Tensions become acute when boards inherit decades of accumulated systems, processes, and organizational debt along with ambitious growth plans. How can you modernize quickly enough to compete globally while maintaining operational integrity across your franchise network?
That's the challenge facing the board of Tony Roma's parent company RomaCorp, which is simultaneously cutting through traditional complexities and expanding into markets such as China and the Middle East. The board approach reveals how governance can move beyond oversight to active strategic prioritization, especially when resources are finite and every decision cascades across franchisees.
In the following interview, Tony Roma CEO and Romacorp Board Member Mohaimina “Mina” Haque shares how her board is approaching operational archaeology, strengthening financial discipline during the transition period, and building a system designed to scale across the continent.
What are some of the most pressing topics Romacorp's board of directors has been working on lately?
When I joined Tony Lomas, I inherited over 50 years of legacy systems and practices: operational archaeology. Many of them made sense at the time, but they became inefficient. As members of Romacorp's Board of Directors, we are systematically untangling these complex issues and building the foundation for the next era.
We have also instilled fiscal discipline during the transition period. Post-acquisition, all capital must be directed towards advancing our strategic priorities, particularly to fund our expansion into markets such as China and the Middle East. The question you always ask is: “Will this investment foster sustainable growth?”
On the operational side, we are streamlining our structure by consolidating functions, renegotiating with vendors, and optimizing our supply chain. In a franchise model, inefficiencies can grow quickly, so the goal is an efficient and responsive system that franchisees can replicate.
Finally, we're building to scale. The work we are doing now will avoid future bottlenecks. We create systems that are designed to work seamlessly, whether you operate 50 or 500 restaurants.
How does a board of directors help alleviate a company's toughest challenges?
The board has helped the company prioritize strategically. Due to finite resources, we cannot solve everything at once. We've encouraged modern franchises to focus on high-impact initiatives to help them achieve operational excellence before signing their next 10 deals.
Boards have also established accountability structures with clear metrics and regular checkpoints to maintain momentum, from standardizing franchise agreements to renegotiating vendors.
Equally important, the board opened the door to growth by introducing management to franchisees, investors and partners in new markets. And when difficult demands arise, such as restructuring or cutting legacy programs, the board covers the air so the company can confidently and decisively make those decisions.
What's new in the way we hire executives?
We prioritize operational expertise over pure advisory experience. We seek board members who understand the realities of building and growing complex businesses, navigating international regulations, and executing.
We also leverage our global network. Through our work at Davos, Cannes, and the United Nations General Assembly, we connect with leaders who bring deep global and cross-disciplinary perspectives, exactly what we need as we expand our business across five continents.
How are boards responding to the opportunities and risks of emerging technologies?
We've built academic partnerships to access objective research on emerging technologies and separate the hype from what's truly achievable.
All investments are evaluated from a cost-benefit perspective. We ask whether it solves a real problem, scales across the franchise network, and delivers measurable ROI.
The board also closely monitors technology that directly impacts restaurant operations, from AI-driven inventory management and kitchen automation to digital ordering and supply chain tools, with a focus on improving consistency and customer experience without adding complexity.
What is the board's strategy to keep the company resilient?
First, financial discipline. We are building healthy reserves and flexibility to withstand disruption while maintaining the ability to seize opportunities.
The second is geographic diversification. By expanding into multiple regions from North America to the Middle East, we balance our exposure and cushion regional economic downturns.
Third, embrace modernization. We carefully integrate AI, robotics, and automation to improve efficiency and customer experience before those changes cause disruption.
Finally, brand flexibility. Our franchise model allows local adaptation within global standards. What works well in Tennessee may need to be adjusted in Indonesia or the United Arab Emirates. That adaptability keeps our brand strong wherever we operate.
