How Krystal’s COO is Revolutionizing the Brand with Listening, Not Orders

At this stage of Amanda Hyde’s career, being named COO of Krystal in March provided more than just enormous pride—it brought clarity and proof of the unwavering support of the brand’s parent company SPB Hospitality.

Hyde has played a central role in guiding Krystal’s turnaround and renewed growth strategy. As senior vice president of operations, she implemented the “Good-Old Fashioned Hospitality” plan in 2024 through 2025, enabling modern operational upgrades across everything from remodeling locations and refreshing logos to updating titles for district managers and installing digital menu boards.

With the foundational pieces back in place, the brand is now positioned for growth.

“While it’s a win for me, my team is happy that we’re continuing this journey together because we’ve barely scratched the surface of what we can do at Krystal,” Hyde says. “I’m proud of the clarity we have around where we’re going, and our team feels that we are the team to get it done.”

Growth and Challenges

But there’s still work to be done. Even though Krystal touts itself as a value-driven brand, she says they are still sharpening their service and hospitality, driving consistency across their portfolio of over 250 corporate and franchised restaurants throughout the Southeast.

One of her most trusted voices is the first (and largest) Krystal franchisee. For Hyde, speaking one-on-one with her franchise partners will set her up for sustainable growth. Krystal franchisees are putting their life savings into the brand—and when the economy becomes unpredictable, when prices get out of control, she says the least a brand can do is pick up the phone and listen when they call.

“[Talking to franchisees] makes me see what I can do differently to become more sustainable for their growth,” Hyde says. “Our internal team has spent a lot of time identifying opportunities to put better systems in place, but we really need to fix the human element. Managers can get the processes in check, but for us to be truly successful, we have to ensure we’re living out our values with our guests.”

It’s no secret that Krystal has changed leadership many times over—but Hyde is challenging herself to call franchisees before they need something, to be of better service to them, and to learn what has made them resilient and loyal to the brand for over 90 years.

“Listening is very important to me,” Hyde says. “I do a lot of digging in the Krystal archives and asking franchisees about everything from menu changes and product changes to supply chain substitutions. One of our franchise partners sent me a commercial from the ’70s, and I went down that rabbit hole. Now we’re going to have some nods to it in the loyalty ads around our app.”

Leadership Style

Hyde’s journey with Krystal, so far, has been a lesson in vulnerability. She came seeking to understand. This is her first quick-service brand—coming from concepts like Logan’s Roadhouse and Bob Evans—and she came ready to ask questions and listen intently before implementing changes. If there’s one principle she’s standing by, it’s that you can’t mess with Krystal. Those are the things that have made it special for over nine decades.

There are all sorts of personality tests and surveys out there, but the key for Hyde has been getting to know the people on her team, appreciating them for what they do, and consistently putting them in situations where their talents will help them succeed and excel. As an operations executive, she says it’s not just about counting inventory and locking the freezers at night—it’s about aligning on what success looks like and ensuring all resources are being maximized.

From the top all the way down to the people she considers most important in the organization—those working at the cash registers.

“I approached the team by listening and seeking to understand their perspective,” Hyde says. “I like to step back and let my Krystal leadership team do their jobs. We’ve created a trusted environment where they can tell me what’s been tried before, where we can shift to make something work, and what’s really on their minds. When I recognize this kind of behavior and celebrate the wins together, there’s really no room for negativity.”

Being in the COO role might be the pinnacle of Hyde’s career thus far, but at heart, she will always be happiest when she’s out in the field. During her first foray into corporate office work at Logan’s Roadhouse, she felt an intense longing for the field.

She says that’s where her best work is—the energy, the guests, leading the people. The call from former SPB Hospitality CEO Josh Kern came soon after with the opportunity to revolutionize Krystal, and she hasn’t looked back since.

“A win for me is a win for all of us,” Hyde says. “When I succeed, the team succeeds, and Krystal succeeds. As I’ve moved into this role, I’ve allowed room for other leaders to come up, and I continue to advocate for them. Little by little, we’re elevating people, pushing them to grow and build their knowledge. The confidence we’ve built around Krystal is tremendous. There’s nothing we can’t do together.”