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 franchisees. We have a very active franchise community that is never afraid to give opinions and ideas which are very helpful as we move our brand forward.” “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 efforts, both domestic and international.”
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