Navy Veteran Transitions From Corporate World To Franchising With Shuckin' Shack

Rob Schryver spent the better part of 30 years in the corporate world, working with firms like Accenture and NCR. During this time, he helped major food franchises like McDonald’s, Buffalo Wild Wings, and Wendy’s streamline their operations and boost efficiency. Over the years, his passion for the restaurant industry (and seafood) grew, leading him to discover Shuckin' Shack. Drawn to the brand’s laid-back atmosphere and commitment to great seafood, Schryver saw the perfect opportunity to blend his corporate experience with his love for cooking.

Now, as a Shuckin' Shack franchisee in Alpharetta, Georgia, Schryver is excited to offer locals a unique seafood dining experience. In a recent interview with 1851 Franchise, he shared his journey from Navy veteran to corporate professional to franchise owner. Here's what he had to say.

1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?

Rob Schryver: After high school, I joined the Navy and served for 10 years. During that time, I began earning college credits, and after leaving the Navy, I completed my degree, which led me into the corporate world. I started at Accenture in 1995, where I stayed for 10 years, followed by eight years at another consulting firm, and then another eight years at NCR. In total, I spent nearly 30 years in the corporate world.

Throughout that time, I worked with restaurants, focusing on improving operations and efficiencies. At NCR, I installed point-of-sale systems for major food franchises like Wendy’s, McDonald's, Buffalo Wild Wings and Chick-fil-A. This work sparked a deeper interest in the restaurant industry. I’ve always enjoyed cooking, but about 15 years ago, I realized I had a good sense of what made restaurants successful by looking at the data generated from their point-of-sale systems..

I felt that combining my knowledge from work with my passion for cooking would give me an advantage. While other interests came and went, my desire to start a restaurant never did and I felt confident that this was the right direction. I knew it would be a lot of work, but I didn’t want to dabble in it and have regrets later.

I spent most of my life building capital and planning for retirement, but I wasn’t fulfilled. When the opportunity to leave the corporate world and focus on restaurants came, I took it. After learning about Shuckin' Shack — its brand, culture, and menu, particularly the seafood — I knew it was the right fit. As I continued talking with the team, I became more motivated and eventually decided to become a Shuckin' Shack franchisee. 

1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?

Schryver: It's a dramatic shift. I didn’t have a positive view of franchises. From the outside, either through the corporate world or personally, they were difficult to work with. They seemed like they didn’t understand what we were trying to do and almost resented our presence. I developed a negative feeling about franchises, largely due to the give and take between what the corporate franchisor wanted and what the franchisees wanted. We were in the middle, negotiating between the two parties, which created more animosity in the franchising experience.

Fifteen years ago, I would have said, "There’s never a chance I want to start a restaurant, and there’s never a chance in hell I would ever be a franchisee." That has clearly changed because now I am one. My perception of franchising changed by talking with the Shuckin' Shack folks and understanding that not all franchises are the same. Some large franchises have hundreds of units, and there's some relevance to my previous opinions about large franchises. But I feel the size of Shuckin' Shack is key. I’m at the beginning of their growth plan, and with 20 units or so, it’s a small franchise organization, which I like.

There’s more collaboration between Shuckin' Shack headquarters and franchisees. The folks at headquarters take information from franchisees and incorporate it into the broader plan. They listen to us. The size of the organization is one of the reasons I’m attracted to it — it's small, it's growing and franchisees are heard. They incorporate ideas. My perception of franchise operations has also changed dramatically, and I now have a greater appreciation for what goes into being a franchisee.

I haven’t even opened the restaurant yet, but I already understand the many things franchisees deal with just to get a restaurant open, not to mention all the operational challenges they’ll face once it’s running. I have a much greater appreciation now than I did before.

1851: What made you pick this brand? What excites you most about this company?

Schryver: I focused on the fact that this area lacks good seafood and oysters. Some of that is because we’re inland, but there are a few places around. However, most of the places that serve oysters here are upscale, or the oysters themselves aren’t that good. Friends, family and I would go to the coast and find cool oyster shacks with fantastic oysters at great prices. We’d think, "Wouldn’t it be cool if one of these places was right here where we live, so we don’t only get that experience on vacation?"

