Huddle House

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Huddle House

Transcript of Huddle House

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ContentsHuddle House is America’s Favorite Breakfast Franchise ............ 3

What is Huddle House?.................................................................... 5

The Huddle House Story .................................................................. 6

What are my Startup Costs? ........................................................... 7

How is Huddle House Different From Its Competitors? ................ 8

Who are Huddle House’s Customers? ...........................................10

What’s Special About our Menu? ..................................................11

What Makes a Good Location? ......................................................12

Where are our Growth Markets? ..................................................13

Huddle House Franchisee Reviews ...............................................15

Who Makes a Good Huddle House Franchise Owner? ................16

How to Finance your Huddle House Franchise ............................17

Do I Need Restaurant Experience? ...............................................17

Huddle House FAQs ........................................................................18

Meet Our Management Team ........................................................20

Next Steps ......................................................................................22

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Huddle House is America’s Favorite Breakfast FranchiseFor any meal, any time!

Breakfast is not only the most important meal of the day, it’s everyone’s favorite. When you package a homestyle meal that everyone loves with amazing Southern hospital-ity, a half-century of tradition and a lively American diner that serves any meal of the day at any time of the day, you have Huddle House — America’s favorite breakfast fran-chise.

At Huddle House, customers are always welcome, and they’re usually greeted by name. Decatur, GA, was

just a little farm town back in 1964 when founder John Sparks first came up with the idea for Huddle House. He saw a group of boys after football practice, huddling up in his restaurant, helmets and footballs still in hand. Sparks envisioned a place where the community could gather, or huddle up, any time.

He focused on breakfast because fewer restaurants served breakfast and almost none served it 24 hours a day, despite the fact that 93% of Americans think it’s the most important meal of the day, according to the USDA. He also knew that the key to running a profitable restaurant was to keep food costs low so you could increase profit margins — breakfast has the lowest food costs of any meal. He added full lunch and dinner menus so he could stay open 24 hours a day and literally serve “Any Meal, Any Time”.

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Fifty years later, that “Any Meal. Any Time.” philoso-phy still draws people to Huddle House. Today, Huddle House is a brand to watch; our new Evolution model restaurants are posting higher revenue numbers than ever before, and we are expanding into sections of the country

that have never had any-thing like a Huddle House. If you haven’t visited a new Huddle House, you are in for a surprise.

Compared to other full-service restaurant brands, the Huddle House initial investment is relatively affordable. Huddle House restaurants are smaller

than Denny’s® or IHOP® restaurants, which saves money and allows staff to get to know their customers. With Huddle House, franchisees can own a down-home, fami-ly-style restaurant that has the backing of an iconic brand name with a 50-year history and hundreds of locations.

A flexible restaurant franchiseHuddle House requires a minimum net worth of

$600,000 and a minimum liquidity of $200,000 for devel-opment of new restaurants. For franchisees purchasing existing restaurants, these requirements may be lowered depending on the specific situation.

The total investment necessary to begin operation of a Huddle House franchise is $397,660 to $1,421,310 for a New Development Unit and $105,660 to $655,810 for a Resale Unit.

Huddle House has three types of restau-rants: travel center locations along major thoroughfares; restau-rants adjacent to conve-nience stores; and the most common locations

are restaurants serving a small community.

“We’re continuing to pick up the pace of our expan-sion,” says Huddle House franchise CEO Michael Abt. “We significantly lowered our initial investment and are increasing our sales and top end. We’re working on im-proving our franchise margins, making us one of the most attractive food franchises in the market today.”

We’re actively recruiting franchisees to grow along with our iconic brand, people with and without restaurant expe-rience. Huddle House gives franchisees the training and support they need to follow our proven formula to do well. The main ingredients you bring to the table are passion, leadership and business acumen.

What is Huddle House?An iconic breakfast franchise with Southern hospitality and big portions at a fair price

Americans have a unique love affair with breakfast. We love traditional breakfast foods like cooked-to-order eggs, crispy bacon, buttery waffles, grits, juicy steaks and biscuits with sausage gravy. Breakfast is a unique meal segment; you might not order the same sandwich for lunch five days in a row, but you’ll order the same break-fast every day without thinking about it. When it comes to breakfast, we are creatures of habit.

Huddle House understands America’s love for hearty, homestyle breakfasts served in a friendly environment. Our company motto is “Any Meal. Any Time.” and we’ve

been serving up break-fast favorites 24 hours a day since 1964. Accord-ing to internal Huddle House data, we prepare some 40 million eggs and 30 million pieces of bacon each year — enough eggs to stretch

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more than 1,100 miles and enough bacon to stretch from New York to Los Angeles. The Huddle House menu includes a variety of popular lunch and dinner items such as BLTs, burgers, fries and shakes; regional favorites like country-fried steak; and American classics like ribeye steak and potatoes.

And whether our customers want a cheeseburger and onion rings at midnight, a bowl of chili at 5 a.m., or a plat-ter of steak and eggs at 3 o’clock in the afternoon, Huddle House is always happy to serve them with a smile. Our tasty, affordable food has drawn people here for nearly five decades. Our friendly staff keeps them coming back.

While we’ve established our niche in small towns underserved by other fran-chise breakfast restaurants — meaning more profits for our franchisees, we are also sprouting up in major met-ropolitan areas and nearby universities. When you factor in that lower food costs for breakfast foods lead to high-er profit margins for Huddle House franchise owners, it is no wonder that new Huddle House locations are opening all over the country. With more than 400 restaurants open or under development, we are aggressively expanding with plans to open an ad-ditional 100 restaurants over the next three years.

Small towns benefit when we open upWe embrace small-town America.

Other restaurant chains bypass these smaller markets, but Huddle House has a long history of working in these underserved communities. In many towns we target, we are the only sit-down restaurant with table service. A town with fewer than 15,000 people and one main street intersection wouldn’t fit the location criteria of many other full-service restaurants, but this is one of the “sweet spots”

for a Huddle House.

At the same time, we’re continuing to expand into larger markets as well. With over a year of continuous positive growth, our iconic brand has over 400 restaurants open or under development across the nation. Our me-teoric growth is projected to continue for years to come, as we plan to open 100 additional restaurants in the next three years.

People come to Huddle House to celebrate birthdays and anniversaries, to fuel up after the football game, to find out what’s happening with neighbors over a cup of coffee. They visit often, too. It isn’t unusual to see custom-

ers come in several times a week and even multiple times a day. We become the meet-ing place — often the only place to go to share what’s happening around town.

