EWA solutions. However, increased input from state and federal regulatory agencies suggests that employers need to carefully consider which solutions most closely adhere to their guidance.

Green Dot powers rapid!’s disbursement platform and has delivered billions in payouts for some of the largest companies on the planet, including Uber and Apple. rapid! offers employers a full range of payment solutions designed to improve financial wellness for their employees, help reduce costs and streamline payroll administration. Its solution suite includes:

• rapid! PayCard – providing a comprehensive PayCard program for employers converting to electronic payroll delivery and offering industry-leading features like automated inventory control, cash back rewards, interest-bearing savings and mobile onboarding.

• rapid! OnDemand – helping enable employers to allow employees to gain access to earned wages between pay cycles.

• rapid! Disbursements – empowering employers to enable employees to get paid how they like with a wide range of payment options that fit the needs of an evolving workforce, including through real-time, electronic off-cycle payments.

It is not necessary to utilize a third-party solution to fund an employee account or have direct access to their bank account. An employer funded solution minimizes fraud, abuse and privacy concerns. It also eliminates an employee from entering into legally binding agreements allowing access to personal information, hidden fees and wage assignments.

Additionally, deducting the transactions and any fees from payroll and showing them as line-item deductions on the pay

statement keeps everything fully transparent and employment centric, clearly differentiating an employer-based solution from other direct to consumer or hybrid options. Independent studies show employees prefer payroll deductions as their payment method for their voluntary benefits.

Look for a solution that allows the employer control over percentage of employee’s net earned wages is available, frequency of access and minimum amount available. Employers should be able to establish different policies if needed for any regulatory differences by state or based on events or usage. This process further minimizes any risk of how the amount was calculated.

Ninety-three percent of employees currently receive direct deposit of their paycheck to a bank account. Avoid solutions that force an employee to get a new account or card for this service can create friction and potential for fees. Over 90% of employees want/need their money instantly, and they want it where they can use it. Adding an additional wallet or card account in the mix creates an additional step and cost to get the funds to where they are needed.

Given the many options available and an evolving regulatory environment, it is critical for an employer to consider which option is right for them, their clients and employees. When it comes to employee pay and benefits, security and compliance should be the driving factors.

More questions?

Payroll professionals must do their due diligence when it comes to any matter involving employee pay. Fortunately, rapid! is here to answer any questions you may have about rapid! OnDemand.

rapid! is a Sapphire partner member of the National Franchisee Association. The company may be reached at 888-828-2270 or email sales@rapidpaycard.com.

Invisibility

There are very few truly cruel managers in the business world, despite what we see on television and in the movies. Yes, there are managers who are incompetent, neglectful and uncaring. But real cruelty is rare. Very few managers yell, scream, fire people at whim or hang up the phone without saying goodbye. On the other hand, we've all seen managers who often act as though their employees are "invisible." This article is about what managers do that make employees feel unimportant and, therefore, invisible.

How many times have you stepped into a boss' office to discuss some matter, and he/she takes a phone call in the middle of your discussion? What are you supposed to do, stand there? Sit down? Signal that you'll come back? Your boss has just told you, "For the next few minutes, you are invisible." How many times have you seen managers, either alone or in packs, pass by employees with absolutely no acknowledgement? Employees who are quietly looking for some signal of recognition and receiving none feel invisible. Another example: You've been called to the boss’ office, and he doesn't look up until finishing the document he's reading. You don't exist. We've all had it happen to us, and if we're honest, we've done it to others. Employees will verbalize the situation with statements such as, "I don't feel appreciated," or "I don't feel valued." What these employees are really saying is, "I feel invisible."

I believe that this feeling of invisibility is a real problem in today's work environment and is the cause of a lot of frustration, unhappiness and employee turnover. People want to feel recognized. People want to feel important and needed. Psychologists have told us for years that feeling needed and worthy of recognition is one of the most basic of human needs. It is very hard for employees to perform at their best when they feel unimportant. I remember watching a manager holding an important yet friendly conversation on a cell phone. The manager walked into a subordinate's cubicle and proceeded to rifle through some files that were on the desk, obviously looking for something related to the phone call. At no time did the manager even make eye contact with the person sitting in the cubicle, even though that person stared at the manager the entire time. Everything about the manager's behavior communicated, "This cubicle is empty." It wasn't.

by DENNIS SNOW

Most of us don't purposely treat people as invisible. It is an error of omission. We get wrapped up in what we are doing or where we are going, and we ignore everything around us. We put our heads down, hit the accelerator and everything and everyone

around us disappears. But we don't disappear. Our employees see us, and they know that we don't see them. And every time it happens, their feeling of value slips a little more until they decide to go somewhere they feel appreciated. These employees will say that they are leaving for a new opportunity. Why did they seek a new opportunity? Because when you're invisible, you don't see much opportunity in your current spot.

It doesn't take a lot of effort to make sure people feel noticed. A smile, a hello, a "How did your son's game go last night?" are small courtesies that let your people know that you know they are there and are important to you. I vividly recall an incident that occurred many years ago. I was eating lunch with my boss, Bob, when an executive and a few corporate layers up the ladder walked up, greeted us both, and said, "Bob, where have you been?" My boss had been immersed in a large project for a couple of weeks. They chatted about the project for a few moments, the executive showed genuine interest, joked a little, and the conversation ended with a friendly, "See you later," to

both of us. The whole interaction took 60-seconds at the most. I could tell, however, that Bob thought it was pretty cool that this executive noticed he had been missing in action for a couple of weeks. He was visible.

