In franchising, a successful legacy is marked by longevity and store count, a reality Zach Fugate, cofounder of Ohana Restaurant Group, which owns and operates seven Hawaiian Bros franchises across multiple markets, understands well.
Over fifty years, his grandfather built an empire of roughly 150 Pizza Hut and 75 Taco Bell locations, creating a model for multi-unit advancement in small-town markets. Fugate began his career under his grandfather’s guidance, gaining decades of knowledge and insight into the restaurant industry. After his grandfather’s passing in 2025, Fugate wanted to explore entrepreneurship for himself. This led to the formation of the Ohana Restaurant Group, a collaboration with his cousins, Nick and Nathan Blasi. The group’s launch began by franchising with Hawaiian Bros, a fast-growing brand best known for its Hawaiian lunch plates.
Partnering with Hawaiian Bros was both a strategic and personal decision. Fugate wanted to find a brand that matched his operational expertise while introducing something new to the community. “Hawaiian Bros, being that it got its start in Kansas City, was close to home,” Fugate says. “Their volumes were great,” he notes, adding that the corporate team was excellent to work with and the restaurant culture was infectious.
Fugate found the simplicity of the Hawaiian Bros’ menu and growth model to be appealing. In an industry challenged by ever-expanding menus and inventory complexity, this brand offered a clear alternative. “The ease of menu was one thing that I really like as an operator,” Fugate says. “We don’t have a super extensive menu… we don’t have as many SKUs as other brands.” This simplified process not only reduces stress on team members but also drives the brand’s main competitive advantage: speed. As guests’ need for quick service continues to rise, Hawaiian Bros has designed its kitchens to match or exceed those of some of the industry’s fastest competitors.
The Ohana Restaurant Group sets precise operational targets. While many brands aim for drive-thru times under three minutes, Fugate’s team strives to be even faster. “From the time an order is placed… in each window, our goal is 30 seconds,” Fugate says. “You might have 30 seconds in the pay window if there are two, and then 30 seconds to get the food out. I mean, it’s lightning fast.”
Achieving this efficiency requires a full commitment to the “people business” philosophy he inherited from his grandfather. “He would always say that we’re in the people business, we serve tacos and pizza, but this is a people business,” Fugate says. He now focuses that approach on his Hawaiian dishes.
The attention to fostering genuine connection has helped the group grow across Oklahoma City, Northwest Arkansas, Southwest Missouri, Kansas, and soon in Kentucky. Fugate stresses that managing multiple locations depends on hiring quality people who aren’t afraid to own their role and lead where they excel. “That’s just the most important thing in our business is who you hire and how you hire and the people that are taking care of stuff because when you have multiple locations, it’s not like you can be there every day for everything that happens,” says Fugate.
As the group has expanded, it has adapted to changes in technology and customer behavior. Fugate observes that while his grandfather’s era focused on dine-in experiences, today’s customers are often looking to eat on the run. This shift has led to the full embrace of third-party delivery services like Uber Eats and DoorDash. Although first-party ordering through their Toast-powered POS system is more cost-effective, Fugate chooses to meet customers where they are. “There are people who get their food every day… there’s no reason to fight that customer and try to get them out of their habits,” Fugate says. The Ohana Restaurant Group also leverages these platforms for marketing, offering regular deals to generate brand awareness.
This process is being tested as the Ohana Restaurant Group prepares to launch Hawaiian Bros in Kentucky. Its market entry strategy combines active community outreach with intensive training. Fugate’s team prioritizes grassroots marketing before the official opening. “We like to get into the markets and really do whatever we can with local schools, local businesses,” Fugate says. This includes delivering free food to colleges, hospitals, and first responder stations during opening week.
“We just hand them food and say, Try it, and here’s our open date when you guys want to come out,” Fugate says.
This approach is paired with a rigorous training process, with the two days before opening serving as “free days” that simulate high-volume service. During these stressful moments, managers are encouraged to find creative ways to energize the team. “We want to let our people be our people… they all have their own little ways of pumping everyone up and having a good time,” Fugate says.
Managing rapid growth across five locations and several more under construction requires a strong organizational framework. The Ohana Restaurant Group uses the Entrepreneurial Operating System (EOS) to maintain quality across states. This includes weekly “Level 10” meetings to review results and address issues. To ensure consistent service and food quality, the group relies on regular feedback from territory directors and mystery shoppers. “We see stuff that’s happening in each of the stores every single day… between the meetings and the information we receive from third-party mystery shoppers, we spend time looking at all that stuff because we think all that’s important,” Fugate says.
The name “Ohana,” meaning family, reflects the foundation of Fugate’s partnership with Nick and Nathan. While Fugate leads operations, the cousins collaborate on all aspects, from construction to marketing. “We all really work together in a lot of it,” Fugate says, emphasizing that their joint commitment to the “people business” ensures a strong relationship. Looking ahead, the group aims to expand its territories and may consider additional brands if opportunities arise. Fugate is open to growth as long as store performance remains strong. “Our goal is to keep building locations. We’re looking to grab what makes the most sense for us and keep moving and keep growing,” Fugate says.
Regarding the next generation, Fugate’s children, ages six and four, are currently focused on childhood rather than the family business, though the hope for a lasting legacy remains. “As much as I’d love for my kids to be able to come up and take it over, it’s too early to say,” Fugate says. For now, he enjoys the unique opportunities each new market brings. Whether savoring Huli Huli chicken with steamed vegetables or meeting new people in communities like Arkansas, Fugate is enjoying the journey.
“Every market’s unique in its own way; they all can be exciting. it’s just a lot of fun,” Fugate says.
The post How One Franchise Family is Building the Next Generation of Growth for Hawaiian Bros appeared first on QSR Magazine.