Aside from a relaxed atmosphere, we offer a streamlined menu, clean environment and the most hospitable service around. Visit a typical Huddle House and you’ll hear “Hey, hon!” or “Hey, darlin’!” as our team

members greet regular customers. We treat our guests as family, and we go to extra lengths to make sure they love our food and feel welcome while they eat. Southern hospitality — a sincere caring for our customers — is a core part of our culture.

Whether it is the family visiting after a late-night ball game, the social group meeting for early morning coffee and breakfast or the widowed elderly guest who eats with us seven days a week, they all tell us, “We’re so glad you’re here.”

We’re glad to be one of the few food franchises that cares about small towns, and we are happy to fill a much needed niche serving “Any Meal. Any Time”.

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The Huddle House StoryWhere the huddle comes in“Huddle In. Huddle Up. Huddle Happy.”

You’ll see these words repeated in the dé-cor of our restaurants, and they hearken back to a simpler time when founder John Sparks was just forming the concept for his budding restaurant chain. At his eatery in Decatur, GA, one evening in 1964, he saw a group of boys gathering after football practice. One of them held his football in one hand and his helmet in the other. It looked as if the group were in a huddle, talking and laugh-ing together. It was at that moment that he decided Huddle House was the perfect name for his restaurant chain. It became the com-munity go-to place where folks would gather, or huddle up, for great food and good times after Friday night football games, for Sunday brunch after church, or anytime.

The concept is particularly meaningful when you consider our target communities. While it’s true you’ll find our restaurants most anywhere, from large urban areas to inter-state travel centers, college towns and small town America, our key demographic is found everywhere where families eat together at the dinner table — places that celebrate com-munity. People want more options for break-fast than just fast food. That’s where Huddle House fits in. We gravitate towards people and places that value the importance of the American family, because in doing so, we know we can build a strong customer base that will return time after time.

Any Meal. Any Time.“Any Meal. Any Time.” That’s another

phrase you’ll see repeated throughout our

restaurants. For five decades, the Huddle House brand has been devoted to providing outstanding hospitality, great service, gener-ous portions, fair prices and quality, home-style food cooked to order. Huddle House has stayed true to these values.

Although Sparks’ passion to serve good food in a warm, friendly environment that brings folks together remains intact, much has changed since the first Huddle House opened its doors. Our newest Evolution res-taurant design features a look that’s bright, colorful and reminiscent of America’s clas-sic neighborhood diners. A new logo adorns signs and menus. The menu now includes a variety of breakfast, lunch and dinner entrees that take their place beside the Huddle House classics like burgers, fries and shakes.

Our newest restaurants have our iconic open kitchens – our guests get to see first-hand how fresh their meals are because the cook prepares them in plain sight, but they also have much more flexible seating. We still use booths and now have a range of tables our guests can string together to seat big groups. This has helped increase our sales, as it is now possible for large families to drop by after church or for the Little League team to celebrate over milkshakes and fries after an epic win.

With the signing of five new franchisees at the beginning of 2015, we are poised to con-

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tinue our growth everywhere families love to eat together. With almost 400 locations around the country, our motto of “Any Meal. Any Time,” may soon need to be amended to include “Anywhere.”

Under CEO Michael Abt, above, Huddle House is poised to grow beyond our Southern, Southwestern and Midwestern footprint. We have new menus and our best ever programs to welcome new franchisees, from single-unit owner/operators in small towns to larger investors looking to open 24-hour locations in truck stops or conve-nience stores.

What are my Startup Costs?Huddle House is one of the most afford-able breakfast franchises

For new restaurant development, Huddle House fran-chisees typically need a minimum liquidity of $200,000 and a minimum net worth of $600,000. Investments can range from $397,660 to $1,421,310 depending on whether you are remodeling an existing restaurant or you are purchasing land and building from scratch. Investment

Item 7 InformationExpenditures Low

AmountHigh Amount

Method of Pay-ment

When Due To Whom Payment is to be Made

Initial Franchise Fee $25,000 $25,000 One Payment When you Execute the Franchise Agreement

HHI

Training Fee and Travel and Living Expenses While Training

89,902 12,990 As Arranged Before Opening Suppliers of Transportation, Food and Lodging

Real Estate (Purchased Land)

168,000 250,000 As Arranged As Arranged Seller

"Real Estate – (Leased Land)

$50,000 $200,000 Progress Pay-ments

As Arranged Contractors or Excavators

First Month’s Rent" 4,500 8,000 Monthly As Arranged Third-Party LandlordSite Development 143,000 270,000 Progress Pay-

mentsAs Arranged Contractors or Excavators

Improvements 130,000 497,000 Progress Pay-ments

As Arranged Contractors

Equipment and Seating 127,000 168,000 Financed or As Incurred

As Arranged Vendors or HHI

Signs and Décor 32,000 68,000 As Arranged As Arranged VendorsSite Plan/Engineering Drawings

5,000 25,000 As Arranged As Arranged Vendors

Smallwares, Opening Inventory and Uniforms

40,000 50,000 As Arranged Before Opening Vendors or HHI

POS System 12,000 25,000 Lump Sum Before Opening VendorsHelp Desk and Mainte-nance

225 275 Monthly Before Opening and Monthly thereafter

Vendors

Computer Related Secu-rity Services

900 2,000 Annually Before Opening and An-nually thereafter

Vendors

Customer Feedback Program

45 45 Monthly Monthly Vendors

Miscellaneous Opening Costs

6,000 16,000 Lump Sum Before Opening Vendors, HHI, Governmental Au-thorities, Utilities

Additional Funds-3 Months

6,000 12,000 As Incurred As Incurred Employees and Vendors

Totals $397,660 $1,421,310

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costs are significantly lower for remodeling an existing restaurant or by reopening a formerly closed location.

One of our directors of franchise development can provide more detailed information. Here’s a look at the startup costs as outlined in Item 7 of our latest Franchise Disclosure Document. Keep in mind these ranges include the lowest amount a franchisee invested in a Huddle House to the highest. Some franchisees lease the land. Huddle House franchisees not only enjoy cash flow from their restaurant operations, they may increase their poten-tial equity by buying land and building a restaurant.