For the next 30-days, make a conscious effort to ensure that your employees don't feel invisible. Say hello, talk to them, have lunch with them, notice little things on which you can positively comment that let employees know that you see them. Some of you may be thinking, “Isn't this just an exercise?” Yes. And exercise is good for you. If doing this 30-day exercise gets you in the habit of making sure those around you feel important and valued, then the exercise is worth it. If one employee who was considering leaving decides to stay because he/she no longer feels invisible, then the exercise is worth it.

Who among your employees do you imagine feels invisible? You know what to do. n

DENNIS SNOW is a business author, speaker and consultant who helps organizations develop world-class customer service. He is the author of two books, "Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life" (Snow & Associates) and “Unleashing Excellence: The Complete Guide to Ultimate Customer Service” (Wiley). Snow can be reached at www.snowassociates.com or at 407-294-1855.

Most of us don't purposely treat people as invisible. It is an error of omission.

Generation Z Productivity:

What to Expect From the Newest Worker Demographic

“

…A new generation is on the rise, and the first step to communicating with them is understanding they aren’t just another Millennial.“

– Pamela La Gioia, American business author by LAURA STACK

The post-Millennial generation of workers, born from about 1995 -2010, has now entered the American workplace in earnest. Some 74 million strong, this diverse cohort comprises about one-quarter of our population, and almost 40% of the workforce. They’re more plugged into the digital world than any generation before them and have never known any other lifestyle. Although Generation Z’s oldest members have worked steadily for a decade, some business pundits still don’t know what to think of them or how to handle them. And as with Millennials, many of the experts’ expectations regarding Gen Z have proven mostly wrong.

The Entitlement Refrain

It’s amusing, sometimes, to look at early opinions of changing business paradigms. As Millennials were still getting firmly established, older business generations often misconstrued their independence and lackluster corporate loyalty — fueled by the ways businesses treated their parents during the dotcom bust and Great Recession — as lack of focus and laziness. Some observers initially assumed the newest generation of workers would wind up acting even more entitled, self-indulgent and self-centered than they thought the Millennials were.

Fast forward ten years or so, and there’s still little consensus about what to expect of Gen Z overall. However, there are a few things that most observers agree on. It turns out Generation Z is more conservative than Millennials, moving back toward the Baby Boomer/Generation X idea of business, though they still have an entrepreneurial mindset. Some experts are disturbed by the perception that Gen Z’s devices seem grafted to their hands and think this will certainly diminish productivity, but that doesn’t seem to be the case.

Here’s what you can expect of Generation Z workers in terms of productivity:

1They’re not just a bunch of geeky kids. They’re just more tech-savvy than older generations, since they grew up with the technology. Some view their reliance on social media as distracting and isolating, though Gen Z members themselves see it as a way to connect with people all over the world. To them, it’s a form of global networking — which can become productive, as they make connections with potential business partners, the worldwide audience and the global workforce. They often see their devices as extensions of themselves. All they need to do is harness and channel these interconnective tendencies to leverage

them productively. Furthermore, they’re comfortable with digital data and analytics and tend to be creative and design oriented. In most ways, their digital competence serves as a strength, and smart managers, no matter their generation, will take this into account. 2

They’re motivated to make contributions to the world, and by extension, to their organizations. If they get the feedback they crave, they’ll give freely of their time and energy. They enjoy volunteering and participating in community work the company gets behind. 3

They’re more conservative than Millennials. Gen Z workers are more likely to follow older generations’ ideals of structured work and hierarchies than Millennials. Despite their digital orientation, they value the human connection with their teams and prefer face time with their leaders, with frequent feedback. As a group, they’re less prone to expect validation and view failure as a chance to learn — the old “fail forward” concept older work generations will find familiar. They’re also very competitive and driven by financial and career goals. 4

They prefer personalized work experiences. In this, Gen Z workers do resemble Millennials. More than a third of them (fewer so far than Millennials) see work/life balance as a priority and take this into account when choosing jobs. While more are loyal to their employers, they still want to have things their way — and in many cases they can get that, with remote working and by leveraging the gig economy. They’re also quite entrepreneurial and like their “side hustles,” though perhaps less so than Millennials. They value independence, though prefer job security more than Millennials.

Engage, Engage, Engage!

For the foreseeable future, Generation Z will comprise a significant portion of the workforce, and within a decade, they may well dominate it. If you can engage their drive to achieve and contribute, you’ll enjoy fantastic productivity from them … but isn’t this true for every generation? Business insiders suggest mentoring and managing them with Millennials, letting them try and fail if necessary and encouraging them to think on their feet. Let them use their devices for research and connection and take advantage of their familiarity with technology in any other way that benefits your business. n

© 2023 LAURA STACK LAURA STACK, MBA, CSP, CPAE, is an award-winning keynote speaker, bestselling author and noted authority on employee and team productivity. She is the president of The Productivity Pro Inc., a company dedicated to helping leaders increase workplace performance in high-stress environments. Stack has authored eight books, including “FASTER TOGETHER: Accelerating Your Team’s Productivity” (Berrett-Koehler 2018). She is a past president of the National Speakers Association and a member of its exclusive Speaker Hall of Fame (with fewer than 175 members worldwide). Stack’s clients include Cisco Systems, Walmart and Bank of America, and she has been featured on the CBS “Early Show,” CNN and in The New York Times. To have Laura Stack speak at an upcoming meeting or event, call 303-471-7401.