John Doyle, a proud Penn Station East Coast Subs franchise owner since 1988, is being recognized as a 2025 Rock Star in the Multi-Unit Owner category. Over the past 36 years, John has expanded his business to 10 locations across Ohio—from his first shop in Sharonville to his latest in Cleves, opening June 2024. What drives him is simple: a passion for great food and a commitment to invest in a team that delivers consistent, high-quality service. John credits the brand’s strong systems, supportive culture, and customer-first philosophy as key to long-term success.
During your research, what made your franchise brand stand out?
My start in franchising is actually pretty unconventional. I got involved with Penn Station East Coast Subs thanks to a childhood friend, Jeff Osterfeld, the founder of the brand.
Back in high school, Jeff started a summer painting business and recruited a few of us to help. After we all went off to college—I earned a bachelor’s in business and finance and an MBA from Xavier University—I was ready to dive into the corporate world. I even invested in a Brooks Brothers suit and briefcase for my interviewing process. But before I could start interviewing, Jeff called me up.
He had just opened Penn Station East Coast Subs in our hometown of Cincinnati, Ohio, and expanded to three stores. He needed someone to step in as a temporary manager, and I agreed. That temporary gig turned into a 37-year career. Today, I own 10 Penn Station locations.
At the time, I didn’t need to be sold on the brand—I was helping out a friend. But if I were looking to get into franchising today, Penn Station would absolutely be my top choice.
How did your franchisor help you to prepare for and launch your business?
When I first started in 1989, Penn Station was still building out its franchise model. The systems and operations were in their early stages, and I was fortunate to be part of that development. As an early franchisee, my feedback was valued, and that collaborative spirit helped shape the brand.
The support from the corporate team has always been a difference-maker. That’s what kept me growing. What began as a favor to a friend became a long-term investment because of the quality of the brand and its products.
Today, the support is even stronger. Penn Station’s Area Representative program is phenomenal. These reps regularly visit our stores to assess operations and provide valuable coaching. The training program for franchisees is top-tier—it goes beyond operations, helping to develop team members and future leaders. One of the greatest resources over the years has also been the network of franchisees who are always willing to share advice and support newcomers.
What advice would you give to potential franchisees considering your brand?
First, do your homework on real estate. The location you choose can make or break your business.
Second, take the time to talk to current Penn Station franchise owners. They’ll offer honest, practical advice that’s valuable to your future success.
Lastly, learn every part of the business yourself. When I opened my first store, I did everything—made sandwiches, handled payroll, mopped floors—head bottle washer! It’s important to understand what your team is experiencing. As you grow, you need someone just as committed to daily operations as you are. This isn’t a business you can manage from afar—you’ve got to be present and engaged.
Name three key things that empower your success.
1. Surround yourself with great people. Invest in a team that complements your strengths and fills in your gaps.
2. Stay hands-on. I live by the management philosophy of MBWA—Manage By Walking Around. It helps build trust and a strong culture. I want my team to feel valued and comfortable coming to me with anything.
3. Never stop learning. The pace of technology is fast, and I’ll admit it’s hard to keep up sometimes, but I’m always trying to add new tools to my toolbox.
When you first became a franchisee, did you plan to purchase more than one territory?
Yes, I always had a vision of opening more than one store. My growth rate was probably slower than many, but it fit me and my situation at the time. My first store was a major learning curve. I was well-educated in business, but there’s nothing like the hands-on training you get when you’re thrown into the deep end. I struggled a bit in the beginning, but looking back, that was a blessing—it helped me grow into a better operator.
That’s why expanding was a very deliberate decision for me. I didn’t just want more Penn Station locations—I wanted the right locations. I took time to analyze the market, understand local demand, and ensure each new store was set up for success. It wasn’t about rapid expansion; it was about smart, sustainable growth. To get there, I had to invest in a team that could grow with me. And that strategy has paid off over the long term.
What are the most significant differences between owning one versus multiple territories?
You have to have systems in place. With one location, you can always just roll up your sleeves and do it yourself, but that approach doesn’t scale. Once you grow to two, three, or more stores, you quickly realize that success depends on consistency and delegation.
You need to build strong operational systems, trust your managers, and invest in a team. That means clearly defined processes for everything from hiring and training to inventory and customer service. Without those, things can fall through the cracks fast.
You also need to become a leader who empowers others rather than someone who tries to do it all. The shift from “doer” to “coach” can be tough, but it’s essential. I’ve learned to step back and focus on big-picture planning while making sure the people running each store feel supported and aligned with the brand’s values. That’s what allows me to continue growing without compromising quality.