That’s what led me toward a seafood-oriented menu. Shuckin' Shack attracted me because I stopped in at the Cumming location, about 30 minutes north of me, and the whole experience was really cool. I ate the food and interacted with the staff. I thought, "Yeah, I could see this kind of place operating in downtown Alpharetta and doing really well." There’s no other place like it — it would be unique.

After that, I had additional conversations with friends, family and people I met. I’d ask them what kinds of food they liked and what they thought would do well in Alpharetta. Seven out of 10 times, they mentioned seafood, and half of those times, they specifically mentioned oysters. I thought, "This can't be a coincidence." I believe there’s a gap in Alpharetta, and the people I talk to seem to agree. I want to be the guy that closes that gap”.

1851: What do you hope to achieve with your business? What are your plans for growth? 

Schryver: I’d like to have at least one more Shuckin' Shack and maybe use the experience of running two franchise units to open a third non-franchise restaurant. Three would be the goal, with all of them within walking distance or a short drive from one another, preferably in downtown Alpharetta. I’ll start with this one and aim to grow to three restaurants — not necessarily all Shuckin' Shacks, but probably two.

What do I hope to achieve? I like the idea of being my own boss. When I make mistakes, they're mine because I made the decisions. But I also want to benefit from good decisions, knowing I’m responsible if I don’t make the right ones. I enjoy the independence of not having a direct boss. The harder I work, the more sales I get and the more I benefit. It’s not like in the corporate world, where you can work harder but still only get your salary. There’s a much greater upside to being a business owner — your hard work, dedication and effort pay off in a much greater way than if you were an employee.

1851: What is the one thing about your story you want us to know?

Schryver: I have a passion for this. I have a passion for restaurants and I believe that will help me overcome the perception that 60% of restaurants fail within 18 to 24 months. Some of that failure comes from people realizing, "This is harder than I thought," or, "This is not what I wanted to do." I already know how hard it's going to be, and I have a passion for the food service industry that I believe will help me overcome the risks. It won’t be without hard work and tears, but I believe I can figure out how to push through and come out successful on the other side.

1851: What advice do you have for other people thinking about becoming a franchise owner?

Schryver: You need to think it through and consider everything involved with being a franchise or business owner. It doesn’t matter that it’s a franchise — the business owner part is the key. If you haven’t thought through everything that comes with owning a business, you can end up in something bigger and harder than you expected. Before you commit financially, you need to be 100% dedicated.

You have to think through everything — not just the good parts like meeting customers, talking, and serving good food but also hiring and managing employees, figuring out where you’ll get the money to start the business, maintaining it, making payroll and even remodeling or construction. Where will you get the money for that? You have to think through all these details because they’ll hit you after you’ve signed on the dotted line. If you’re not fully committed, it can be overwhelming.

The cost to open a Shuckin’ Shack franchise ranges from $472,000 to $1,416,420. For more information visit: www.theshuckinshack.com.

ABOUT SHUCKIN’ SHACK:

Offering a “lifestyle experience,” Shuckin’ Shack Oyster Bar creates an environment that encourages guests to grab a seat, relax and take their taste buds on a trip to the coast; after all, life is too short for bland drinks and boring bars! The original Carolina Beach, NC Shack, which was just 900-square-feet, was launched in 2007 with a plan to become the go-to local hangout for people of all ages. A place where friends and family can enjoy fresh, delicious meals, cold beer, and craft cocktails in an environment that exudes fun and relaxation, Shuckin’ Shack offers exceptional seafood and creative drinks that will make guests question why they ever settled for ordinary bar offerings. 
Thanks to its bold flavors and impeccable vibes, Shuckin’ Shack has continued to grow. In 2014, the brand began franchising and has since expanded to 18 units across six states. To learn more about Shuckin’ Shack, visit http://www.theshuckinshack.com.