HOMETOWN: Weslaco, Texas
EDUCATION: bachelor's degree, Texas A&M University
CAREER HIGHLIGHTS: helping several leading fast-casual brands grow from 10 to as many as 300 restaurants
PERSONAL: wife, Leighann; two daughters, Reagan, 13, and Tyler, 6

Zoës Kitchen in the past month has opened three new units, bringing the total for the Birmingham, Ala.-based Mediterranean fast-casual concept to 53, with the 54th set to open Sept. 8 in Arlington, Va. Kevin Miles, who joined Zoës in 2009 after working with such concepts as Luby’s, Pollo Campero and Baja Fresh, succeeded Greg Dollarhyde as president in March. 


Miles said the concept, which was purchased in 2007 by Brentwood Associates, a Los Angeles-based private-equity firm, is ramping up its franchising program. Zoës currently has units in 12 states. 


Miles discussed changes at the restaurant company, which was started in 1995 by Zoë Cassimus, a Greek emigrant.



You just opened your first nontraditional unit in Tuscaloosa, Ala. Tell us about that.


Being a Birmingham, Ala.-based company, the University [of Alabama] approached us. We already have one store in Tuscaloosa. They did a new add-on to their stadium and were looking to add some local flair and flavor. The Zoës faces outward from the stadium, so the public can use it day-to-day as well as for those six or seven games a year. On game days we will offer party packs for tailgating needs.


How does this unit compare in size to regular Zoës stores?


A traditional unit has anywhere from 2,500 to 2,800 square feet. This one is just under 2,000. It has a limited menu during game days and a full menu during normal days. It has approximately 45 seats inside.


You’ve been with Zoës since 2009. Can we expect any changes with your leadership?


It’s kind of “stay the course.” When I joined back with Greg [Dollarhyde] in ’09, it was to retool the concept for more dinner growth and make it a little more upscale fast casual, if you will, with plates, silverware, beer and wine. The only thing we are doing differently is looking at more franchising. 



What is your split in daypart sales?


We have two. In the older stores, which we call our “vintage model,” it is about 70/30 lunch-and-dinner. Our new concept is more 60/40. We now have what we consider three dayparts. While the old concept had two — lunch and catering — we now have three with lunch, catering and dinner.


What other changes are in the newer stores?


We tweaked the menu and kitchen in the newer concept, which can now support grilled items like our grilled salmon, chicken kebabs and veggie kebabs. That allows the customer to come in and get a heartier dinner item that they may not have at lunch.


What areas are you looking at for expansion?


Really, it’s the Southeast, which is a little broad for us. We just opened one in Phoenix, but our focus is from Dallas to [Washington], D.C., through that Southeastern corridor. That’s our home base and a little more hub-and-spoke.


What do you see as the biggest challenge to growth?


Real estate. That’s especially [true] for A-plus real estate. With the economy the way it was, developers stopped developing new dirt, so we are sitting here with not a lot of inventory. Those concepts that weathered the economic storm are entrenched in their markets, but there isn’t a whole lot of location-location-location as we look. We are turning over a lot of rocks. 


Contact Ron Ruggless at ronald.ruggless@penton.com.