QSR May 2023

OUTSIDE INSIGHTS / CONTINUED FROM PAGE 88

FRANCHISE FORWARD / CONTINUED FROM PAGE 26

his business footprint, he does not deny how valuable universities are for Primo Partners. “Universities are incubators, and we love it for where we start businesses,” McBroom comments. “We love having a campus pres ence because that’s where so much energy happens, as far as talent recruitment and development.” Moving forward into 2023, Primo Part ners remains focused on two things: impact and celebration. McBroom explains that as a brand, the company is embracing a season of rejoicing and taking every oppor tunity to go back to the drawing board. “We are re-sharpening our pencils and getting clearer on what our next 15 years will look like. The key word is impact; we want to dial it up and measure it in a robust way,” McBroom says. “We want to mea sure how we impact the lives of the folks in our company as well as the communities that we serve and the other businesses that we’re able to help.” In 2021, sales were up by 104 percent at Ben & Jerry’s locations. In 2022, sales jumped by 77 percent. McBroom hopes to continue these trends and grow the franchise. With its 15-year, 15-unit milestone met, Primo Partners developed a plan to open 25 Ben & Jerry’s shops within the next three years. Additionally, Primo Partners has a community impact strategy planned at $250,000 per year. By 2033, the partners expect to have three best-in-category brands under their belt and a full-time social fund platform. McBroom envisions a nine-figure com pany, with real estate and stock ownership fused into the business model to bridge the generational wealth gap. The long-term goal of Primo Partners is to generate $10 billion for Black business excellence through varied business and community initiatives. McBroom wants to take every opportunity to continue pro viding mentorship and education in every area the brand touches. “As a business, we always have an opportunity,” McBroom says. “I come from an abundance mindset, not a scarcity mindset. There is always an abundance of opportunities for growth in any business that we run.” Satyne Doner is a staff writer at QSR . She can be reached at sdoner@ wtwhmedia.com .

industry. It is here that I see increasing evidence of a more innovative approach to our business. The degree of innovation on display at the show has, in my opinion, increased in recent years. Chances have grown with each passing year that you will see something at the show that makes you say “wow.” This applies to the largest brands just as much as it does to the inde pendent operator. Committing quality time to traverse every aisle can take the place of many days of scouring the world in search of ideas and partners. And of course, bring your appetite. You’ll have the chance to sample more food than you could ever imagine. The agenda for the show increasingly leans into thought leadership, and anyone who doesn’t build the education sessions and various presentations into their agenda will not gain the full value that the show has to offer. A variety of industry events take place throughout the city; the energy of the show extends well outside of the con vention space. I have many fond memories of events hosted by the National Restaurant Association, International Food Manufac turer’s Association (how can I ever forget receiving their Silver Plate Award?), trade publications such as QSR , and many sup pliers to the industry. It is well worth your time to study the agenda in advance and plan your time accordingly. The main reason I look forward to the show, however, is the opportunity to inter act with my friends and peers. One of the most common questions among industry friends come the spring of each year is, “are you going to be in Chicago?” It is the place to connect. If we have longed to see a friend from the industry, chances are, this is the time and place we are going to catch up. I hope that this year’s show is the best and most attended ever. While there is much handwringing over the economic climate, this isn’t a time to retreat. I’m a big believer in our best days always being ahead of us; planning for the alternative is a self-fulfilling path to decline. If you are looking for an injection of optimism and inspiration, I know exactly where you will find it. See you in Chicago! Don Fox is chairman of Firehouse Subs, in which he leads the strategic growth of Firehouse Subs, one of the world’s leading restaurant brands. Under his leadership, the brand has grown to more than 1,200 restau rants in 45 states, Puerto Rico, Canada, and non-traditional locations.

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MAY 2023 | QSR | www.qsrmagazine.com