Corner Office Conversations: George McAllan, President of Sonny’s BBQ

You’ve spent a long time in the restaurant industry, both on the corporate side and the franchisee side with different organizations. Looking back, what initially attracted you to the restaurant industry?

It's funny – very few people I meet in the restaurant industry set out with the goal of building a career in it.

For me, I was working in the gas and convenience store business and had reached a point where the job simply wasn't fun anymore. There were a lot of difficult challenges. I was probably learning more than I had anywhere else in my career, but it was a tough environment.

I decided I wanted to find something I would genuinely enjoy. I came across an opportunity with Dunkin' Donuts, and even reading the name made me think, “That has to be a fun place to work.” Fortunately, it turned out to be exactly that. I spent many years with the brand and was given opportunities to learn, grow, and take on new challenges. I worked with outstanding franchisees and business partners, and the role eventually took me around the world.

What has kept me in the restaurant industry is that it continues to be enjoyable. Even today at Sonny’s, you can’t take yourself too seriously when you’re in the barbecue business. It’s an industry built around bringing people together. You slow down, spend time with others, and create experiences people enjoy. That’s been a big part of my journey and why I’ve remained passionate about the restaurant business.

You enjoyed a long tenure at Dunkin’ Brands, including overseeing international operations. Looking back, what are some of the most valuable leadership lessons you learned there and how do they influence how you lead today?

I was fortunate to learn from some exceptional leaders. Jon Luther often said that we stand on the shoulders of those who came before us and that we should always lead according to our values. That message has stayed with me throughout my career.

I also spent a great deal of time with Nigel Travis, who taught me the importance of embracing a challenge culture, adapting alongside technology, paying attention to the details of retail, and always being aware of potential risks to the business. He encouraged leaders to think bigger, embrace stretch goals, and pursue growth.

Another influential leader was Grant Benson, who hired me at Dunkin'. One of his core philosophies was simple: address issues today. Have the conversations that need to happen now instead of postponing them. That mindset has served me well throughout my career.

Beyond corporate leadership, I learned just as much from franchisees. Franchisees invest not only their time and careers but often their personal financial security into their businesses. Their willingness to take risks and build something meaningful for their families taught me the importance of ownership, accountability, and commitment.

I've found that some of the best lessons come from the people closest to the business – whether that's a franchisee, a restaurant general manager, or a frontline team member. They often have the clearest understanding of what makes a business successful.

Going back to your current role, what originally attracted you to Sonny's BBQ and convinced you that this was the right opportunity?

I had been familiar with Sonny’s as a customer, but the opportunity came through a series of connections at a point in my career when I was looking for something different.

For much of my career, I had traveled extensively – often more than 100,000 miles a year –  leading large organizations. One of the initial attractions was simply the idea of working for a company where I could spend more time in one place rather than constantly being on the road.

What I ultimately found was a brand with remarkable heritage and stability. Sonny’s BBQ was founded by Sonny Tillman, later acquired by one of its franchisees, and remains family-owned today. There is a genuine long-term commitment to preserving the brand and ensuring its success for future generations.

What resonated with me most was the passion people had for the business. They care deeply about their franchisees, their guests, and the brand’s legacy. They want to make sure every guest receives great barbecue in a welcoming environment.

I felt there was an opportunity to help guide Sonny’s into its next phase of growth while honoring everything that has made the brand special for nearly six decades. Over the past 18 months, we've focused on building a strong executive team and creating the foundation necessary to attract future franchise growth.

Sonny’s has a rich history going back to the 1960s. How do you balance preserving that heritage while also ensuring the brand remains relevant for today's consumers?

At its core, Sonny’s was built on great food and genuine hospitality, and those fundamentals haven’t changed since 1968. We still have franchisees in the system who worked directly with Sonny, so his influence and values remain very much alive throughout the brand.

Even though we recently lost Sonny at the age of 96, his legacy continues through the stories, traditions, and standards that define the business. He believed in serving quality food and treating guests like family. That remains central to who we are today.

One of the signs still found in some of our restaurants says, “Arrive as strangers, leave as friends.” That philosophy continues to guide how we serve guests. Whether someone visits our dining room, orders takeout, or enjoys Sonny’s through another channel, the experience should always be built around great food, hospitality, and respect for the customer.

While the ways people interact with the brand continue to evolve, those core values remain constant.

When you first joined the company a year and a half ago, what were some of the biggest opportunities that you identified for the brand early on?

Any strong franchisor has to maintain a relentless focus on helping franchisees succeed financially.

I've always believed that growing the top line is critical because operators continue to face rising costs across labor, insurance, food, and other expenses. Those pressures aren't going away, so brands have to find ways to continually drive revenue growth.

That led us to become much more focused on understanding sales performance at every level – by franchisee, by restaurant, and by channel. We wanted to ensure every part of the business was contributing, whether that was dine-in, catering, first-party delivery, or third-party delivery.

