From Harvard Law to Crunch Fitness: Chequan Lewis on Leadership, Franchising, and Building Belonging

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Want to know what it takes to
go from Harvard Law School to
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leading one of the fastest-growing
fitness brands in franchising?
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Join me in this episode of
FranchiseU as I talk with Shaquan
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Lewis, president of Crunch Fitness.
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We talk about leadership, career pivots,
and the lessons that he learned moving
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from law to operations to the C-suite.
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Welcome to the FranchiseU Podcast,
where key industry leaders
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provide education and inspiration.
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Here's your host, Dr. Cathy
Gosser, the director of the Yum!
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Center for Global Franchise Excellence
at the University of Louisville.
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So welcome to FranchiseU.
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With me today I have an exciting
inspirational leader, the president
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of Crunch Fitness, Shaquan
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Lewis.
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Welcome.
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Thank you for having me.
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Um, it's good to be with you.
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I'm excited for the conversation, and I
just wanna say, you know, I've watched
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your career from afar and sometimes
up close with great admiration, so
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it's a real joy to be with you, and
I'm excited for the conversation.
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Hello, Shaquan.
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Likewise, thank you, and I can't wait
to unpack yours today, because your
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career path is anything but traditional.
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So you earned your undergraduate
degree from Howard.
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Go Bisons.
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That's right.
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And then you went to Harvard
Law School, where you began your
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career practicing law before you
joined Pizza Hut in a legal role.
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That's right.
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And what's interesting is
you didn't stay in legal.
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You moved over to operations,
which is very unusual.
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You were chief operating officer of Pizza
Hut, and then you moved into your current
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role as president of Crunch Fitness.
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That's right.
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So you have lots of things to teach
us about leadership, career growth,
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taking risks, and finding opportunities
where maybe others don't see them.
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Let's get started talking
about your career.
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Let's.
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So let's, let's start at beginning.
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So you went to Howard and then you
thought, "Oh, I'm gonna be an attorney,"
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and you went to Harvard Law School,
which is admirable in and of itself
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to get through the Harvard Law School.
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What did you think you were
gonna do with your law degree?
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Um, candidly, I thought I was
gonna run for political office.
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You know, I come from a, a family of
servants, so my dad was on the USS
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Nimitz in the United States Navy.
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He served for right around 30 years.
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I had another grandfather that was
in the 101st Airborne in Korea.
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I wasn't able to serve in the
military because of, like, health
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stuff, and so I always viewed my
way of serving our country being
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political office and public service.
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And so I went to school believing that if
I could go and contribute and be a part of
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the legacy of my father, my grandfathers,
and my own way of service, that's what
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I was intending to do at that time.
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Obviously, life didn't unfold exactly like
that, but that was the thinking initially.
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Thanks to your family for
all those years of service.
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Oh my gosh, that's amazing.
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And you still are serving, though.
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I mean, you're serving a ton of people.
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And so you did practice
law for a little bit.
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Yeah.
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What did you enjoy about that?
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Yeah, so I, I, I practiced, Cathy,
it was about eight years actually.
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So between, uh, a large law firm
here in Texas, one of the big
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ones, it's called Baker Botts.
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My first four and a half years I was in
complex business litigation, and so what
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that included is going to trial, picking
juries, motion practice, arguing in front
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of judges, like actually trying cases.
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And then as you mentioned, my first couple
of years, two and a half years at Pizza
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Hut, was also in a franchise lawyer role.
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Two very different jobs, but the
commonality in those two legal
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practices that I really enjoyed
was two things in particular.
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One, this idea of being
able to just solve problems.
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So when you're a litigator,
you get dropped into a new
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set of facts all the time.
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You have five different
cases, five different clients.
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They have nothing to do with each other.
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And when you're a young lawyer like I
was, you get dropped into the facts.
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You have to put the story together.
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You have to make the arguments.
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You have to build out the case.
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And so I enjoyed just building
things from the ground up.
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The second thing is the ability
to communicate at a high level.
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So whether it's communicating your
point of view to a judge, communicating
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your argument to a jury with a diverse
set of backgrounds and educational
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experiences, or communicating to the
other side in the business context, I
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found the intersection of problem-solving
and high-level communication to be
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something that served me incredibly well.
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Serves you well now.
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I can promise you that
in that role of yours.
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So those are, those are great skills.
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So at what point did you start to
think, "You know, this operations
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gig over here looks pretty good"?
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When did you start thinking about that?
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Yeah, no, it's a great question.
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Look, there's a part of my story that
most people don't know, 'cause it
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often gets overlooked on LinkedIn.
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So between Howard and Harvard, I
worked for four years in business.
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So I worked at this company called
McMaster-Carr Supply Company.
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They're based in Chicago, Illinois.
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They started in, like, 1901.
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It's a family-run
industrial supply company.
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It's one of the best-run
companies in the world.
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Most people don't know about them
because if you're not their customer,
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if you're not their end user, you
don't know them, and they don't care.
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That's how they do it.
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They don't market.
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They only put both their catalog is
the real way that they interact with
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customers in front of the end user, right?
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I was fortunate, Cathy, because they
primarily hire from a few paths.
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People that have burned out on
iBanking, people that have burned out on
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consulting, and then B-school students.
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But then there's this track that they
had where they wanted liberal arts kids
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who didn't know anything about business
to come in, join the management team,
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and just question things and solve
problems and look at things differently.
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That was my story.
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So at Howard, I studied political
science and economics, and I
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took this job out of undergrad.
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My dad, the Navy vet, was like,
"Before you go to get more school,
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why don't you learn how to pay
bills? Why don't you learn how to
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do something different," right?
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So I took this job thinking I'd do it
for one year just to satisfy my dad.
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Yeah.
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And what happened was I found
myself growing really quickly.
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You know, by the time I was 21, I
was managing a team in our physical
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distribution center of about 40, 50
people, m- many of whom had been at
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that company longer than I'd been alive.
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And then I kept growing
and growing and growing.
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And after four years at that company,
that's when I said, "I've got this
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choice. Do I wanna keep on this path,
or do I wanna go and scratch the
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itch and the dream I had to go to
law school?" And so I said to myself,
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"How about I apply to law school? If
I get into Harvard, I'll take it as a
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sign that this is the moment to jump."
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And so that's what happened.
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But what people don't know is those
four years at McMaster-Carr, that
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company most people never heard
of- Probably the most formative
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four years- Yeah … in my career.
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And so when I was at the law firm, even
though I had a really robust practice, I
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was doing the most challenging work you
could do, even though I was the lawyer
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at Pizza Hut, candidly, I was burning
to get back to how I felt when I was
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leading operations at McMaster Carr.
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So I knew I needed to effectively get
back home, and I came into Yum saying to
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myself, "If I can be a franchise lawyer
at a business that is a franchisor, I
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can show them that I'm at the heart of
the business, and I can pivot from being
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a lawyer to being a business leader,"
which is where I felt I belonged.
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So, like, that's actually
my real backstory.
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A lot of folks just don't know that.
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Oh, that is awesome.
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And, you know, it reminds me, I
always made… Everything I did,
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I made into training, 'cause
I wanted to be an educator.
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And so I can- Yeah … I can
definitely relate to that.
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But I also know how hard it is at
Yum to move at that high of a level
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from one department to another.
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How did you make that leap?
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Who believed in you, or how did
you convince someone that you were
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the right person for that role?
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I, you know, Cathy, this is a story that
I love to tell because it has affected,
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not only did it change my life and my
career, it changed the way that I lead.
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And so David Gibbs, who at the time
was the president of Pizza Hut US at
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the time, when I took the job to leave
my law firm and go in as the franchise
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lawyer, we had a very candid conversation.
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He, uh, he asked me, he goes, "Do you
wanna be me, or do you wanna be Bob?" So
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Bob was the general counsel at the time,
and he was the president at the time.
