Driven Brands Strategy and Business Model

Executive Overview

Driven Brands is a multi-brand automotive services company focused on the vehicle aftermarket. Headquartered in Charlotte, North Carolina, the company operates and franchises brands across quick oil change, routine maintenance and repair, collision repair, paint, and auto glass. Its roots trace back to Meineke in 1972, but the current company was assembled over time through acquisitions and brand development under a portfolio model. In recent investor materials, Driven Brands has described itself as the largest automotive services company in North America, with a network of more than 5,000 locations across the United States, Canada, and selected international franchise markets. The center of gravity today is Take 5 Oil Change, a convenience-led, higher-frequency format, complemented by more episodic but higher-ticket brands such as Meineke, Maaco, CARSTAR, ABRA, and Auto Glass Now. Strategically, Driven Brands has been shifting toward essential, recurring vehicle services, simplifying the portfolio, and using scale in procurement, real estate, training, and shared services to support both company-operated and franchised locations. That mix matters because franchise royalties and fees are relatively asset-light, while company-operated stores can produce faster growth but require more capital and tighter operational control. In FY2024, Driven Brands reported #N/A of revenue.

Driven Brands at a Glance

Logo
Common name	Driven Brands
Full legal name	Driven Brands Holdings Inc.
Headquarters	Charlotte, North Carolina, United States
Ownership	Public company; Roark Capital-affiliated entities have remained the most important controlling shareholder in recent proxy materials following the 2021 IPO.
Ticker	DRVN
Exchange	NASDAQ
Market Cap	$2.05B
Revenue (FY2024)	#N/A
Founding / major historical milestones	Roots trace to Meineke in 1972; expanded into a multi-brand automotive services portfolio through acquisitions including Take 5, CARSTAR, ABRA, International Car Wash Group, and Auto Glass Now; IPO in 2021.
Industry or industries	Automotive aftermarket services; franchising; quick lube; maintenance and repair; collision repair; auto glass
Key products or services	Oil changes, preventive maintenance, mechanical repair, paint and body work, collision repair, windshield replacement and repair, franchise support, and selected parts distribution/platform services
Geographic footprint	Primarily the United States and Canada, with additional franchised locations in select international markets
Business segments as officially reported	Maintenance; Paint, Collision & Glass; Platform Services
Company website	https://www.drivenbrands.com

1. What Is the Strategy of Driven Brands?

Driven Brands’ public materials point to a strategy built around essential automotive services, network scale, and a mixed model of company-operated growth plus franchise royalties. Using the Playing to Win framework, the strategy can be expressed as follows.

1. 1a. What is the winning aspiration of Driven Brands?

   Driven Brands’ implied winning aspiration is to be the preferred scaled platform for essential automotive services in North America: one that wins on convenience, trust, local density, and strong unit economics. In recent filings and investor communications, management has emphasized profitable growth, same-store sales, unit expansion, cash generation, and debt reduction rather than a single headline revenue target.

   The company’s 2024 portfolio actions are important here. The decision to move away from the U.S. car wash business suggests that winning, for Driven Brands, is not simply owning the most vehicle-service categories. It is concentrating capital and management attention in categories where demand is more recurring, services are more clearly needs-based, and the company believes returns on capital are more attractive.

2. 1b. Where does Driven Brands play?

   Driven Brands plays in the automotive aftermarket, primarily in services tied to the large and aging light-vehicle population in the United States and Canada. It focuses on categories where customers need local service execution: oil changes and preventive maintenance, general repair, paint and body work, collision repair, and auto glass.

   Its customer set is broader than just individual drivers. Depending on the brand, it also serves insurance carriers and claims administrators, fleet operators, and franchisees. Geographically, the business is still overwhelmingly North America-centered, with international expansion mainly occurring through franchising rather than heavy direct investment.

3. 1c. How does Driven Brands plan to win?

   Driven Brands appears to plan to win through a combination of convenience, local-brand trust, network scale, and portfolio economics. Take 5 Oil Change competes on speed and ease of use; other brands compete on reputation, insurance relationships, service breadth, and a recognizable local storefront. The company also benefits from not having to rely on a single end market: high-frequency maintenance balances less frequent but higher-ticket collision, paint, and glass work.