Marketing has also played an important role in that effort. Katie Love was promoted to chief marketing officer, and she has done an outstanding job helping us focus on growth while we simultaneously work to simplify operations and improve execution across the system.

Loyalty has also become an important part of that growth story. Our program gives us a direct line to guests, lets us reward the people who choose Sonny’s again and again, and gives us real insight into what’s resonating on the menu. It’s one more way we’re using data to make smarter decisions while building deeper relationships with the people who already love the brand.

You talked about operations being one of the keys to success. What operational changes have had the biggest impact over the past year and where do you still see opportunities for improvement?

One of our biggest areas of focus has been simplifying operations while maintaining the quality that guests expect from Sonny’s.

For example, we're currently evaluating new cooking platforms that can reduce training time, improve consistency, and help our pitmasters operate more efficiently. Smoking barbecue is a craft, and we remain committed to smoking our meats in-house at every location. At the same time, we're looking for ways to make the process more consistent and scalable without sacrificing quality.

We've also focused heavily on operational discipline. That includes implementing clear routines, reinforcing cleaning and maintenance standards, and ensuring every restaurant understands exactly what success looks like each day.

Because Sonny’s has been around for so long, there is a tremendous amount of institutional knowledge throughout the system. One of our goals has been to document and communicate best practices so franchisees can consistently replicate successful operating standards across every location.

On the technology side, are there any initiatives you've implemented that have helped franchisees make better decisions and improve operational performance?

One of the biggest technology investments was the rollout of the Toast platform across the system. Fortunately, that implementation was nearly complete when I joined the company and it immediately provided franchisees with greater reliability and operational flexibility.

The next step has been learning how to maximize the value of the data those systems generate. Unlike larger organizations, we don't have a large team of data scientists, so we've leveraged our internal talent and partnered with outside experts to help us better understand customer behavior and operational performance.

The insights we're gathering help support everything from marketing decisions to labor planning and predictive cooking models. In a barbecue business, accurately forecasting demand is incredibly important. If you're cooking pork several times a day, you need a strong understanding of how much product you'll actually need and when you need it.

The ability to leverage data more effectively helps franchisees reduce waste, improve profitability, and ultimately run stronger businesses.

As Sonny's prepares for renewed franchise growth, what needed to happen internally before the brand was ready to pursue expansion again?

A great deal of the work comes down to unit economics.

Historically, many Sonny’s restaurants were approximately 5,000 square feet and built primarily around a full-service dining experience. While that model was successful for many years, today's restaurant environment requires a different approach.

We began by developing a smaller prototype and have continued refining it. Today, we're working with design partners to create the next generation of Sonny’s restaurants, one that provides a great guest experience while delivering stronger economics for franchisees.

At the same time, we've focused on strengthening support systems and building confidence within our existing franchise community. One of the strongest indicators of brand health is when current franchisees continue investing in additional locations.

We're seeing that today. Several franchisees are actively developing new restaurants, securing sites, and expanding their commitments to the brand. Their willingness to invest speaks volumes about where Sonny’s is headed and creates momentum as we begin attracting new franchise partners.

When you're thinking about prospective new franchisee partners, what makes someone a great fit for Sonny's today?

The best franchisees are passionate about food and committed to delivering a high-quality guest experience. At Sonny’s, quality matters, and we look for partners who share that commitment. Just as importantly, we're in the hospitality business. Great hospitality starts with great people, so we're looking for franchisees who know how to build teams, develop talent, and create strong organizational cultures.

We're not necessarily looking for someone who wants to be in the kitchen every day. We're looking for leaders who can build and support organizations capable of consistently delivering excellent food and service.

Of course, franchisees also need the financial resources to grow and develop restaurants. Beyond that, size isn't necessarily the deciding factor. Many of our franchisees operate fewer than seven locations and maintain strong connections to their local communities. We also have larger operators with 30 restaurants who run some of the best businesses in our system.

At the end of the day, what matters most is a commitment to operational excellence, hospitality, and delivering great food.

Earlier, you talked about building out the leadership team at Sonny's. What qualities were you looking for as you assembled the next generation of Sonny's leadership?

I believe the strongest leadership teams balance respect for a brand's heritage with the ability to move it forward.

Sonny’s BBQ has been around since 1968, and it's important to honor that legacy. At the same time, you need leaders who can bring fresh perspectives and help identify opportunities the organization may not have considered before.

I've been fortunate to spend many years in the restaurant industry and have relationships with a number of talented leaders. We've added several strong executives to our team, including our chief development officer / chief financial officer and a new vice president of operations.

What I look for are people who respect the history of the brand, bring genuine passion for the business, and are willing to challenge us to continue improving. The combination of experience, fresh thinking, and strong execution is what helps move an organization forward.

