QSR June 2023

YOUNG LEADERS

Kelsey McMANEMIN SENIOR DIRECTOR OF

est probability of success.’ And things just fell into place on it all.” Earl says MrBeast Burger’s success resulted from hard work, preparation, and luck converging. In September, the brand opened its first physical location at American Dream, a shopping, dining, and entertainment concept in New Jer sey. Thousands of customers filled the mall, hoping to see Donaldson and get a taste of the virtual sensation. It was stag gering for Earl but also one of the hardest things he’s had to do. It was one of those days—everyone stood on their feet con stantly, the POS broke, the KDS system stopped working, and the menu changed a few times. Despite the challenges, Earl calls the restaurant “a mastery in creation.” “It was amazing to see the experience that people had,” Earl says. “They were happy to wait in line for however long they were in that line. It was just a sur real experience at the end of it all. I think I slept for probably 24 hours, but not until after three days because the business kept going, and I had to go back. One of the big concerns was, are we going to open tomorrow? And Jimmy was very focused on, ‘We need to make today perfect so there is tomorrow.’ And fortunately, we did. We called in some extra support, and I think it was a great experience for every one involved.” Virtual concepts are still in their infancy, Earl says, and the rules keep changing. Future guidelines could shift everything from required menu com ponents to customer ratings, error percentages, and core metrics that third parties hold valuable. Education is required, too. Even three years after the pandemic, many customers are curi ous about ghost kitchens and don’t quite understand them. All these shifts are hap pening simultaneously, and Earl believes it’s Virtual Dining Concepts’ responsi bility to guide the restaurant industry through this innovation. The one thing Earl is confident in is the long-term runway of virtual brands. When a company can solve an issue, it tends to stick around. “No matter what the economic climate is, I think the need for our service is there. You look at the list of problems for restau rants, getting customers is at the top of it,” Earl says. “And something like what we do provides that. And through technology, I think we can further enhance and build on it with a restaurant-first approach.”

are seeing with influencer marketing will certainly play a larger role in strategy develop ment, customer acquisition, and budgeting.”

MARKETING SALATA SALAD COMPANY AGE: 32

Andrew LEE SENIOR MANAGER,

STRATEGY & MARKETING BB.Q CHICKEN USA AGE: 28

Growing up in South Korea, Andrew Lee spent much time at bb.q Chicken, which debuted in 1995. When his father worked late nights, he treated Lee to fried chicken, so the brand “definitely holds a special place in my heart,” Lee says. “And I’m thrilled to be in a role where I can help open more bb.q res taurants and share my love of Korean fried chicken with customers across the nation and the world.” The chain entered the U.S. in 2014. Lee joined the bb.q Chicken team as operations manager five years later after graduating from the Culinary Institute of America. Speak ing three languages (English, Korean, and Japanese) combined with financial and hos pitality skills, he bridges cultures and plays an extensive role in expansion plans. As an operations manager, Lee led store openings and implemented new online ordering and POS systems. When he first joined the con cept, there were 32 locations. Now the brand has more than 150—a 400 percent increase in three years. “We’ll be see ing more Korean

SALATA SALAD COMPANY

In her four years at Salata, Kelsey McMane min has grown from director of field marketing to senior director of marketing, overseeing the marketing strategy across the national, regional, and local levels. When she joined in 2019, her first initiative was revamp ing the entire grand opening strategy. The renewed approach led to record sales for an opening, and since, Salata has debuted 27 restaurants. In addition, the unit opening in Mesquite, Texas, in April 2022 achieved the highest grand opening figures in com pany history. The success is due largely to McManemin’s programs—one that fills key field marketing roles with industry veter ans and another that supports franchisees by outlining the best ways to get involved in the community. Her responsibilities include brand strategy, product innovation, loyalty program, guest retention and app strategy, managing local and national public relations efforts, and the new Mobile Kitchen, which serves as another revenue driver for franchise stores closing for a remodel. Her team’s tactics have proven successful as Salata set sales records in 2022, delivering 9.25 percent comps growth and an AUV of $1.3 million. In 2023, McManemin will help the chain open 16 stores and fill a pipeline of 50 stores. “For the industry as a whole, I believe we will continue to see innovation in the digital space, especially in the way of new ave nues on how to reach customers where they are consuming content,” McManemin says. “Additionally, the reach and audiences we

culture and cuisine go mainstream in the industry,” Lee says. “We’re already seeing Korean items like Gochu jang, Mando, K-BBQ, Cupbop, and Korean Fried Chicken all over the country, and I

BB.Q CHICKEN USA

think this trend is definitely going to continue as more people fall in love with our food and culture.” Lee, now senior manager of strategy and marketing, continues to make his mark. In 2022, he hired marketing agency MGH and led a complete rebrand in the U.S., including a new tagline, design, and website.

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