Dining dynamo: Phil Friedman keeps cooking up growth strategies for restaurant groups.

AuthorMildenberg, David
PositionPROFILE - Interview

If you have eaten out recently, there's a good chance Phil Friedman, 69, had a hand in the meal. The Bronx native and Wharton School grad has worked for, owned or served as a director at more than a dozen restaurant companies ranging from pizza to Chinese to burgers. Over the last five years, he's worked to whip into shape the fast-casual Tex-Mex chain Salsarita's Fresh Cantina, which has 70 locations in 18 states. While the Charlotte-based company won't match the size of Qdoba or Chipotle, Friedman is confident Salsarita's can compete, particularly by offering lighter fare to attract women. Friedman discussed his career in interviews that were edited for clarity.

What has given you the most career satisfaction?

Showing leadership in good times or bad. I like to see things progress and blossom. I'd rather lead a smaller group than a larger one so that people develop their careers by doing more things than in compartmentalized jobs. It is very satisfying to work with people around you who want to grow.

Why restaurants as a career?

Sometimes life is random. When I left Wharton, I spent two years in manufacturing, including plant management and supervision, but I was recruited by PepsiCo, which owned KFC and had just bought Pizza Hut. Rather than taking a corporate-level job, I wanted to get out into the field. I met a lot of entrepreneurs and joined a group that was one of the original franchisees of Chi-Chi's on the East Coast. That was in the early 1980s when Chi-Chi's was a really high flying building. After our group was sold to the parent company, I joined them as vice president of planning. Then I jumped to Marriott, which had its origins as a restaurant and food service company. I worked extensively on expanding their Roy Rogers and Big Boy restaurants.

What sparked McAlister's success?

When I got involved in McAlister's in 1999, they had about 29 units. By the time I left in 2010, they had 300. The three keys to success were a great training program, excellent store-opening skills and very good...

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