Andy Sehremelis on Building Teams in Multi-Unit Operations

By Andy Sehremelis · October 30, 2026

Andy Sehremelis has owned and operated restaurants, gas stations and express car washes in Southern California, in addition to founding Parkcrest Construction in Chino in 1992. Running several locations at once makes one point clear: systems and buildings matter, but the people at each location determine the experience customers receive every day.

Andy Sehremelis on Hiring for Each Role

Every role in a multi-unit operation has distinct requirements. A restaurant cook, a gas station cashier, an express car wash attendant and a location manager each need different skills. Clear job descriptions, consistent interview questions and realistic previews of the work help match candidates with the right positions.

Reliability, attention to detail and a service-oriented attitude are valuable across every role. Technical skills can often be taught; dependability is harder to develop.

Andy Sehremelis on Training That Can Be Repeated

In a single location, an experienced owner can train new employees personally. Across several locations, training must be documented and repeatable. Written procedures, checklists and hands-on training led by designated trainers help each location deliver the same standard.

Training should cover safety, customer service, cash handling, cleanliness and equipment operation. Refreshers are useful when procedures change or when performance slips.

Andy Sehremelis on Location Managers

Location managers carry the standards of the business into daily operation. They schedule staff, manage inventory, address customer concerns and keep the property in good condition. Selecting and developing capable managers is one of the most important responsibilities of a multi-unit owner.

Managers perform best when they have clear authority, defined goals and regular access to support. Frequent communication between owners and managers keeps priorities aligned.

Andy Sehremelis on Measuring Performance

Consistent reporting allows owners to compare locations and identify where support is needed. Sales, labor costs, inventory, customer feedback and maintenance issues are common measures. Reviewing them on a regular schedule highlights trends before they become problems.

Measurement should lead to conversation, not only correction. Understanding why a location is performing differently often reveals local conditions or practices worth sharing across the business.

Andy Sehremelis on Developing People From Within

Promoting from within rewards strong performers and preserves knowledge of the business. Employees who understand the standards at the front line often become effective supervisors and managers. A clear path for advancement also supports retention.

Cross-training employees on several tasks gives each location flexibility and gives employees broader experience that prepares them for greater responsibility.

Andy Sehremelis on Scheduling and Staffing Levels

Staffing levels should follow the pattern of customer demand. Restaurants experience peaks at meal periods, gas stations often see morning and evening rushes, and express car washes are influenced by weather and weekends. Schedules built around these patterns place employees where they are most needed and help control labor costs.

Fair, predictable scheduling also supports retention. Employees who receive schedules in advance and have a reasonable process for requesting changes are more likely to stay, which reduces the cost and disruption of constant hiring.

Andy Sehremelis on Communication Across the Business

When a business operates several locations, information must move reliably between owners, managers and staff. Regular manager meetings, written updates on policy changes and simple channels for reporting problems keep every location informed and aligned.

Good communication also flows upward. Front-line employees often notice equipment issues, customer concerns and process problems first. Encouraging them to speak up, and acting on what they report, strengthens both operations and morale. Over time, a culture of open communication becomes one of the most reliable advantages a multi-unit operator can build.

Andy Sehremelis on Culture Across Locations

Culture in a multi-unit business is the set of habits employees follow when no one is watching. Owners shape it through the standards they set, the behavior they recognize and the way they respond to problems. Visiting locations regularly and listening to staff reinforces those standards.

Teams that understand what is expected of them, have the tools to do the work and see that good performance is recognized tend to serve customers well. For an owner-operator with several businesses, building those teams is ongoing work and a central part of long-term success.

For Andy Sehremelis, the lesson from operating restaurants, gas stations and express car washes is consistent across every format. Buildings, equipment and systems create the opportunity, but trained, supported and well-led teams are what turn that opportunity into a reliable business that customers return to over many years.