Ellen Sherberg | The Business Journals | August 29, 2024
Franchising is a path to small business ownership, but it took Mary Jane Riva on a path all the way to the C-suite.
As a female CEO in 2024, my path to leadership was not conventional, but it reinforced a powerful lesson: never let anyone tell you that you can’t do something.
I appreciate and am inspired by women who can take risks, speak their minds, and stay true to themselves. Authenticity is so important — understand your strengths and weaknesses and work to improve both all the time. Amongst the challenges that come with an elevated position, embrace who you are and don’t lose sight of yourself or what you stand for.
My career path followed a different education-based route. Instead, in true entrepreneurial fashion, I started my career at 20 by jumping right into ownership — I purchased a local donut shop.
Drawing from my experience working at Winchell’s during high school, I decided to continue down that familiar path by working for an independent operator as a part-time job. After only a month, the owner offered me one of his stores. While this investment was risky, I was thrilled to take on the challenge and leave the shop better than I had found it.
Each night, I arrived at MJ’s Donut shop at 11 p.m., working through the night to prepare everything for the next day. Embracing the night shift schedule, I sacrificed the classic early 20s experience, but it was all worth it. After three years, my dedication had tripled my investment.
In 1990, my husband and I opened our first Pizza Factory location in Southern California. After I was initially introduced to the brand by my sister, I fell in love with its strong value of community and hometown atmosphere.
From every level, it was evident that everyone who walked through those doors felt like family. It was not easy, as we faced a recession only two years in. That particular time was very stressful as you watched others lose their homes, jobs, and businesses.
Giving up was not a choice but certainly was a thought many times. Like all challenges, this was a learning tool and education that a traditional education would never afford me. Challenges and how we handle them will always be how we grow and how others see us as a leaders.
Eventually, in 2012, I was the co-owner of five Pizza Factory locations and was asked by the founders to consider purchasing the brand itself as they were looking to retire. My husband and I took time to consider the pros and cons of this new opportunity, ultimately deciding that the temptation of a new challenge was too good.
When I stepped into the role of president and CEO of Pizza Factory, I had so many ideas of how to revitalize the company, bringing it into 21st century standards through a rebranding, online ordering capabilities, new technology, and a specialized POS system that can handle the increasing business demand.
There were things I wanted and needed when I was a franchisee, so keeping this in mind, implementing those wishes was among my first changes after stepping into a higher role. However, Pizza Factory’s heart — my favorite part of the company — needed to stay the same.
We are a legacy brand, and every one of our restaurants still holds on to the hometown feel. That is accomplished by leading with authenticity and compassion, which I see throughout the company at every level.
The transition from franchisee to franchisor was a learning curve, but having mentors and the support of family and friends was invaluable. Genuinely telling Pizza Factory franchisees, “I understand, and I’ve been there,” allows them to feel comfortable being honest about the state of things.
When I first took on the role of CEO, what originally drew me to Pizza Factory was the values the company held, so I made a point to hold up to those expectations.
Allison, one of my past managers, has gone on to become a multi-unit franchisee, and I am so proud of her! Supporting our employees in their individual journeys is the responsibility of being an employer and leader. Allison is providing the same encouragement I received from others and paying it forward.
I see the future brighter for other female entrepreneurs and I encourage others to embrace this philosophy by being an example and remembering where they came from and that you never do it alone.
If there is one bit of advice I can pass on, it is the significance of being driven by compassion. I care deeply for those who work with me and what we continue to build together. It is important to give employees the floor to speak and grow. I want to form relationships with them and feel free to own up to mistakes and say, “I goofed.” Without that communication, no one can do their best, and their success is our success.