John Peyton’s career path is anything but linear. From consulting at PwC to guiding transformations at Starwood Hotels, leading franchising at Realogy, and now serving as CEO of Dine Brands Global—he’s navigated industries and challenges with remarkable agility. With over 3,530 locations in 17 countries, Dine Brands empowers, supports and grows the world’s most-loved restaurant brands like Applebee’s, IHOP, and Fuzzy’s Taco Shop.
As a first-time public company CEO, John’s approach to leadership emphasizes collaboration, learning, and the art of asking the right questions.
In this candid conversation on Restrocast, John shares his insights on building relationships, driving organizational success, and staying grounded through change.
John, welcome to RESTROCAST. You’ve had an incredible journey. You didn’t come from a hospitality background. How did you find your footing in such a complex industry?
John Peyton: Thanks, Ashish. I got lucky and had great mentors. One of the most influential was Keith Ferrazzi, the CMO who hired me at Starwood. On his way out, he introduced me to Bob Cotter, the incoming COO. Bob had no staff at the time and brought me on as his guy. My first project with him was consolidating global sales data—something that seems simple today but was a massive challenge back then. Bob taught me an important lesson: understand what you do uniquely well and make it known. At the time, I didn’t realize that my consulting skills, like building structured plans and running cross-functional teams, were rare within the company. That realization shaped my approach moving forward.
As someone coming from consulting, where plans are often left for others to execute, how did you adapt to seeing projects through in an operating role?
John Peyton: That was one of the biggest learning curves for me. In consulting, we often handed off reports to clients without seeing the full implementation. At Starwood, I had to learn how to drive execution, build consensus, and manage change. One critical insight was letting others take the lead in presenting outcomes and getting credit for successes. That approach built stronger relationships and buy-in. I also learned to accept that execution wouldn’t always match the plan exactly. I moved from striving for perfection to being more incremental, achieving small wins along the way.
You’ve mentioned working under Bob Cotter on transformational initiatives like implementing Six Sigma at Starwood. How did that experience shape your career?
John Peyton: Working on Six Sigma was a major milestone. We deployed full-time process improvement experts, called black belts, in 100 of our largest hotels. The initiative helped drive efficiency and consistency across the company. After two years, Bob gave me a new challenge: leading franchise and owner services in North America. I had no prior experience in franchising or contracts, but Bob’s belief was clear—you can’t succeed in this business without understanding its core. That role gave me deep insights into owner relationships and the financial and emotional stakes they hold in their properties.
From operations to leading brands, that’s quite a shift. How did you navigate the transition to brand and marketing leadership?
John Peyton: It was a leap, but I was fortunate to have a clear mandate from our then-CEO Steve Pire to strengthen Starwood’s brands. We undertook a year-long initiative to refine each brand’s positioning, from visual design to customer experience. Having come from operations, I understood the challenges of implementing brand initiatives. So, I focused on ensuring projects had clear ROI—whether financial or experiential—and approached changes incrementally. That operational perspective became my strength in bridging the gap between brand vision and execution.
Your career took another turn when you became CEO of Dine Brands Global. What motivated you to take on such a role, especially as a first-time CEO?
John Peyton: After Starwood, I was at Realogy (now Anywhere), leading franchising for brands like Century 21 and Sotheby’s. It was a great learning experience, but I missed the direct connection with consumers that hospitality offers. When the opportunity at Dine came up, the idea of working with iconic American brands like Applebee’s and IHOP excited me. The biggest hesitation was relocating to Los Angeles, as my family had always been in Connecticut. But my son gave us a reality check, saying, “You need to be re-energized.” He was right. The move gave me a fresh perspective, both personally and professionally.
What were the challenges of stepping into a public company CEO role for the first time?
John Peyton: The biggest challenge was focusing on what my role as CEO truly required—strategy, investor relations, and aligning the organization—while trusting the leaders in operations and marketing to handle their domains. It was a shift from being deeply involved in specific functions to overseeing the big picture. I also leaned heavily on my CFO and general counsel for areas like finance and legal, where I had less experience. Listening, learning, and relying on my team were critical in making the transition successful.
Reflecting on your journey, what advice would you give to others navigating career transitions or aiming for leadership roles?
John Peyton: My philosophy has always been: do good work, and good things will come. I’ve never asked for a promotion or a new role; they’ve come when I was ready, thanks to the quality of my work and the relationships I built. My advice is to stay curious, embrace challenges, and trust the people around you. Leadership isn’t about knowing everything; it’s about learning, adapting, and empowering others to succeed.
Remote work has changed the way businesses operate. How do you maintain collaboration and creativity at Dine Brands Global?
John Peyton: We’ve addressed this by redesigning our office spaces to encourage collaboration. People come to the office to connect and create, while remote days are reserved for focused tasks. Personally, I thrive on in-person conversations. Walking over to someone’s desk with an idea sparks discussions that don’t happen on Zoom. Being back in the office three days a week has been instrumental in maintaining that energy and creativity.
What’s your process for staying sharp and nurturing your growth as a leader?
John Peyton: I’m a voracious reader—my daily routine includes scrolling through publications like The New York Times, The Wall Street Journal, Financial Times, and McKinsey reports. Industry conferences and conversations with peers in other sectors also keep me informed. Beyond work, I recharge by spending time with my wife and our dogs, hiking, and staying active with yoga and Peloton sessions. Balance is key to staying effective and grounded.
Your journey is a testament to adaptability and growth. What advice would you give to aspiring leaders navigating career transitions?
John Peyton: The best advice I can give is to do good work and trust that the right opportunities will come. I’ve never actively sought promotions—they’ve always followed the quality of my work. Stay curious, embrace challenges, and build strong relationships. Success is rarely about knowing everything; it’s about surrounding yourself with the right people and constantly learning.
For aspiring leaders, John Peyton’s story is a testament to the philosophy that success is a byproduct of doing good work, nurturing relationships, and being open to new opportunities. As John aptly puts it, leadership isn’t about knowing all the answers—it’s about asking the right questions, staying curious, and constantly evolving.
