Multi-Unit Franchisee Magazine Issue II, 2013 | Page 54

M U L T I - B R A N D
Conference,” he says. “There are so
many other good franchise opportunities
out there that I have learned about.”
His inquisitive nature led him straight
to Genghis Grill, the build your own
bowl stir-fry concept. “I talked to their
representatives, and I knew some other
Papa John’s franchisees who had tried
the Genghis Grill brand and liked it.”
So he joined in on the action, and last
December opened his first Genghis
Grill. He’s since added a second.
“I’m very comfortable with Genghis
Grill, it fits into my business. I already
knew how to do fast food, and it has
been similar doing fast casual,” he says.
He says the pizza business has always
been resilient, and he expects Genghis
Grill to be another home run for his
organization.
There’s been one more new wrinkle in
his operation since 2009. Together with
his wife Sarit, he’s opened a South Florida
territory for Homewatch CareGivers.

“One thing I’ve learned
from attending the
Multi-Unit Franchising
Conference is are
so many other good
franchise opportunities
out there.”

Thanks to an aging U.S. population, the
home care market is booming—a fact
that hasn’t been lost on Warman, who
opened his Homewatch territory in late
2012. “I know how franchising works,
and my wife has had experience in the
past of taking care of family members,”
he says. “So we believe it’s a natural fit.”
Warman says his three brands are
run as independent companies, all under one umbrella. “I have good people
in place that I trust to make things run
smoothly,” he says. He oversees it all
and still likes to be actively involved
in the day-to-day operation. He’s also
proud to keep an open-door policy for
any of his 850 employees.
So what’s next for him? Warman
says he has plans to continue to grow
and sees himself adding more restaurant brands during the next five years.
“I want to expand and become a bigger restaurant organization,” he says.
Get ready, South Florida!

BOTTOM LINE
Annual revenue: NA
2013 goals: Get both new restaurants on a
profitable growth pattern.
Growth meter: How do you measure
your growth? Growing net income and thus
profitability.
Vision meter: Where do you want to
be in 5 years? 10 years? In 5 years, I
want to double revenues and profits.
How is the economy affecting you,
your employees, your customers? All
costs in my operation are higher, and it is very
hard to increase prices.
Are you experiencing economic growth
or recovery in your market? Yes!
What did you change or do differently in this economy that you plan to
continue doing? Concentrate even harder on
exceptional customer service.
How do you forecast for your business
in this economy? As long as you give good
value, exceptional customer service, and a great
product, the customers will continue getti