Scaling a franchise system is often described as a growth challenge. In reality, it is an alignment challenge. The ability to expand into new markets, onboard new partners, and maintain consistency across locations depends less on speed and more on how well the system translates knowledge into execution.
That is the central theme that emerges from the perspective of Kevin Moran, Chief Development Officer at Blaze Pizza. His approach to franchise development is shaped by a career that spans finance, operations, strategy, and international expansion. Rather than viewing these disciplines separately, he connects them into a unified understanding of how businesses actually perform.
This perspective is particularly relevant for learning and development leaders, training managers, and operations teams. It highlights how early decisions around partner selection, system design, and operational structure directly influence the effectiveness of training and long-term performance.
Kevin Moran’s professional journey does not follow a traditional path. He began in finance, but quickly distinguished himself by asking questions that went beyond reporting. Instead of simply analyzing numbers, he focused on understanding what was driving them.
That curiosity led him into conversations with operations teams, manufacturers, and frontline staff. Over time, he developed the ability to connect financial data with real-world activity. This created a unique capability. He could not only interpret performance but also explain the underlying causes and implications.
This cross-functional perspective became the foundation of his leadership approach. Rather than specializing in a single discipline, he built expertise across multiple areas, including operations, data systems, and strategic planning. That breadth allowed him to move into development roles where a deeper understanding of the business was essential.
In franchise environments, this type of perspective is particularly valuable. Development is not simply about selling locations. It requires the ability to explain how the business works, how it scales, and what partners need to succeed.
One of the most important insights from Kevin’s perspective is that franchise development is not a linear process. It is a system that requires alignment across multiple stages.
In many organizations, development pipelines become fragmented. Financial questions are handled by one team, operational questions by another, and legal considerations by a third. This creates delays and introduces friction, especially when working with investors who are making significant commitments.
Kevin identified this challenge early in his career. He recognized that deals were slowing down because information was not flowing efficiently. By stepping into multiple roles and bridging those gaps, he helped create a more integrated development process.
This approach has direct implications for training and enablement. When development is fragmented, onboarding becomes more difficult. Partners enter the system with incomplete understanding, which creates challenges that training programs must later address.
By contrast, a more integrated development process sets the stage for more effective learning. It ensures that partners begin with a clearer understanding of expectations, reducing the burden on training and improving long-term outcomes.
A defining element of Blaze Pizza’s approach is the emphasis on understanding franchise partners at a deeper level. Rather than treating all candidates as identical, the organization evaluates individuals based on their specific strengths and experiences.
Some partners bring strong operational expertise but limited financial experience. Others understand real estate and capital deployment but require support in execution. Recognizing these differences allows the organization to tailor its approach.
This has a direct connection to training. When organizations understand their partners, they can design more effective onboarding and development programs. Training becomes more targeted, more relevant, and more likely to drive performance.
This approach aligns closely with the principles behind franchise training systems, where role-based learning paths and contextual content are used to support diverse audiences within a single network.
It also reflects the broader concept of extended enterprise training, where learning extends beyond internal employees to include partners, franchisees, and external stakeholders.
As Blaze Pizza matured, it reached a point where the original model required reevaluation. The build-your-own pizza concept, once highly differentiated, became more common across the industry. At the same time, customer behavior shifted significantly.
Digital ordering emerged as a dominant channel. A growing percentage of transactions moved online, changing how customers interacted with the brand. The in-store experience, while still important, was no longer the sole focus.
In response, the organization undertook a comprehensive evaluation of its operating model. This included examining store size, equipment, labor structures, and customer flow. The goal was to align the system with current realities rather than past assumptions.
This shift, often described internally as a new phase of the brand, reflects a broader trend in franchise systems. Growth is no longer driven by replication alone. It requires continuous adaptation to changing conditions.
To support this transformation, Blaze Pizza introduced a dedicated innovation environment. This location operates as a fully functional restaurant while serving as a testing ground for new ideas.
Within this environment, the organization experiments with equipment, workflows, technology, and customer experience. These experiments are conducted under real conditions, providing immediate feedback on what works and what does not.
