Introduction
Building a franchise brand that scales nationally takes more than just a good restaurant idea — it requires strategy, systems, and leadership. Martin Sprock, founder of Moe’s Southwest Grill and Flying Biscuit Café, has grown multiple concepts into household names. Along the way, he has learned lessons that continue to inspire restaurant founders and franchise entrepreneurs. In this Q&A, Sprock shares five of the most important lessons from his career, covering relationships, financial strategy, risk-taking, and what he would do differently today.
What are the top franchise lessons Martin Sprock shares with new entrepreneurs?
A: The first lesson is to build a strong culture. Culture is what customers remember, and it’s what keeps franchisees engaged. The second lesson is to focus on systems. You can’t scale chaos — you need clear processes that can be repeated across markets. Third, be selective with franchisees. The wrong partner can hurt your brand more than a bad location. Fourth, invest in marketing early and consistently. A strong brand voice makes you stand out in a crowded market. And finally, stay resilient. Franchising is not a straight line; setbacks will happen, but persistence is what separates the successes from the failures.
How did Martin Sprock handle franchisee relationships?
A: I always saw franchisees as partners, not just operators. That meant listening to them, providing ongoing support, and creating ways for them to share ideas. At Moe’s Southwest Grill, we built a culture where franchisees felt like part of a family. We held regular meetings, encouraged collaboration, and recognized their achievements. Strong relationships helped us grow faster because happy franchisees are more likely to reinvest and open new locations. Handling those relationships with respect and transparency was one of the keys to our success.
What financial strategies helped Martin Sprock grow his brands quickly?
A: Smart growth requires smart financial planning. One strategy I used was reinvesting profits back into the business instead of overextending too early. We also focused on building scalable systems before pouring money into rapid expansion. Another key was helping franchisees access financing. By working with lenders and creating a strong business case, we made it easier for qualified operators to join the system. This balance of discipline and reinvestment allowed us to grow quickly without losing stability.
How does Martin Sprock view risk-taking in franchising?
A: Risk-taking is part of entrepreneurship, but it has to be calculated. When I started Moe’s, fast casual was a new category, and that was a risk. But it was backed by data showing consumer demand for fresher, faster food. I think the key is to embrace innovation but manage downside risk with solid systems and financial planning. Risk is unavoidable, but it should never be reckless. For me, the best risks were the ones that combined vision with preparation.
What would Martin Sprock do differently if he could start over?
A: Looking back, I would have focused even more on technology earlier in the journey. Technology today plays such a critical role in operations, marketing, and customer engagement. If I could start over, I’d integrate those tools sooner. I’d also pace growth more carefully in certain markets. Rapid expansion is exciting, but not every market is ready for the same concept. Overall, though, I don’t regret taking chances — even the mistakes were valuable lessons that shaped the way I approach business today.
Conclusion
Martin Sprock’s franchise journey offers practical lessons for entrepreneurs at every stage. From building culture and systems to managing risk and supporting franchisees, his approach reflects the balance of vision and discipline required for success. For new founders, these five lessons serve as both inspiration and a roadmap for scaling a concept into a thriving franchise brand.