How is Huddle House Different From Its Competi-tors?Southern hospitality, generous portions at a fair price

Walk into your average fast food restaurant. You don’t even have to look at the menu because you already know the handful of items they offer for breakfast. Hope you didn’t get there at 10:35, or 11:05, or five minutes after whatever arbitrary time they stop serving breakfast, because you’ll be out of luck. You got in, ate fast, got out, and moved on.

Walk into your local Huddle House. Chances are, be-fore you’re even fully through the door, somebody hollers out, “Hi! Welcome to Huddle House!” or “Hey, darlin’!” in a way that sounds sincere because it is. What you don’t hear is some disembodied monotone voice over a loud-speaker that mutters automatically, “Hello-welcome-to-(insert any fast-food chain)-may-I-take-your-order-please.” You’ll grab a seat in a booth, table or at the counter, clos-ing your eyes and breathing in the heady aromas of coffee brewing, eggs frying, bacon sizzling and waffles baking.

You’ll probably see some folks you know and wave at them before a quick but friendly server comes over to set up your coffee cup and take your order. If you’ve been here before, she’ll ask how your family is. If you’re new, she’ll notice, and she’ll ask where you’re from and wheth-er you’re staying in town long. If you order that same thing for breakfast on a regular basis, chances are they’ll start cooking your meal before you even sit down.

While your breakfast is being cooked to order, another server will stop by and top off your beverage or cof-fee. He’ll ask you how you’ve been. He’s curious about whether you’re getting a waffle again today – or if you’re

back for the steak and eggs. The manager might stop by, if she gets a break from the grill, to see if your steak is cooked just right and make sure you had your favorite steak sauce. You’ll notice that everyone working con-tributes to making sure you have a great experience, not just your server. That’s what hospitality really means. We treat you the way we would if

you came to our house for a meal.

Everything about this experience draws customers into the Huddle House hospitality, which truly sets us apart from other restaurants. Customers make friends here. Our managers and servers get to know folks, even share Thanksgiving meals with them and pop in to see how they are when they’re feeling sick. Our franchise owners know that one secret to building a highly profitable restaurant is increasing visit frequency, and they understand that Huddle House does this by being as hospitable as pos-sible. You can’t fake hospitality, and customers know the real deal when they see it.

Why breakfast mattersHuddle House is open 24 hours a day, and we serve

Any Meal. Any Time. For a lot of our customers, that

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means breakfast. About 60% of our sales come from the breakfast menu, no matter what the time of day, and that translates into better returns for our franchisees. Restaurant owners know breakfast carries the highest margins out of all the day parts. Our restaurants stand out in a segment where there’s less competition to begin with. When you consider where to buy a sub sandwich for lunch, dozens of places come to mind. When you’re looking for a good homestyle breakfast, you can practi-cally count the brands on one hand. A consistently great breakfast, it turns out, is hard to find in most markets.

Breakfast is one of the most underserved meal seg-ments, even though 93% of Americans agree it’s the most important meal of the day, according to the USDA. There is less competition for the breakfast dollar, and breakfast restaurants generally have lower food costs than other meal segments. This translates into higher profit margins. When you add in a 24-hour ability to serve a high-margin meal that everyone loves, you have tremendous potential for a profitable business.

Our kitchens are open, in full view of our customers. Eating breakfast at a Huddle House is an experience — listening to servers call out your order and watching a cook prepare your meal is not only fascinating, it is a sure sign that your breakfast is as fresh as it can be. Freshly prepared breakfast isn’t that common, and in most mar-kets the breakfast segments are underserved.

This is one of the many reasons why our brand is ex-periencing rapid growth around the country. We recently announced plans to expand into 100 new locations over the next three years. Wherever we go, Huddle House be-

comes a part of the community by getting involved in local fundraisers and school activities. Our restaurants provide jobs in towns where jobs are sometimes hard to come by, and if you’re wondering whether folks like these jobs, just ask our managers about our turnover. Restaurant work-ers are a transient bunch, and there’s always going to be some turnover. But at any given Huddle House, you’re li-able to find servers, cooks or managers who’ve been with us for 10, 15, 20 years or more.

Huddle House expects to accelerate its pace of growth over the next three years. The growth will be accom-plished primarily through franchising by both single-unit and multi-unit investors in a range of market sizes, includ-ing urban areas, small towns, travel centers, and conve-nience sites. In addition, Huddle House is offering incen-tives to existing franchisees for adding more units and for remodeling existing stores.

As CEO Michael Abt likes to say, “Towns are better off when Huddle House comes to town.”

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Who are Huddle House’s Customers?Our customers come from all walks of life

When you first ask yourself, “Who are my customers?” the easy answer is, “Everyone!” But to find out who the real Huddle House customer is, it helps to understand the communities and locations we serve. Our most com-mon locations are small towns. This is where you’re most likely to find folks who love the brand of classic Southern hospitality you’ll find in every one of our restaurants. Our customers are all ages and from every walk of life. Visit our Facebook page, and you’ll see tons of smiling kids, couples enjoying a meal out and grandparents taking their little ones out for a treat. Our popular pictures on our Facebook page show people of all races and ages enjoy-ing the rib-sticking, homestyle dishes that are served at every Huddle House.

Because we’re in nearly 400 locations around the coun-try, it’s not surprising that our customers are so diverse. We’re in small towns, big cities and nearby universities in college towns. We serve a lot of seniors on fixed incomes, many who dine with us on a daily basis. We serve work-ers before and after shifts, travelers looking for a sit-down meal and just about anyone else in our area. Ask our servers and managers who our customers are, and they’ll

be able to rattle off some names. Many customers eat at their favorite Huddle House not just every day, but some-times several times a day.

One customer, Barry Robinson, liked us so much and to visit us so often, that he decided to open his own Hud-dle House breakfast franchise location in Hahira, Georgia.

“I liked it so much, I finally bought one,” says Barry, a 42-year-veteran of the supermarket industry. “I’ve always wanted to have my own business, and Huddle House made the most sense to me from both an entrepreneurial and a personal perspective. Even though I don’t have restaurant experience, I knew Huddle House had the sys-tems in place that if my team and I executed that properly, we’d run a great restaurant. I didn’t have to reinvent the wheel.”

Stories like Barry’s, of customers who enjoy our hearty and affordable food so much they stop in multiple times a day, are more common than you’d think:

“We have one customer who comes in three times a day,” says Elaine Harris, who manages the Huddle House in Monroe, GA. “Since his wife passed away, he doesn’t have anyone to cook for him. If he goes too long without coming in, we go check on him. He just lives up the hill.” Another Monroe customer comes in twice a day with his wife; still others are breakfast regulars. Elaine, who started with Huddle House 14 years ago in Winder, GA, knows almost every one of her customers.