This approach offers several advantages. It allows the organization to validate changes before implementing them across the network. It also creates a continuous learning cycle, where insights from one location inform decisions across the system.
Importantly, unsuccessful experiments are not viewed as failures. They are treated as valuable learning opportunities. By understanding why something does not work, the organization avoids larger-scale issues.
For training leaders, this has significant implications. When operational changes are validated through real-world testing, training programs can be built around proven practices. This increases confidence, improves adoption, and reduces variability in execution.
One of the most significant changes affecting the restaurant industry is the rise of digital ordering. This shift introduces new challenges for operations and training.
In traditional models, all orders flow through a single system. As digital demand increases, this approach can create bottlenecks and reduce efficiency. Customers in line may experience delays as online orders are prioritized.
Blaze Pizza addresses this by rethinking how orders are processed. Separate workflows for digital and in-person orders allow each channel to operate more efficiently. This improves speed and reduces friction.
This shift also highlights the need for training programs that reflect current operating realities. Employees must understand multiple workflows, technologies, and service models. Training must evolve alongside the business.
This is particularly relevant in the context of customer training strategies, where the goal is not only to educate employees but also to improve the overall customer experience.
Another key insight from Blaze Pizza’s approach is the move away from standardized formats. Instead of relying on a single store design, the organization is developing multiple configurations tailored to different environments.
This includes smaller footprints for urban areas, formats designed for high-traffic locations, and models optimized for digital orders. This flexibility allows the brand to enter new markets and adapt to local conditions.
From a training perspective, this introduces additional complexity. Different formats require different operational approaches, which must be reflected in training programs. However, it also creates opportunities for more targeted and effective learning.
By aligning training with specific formats and roles, organizations can improve performance and reduce variability across locations.
Kevin Moran’s experience in international markets provides additional insights into the challenges of scaling a franchise system globally.
One of the most important considerations is understanding how the product translates across cultures. Consumer preferences, purchasing behaviors, and expectations vary significantly between markets. Success depends on the ability to adapt while maintaining core brand elements.
Another key factor is the selection of local partners. Strong partners bring knowledge of the market, regulatory environment, and operational realities. Without that expertise, even well-established brands can struggle.
Training plays a critical role in this process. Organizations must ensure that partners understand the brand, the product, and the operational model. This often requires a combination of centralized training and localized adaptation.
These considerations reinforce the importance of structured enablement and ongoing support within distributed systems.
For learning and development professionals, this discussion offers several important takeaways.
First, alignment at the development stage directly impacts training effectiveness. When partners are well-matched to the model, training becomes more efficient and more impactful.
Second, training must evolve alongside the business. Changes in technology, customer behavior, and operational design require continuous updates to learning programs.
Third, flexibility in the business model requires flexibility in training. Different formats, roles, and markets demand tailored approaches rather than one-size-fits-all solutions.
These themes are explored in greater depth in the companion case study, Blaze Pizza and the Discipline of Adaptive Franchise Growth, which provides a structured analysis of training systems, learner types, and best practices aligned with the LatitudeLearning Training Program Roadmap.
Blaze Pizza’s approach to franchise development reflects a broader shift in how organizations think about growth. Success is no longer defined by replication alone. It depends on alignment, adaptability, and the ability to translate strategy into consistent execution.
Kevin Moran’s perspective highlights the importance of curiosity, cross-functional understanding, and real-world testing in building effective systems. These elements not only support growth but also create the conditions for more effective training and long-term performance.
For organizations operating within franchise, partner, or extended enterprise environments, the lessons are clear. Alignment drives performance. Structure enables learning. And adaptability ensures relevance in a constantly changing market.
🎧 To explore the full conversation, listen to the Training Impact Podcast episode featuring Kevin Moran of Blaze Pizza.
📄 Download the companion case study: Blaze Pizza and the Discipline of Adaptive Franchise Growth
🌐 Learn more about Blaze Pizza on their website: https://www.blazepizza.com/