   Another part of the recipe is operating model design. Franchise-heavy brands such as Meineke, Maaco, and CARSTAR can generate higher-margin fee streams and local entrepreneurship, while company-operated formats such as Take 5 can give Driven Brands more direct control over growth, pricing, and operations. Scale across the portfolio can then support procurement, training, real estate, marketing, and shared services.

4. 1d. What capabilities must Driven Brands have in place?

   To execute this strategy, Driven Brands needs several capabilities that are hard to build all at once. First is site selection and unit development, especially for Take 5, where real estate quality and local traffic patterns directly affect returns. Second is technician recruiting, training, and operating discipline, because service throughput, safety, and customer trust depend on front-line execution.

   Third is franchise system management: brand standards, field support, local marketing, economics, and franchisee engagement. Fourth is procurement and supply management across lubricants, filters, parts, paint, and glass. Fifth is insurance and referral-channel management in collision and glass. Finally, because the company has grown by acquisition, integration and portfolio management are essential capabilities as well.

5. 1e. What management systems does Driven Brands require?

   Driven Brands needs management systems that can balance local execution with portfolio oversight. In practical terms, that means store-level metrics such as car count, average ticket, labor productivity, same-store sales, repair cycle time, customer satisfaction, and safety, combined with franchise scorecards and brand-standard compliance systems.

   At the corporate level, it also requires disciplined capital-allocation processes. Because the business mixes company-owned stores, franchised units, and acquisition-led expansion, management systems around leverage, cash flow, new-store returns, and portfolio simplification are strategically important. That is especially visible in the company’s recent emphasis on deleveraging and focusing capital on businesses that fit the core strategy more tightly.

2. What Are the Current Strategic Initiatives of Driven Brands?

• Sharpening the portfolio around essential services. A defining 2024 move was the announced sale of the U.S. car wash business. The strategic message behind that step was clear: Driven Brands wants to focus more tightly on maintenance and repair categories where demand is more recurring, less discretionary, and more aligned with its core operating strengths.
• Continuing to scale Take 5 Oil Change. Take 5 has become the company’s most important growth engine. Management has consistently highlighted new-unit development, same-store sales, and improved store-level execution in this brand because quick lube combines repeat traffic, strong consumer convenience, and a large white-space opportunity in a fragmented market.
• Improving operational execution in maintenance. Beyond opening stores, Driven Brands has been working on basics that materially affect economics: technician productivity, service throughput, pricing discipline, menu penetration, and store-level labor management. For a format like Take 5, small improvements in speed and conversion can have a meaningful impact on margins and returns.
• Building out Paint, Collision & Glass. Brands such as Maaco, CARSTAR, ABRA, and Auto Glass Now give Driven Brands exposure to larger repair tickets and insurer-linked demand. The strategic initiative here appears to be network density, referral relationships, and operating consistency, especially in categories where repair cycle time, claims approvals, and parts availability strongly influence customer satisfaction and profitability.
• Using shared scale across brands. The portfolio model only works if shared services create real value. Driven Brands has emphasized scale benefits in procurement, real estate, training, analytics, and back-office support. That is especially important in a business with many local units and a mix of company-operated and franchised stores.
• Deleveraging and capital discipline. Balance-sheet management has been a prominent theme. The 2024 portfolio move involving car wash was also a finance and capital-allocation initiative: simplify the story, reduce debt, and preserve capacity to invest behind the highest-priority businesses.

3. What Is the Business Model of Driven Brands?

What customers actually buy

Driven Brands sells local vehicle services. Depending on the brand, the customer is buying a fast oil change, preventive maintenance, mechanical repair, collision repair, paint work, or windshield replacement. The company also monetizes its brands and operating systems through franchising, so some revenue comes not from the end driver but from franchisees that pay royalties, fees, and other system-related charges.

Recurring or repeat-driven versus one-time

The most repeat-driven part of the model is maintenance. Oil changes and related preventive services recur regularly, which makes Take 5 strategically important. Meineke also benefits from recurring repair and maintenance needs, though visit frequency is lower and more variable. Collision, paint, and glass are more episodic: customers usually show up because of an accident, cosmetic need, or windshield damage. Those categories can still be resilient, but they are not as predictable at the individual-customer level.

How pricing power works

Pricing power is real but not unlimited. In maintenance, Driven Brands can push price through convenience, speed, trust, location, and service mix, but consumers can compare alternatives easily. In collision and glass, pricing is often influenced by insurance relationships, repair protocols, and local competition, which can restrain pure price-led margin expansion. Procurement scale matters because cost control is often more durable than aggressive pricing.

