Ammar Jali on Why Franchising Fails When You Ignore Long-Term Costs

In 1991, Ammar Jali delivered pizzas to pay for college. Three years later, he left an engineering career to buy his first Domino’s franchise, and today he owns 25 stores across Pennsylvania and New York.

Most people who deliver pizzas in college don’t end up owning the chain. Ammar Jali took a part-time job at Domino’s in 1991 while studying electrical engineering at the New York Institute of Technology, graduated with honors, worked on fiber optics projects for Disney at Festo Didactics, then walked away from engineering in 1994 to take out an SBA loan and buy a single franchise on Long Island. That one store became 25.

Bio: Ammar Jali owns 25 Domino’s franchises across Pennsylvania and New York. He started as a delivery driver in 1991, earned a degree in electrical engineering from the New York Institute of Technology, and left a career at Festo Didactics to open his first franchise in 1994. His stores have won the International Franchise Association Gold Franny Award for operational excellence.

What made you leave a stable engineering job to buy a pizza franchise?

Engineering was great. I worked on fiber optics projects for clients like Disney. But I always had an entrepreneurial mindset. I wanted to build something of my own. I believed in the Domino’s brand, and I knew that with the right work ethic, I could make it succeed. I took out an SBA loan in 1994 and bought my first store in Long Island. I knew I was taking a risk, stepping into long hours and financial uncertainty, but that was the trade I was willing to make.

What do people consistently get wrong about your work?

They think it’s just about location or branding. Those matter, but the real key is knowing how to run a business efficiently while keeping customers and employees satisfied. You can have the best location in the world, but if you don’t get the operations right, you won’t last. Customer service isn’t a department. It’s an attitude. If you get that part right, everything else falls into place.

Customer service isn’t a department. It’s an attitude. If you get that part right, everything else falls into place.

How has technology changed the way you run 25 stores?

I use AI-driven administrative tools and advanced scheduling software to improve efficiency. These tools help predict customer demand, optimize labor costs, and ensure timely deliveries. Technology isn’t just about convenience. It’s about staying competitive. If you’re not adapting, you’re falling behind. The engineering background helps. I understand systems, and I know how to integrate tools that actually solve problems instead of just adding complexity.

What’s the biggest mistake aspiring franchisees make?

They focus on the upfront investment without thinking about long-term sustainability. Too many people don’t understand franchise fees, royalty payments, and the competition in their area before they jump in. You need to do your homework. It’s not just about having enough money to open the doors. It’s about knowing whether you can keep them open in year two, year five, year ten.

How do you keep employees engaged across that many locations?

I invest in training, mentorship, and leadership development. Many of my store managers started as delivery drivers, just like I did. I promote from within. That builds loyalty and creates opportunities. People stay when they see a path forward. If you treat someone like they’re disposable, they’ll leave the moment something better comes along. If you show them they can grow, they’ll stick around and help you build.

Many of my store managers started as delivery drivers, just like I did. I promote from within. That builds loyalty and creates opportunities.

Your franchises won the International Franchise Association Gold Franny Award. What does that measure?

It’s only given to top-performing franchisees who consistently meet high standards in sales, service, and employee engagement. But I don’t chase trophies. I focus on running a great business, and the rest follows. The award is a byproduct of doing things the right way every day. It’s not the goal. The goal is happy customers, happy employees, and a business that works.

What stays true about this business no matter how much the industry changes?

Happy customers and happy employees drive success. That hasn’t changed in 30 years, and it won’t change in the next 30. You can add all the technology you want, but if people don’t want to work for you and customers don’t want to order from you, none of it matters. The fundamentals don’t move.

Why do you support organizations like The Darrin Walls Foundation and St. Jude’s Run/Walk to End Childhood Cancer?

Success isn’t just about making money. It’s about making a difference. I don’t just donate. I actively participate in community events and initiatives. When you’ve built something, you have a responsibility to give back to the places that supported you. That’s not optional for me. It’s part of the deal.

If someone wanted to replicate what you’ve done, what’s the first thing they should know?

Understand that it’s not going to happen overnight, and it’s not going to be accidental. It takes persistence, strategy, and a commitment to excellence. You have to be ready for long hours, constant problem-solving, and financial risk. But if you’re willing to do the work and you believe in what you’re building, the opportunity will find you. And when it does, you have to be ready to run with it.