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“Customers like the environment, the people,” says Elaine. “We stand and talk to our customers. I’ll go to Thanksgiving dinner with our customers. It’s like family.”

We also have locations in travel centers and attached to convenience stores. These venues cater to a very dif-ferent type of customer. We serve truckers who are very loyal and will seek us out, often planning stops where we are located. We also serve families looking for a less hectic, sit-down meal with real table service.

Debra Hudson, manager of the Pilot Travel Center lo-cation in Madison, GA, mostly caters to truckers and folks just coming through town briefly and looking for a bite to eat. But that doesn’t mean she doesn’t get regulars, too.

“The Big Rig menu is good; we sell a lot of it,” she says, referring to a menu of meat and two sides offered at some of the travel center locations. “We do get locals, but probably 75% of our customers are truckers.” Truckers love that Huddle House offers great food at low prices and has healthier options available, too, like sugar-free syrup, something that’s hard to find on the road.

Among her regulars are some good-sized groups. “On Mondays, we have a regular group that comes in, and we also have a Tuesday morning group.”

At the Milledgeville, GA, Huddle House, on East Han-cock Street, students from nearby Georgia College come for the free wi-fi, coffee refills and affordable but filling food.

It slows down in the summer a bit, but plenty of non-college locals are in and out of the booths all day. “They used to say this was the old people’s place, but now we offer free wi-fi,” says Jeanne Stanley, director of opera-tions for several Huddle House restaurants in the area. “You’ve got to tailor your marketing depending on what you’re going through.”

What’s Special About our Menu?The Huddle House secret weapon

It is inevitable, when talking about Huddle House for any length of time, for someone to bring up that other

restaurant chain that offers similarly named products. But anyone who has eaten at a Huddle House knows there’s no comparison. We have our branded Southern hospitality to make us stand out, and our restaurants are known for their cleanliness. Our breakfast menu is much broader, as are our lunch and dinner options.

It’s true our competitors serve waffles, although we don’t think there’s any competition. But one thing we have that they don’t is a fryer. That gives us a lot of flexibility. You won’t find something as basic as French fries with those other guys, and you won’t find something as special as shrimp. They can’t make options like fried cheese sticks. We want our customers to have a lot of choices, and they’ve told us over and over again with their patron-age that they love the blend of American diner and South-ern classics that populate our menu.

Here’s how our menu breaks down:

BreakfastYou can’t have a conversation about Huddle House

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without talking about breakfast. Huddle House is first and foremost a great breakfast place. And best of all, Huddle House is open 24 hours, and our motto is “Any Meal. Any Time.” Customers love that they can have steak and eggs at 5 a.m., biscuits and gravy at 2 in the afternoon or enjoy a waffle at dinnertime.

Folks can go traditional with a breakfast platter of eggs, grits, country ham, hashbrowns and a waffle on the side. Maybe they’ll order an omelet-and-toast combo. Or they can pile up all their favorites into one steaming mountain of breakfast: the Southern Smothered Biscuit Platter, which features sausage, hash browns, gravy, cheese and scrambled eggs, all atop an open-faced biscuit.

Franchisees love that breakfast typically constitutes about 60% of sales, and breakfast food costs are lower on average than non-breakfast costs — 21% compared to 28%, according to internal Huddle House data. That means a higher profit margin for owners.

LunchWhen you think about classic diner fare, certain items

come to mind: Country-fried steak. Burgers, of the single, double and triple variety. Fries, both regular and sweet potato. Salads, with grilled or crispy chicken. Club sand-wiches. BLTs. And don’t forget those shakes! Customers can choose from chocolate, vanilla, strawberry, Nutter Butter® or Oreo®. Not everyone wants to shovel down lunch through a drive-through window. Customers love having a sit-down option for a chop-house burger, fries and a shake, just like in the old days.

DinnerA meat-and-three is a Southern restaurant that offers a

selection of meat with a side of three vegetables. Huddle House offers its own version of that tradition with a me-

atand-two menu at select restaurants. This allows custom-ers to choose from dishes including ribeye steak, baked potatoes, shrimp, chicken tenders, country-fried steak with gravy, mashed potatoes, green beans and chopped steak with mushroom gravy. And for dessert, there’s always cheesecake and some rotating options like pecan pie.

Residents of all ages keep coming back for the friendly service and the varied menu, says Jeanne Stanley, direc-tor of operations for a group of Huddle House restaurants in central Georgia. “It’s one of the best places for break-fast. It’s sometimes underestimated because we have much more than breakfast.”

What Makes a Good Location?Keys to finding a great site

Huddle House is the type of restaurant that can work in many markets, and we work with all our franchisees to make sure they have the best possible scenario to do well. We have hundreds of Huddle House restaurants across the country, and are planning to open hundreds more: from major metropolitan areas like New York City, to suburban areas outside Atlanta, GA, to small towns like Joshua, TX.

Huddle House is a flexible concept that can be adapted for most markets. Our real estate development experts have developed a list of ideal criteria:

• Minimum population is preferably about 12,000 within a 5-mile radius in rural locations.

• Overall trade area should be growing or stable.

• Interstate locations, if possible, have a mini-mum traffic count of 24,000, with a small-town population of 7,000 -10,000 within a 3-mile area.

• Lot size for freestanding restaurants is usu-ally a minimum of 25,000 square feet, unless parking can be shared with adjoining lot.

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• Minimum lease space of 2,400 square feet is best for joint development in c-stores, truck stops, hotel/motels and shopping center end-cap locations.

• Minimum of 36 parking stalls is desired.

• Good accessibility into location is a must, and two curb cuts are preferred.

• Preferred maximum traffic speed of 45 mph at site.

• Average travel time to work should be 30 minutes or less.

• Retail support — such as Wal-Mart®, Kmart®, Lowes®, Target®, etc. — ideally will be within one mile of site.

• Proximity to 24-hour retail/wholesale/ware-house/manufacturing may enhance 24-hour operations. • Ideal household income is be-tween $32,000 and $75,000 per year.

• Unemployment rate is optimally less than 10%.

Remodel, repurpose

In addition to the limitless possibilities when it comes to opening new restaurants, Huddle House also offers opportunities to purchase existing franchise or company restaurants and reopen former Huddle House restaurants in various markets. For more information on these resale or remodel opportunities, please contact Cassidy Ford, Franchise Development Manager at 254-644-1503 or by email at [email protected].