Why the business mix matters

The mix between franchised and company-operated revenue is central to understanding Driven Brands. Franchise royalties and fees are generally high-margin and relatively asset-light. Company-operated stores, by contrast, can produce more revenue growth and tighter control but require labor, working capital, and capital expenditure. The category mix matters too: maintenance brings repeat visits, while collision, paint, and glass add ticket size and insurer-linked demand.

What drives gross margin, operating margin, and cash generation

Gross margin is influenced by service mix, technician productivity, and input costs such as lubricants, filters, parts, paint, and glass. Operating margin depends on whether stores can maintain throughput and labor efficiency while spreading fixed occupancy and overhead costs. Cash generation benefits from the asset-light franchise model and from mature stores, but it is offset by new-store investment and, at times, acquisition integration.

Revenue model

Driven Brands has a hybrid revenue model:

• Retail service revenue from company-operated locations
• Franchise royalties and fees from franchised brands
• Product and service revenue tied to platform businesses and selected distribution/support activities
• Occasional acquisition-related portfolio changes that reshape where revenue comes from over time

That hybrid structure is one reason the company does not behave like a pure franchisor or a pure store operator; it is a portfolio operator with multiple economic engines.

4. What Products and/or Services Does Driven Brands Sell?

Driven Brands sells automotive services through a portfolio of consumer-facing and business-support brands.

• Take 5 Oil Change: Quick oil changes and related preventive services in a convenience-led format built around fast throughput and a stay-in-your-car customer experience.
• Meineke Car Care Centers: General maintenance and repair, including brakes, exhaust, diagnostics, and other common repair needs.
• Maaco: Automotive painting and body work, including value-oriented paint jobs and cosmetic repair.
• CARSTAR and ABRA: Collision repair and insurance-related body repair services.
• Auto Glass Now and related glass activities: Windshield repair and replacement, often linked to insurance claims and increasingly to recalibration-related workflow after glass replacement.
• Platform Services: Selected support and adjacent businesses, including areas such as parts distribution and other services that support the network.

From a strategic standpoint, Take 5 appears to be the company’s most important growth brand because it combines repeat demand with direct operating control and new-unit expansion potential. Legacy franchise brands such as Meineke and Maaco remain important because they extend network reach, diversify demand, and contribute franchise-driven economics. Collision and glass matter because they deepen exposure to insurance-linked repair categories and can raise average ticket size.

5. What Are the Key Competitors or Peers of Driven Brands?

In many local markets, however, the largest practical competitors are not national chains but fragmented independents: local garages, body shops, paint shops, and glass operators. That fragmentation is important because it creates room for scaled brands like Driven Brands to compete on convenience, trust, marketing, procurement, and operating systems.

6. What Is the Marketing Strategy of Driven Brands?

Driven Brands does not market as a single consumer brand in the way a monobrand retailer would. Its marketing strategy is brand-specific and local. Take 5, Meineke, Maaco, CARSTAR, ABRA, and Auto Glass Now each solve a different customer problem, so the message, media mix, and buying trigger vary by brand.

For Take 5, the marketing proposition is convenience, speed, and low-friction service. For Meineke, the message is broader repair trust and neighborhood presence. Maaco leans on affordability and brand familiarity in paint and body work. CARSTAR, ABRA, and glass brands depend more heavily on referral channels, insurer relationships, local reputation, and review quality than on mass-media advertising alone.

Because so much demand starts with local search and urgent need, local digital discovery appears especially important. In practical terms, that means store visibility in search, ratings and reviews, location convenience, and promotions. In franchise brands, marketing also appears to rely on a combination of national brand support and local-store execution. Overall, marketing is an important supporting capability rather than the company’s sole differentiator; operations, convenience, and network density matter just as much.

7. What Are the Key Customer Segments of Driven Brands?

• Individual vehicle owners: The broadest customer base. These customers buy oil changes, maintenance, repair, paint, and glass services at the local level.
• Insurance-linked customers: In collision and glass, the end user may be the driver, but repair flow is often shaped by insurance carriers, claims administrators, and referral programs.
• Fleet operators: Commercial fleets can matter in maintenance, repair, and glass because they value uptime, broad geographic coverage, and standardized service.
• Franchisees: For franchised brands, franchisees are an important customer group for brand systems, training, support, and ongoing operating infrastructure.
• Commercial and wholesale accounts: Certain platform businesses and support activities serve shops or other business customers rather than end consumers.

