to find options for fast , affordable , real food while on the go . We saw a need that we were sure was shared by other families like ours , and we were inspired to offer pizza in a way that no one had before . Once we launched MOD in 2008 , our employees and communities really started to embrace our brand , and we have all become quite motivated to share the MOD culture in new communities throughout the country .
What ’ s the best and worst advice you got when starting out ? The worst advice was probably hearing , years ago , that if nobody else was doing it , it probably won ’ t work . One of my favorite bits of advice is that you can ’ t do everything , but you can do anything .
What has been the best and the hardest thing about being an entrepreneur ? When we started our first business , Seattle Coffee Company in the U . K ., we both left our stable jobs and jumped into the world of entrepreneurship — so exhilarating , yet terrifying at the same time . At that point , failure was not an option . With so much at stake , this can be one of the most difficult parts of the journey . The pressure can feel immense . However , it taught us how incredible things can be accomplished when you decide failure is off the table . Seeing your vision become a reality and then watching it grow beyond your wildest expectations is the best part of the entrepreneurial journey . And growing a business is a journey , so it is important to stop and enjoy it along the way !
What were you doing before this and how did it prepare you for starting your business ? In the ’ 90s Scott and I founded Seattle Coffee Company in the U . K . We had been living and working in London , and I spent a lot of time yearning for the coffee experience we had back in Seattle . After bemoaning the fact for several years , we decided to take the plunge and do it ourselves . I left my job in publishing and we opened the first Seattle Coffee Company location in Covent Garden in London in 1995 . Scott and I built the brand , slowly , from scratch and grew to 69 locations throughout the U . K . We were preparing to take the company public when we were approached by Starbucks ,
Founder Profile
“ Seeing your vision become a reality and then watching it grow beyond your wildest expectations is the best part of the entrepreneurial journey .”
which acquired our business in 1998 . We remained involved with Starbucks for a couple of years before returning to Seattle .
Just before starting MOD with Scott , I was busy raising our four boys , along with being involved in multiple community organizations . The year before we started MOD , Scott and I were deeply involved with Hopelink , an amazing organization based in the Seattle area that assists families in crisis and gets them on the road to achieving self-sufficiency through various services and programs . It was one of the most inspiring and eye-opening years of our lives , and it certainly affected our decisions when building MOD . We knew that we wanted to build a company that makes a positive difference in lives — for both our employees and the communities we serve .
We also have been fortunate to have some amazing key employees and advisors who joined us and who have helped us tremendously along the way . MOD has taken on a life of its own , due largely to the incredible contributions and influences of many special people .
Why did you choose franchising ? Initially we weren ’ t considering franchising . But we were fortunate enough to have some incredibly experienced friends around us as we were building the business who advised us to take a serious look at it — guys like Paul Twohig ( president of Dunkin ’ Donuts U . S . and Canada , former SVP of Starbucks ) and Jim Alling ( CEO of TOMS Shoes , former president of Starbucks International ). Once we knew that the MOD concept was sustainable and scalable , we took our time to find the right leader for this part of our business , and we were lucky to have John Dikos join us as vice president , strategic partnerships . We knew we wanted to keep the number of franchise partners limited to all being able to sit around the table together . Second , we knew we would need strong philosophical alignment around what ’ s important to the MOD ethos and culture . Last , in 10 years , we would want each of them to say that partnering with MOD was the single best decision they made for their organizations . It ’ s a big goal , but something we think is achievable . Our partners we have helping us grow MOD are truly incredible . We spend as much time together as schedules allow , and we always enjoy seeing them . We were together here in Seattle just a month ago and it felt like family . We ’ re very fortunate to have each of them .
GROWING THE BRAND
How did you grow the brand at first ? What changed as you expanded ? We consciously grew the brand very slowly in the first few years , taking time to fine-tune the concept and the customer experience . When we opened the first MOD , fast casual pizza did not exist . So not only were we building a new business , we were creating a new category . We were very committed to learning and understanding everything about the opportunity . Once we were sure the concept was valid , we began building our teams to support the rapid growth we are now undertaking . Today , seven and a half years later , we have many competitors and fast casual pizza is now one of the hottest concepts in fast casual dining . We are moving full steam ahead with our growth , both in the U . S . and internationally . Last year we grew from 31 locations to 92 , and in 2016 we anticipate adding an additional 100 stores in the U . S .
How did you transition from founding a brand to leading a brand ? Scott leads our business on a day-to-day basis . My role is gatekeeper for the brand , and I try to make myself available to provide perspective , support , and advice for Scott and anyone in our organization as we continue to grow and evolve .
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