![]() We’re the small player, relatively speaking. It was nothing like the pandemic to actually demonstrate to me what this organization’s DNA was all about. That was one of the things that was very important that I understood. “I was so impressed with the way this organization moved so incredibly fast,” Allen says. Not only that, but dual lanes, walk-up windows, and no interior seating-a mode of operation consumers swarmed to when dining rooms shut down nationwide. But Checkers was in a much better position to ramp up those changes through its decades of experience in drive-thru operations. There were adjustments at the restaurant level, like leaning into delivery and prioritizing contactless exchanges of money. ![]() “And as a result, we had some pretty well-defined crisis management, and we didn’t really miss a beat.” “I guess you can look back in hindsight and say it’s a good thing that we are in Florida because we tend to get hit by hurricanes,” Allen says. Fifteen new operational procedures were deployed. So when offices in Tampa, Florida, closed in late March, the chain was prepared to keep its employees and customers safe. While the office remained open, she had the opportunity to meet with everyone, engage with franchise advisory committees, and visit restaurants in a couple of markets.Īllen felt she was grounded in the brand before the chaos-a level of stability that was necessary to move forward with what she described as a “crisis committee.” The group met every day for an hour. Without knowing what would truly unfold in the following months, Allen smartly planned her training well ahead of time. Taking on the lead role of an 800-plus-unit company is inherently challenging, but her onboarding process had the unique twist of coming right before the unprecedented global COVID pandemic. ![]() Frances Allen’s first few weeks as CEO of Checkers & Rally’s were exceptionally crucial.
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