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And even though I'm being hired or
interviewed for this junior lawyer
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role, I said, "To be perfectly honest
with you, David, I wanna be you in
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10 years. I, I don't wanna be Bob."
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And he said something to
me that I'll never forget.
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He said, "You come in and you do this
first thing really well, I promise
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you, Yum will be a place where you
get a chance to be what you think
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you can be." And he kept his word.
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So two and a half years into that, I'm
happy to say I've really delivered in
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that first lawyer role, and then I told
him, "Hey, I'm ready to do the next thing.
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I'm ready for the next set of
challenges," and they gave me
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the Pizza Hut Express business.
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And I jumped into that, having that
P&L, having all that roll up to me
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right out of the lawyer role, and my
life and my career changed, but it
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began with working at a place that saw
not just what I had done on my resume,
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but what they thought I was capable
of, and a leader who kept a promise so
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long as I kept my end of the bargain.
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That's a powerful story because
it also states, say what you want.
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Be very clear about what you want.
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For sure.
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And so oftentimes my students
need to remember that, saying
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exactly where you want to head.
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But what a good question about David,
and what a s- what a strong leader.
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That's an awesome story.
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Thank you.
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Yeah.
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So when you were COO of
Pizza Hut, that's a hard job.
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That's a hard brand, a hard industry.
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Yeah.
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What were some of the biggest
lessons that you learned from leading
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that huge, recognizable brand?
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Yeah.
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So Cathy, the way that I sort of
crescendoed into that role, you
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know, I'd come up through lawyer,
Pizza Hut Express, I was the chief
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equity officer, I worked at the
intersection of business and culture.
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Everything culminated in that role for me.
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But there are a couple things
that- were transformative for me
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there that I take with me now.
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I'll, I'll share them with you.
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The first one was how I
got ready for that role.
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So before we announced it to the
franchisees and the system that I
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was becoming the COO, I was just
working in restaurants every night
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for, like, eight to 10 weeks.
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So I would go to the office during the
day, and then at night I would go to the
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restaurants, and I would, man, I'd make
pizzas, I'd, I'd prep the dough, I'd do
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deliveries, I would clean the kitchen.
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I would do that, and I did it week
after week after week after week
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after week after week after week.
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And what I learned was that
the answers to your business
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are always at the unit level.
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And so the things that I learned working
side by side with a veteran cook or
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a first-year cook, uh, informed the
strategies that I actually brought to the
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table as the COO, because it's so easy
to, uh, try to lead from an ivory tower.
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But if you're disconnected from what
the closest experience is to the team
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member or the closest experience is
to, like, your ultimate customer,
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your end user, you're not gonna
be able to succeed as a company.
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So the first thing that I learned
was you wanna run a… You cannot run
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a business until you understand the
business and have lived in the business.
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Second thing I learned Is this
idea of you've got to create
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repeatable models for excellence.
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So you, you talked about how difficult
it is to, to run that con- it's
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one of the hardest concepts to run.
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Um, it's in an incredibly
cutthroat industry.
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People have no idea how difficult
it is to make pizza really
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well, really consistently.
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And what I learned was you have
to develop systems to make it
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easier to do the right thing.
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And so sometimes that's simplification,
sometimes it's thinking about the
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ways automation can affect work.
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It's always about understanding what
it's like to produce the end product
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that you're being asked to produce.
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And so, like, those two things put
sort of the feet on the ground.
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And then the third thing I'll
just say is, um, you have to
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come from a place of conviction.
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I owed it to the system to say, "Hey,
I, I, I lead with a point of view.
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It's informed by your experiences,
it's informed by your perspectives,
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but it's on me to lead with that." But
the first two pieces of truth that I
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was sharing with you, the conviction
is pure because it's not my ideas.
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It's not just coming from an office.
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It's coming from feet on the ground at the
unit level, connected to teams, connected
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to our customers, and that's the thing.
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I've brought it with me to Crunch,
a completely transformative
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experience for me as a young leader
to have that at Pizza Hut as well.
246
00:10:53,986 --> 00:10:55,725
And then you moved to Crunch.
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Right.
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What attracted you to the fitness
industry and Crunch specifically?
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Yeah.
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This was the first time, Cathy, where
my passion and my expertise intersected.
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So, like, I'm really
passionate about fitness.
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Um, I'm not a bodybuilder or anything
like that, but, like, I'm really
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passionate about communities having
access to tools and spaces to help
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people be the best version of themselves.
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I think fitness does that in spades.
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And the thing that I've become
expert at, I tell people all the
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time, you know, eight years at Yum!
258
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is like getting your PhD in
franchising, especially when you've
259
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had the roles I've had, right?
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From lawyer all the way up to COO.
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And so I was not looking to leave Yum!.
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You know, I had a very clear path.
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Um, as you know, and I'd
become COO really quickly.
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It was really clear where the
future could have gone for me there.
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But there was this tension that I felt,
Cathy, where I was like, man, Yum!
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is the world's largest restaurant company.
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I love it.
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I'm the proudest Yum!
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alum.
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I also think that whether I'm there or
not, it's kind of going to be what it was.
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But when the Crunch opportunity came and
I got the call, I'm like, here's passion,
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here's expertise, these things intersect.
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And at the time, Crunch was
300-and-something clubs, right?
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And I just had a belief that if I
could come and bring the things that
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I've learned at Yum!, I could put my
thumbprint on the DNA of an organization
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that's not yet written its story,
and I could be a part of helping it
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become all that it's called to be.
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That's what I'm living
in Crunch right now.
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That was the bet that
I made when I jumped.
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And, uh, candidly, I'm
really fortunate about it.
281
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It wouldn't have happened but
for Yum!, but I'm fortunate that,
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that I made the choice I made
Let's talk about that choice.
283
00:12:25,925 --> 00:12:26,616
Oh my gosh.
284
00:12:26,866 --> 00:12:29,316
Crunch now, you have
almost 600 clubs- Yeah
285
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across 45 states.
286
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Yeah.
287
00:12:31,206 --> 00:12:32,186
That's crazy.
288
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So for our listeners who are unfamiliar
with the brand, um, and I've, I've
289
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visited a Crunch and really enjoyed it.
290
00:12:37,606 --> 00:12:39,906
But- Yeah … tell us what
makes Crunch different?
291
00:12:40,516 --> 00:12:40,846
Yeah.
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00:12:40,846 --> 00:12:44,655
I, it's, it's a great question
because, you know, as we say all the
293
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time, people can work out anywhere.
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You can't trademark,
um, workout equipment.
295
00:12:50,516 --> 00:12:52,765
But what you can do is you can
deliver experiences that the
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00:12:52,766 --> 00:12:54,035
competition can't replicate.
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00:12:54,065 --> 00:12:56,196
So just let me just, if you'll
just give me a second, let me tell
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you a little bit about Crunch.
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So we started in 1989, uh, as
a group fitness basement in
300
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Greenwich Village, New York.
301
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And so we go from that
all the way to this.
302
00:13:05,605 --> 00:13:09,126
What's encoded in the DNA of Crunch
is this idea of a space where
303
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perhaps no one fits, but everyone
belongs, and belonging sits at the
304
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center of who we are as a brand.
305
00:13:14,686 --> 00:13:17,826
And so what we built around
that is when we build out clubs,
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we'll build 100 clubs this year.
307
00:13:19,085 --> 00:13:20,576
We built 91 clubs last year.
308
00:13:20,805 --> 00:13:22,495
Those are centers of belonging, right?
309
00:13:22,625 --> 00:13:25,235
Not just place where people go and
work out, because one of the core
310
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insights, what we see in our member
base is our folks are looking for a
311
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place to be a part of a community.
312
00:13:30,336 --> 00:13:33,115
They're looking for a place where
beginners and bad asses can be
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together in the exact same space.
314
00:13:35,165 --> 00:13:37,726
Now, the way we deliver that,
Cathy, is a couple things.
