Franchisees: The Heart of Every Successful Franchised Business

I’m often asked how we should measure success in franchising.

My answer is always the same — by franchisee profitability. If franchisees thrive, the franchisor thrives — it’s that simple. This belief has shaped my professional career, from the decisions I make to the conversations I have with my teams.

Profitability is everything. Period. Franchisees are not just operators. They are entrepreneurs, employers, and community leaders. They invest their resources, take on risk, and create opportunities for others. As franchisors, our responsibility is to ensure their hard work results in strong, sustainable profitability. And every great franchisee has worked their tail off to earn their success. With that focus, I’ve always prided myself on knowing exactly where franchisee profits are, often down to the dollar. And then to continue to drive that profitability, you have to make those numbers public. Transparency isn’t optional — it’s essential. At Domino’s, and now at RBI, we’ve made franchisee profitability a clear and public measure of success not only for our team and our franchisees, but to our investors as the primary measure of our success as a franchisor.

This philosophy needs to drive decision-making. Whether it’s investing in advertising, technology, or restaurant remodels, the goal is always the same: to equip franchisees with the tools they need to grow their business and serve their guests. These investments aren’t about short-term wins; they’re about creating a foundation for long-term success.

This partnership is a two-way street. In return for our focus on creating a great business model for them, franchisees must bring great leadership, build strong teams, and execute flawlessly. The franchisor must set a high bar, and franchisees must strive to constantly exceed that bar. Together, we create an environment where everyone has the opportunity to succeed.

At its core, franchising is about trust. It’s about franchisors believing in the capabilities of their franchisees and franchisees knowing that while they may not agree with every decision made by their franchisor, they are confident that those decisions are being made to benefit the franchisee. That trust is earned every day — through clear communication, consistent support, and a shared commitment to doing what’s right, even when it’s hard — especially when it’s hard!

The restaurant industry will always face challenges. Economic headwinds, changing consumer behaviors, and operational hurdles are constants in this business. But the strength of the franchising model lies in its resilience. It’s the combined efforts of dedicated franchisees and supportive franchisors that allow us to navigate these challenges and emerge stronger.

It’s a tremendous honor to be inducted into the International Franchise Association’s Hall of Fame. This recognition is a reflection of the incredible people I’ve worked with for over 25 years in the restaurant industry. But, above all, it’s a tribute to the franchisees who are the foundation of every great franchised business. Thank you for allowing me to be part of this incredible journey.

Patrick Doyle has been Executive Chair of the Board of Restaurant Brands International (RBI) since late 2022. He spent nearly a decade as CEO of Domino’s Pizza, following leadership roles overseeing domestic and international operations for over 14 years. Previously, he served as an executive partner at Carlyle Group, focusing on the consumer sector, and as Chairman of the Board at Best Buy Co., Inc., where he was a director for almost 10 years. Mr. Doyle holds an MBA from the University of Chicago Booth School of Business and a BA from the University of Michigan.

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