PMQ – Marco’s Pizza Executive Team on Industry Trends

Employee retention and training:

  • Answers contributed by Rod Sanders, Senior Vice President and Chief People Officer of Marco’s Pizza, Toledo, Ohio. Marco’s Pizza has over 1,200 stores in 35 states with locations in Puerto Rico, the Bahamas, and Mexico.
  • Q&A:
    • How can you create career pathways for employees so they see this work as a career and not just a job?
      • It starts with creating real pathways for growth and visibility for franchisee’s team members across all roles. At Marco’s, we’ve built training and development programs that provide franchisees with a clear structure and support to provide to their team members from leadership tracks to multi-unit learning cohorts. There are countless examples of franchisees and general managers who began their careers in in-store roles, and we’re working to make those success stories more visible and repeatable across the system. When employees understand there’s a future within the organization, they show up with more pride, purpose, and long-term commitment.
    • How do you attract and retain employees, such as by offering employee incentives, flexible scheduling, etc.?
      • Franchisees are competing for talent like everyone else, but we’ve found success by focusing on what really matters to today’s workforce: flexibility, recognition, and purpose. It’s our “People First, Mission Always” philosophy that empowers us to live out these values daily, not just as a leadership team and by franchisee teams in the communities they serve. At the store level, the brand is scaling our new We’re Golden development program, which focuses on system-wide training to build a culture rooted in hospitality, opportunity, and personal growth. By the end of 2025, our goal is to have 700 store teams trained.
    • What are today’s workers looking for?
      • Today’s team members, especially Gen Z, are looking for more than just a paycheck. They want to feel part of something bigger. They want transparency, fairness, and a culture that reflects their values. That means open communication, respect, flexibility, and a genuine path forward. At Marco’s, we see that as a responsibility and a huge opportunity. We aim to equip our franchisees with the tools and resources to create an environment where team members feel seen and heard, because when you invest in people, the business grows alongside them.

 

Leadership and culture:

  • Answers contributed by Rod Sanders, Senior Vice President and Chief People Officer at Marco’s Pizza, Toledo, Ohio. Marco’s Pizza has over 1,200 stores in 35 states with locations in Puerto Rico, the Bahamas, and Mexico.
  • Q&A:
    • Why is culture so important right now, and how do you create a winning culture at your business?
      • Culture has always been imperative, but recently we’ve seen a shift in brands using it as a buzzword without providing the structure and fostering the connections. Since the pandemic, people seek more from their employer than just compensation. They’re looking for purpose, connection, and a sense of pride in the work they do. That’s why culture is so critical right now, because it directly impacts retention, performance, and brand loyalty. But, it’s important to note that simply just stating you have a “strong culture” doesn’t take a brand far enough anymore. It can no longer be a half-thought-out idea or put on the back burner; brands need to apply culture as a strategic focus. That’s exactly why we rolled out our We’re Golden development platform, demonstrating our commitment to constantly evolving so franchisee team members feel mutual respect, recognition, and opportunity. While implementing strategies to enhance and build out culture will continue to rise in popularity, we truly believe a winning culture begins by aligning actions with values. It starts by hiring people who reflect our values, then back it up with training, support, and consistent communication. From the corporate office to the make line, we encourage franchisees to be intentional about celebrating wins, providing growth pathways, and making sure every team member knows they’re part of something bigger than themselves.
    • How do you train managers to support and motivate team members and make them want to come into work every day?
      • At Marco’s, we believe great managers don’t just manage, they lead. And leadership starts with people. That’s why our training programs are designed not only to build operational excellence but to foster emotional intelligence and team engagement. Managers are the frontlines of our culture. They have the power to inspire, develop, and retain top talent or to drive people away. We don’t take that lightly. We train managers to create workplaces where team members feel valued, respected, and motivated. That includes practical training on coaching techniques, conflict resolution, and recognition, but also leadership development on topics like empathy, active listening, and accountability. We encourage franchisees to empower managers to lead by example and to create a sense of purpose for their teams. We also encourage leaders to engage with team members beyond just tasks and checklists. Whether it’s recognizing a crew member’s extra effort during a rush, supporting their career goals, or just checking in on their well-being, those moments build trust. When people feel genuinely cared for, they’re far more likely to show up and give their best.