315
00:13:38,126 --> 00:13:42,335
One, if you go to a, a Crunch, especially
in my new 3.0 model, you're gonna see
316
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a state-of-the-art workout experience
physically and visually, right?
317
00:13:45,235 --> 00:13:47,865
So you're gonna see
world-class strength equipment.
318
00:13:47,885 --> 00:13:52,215
You're gonna see a deep commitment
to, uh, mobility, to longevity.
319
00:13:52,215 --> 00:13:54,825
You're gonna see a relax and
recovery studio that's best in class.
320
00:13:54,836 --> 00:13:59,095
You're gonna see, uh, a high studio
where we're doing Pilates and yoga.
321
00:13:59,095 --> 00:14:01,265
You're gonna see group fitness classes.
322
00:14:01,266 --> 00:14:03,075
You're gonna see everything that
you could want, and you're gonna
323
00:14:03,075 --> 00:14:04,605
see world-class personal trainers.
324
00:14:04,885 --> 00:14:08,485
So what we're able to do is deliver
inside of our box at a high value and at
325
00:14:08,485 --> 00:14:12,415
a low price, an experience that we think
is really hard to replicate elsewhere.
326
00:14:12,586 --> 00:14:15,905
But it's done by making sure that
our teams are able to deliver on
327
00:14:15,906 --> 00:14:17,285
that Crunch brand promise, right?
328
00:14:17,586 --> 00:14:20,645
Which is where we have this
idea of there's no judgments,
329
00:14:20,785 --> 00:14:22,045
but there's also no limits.
330
00:14:22,055 --> 00:14:24,605
And what we're stepping into
right now is the no limits era.
331
00:14:25,215 --> 00:14:27,215
And to give people a concept
for our prices, right?
332
00:14:27,215 --> 00:14:31,476
Like, we'll start as cheap in,
in, in most cities as $999.
333
00:14:31,835 --> 00:14:33,936
And in some places you'll see
the most expensive membership
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00:14:33,936 --> 00:14:35,365
will be like $30 a month, right?
335
00:14:35,366 --> 00:14:37,185
And you'll have access
to all these things.
336
00:14:37,185 --> 00:14:38,695
Prices vary a little bit market to market.
337
00:14:38,955 --> 00:14:42,435
But what I'm talking about is delivering
genuinely world-class experience
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00:14:42,435 --> 00:14:45,936
to people at an affordable price,
which feels like mission work to us.
339
00:14:46,245 --> 00:14:47,945
And so that's why I think
that we're differentiated.
340
00:14:47,955 --> 00:14:51,775
That's why our members work out with
us twice as much as the competition
341
00:14:51,785 --> 00:14:54,496
has their members work out with
them, and why we keep growing in
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00:14:54,496 --> 00:14:55,805
really healthy and productive ways.
343
00:14:56,795 --> 00:14:57,656
Oh, what a great description.
344
00:14:57,675 --> 00:15:00,736
And, you know, when I visited,
the energy was just palpable.
345
00:15:00,736 --> 00:15:02,346
I mean, you walk in and
you can just feel it.
346
00:15:02,746 --> 00:15:05,585
And you're right, there are all
levels, which I'll put me at a little
347
00:15:05,585 --> 00:15:07,215
better than a beginner, but not much.
348
00:15:07,425 --> 00:15:07,445
Yeah.
349
00:15:07,455 --> 00:15:10,596
And then, um- But then you go
all the way to, I did see those
350
00:15:10,596 --> 00:15:12,026
people that you call the badasses.
351
00:15:12,026 --> 00:15:14,215
I saw them as well- Yeah … and
they definitely were.
352
00:15:14,665 --> 00:15:16,506
You know, I had fun
looking at your website.
353
00:15:16,506 --> 00:15:21,015
It was actually fun to look through, and I
found this list of four Crunch-isms, which
354
00:15:21,016 --> 00:15:22,835
is a- Yeah … fabulous made-up word.
355
00:15:23,175 --> 00:15:23,396
Yeah.
356
00:15:23,596 --> 00:15:24,605
But I'm gonna, I'm gonna state them.
357
00:15:24,755 --> 00:15:25,835
I'm- We make up stuff
time to time, for sure.
358
00:15:25,835 --> 00:15:26,435
I love that.
359
00:15:26,435 --> 00:15:27,026
I just love it.
360
00:15:27,036 --> 00:15:28,515
So I'm gonna state the four.
361
00:15:28,526 --> 00:15:28,545
Yeah.
362
00:15:28,705 --> 00:15:32,445
And you, I want you to take one of
them and tell us what it means to
363
00:15:32,445 --> 00:15:34,016
you and why it's important to you.
364
00:15:34,016 --> 00:15:34,635
So here they are.
365
00:15:34,636 --> 00:15:36,435
Number one is our gym is your gym.
366
00:15:36,445 --> 00:15:36,465
Yeah.
367
00:15:36,955 --> 00:15:39,035
Two, embrace a no judgments philosophy.
368
00:15:39,445 --> 00:15:41,415
Three, energy is for everyone.
369
00:15:41,805 --> 00:15:44,246
And the last is goals
are made to be crushed.
370
00:15:44,545 --> 00:15:44,836
Yeah.
371
00:15:44,836 --> 00:15:45,706
Can I take two of them?
372
00:15:45,875 --> 00:15:46,575
Oh, go ahead.
373
00:15:46,575 --> 00:15:47,435
Yes, sir. Yeah.
374
00:15:47,765 --> 00:15:49,755
So I, I love our gym is your gym.
375
00:15:49,756 --> 00:15:52,885
So you know I talked about this idea
of no one fits but everyone belongs.
376
00:15:52,886 --> 00:15:55,614
Like- Here's what, here's the vision.
377
00:15:56,454 --> 00:15:59,223
Every Crunch is a pathway to greater
possibility for everybody that
378
00:15:59,234 --> 00:16:02,504
touches it, and I mean that for
our franchisees who invest their
379
00:16:02,504 --> 00:16:04,064
hard-earned capital to make it work.
380
00:16:04,494 --> 00:16:06,973
I mean that for the team members
who deliver those experiences.
381
00:16:07,013 --> 00:16:09,233
Every check-in is a moment
of truth at Crunch- Mm-hmm
382
00:16:09,434 --> 00:16:11,473
so we depend on our team
members to deliver that.
383
00:16:11,593 --> 00:16:14,163
When they get it right, those
clubs should be places where they
384
00:16:14,164 --> 00:16:16,093
grow, thrive, advance as well.
385
00:16:16,273 --> 00:16:17,583
And then we certainly
mean it for the members.
386
00:16:17,584 --> 00:16:20,903
Like, when people give us their dues
each month, I view that as a covenant
387
00:16:21,343 --> 00:16:25,763
where, yes, you pay, and then I promise
to create a transformation space for you.
388
00:16:26,023 --> 00:16:29,893
So when I say our gym is your
gym, like, it's almost circular.
389
00:16:30,074 --> 00:16:32,734
Our, our can be whoever
we're talking about.
390
00:16:32,914 --> 00:16:34,734
The point is it's a
collective enterprise, right?
391
00:16:34,734 --> 00:16:37,204
So, like, there's no,
like, come to my gym.
392
00:16:37,204 --> 00:16:38,184
No, this is your gym.
393
00:16:38,184 --> 00:16:38,593
It's home.
394
00:16:38,593 --> 00:16:41,493
That's why when you walk into a
Crunch, you should hear, "Welcome,"
395
00:16:42,053 --> 00:16:44,864
and it's like welcome home is
the implication with that, right?
396
00:16:45,123 --> 00:16:48,954
So I, I just really deeply believe
in that, and when I say that's
397
00:16:48,954 --> 00:16:51,913
how we differentiate from the
competition, like, people can go and
398
00:16:51,914 --> 00:16:53,304
put strength equipment in, right?
399
00:16:53,304 --> 00:16:54,923
You can't stop someone from doing that.
400
00:16:54,934 --> 00:16:56,563
People can put in a studio.
