UNO Pizzeria & Grill | 13
rience. Besides passion for the business, a leading
candidate has to have the financial ability to build
the restaurant and have the working capital to get
it started, which includes marketing, training and
future development.”
They’re also depended on for ideas which can
be incorporated company-wide, Houston says,
while citing a Modesto, Calif. owner (John Ismail)
who converted an existing restaurant to the UNO
brand and created design elements he labeled as
“remarkable from its previous look and feel.” It’s
anticipated future franchisees will look more at
converting than building because of its superior
cost-effectiveness.
Because the company operates restaurants
while also franchising, such communication is
mandatory.
“There is always a healthy exchange,” Houston
says. “Every year, one of our goals is to strengthen
the communication and partnership with our fran-
chisees. We have a very active franchise commu-
nity that is never afraid to give opinions and ideas
which are very helpful as we move our brand for-
ward.”
“Our focus will continue to be strengthening
and expanding our brand. We want to continue to
evolve the brand, so that it remains relevant and
growing. We are moving forward with a single
brand voice that will help us in our expansion ef-
forts, both domestic and international.”
