Latest news with #TonyRomas
CTV News
3 days ago
- Entertainment
- CTV News
‘I had no clue': Winnipeg man serves John Travolta dinner
A Tony Roma's chef with John Travolta (right) in Winnipeg on July 14, 2025. The photographer, Dan Edwards, served Travolta dinner. (Submitted: Dan Edwards) A Winnipeg man said he initially 'had no clue' the customer he was serving was John Travolta—a Hollywood icon who is in the city for a movie. Dan Edwards, a server at Tony Roma's on St. James Street, said at approximately 7 p.m. on July 14, Travolta and his personal assistant entered the restaurant and were seated at a corner booth. 'He sat down, and his assistant asked for an Arnold Palmer, the classic drink, and (Travolta) asked for an unsweetened iced tea,' said Edwards. 'I said, 'Come on, you Yank. We're in Canada, now we don't serve unsweetened iced tea in Canada.' Though Edwards said he still did not know he was serving Travolta at that point, who had his head shaved, he recognized the customer was from the U.S. by the drink order. 'It's an American thing that's sort of unseen … but he went on to order a pot of Red Rose tea instead with a glass of ice to pour it on top. So essentially, that's what unsweetened iced tea is.' Edwards said he had no idea who he was serving for the first 30 minutes, until a co-worker told him, but he never asked Travolta directly. 'And I said, 'Come on man, you got to be kidding me.' Edwards, a self-described 'sports guy,' said he is not a movie buff but was familiar with the 1978 movie 'Grease' starring Travolta. He later served Travolta medallions and a lobster combo, per his order, along with a brownie with no ice cream and extra whipping cream. Edwards, who was born and raised in Canada, said Travolta asked him if he was from Ukraine, prompting him to ask Travolta where he was from. 'And he responded, 'I'm from Jersey, but I live in Florida now.' Travolta's assistant said he was also from New Jersey, adding that they were in Winnipeg to make a movie. 'That's when I knew,' said Edwards. Nearly two and a half hours later, Edwards said Travolta left but agreed to take a photo with a chef who was a fan. Edwards said the personal assistant paid the bill in cash—adding a $150 tip and extra cash with a directive to take the chefs out for beers. 'I said, 'Absolutely, I'll make sure of that. And we did.'
Forbes
09-07-2025
- Business
- Forbes
The Dark Side Of International Franchising: 4 Legal Pitfalls To Avoid
Mohaimina Haque, CEO at Tony Roma's. Attorney & General Counsel. Immigration, Business Law expert. Adjunct Law Professor. International franchising represents one of the most attractive pathways for rapid global expansion. The allure is undeniable: leverage local capital and expertise to build your brand across continents while generating substantial revenue streams. However, beneath this attractive surface lies a complex web of legal challenges that can not only derail your expansion plans but potentially destroy your entire brand if not properly navigated. As CEO of a major restaurant franchise and a practicing attorney, I've witnessed firsthand how legal oversights in international franchising can transform promising global expansions into costly disasters. Leading a company where my predecessors were eager to enter international markets has given me a unique vantage point. What I've realized is that no one wants to think about legal complexities when they're rushing to sign deals and capture global opportunities. But these challenges are real, and can have a disastrous impact on brands worldwide. Protection begins with understanding these four legal realities: The Intellectual Property Mirage: Why Registration Isn't Protection Many franchisors make a critical error by assuming that intellectual property protection begins and ends with trademark registration. Intellectual property protection in international franchising is a multifaceted challenge that extends far beyond simple registration. While securing your trademarks, copyrights and trade secrets in target jurisdictions is essential, true protection requires a comprehensive strategy that anticipates enforcement challenges, local legal variations and the realities of operating in diverse legal systems. In my experience, most international IP laws are specifically designed to protect local businesses, often at the expense of foreign brands. This creates an inherent disadvantage that many American companies discover too late. Local competitors can exploit regulatory loopholes, cultural differences and bureaucratic delays to their advantage, sometimes operating copycat businesses for years before any meaningful legal recourse is available. The Capital Fraud Trap: When Franchisees Become Con Artists One of the most insidious challenges in international franchising involves franchisees who view your brand not as a business opportunity, but as a fundraising tool. These sophisticated operators understand that securing franchise rights from an established American brand provides immediate credibility with