401
00:16:56,593 --> 00:16:59,034
People can put in, uh, an assault bike.
402
00:16:59,353 --> 00:17:03,223
But if they can't deliver check-in
after check-in the sense that this is
403
00:17:03,223 --> 00:17:06,343
a place where you belong, welcome home
for your workout, and then we'll see you
404
00:17:06,344 --> 00:17:09,284
when you come back home when you leave
the gym, they can't compete with us,
405
00:17:09,284 --> 00:17:10,423
so that's why that's really important.
406
00:17:10,683 --> 00:17:13,804
The last piece is this, this idea
of our goals are made to be crushed.
407
00:17:14,763 --> 00:17:17,833
That's a little bit of the swagger
that I think this brand has, right?
408
00:17:18,143 --> 00:17:21,063
If you go over to a given Crunch,
you'll see on the wall a lot of things.
409
00:17:21,073 --> 00:17:24,194
You'll see stuff like, "S is about
to get heavy." You'll, you'll see
410
00:17:24,194 --> 00:17:25,723
things like, "Badasses are built here.
411
00:17:25,723 --> 00:17:27,583
We kick A in here." Like,
all these sorts of things.
412
00:17:28,094 --> 00:17:31,203
Not only is that just, like, a little bit
of swagger, but it's this real instinct
413
00:17:31,204 --> 00:17:35,333
of if we can put you in a place where you
can be the best version of yourself and
414
00:17:35,333 --> 00:17:39,493
partner you with a community or a trainer
or a class that helps you tap into what
415
00:17:39,493 --> 00:17:43,283
you're capable of, not only can you set
those goals, you can crush those goals.
416
00:17:43,323 --> 00:17:48,263
And that's important because the gym,
the club ought to be a proposition where
417
00:17:48,263 --> 00:17:50,443
because you're there, you're not the same.
418
00:17:50,704 --> 00:17:54,123
I think that when Crunch opens its doors
and turns its lights on, communities
419
00:17:54,123 --> 00:17:57,283
ought to be different because we're
there, and that's only true when
420
00:17:57,283 --> 00:18:00,293
people recognize what they're fully
capable of in partnership with us.
421
00:18:00,293 --> 00:18:04,413
So the first and the fourth one are two
really, like, covenant-type things for
422
00:18:04,413 --> 00:18:05,774
me, and that's how I feel about those.
423
00:18:06,244 --> 00:18:07,004
I love all four.
424
00:18:07,403 --> 00:18:08,573
I think they make a lot of sense.
425
00:18:08,623 --> 00:18:12,563
And you know, you keep hitting on
this sense of belonging, and it seems
426
00:18:12,563 --> 00:18:17,443
especially after COVID, people are doing
more things to have a sense of belonging.
427
00:18:17,744 --> 00:18:17,904
Yeah.
428
00:18:17,923 --> 00:18:19,554
And I see that in many things.
429
00:18:19,554 --> 00:18:23,073
Like, this Mahjong phase has taken
off, and I think this fitness phase and
430
00:18:23,143 --> 00:18:26,463
people wanting to go and be together-
Yeah … and Crunch facilitates that.
431
00:18:26,473 --> 00:18:32,114
And your growth, okay, let's go back
to you said 100 new gyms this year.
432
00:18:32,313 --> 00:18:32,583
Yeah.
433
00:18:32,664 --> 00:18:33,763
How do you do that?
434
00:18:34,382 --> 00:18:39,792
So the fundamental building block of our
brand is what I call the three C partner.
435
00:18:40,282 --> 00:18:43,752
It's a partner with the right level of
capability, the right level of capital,
436
00:18:43,851 --> 00:18:45,162
and then the right level of commitment.
437
00:18:45,532 --> 00:18:50,302
And so for us, we operate off of a
virtuous franchising cycle, and that
438
00:18:50,302 --> 00:18:53,862
begins with picking the right partners
and then engaging them impactfully, and
439
00:18:53,862 --> 00:18:57,321
then helping them grow, recognizing when
they're successful, attacking distress
440
00:18:57,341 --> 00:19:00,242
when they experience it, and then letting
them grow if they get that piece right.
441
00:19:00,562 --> 00:19:03,112
And so when I talk to you
about building 100 clubs, it's
442
00:19:03,321 --> 00:19:04,762
not for our fame and fortune.
443
00:19:04,762 --> 00:19:07,871
That's, you know, I've got
about 50 franchise partners
444
00:19:07,871 --> 00:19:09,092
across the globe right now.
445
00:19:09,341 --> 00:19:12,681
That's a number of franchise
partners saying, "Yep, I'm all in.
446
00:19:12,702 --> 00:19:15,272
I'm gonna go and build 10 clubs
in these communities." Another
447
00:19:15,362 --> 00:19:16,471
one say, "I'm gonna build 12."
448
00:19:16,481 --> 00:19:20,321
Sometimes it's a person just building
one or two, but it's them knowing that
449
00:19:20,321 --> 00:19:23,932
we get it, knowing that we're in it with
them, and importantly, Cathy, having
450
00:19:23,932 --> 00:19:25,592
delivered a model that works for them.
451
00:19:25,921 --> 00:19:30,002
I can't just make people build
gyms and clubs because it
452
00:19:30,042 --> 00:19:31,221
honors a development agreement.
453
00:19:31,411 --> 00:19:33,931
It needs to return the
value to them, right?
454
00:19:33,931 --> 00:19:37,391
And so when, when you find the sweet
spot of, "Hey, how do we make sure that
455
00:19:37,391 --> 00:19:40,701
I can give you a product you believe
in? How do I get you to stay enrolled in
456
00:19:40,702 --> 00:19:44,012
our mission?" Like, that's why you see
this growth when it all comes together.
457
00:19:44,291 --> 00:19:46,572
And, uh, those are a lot of the
lessons I learned grappling with this
458
00:19:46,572 --> 00:19:49,631
for eight years in, in, in the Yum
space in a, in a really interesting
459
00:19:49,632 --> 00:19:53,410
system So, you know, let's talk about
franchising and, and franchisees,
460
00:19:53,430 --> 00:19:55,210
because that is, that is the secret.
461
00:19:55,570 --> 00:19:59,460
And so you talk about partnering
with your franchisees to grow.
462
00:19:59,729 --> 00:19:59,979
Yeah.
463
00:20:00,019 --> 00:20:03,859
What have you done to build a great
franchisor-franchisee relationship?
464
00:20:03,859 --> 00:20:05,209
Because they're not
gonna grow without that.
465
00:20:05,599 --> 00:20:09,069
So what are some of the things you do to
ensure that relationship stays intact?
466
00:20:09,440 --> 00:20:09,770
Yeah.
467
00:20:09,770 --> 00:20:11,439
It be- it begins with deep listening.
468
00:20:11,440 --> 00:20:16,939
So, you know, for me, Cathy, if- unless
it's Thursday morning or Sunday morning,
469
00:20:17,240 --> 00:20:18,939
I'm in a Crunch somewhere in the world.
470
00:20:18,990 --> 00:20:20,019
Like, that's where I start.
471
00:20:20,320 --> 00:20:21,729
And I learned this at Pizza Hut, right?
472
00:20:21,729 --> 00:20:25,159
So I didn't come- I didn't grow up in
operations in Pizza Hut, obviously, right?
473
00:20:25,190 --> 00:20:26,700
Just by virtue of my career path.
474
00:20:27,089 --> 00:20:30,819
But what I learned was when the
franchisees saw me consistently in the
475
00:20:30,819 --> 00:20:34,239
restaurants and consistently alongside
their teams, it gave me a different level
476
00:20:34,240 --> 00:20:37,489
of authority and credibility to speak life
into the system in a certain way, right?
477
00:20:37,489 --> 00:20:37,635
Right.
478
00:20:37,635 --> 00:20:39,210
And so I brought that here, right?
