I’m thrilled to sit down with Ian Bruggeman, the newly appointed Chief Financial Officer at Toppers Pizza. With a robust background in finance, franchise development, and operational leadership in the restaurant industry, Ian brings a wealth of experience from his previous roles, including financial planning and analysis at Naf Naf Grill. His appointment comes at a pivotal time for Toppers Pizza as the brand aims to expand its franchise network and enhance its operational framework. Today, we’ll dive into what drew him to this iconic pizza brand, his vision for growth, and how he plans to leverage his expertise to drive success.
Can you share what initially attracted you to Toppers Pizza as a company?
I was really drawn to Toppers because of the incredible passion within the leadership team. Their dedication to the brand and vision for growth was infectious. On top of that, the product itself—fresh, handmade, and loved by guests—stood out as something special. I also saw Toppers as an iconic brand with a reputation for quality and innovation, and the chance to help take it nationwide was an opportunity I couldn’t pass up.
What excites you most about stepping into the Chief Financial Officer role at Toppers?
Honestly, it’s the chance to be part of a brand at such a dynamic stage. I’m excited to tackle challenges like refining our unit economics and finding ways to optimize costs without compromising quality. More than that, I see this role as a way to strategically partner with the team to shape the future of Toppers, ensuring we’re set up for sustainable growth while staying true to what makes us unique.
You’ve mentioned Toppers has a unique culture and energy. Can you elaborate on what that means to you?
Absolutely. From the moment I joined, I felt this vibrant energy that permeates the entire organization. It’s a culture built on boldness and creativity, whether it’s in how we craft our menu or engage with our guests. This spirit not only motivates the team but also translates to the customer experience, making every interaction with Toppers feel fresh and exciting.
As you focus on expanding the franchise network, what’s your vision for that growth?
My vision is to strategically grow our footprint in a way that aligns with our brand values. We’re looking at markets where there’s a strong demand for quality pizza and a fit with our bold attitude. It’s about finding the right partners who share our passion and ensuring they have the tools and support to thrive as part of the Toppers family.
Another key area for you is enhancing support for store operators. Can you explain how you plan to approach that?
Supporting our store operators is a top priority. I want to make sure they have access to resources that help streamline operations, from better training programs to improved supply chain efficiencies. It’s about listening to their day-to-day challenges and balancing those needs with our broader corporate goals, so everyone is moving forward together.
You’re also tasked with improving unit economics, particularly prime costs and buildout expenses. Can you break down your strategy for that?
Sure. With prime costs, it’s about closely analyzing food and labor expenses to find efficiencies without cutting corners on quality. For buildout expenses, the goal is to work with vendors and design teams to create cost-effective store models that still deliver the Toppers experience. It’s a balancing act, but with the right data and partnerships, we can make significant strides.
Given your background in financial planning and analysis, how do you plan to use data to drive decisions at Toppers?
Data is at the heart of everything I do. I plan to use it to uncover trends, forecast performance, and identify areas for improvement. In past roles, I’ve used data to pinpoint operational bottlenecks and drive better outcomes, and I’ll do the same here. My focus is also on making complex data accessible—translating it into actionable insights that everyone on the team can use, not just the finance folks.
With experience in both consulting and operational leadership in the restaurant sector, how do those roles prepare you for this position?
My time in consulting gave me a big-picture perspective on strategy and problem-solving, while my operational leadership experience—especially at Naf Naf Grill—taught me the nitty-gritty of running a restaurant business. I learned how to bridge the gap between financial goals and on-the-ground realities, which helps me make decisions that are both strategic and practical for Toppers.
Looking ahead, what is your forecast for the future of Toppers Pizza and the broader pizza industry?
I’m incredibly optimistic about Toppers. We’re well-positioned to carve out a bigger space in the market with our unique offerings and digital-first approach. As for the broader pizza industry, I think we’ll see continued innovation in technology and menu diversity to meet evolving customer demands. For Toppers, it’s about staying ahead of those trends while keeping our bold, guest-focused identity at the core of everything we do.