investors, banks and potential partners in their home markets. The scheme is elegantly simple and devastatingly effective. They sign franchise agreements with no intention of developing the business according to your standards or timeline. Instead, they leverage your brand's reputation to raise capital for entirely different ventures, often in unrelated industries. By the time you realize what's happening, they've extracted substantial value from your brand while providing nothing in return. This type of fraud is particularly challenging to detect and prevent because these individuals often present impeccable credentials, demonstrate apparent financial capacity and express genuine enthusiasm for your brand. They understand exactly what franchisors want to hear and are skilled at providing convincing business plans and financial projections. The Jurisdiction Trap: When Legal Agreements Become Worthless The enforceability of franchise agreements varies dramatically across jurisdictions, and many franchisors discover too late that their carefully crafted contracts are essentially worthless in certain markets. This is particularly true regarding termination clauses and dispute resolution mechanisms. Unilateral termination rights that seem ironclad under U.S. law may be completely unenforceable in jurisdictions that prioritize franchisee protection or have different concepts of commercial fairness. Some countries have specific legislation that supersedes private contractual arrangements, effectively nullifying termination clauses regardless of the circumstances that trigger them. The choice of governing law and jurisdiction clauses that American companies typically favor may be rejected by foreign courts, forcing you into legal systems where you lack expertise, relationships and sometimes even basic procedural understanding. This jurisdictional uncertainty creates an environment where problematic franchisees can operate with impunity, knowing that enforcement action is practically impossible. The Copycat Conundrum: When Local Laws Protect Your Competitors Perhaps the most frustrating aspect of international franchising involves dealing with local copycat operations that exploit legal protections designed for domestic businesses. These competitors often operate with striking similarity to your brand—similar names, logos, menu items or service offerings—while remaining technically compliant with local intellectual property laws. The challenge is compounded by the fact that many jurisdictions have weak enforcement mechanisms for intellectual property violations, lengthy legal processes that favor defendants and cultural attitudes that view imitation as legitimate competition rather than theft. Building a successful case against copycats often requires years of litigation, substantial financial investment, and outcomes that remain uncertain even with strong legal positions. The bottom line? International franchising offers tremendous opportunities for growth and revenue diversification, but success requires treating legal challenges as strategic considerations rather than operational obstacles. The companies that thrive in international markets are those that build legal resilience into their expansion strategies from the beginning, rather than attempting to retrofit legal solutions after problems emerge. The investment in comprehensive legal planning may seem substantial up front, but it pales in comparison to the costs of dealing with problematic franchisees, intellectual property theft, or jurisdiction-based disputes after they occur. More importantly, proper legal architecture enables franchisors to move quickly and confidently in attractive markets, creating competitive advantages that justify the initial investment many times over. The question isn't whether these challenges exist—they're inherent in international business. The question is whether your organization is prepared to address them systematically and strategically, turning potential legal pitfalls into competitive advantages through superior planning and execution. The information provided here is not legal advice and does not purport to be a substitute for advice of counsel on any specific matter. For legal advice, you should consult with an attorney concerning your specific situation. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Entrepreneur
07-05-2025
- Business
- Entrepreneur
How a New Leader Is Reviving a Classic Restaurant Franchise