 

Menu engineering:

  • Answers contributed by Kathleen Kennedy, Director of Culinary Innovation at Marco’s Pizza, Toledo, Ohio. Marco’s Pizza has over 1,200 stores in 35 states with locations in Puerto Rico, the Bahamas, and Mexico.
  • Q&A
    • How do you craft menus that are easy to execute while ensuring they are both profitable and customer-pleasing?
      • Menu development at Marco’s is a careful balance between bold creativity and smart execution. Our culinary philosophy centers on crafting crave-worthy flavors built on a foundation of quality ingredients and thoughtful technique. It all starts with essentials we perfect every day – house-made dough baked to golden perfection, our signature original sauce, and a fresh, never frozen three-cheese blend that delivers consistency and depth across every bite.

 

Our culinary team designs each recipe to build layers of flavor that excite the palate without complicating kitchen operations. Think vibrant sauces bursting with depth, cheeses that melt flawlessly, and toppings selected to complement and elevate, not compete. Recent standout menu items, like the limited-time Triple Pep Magnifico, a bold, multi-pepperoni twist on a classic favorite, and the new permanent addition, Mike’s Hot Honey Pepperoni Magnifico, featuring crispy Old World Pepperoni®, signature sauce, fresh cheeses, and a drizzle of sweet heat, exemplify our commitment to premium, authentic flavors that honor tradition while pushing boundaries.

 

Profitability is an essential part of the equation, but it goes hand-in-hand with delivering unique, memorable experiences that inspire repeat visits. Every menu item is crafted to spark craving, satisfaction, and delight, transforming pizza from a quick meal into an experience worth savoring.

 

Ultimately, our menus embody a commitment to authentic flavor and uncompromising quality while being designed for consistent execution across our growing network. This culinary approach perfectly aligns with our brand platform, But Wait, There’s Marco’s, which invites consumers to break free from the mundane and indulge in the big, bold flavors that come from true craftsmanship.

  • How do you keep up with trends (for example, through LTOs) and craft menus that are what your customers want/need (such as value meals for families in tough economic times)?
    • We monitor culinary trends closely, but we never chase fads. Everything we do is grounded in authenticity, flavor, and real consumer insights. Limited-Time Offers are a powerful tool in our innovation strategy, they allow us to move with speed, test bold concepts, and bring excitement to the menu without overhauling our operations.

 

The Fiery Flavors Menu LTO is a great case study in trend leadership. We recognized a whitespace in the category, while heat had been explored through sauces or toppings, no one had reimagined spice through the cheese itself. Our team created a first-of-its-kind spicy cheese blend featuring Monterey Jack, jalapeños, habaneros, and Carolina Reaper peppers. It wasn’t just trend alignment—it was a category innovation.

 

And it worked:

  • 25% of Fiery Flavors buyers were new to the Marco’s brand
  • It drove nearly 7% of all orders during the LTO run
  • Repeat customers returned at rates 2.5% higher than average

 

That kind of performance shows what’s possible when innovation is grounded in culinary creativity and business strategy.

 

At the same time, we recognize that value and versatility matter more than ever, especially in an uncertain economy. Families are looking for meals that stretch further without sacrificing flavor. That’s why we continue to introduce bundle deals like our LTO Marco’s More Menu, hearty shareables, and flexible offerings that give customers both variety and value, all while maintaining our premium quality standards.

 

Marketing:

