Joseph Unger’s career is a powerful story of growth—starting as a sandwich artist at Subway to leading 100+ restaurants at Taco Bell, driving innovation in ghost kitchens at Reef, and now playing a key role in shaping the future of GOSH Enterprises. In this exclusive conversation with Ashish Tulsian on Restrocast, Joe shares the leadership lessons, entrepreneurial mindset, and innovation focus that have defined his remarkable journey across the restaurant industry.
Joe, what got you into the restaurant industry in the first place?
Joseph Unger: My journey began in Indiana, where I grew up. I started in the restaurant business as a sandwich artist at Subway during my younger years. Eventually, I went to the University of Tampa to play baseball and study business and law, but something always pulled me toward entrepreneurship—specifically, the people side of business.
You’ve described your journey as one of “inevitable entrepreneurship.” Why do you say that?
Joseph Unger: I had close friends growing up who owned 50 Subway restaurants. Watching them build their business from one unit to a larger scale really inspired me. That early exposure gave me a strong entrepreneurial itch. I saw firsthand what it meant to lead, create jobs, and build something with purpose. So when I graduated, starting my own franchise felt like the natural next step.
Joe, when you’re leading large teams, how do you align people with the company’s vision—especially when their short-term goals or mindsets aren’t always aligned?
Joseph Unger: That’s a great question, and it comes down to connection and communication. People inherently want to belong. The key is making the vision clear and spending time explaining the “why” behind decisions. When people understand the purpose, they’re more likely to buy in. It’s not about just handing out marching orders—it’s about helping people feel they’re part of something bigger. And when there’s confusion or resistance, I or my team invest time in honest conversations. We don’t ignore misalignment—we talk about it, understand it, and work through it.
You spent nearly a decade at Taco Bell leading 100 corporate restaurants. How did that experience shape you as a leader?
Joseph Unger: It was foundational. I learned from great mentors like Mike Grams and Tim Bisbacci who taught me to lead with purpose, consistency, and empathy. Greg Creed’s “smart, heart, and courage” philosophy stuck with me—balance intelligence, care for people, and have the courage to make tough decisions. That time shaped my leadership style in every way.
What happened after your decade-long stint with Taco Bell?
Joseph Unger: After Taco Bell, my name was referred to someone at Reef Technology. It was the early days of ghost kitchens and virtual brands, and Reef was experimenting with everything—food trucks, cloud kitchens, even robotic delivery. It was during COVID, which accelerated all those ideas. I took the opportunity and joined as the CEO of the Wendy’s campaign, where we had signed a deal for 700 non-traditional units globally .The goal was to test new formats and get into markets without large brick-and-mortar investments.
Do you believe in the ghost kitchen model long-term?
Joseph Unger: I do—but with nuance. Ghost kitchens work better internationally, where big brands like Wendy’s don’t yet have saturation. For example, we saw strong performance in places like the UK and Canada. It’s a cost-effective way to enter markets—$150,000 to $200,000 instead of millions for a full restaurant. Domestically, where the market is mature, the model is tougher. Margins are a challenge, especially when relying only on third-party delivery. But hybrid models with multiple brands in one kitchen—those still have real potential.
What led you to GOSH Enterprises?
Joseph Unger: I got a call from a recruiter about an opportunity at GOSH Enterprises. When I spoke with Charlie, the founder, his vision, values, and purpose really resonated. Initially, I interviewed for the president role at Bebebop, a wellness-focused Asian concept. But soon we expanded the conversation to include Charlie’s Cheesesteaks and Lenny’s Grill & Subs. I joined as President and COO of Lenny’s and also took on a broader role helping shape GOSH’s overall tech stack and systems.
GOSH is founder-led, which is very different from structured giants like Yum. How do you navigate that transition—from corporate rigidity to entrepreneurial fluidity?
Joseph Unger: It’s definitely different. Yum is very structured—great systems, but less flexibility. At Taco Bell, I helped lead innovation when we rolled out digital ordering platforms, kiosks, and delivery integration. That gave me my first taste of building at scale. Reef was the opposite—pure innovation, long hours, ideas flying around the clock, often with the founder in the room. Now at GOSH, it’s a bit of both. We’re founder-led but mature. We have a big footprint, and yet we’re still building. I love the challenge of bringing structure to scale while staying agile and founder-driven.
What’s your focus now at GOSH?
Joseph Unger: For Lenny’s, it’s growth, operations, and performance. For GOSH, it’s broader—tech enablement, supporting all three brands, and ensuring we’re building systems for the future. We’ve got a massive opportunity to scale responsibly while preserving the culture Charlie has built over 39 years. That’s what excites me every day. The goal is always the same—build a business that empowers people and delivers value at every level.
What’s exciting you most about 2025?
Joseph Unger: Personalization. At GOSH, we’re working hard on building tech that helps us deliver uniquely personal guest experiences. Whether it’s how we send texts, how guests order, how loyalty works, or how drive-thrus operate—we want to tailor it all. We’re working with partners on our CDP strategy to not just collect data, but use it meaningfully. In 2025, the brands that personalize best will win. And we’re determined to be one of them.
Conclusion
From his early days at Subway to shaping brand growth at GOSH, Joseph Unger’s path is a compelling example of what it means to evolve as a leader. With a unique blend of franchisee grit, corporate discipline, and startup-style agility, Joe pushes the boundaries of what’s possible in the restaurant industry. As GOSH Enterprises prepares for an exciting, tech-driven 2025, it’s clear that personalization, purpose, and people will remain at the heart of his leadership playbook.