479
00:20:39,210 --> 00:20:42,659
So just from a leadership vision
I attempt to cast, the shadow I
480
00:20:42,670 --> 00:20:45,979
attempt to cast here, it begins with
being deeply connected to the club.
481
00:20:45,979 --> 00:20:46,770
So that's the first thing.
482
00:20:47,190 --> 00:20:50,619
The second thing, though, is making sure
that I deeply listen to them, right?
483
00:20:50,650 --> 00:20:53,330
So I try to lead with a service
posture, then I try to lead
484
00:20:53,330 --> 00:20:54,149
with a listening posture.
485
00:20:54,170 --> 00:20:57,889
One of my favorite leaders is Nelson
Mandela, and Nelson Mandela talks
486
00:20:57,979 --> 00:21:01,490
famously about li- listening as a
superpower that he learned from his dad.
487
00:21:01,869 --> 00:21:05,920
His dad was sort of the, was the chief of
the tribe that he grew up in, and he would
488
00:21:05,920 --> 00:21:09,379
sit and listen to the elders talk about
an issue, and he- only after everyone else
489
00:21:09,390 --> 00:21:13,960
spoke would he then issue an opinion, and
the opinion would often be a summation
490
00:21:13,960 --> 00:21:15,269
of what he'd heard other people say.
491
00:21:15,559 --> 00:21:18,850
And I have formal mechanisms and
informal mechanisms where the
492
00:21:18,850 --> 00:21:20,649
franchisees can give me feedback.
493
00:21:20,939 --> 00:21:23,599
And so a lot of times, if they hear
something come out of my office or come
494
00:21:23,600 --> 00:21:26,919
out of our brand, they're like, "Oh,
a piece of that is something I said
495
00:21:26,920 --> 00:21:29,480
to Shaquan," or, "A piece of that is
something that I said to Shaquan's team."
496
00:21:29,480 --> 00:21:30,319
So that's the second thing.
497
00:21:30,629 --> 00:21:33,700
The third thing, though, that I'm
really proud of is we built an, a, an
498
00:21:33,749 --> 00:21:35,549
engagement model that's high-impact.
499
00:21:35,920 --> 00:21:38,179
We've got a franchise
business partner structure.
500
00:21:38,399 --> 00:21:41,889
We've got divisions that we've separated
our franchise system into, and then
501
00:21:41,890 --> 00:21:45,180
we've got verticals that we engage
through, one, our general franchise
502
00:21:45,180 --> 00:21:48,579
business partners, also in group
fitness, also in personal training.
503
00:21:48,850 --> 00:21:51,269
And so what we do is, like,
we sit with them and we engage
504
00:21:51,269 --> 00:21:52,280
in joint business planning.
505
00:21:52,460 --> 00:21:54,379
What are your goals for
this operating year?
506
00:21:54,609 --> 00:21:57,119
What do we think we want to see out
of your group this operating year?
507
00:21:57,280 --> 00:21:59,839
And then how do we, on a quarterly
basis, keep score and keep each
508
00:21:59,839 --> 00:22:02,989
other honest that you deliver what
you need to achieve your goals, and
509
00:22:02,989 --> 00:22:05,880
that we've delivered to you what we
need from you to achieve your goals?
510
00:22:06,129 --> 00:22:09,899
When we show up in that sort of heart-led,
how do we actually go drive real
511
00:22:09,899 --> 00:22:13,389
results together posture, they listen,
they engage, they grow, and that's
512
00:22:13,390 --> 00:22:14,920
how the virtuous cycle keeps going.
513
00:22:15,390 --> 00:22:18,740
Oh my gosh, what a wonderful symbiotic
relationship you've described.
514
00:22:18,979 --> 00:22:21,549
Because it is, it's like, how are you
meeting your goals, and then how are
515
00:22:21,549 --> 00:22:24,559
we helping you, and then how are then
you meeting, obviously, franchise,
516
00:22:24,619 --> 00:22:25,830
your corporate goals as well.
517
00:22:25,839 --> 00:22:26,149
For sure.
518
00:22:26,229 --> 00:22:30,040
So what do you think the best
franchisees do differently at Crunch?
519
00:22:31,726 --> 00:22:34,926
You know, I, y- one thing that has
really stuck out to me, Cathy, I've
520
00:22:34,926 --> 00:22:38,616
been thinking about my largest fran-
I've got so many great franchisees.
521
00:22:38,996 --> 00:22:43,176
My largest franchisee is right
around 100 club operator, and at our
522
00:22:43,176 --> 00:22:46,186
build-out cost, you can appreciate the
magnitude of that business to say 100.
523
00:22:46,186 --> 00:22:46,201
Yes.
524
00:22:46,201 --> 00:22:48,245
This is not 100 restaurants,
this is 100 gyms.
525
00:22:48,695 --> 00:22:53,736
The CEO of that organization, you are just
as likely to find him at the front desk in
526
00:22:53,736 --> 00:22:58,255
one of his gyms on a given day as you will
be flying to somewhere to get a deal done.
527
00:22:58,796 --> 00:23:03,985
The insight for that is the best
franchisees recognize that the work
528
00:23:03,985 --> 00:23:06,015
is always about the unit level.
529
00:23:06,336 --> 00:23:10,065
You may not work in your unit every day,
but if you think that you can remotely
530
00:23:10,066 --> 00:23:13,765
or from a disconnected perspective
roll up a bunch of units into a massive
531
00:23:13,766 --> 00:23:16,605
enterprise and it's just going to
work, that's not gonna be the case.
532
00:23:16,895 --> 00:23:20,665
And so whether they came from fitness
or whether or not they are in the gym
533
00:23:20,665 --> 00:23:24,435
every day, there's an operating posture
of being, like, deeply connected to
534
00:23:24,435 --> 00:23:27,165
what the teams are going through, deeply
connected to the member experience,
535
00:23:27,185 --> 00:23:30,995
and then partnering really well with
the franchisor to make sure that you
536
00:23:30,996 --> 00:23:34,665
understand how we think things should
go, you share up to me how we think
537
00:23:34,675 --> 00:23:37,676
things should go from your perspective,
and then making it work together.
538
00:23:37,676 --> 00:23:42,445
But our best franchisees candidly are
a superpower for this brand because
539
00:23:42,446 --> 00:23:45,696
they bring so much experience, so
much heart-led posture, and so much
540
00:23:45,696 --> 00:23:46,786
commitment to what we're trying to do.
541
00:23:47,726 --> 00:23:50,306
You know, what you described
is so oftentimes people think,
542
00:23:50,316 --> 00:23:52,816
"Oh, I can become a franchisee,
and it's just passive income."
543
00:23:53,346 --> 00:23:53,936
Hardly.
544
00:23:54,286 --> 00:23:57,406
And so- That's right … what you've
described is they're very active in the
545
00:23:57,406 --> 00:24:01,036
gyms, understanding the business model,
and that definitely makes a difference.
546
00:24:01,636 --> 00:24:04,925
What kind of challenges do you think
your franchisees are facing today,
547
00:24:04,925 --> 00:24:06,616
and which ones concern you the most?
548
00:24:07,076 --> 00:24:10,986
Yeah, you know, I think there's always
an opportunity for franchis- franchisees
549
00:24:10,986 --> 00:24:12,356
continue to want to be profitable, right?
550
00:24:12,365 --> 00:24:16,215
And so I've never seen a concept
that never has some level of pressure
551
00:24:16,486 --> 00:24:17,866
in the middle of the P&L, right?
552
00:24:18,175 --> 00:24:20,225
A couple of things that we're
experiencing, just like everybody else,
553
00:24:20,226 --> 00:24:24,305
labor continues to be a challenge, both
a challenge and an opportunity, right?
554
00:24:24,316 --> 00:24:27,906
Like, you obviously want to fairly and
healthily compensate your workforce.
555
00:24:28,055 --> 00:24:30,616
You got to make sure that dynamic
makes some sense at the unit level
556
00:24:30,616 --> 00:24:34,285
so you continue to justify your right
to grow from an EBITDA perspective.