Driven Brands is more diversified than a single-format service chain because it sells into several automotive demand pools. Still, it has meaningful exposure to consumer vehicle maintenance on one side and insurer-influenced collision and glass demand on the other.

8. What Is the Sales Model of Driven Brands?

Driven Brands sells primarily through physical locations rather than through centralized e-commerce. Its sales model varies by service line.

• Company-operated retail stores: Especially important in Take 5, where customer acquisition, pricing, and operating execution are managed directly by the company.
• Franchised stores: A large portion of the network reaches customers through franchisees, particularly in legacy brands such as Meineke, Maaco, and CARSTAR.
• Insurance and referral channels: In collision and glass, work often comes through direct repair programs, insurer referrals, and claims-related workflows.
• Fleet and national accounts: Certain customer groups buy on a multi-location basis and value standardization across regions.
• Business-to-business channels: Platform Services can include sales to other businesses in the automotive ecosystem, not only end drivers.

This channel structure affects growth and margins. Direct company-operated sales can accelerate revenue but carry more labor and occupancy risk. Franchise channels can scale more capital-efficiently. Insurance-linked sales can add volume and credibility but can also constrain pricing and add process complexity. For consultants, that mix creates interesting opportunities in channel design, franchise support, and local-market growth.

9. In What Geographies Does Driven Brands Operate?

Driven Brands is primarily a North American company. The United States is the core market for both revenue and location count, with Canada adding meaningful presence in several brands. The company also has a smaller international footprint through franchising and master-franchise arrangements in selected markets outside North America.

Operationally, the footprint is service-center based rather than plant based. What matters are local service locations, field support teams, franchise support infrastructure, training, and brand oversight rather than factories. Corporate headquarters is in Charlotte, North Carolina, while the operating network is widely dispersed across local markets.

That geographic mix is strategically sensible. Automotive services are local, but the company still gains from national-scale procurement, branding, and operating systems. The result is a business that is geographically broad in storefront presence but still concentrated economically in North America.

10. Who Are the Owners of Driven Brands?

Driven Brands is publicly traded on Nasdaq under the ticker DRVN. As of recent proxy materials, Roark Capital-affiliated entities remained the key controlling shareholder. That is consistent with the company’s history as a Roark-backed portfolio business that came public in 2021.

Beyond the controlling holder, the shareholder base includes large institutional investors common to public U.S. equities, such as index managers and active asset managers. Those investors are economically important but do not appear to have control comparable to Roark’s position.

11. How Is Driven Brands Organized?

Driven Brands is organized as a holding company over multiple operating subsidiaries and franchise systems. From a practical standpoint, it is run as a multi-brand portfolio rather than as a single homogeneous chain.

Its current reporting structure centers on three segments:

• Maintenance — including the company’s quick-lube and maintenance activities
• Paint, Collision & Glass — including Maaco, CARSTAR, ABRA, Auto Glass Now, and related activities
• Platform Services — selected support and adjacent businesses serving the broader network and automotive ecosystem

Within those segments, the organizational model combines brand-level operating teams, franchise support teams, and central functions such as finance, real estate, procurement, technology, marketing, and human resources. That matters because the brands need enough autonomy to fit their markets, but the corporate center needs enough control to extract scale benefits.

12. How Does Driven Brands Operate?

Quick maintenance and repair

In quick lube and maintenance, Driven Brands operates a high-volume local service model. The critical daily tasks are attracting traffic, staffing technicians, managing service time, sourcing lubricants and filters, upselling appropriate preventive services, and keeping bays productive. Throughput matters a great deal: a store that can safely handle more cars per day has much better economics than one that cannot.

Collision, paint, and glass

Collision, paint, and glass are more operationally complex. Work starts with estimate intake and customer communication, then moves through parts sourcing, insurer approvals where applicable, labor scheduling, repair execution, quality checks, and delivery. Here, the key drivers are cycle time, technician skill, claims process discipline, and the ability to secure the right parts and materials quickly.

