Franchise Development Leaders: Paris Baguette’s Jack Moran

With more than 30 years of experience in the bakery, restaurant and retail space, franchising pro Jack Moran is uniquely equipped to lead any brand into its next level of growth, let alone an established-yet-growing bakery concept. In his current role as CEO of 80-location franchise brand Paris Baguette*, Moran is tasked with tapping into the same team-building expertise he has honed in his previous career stops at Le Pain Quotidien, Au Bon Pain and Hard Rock International, among others.

Moran: In 2016 and 2017, I led the International Licensing team at Le Pain Quotidien from London. We opened several new restaurants in Tokyo and Hong Kong, so I was spending a lot of time in Asia while simultaneously seeking new territory development deals. In my market research visiting key Asian cities and walking the streets, I discovered Paris Baguette, first in Singapore and then in Seoul.

I was knocked out by the quality and breadth of the baked goods selection! In 2018, I learned that the company wanted to grow aggressively in the U.S.

and in the franchise market. I saw this as an amazing opportunity and wanted to be a part of it, so I made sure I was involved!

Moran: There is much to love about the industry. If pressed, I will tell you that I love helping franchisees achieve their entrepreneurial dreams.

Moran: Like most industries, franchising is imperfect. Unfortunately, we frequently see franchised businesses closing doors and dashing dreams; I wish that franchisors would use greater scrutiny when choosing franchisees. Beyond that, I’d also like to see greater oversight when it comes to site selection because even the most experienced operators will struggle to overcome poor real estate choices.

1851: What is the biggest challenge franchisors are currently facing in franchise development and what are you doing to overcome it?

Moran: I believe the value proposition put forth by franchisors is the biggest challenge. There are enormous pressures on profitability being driven primarily by rising labor and food costs. Getting these pressures right-sized to drive value and profit is, I believe, the greatest challenge. We are always striving to provide great value and opportunity to our franchise community and work diligently to keep labor and cost of goods sold in balance without jeopardizing service and food quality.

Moran: I’m not great in terms of prognosticating, but I will say that value and great service never go out of style.

Moran: Great franchisees do not fit a mold. Of course, the basic requirements must be met relative to financial and operational metrics. Beyond that, however, a great franchisee will possess the passion that drives entrepreneurs to success. They should be willing to innovate, as well—we as franchisors are not so arrogant to believe we know it all. I’ve seen some amazing innovations come from the franchise community.

Moran: It's difficult to say in terms of what’s No. 1 since so much goes into selling franchises. In my experience, though, passion, a strong value proposition and great food are what sell franchises.