Job Description : Franchise Business Coach and Area Manager

Summary

The Franchise Business Coach (FBC) position will partner with franchisees to achieve operational success
and to develop growth. This position will support sales, profits, quality assurance, customer relations and
brand adherence of each location. The FBC will be the primary contact and information source for their
assigned restaurant owners. Additionally, they will support the Franchise Support Center (FSC) and
Development Agent (DA) to deploy new initiatives, support marketing campaigns and assist in new
restaurant openings.
In addition, as an Area Manager, you will be the point of contact for all managers that are owned by
Chandi. You will be overlooking, improving and implementing strategies for growth. People development
and operations excellence will be key in this position. This position is focused on Mountain Mikes Pizza,
however some effort will be allocated to independent restaurants owned and developed by Chandi.
Region:
Current: North Bay
Upcoming: LA Region and other upcoming opportunities
Schedule:
FSC FBCs will work a minimum of 5 days per week to include at least one Friday or Saturday evening (not
required to stay past 9p) per week. This is not a Mon-Fri/8-5 job and the FBC will work any day or time of
the week necessary to properly support the region. Expectation is that each FBC works an average 50
hours per week. The total number of hours per day and week will vary depending on business needs and
as directed by the Franchise Support Center (FSC) and the developing agent. The FSC FBC time will be
allocated 70% to travel and 30% to administrative and is subject to change according to the needs.
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Key Accountabilities
Responsibilities of the FBCs include but are not limited to:
Skillset Standards Food & Service Quality SSS Growth Growth-Ready
Franchisees
Objective One
Soft Skills:
1. Communication
2. Professionality
3. Relationships
4. Work ethics

Standard Operating
Procedures:
1. Understands
2. Implements
3. Enhances
4. All initiatives
implemented
Food Quality
1. Up to quality
standards
2. Consistent quality
3. Standardized
menu items
4. Complaints below
goal
5. Online reviews
above goal
Regional Growth
1. All stores meet
goals
2. SSS growth as
dollar amount
3. Continued
analyzation
4. Action planning
5. Reporting and
presentation
Assessments
1. Continually
monitors
2. Retrieves
necessary
information
3. Fully
comprehends the
owner capabilities
4. Reports and
keeps status
updated
Objective Two
Developmental Skills
1. Training
2. Development
3. Action planning
4. Self-Development
5. Subject matter
expert of assigned
area
Marketing Standards:
1. Understands
2. Implements
3. Enhances
4. All initiatives
implemented
Service Quality:
1. Up to quality
standards
2. Consistent quality
3. Complaints below
goal
4. Online reviews
above goal
Bottom Five Growth
1. Bottom five
identified
2. Bottom five action
planned
3. Bottom five
improved each
quarter
Action Plans: S.M.A.R.T
1. Specific
2. Measurable
3. Achievable
4. Relevant
5. Time-Bound
Objective Three
Technical Skills:
1. Hardware
2. Software
3. General
Health and Sanitary
Standards:
1. All locations
have “A” letter
2. Steritech
scores to
standards
3. All programs in
place
Product and Vendor
Adherence:
1. All vendors on
approved list
2. All products are
approved
Contributes to company growth:
1. Contributes to the
team
2. Suggests
improvements
3. Stays competitive
Above 80% Growth-Ready
1. All locations on
track
2. Meets opening
goals
3. Supports FSC
development
team
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Administrative Responsibilities (30%):
- Communication:
o Serve as the primary source of contact for franchisees
o Hold 30 min call with each owner once per month (in addition to the restaurant visit).
During this call FBC checks on the progress of the “Big Two” focus goals and restaurant KPIs.
- KPIs: Tack and improve restaurant Key Performance Indicators (KPIs) using “Two-by-Two’s”:
o Standards
o Food & service quality
o SSS growth
o Growth-ready franchisees
- NROs: Support new restaurant openings and new franchisee onboarding/training
- Development:
o Provide resources to franchisees including documents, forms, best practices and action
plans
o Support or facilitate MME (Mountain Mike’s Excellence) classes to franchisees during DMA
Excellence and COOP Meetings. The “MME Pyramid” will drive the mindset of building the
brand. Topics and tools include: standards, management, leadership, foundation, best
practices, inventory, food cost, labor cost and digital advertising.
- Logs: Maintain logs for communication, visits and audits
- FSC Collaboration:
o Weekly participation in FSC conference calls and meetings
o Quarterly presentation to FSC leadership on region’s KPIs, accomplishments, success stories,
brand-builders and bottom/top 5 locations.
- SME (FSC FBCs Only): Help other FSC FBCs and DA FBCs as the subject matter expert (SME) in one or
multiple of these areas:
o IT: Adora, App, MMP.com, Valutec, Hardware, Software, TV,sound/music
o R&M: Equipment, repairs, maintenance, renovations, parts
o QA & Compliance: Steritech, health department, liquor license, fire marshal
o Training: Upkeep all training documents, operations manual and SOPs
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o Marketing: National, local and COOP marketing, local promotions and community
networking
o Menu & supply chain: Standard menu items, pricing, sourcing, fulfillment, recipe books
o NRO (New Restaurant Opening): New franchisee onboarding, training and grand open
o Billing: Chargebacks, refunds, accounting, fees
Restaurant Visits (70%):
FBC visits each restaurant in his/her region a minimum of once per month. Average duration of each
visit should be 3 hours and scheduled to observe some of a busy lunch or dinner shift. Below is the visit
process and goals:
- These visits are scheduled 2 weeks in advance with the owner (or main manager if owner is
unavailable).
- Prior to the visit, FBC gathers relevant data and prints out a report package for the owner.
- FBC will use a Restaurant Visit Checklist to review, take notes and make suggestions to owner.
- During the visit FBC aligns with owner on how to best grow the business. This should be a self-discovery process for the owner with consultation from the FBC.
- The goal of the visit is to come up with the “Big Two” opportunities to focus on over the next 30
days.
- On the following visit FBC verifies the results of the Big Two and creates new ones.
Here are a few examples of potential visit schedule:
12:00-1:00p Food, service and delivery times observations
1:00-2:00p Health, sanitation, R&M walk-through
2:00-3:00p Discussion with Owner:
o Standards
o Food & Service Quality
o SSS Growth
o Growth-Ready Franchisee
o Identify Big Two
6:00-7:00p Food, service and delivery times observations
7:00-8:00p Health, sanitation, R&M walk-through
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8:00-9:00p Discussion with Owner:
o Standards
o Food & Service Quality
o SSS Growth
o Growth-Ready Franchisee
o Identify Big Two

Make sure to send copies of reports, visit notes and Big Two to the owner after the visit.
Physical Abilities: Must be able to lift 40lbs, bend, sit, stand and drive (must have current vehicle insurance and
registration)

This is a general summary of this position. It is subject to change and evolve with the business needs.
By signing below, I agree to accept the tasks set forth in the job description.

Name _________________________
Date: ________________________

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