Daring Girls within the C-Suite: Ammy Harrison

Bold Women in the C-Suite: Ammy Harrison

Title: Ammy Harrison

Model: Penn Station East Coast Subs; beforehand Papa John’s

Title: Vice President of Improvement and Technique

Age: 45

Years in franchising: 23; 21 at Papa John’s

No. of models: 319; 5,000+ at Papa John’s

How essential is making daring strikes in a lady’s path to the C-suite? Completely! Being engaged and making use of your data and expertise in your position is at all times anticipated as a part of any job. Nevertheless, I really feel that being able to foresee potential roadblocks and to navigate by change and obstacles to higher your group is so essential. Sometimes, this entails having a technique and pondering in a brand new, divergent approach to get the end result you’re in search of.

Describe daring strikes you’ve made in your profession. One of many many causes I made a decision to affix Penn Station was their high quality focus and talent-rich franchise neighborhood. It was clear to me that whereas the system was having lots of success, there have been nonetheless important progress alternatives inside markets that had been beforehand thought-about to have reached full saturation. My technique included utilizing website analytic software program to evaluate each DMA the model was at present in. We then outlined our franchise growth areas and developed a extra strong dealer community. This allowed us to determine and make obtainable tons of of latest growth areas to present and potential franchisees.

How did you envision these strikes altering the model you had been with? From a franchise gross sales and growth standpoint, I needed to see Penn Station well-positioned for progress not solely as a Midwestern, regional sandwich chain, but additionally as a nationwide model. With these modifications, we are actually well-positioned and have the sources and infrastructure to help this.

How has your management helped evolve the model? Penn Station is each an analytical and a “roll up your sleeves and get it finished” sort of group. As soon as one thing is determined on, the management workforce at all times seems to be for methods to assist transfer it alongside.

Was there pushback? How did you deal with that? I don’t suppose anybody actually loves change, but we actually didn’t have a lot pushback. We utterly advanced the way in which we went to market with franchise gross sales and awarding new growth territories. Franchisees who had been already within the system, most already bigger multi-unit operators, adjusted very nicely to the brand new course of. One in every of my very favourite issues to do in my position is working with franchisees who wish to develop. I spent lots of time early on strolling them by the brand new course of and displaying them the place we wish to open new shops. This labored out extraordinarily nicely, and our franchisees have embraced it as a result of it simplifies and makes new retailer growth simpler for them. A big share of our franchisees are additionally now actively growing new shops as a part of our new course of.

How are you imparting a tradition of boldness to different ladies in your group? By at all times questioning why issues are finished a sure manner. If the reply is “As a result of now we have at all times finished it that manner,” you most likely want to achieve a bit extra understanding on that particular matter.

What motivates you as a frontrunner? Reaching objectives and getting issues finished. Seeing staff be taught new expertise.

What are some methods ladies leaders in franchising can drive change? Franchising represents so many optimistic alternatives, from proudly owning your individual franchise to working with franchisors and franchisees. Assist others benefit from new alternatives for progress and development. Hear nicely to your workforce, and bear in mind to have fun the wins.

What position has mentoring performed in your profession? How did you meet your mentors? I’m so lucky to have had many superb leaders and mentors in franchising all through my profession, from government management to direct supervisors to friends, co-workers, and franchisees. I’ve labored with some very gifted individuals, discovered from all of them, and I’m nonetheless studying right now.

Describe one in all your greatest failures. What did you be taught, and the way did it contribute to better private or enterprise success? In all probability being a bit too averse to threat at occasions and lacking out on good alternatives due to it. Take a while to be taught extra, search to grasp, after which resolve as a substitute of simply mechanically saying “No.”

What is without doubt one of the hardest selections you’ve needed to make, and the way did it have an effect on your life? I went from working for a really giant firm to a a lot smaller firm. I used to be not sure if that will be one of the best match for me. I’m now capable of see from the angle of each and have discovered a lot due to it.

When you might do it yet again, realizing what you realize now, what would you do in a different way? I can’t consider something I might change.

What recommendation do you’ve got for aspiring feminine leaders? Each problem at all times represents a possibility. True progress occurs through the troublesome occasions.