Popeyes Appoints Chris Padoan as COO, Expands Field Team 75% in Turnaround Push

Restaurant Brands International has named Chris Padoan as Chief Operating Officer of Popeyes U.S. and Canada, effective March 24, 2026, pairing him with president Peter Perdue in a two-executive rebuild of a brand that has posted four consecutive quarters of declining same-store sales.

The appointment is the most visible piece of a broader field operations overhaul. Popeyes has expanded its field team by approximately 75%, hiring new area coaches and regional operators who are currently training in company-owned restaurants in New Orleans before deploying across the country. Spring GM experience rallies are planned across multiple U.S. markets.

Why This Hire Matters

Padoan arrives with fifteen years of Burger King field leadership experience, making him the second former BK executive now running Popeyes day-to-day operations. Perdue, who joined as president in November 2025, previously served as Burger King's COO. That the two architects of Popeyes' current turnaround strategy both come from within the RBI family is not coincidence.

Burger King's own comeback from a troubled 2019-2022 stretch leaned heavily on field operations investment: more boots on the ground, tighter franchisee coaching, and a systematic push to standardize quality across the system. Popeyes appears to be running the same playbook.

For franchisees watching from the sidelines, the pedigree matters. Field-led turnarounds succeed when regional operators have the credibility and authority to hold franchisees accountable. Padoan's BK background signals that Popeyes is serious about enforcement, not just strategy memos.

The Hole They Are Climbing Out Of

The numbers are stark. Popeyes U.S. same-store sales fell 4.9% in Q4 2025, extending a streak that now spans a full year. The two-year same-store sales stack sits at negative 4.8% -- a compounding problem that has erased gains from the chain's 2019 chicken sandwich surge and exposed structural weaknesses in franchisee operations and guest experience.

Four consecutive negative quarters is the kind of data that puts a QSR brand in turnaround territory. It means the guest experience problems are systemic, not cyclical. Traffic is not declining because of broader consumer pullback alone; it is declining because Popeyes is losing customers to competitors who execute better at the unit level.

Wingstop, Raising Cane's, and Dave's Hot Chicken have all taken share from the broader chicken QSR segment. Cane's opened its 1,000th restaurant this year and continues to post strong same-store sales. Dave's Hot Chicken was acquired by Roark Capital and is accelerating growth. Popeyes, by contrast, has been in damage-control mode.

The Easy to Love Strategy

The turnaround has a name: "Easy to Love." Under that umbrella, RBI is pushing three technology deployments across all U.S. Popeyes units by end of 2026 -- cloud-based point-of-sale systems, self-order kiosks, and digital "drop charts" that help crews manage fry timers, product freshness, and batch cooking windows.

The digital drop chart is a particularly telling choice. It addresses one of Popeyes' most persistent guest complaints: inconsistent food quality. A franchised system with thousands of crew members across hundreds of ownership groups cannot maintain product standards through training alone. Drop charts automate the timing discipline that produces hot, fresh chicken consistently. Getting that technology into every U.S. unit this year is operationally ambitious but strategically sound.

Kiosks carry a revenue-per-transaction upside that Popeyes needs. In the quick-service chains that have fully deployed kiosk ordering -- McDonald's being the most studied example -- average check sizes typically run 10% to 20% higher than counter orders, driven by upsell prompts and reduced social friction around add-ons. For a brand trying to rebuild comp sales, kiosk deployment is one of the faster levers available without touching core menu pricing.

Cloud POS modernization underpins both of the above. A unified, cloud-based POS also enables the franchisee-level data visibility that field operators need to coach performance. Without reliable unit-level data, area coaches are flying blind on which locations are hitting throughput targets and which are bottlenecking during peak dayparts.

The Field Team Investment

The 75% expansion of field operations staff is the piece of this announcement that franchise investors should study most carefully. Popeyes did not simply hire a COO. It rebuilt the connective tissue between corporate strategy and franchisee execution.

New hires training in company-owned New Orleans units is a deliberate choice. Company-operated restaurants are where RBI can set the standard without negotiating with a franchisee. When a new area coach spends weeks in a New Orleans corporate store before entering their assigned market, they arrive with a reference point for what "correct" looks like. That matters when they are sitting across from a franchisee whose location is underperforming.

The GM experience rallies planned for spring 2026 extend that logic to the store level. General manager engagement is often the single most predictive variable in a turnaround. GMs who feel supported, trained, and connected to a brand's improvement effort tend to produce better unit economics. GMs who feel ignored or overwhelmed tend to produce turnover, both of staff and of guests.

RBI has seen this dynamic play out in its own portfolio. Burger King's U.S. revival was not purely a marketing story -- it required meaningful field investment during a period when the brand was generating soft returns. The willingness to spend on field operations before the financial results justify it is what separates genuine turnarounds from cosmetic ones.

What This Means for Operators

For Popeyes franchisees, the message is clear: more support is coming, and more accountability is coming with it. A 75% expansion of the field team means that underperforming locations will get more visits, more coaching, and likely more pressure to hit brand standards on operations and technology adoption.

The Easy to Love technology suite is not optional. Franchisees who have been slow to invest in kiosk infrastructure or who are running legacy POS systems should expect explicit timelines and, potentially, franchise agreement enforcement mechanisms. RBI has used technology deployment deadlines as a refranchising pressure point before.

For competing chicken chains, Popeyes' investment signals that the competitive environment in QSR chicken is about to intensify again. A Popeyes that executes well at the unit level -- with consistent food quality, faster throughput, and digital ordering -- is a different competitive threat than the brand that has been bleeding same-store sales for four quarters.

For operators outside the chicken segment watching this turnaround, the structural lesson is straightforward. When a brand's same-store sales decline is systemic, the fix is almost always operational before it is marketing. Padoan's hire and the field team expansion suggest Popeyes is sequencing its recovery correctly: fix the product and the execution first, then tell people about it.

The Timeline Ahead

The two-year stack at negative 4.8% will take time to unwind. Even in best-case scenarios, a field-led turnaround requires two to three quarters before improved unit economics show up in comp sales data. Franchisees investing in kiosks and POS upgrades are incurring capital costs now against a projected payback that depends on traffic recovery.

The next meaningful data point will be Popeyes' Q1 2026 same-store sales results, likely reported when RBI releases its Q1 earnings. Any improvement, even a narrowing of the decline, will validate the field investment strategy and give Padoan and Perdue political capital inside the franchisee system.

RBI has the financial resources to sustain this investment. The company generated over $1.8 billion in system sales-driven revenue in 2025 across its portfolio. Popeyes is not a brand RBI can afford to let decline further -- it is a top-three asset alongside Burger King and Tim Hortons.

What Padoan and the expanded field team are really racing against is franchisee patience. Every quarter of declining comps tests a franchisee's willingness to invest in remodels, technology, and staffing. If the turnaround strategy can show early indicators of progress by mid-2026, it will be easier to bring the full franchisee system along. If the declines continue through another summer, the conversation about the brand's trajectory gets significantly harder.