557
00:24:34,575 --> 00:24:36,315
Real estate becomes
increasingly expensive.
558
00:24:36,365 --> 00:24:39,852
If you look at my core model, for
folks that don't know, I, I, I like
559
00:24:39,852 --> 00:24:43,605
35, 40,000 square foot boxes, right?
560
00:24:43,625 --> 00:24:45,136
Like, we aren't doing little pocket gyms.
561
00:24:45,136 --> 00:24:46,865
We're doing the big dogs.
562
00:24:47,145 --> 00:24:50,725
There can sometimes be a scarcity of that
in the environment that you're in, and if
563
00:24:50,726 --> 00:24:52,155
it's there, there's a heavy competition.
564
00:24:52,156 --> 00:24:53,605
It's kind of like pizza,
like it's cutthroat.
565
00:24:53,615 --> 00:24:55,756
There are a couple other folks
that are trying to go build now,
566
00:24:55,756 --> 00:24:57,035
so that can send some prices up.
567
00:24:57,035 --> 00:24:58,175
So those are some of the challenges.
568
00:24:58,565 --> 00:25:02,676
I think the, the, maybe the third thing
that is slightly more philosophical
569
00:25:02,676 --> 00:25:07,455
but more interesting to me is we're
in a space right now where we, it's
570
00:25:07,455 --> 00:25:10,746
very easy for us to read our press
clippings and think that we've arrived.
571
00:25:11,046 --> 00:25:15,686
Every day I open up my email, you
know, someone's thrown another award
572
00:25:15,696 --> 00:25:19,586
at us about something, and we've got
to make sure that we don't forget what
573
00:25:19,586 --> 00:25:21,325
it's like to be a challenger brand.
574
00:25:22,016 --> 00:25:25,575
You know, there are some brands, without
naming them, that were champion brands
575
00:25:25,696 --> 00:25:29,075
that became challengers before they
knew it, and they missed the plot, and
576
00:25:29,075 --> 00:25:30,645
they woke up and the game had changed.
577
00:25:30,946 --> 00:25:33,385
And so I think our challenge
right now is to say, "Man, how
578
00:25:33,385 --> 00:25:34,705
do we not lose our scrappiness?
579
00:25:34,885 --> 00:25:36,205
How do we not lose our conviction?
580
00:25:36,365 --> 00:25:40,125
How do we not forget what I said earlier?"
Every check-in is a moment of truth for
581
00:25:40,125 --> 00:25:43,666
us, and as some of my franchisees grow
really fast, really aggressively, and
582
00:25:43,666 --> 00:25:47,686
put up these numbers that are celebrated,
how do they make sure that their core
583
00:25:47,686 --> 00:25:51,015
operating ethos is not lost just because
they're growing and scaling so fast?
584
00:25:51,055 --> 00:25:54,196
So it's my job to make sure that we
can wrap our arms around that as a
585
00:25:54,196 --> 00:25:56,875
brand to go and do that together,
but those are the challenge.
586
00:25:56,895 --> 00:26:00,135
And I would just say that challenge
in particular, what a blessing it
587
00:26:00,136 --> 00:26:02,365
is to try to figure out how to grow
in a really healthy way because
588
00:26:02,375 --> 00:26:03,645
the growth is coming so fast.
589
00:26:03,935 --> 00:26:06,116
We just got to make sure we don't
take anything for granted, and
590
00:26:06,116 --> 00:26:07,016
that's the journey that we're on.
591
00:26:07,645 --> 00:26:11,575
We've all seen great brands that,
due to this thing called complacency-
592
00:26:11,586 --> 00:26:13,845
Yeah … you know, they're at, they're
at number one, they believe they can
593
00:26:13,845 --> 00:26:18,175
stay, and then they topple because there
are always the challengers, always.
594
00:26:18,185 --> 00:26:22,518
So keeping that mindset- And it must
be hard because I'm reading about
595
00:26:22,518 --> 00:26:23,898
Crunch awards all the time as well.
596
00:26:23,908 --> 00:26:24,248
Mm-hmm.
597
00:26:24,288 --> 00:26:28,498
And what a great brand and, and I've
shared before, my students actually,
598
00:26:28,928 --> 00:26:32,547
I let them choose a brand to explore
every semester, and you would not
599
00:26:32,547 --> 00:26:34,118
believe the number that explore Crunch.
600
00:26:34,127 --> 00:26:34,227
Oh, wow.
601
00:26:34,337 --> 00:26:37,748
And so I, I read about you, I
read about your brand because
602
00:26:37,748 --> 00:26:39,188
it is a fun, exciting brand.
603
00:26:39,188 --> 00:26:42,707
So I, I really appreciate that
you said that, and that definitely
604
00:26:42,718 --> 00:26:44,518
explains the ongoing success.
605
00:26:44,867 --> 00:26:47,307
So that, that is, uh,
very, very interesting.
606
00:26:47,957 --> 00:26:47,987
Sure.
607
00:26:48,047 --> 00:26:51,077
So let's talk a little bit more about
leadership as we start to close down.
608
00:26:51,218 --> 00:26:51,458
Sure.
609
00:26:51,468 --> 00:26:55,537
So you've led large organizations across
multiple industries, and even the one
610
00:26:55,778 --> 00:26:58,667
you described between your undergrad
and graduate work is fascinating.
611
00:26:59,168 --> 00:27:02,967
Are there some leadership principles
that are personal to you that you've
612
00:27:02,988 --> 00:27:04,897
kept constant throughout your career?
613
00:27:05,457 --> 00:27:06,207
Yeah, absolutely.
614
00:27:06,238 --> 00:27:09,557
It's three in particular,
and in no particular order.
615
00:27:09,727 --> 00:27:14,202
Humility Authenticity and intentionality.
616
00:27:14,552 --> 00:27:17,121
If you'll humor me, I'll just give you
a double-click on each one of them.
617
00:27:18,152 --> 00:27:20,621
Humility is something that
I didn't come here with.
618
00:27:21,152 --> 00:27:25,461
You know, it came with the gray hair,
and being a father, and being a husband,
619
00:27:25,462 --> 00:27:27,132
and putting my hand on some hot stoves.
620
00:27:27,132 --> 00:27:31,752
What I've learned is, if you can bring
the requisite humility to a situation, you
621
00:27:31,752 --> 00:27:35,861
have the opportunity to bring to the table
what you know, and a healthy understanding
622
00:27:35,861 --> 00:27:39,012
of that there's a ton that you don't know,
and that's where the growth takes place.
623
00:27:39,341 --> 00:27:42,742
And so i- it's really a place where,
you know, the heart posture that comes
624
00:27:42,742 --> 00:27:46,421
with humility is if I can show up and
make sure that I'm fully poured out,
625
00:27:46,441 --> 00:27:50,072
I'm in a position to be filled up with
something that someone else knows so that
626
00:27:50,072 --> 00:27:51,392
I can then pour out to somebody else.
627
00:27:51,412 --> 00:27:54,662
And that's been a distinct
difference from, like, how do I
628
00:27:54,662 --> 00:27:57,512
show up knowing it all because
my title says that I'm in charge?
629
00:27:57,512 --> 00:28:00,531
Like, that's just not a thing
that, that makes great sense to me.
630
00:28:00,862 --> 00:28:02,821
Intentionality is critically important.
631
00:28:03,252 --> 00:28:07,391
You know, we all want to win, but what
I've found with intentionality, it's
632
00:28:07,391 --> 00:28:11,741
helped me differentiate between winning
being, oh, I'm number one, where I can
633
00:28:11,741 --> 00:28:15,861
rank my brand or myself vis-a-vis someone
else, as opposed to, well, what's the
634
00:28:15,862 --> 00:28:17,181
intention of what I mean by winning?
635
00:28:17,211 --> 00:28:20,391
And that is being the very best
version of myself, or Crunch being
636
00:28:20,391 --> 00:28:21,831
the very best version of Crunch.
