Humble Beginnings at Friendly’s

When teenager Amol Kohli took a summer job at Friendly’s in Philadelphia in 2003, earning about $5 an hour, his aim was simple some extra cash and a line on his college resume. What he didn’t expect was that two decades later, he would acquire the entire company. In July 2025, his investment firm Legacy Brands International bought the parent company BRIX Holdings (which owns Friendly’s plus six other restaurant brands), making Kohli chairman of its board. 

 

Early Years: From Waiter to Franchisee

At age 15, Kohli began working at Friendly’s, scooping ice-cream, washing dishes and serving tables. “I did any job my manager needed,” he said.   While studying at Drexel University (double majoring in finance and marketing), he worked summers at Friendly’s learning payroll, food‐costs, operations and franchisee support. After graduating in 2011, instead of a traditional finance job, he remained with the chain as a regional manager and later bought his first franchise using savings and loans. 

 

Full Circle: Acquiring the Parent Company

In July 2025, Legacy Brands International, led by Kohli, announced the acquisition of BRIX Holdings in a deal covering Friendly’s and six restaurant brands including Clean Juice, Red Mango, Orange Leaf, Humble Donut Co. and others.   This move elevated Kohli from being a multi-unit franchisee (owning 30+ Friendly’s locations on the U.S. East Coast) to leading the entire franchise network and affiliated brands. Kohli continues to manage his existing units while stepping into the role of Chairman of BRIX.

 

Vision & Strategy: Modernising and Growing the Brand

Under Kohli’s leadership, Friendly’s plans to modernise and expand: revamping the mobile app, enhancing guest experience, upgrading franchise partnerships and entering new markets such as Georgia, Texas and the Carolinas.   Friendly’s footprint has shrunk from over 800 outlets in the 1990s to about 100 today; Kohli aims to reverse that decline through strategic growth and revitalisation of the brand.

 

Redefining Service Jobs into Careers

What stands out in Kohli’s journey is his belief that restaurant jobs aren’t just temporary gigs they can lead to major leadership roles. “This is one of the few industries where you can literally start from washing dishes and work your way up to CEO,” he said in an interview.   On his executive team many started as dishwashers or cooks under his franchise network. His philosophy: “No job is too big or too small. If you’re going to tell somebody to do something, be prepared to show them how to do it yourself.”

 

Why This Story Matters

Kohli’s story is inspiring for several reasons:

It shows how hands-on experience and rising through the ranks within one brand can lead to real business ownership.

It demonstrates that multi-unit franchisees can become parent-company owners, shifting from operators to strategic leaders.

It signals a shift in the restaurant franchising landscape where operational know-how and brand ownership can converge.
For aspiring entrepreneurs and service-industry workers, his journey validates that restaurant jobs can be stepping stones to major achievements.

 

Challenges Ahead & What to Watch

Despite the achievement, Kohli faces real challenges: reviving a brand in decline, competing in a saturated food-service market, adapting to changing consumer behaviour post-pandemic and scaling into new regions. The broader restaurant industry is also grappling with inflation, labour shortages and evolving dining habits. Kohli’s ability to modernise operations, upgrade technology and recruit franchisees will be critical. 

 

Final Thoughts

From scooping ice cream at age 15 for $5 an hour to owning the parent company of a 90-year-old restaurant chain plus six other brands, Amol Kohli’s journey is full circle. It stands as a testament to perseverance, operational insight and ambition. As he leads Friendly’s into its next chapter modernised, expanded and revitalised his story will likely motivate many others to view their first service jobs not merely as temporary stops, but as career foundations.