Where are our Growth Markets?

Our sweet spot is in the American hometowns other brands forgetContact for states west of the Mississippi (in red):

Jeff Hood, Director of Franchise Development,

[email protected], 214-491-7033

Contact for states in yellow:Billy Evans, Director of Franchise Development,

[email protected], 404-372-5633

Contact for states in orange:

Jennifer Nolan, Director of Franchise Development,

[email protected], 678-779-1789

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Every brand has its sweet spot — that place where the stars are aligned perfectly to give the new franchisee the best possible opportunity to thrive, a place where the franchise can thrive. For Huddle House, small towns are one of our sweet spots. We have restaurant in big cities and paired with travel centers along interstates, but our biggest opportunities lie in the markets other brands reject as too small. Huddle House restaurants thrive as the first choice in secondary markets that don’t fit other brands’ growth models. In a smaller market that’s lacking in break-fast concepts and table service choices, where the only other options might be fast food, Huddle House can thrive. For the franchisee, it’s a win-win situation because you can still get land at reasonable prices in areas that aren’t glutted with competitors. You can imagine how welcoming these communities are to Huddle House. They’re grateful to have a Southern-style dining experience where they can count on great hospitality and delicious comfort food at amazing prices. We have people who come into our restaurants not only every day, but sometimes multiple times a day. Our customers tell us, “We’re so glad you’re here. Please don’t close.” And as a 24-hour restaurant, of course, we never will.

We are currently targeting larger metropolitan areas where we’d like to build more Huddle House restaurants and we are open to thousands of other small town loca-tions. Locations would be in suburban or rural regions around these cities:

• Charlotte

• Greensboro-High Point-Winston-Salem

• Norfolk-Portsmouth-Newport

• Knoxville

• Raleigh-Durham

• Greenville-Spartanburg-Asheville-AN

• St. Louis

• Oklahoma City

• Nashville

• Mobile-Pensacola

• Tyler-Longview (LFKN & NCGD)

• Dallas-Ft. Worth

• Waco-Temple-Bryan

• Abilene-Sweetwater

• San Antonio

While no one would consider Charlotte a small market, Huddle House franchises would do well in the numerous small towns that surround the area. Consider a further breakdown below of potential suburban markets in the Charlotte market:

You’ve probably never heard of Denver, NC, but 13,000 people call this Charlotte suburb home. Manufacturing, transportation and warehousing are the top employment segments, and the people who work those third shifts would probably find Huddle House particularly appealing.

Our franchise specialists can talk to you in detail about your market and beyond.

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Huddle House Franchisee ReviewsFrom single-unit owners to multi-unit investors, Huddle House franchisees find satisfaction

From single-unit owners to multi-unit investors, Huddle House franchisees find satisfaction When you join the Huddle House family, you’ll go through a validation pro-cess in which you talk to other franchise owners. This is one of the best ways to find out what the experience is really like. Owners are on the front lines, and often on the cooking lines, and they can tell you first-hand what it is they love about being a part of an iconic American res-taurant brand. Before you have your own conversations, here are some examples of what our franchise owners are saying:

“One of my favorite things about owning a Huddle House is probably the people. We do a lot of work in the community, and we have a lot of regular customers, and we have a lot of long-term relationships with employees. Most of the time, it’s really all about relationships.” — Gregg Hansen, (above with wife Maria) owner 19 Huddle House breakfast franchise locations, Chattanooga, TN.

“With multiple restaurants, I enjoy the flexibility. I feel 15 like I’m good with managing people. I like being around the food. I get enjoyment out of fixing something, and I’m a good trainer. I like passing on what I know. I also like serving somebody when they brag on it. I’ve got a server’s personality. You’ve got to have a server’s personality. I tell people when they’re applying here, if you don’t like people and you don’t like taking care of them, you might as well not interview here.” — Jamie Hicks, multi-unit owner, Central Kentucky

“We’re in a four-year college town, a little bigger than Mayberry. We’ve got Jack-in-the-Box® and McDonald’s® and KFC®, but we didn’t have anything like a Waffle House®, and I saw a lot of college kids trekking to the next city for Waffle House®, and I figured it’d be a pretty good business. I looked at Waffle House® and I looked at

Huddle House, and I really liked Huddle House a lot better ... The variety of food set it apart.” — John Roper, Monte-vallo, AL.

“The nice part about a franchise is that you are buying into the experience and knowhow of a system that has been successful. The training programs are designed to help you be successful even if you have no prior food experience. You must provide the desire to succeed and the ability to hire the right people and then manage them carefully.” — David Worthley, multi-unit owner, Virginia Beach, VA.

“I shopped a lot of different franchise organizations before I got into Huddle House, and it is far better than any that I looked into. And the investment is not that large in the beginning, and the franchise fees are reasonable. That matters a lot because the financial end nowadays is a big thing.” — Mike Hall, multi-unit owner, Tupelo, MS.

“You get to know all these people. It’s amazing the ones that know you who you don’t know as well. I’ve been in it long enough now that I’ve had older customers pass away... But you really get to know people when they come in two or three times a week. Sometimes even more.” — Jimmy Brown, multi-unit owner, Naylor, GA.

“I went to Huddle House in college; that was probably my first experience. I ate there a few times. It was fine; it was breakfast food. After not being a loyal Huddle House customer and then getting into it, the food quality has

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improved dramatically from what I remember to where I am today. The capital to enter was very minimal, and so we figured if we got the right people in place, we could do well.” — Matthew Flynn, multi-unit owner, Memphis, TN.

Who Makes a Good Huddle House Franchise Owner?A background in business, a passion for people

Peggy Chambers knows how to work a breakfast shift. She should; she’s been working for Huddle House for more than two decades. The owner of the Marietta, GA, Huddle House steps away from the waffles and omelets long enough to wipe her hands on her apron and chat with some customers who just sat down in a booth at the end of the open kitchen. She offers coffee, drinks — of course, the server has already taken care of that. Peggy excuses herself and returns to her griddle duties without missing a beat.

You’d never know she was the franchisee. She started out as third-shift server in 1990 and went on to be a man-ager, trainer and area supervisor for Huddle House. In 1999, she took over as franchisee of the Marietta restau-rant. Her grandson Josh works here now, too.