As its U.S. locations dwindle, one brand is betting big on its new CEO to engineer a comeback. Mina Haque isn't the likeliest person to turn around a once-popular food franchise. She's a lawyer by trade and, until a few years ago, didn't have any restaurant experience. But that didn't stop her from accepting the challenge and taking over as interim CEO of Tony Roma's in 2023. "I'm a very happy attorney," she says, "I still practice law, but I couldn't turn them down — their investors wanted to protect their investment, and they liked how I think and my approach and leadership skills, and they wanted someone tested. So, here I am." Now, Haque is embarking on a comeback plan to return the once-thriving franchise to prominence — and then to even greater heights. Related: Considering franchise ownership? Get started now to find your personalized list of franchises that match your lifestyle, interests and budget. Founded in 1972 in Miami, Florida, Tony Roma's, known for its baby back ribs and family-friendly atmosphere, was once a popular destination for casual dining across the country. At its peak in the early 1990s, the franchise had 260 locations across the U.S., concentrated in Florida and California. But, as consumer tastes shifted and competition in the casual dining space intensified, Tony Roma's struggled to maintain its foothold. Over the past few decades, most U.S. locations closed, leaving the brand with a much stronger presence internationally than at home. But despite its global presence stretching from Guam to Germany to Guatemala, the brand recently teetered on the edge of extinction in the U.S. — home to only six of its 60 remaining locations. Then Haque got involved with the company in 2021. Related: How the IFA Plans to Strengthen the $800 Billion Franchise Industry in 2025 No restaurant experience? No problem. Tony Roma's initially hired Haque to work on legal issues. She assumed it would be a typical case: Come in, do the work and then move on to the next one. Soon, the uneasy investors, seeing the brand's relevance vanishing, saw something in her as well. They quickly offered her the job of outside general counsel, leading their legal department. Haque took to the role enthusiastically. "Right away, I was reviewing their contracts, recovering money owed and advising the board members and shareholders, to the point where I developed relationships based on trust," she says. Then, they made a move she says she never saw coming: "They offered me the role of CEO in the summer of 2023." Related: After Decades of Hard Work, This Couple Is Living the Entrepreneurial Dream. Here's How They Achieved Generational Wealth Tony Roma's 2.0 Despite the brand's domestic decline, Haque stepped in with an optimistic and unique view of the company. "I take the brand's past as a lesson that can inform my decisions," she says. "That's where my legal experience comes in, because analytical skills are what attorneys do best — we don't ignore precedent, we learn from it." After taking over as CEO, Haque immediately began working on a plan to revitalize Tony Roma's, called Tony Roma's 2.0, which has an expected full launch in late 2026. At the heart of this initiative is a new, streamlined store concept — significantly smaller than the traditional full-sized restaurants — aimed at optimizing efficiency and profitability, including a compact 3,000-square-foot dining format. "We want a smaller location," Haque says. "Our older restaurants have bigger square footage — 6,000 to 10,000 square feet — and that's no longer an optimized size, because you add to the franchisee's overhead costs." Location selection and other decisions will also be influenced by AI, enabling the company to make smarter long-term choices. In addition to updating its physical spaces, Tony Roma's 2.0 emphasizes technological innovation, including integrating AI in ordering and store management. Additionally, Haque says the brand will use robotics in areas like inventory management and meal preparation. She sees these advancements not as replacements for the human touch, but as tools to increase efficiency, maintain consistent quality and free up staff. The current U.S. franchisees are already feeling the effects. "There have been noticeable changes in terms of franchise support on the store level since Mina became CEO," says Suraj Shah, who owns a Tony Roma's in North Carolina. "Before, it might have been, 'Hey, here's a new menu item, use it or don't.' Now, there's a lot more training and support." The strategy to restore Tony Roma's U.S. presence already appears to be gaining traction. The brand is set to open its seventh domestic location in Tennessee later this year. Related: 6 Intriguing Statistics About Women in the Franchising Industry Looking ahead As Tony Roma's 2.0 ramps up, Haque says we'll see more U.S. locations, both standalone and in certain venues. "Tony Roma's has done exceptionally well inside casinos," she says. "We have a successful unit in Las Vegas where people still line up for two hours. So, I would like to see more Tony Roma's inside casinos." Franchisees are already buying into this strategic vision, seeing Haque's leadership as the key to blending the brand's storied past with a sustainable future. "I think she and her team do an amazing job of bringing forward that 2.0 vision while keeping the core identity of Tony Roma's," Shah says. "They're still maintaining that legendary ribs experience Tony Roma's has been known for for over 50 years — the reason I originally wanted to become a franchisee." Related: Want to Become a Franchisee? Run Through This Checklist First.
