Marco's Pizza | CMO, 1,100+ Unit Franchise System

The Challenge

Scale a regional pizza brand to compete nationally against chains spending 10x more on marketing.

What We Did

Codified brand architecture that connected what consumers cared about with how employees and franchisees brought the brand to life. Built a marketing system that performed (not the same as performance marketing) with rapid testing so we could outmaneuver bigger competitors. Chaired Marketing Advisory Council so franchisees had real input on strategy.

Results

• 8 consecutive quarters of same-store sales growth
• Scaled past $1B to become the #5 pizza brand
• Ranked #1 pizza brand and #3 QSR brand in equity growth
• Outpaced competitors in sales growth and customer acquisition while being outspent 10:1

Buddy's Pizza | CEO, PE-Backed Legacy Brand

The Challenge


80-year-old Detroit pizza brand with declining orders, deteriorating reviews, and demoralized employees after 5 years of PE ownership and multiple failed CEO and COO attempts.

What We Did


Diagnosed that PE's growth thesis (quick-service model) was fundamentally misaligned with what the product actually required (full-service, labor-intensive) and what the brand heritage was built on (iconic Detroit bar/restaurant). Built the company's first real brand architecture and cultural values system. Refocused operations on core product fundamentals and employee experience.

Results

• 10% order improvement in first year
• Record product quality and guest satisfaction scores
• 5x CPG growth through new co-packer and retail strategy
• New store format with better unit economics
• Reversed declines in employee tenure and morale

MERGE | CMO & President, Chicago Office

The Challenge

Initially brought in as President to help scale a $3M founder-led technology and development shop. After successfully positioning and selling the business to Baird Capital in 2 years, the real challenge emerged: Baird had acquired 4 marketing agencies to capitalize on Obamacare and aging population trends but failed to integrate them. Each operated independently with separate P&Ls, brands, and systems. After several years, there were zero buyers at exit.

What We Did


As CMO of the network and President of Chicago, integrated the 5 disparate agencies into one cohesive brand: MERGE. Abolished silos and created a single P&L. Aligned the expanded talent pool to meet evolving client needs instead of operating as separate shops. Designed and implemented new Go-To-Market system, greatly expanding new business pipeline and wins.

Results

• Sold to Keystone Capital in 18 months (after years of zero buyer interest)
• Helped scale platform from $3M founder-led shop to $120M+ enterprise across 6 markets
• Turned around troubled Chicago office: 20% revenue growth and 140% EBITDA improvement
• Two successful PE exits: Baird Capital (2017), Keystone Capital (2018)

Select brands I've led or advised:


Marco's Pizza • Buddy's Pizza • Reebok • Wrigley • Clorox • Mars Petcare • Cracker Barrel • Bud Light • Michelob ULTRA • Kraft • Northwestern Mutual • USGA • Great-West Financial

Let’s Figure Out

What’s Actually Broken.

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