Projects & Case Studies — Paul Tuennerman

Brand Repositioning & Operational Reset — Sticky’s Finger Joint

Role: EVP · Board Member · Investor (2021–2024)

Objective: Stabilize unit economics and guest experience in dense urban markets while preparing the brand for scalable growth.

Repositioned the brand with refreshed value proposition and guest journey—aligning menu, throughput, and service cadence.
Rebuilt operating rhythms: SOPs, training cadence, and KPI scorecards; instituted weekly ops reviews to drive accountability.
Labor & COGS discipline: deployed forecasting and stationing models; improved prep yields and waste control.
Opening playbook: standardized site selection criteria, FOH/BOH flow, and staffing models to derisk new‑market entries.
Board advisory: guided capital allocation and franchising priorities to match operational readiness.

“We rebuilt the playbook to make growth repeatable—without losing the energy that made the brand.”

Outcomes: Tighter unit economics, more consistent guest experience, and a repeatable opening model suited to urban density.

Role: SVP, Business Development (2008–2016)

Objective: Expand from seven U.S. states to national scale and launch the first international markets while improving franchise performance.

Domestic footprint: expanded presence from 7 to 21 states; sequenced market entries for supply‑chain reliability and brand awareness.
International entry: led cross‑functional workstreams (supply, construction, training, marketing, legal) for the Middle East launch.
Franchise transformation: partnered with 11 franchisees to grow from 13 to 83 units and elevate operational standards.
Non‑traditional growth: built channels in universities, airports, casinos, stadiums, and retail to diversify demand.
Governance & reporting: introduced development scorecards and readiness gates to keep timelines and capex on track.

Outcomes: Step‑change in system scale and brand reach, with franchise performance uplift contributing to ~224M revenue in 2016.