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One year after forming
Watermark Donut Company with his partners and joining the famously
successful Dunkin' Donuts family, he realized there was room for
significant improvement in the
way business was conducted. Were the franchisees bakers or coffee-shop
proprietors? In 1991,
he compiled an analysis of distribution possibilities and made several
presentations to senior
management at corporate headquarters on why the parent company and other
franchisees-and
their customers-would be better served with a central distribution bakery
instead of individual
baking facilities at each franchise. A pilot program was developed and
implemented with eight
stores, and the rest is history.
"My passion for the brand encouraged me to think creatively and innovatively
about how to get
the freshest, high-quality product to our customers, " he recalls. "The plan
was so successful that
Dunkin Donuts asked us to formalize the model and promote it throughout the
country."
He understands the zeal that budding entrepreneurs bring to the Center for
Entrepreneurial Studies,
where they receive advice and mentoring about how to implement their ideas.
And he is enthused
by the Center's possibilities.
"The Center goes a long way mentoring students on how to identify and
channel their passion so
they may convert opportunities into a sustainable and profitable business,"
he says.
SUFFOLK UNIVERSITY- SAWYER BUSINESS SCHOOL
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