Franchise support and shared services

Because much of the network is franchised, Driven Brands also operates as a systems and support company. It has to recruit franchisees, approve sites, train operators, uphold brand standards, support local marketing, and provide procurement and other services. Shared services matter because they are part of the economic logic of the portfolio: local stores do the servicing, while the corporate platform helps standardize and scale the system.

13. What Are the Growth Opportunities for Driven Brands?

• Further Take 5 Oil Change expansion: The most obvious growth opportunity is continued unit development and share gains in quick lube, a still-fragmented market where convenience can win.
• Same-store sales improvement: Better service mix, pricing discipline, customer retention, and local marketing can raise revenue without requiring new locations.
• Collision and glass adjacencies: Growth in auto glass, calibration-related workflow, and insurance-linked repair can add higher-ticket revenue streams.
• Franchise densification: Legacy brands still offer opportunities to improve franchise economics, market coverage, and local execution.
• Selective acquisitions: The automotive services market remains fragmented, which means tuck-in acquisitions and network-building deals can still be relevant if balance-sheet capacity allows.
• Cross-brand scale benefits: Shared procurement, analytics, labor practices, and back-office simplification can improve margins even if top-line growth is moderate.
• International franchising: This is likely a smaller opportunity than North American growth, but it can add capital-light expansion where brand fit exists.

The main constraints are also clear. Labor availability matters in every service line. Insurer pressure can affect collision and glass economics. Leverage limits capital flexibility. And over the very long term, powertrain mix changes, including electric-vehicle adoption, could affect some maintenance categories, even though the transition in the vehicle fleet is gradual.

14. What Is the History of Driven Brands?

Driven Brands’ roots trace to Meineke, founded in 1972. Over time, under Roark Capital ownership, the business expanded from a smaller set of franchised automotive brands into a broader automotive services portfolio.

During the 2010s and early 2020s, the company used acquisitions and brand integration to build scale across several categories. That expansion added a faster-growing quick-lube platform in Take 5, broadened collision repair through CARSTAR and ABRA, added platform and distribution capabilities, and expanded into glass and, for a period, car wash.

Driven Brands went public in 2021, listing on Nasdaq under the ticker DRVN. As a public company, it continued to shape the portfolio, including the acquisition of Auto Glass Now and the strategic reevaluation of car wash. In 2024, the announced sale of the U.S. car wash business marked an important inflection point, signaling a sharper focus on essential automotive service categories and balance-sheet improvement.

15. What Are the Key Suppliers to Driven Brands?

Suppliers matter meaningfully to Driven Brands because most of its services depend on reliable access to consumables, replacement parts, and specialized materials. The key supplier categories include:

• Lubricants, filters, and shop consumables for quick lube and maintenance
• Replacement parts and components for mechanical repair and collision work
• Paint and refinish materials for Maaco and collision businesses
• Auto glass and related tools for windshield repair and replacement
• Software, payments, and operating systems that support store-level workflow and customer transactions
• Landlords and real-estate partners for local service sites

The supplier structure matters strategically because service businesses can lose volume quickly if they cannot get the right parts or materials on time. In addition, procurement scale is one of the reasons a multi-brand platform can outperform independent shops. Public disclosures do not appear to make a single named supplier the center of the story; the bigger issue is category sourcing, availability, and purchasing leverage across thousands of service points.

16. What Are the Key Brands Owned by Driven Brands?

Branding is strategically important at Driven Brands because automotive services are local, trust-based, and often urgent. The company’s major brands each occupy a different service occasion.

• Take 5 Oil Change: A speed-and-convenience brand built around quick preventive maintenance. This appears to be the company’s most important growth brand.
• Meineke Car Care Centers: A broad maintenance and repair brand with longstanding consumer recognition.
• Maaco: A well-known automotive paint and body brand with value-oriented positioning.
• CARSTAR: A collision repair network oriented toward insurance-linked and referral-driven repair.
• ABRA: A collision repair brand that broadens the company’s repair presence.
• Auto Glass Now: A glass-focused brand that expands Driven Brands into windshield repair and replacement.
• 1-800-Radiator & A/C and other platform brands: Support businesses that broaden the company’s reach beyond pure consumer storefront service.

Historically, car wash also became part of the portfolio through acquisition, but the company’s 2024 decision to exit the U.S. car wash business showed that not every brand category is equally strategic. The portfolio today is more clearly centered on essential maintenance and repair.

