Why Don Robinson Invests in People From Day One

For franchise owner Don Robinson, success begins with having the right people. Robinson, who owns and operates 18 Penn Station East Coast Subs locations throughout the Louisville, Kentucky area, makes a point of shaking hands with new hires at weekly ‘new employee’ orientations and making each individual feel a welcomed part of the organization.

“This takes a ton of time and discipline from every member on your team, but it’s absolutely worth it,” he said. “We spend 90 minutes with every new hire at an orientation prior to them working one minute in the restaurant. This allows us the opportunity to explain our expectations and build a relationship from day one.”

“We want each new hire to feel they’re part of something special” said Robinson. “Part of our cultural orientation is explaining how we want customers, fellow team members and our supplier partners to be treated. If we can help them understand it’s about more than just serving great food, but creating a pleasant dining experience for our guests, a welcoming environment where you can learn to respect others and make friends, that’s really the greater good of our organization.

Watch each other’s back, and it will pay huge dividends both professionally and with personal satisfaction in the short and long term.”

Franchise background

Penn Station is a fast casual franchise committed to bringing East Coast-style sub sandwiches to markets across the country. Founder Jeff Osterfeld found the inspiration for the first restaurant after a trip to Philadelphia, where he’d sampled the famous Philly Cheesesteak sandwich. He made his own version of the sandwich at his deli, and the business grew from there.

As for Robinson, he got his start in pizza. He worked at the original Papa John’s location in his native Jeffersonville, Indiana when he was a 16-year-old high school student at Jeffersonville High School in the 1980s.

“I quickly knew this was my passion and what I would do with my career,” Robinson said.

He opened his first pizzeria one month after graduating from high school, and eventually owned and operated three independent pizzerias with a partner. He did this for 13 years, until he decided to sell his share of the business to his partner.

Partnership and growth

In 2000, a friend introduced Robinson to Penn Station President Craig Dunaway. Dunaway owned five Penn Station locations in the Louisville market and was looking for a partner to help him grow that market. Robinson said he and Dunaway “quickly hit it off” and began a long term partnership.

Robinson and Dunaway officially partnered in February 2000 and grew the market from five locations to 15 over the course of 13 years.

“The product speaks for itself,” Robinson said of Penn Station. “Hands down, we have the best product in our segment. We keep it simple and that allows us to focus on the most important aspect of this industry — people.”

In 2013, Robinson and another partner bought Dunaway’s interests. Robinson and his partner have since opened three more locations, bringing them to a total of 18 Penn Station locations in the Louisville market.

Robinson noted, “When Craig and I were partners, he used to tell our General Managers and employees to treat each guest as if they were serving their mother’s and fathers, to treat each fellow employee as if they were speaking to their daughter, son, sister or brother, and follow the golden rule: treat others as you want to be treated.”

Dunaway added he has seen seemingly successful organizations fail because of a lack of culture. He said the best Penn Station franchisees outline clear expectations and do not leave anything to chance. Paying attention to the details, while not losing sight of the big picture, he said, is critical to an organization’s long-term success. He believes employees want to do right, they want to do what’s best, but you need to intimately explain the what and why if you want it to resonate.

For Robinson, that success goes back to investing in people. After so many years in the business and seeing employees come and go, he firmly believes that franchise owners need to properly train their employees and get to know them and set expectations. Robinson has taken advantage of the program “My Penn Path” that Penn Station offers which creates a clear career path for employees. For example, one of his hourly employees has risen the ranks and now serves as his Operations Director.

Robinson’s success has not gone unrecognized. He was named the 2003 and 2012 Franchisee of the Year.