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March 23, 2026
NORTHEAST WISCONSIN – Local entrepreneur Brian Matzke – owner of Wisconsin’s only two Schlotzsky’s locations – has earned the brand’s Franchisee of the Year award.
The recognition, which is awarded annually, recognizes top performance, operational excellence and outstanding guest experience among roughly 150 franchisees nationwide.
“This award really belongs to our team,” he said. “Their hard work, positive attitude and commitment to our guests make everything we’ve accomplished possible.”
A taste of opportunity
Matzke, a lifelong Green Bay resident and graduate of Preble High School, said he has owned the Green Bay and Appleton locations since November 2021 – though it isn’t his first venture as a small business owner.
After four years running Kastle Karts, he said his wife encouraged him to explore new opportunities.
Connecting with local commercial bankers, Matzke said he learned the Green Bay (2420 W. Mason St.) and Appleton (881 N. Casaloma Drive) Schlotzsky’s were for sale – and the timing felt right.
He said for him, the deal hinged on whether the real estate was included – which at first, it wasn’t.
However, a week later, when the Green Bay property came on the market with the business, Matzke said he went all in – purchasing both the Green Bay and Appleton locations.
By this point in his life, Matzke said he had amassed extensive franchise experience, giving him a clear eye for what to evaluate in a potential purchase.
“I had operations experience with Applebee’s, Red Robin, Anytime Fitness, Sport Clips and Little Caesars,” he said.
Matzke said he was drawn to Schlotzsky’s because it offered a sandwich-focused menu with high-quality food.
“My wife actually inspired this decision, because for years, she said we needed to open a sandwich shop,” he said. “It was also appealing because these are the only two in the state as well, so we can maintain that locally owned small business feel, even if we’re a franchise.”
Soon after acquiring his current locations, Matzke said he secured licenses for two more.
“My growth [with Schlotzsky’s] isn’t limited,” he said. “There are currently no other franchisees in the state to slow my growth.”
Across the two current stores, Matzke said he currently employs approximately 50 team members.
Under his leadership, he said the locations have achieved strong growth, including increases in sales and guest traffic, expanded catering operations and high overall guest satisfaction scores.
Why Schlotzky’s?
Matzke said he was drawn to Schlotzsky’s for several reasons, chief among them the bread – baked fresh daily rather than using pre-made dough discs like other chains.
“It starts with quality ingredients and a quality process,” he said. “Real flour and yeast, mixing the dough, proofing the dough, freshly baked in the oven – and that’s what our guests get. There are no preservatives in our bread.”
Another factor in his decision to choose Schlotzsky’s, Matzke said, was understanding the competition.
By visiting other restaurants, he said he quickly identified how the brand could stand out – both for dine-in and to-go customers.
“The Schlotzky’s sandwich was substantially more food, and at the time – especially coming out of COVID-19 – restaurants were struggling with staffing, supply chain issues, dialing down on their portion size,” he said. “That meant ours was unique.”
Even at the corporate level, Matzke said Schlotzsky’s has chosen a hands-on approach to quality rather than cutting corners.
“They focused on not raising prices dramatically, while giving customers more value,” he said. “You’re starting to see that again with places bringing back the value menus, because after all, that’s what the customer wants. They’re tired of paying high prices for a meal that looks and feels subpar. That’s a big part of this brand and what we saw. It’s a quality product I can be proud of.”
Matzke said his prior franchise experience helped him ask the right questions during initial talks with corporate leaders before signing on.
“I felt then, and continue to feel that Schlotzky’s gives me the exact level of support that I need,” he said. “They visit a couple of times a year, and they have a tremendous level of trust in their franchisees. When I have an issue, someone answers the phone. It’s the perfect balance, being able to run my own business while also having a strong support system behind me.”
An award-winning team
Matzke said he credits his years in hospitality – managing labor, controlling food costs and delivering top-notch service – for some of his success, but his staff is the real reason he earned Franchisee of the Year.
“Part of the reason we even got this award is our commitment to our employees,” he said. “Sure, my name is on the award, but they did all the work. We have such a good team at both stores. Sally Ronsman, behind the counter in Green Bay, has worked here for 12 years, and people truly love her. I get asked almost every day by guests if I know how lucky I am to have her.”
Matzke said his management teams at Schlotzsky’s and Kastle Karts are responsible for the stores’ success, noting that investing in their growth has paid off in loyalty and strong performance.
When he needed to ramp up staff at the Green Bay location – from 12 to 20 employees – Matzke said he looked to his Kastle Karts team.