Those stories are not uncommon at Huddle House. We cultivate a welcoming atmosphere, and we truly value family — even when our franchise owners aren’t related to their employees, they still feel like family. And although there are cooks and servers and menus, restaurant expe-rience isn’t as important as you might think when it comes to ownership.

What Huddle House is really looking for is someone with a strong business background, either with experience working for others, like Peggy did, or someone who might be in business for themselves already. Our seasoned leadership team can teach franchisees everything they need to know to be in their restaurant on a day-to-day ba-sis or how to hire a general manager for multiple locations

and oversee their franchises on a larger scale.

We can take on a wide range of individuals to thrive in our brand.

Financial considerationsHuddle House is a 24-hour restaurant with great

service, great value and a customer base that feels like family. Customers feel welcomed the moment they walk in; there are no strangers at a Huddle House. We pride ourselves on our unique brand of Southern hospitality, and we’re looking for franchisees who embrace our core values.

Some owners want to set up a Huddle House in their own community so folks will have a place they can call their favorite restaurant, right in their own hometowns. Some want to open up a mini-chain of restaurants, like Gregg Hansen of Chattanooga, because they believe in the Huddle House philosophy so strongly they know they can execute it on multiple platforms.

“One of my favorite things about owning a Huddle House is probably the peo-ple,” says Gregg, who owns eight restaurants in East Ten-nessee and North Georgia. “We do a lot of work in the community, and we have a lot of regular customers, and we have a lot of long-term relationships with employees. Most of the time, it’s really all about relationships.”

A prospective Huddle House franchisee looking for a new restaurant must have a net worth of at least $600,000; liquid assets of a minimum of $200,000 in cash; and good credit. Huddle House can put you in touch with servicers providing several financing options, including SBA loans.

One-third of our franchisees had no previous food ser-vice experience. While food experience is not necessary, strong business acumen is required.

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Huddle House is known across the country for its great food and its “Any Meal. Any Time.” slogan. If community, hospitality and a commitment to great service and great value are important to you, you might be just right for Huddle House.

How to Finance your Huddle House FranchiseSBA, community banks have a history of funding Huddle Houses

It’s been tough in the last few years to obtain financing to start a business, but it can be done — especially with the right help. Because it has been an iconic brand for half a century, SBA loans and community bank financing are more accessible than with many franchise brands. Huddle House restaurants are fixtures in a community, providing jobs and gathering places in towns that may not have oth-er options. Bankers know this, and our franchisees have a track record of obtaining loans, even in the recession.

Local and community banksThe biggest single source of financing is local banks,

which is supported by guarantees through Small Busi-ness Administration loan options. We do work with some national SBA lenders, but we have found local banks to be less restrictive about criteria such as previous restaurant experience.

Small Business Administration loansHuddle House is an approved franchise on the SBA

National Registry, which is accessible to all SBA commer-cial lenders. The SBA Registry offers a list of franchises that have had their Financial Disclosure Documents and operations vetted by the Small Business Administration, giving lenders access to information that minimizes their risk. Huddle House’s presence on the SBA Registry saves several steps in the SBA lending process for franchisees.

Tapping a 401(k) or IRAA franchisee or a family member can tap into a 401(k)

or IRA retirement savings to fund a business without fac-ing financial penalties for early withdrawal — as long as they do it the right way. Huddle House wants you to have your best financing options.

Minimum requirementsInvestors who wish to build a new Huddle House res-

taurant typically need a minimum net worth of $600,000 and a minimum liquidity of $200,000. The numbers will vary in when purchasing multi-unit deals or purchasing or renovating existing restaurants. Minimum criteria may be adjusted in some circumstances. One of our development team members can fill you in on more detailed information.

How does Huddle House Train Owners?Support, training helps Huddle House owners succeed — even if they don’t have prior restaurant experience

One-third of our franchisees had no previous food ser-vice experience. If you do, great — but if you don’t, that isn’t an automatic disqualifier. We prefer that the person in charge have restaurant management experience relative

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to the number of restaurants they wish to develop.

While there’s no substitute for business management experience, it doesn’t necessarily have to be in the restau-rant industry. What’s more important than a background in the food industry is a genuine passion for serving people and being part of a community. Those things are key to the Huddle House business model. We can teach you how to flip the perfect burger and make the fluffiest om-elet, but we can’t teach you how to be passionate.

Huddle House will train you in all the aspects of running a great franchise. The restaurant busi-ness is fast-paced and fun, but it isn’t for everyone. You have to train, de-velop and manage a staff; oversee breakfast, lunch and dinner rushes;

and coordinate a lot of other moving parts. The flip side to that coin is the near-celebrity status our franchisees achieve in the communities they serve. Not only are they in charge of the place that will be the community’s go-to for celebrations, Friday nights out and all sorts of other gatherings, they also get to make a major contribution back to the community. In the ideal Huddle House loca-tion, you’ll be a job creator — 50 positions are typical, and that’s significant.

With the right attitude and the right background, if you are willing to learn, Huddle House offers the potential for long-term sustainable income and a chance to significant-ly build your net worth.

People come firstIn our Sandy Springs, GA, headquarters, we are con-

stantly reminding ourselves that we are here to serve our

franchisees, just as our franchisees are here to serve our customers. Even if you don’t have restaurant experience, you will have support.

Our staff is constantly working to make Huddle House an even more thriving brand, and we are dedicated to doing everything we can to help you become profitable. If you make money, we make money. It’s as simple as that. We can teach franchisees what they need to know, whether they plan to be in their restaurant on a day-to-day basis or hire a general manager and take on more of a multi-business owner role. We actively recruit a wide range of individuals to do well in the brand. We will teach you how to market your restaurant in your area, how to get involved with your neighborhood schools, how to draw more business to your restaurant.

We want you to come in already knowing how to warmly greet every customer who walks through the door and get to know folks by name. We want you to have the instinct to reach out to people in the community and embody a spirit of involvement. Huddle House is open 24 hours a day, and customers deserve the same great service at 3 a.m. as they do at 3 p.m. People who own Huddle House franchises aren’t just getting into the res-taurant business, they’re joining a family.

Restaurant experience is certainly an advantage, but a knack for hospitality and a passion for people are even more advantageous. The best predictor for you to do well is your genuine love of serving your community.

Huddle House FAQsWhat is Huddle House?

Huddle House is a Southern-style dining experience and community gathering spot that has been serving comfort food at a great value for five decades. At Huddle House, we serve breakfast, lunch and dinner, and our motto is “Any Meal. Any Time.”

