FranDev Players: Steven Gardner, Founder of QSR Development Group

Steven Gardner got his first taste of franchising 30 years ago when he got in on the ground level at a company called Franchise Brokerage of America — or what he says was the “forerunner of an entrepreneur source.” There, he and 50 other brokers managed over 100 different brands and inspired other companies to follow in FBA’s footsteps. 

After the company’s dissolution only two years later, Gardner came away with the knowledge to begin the foundation of his own firm in 2015 — QSR Franchise Development Group. QSR offers clients guidance in growing and developing their restaurant brands through every part of the process. In 2018, Gardner helped to co-found Fitwell Advisors and offer clients the same services in the health and fitness space. 

1851 Franchise caught up with Gardner to discuss how QSR Franchise Development Group has become a key player in consulting emerging brands in the restaurant space and advice on how up-and-coming franchisors should examine business plans.

1851 Franchise: How did you get into franchising?

Steven Gardner: 30 some odd years ago, I got involved with a big commercial real estate developer in New Jersey who had ventured out to form a company called Franchise Brokerage of America. Basically, it was a forerunner for entrepreneur sources, so many companies followed that model after. We represented 100 different franchisors with 40 or 50 brokers in the office. I handled the franchise food space as well as the resale side. That company lasted about two years.

From then on, I continued independently with what I’d learned over the course of those two years. I was focused on food exclusively with different brands and different opportunities in the fast casual and QSR space and working with industry experts. I was also a commercial realtor at that point as well. I had the tools to work both industries and found that the franchise side was that much more interesting to me. At that point in time no one was really a franchise consultant, it was an exploding industry, but there were only a few consultants. We were on the cusp in a very meaningful way.

1851: Are there any keys to consistent franchise growth?

Gardner: A lot of things that matter. Certainly you have to have the capitalization to be able to sustain and obtain growth — without it, franchisors fail. They don’t have the capital to spend their money correctly. I think it’s also important to have a strong corporate foundation and system in place that’s founders are passionate and have the right vision. I try to help brands build that foundation that they don’t usually have as emerging brands. It’s also important to bring on the right brand partners. They should have the right brand expectations to be able to serve the brand well and deliver it consistently wherever it goes. Furthermore, those partners should be a cultural fit with the brand founders. They should be a good culture fit for learning the business and be passionate about the brand they represent. 

I try to follow that rule as well. I don’t have too many brands I don’t feel passionate about. I interview the brand as much as they interview me, which is great. 

1851: What are the biggest hurdles to successful franchise growth right now?

Gardner:  My brands are in the restaurant and fitness spaces, so my area of expertise has been the hardest hit. You couldn’t choose another industry that’s been as significantly affected. At this point it’s about changing your strategy. The ones that have been able to pivot to meet the demands of the market and of a COVID world have survived. If you can’t pivot you won't be able to survive. 

1851: How has the COVID-19 crisis affected franchise growth opportunities?

Gardner: There is a larger pool of well-capitalized — and sometimes experienced — individuals or companies who are sitting on the sidelines and have expressed interest in franchising. The number of lead prospects have changed and the quality of those leads have changed. Investors are looking to diversify their careers and portfolios. I think it’s a really interesting time to be in the business. I do believe that come spring time there’s going to be a lot of optimism surrounding the industry, and hope that it’s going to start booming again. I don’t know if those looking to invest will jump to restaurants, but they will jump to be their own career bosses at this point. 

1851: Are there any common mistakes you see franchisors making when trying to grow?

Gardner: Ha! There are a lot of them. When I hear a lot of brands start off and say: “We're going to have 500 units in five years,” that to me signals the kiss of death. It’s great to be optimistic, but it’s a much better prospect to think about slow, steady and measured growth. If you’re signing as many as you can as quickly as you can, that means you’re likely picking the wrong brand partners. 

You don’t want franchisees in states as lone rangers with no support, the distant support starts to lag and it’s tougher to create brand recognition. If you don’t build a brand, you’ve got nothing to sell. So many [franchisors] don’t have a brand, they just have an idea and if it’s not managed by the right individual, then it’s not going to go anywhere. 

Then comes the realization of the amount of capital that’s required. It’s an exhausting process for many in the restaurant world in particular. Many franchisors have no clue how much capital is going to be required in the next year, or the next. And, if they’re not prepared from the start, that becomes a big issue. 

Also, many franchisors don’t have a business plan or a well thought out plan with a budget. And you really can’t wing it here. You can constantly change and update your plan, but you should have a solid business plan with realistic expectations and plan for how much you’re going to close on with transactions. 

1851: How did 2020 shake out differently than you expected?

Gardner: I’m also involved in a partnership arrangement with a company that focuses on franchise resales. That’s where I thought the market was heading, an explosion of businesses for sale. So I’ve spent much more of my time with that this year. I quickly realized that there’s been a lot of emerging brands that will continue through [the pandemic], so I'm back to thinking much more about new clients and developments.