637
00:28:22,072 --> 00:28:24,681
So when you work with intentionality,
you're saying, what does it
638
00:28:24,682 --> 00:28:26,742
mean to fully self-actualize?
639
00:28:26,742 --> 00:28:28,151
What does it mean to fully serve?
640
00:28:28,292 --> 00:28:32,491
What does it mean to fully be who we're
called to be, not just who we are today?
641
00:28:32,781 --> 00:28:36,702
And then authenticity is one that's
been maybe the biggest personal unlock
642
00:28:36,702 --> 00:28:40,481
for me, and this, the picture really
was put into frame for me at Pizza Hut
643
00:28:40,502 --> 00:28:44,691
around COVID when I woke up, I looked
at a world, I looked at a company,
644
00:28:44,891 --> 00:28:46,041
and just things were different.
645
00:28:46,112 --> 00:28:47,901
People were grappling with a
different set of experiences
646
00:28:47,902 --> 00:28:49,441
together collectively and publicly.
647
00:28:49,682 --> 00:28:52,351
Everybody had different lived experiences,
but a lot of things were brought to the
648
00:28:52,351 --> 00:28:54,501
fore just from a societal perspective.
649
00:28:54,781 --> 00:28:59,741
And one of the decisions I made for myself
was what I owe the place that I'm in, and
650
00:28:59,741 --> 00:29:03,241
what I owe the leadership mounds I've been
given, is an authentic version of myself.
651
00:29:03,591 --> 00:29:05,741
And sometimes that was me
growing my hair out, sometimes
652
00:29:05,741 --> 00:29:06,911
it was me growing my beard out.
653
00:29:07,061 --> 00:29:10,422
It was always me being the most
real version of myself so I could
654
00:29:10,422 --> 00:29:13,312
make space for others to be the
most real version of themselves.
655
00:29:13,631 --> 00:29:16,192
And so, so long as I was getting
results, if I can make some space
656
00:29:16,192 --> 00:29:19,312
for, like, excellence can look a
different way, excellence can sound a
657
00:29:19,312 --> 00:29:22,732
different way, excellence can come from
backgrounds you would never expect.
658
00:29:22,891 --> 00:29:27,002
I look for that, one, because it's, it's
easy for me to understand, but I'm also…
659
00:29:27,011 --> 00:29:28,122
You know, the first one is humility.
660
00:29:28,442 --> 00:29:30,651
It's gotta be something bigger
than what I have as well.
661
00:29:30,662 --> 00:29:34,631
So, like, if you were to separate me
from, like, trying to look for those three
662
00:29:34,631 --> 00:29:38,201
things in particular, I'd say the other
thing I look for is two things: people who
663
00:29:38,201 --> 00:29:40,781
have a conviction about something, right?
664
00:29:41,230 --> 00:29:43,590
And the conviction's gotta be
something bigger than self.
665
00:29:43,960 --> 00:29:49,690
So I love when people come and say,
"Man, I want to raise my hand and do this
666
00:29:49,690 --> 00:29:53,269
thing because I think we can be better
at this as a brand." Or like, "I see a
667
00:29:53,270 --> 00:29:55,190
person over here and they're struggling.
668
00:29:55,190 --> 00:29:58,179
I think if I could pour something into
them, I might be able to unlock them."
669
00:29:58,179 --> 00:30:02,760
So I like these other-centered leaders
who think they can do more, but not
670
00:30:02,760 --> 00:30:06,000
for the sake of their own glory,
but for the sake of growing other
671
00:30:06,000 --> 00:30:07,120
people or growing the collective.
672
00:30:07,150 --> 00:30:07,960
So that's one thing.
673
00:30:08,249 --> 00:30:11,320
And then the next one that has
been a big part of my story as
674
00:30:11,320 --> 00:30:13,099
well is this high learning agility.
675
00:30:13,430 --> 00:30:17,489
You know, if you look at my story, Cathy,
I've never once had a job that someone
676
00:30:17,500 --> 00:30:22,430
thought I was ready for because I didn't
know any lawyers, I didn't know COO.
677
00:30:22,430 --> 00:30:24,549
E- everything I've done, I was
doing it for the first time.
678
00:30:24,890 --> 00:30:28,959
But I think learning agility can
help people perhaps come in with some
679
00:30:28,960 --> 00:30:32,739
differentiated opportunities to drive
results if they're just flexible,
680
00:30:32,739 --> 00:30:34,639
and they've seen a lot of different
things, and they've had to solve
681
00:30:34,640 --> 00:30:35,719
problems a lot of different ways.
682
00:30:36,050 --> 00:30:39,409
And so I try to make sure that
I'm David Gibbs for someone else.
683
00:30:39,710 --> 00:30:42,810
So when someone comes here into Crunch
or another organization I'm working
684
00:30:42,810 --> 00:30:46,919
in, w- whether it be a public board or
these other places I work in, and I see
685
00:30:46,919 --> 00:30:50,959
someone that can do something, I say to
myself, how do I make sure I think about
686
00:30:50,959 --> 00:30:54,339
what they're capable of, not just what
their resume said they've done already?
687
00:30:54,340 --> 00:30:57,239
Because sometimes that can be an
unlock for the person and also an
688
00:30:57,249 --> 00:31:01,132
unlock for the collective It brings
it full circle back to David.
689
00:31:01,482 --> 00:31:06,302
So I was on a panel with, once
talking to him, and he was asked
690
00:31:06,302 --> 00:31:09,182
this question 'cause it was about,
how do you know you're ready for a
691
00:31:09,182 --> 00:31:10,831
job, and when would you apply for it?
692
00:31:10,831 --> 00:31:13,931
And there are statistics that show many
females will not- Yeah … apply for
693
00:31:13,931 --> 00:31:15,621
a job unless they're 100% qualified.
694
00:31:16,162 --> 00:31:19,331
And males will, if they're about
50%, they'll go ahead and apply, and
695
00:31:19,331 --> 00:31:20,761
that's just, that's a generality.
696
00:31:20,891 --> 00:31:21,091
Right.
697
00:31:21,091 --> 00:31:22,351
Do you know what… I'll
tell you what David said.
698
00:31:22,371 --> 00:31:26,081
He said, "Why would you apply for
a job you're 100% qualified for?
699
00:31:26,081 --> 00:31:29,531
What would you learn?"
And he stopped the room.
700
00:31:29,541 --> 00:31:29,561
Yeah.
701
00:31:29,912 --> 00:31:32,912
And so you just reinforced
that, so thank you for that.
702
00:31:32,912 --> 00:31:32,922
Absolutely.
703
00:31:32,922 --> 00:31:35,022
That, that is a good point.
704
00:31:35,031 --> 00:31:37,701
So, you know, Shaquan, uh,
many listeners are students
705
00:31:37,761 --> 00:31:39,531
or early career professionals.
706
00:31:39,912 --> 00:31:43,022
What advice would you give
someone who isn't exactly sure
707
00:31:43,022 --> 00:31:44,491
what their career path should be?
708
00:31:45,561 --> 00:31:46,791
Oh, it's a great question.
709
00:31:46,791 --> 00:31:47,961
It's an important question.
710
00:31:49,232 --> 00:31:50,471
Maybe, maybe two things.
711
00:31:50,531 --> 00:31:53,441
And l- look, I, I'll just say it from
a place of lived experience and hope
712
00:31:53,441 --> 00:31:54,942
that it's useful to the listener.
713
00:31:55,371 --> 00:31:58,851
The first one is give yourself grace,
and so I'll tell you what I mean there.
714
00:31:58,891 --> 00:32:02,202
I mean, when you have an orientation
around excellence and an orientation
715
00:32:02,211 --> 00:32:06,042
around accomplishment, you can live
a very hard, hold-onto-the-rope
716
00:32:06,042 --> 00:32:08,181
incredibly tight sort of lifestyle.
