Tom Curtis

I think the experience that I got to live at Domino's, where we were the distant number two on the planet in pizza, and to become the distant number one in pizza was a magical journey.

And when I looked at Burger King, it seemed to me to be very similar.

When Burger King originally approached me, they said, hey, we're very good at some things.

We're very good at financial analysis and understanding PowerPoint spreadsheets, but we don't have a lot of experience and a lot of

people here that have spent their entire lives in restaurants and understand the heartbeat of what makes operations work.

And I've owned restaurants for 20 years.

I've been an operator for every year that I haven't owned restaurants.

When I got here, they said...

Hey, listen, we know how to analyze the business.

We've done everything else wrong.

So come in and help us do that right or find the right way.

And it hasn't been easy and it hasn't been done by me alone at all.

We've been on this journey together and we've learned together what's going to make this brand great again.

The first early steps that don't really get talked about too much was we fortified the field team.

We added more support in the restaurants and we had them visiting restaurants more often, not cooking up spreadsheets from their homes and sending the spreadsheets to the franchisees with checklists of things to do.

A larger field team being in the restaurants.

And then with my operations team, we started to eliminate some differences in the way that you build products.

For example, we had one double burger where you would put burger, cheese, burger, cheese.

And then we added another double burger where you would go burger, burger, cheese, cheese.

So can we just do it one way?