Taco John’s, a prominent Mexican quick-service restaurant chain, has strengthened its leadership team with the appointment of Ian Poole as Vice President of Development. A seasoned professional in business development and franchising, Poole brings close to two decades of experience driving expansion for major restaurant and franchise brands.

A Strategic Move to Accelerate Growth
Before joining Taco John’s, Poole served as Vice President of Development at Subway, where he led North American development efforts. In that role, he oversaw franchise sales, real estate, construction and design, equipment, operations, and leasing for a network of more than 22,000 locations. He has also contributed to the growth of brands such as Dunkin’ and Planet Fitness. At Taco John’s, Poole will focus on supporting brand expansion while improving franchisee success through enhancements in onboarding, real estate strategy, and construction processes.

“Taco John’s has established a strong foundation with a clear focus on supporting franchisees, and I’m excited to help drive the brand’s next phase of growth,” said Ian Poole, VP of Development.

“My priority is to expand the brand thoughtfully and sustainably while providing streamlined, end-to-end support for every franchise owner. We’re building a system that enables both new and existing franchisees to grow with confidence, and I look forward to the opportunities ahead.”

Poole’s background also includes hands-on experience as a franchisee with Burger King, Popeyes, and Arby’s under Ambrosia QSR. His collaborative leadership style is centered on strengthening relationships across the franchise network.

“Heather Neary, President and CEO of Taco John’s, noted that Poole’s appointment marks an important step in advancing the company’s franchise development efforts. His dual perspective as both an executive and a franchise owner provides valuable insight into refining systems that set franchisees up for long-term success. As the brand builds on recent operational investments, his expertise is expected to play a key role in sustaining momentum.”

Renewed Focus on Franchisee Support
Following a year of foundational progress, Taco John’s entered 2026 positioned for strategic, data-driven growth. Investments in the brand’s Path to Ownership initiative are giving franchisees access to expanded resources, succession planning, and improved communication across the system.

The company is also prioritizing non-traditional formats as a key growth avenue, planning pilot locations with experienced operators to evaluate performance and scale responsibly. Future initiatives include menu optimization for smaller spaces, simplified labor models, performance standards for high-traffic environments, and targeted marketing strategies tailored to these formats. This approach allows entry into high-demand locations with lower capital requirements while complementing traditional restaurant development.

Taco John’s continues to invest in its development infrastructure and franchise support systems, presenting an attractive opportunity for entrepreneurs seeking to expand their portfolios with an established concept.

With more than 325 restaurants across 21 states, the brand sees strong growth opportunities in the Upper Midwest and Rocky Mountain regions. Both new and multi-unit operators are being offered customized support to scale efficiently and sustainably.

According to the company’s Franchise Disclosure Document, the top 25% of freestanding Taco John’s restaurants with drive-thru report an average unit volume (AUV) of $1,889,495.

Click here to know more about Taco John's franchise opportunities.

“If our restaurant teams give their all for us, why shouldn’t we do the same for them?”

That’s the philosophy of Alan L., Field Training and Development Manager at franchise group GF Enterprise, who recently reflected on the positive impact of the Tacos & Tuition program (available to company-owned and select franchise restaurants) and how it’s transforming opportunities for quick-service restaurant teams.

“Tacos & Tuition lets us show our commitment to team growth and development,” Alan explained. “It’s our way of giving back to the people who create memorable experiences for our guests every day. As a franchise organization, we’re passionate about helping individuals expand their skills and pursue their goals.”

Since adopting the program early this year, GF Enterprise has discovered innovative ways to integrate it into every part of their operations.

“We have team members who speak limited English—and others who don’t speak Spanish—so when we joined Tacos & Tuition, we made sure everyone knew language courses were available. When our incredible team members take these classes, it not only helps them communicate better at work but also improves their personal lives—whether they’re shopping, visiting the doctor, or attending their child’s school events. It’s a win-win: our teams grow, and we strengthen our talent pipeline.”

Through his visits to restaurants and regular conversations with staff, Alan has seen the benefits first-hand.

“Right after launching Tacos & Tuition, one of our Area Directors identified development opportunities and signed up for courses. From my perspective, her performance and confidence have grown tremendously. Her restaurants are thriving, and her energy is contagious. That’s proof enough that this program truly works.”

Beyond skill-building, Alan has noticed a positive shift in workplace culture and team performance.

“By offering short courses on topics like conflict resolution and time management, we’re giving our people the tools to handle challenges more effectively. These skills create stronger leaders and benefit our employees both on and off the clock.”

So, what sets Tacos & Tuition apart from other educational or training initiatives? For many on Alan’s teams, the key factor is flexibility.

“The flexibility of this program eases the burden for employees juggling work and family life. With everything from short certifications to trade programs and full degree options, each team member can build a learning path that fits their schedule and aspirations.”

Ultimately, the program has proven to be a meaningful investment for both the employees and the business.

“You don’t need dozens of participants to call it a success,” Alan said. “Even a few people taking that first step can inspire others to learn and grow. Over time, that ripple effect creates lasting change. There’s no greater reward than meeting a former employee who says our organization helped them get to where they are today. That’s the kind of impact that makes it all worthwhile.”