Multi-Unit Franchisee Magazine Issue III, 2014 | Page 38

2014 MVP AWARDS

“Our average manager
has been with us for
15 years, and we treat
them like family.”
enjoy our three grandchildren.”
Family members are an important part of the company.
Keehn’s wife, Lisa, a Burger King “star” for 20 years, is director of operations, and daughter Staci, currently director of
education and development, is being groomed to take over
the company. “I’m getting Staci ready to take the business
to the next level and to help our people become successful,”
he says. “I’m going to enjoy myself—like I’m doing today,
pushing the stroller in the mall with my grandchildren.”

PERSONAL
Formative influences/events: Family—our relatives, the people we
work with, and our customers—is what it’s all about. It’s not about buildings
or sales, it’s about our guests and employees.
Key accomplishments: In 20 years’ time, our management turnover is
nonexistent. We pride ourselves on the fact that our average manager has
been with us for 15 years, and we treat them like family. We look at the total
needs of our managers, many of whom are inner-city managers who don’t
have mentors or parents who can write checks when they need help. We give
loans or help with specific needs. In fact, we even design bonuses around
people with certain needs.
Work week: I’m a light sleeper and I still do a 70-hour work week, but
it’s different. I’m not in the restaurants 70 hours a week. I may be up late at
night working on marketing or business plans. I have more flexibility now.
What are you reading? Lately I’ve been rereading Tom Peters’ In Search
of Excellence.
Best advice you ever got: Don’t let the standards down.
What’s your passion in business? Helping people to succeed.

MANAGEMENT
Business philosophy: Do it right.
Management method or style: Lead by example. Don’t expect anything from somebody that you wouldn’t do yourself.
Greatest challenge: Probably meeting the standards I have in my mind,
the success that I have for people in my heart.
How do others describe you? One word: relentless.
How do you hire and fire, train and retain? My wife Lisa, who
is only 49 but who has been in this business for 35 years, stays on top of
what’s new in training, products, and programs. Our people stay because they
know we’re sincere and that we care about their success.

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MULTI-UNIT FRANCHISEE IS S UE III, 2014

BOTTOM LINE
Annual revenue: $8 million.
2014 goals: To open new restaurants and continue to prepare my daughter
Staci to take over the company.
Growth meter: How do you measure your growth? Through
sales, turnover, what we’ve accomplished for managers, various metrics.
Vision meter: Where do you want to be in 5 years? In 10
years? In 5 years, I’d like to have opened up three more Checkers. I’d like
to have my daughter actively running the company and me assisting before
10 years.
What are you doing to take care of your employees? Besides
offering what we feel is fair compensation, we have numerous bonus programs. We try to offer consistency too, because I’ve found that without it,
you have nothing. We’re so happy with the core business values of Rick Silva
and the current executive group at Checkers that we use the same ones day
in and day out. When we talk about core values—what’s important, people,
growth, guests, bonuses—we’re identical to corporate.
What kind of exit strategy do you have in place? Preparing my
daughter to take over the business.

2014 MVP

Community Involvement Leadership Award
FOR PROVIDING AN EXAMPLE FOR OTHERS TO FOLLOW
IN FRANCHISE SUCCESS
Why do you think you were recognized with this award? Really, it comes down to the folks at Checkers. We don