“Three days after I bought the restaurant, I sent a text message to 11 great employees I had from Kastle Karts, and within five days, all 11 of them were in here with a Schlotzky’s shirt on, ready to make sandwiches,” he said.
Matzke said his current Green Bay store general manager, Dawn Gallegos, and assistant general manager, Josh Zehms, began working with him at Kastle Karts when they were just 16.
“All my employees have shown up with a mentality of ‘what can we do to help?’ – and I think because of that, the award is 100% theirs,” he said. “I’ve always believed that if you focus on people, your business will grow and find success.”
Matzke said he hasn’t posted a job opening in more than a year, a rare feat in the quick-service industry.
He said he attributes that to his team’s culture – employees enjoy their work, form strong friendships and take pride in supporting each other and the store.
“Having low turnover saves a lot of money and time and allows me to pay my employees more,” he said. “This means our guests see the same people, and that creates connection and relationships. When our Monday through Friday lunch guests come in, they know exactly who they’re going to see.”
Matzke said the strong team culture also boosts customer confidence, knowing that a fully staffed, well-trained team means faster service and a better dining experience.
“I think that’s an advantage nowadays – to have a team that cares and works well together,” he said. “When customers see that, they’re apt to come back more often.”
Matzke said the energy in his Green Bay and Appleton locations is palpable, and it shows in the customer experience.
For his team, he said it is more than work – it’s pride.
“I look at Sally – she doesn’t let anything slip,” he said. “She’s going to make sure this dining room is clean. If something is wrong on a sandwich or delivery pick-up, she’s going to make it right.”
Leaning into his role
Matzke said he sees his role as supporting his employees, following a “flipped organizational pyramid” approach with leadership at the bottom.
Each day, he said he starts by calling both stores to check in and see how he can help.
Matzke said the “back-office boss” mentality has no place at either of his stores – noting that he doesn’t allow managers to just sit and give orders.
Taking the same hands-on approach when he’s in the stores, Matzke said he enjoys running food to tables and bussing them when customers are finished.
“Sure, these are franchise stores, but I’m a local owner – I live, eat and shop in town,” he said. “I don’t want to be a franchise owner where the financial bottom line is all anyone cares about. I like having a presence where my staff and customers know me and can reach out.”
Matzke said one of his favorite parts of the job is growing the catering side of the business, as it lets him meet local customers and personally thank them for their support.
As he looks to the future, Matzke said he sees expansion as the next step, using the success of his current stores to create opportunities for his team.
Franchisee Owner of the Year
Describing the past year as “phenomenal,” Matzke said the Franchisee of the Year honor reinforces everything his team has accomplished over the last five years.
In awarding the honor, Schlotzsky’s looks at 12 different categories, such as sales growth, traffic growth, catering growth, guest surveys and restaurant cleanliness.
In today’s digital age, Matzke said they also evaluate app downloads and usage, as well as the quality of third-party delivery from start to finish.
“They take so much into consideration, and we performed well in almost every category,” he said. “When I was talking to the corporate leadership of the brand, I said, ‘What makes us stand out is giving great customer service, caring about the food we put out, following Schlotzsky’s playbook and trusting that fully. After all, it’s made us successful.’”
Matzke said he draws inspiration from the book “Unreasonable Hospitality,” which focuses on surprising customers with thoughtful, unexpected service – like offering a complimentary Cinnabon when a sandwich needs to be remade.
“I never want the customer to feel like they’re the burden if something isn’t right,” he said. “We’re going to go over the top to make it right.”
Matzke said great service isn’t just about correcting mistakes.
When a catering client returned from maternity leave, he said the general manager at the Appleton store personally sent a box of Cinnabons with congratulations and well wishes for her family.
“Did we have to do that?” he said. “No, but she is a great customer, and we appreciate her. To me, that’s over-the-top hospitality and going out of the way to make someone’s day.”
Matzke said the award is especially meaningful because his Green Bay and Appleton locations are outliers for a brand strong in the South.
With smaller markets and fewer big-ad opportunities, he said success comes from focusing on what keeps customers coming back.
Though he has never focused on awards – prioritizing business growth, challenging his team and pushing the stores to their full potential – Matzke said as performance stats climbed, the team quietly began talking about the possibility of national recognition.
Quarterly rankings, he said, kept everyone motivated, and the drive to stay at the top led to a deep dive into the data, refining every part of the operation.
“[Winning the award] validates the work our team has put in over the past few years and motivates us to keep building,” he said. “We’re excited about the opportunity to expand and are exploring plans to open additional locations in Northeast Wisconsin within the next one to two years.”
