From Pizza Delivery to Fast-Casual Innovator: How Dave Wood Built Mahana Fresh

Dave Wood, the founder of Mahana Fresh, has been immersed in the franchising world for over four decades. His journey began in 1980 when he took a job delivering pizzas for what was a small but rapidly growing brand — Domino’s Pizza. Initially drawn in by the prospect of discounted food, he quickly climbed the ranks, becoming a store manager, then a regional supervisor overseeing 30 locations by the age of 22. Eventually, he transitioned into franchise ownership, growing his own portfolio to 20 Domino’s locations in the Washington, D.C., area before selling them in 2012.

Wood sat down with 1851 Franchise’s Nick Powills on a recent episode of “Franchisor Hot Seat” to discuss his extensive background in franchising, his exit from Domino’s and how he found himself launching Mahana Fresh. Wood reflected on his decision to step away from Domino’s, citing the immense stress of overseeing 1,000 employees. He and his wife moved to Sarasota, Florida, intending to retire — but that didn’t last long.

“Two months later, I realized retirement wasn’t for me,” Wood said.

That realization led to Mahana Fresh, a health-conscious fast-casual concept focused on fresh, made-to-order meals. The brand launched in early 2020, but the timing proved challenging, with COVID-19 hitting just as Mahana’s first three locations opened. Originally designed as an in-person ordering experience, Mahana had to pivot quickly, introducing pre-designed bowls and online ordering to adapt to the new environment.

“We opened our first three stores just before COVID hit,” said Wood. “In March 2020, we launched locations in Tampa and Charlottesville, Virginia. At the University of Virginia, we opened on March 7. By March 13, students left for spring break and didn’t return for two years.” 

Despite the rocky start, Mahana Fresh has gained momentum. The brand currently has seven locations, with three more opening in the next 90 days. Catering has become a key driver of growth, particularly with pharmaceutical reps supplying food to doctor’s offices.

Looking ahead, Wood envisions growing to 12-15 locations by the end of the year and doubling to at least 30 in 2026. While he acknowledges the unpredictability of the restaurant industry, he remains committed to smart, sustainable expansion.

A transcript of Powills’ interview with Wood has been provided below. It has been edited for brevity, clarity and style.

Nick Powills: Dave, we’ll start with you and then move to the brand. What is your franchise story? How did you accidentally fall into franchising?

Dave Wood: I started delivering pizzas in 1980 for a small company called Domino’s Pizza. I had never heard of them, but we used to order from them at UNC in Chapel Hill, North Carolina. One day, I decided it would be fun to get a discount on pizza, so I got a job delivering.

Back then, I carried a cooler in my car — not to drink while delivering, but to store the beer I received as tips. I’d work for three or four hours and come home with a discounted pizza and anywhere from 12 to 30 beers, making me pretty popular in my dorm.

Powills: Did you work your way up to one of the famous Domino’s Rolexes?

Wood: Absolutely. About a year after starting, I realized college and I weren’t a great fit. I was having fun but not going to class much. I talked to Dan Shefte, an early Domino’s franchisee who owned a store in Chapel Hill and seven others in North Carolina. I became a manager-in-training, and six months later, I was managing the Domino’s in Chapel Hill.

At that time, Domino’s had about 300 locations. When students were in town, the Chapel Hill store was one of the five busiest in the chain, doing over $20,000 a week in sales. With pizzas averaging $5, we were selling around 5,000 pizzas weekly.

Powills: And you worked your way up to becoming a franchisee?

Wood: Yes. After six months managing that store, Dan promoted me to regional supervisor over seven stores. Six months later, I was overseeing 30 locations in North Carolina and Atlanta. By age 22, I was managing 30 Domino’s stores.

Many of us from that era are still in franchising. I sold my Domino’s locations 10 years ago, but many franchisees from that time are now in their 60s because the early ’80s was such a big growth period.

I eventually decided to become a franchisee myself. One of my roles was helping managers become franchisees, as Domino’s had no franchise fee but required managers to work for at least a year before qualifying. New franchisees then paid half their royalties to their sponsoring franchisee for five years.