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What is the franchise fee?The franchise fee is $25,000 and is due upon execution

of the franchise agreement.

What is the term of the franchise agree-ment?

The initial term of the franchise agreement is 15 years. The agreement is renewable for three additional 5-year terms.

What is the royalty rate?The royalty rate is 4.75% of net sales (sales minus

any discounts). Please refer to the Franchise Disclosure Document for more information.

Is there an advertising contribution?Yes; the current advertising contribution is 2.5% of net

sales. This covers the cost of such items as in-store mer-chandising materials, local print coupons, local restaurant marketing guidance, public relations, and social media, as well as menu research and development and other services.

Does Huddle House provide financing?We do not provide direct financing. However, we have

a list of lenders that are familiar with Huddle House and are interested in communicating with our franchisees regarding their lending needs. Huddle House is also in-cluded on the SBA’s Franchise Registry, which provides a more streamlined review process.

Is previous restaurant experience required?

Experience is always helpful; however, it is not re-quired. The Huddle House system has an excellent training program (5-9 weeks) designed to teach new franchisees from all backgrounds the essentials of running

a Huddle House restaurant franchise. Many franchisees recruit General Managers who have experience in the restaurant industry.

What types of locations work for Huddle House?

Huddle House is adaptable and can be built as a free-standing restaurant, can be converted from an existing restaurant, can be constructed in joint developments with c-stores, travel centers or motel/hotels, or can become high visibility end-cap locations in shopping centers.

How much space is needed for a Huddle House restaurant?

The freestanding prototype Huddle House is typically 2,200 square feet set on a lot between 25,000 and 30,000 square feet. For joint development, conversions and end-cap locations, we typically prefer sites with a minimum of 2,400 square feet.

Does Huddle House provide a site and construct the building for the new franchise?

Huddle House will support you in site selection for the franchisee and provide specifications for construction and equipment. However, it is the franchisee’s respon-sibility to work with an engineer and architect to develop site plans and architectural plans and obtain permits to build the restaurant. All sites must be accepted by Hud-dle House, and all final plans and specifications must be accepted by our Construction and Equipment Team. A franchisee may either purchase or lease the land and building, or they may lease the premises in which the restaurant will operate.

How much will I make owning a Huddle House restaurant?

As for specific information about the potential sales,

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operating costs and profitability of a Huddle House fran-chise, Huddle House will provide you with the Franchise Disclosure Document (FDD).

Many factors must be considered in determining potential earnings and profits. Some of the factors that affect your profitability include sales volume, location, size of restaurant, competition, managerial skill, dedication and drive. After a thorough investigation of our franchise program, you should have the data necessary to make an informed business decision as to whether investing in a Huddle House Restaurant franchise is right for you.

Meet Our Management TeamMichael Abt, Chief Executive Officer

Michael is an industry veteran with extensive experi-ence building out brands. In 2012, Michael was recruited to lead the brand as CEO. His vision is to provide out-standing support, which enables franchise partners to grow profitably and create a memorable experience for Huddle House customers. His favorite Huddle House menu item is the Country Fried Steak dinner with mashed potatoes and green beans.

Tom Cossuto, Chief Financial OfficerTom joined Huddle House in 2005 and oversees all

aspects of Finance and Information Technology. He has almost 30 years of experience managing Finance and IT in a diverse set of companies, including 15-plus years in the restaurant industry with such brands as Pizza Hut®, KFC® and Taco Bell®. Tom and his wife, Maeve, have three children and live in Alpharetta, GA. His favorite en-trée is Country Fried Steak.

Tyrone Counts, Chief Operating OfficerTy joined Huddle House in June 2013. His responsibili-

ties include overseeing the direction of operations, train-ing for 400 franchise and company restaurants. Ty is also responsible for the company’s growth and improving overall sales and responsibility. He came to Huddle House with

more than 25 years of experience in the restaurant busi-ness, including his most recent stint at Regional Director of Operations Director for Tim Hortons USA. Ty’s go-to meal is the Huddle Burger with a side of sweet potato fries.

Jonathan E. Benjamin, Chief Development Officer

Jonathan, or “JB” as he is known to his colleagues, is spearheading the brand’s development and franchise ex-pansion across the country. He joined Huddle House in July 2013, taking an active role in setting up the franchise sales processes while immersing himself in the brand’s culture. JB has managed development teams that led to the sig-nificant growth for numerous national brands and has won numerous awards for innovative strategies and accomplish-ments. There’s no contest for his favorite Huddle House menu item — it’s the Ribeye Steak Breakfast Platter.

Alison Glenn Delaney, Chief Marketing Officer

Alison has 30 years’ experience in building restaurant brands by continually innovating to keep fans engaged while finding creative ways to introduce new guests to the unique aspects of the brand. Alison is responsible for rein-forcing through our menu and our messaging that we are the hometown diner for people who want to relax and catch up over breakfast, lunch, dinner or later, no matter what the occasion! The suburban Philadelphia native’s favorite menu item is, naturally, the Philly Cheese Steak Omelet.

Melissa Rothring, General CounselMelissa joined the Huddle House team in February

2013. She currently serves as General Counsel and Corpo-rate Secretary to Huddle House, Inc. Melissa has 20-plus years of experience in franchising business analysis and management, focusing on financial and legal management initiatives with a concentration on effective branding and operational strategies. She previously held executive lead-ership positions for GFG Management, LLC, Blimpie® and Kahala Corp. Her favorite menu item is the 5 Star Chili.

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Jeff Hood, Director of Franchise Development

Jeff joined Huddle House in December 2014 as Direc-tor of Franchise Development. He comes to us from Papa Murphy’s Take and Bake Pizza, where he transitioned from Director of Franchise Operations to Director of Fran-chise Sales. Jeff had an overwhelming performance in new franchisee commitments over the past few years and truly understands what it takes to make an impact on a Franchisees’ operations and marketing strategies.

Billy Evans, Director of Franchise Development

Billy joined Huddle House in 2013 as Director of Fran-chise Development for the Northeastern territory. Billy has been engaged in franchise sales, sales training, and sales development for over 20 years. In addition to holding executive sales positions, he has been a partner in several successful business ventures. Most recently Evans has been active in hospitality franchise sales consulting and franchise sales training. Billy holds a Bachelor’s degree in Business from the University of Georgia. Billy’s favorite meal of the day is a Huddle House breakfast at any time of day and always includes hash browns.

