From Busboy to Franchise Owner

For Rabi V, a longtime restaurant operator and franchise owner, it started with a love for tennis — and a need to make ends meet.

As a young man in the 1980s, Rabi spent his days on the tennis court pursuing his passion. But passion alone wasn't paying the bills. To earn extra money and make sure he had meals before and after practice, he took a job at a hotel restaurant. What seemed like a practical decision quickly became something much more.

"I fell in love with the process," Rabi recalls.

He started by bussing tables and setting up breakfast stations before dawn. He greeted guests, helped solve problems, and learned firsthand how every role contributed to the customer’s experience. The fast-paced environment, the teamwork, and the daily challenges sparked something in him. That's when he realized hospitality wasn't just about serving food. It was about serving people. Helping someone have a better day. Solving problems. Working together. That's what hooked him.

Betting on a Dream

As a teen, Rabi made a decision that would shape the rest of his life. On Christmas Day, he and a few friends packed their belongings and headed west to California in pursuit of opportunity. What sounded adventurous quickly became a lesson in resilience. They hadn't considered that nearly everything across the country would be closed for the holiday. The three-day journey was marked by little food, dwindling gas, and plenty of uncertainty. Looking back, it was just the first of many moments that would test him.

In California, he continued playing tennis while working evenings as a Domino's delivery driver. His work ethic and curiosity quickly earned him promotions, eventually making him a team manager in Inglewood, California. It was there that he became fascinated by the franchise model. Every process had a purpose, and every system was designed to help operators succeed. Before long, he knew he wanted to own a restaurant himself.

By age 22, he purchased his first Domino's franchise. Then disaster struck. A major California earthquake devastated the business and wiped out everything he had built. For many people, that might have been enough to walk away. For Rabi, it was a setback, but not the end of the story.

Building Through Change

Shortly afterward, Rabi relocated to San Diego and joined Taco Bell, where he spent five years growing from assistant store manager to area manager. During that time, he helped improve operations and make restaurants run more efficiently.

His reputation eventually caught the attention of Jack in the Box. What began as a leadership opportunity grew into something much larger. Rabi moved into roles supporting restaurants across North Los Angeles, Hawaii, Texas, and Arizona, supporting more than 400 locations at one point. The experience gave him a front-row seat to what separated successful restaurants from the ones that struggled.

When Jack in the Box began refranchising company-owned locations in the mid-2000s, Rabi saw an opportunity. He purchased his first group of restaurants and later expanded to 47 Jack in the Box’s, building the foundation of the business he operates today.  

Today, his portfolio includes:

• 6 Jack in the Box locations
• 17 Del Taco locations
• 14 Pizza Hut locations

Even with dozens of restaurants to oversee, Rabi still likes to stay close to the business. His mornings often begin with a cup of coffee and a review of performance metrics across every location. Even while traveling, he keeps a close eye on sales, operations, and opportunities for improvement.

"I enjoy looking at the numbers," he says.

Investing in the Future

These days, Rabi spends just as much time helping others succeed as he does growing his own business.

Having recently completed eight years as President and Chairman of the National Franchise Association (NFA), he now serves as Secretary and Board Member. He continues to help emerging franchisees navigate challenges and build stronger businesses while actively supporting marketing initiatives and industry advocacy efforts.

Within his own organization, he encourages his teams to think ahead, anticipate challenges, and prepare for future growth. Whether it's investing in new technology, updating equipment, or improving day-to-day operations, Rabi believes there's always room to get better. He also believes some of the best ideas come from the people closest to the work.

"The people in the field see what's happening every day," he says. "They're often the ones who know how to make things better."

That mindset has guided many of his business decisions, including acquiring underperforming restaurants that others might overlook. When evaluating a potential acquisition, he asks three key questions:

1. Can we operate it better than it is being run today?
2. Can we manage the risk involved?
3. Do we have the patience and resources to turn it around?

His acquisition of Del Taco locations in Colorado reflects that philosophy. After previous ownership struggled and locations closed, Rabi saw potential where others saw problems. Through better training, stronger marketing, and investments in digital capabilities, he continues to rebuild the business and reconnect with customers. It didn't happen overnight. But with patience and the right investments, the business found its footing again.

When Crisis Strikes

Running dozens of restaurants means knowing that challenges will come. One of the biggest came in July 2022. On a Saturday afternoon, Rabi received a phone call informing him that one of his restaurants was on fire. The blaze began when extreme heat caused a rooftop electrical junction box to overheat and ignite nearby insulation. The fire spread between the roof and false ceiling, making it difficult for firefighters to locate. By the time seven fire trucks arrived, and crews began opening walls and ceilings to find the source, the damage had become extensive.

"It looked like a war zone," Rabi remembers.

Once the fire was out, a different kind of uncertainty set in. What happens next? That's why the first phone call mattered.

More Than a Policy

After reporting the claim, Rabi connected with Chad from Intrepid Direct Insurance. What stands out to him years later isn't the paperwork, timelines, or policy details. It's how he was treated.

From the first conversation, Rabi says Chad made him feel confident that everything was going to be okay. Through emails, phone calls, and text messages, the communication stayed consistent and personal throughout the claims process. For Rabi, that's the difference between simply having an insurance policy and knowing you're supported when something goes wrong.

When asked what he remembers most, he doesn't talk about premiums or policy details. He remembers the people.

"I don't remember the premium," he says. "I remember the relationships and the great interactions I've had with Intrepid."

Built on Relationships

Throughout his career, Rabi has weathered earthquakes, economic uncertainty, operational challenges, and unexpected setbacks. Every challenge reinforced something he learned early in the restaurant business: you don't build a business alone. It takes great employees. Loyal customers. Trusted mentors. And a team you can count on when it matters most.

Looking back on decades in the restaurant industry, from bussing tables and chasing tennis dreams to owning and operating dozens of franchise locations, one thing stands out. Resilience helped Rabi build his business. The people he trusted helped him keep moving forward.

At Intrepid Direct, we believe great businesses deserve insurance that goes beyond a policy. Rabi’s story reflects our commitment to personal service, trusted relationships, and being there when it matters most. When the unexpected happens, you deserve to know someone is there for you. See what going direct with Intrepid Direct can mean for your business.