  • Answers contributed by Ben Halliwell, Senior Vice President of Digital Marketing at Marco’s Pizza, Toledo, Ohio. Marco’s Pizza has over 1,200 stores in 35 states with locations in Puerto Rico, the Bahamas, and Mexico.
  • Q&A
    • How do you grab attention in today’s fast-paced digital world?
      • It’s all about relevance and timing. Today’s consumer is constantly scrolling, so we focus on delivering bold, engaging content that stops the scroll, but also speaks directly to what they want in the moment. Whether it’s showcasing a hot, cheesy pizza during lunchtime or promoting a deal during a major sports event, our goal is to be where our guests are with messaging that connects. We use data and real-time insights to personalize outreach across platforms to ensure we’re hitting the right person with the right message at the right time.
    • How do you set up a loyalty program that will generate repeat business?
      • A loyalty program only works if it delivers genuine value and is easy to use. At Marco’s, we built our program around the guest, giving them clear incentives, simple rewards, and seamless access through our app and digital platforms. In the future, we want to evolve our digital experience to further build on guests’ brand love. So we are focused on making our loyalty platform more intuitive, personalized, and rewarding enough to keep guests coming back, while providing us with valuable behavioral data to further enhance our engagement strategies.
    • What marketing strategies are most successful for you (traditional, social media, etc.)?
      • We use an integrated approach, but our most powerful tools are digital and performance-based – from paid search, promotions, email marketing, and local store marketing. Ultimately, it’s not about one channel, it’s about building a connected ecosystem that keeps Marco’s top of mind and one click away.

 

Investing in technology:

  • Answers contributed by Milton Molina, Senior Vice President of Store Technology at Marco’s Pizza, Toledo, Ohio. Marco’s Pizza has over 1,200 stores in 35 states with locations in Puerto Rico, the Bahamas, and Mexico.
  • Q&A
    • What are the must-haves in 2025, and what are their benefits?
      • As we look ahead, the must-haves for restaurant tech in 2025 are all centered around one thing: efficiency that enhances, not replaces, the guest and team member experience. It’s not about chasing every new gadget or platform; it’s about smart, integrated solutions that solve real problems inside the four walls and in the digital storefront.

 

A key investment has been our proprietary Marco’s Ordering Management System (MOMS), a fully integrated proprietary tech stack designed to streamline operations. MOMS allows us to control the guest experience from end to end, supporting payment processing and the point-of-sale (POS) system with integrated conversation ordering, scheduling, inventory management, and a cloud-based dashboard with centralized data management capabilities. Because we own and operate the platform, we can adapt quickly to changing customer needs and market dynamics.

 

Other must-haves for 2025? Data-powered personalization, AI-assisted labor forecasting, and frictionless payment options. Whether it’s using predictive analytics to prep the right amount of dough or surfacing upsell opportunities in real time, the goal is to let technology quietly do the heavy lifting, so the team can focus on great food and service.

 

Industry assessment and predictions:

  • Answers contributed by John Meyers, Chief Operating Officer at Marco’s Pizza, Toledo, Ohio. Marco’s Pizza has over 1,200 stores in 35 states with locations in Puerto Rico, the Bahamas, and Mexico.
  • Q&A
    • Where do you see the pizza industry right now and for the rest of this year?
      • Pizza remains a consumer go-to for quick, affordable meal solutions, especially as families remain cost-conscious. Brands that offer bundled value meals and quality ingredients without sacrificing speed or ease of access are seeing a real advantage. Delivery and carryout are still dominant, and operational simplicity is crucial. For the remainder of the year, I expect brands to focus on refining the customer experience, through loyalty, tech integration, and efficient operations, as well as a renewed focus on driving engagement across all day parts, rather than chasing over-the-top innovation
    • What about in 3, 5 or 10 years?
      • In the next 3 to 5 years, I expect significant acceleration in digital transformation. Brands that build flexible footprints, invest in backend systems, and streamline ordering and fulfillment will outpace others. We’ll also likely see more expansion into nontraditional venues, and smaller, modular store models designed to serve off-premise traffic efficiently. Looking 10 years ahead, automation and AI will play a bigger role in predictive operations and labor management, while data will increasingly shape everything from marketing to menu development. But what won’t change is the need to deliver a consistent, high-quality product – technology should enhance, not replace, that foundation.
    • How is the landscape changing and how will it continue to evolve?
      • The landscape is evolving rapidly on two fronts: consumer expectations and operational demands. Customers want faster, easier, more personalized experiences and they don’t want to pay a premium for it. Meanwhile, operators are being pushed to do more with less; less space, less labor, and tighter margins. That’s pushing the industry toward smart investments in technology, more strategic real estate decisions, and simplified menus that drive both speed and profitability. We’re also seeing franchisees more involved in decision-making and innovation, which is helping brands stay agile and relevant at the local level. The future will reward those who listen closely to their customers and adapt quickly with the right infrastructure to support scalable growth.