Thirty years inside the P&L of America’s biggest pizza franchises.
I’ve led operations for as many as 118 Pizza Hut restaurants doing over $100 million a year, built the labor and pricing models behind 900 more, and sat on the ownership side as a franchise partner myself. Now I help multi-unit operators find the margin buried in their operations.
Most operators can’t build the model. Most analysts never ran a store. I’ve spent my career doing both.
In the field, I’ve developed hundreds of managers and run operations the rest of the system was measured against, the benchmark other franchisees were compared to. At the desk, I’ve built the labor models, executive scorecards, and wage‑impact forecasts a 900‑unit group runs on. And as a franchise partner, I’ve signed the checks, so I know what an outside consultant looks like from the owner’s chair. You don’t get theory or a slide deck; you get systems proven across hundreds of restaurants before they reach yours.
Operational Diagnostic
I go through your operation the way I’d assess an acquisition: labor, scheduling, field leadership, scorecards. You get a prioritized roadmap to the margin you’re leaving behind.
Fractional COO
Veteran operational leadership without the full-time executive cost: KPI management, field coaching, labor optimization, and a seasoned voice in your leadership room.
Turnaround Sprint
Hands-on recovery for underperforming stores or regions. We restore execution first: leadership, staffing, standards. The profitability follows.
Currently taking one to two engagements. Project, advisory, and interim roles considered.
Check availabilityLower labor cost
Smarter scheduling and labor models built for your stores.
Managers who stay
Leaders developed to run their restaurants like owners.
Consistent execution
Every location, not just the ones you visit.
Scorecards that decide
KPIs your leadership team actually uses.
Forecasts before you commit
Pricing and wage impacts modeled in advance, not explained after.
Practical AI
Tools that give your team hours back every week.
Working with Dan Doyle has been one of the greatest privileges of my career. Dan is a transformational leader who has an unmatched ability to see the business through the guest’s eyes while aligning people, processes, and strategy to deliver exceptional results. He builds trust at every level by helping people understand the “why” behind every decision, creating buy-in and lasting change. Dan is a rare leader whose expertise, character, and passion make him an invaluable asset to any organization fortunate enough to work with him.
He’s the only consultant we’ve worked with who could coach a shift manager in the morning and rebuild our labor model that afternoon.
Every successful operation shares the same foundation.
Great leadership. Clear accountability. Data‑driven decisions. Simple, repeatable systems. A culture built on people and performance.
I’ve spent three decades building that foundation inside some of the largest franchise organizations in the country: as an operator, an owner, and an analyst. I work alongside your leadership team, in your restaurants and in your numbers, to make improvements that hold long after I leave.
Based in Texas. I work on site, in the field, wherever your restaurants are. I travel to every engagement.
Fair questions, straight answers.
Anything I haven't covered, ask directly: dan@doylecoo.com
What does a fractional COO do for a restaurant group?
The same things a full-time COO does: own the operational scorecard, manage labor and scheduling, develop field leadership, and keep every store executing the standard. The difference is you get it one to three days a week, without the full-time executive cost. Most groups under 100 units need senior operational leadership; few need it five days a week.
How is this different from hiring a restaurant consultant?
Most consultants hand you a deck and leave. I've run the operation myself: 118 restaurants, $100 million in annual sales, and the labor models and scorecards a 900-unit group runs on. I work in your restaurants and in your numbers, and the systems I install are ones I've already proven at scale. I've also been a franchise partner, so I know what outside help looks like from the owner's chair, and what it's worth.
What does an engagement cost?
It depends on scope. A diagnostic is a fixed project; fractional and turnaround work is scoped to the days per week your operation needs. Every engagement costs well below a senior operations executive's fully loaded comp, and you'll know the exact number before we start. The first conversation is free.
What size operators do you work with?
My sweet spot is groups running roughly 10 to 100 restaurants: established franchisees, emerging groups, and PE-backed platforms. I know Pizza Hut, Burger King, and Long John Silver's from the inside, but labor models, scorecards, and field leadership transfer to any multi-unit concept.
Do you work on site or remotely?
On site. I'm based in Texas and travel to every engagement. Operational problems don't show up on video calls; they show up on the floor during a Friday rush. The analysis happens wherever the data is, but the work starts in your stores.
How do we start?
With a thirty-minute conversation. Bring your labor numbers and KPIs, and tell me what's not working. You'll leave with at least one thing worth fixing, whether or not we go further. If we do, most engagements begin with the 2–3 week Operational Diagnostic, so you see how I work before committing to anything ongoing.