717
00:32:08,182 --> 00:32:10,331
And that can sometimes get you somewhere.
718
00:32:10,591 --> 00:32:12,641
Other times it can also stunt your growth.
719
00:32:12,641 --> 00:32:17,222
And so if I were to talk back to a
younger version of me, it's like, "Hey,
720
00:32:17,472 --> 00:32:20,021
you're gonna make some mistakes, but
stay the path. Hey, you're gonna do
721
00:32:20,021 --> 00:32:23,002
some things really right, but stay the
path. Hey, you're gonna be confused
722
00:32:23,002 --> 00:32:24,331
and lost sometimes, stay the path."
723
00:32:24,711 --> 00:32:28,711
Having grace for yourself along the way
gives you s- the opportunity to move
724
00:32:28,752 --> 00:32:31,472
and breathe and live and dynamically
react to the world around you.
725
00:32:31,652 --> 00:32:32,572
So that's the first piece.
726
00:32:33,042 --> 00:32:36,052
And then the last thing I
would say is leave room in your
727
00:32:36,052 --> 00:32:37,631
imagination for the unexpected.
728
00:32:38,081 --> 00:32:43,682
There was absolutely, positively no
way that when I step off the stage
729
00:32:43,682 --> 00:32:46,701
after giving the speech at my Harvard
Law School commencement, that you
730
00:32:46,701 --> 00:32:50,322
could've convinced me that I would
be leading a fitness brand one day,
731
00:32:50,701 --> 00:32:53,471
'cause I was walking into Washington
in my mind at that point in time.
732
00:32:53,781 --> 00:32:57,931
And I'm just so glad that I left
space or divinely was given space in
733
00:32:57,932 --> 00:33:00,321
my imagination for a different path.
734
00:33:00,701 --> 00:33:03,292
Because to bring it back to the
point that you said, I do feel
735
00:33:03,292 --> 00:33:04,742
like I'm serving in this way now.
736
00:33:04,752 --> 00:33:08,421
I do feel like I'm building, I'm
a part of the project of building
737
00:33:08,431 --> 00:33:12,221
better, healthier, more vibrant
communities, and candidly, a democracy,
738
00:33:12,231 --> 00:33:14,091
right, through the work that we do.
739
00:33:14,431 --> 00:33:19,381
I didn't have the vocabulary to dream
that way earlier in my career, and so
740
00:33:19,681 --> 00:33:24,042
I'm just glad that somehow along the
way I learned to get out of my own way
741
00:33:24,272 --> 00:33:28,671
and let there be room for the dynamic
realities to unfold as they did.
742
00:33:28,681 --> 00:33:31,792
And I encourage people early in
their career to, to leave and
743
00:33:31,792 --> 00:33:32,901
make some space for that as well.
744
00:33:33,481 --> 00:33:37,201
And my last two questions I love to ask
everyone- Yeah … before we close down.
745
00:33:37,201 --> 00:33:39,331
I feel like I could write a whole
book from what you've told me.
746
00:33:39,692 --> 00:33:42,842
But when I think about your journey
in franchising and everything that
747
00:33:42,842 --> 00:33:46,411
you've done as a leader, gosh, not
just franchising, but everything
748
00:33:46,412 --> 00:33:48,911
that you've done, what are you
most proud of in all of that?
749
00:33:50,446 --> 00:33:52,216
Oh, man, I can't say I've ever
thought about this before.
750
00:33:52,216 --> 00:33:53,086
It's a great question.
751
00:33:53,466 --> 00:33:58,356
Um, the story feels so undone still
that it's kind of hard for me to take
752
00:33:58,366 --> 00:34:01,896
inventory, but what I would say is,
I think a lot of people would say
753
00:34:01,896 --> 00:34:05,516
that I've tried to be other-centered,
and that's what I'm the proudest of.
754
00:34:05,516 --> 00:34:10,626
So, like, I, truthfully, from the bottom
of my heart, I'm not trying to do anything
755
00:34:10,636 --> 00:34:16,305
to see how much more of a headline Shaquan
can get or how much more can come to me
756
00:34:16,306 --> 00:34:19,636
directly, but, man, if I can grow the
people out here in my Dallas office and
757
00:34:20,015 --> 00:34:23,405
grow my New York office and make the
Crunch, the next 600 Crunches across
758
00:34:23,405 --> 00:34:27,365
the world be pathways to possibility for
people, that is what I hope the legacy
759
00:34:27,365 --> 00:34:32,505
is, maybe, is that Crunch is a brand
that became famous because it poured
760
00:34:32,505 --> 00:34:35,925
into other people, as opposed to seeing
what it could receive, and I think we've
761
00:34:35,925 --> 00:34:40,265
started that journey, and, uh, if people
feel that that is real in my story so
762
00:34:40,265 --> 00:34:42,105
far, then that is what I'm proudest of.
763
00:34:42,925 --> 00:34:43,975
That only feels authentic.
764
00:34:44,595 --> 00:34:47,555
From, from sitting over here and watching
you, it definitely does, Shaquan.
765
00:34:47,716 --> 00:34:50,555
So, in my last question, what do
you wish you had known earlier
766
00:34:50,556 --> 00:34:52,186
in your career about franchising?
767
00:34:53,455 --> 00:34:56,346
Really, that it, it existed,
to be really honest with you.
768
00:34:56,346 --> 00:34:59,005
You know, I, I just didn't have a frame
of reference for it, and this is why the,
769
00:34:59,335 --> 00:35:00,985
when we were first looking at the Yum!
770
00:35:00,986 --> 00:35:03,885
and the work with, in conjunction
with you all there, and then Howard,
771
00:35:03,886 --> 00:35:06,766
which is obviously near and dear
to me, I remember being at Howard.
772
00:35:07,685 --> 00:35:09,695
Part of what happened, I remember
talking to Wanda about this, I was
773
00:35:09,696 --> 00:35:13,955
like, when I was at Howard, franchising
was not even a thing on my radar.
774
00:35:13,965 --> 00:35:17,895
The McDonald's right across the street
from my dorm at Howard University, which
775
00:35:17,895 --> 00:35:20,845
is one of the highest grossing ones
on, on the East Coast, I didn't have a
776
00:35:20,846 --> 00:35:23,965
conception of that being something that
was franchised, and so I didn't know
777
00:35:23,965 --> 00:35:25,275
that this was a pathway for people.
778
00:35:25,276 --> 00:35:26,785
So, I just wish I'd known about it.
779
00:35:26,785 --> 00:35:30,025
I don't know what I would've done
differently, but I, I believe so deeply
780
00:35:30,026 --> 00:35:33,185
in what it can mean for communities,
what it can mean for families,
781
00:35:33,185 --> 00:35:36,285
what it can mean for brands when
they partner with the right people.
782
00:35:36,285 --> 00:35:38,906
I just wish I knew a ton more
about it so I could think about
783
00:35:39,145 --> 00:35:41,585
where it should've been in my
consideration set earlier in life.
784
00:35:41,585 --> 00:35:45,245
Well, that's awesome, Shaquan, 'cause
you have just, uh, summarized my
785
00:35:45,245 --> 00:35:48,235
mission in life, is to make sure
students do know about it and all the
786
00:35:48,236 --> 00:35:51,915
great opportunities, and your doing
this podcast is going to do just that.
787
00:35:51,986 --> 00:35:53,656
Thank you so much for your time today.
788
00:35:54,115 --> 00:35:54,875
Thank you for having me.
789
00:35:54,875 --> 00:35:55,555
It's been a pleasure.
790
00:35:55,975 --> 00:35:58,325
FranchiseU is brought to you by the Yum!
791
00:35:58,325 --> 00:36:02,515
Center for Global Franchise Excellence
at the University of Louisville.
792
00:36:02,745 --> 00:36:08,576
For more information on the center,
visit business.louisville.edu/yumcgfe.
793
00:36:09,775 --> 00:36:12,056
Thank you for listening to FranchiseU.