17. How Does the Supply Chain of Driven Brands Function?

Driven Brands’ supply chain is less about factory manufacturing and more about service readiness. The company has to keep local stores supplied with the materials and parts required to complete work quickly and consistently.

In quick lube, the supply chain is relatively simple but high-frequency: lubricants, filters, and common consumables must be replenished efficiently so stores can maintain throughput. Inventory per location is manageable, but stockouts directly disrupt service capacity.

In collision, paint, and glass, the supply chain is more complex. Jobs require exact parts matching, paint materials, glass availability, and, in some cases, insurer-approved processes. Repair cycle time can deteriorate quickly if sourcing falters. That makes procurement reliability, distributor relationships, and scheduling discipline strategically important.

Driven Brands also benefits from having platform capabilities and scale across brands. Even if the end service is local, the economic advantage often comes from central sourcing, negotiated purchasing terms, and repeatable replenishment processes.

18. What Is the Finance Strategy of Driven Brands?

Driven Brands’ finance strategy appears to revolve around three goals: fund growth in the highest-return formats, preserve cash generation, and reduce leverage. The company’s hybrid model shapes this directly. Franchise royalties and fees provide attractive cash characteristics, while company-operated growth formats such as Take 5 require more capital but can offer stronger long-term expansion potential.

Balance-sheet management has been especially important. Driven Brands has historically carried meaningful leverage, which is common for businesses coming out of private-equity ownership and acquisition-led expansion. The 2024 portfolio move involving the U.S. car wash business was therefore not just a strategy choice; it was also a finance choice designed to simplify the company and support deleveraging.

At a high level, capital allocation appears to prioritize:

• Organic growth in strategic formats, especially maintenance
• Selective acquisitions where they fit the portfolio and balance sheet
• Debt reduction and financial flexibility
• Operating margin improvement through scale and shared services

Driven Brands has not generally been positioned as a dividend-led equity story. Reinvestment, integration, and balance-sheet management appear more central than large cash returns to shareholders.

19. What Major Acquisitions Has Driven Brands Made?

Acquisitions have been central to how Driven Brands was built. Rather than growing from one format outward organically, the company assembled a portfolio of automotive service brands and then tried to create value through scale, cross-brand support, and category breadth.

The pattern is clear: Driven Brands has used M&A to add categories, build density, and diversify revenue streams. The more recent strategic emphasis, however, suggests that future portfolio shaping is likely to be more selective and more tightly tied to returns, recurring demand, and leverage.

20. How Companies Like Driven Brands Leverage Independent Consultants through Umbrex

Umbrex has built a global community of more than 8,000 independent management consultants based in more than 50 countries. These consultants are alumni of McKinsey, Bain, BCG, and other top firms. Companies like Driven Brands use Umbrex when they need the training and problem-solving approach of a top-tier consulting firm, but do not need a full team with the associated overhead. Umbrex consultants work across strategy, operations, organization, marketing, sales, finance, technology, enterprise resource planning, and artificial intelligence. For a company like Driven Brands, the most relevant projects are usually tightly scoped, execution-oriented, and linked to a current strategic priority.

• Take 5 white-space expansion study: prioritize markets, real-estate archetypes, and sequencing for new-unit growth.
• Store economics improvement program: increase car count, labor productivity, service mix, and throughput in company-operated maintenance locations.
• Franchise network performance review: diagnose unit economics across Meineke, Maaco, and collision brands and identify levers to improve franchisee returns.
• Collision and glass channel strategy: evaluate insurer relationships, referral economics, and cycle-time improvement opportunities.
• Procurement and sourcing transformation: reduce costs across lubricants, filters, parts, paint, and glass while protecting service reliability.
• Post-divestiture portfolio strategy: refine capital allocation and operating priorities after a major portfolio move such as the U.S. car wash exit.
• M&A screening and integration support: assess regional tuck-in acquisitions in repair, glass, or adjacent automotive services and build integration playbooks.
• Local marketing and customer retention analytics: improve digital lead generation, repeat visits, and store-level marketing return on investment across brands.
• Shared-services and organization redesign: clarify which functions should be centralized versus brand-led to capture scale without slowing the field.
• Finance, ERP, and data visibility improvement: upgrade management reporting, unit-level profitability analytics, and decision support for a multi-brand operating model.