The Faces May Change, But The Goals Remain The Same
By Sukhi Sandhu, Chairman, NCASEF
The past several months have brought significant changes to the leadership team at 7-Eleven, Inc. Long-time executives who were familiar faces to franchisees and FOA leaders—including former CEO Joe DePinto and Senior Vice Presidents Randy Quinn and Dennis Phelps—have departed the organization. Like many franchisees across the country, I was surprised by the management transition and have spent time reflecting on what it may mean for our system moving forward.
Whenever leadership changes occur, questions naturally follow. Will priorities change? Will communication remain strong? Will progress continue? While none of us can predict exactly what the future holds, I believe it is important to focus on what has helped make our system successful and what must continue if franchisees, SEI, and the 7-Eleven brand are going to thrive together.
Throughout my tenure as Chairman of NCASEF, one principle has remained constant: meaningful progress occurs when franchisees and SEI engage in honest, respectful, and productive dialogue. That does not mean we always agree. In fact, some of the most important discussions have involved differing opinions and spirited debate. However, those conversations have been productive because both sides remained committed to finding solutions and moving the system forward.
Over the years, NCASEF has worked diligently to build strong working relationships with SEI leadership. At my invitation, senior executives regularly attended NCASEF Board meetings and participated in discussions with FOA leaders from across the country. These meetings provided opportunities for franchisees to share concerns, ask questions, and offer recommendations directly to decision-makers. Just as importantly, they provided SEI leaders an opportunity to better understand the realities franchisees face every day in their stores.
The value of collaboration can be seen through several meaningful accomplishments.
One example is the successful passage of Proposition 36 in California. NCASEF worked alongside franchisees, local FOAs, business organizations, community leaders, and law enforcement advocates to support stronger measures aimed at combating organized retail crime and repeat theft offenses. Retail crime has had a direct impact on convenience stores and small businesses throughout California, and Proposition 36 represented an important step toward creating safer environments for our employees, customers, and communities. The overwhelming voter approval demonstrated what can be accomplished when stakeholders unite around a common objective.
Another example is the ongoing collaboration between NCASEF and SEI surrounding franchisee profitability initiatives, including the Earned Gross Profit Growth Sharing (EGGPS) program. While there have been differing viewpoints regarding program structure and opportunities for improvement, both NCASEF and SEI remained engaged in constructive discussions focused on increasing sales, improving execution, and enhancing profitability. Through those efforts, franchisees across the system have generated millions of dollars in additional earnings opportunities through EGGPS incentives. More importantly, the dialogue continues as we explore new ways to strengthen store economics and create sustainable growth opportunities for franchisees.
These examples demonstrate an important truth: progress is rarely achieved through confrontation alone. It is achieved through communication, collaboration, and a willingness to work through challenges together.
The reality is that leadership transitions are part of every organization. Companies evolve, strategies adapt, and new leaders emerge. While relationships matter, the long-term success of the 7-Eleven system cannot depend on any single executive, franchisee leader, or organization. Success depends on maintaining a shared commitment to stronger stores, improved profitability, operational excellence, and delivering value to customers.
As new leaders assume key positions within SEI, NCASEF remains committed to building productive relationships with them. Trust is earned over time through open communication, mutual respect, and a willingness to listen. Just as previous leaders took the time to understand franchisee concerns, we look forward to establishing those same relationships with the next generation of SEI leadership.
I am encouraged that, since the transition, NCASEF has continued to maintain an open and constructive dialogue with SEI’s leadership team. We appreciate their willingness to engage in conversations regarding franchisee priorities and system opportunities. While there is always more work to do, these ongoing discussions reflect a shared understanding that the strongest systems are built when stakeholders work together toward common goals.
At the same time, the role of NCASEF and local FOAs remains as important as ever. Our responsibility is to ensure that franchisee voices are heard and that the realities of operating stores are clearly communicated. We must continue bringing forward practical solutions, advocating for improvements, and helping shape the future of our business. Effective communication is a two-way street, and strong partnerships require active participation from all parties.
Although leadership may be changing, many of the challenges facing franchisees remain the same. Store profitability, labor costs, insurance expenses, technology reliability, operational efficiency, merchandising decisions, and regulatory pressures continue to impact franchisees across the country. These challenges do not disappear simply because new names appear on an organizational chart.
That is why NCASEF will continue to advocate aggressively on behalf of franchisees while maintaining a collaborative approach with SEI. We will continue providing candid feedback, identifying opportunities for improvement, and pursuing solutions that strengthen both franchisee businesses and the overall 7-Eleven system.
The foundation built over many years of dialogue and cooperation provides a strong starting point for the next chapter. We stand ready to work with SEI’s leadership team just as we have worked with previous leaders—in pursuit of a stronger, more profitable, and more successful future for all stakeholders.
The faces in leadership positions may change, but the goals remain the same.
Franchisees want profitable stores. We want safe communities, reliable operations, strong brands, and opportunities to grow our businesses. We want a healthy partnership built on communication, trust, and shared success. NCASEF remains committed to those goals and to the franchisees we represent.
By continuing to engage in open dialogue, embrace collaboration, and focus on our common objectives, I am confident that together we can build an even stronger future for the next generation of 7-Eleven franchisees.