Restaurants
10 restaurant unit economics experts
These ten professionals have worked on restaurant-level profitability, franchise margins and new unit investment inside restaurant companies, in finance, development and operations roles. A reader can learn from them how restaurant brands measure and improve unit economics, from site models for new openings to margin work in existing units.
Professionals to explore
01—10Curt Franchuk
LinkedInExperience: Restaurant Profitability Coach · CKE Restaurants, Inc.
Restaurant Profitability Coach at CKE Restaurants, Inc. since 2016; the profile says he worked with seven restaurants that were losing $40,000 a period and raised profits to $17,000 over plan. He was also Franchise Business Consultant (2010–2016) and Training Consultant (2004–2010) at CKE Restaurants, Inc., and Regional VP at Hardees Restaurants (2020–2022).
Frank Maggio, CPA, CMA, FPAC
LinkedInExperience: Director Finance - Development · First Watch Restaurants
Director Finance - Development at First Watch Restaurants since 2024; the profile says he partners with the Chief Development Officer and SVP Finance and develops and maintains new site models including ROI analysis. Other First Watch roles include Director Finance - Treasury Development (2023) and Director of Financial Planning & Analysis (2022–2023), and he was Senior Manager - Financial Planning & Analysis at Publix Super Markets (2014–2022).
Judd Campbell
LinkedInExperience: Senior Director, New Restaurant Openings · CAVA
Senior Director, New Restaurant Openings at CAVA since December 2024. He was Director, Restaurant Growth and Performance (2022) and Manager, Restaurant Strategy and Performance (2020–2022) at Whataburger. The profile says he led a Restaurant Growth Center team delivering performance improvement for new unit openings, new market entries and existing units with potential to grow sales and profit.
Ken Wahrman
LinkedInExperience: Financial Director - Restaurant Development · McDonald's
Senior Director of Strategic Planning - US Restaurnat Development at McDonald's since 2023; other McDonald's rows include Director of Strategy and Analytics - Restaurant Development (2011–2024) and Financial Director - Restaurant Development (2001–2011). The profile lists market planning tools to identify new store opportunities and reinvestment, better capital spending through forecasting, and profitability improvements through analysis and plan review.
Matthew Cox
LinkedInExperience: Senior Director of Restaurant Finance & Operational Performance · CAVA
Senior Director of Restaurant Finance & Operational Performance at CAVA since January 2026, and Senior Director of Restaurant Insights & Analytics at CAVA from 2022 to 2026. At Taco Bell he was Business Strategy & Analytics Leader (2018–2022) and Manager - Operations Analytics (2014–2016). The profile says he specializes in financial management and strategic planning to drive operational efficiency and business growth.
Molly Pizzola
LinkedInExperience: VP Development Strategy and Analytics · Wingstop Restaurants Inc.
Former VP Development Strategy and Analytics at Wingstop Restaurants Inc. (2024–2025), and VP, COE Insights & Analytics there since 2026. Other Wingstop roles include Sr. Director, Strategic Finance (2023–2024) and Director of FP&A (2021–2023). The profile says she owned enterprise development and growth strategy, including market planning, restaurant economics and capital deployment, and directed $500M in growth capital.
Ryan Pearson
LinkedInExperience: Franchise Profitability, Burger King · Restaurant Brands International
Worked in Franchise Profitability, Burger King at Restaurant Brands International (2022–2025), where the profile says he spearheaded financial and operational profitability initiatives across North America. Other Restaurant Brands International rows are Real Estate Investments, Popeyes (2025) and Development & Capital Investments, Popeyes (since 2026).
Shivashish Pandey (CA, CMA, MBA, AMP-HBS)
LinkedInExperience: Chief Executive Officer, Yum Brands (Store Expansion, Portfolio Optimization, Talent Bench Strength) · Devyani International Limited
Former Chief Executive Officer, Yum Brands (Store Expansion, Portfolio Optimization, Talent Bench Strength) at Devyani International Limited (2024–2026) and Chief Executive Officer, Pizza Hut India there (2022–2023); VP Managing Director, India at Wingstop Restaurants Inc. since 2026. The profile says he builds consumer brands where growth is driven by unit economics, and its headline cites KFC Indonesia's best-ever turnaround.
Yang Ming Ong
LinkedInExperience: Head of Strategy & Franchise Profitability Acting CFO · Yum! Brands
Former Head of Strategy & Franchise Profitability Acting CFO at Yum! Brands (2017–2018); the profile says the KFC Asia role covered the region's strategic roadmap, franchise margin improvement and the regional supply chain. Other rows include Director, Financial Planning KFC Asia (2015–2017), General Manager Asia Pacific & Middle East, Texas Chicken at Church's Texas Chicken (2018–2021) and Chief Growth Officer APAC at Taco Bell (2024–2026).
Zack Viljoen
LinkedInExperience: Senior Vice President Operations Progressive Operations Leadership · RAVE Restaurant Group, Inc.
Senior Vice President Operations Progressive Operations Leadership at RAVE Restaurant Group, Inc. since 2024; the profile says he is accountable for system performance, franchisee profitability, operational governance and margin protection across Pizza Inn and Pie Five. Other RAVE roles include Interim Head of Finance (2023–2024) and Director, Strategy, FP&A and Business Analysis (2022–2023).
Choose the right perspective
Match the person's vantage point to your question, since a franchisor finance or development leader sees system-wide returns while an operations or profitability coach knows how margins move inside individual restaurants. Also consider ownership model, because company-operated and franchised units are measured and managed differently.
Questions to take into the conversation
- 01Which restaurant-level metrics did you use to judge unit health, and what thresholds triggered action?
- 02How did you build and test the sales, cost and payback assumptions in new unit models before approving a site?
- 03Which levers moved restaurant-level margin the most in practice, and which ones looked good on paper but did not work?
About this directory
This is a professional research starting point based on business profile data retrieved on . Titles and companies reflect that source snapshot and may describe past or present roles. Check the linked profiles for current details. Inclusion does not imply Instant Expert membership or availability.
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