After helping a dozen managers transition to ownership, I decided it was time for me to do the same. Domino’s awarded me a 10-store area in Northern Virginia and Washington, D.C., where I worked alongside Frank Meeks, whom Tom Monahan called the best Domino’s franchisee ever. I grew my business to 20 locations before selling them about 10 years ago.

Powills: What made you decide to exit in 2012?

Wood: I was tired. I had over 1,000 employees, and on a Friday night, 500 of them were out delivering pizzas. That’s a lot of stress. In retrospect, I needed a sabbatical, but that’s hard to do when you own the company.

My wife and I sold the business, moved to Sarasota, Florida, and planned to retire. Two months later, I realized retirement wasn’t for me.

Powills: And that led to Mahana Fresh?

Wood: Yes, we started Mahana about five and a half years ago. The challenge was timing. We opened our first three stores just before COVID hit. In March 2020, we launched locations in Tampa and Charlottesville, Virginia. At the University of Virginia, we opened on March 7. By March 13, students left for spring break and didn’t return for two years.

Our model was based on Chipotle’s in-person ordering experience. At the time, Chipotle didn’t offer online or third-party delivery, and neither did we. When the pandemic hit, we had to pivot — something I don’t love saying, but it fits. We adapted to delivery, introduced pre-designed bowls and made online ordering easier.

Powills: How many locations are open now?

Wood: We have seven open, with three more launching in the next 90 days. Since 2022, we’ve hit our stride. Catering has become a big part of our business, especially for offices and pharmaceutical reps who buy for doctor’s offices. Our food is fresh — no fryers, no freezers, no microwaves — which makes it popular with doctors.

Powills: Are those locations franchised or corporate-owned?

Wood: All are franchisee-owned. So far, we’ve attracted new franchisees rather than existing franchise operators. Domino’s franchisees can’t own other food brands per their contracts, but we do own a few Jersey Mike’s and Starbucks locations, so we may be talking to people from those brands.

Powills: What’s the investment to get in?

Wood: Costs vary based on whether it’s a second-generation restaurant or a new build. We love second-generation spaces — three of our next four locations are conversions. Build-out costs range from $30,000 to $100,000, in addition to a $49,500 franchise fee.

For new builds, leasehold improvements for an 1,800-square-foot store can reach $250,000. Equipment costs range from $120,000 to $150,000, so a full new build could be around $400,000.

Powills: What do you disclose in Item 19?

Wood: Currently, nothing. But we may include data in this year’s update now that our stores have an established track record. Prospective franchisees rely on conversations with existing franchisees. We require every candidate to speak with all current franchisees, and we don’t sit in on those calls. We want them to ask candid questions without our influence.

Powills: You’ve experienced major challenges in 2001, 2008 and 2020. How does that shape your vision for Mahana Fresh?

Wood: I’d add 1992 — that was a tough year for Domino’s. Challenges shape resilience. Our goal is 12 to 15 locations by year’s end, then doubling to at least 30 by the end of 2026. We focus on short-term execution with long-term vision.

Franchisees are our partners. If they succeed, we succeed. Whether we stop at 30 or grow into the hundreds, we’ll go where the brand is ready.

Powills: Has your mindset changed since retiring and returning to franchising?

Wood: Absolutely. I no longer want 1,000 employees or middle-of-the-night calls. When I was a franchisee, that was the right fit, but this is the right place for me now. My kids are grown, I’m a grandfather and I’ve embraced the aloha spirit — finding balance between personal and business life.

Mahana means “the sun” in Hawaiian. It’s a positive-energy word. You see it throughout Hawaii and French Polynesia. The aloha spirit — kindness, doing what’s right — has influenced my approach.

Powills: If I were buying your brand, I’d highlight the deeper meaning behind Mahana Fresh. Kindness isn’t just about restaurant design or construction; it’s about how you’ve learned to foster relationships between franchisees and franchisors. I’d use that to create a point of differentiation on your franchise development website.

Wood: We’re in the middle of a website redesign, and I’ve already told our team to embrace the aloha spirit more. I’ll make sure they hear this.

Powills: I appreciate you sharing your story. Looking forward to seeing where Mahana Fresh goes.

Wood: Thank you. Hope everyone has a wonderful day.

Watch the full episode here. 

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