Jennifer Nolan, Director of Franchise Development

Jennifer’s Huddle House career began in 2011 support-ing our Franchise Partners. She has been involved in many different areas of the Huddle House business including ser-vicing all franchisees with new and replacement equipment procurement, as well as leading the efforts for reopening previously closed locations, and refranchising open units. Jennifer now handles all of the new restaurant franchis-ing in the Southeast USA. She provides experience and knowledge for real estate site selection, market analysis, franchise candidate recruitment and overall brand building. She has successfully increased Huddle House’s exposure in the Southeast by adding numerous new store develop-ment agreements as well as leading the efforts for trans-ferring and remodeling existing locations. Jennifer has a

Bachelor’s Degree from Kennesaw State University where she was a four-year scholar-athlete, and helped KSU win numerous conference titles and a national championship in softball. Her favorite menu item is the Philly Cheesesteak Omelet with hash browns covered in cheese and a Nutter Butter milk shake!

Brian Kendrick, Director of Development Services

Brian, a 25-year industry veteran, has been with Huddle House since early 2012 managing the Design and Construction team to oversee new restaurant develop-ment, the Evolution remodel program, process improve-ment, vendor selection, value-engineering and cost reduction. Brian previously worked in corporate design and construction for Darden Restaurants, McDonald’s®, FOCUS Brands Inc. and AFC Enterprises Inc. Brian’s favorite Huddle House menu item is the French Toast Platter with bacon (and lots of coffee!).

Troy Tracy, Sr. Director of Franchise Operations

Details coming soon.

Jeremy Lee, Sr. Director of Field MarketingJeremy joined the Huddle House Marketing Department

in 2009 as the Field Marketing Manager. At Huddle House, Jeremy takes great pleasure in his responsibilities of coaching and providing assistance to Huddle House Fran-chise Partners with their local restaurant marketing efforts. Prior to working with Huddle House, Jeremy worked for 8 years with the Atlanta-area Steak n’ Shake® restaurants. At Steak n’ Shake, Jeremy had exposure to several varying roles in the restaurant industry that include: Operations, Training and People Development. Jeremy’s favorite item on the Huddle House menu is the Mega BLT and Fries with a Chocolate Hand-Dipped Milk Shake.

Mike Mann, Director of Field MarketingMike joined Huddle House in July 2013 .He has over

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25 years of field marketing experience working directly with franchise owners to improve their sales and profits. Mike learned very early in his career that a sale without a profit is a donation. Mike is very focused on improving the bottom line through the Huddle House marketing program. Mike’s favorite Huddle House meal is the chopped steak dinner.

Jocelyn Miller, Director of TrainingJocelyn joined the Huddle House team in early 2013,

bringing with her 15-plus years of experience in corporate training, operations, category management and market-ing for Red Hot & Blue Restaurants® and Pilot Travel Centers®. As Director of Training for Huddle House, she is responsible for training all new and current franchise partners as well as providing support for new restaurant openings. She also oversees design, development and implementation of all materials related to menu items and restaurant operations. Jocelyn is a fan of the Two Egg Breakfast with bacon.

Jenn Townsend, Executive Chef and Director of Menu Development

Jenn is one of the newest members of the team. She comes to us with a wealth of knowledge in and passion for culinary arts and strategic menu development. She also has a strong foundation working in franchised systems and is very experienced in store-level operations and training. She’s held key positions in Menu Development and Operations Support and Integration with Blimpie, Arby’s and Church’s Chicken where she’s demonstrated a strong advocacy for the guest and for the franchise partner.

Nathan Ballard, Sr. VP Distribution Center

Nathan oversees all food, supply and smallware distri-bution from the HHI Customer Support Center. He is a 15-year veteran of the distribution industry who joined Huddle House in 2004. Prior to his arrival at HHI, he served in Transportation Management roles at industry leaders A&P

Supermarkets® and GAF Materials Corp. Nathan is a great lover of the entire Huddle House menu, but depend-ing on the daypart is partial to Country Fried Steak & Eggs and the Triple Huddle Burger.

Heather Ballard, Sr. Director of Supply ChainSince joining Huddle house in 2004, Heather has over-

seen all purchasing, sourcing and supply chain manage-ment. Heather communicates with all franchisees about current and forecasted pricing and commodities. She has more than 15 years of management experience in grocery procurement and food service industries and has worked with such brands as A&P Supermarkets®. Heather is married, has four children and really enjoys the Southern Smothered Biscuit Platter.

Richard O’Connell, Director of Information Technology

Rich joined Huddle House in 2005 and oversees all Information Technology responsibilities. This includes in-ternal corporate systems, vendor management and point of sale menu management at 400 locations. In Rich’s 25 years in the IT industry, he has held many leadership posi-tions. While with Huddle House, he has helped convert more than 300 Huddle House restaurants to the point of sale system. Rich’s favorite Huddle House food is Biscuits with Sausage Gravy.

Next StepsJoining the Huddle House family

The Huddle House brand has been a part of the Ameri-can diner landscape since the 1960s, and we’ve entered into an exciting time in our history. We are preparing for a huge growth trajectory, and we are looking forward to add-ing new members to our Huddle House family.

Just as you want to make sure Huddle House is the right fit for you, we want to make sure you’re the right fit for Huddle House. We also want to answer any questions you may have. The entire franchise qualification process

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could take as little as 90 days.

Because it’s important to find the right site for your new Huddle House, our real estate development experts will walk you through everything you need to know about find-ing your own locations.

Our seasoned franchise experts will also talk to you about providers for your financing options as well as the qualifications you need to become a part of the Huddle House brand. The ideal candidate has management experience, business acumen, a true love of people and a genuine passion to do well. While restaurant experience is a huge bonus, only a third of our franchisees had previ-ous experience in the food service industry before they purchased their own Huddle House. We will instruct you on all of our proven methods and teach you how to hire and train a great staff. We’ll work with you on the different ways you can get involved in your community.

We’re excited to learn more about you and tell you more about what Huddle House offers its franchisees as well as the communities we serve. Now that you’ve down-loaded your free franchise report, we’ll be in touch with you soon to talk about what’s next.

CONTACT A SALES DIRECTORCall 1-877-990-0505 or select from the numbers below:

Jeff Hood, Director of Franchise Development, [email protected], 214-491-7033

Billy Evans, Director of Franchise Development, [email protected], 404-372-5633

Jennifer Nolan, Director of Franchise Development, [email protected], 678-779-1789