Looking at the industry as a whole, what do you see as the biggest challenges restaurant operators are facing and will continue to face over the next three to five years?

One of the biggest shifts in the industry has been the continued growth of off-premise dining. Consumers are increasingly enjoying restaurant meals outside the four walls of the restaurant, and operators have to adapt accordingly.

The challenge is ensuring that guests have the same great experience at home that they would have inside the restaurant. For Sonny’s, that's especially important because our brand is built around authentic barbecue, hospitality, and bringing people together.

When guests visit one of our restaurants, they can smell the smoke, see the wood, and experience the authenticity of the product. Those same celebrations are increasingly happening at home, so we have to make sure the food and experience translate just as well beyond the dining room. Beyond that, operators will continue to face familiar challenges such as labor costs, supply chain pressures, real estate expenses, insurance costs, and regulatory changes. Those issues have always been part of the restaurant business and likely always will be.

What gives me confidence is that consumers continue to seek memorable experiences and strong value. When people have a great experience with family and friends, they come back. That's what ultimately drives long-term success.

Building off Sonny's legacy, there's been a lot of talk within the brand about kindness, hospitality, and community involvement. How do you maintain those values today and as the brand grows into the future?

For us, kindness isn't a program – it's simply part of who we are.

We don't spend much time talking about how to become more kind because it's already embedded in how we interact with one another, our franchisees, our team members, and our guests.

One example is a new community event series we've launched called “Feast & Float” in partnership with our agency, Blue Engine. We recently hosted our first event in Florida, where we provided barbecue for hundreds of people who gathered to spend the day floating down the river together. Another event is already planned in Kentucky with two more in the works later this summer.

What was especially rewarding was hearing attendees ask when Sonny’s would be coming to their community. The excitement and connection people felt with the brand spoke volumes about the power of community engagement.

We also support local schools, culinary programs, and workforce development initiatives. Earlier this year, one of our head pitmasters and I visited a local high school to talk about careers in the restaurant industry. We also support culinary education programs in several communities. Another way we live that out is through our Random Acts of BBQ program, where we surprise and celebrate the unsung heroes in our communities. We’re talking about the nurse who stays an extra hour past her shift just to make sure a patient feels at ease, or the teacher who spends her own time and money tutoring a student who’s struggling, with no expectation of recognition. Those are the people who give so much and rarely get thanked for it, and showing up with barbecue is our way of saying we see you and we appreciate you.

Those activities may not be part of the daily operating plan, but they reflect who we are as a brand and help us maintain meaningful connections with the communities we serve.

Fast forwarding three to five years, what would need to happen for you to look back and say we've successfully entered the next chapter of Sonny's Barbecue?

A big part of that success will be the development of our next-generation restaurant prototype. We need a model that is economically attractive for franchisees, convenient for guests, and scalable for future growth.

People are willing to travel for Sonny’s, but greater convenience allows them to enjoy the brand more often. That's why we're investing significant time and effort into creating a restaurant model that supports long-term expansion while preserving what makes Sonny’s unique.

Another key piece is franchise growth. We want to continue attracting high-quality franchise partners while also supporting existing franchisees who are expanding within the system. When current franchisees choose to invest more capital and open additional restaurants, that's one of the strongest indicators that the brand is headed in the right direction.

We're also excited about an operator development program we're currently exploring. Our CEO, Jamie Yarmuth, is passionate about developing the next generation of restaurant leaders. The concept is to provide talented operators with a pathway to ownership through a profit-sharing structure that allows them to build equity and eventually purchase a restaurant.

We're still refining the program, but over time we'd love to see a number of successful owner-operators emerge through that process.

When I think about the next chapter of Sonny’s, it comes down to sustainable growth—through new franchisees, expanding existing operators, and developing future leaders who are passionate about the brand and their communities.

A little more of a fun one to close it out. With all the menu options and your travels around the system, what are your favorite menu items when you visit Sonny's restaurants?

That's always a tough question because I eat at Sonny’s a lot and genuinely enjoy the variety.

If I had to pick one item that I always come back to, it would be our pulled pork. It's the classic comfort food of the brand. No matter what else I'm trying, it's always something I enjoy coming back to.

That said, I also like exploring our seasonal menu items because they allow us to introduce new flavors and experiences. Whether it's a brisket bowl, burnt ends, or one of our limited-time offerings, it's fun to see how the menu continues to evolve.

But if I'm introducing someone to Sonny’s for the first time, there's one item I almost always recommend: our barbecue egg rolls.

People usually give me a puzzled look when I suggest them, but once they try them, they're sold. It's one of those menu items that consistently surprises people and creates a memorable experience.

So while I rotate through a lot of different items, the pulled pork remains my go-to favorite, and the barbecue egg rolls are usually my must-try recommendation.