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NEW OWNER
In 2001, Tremblay decided to buy a stake in the company,
purchasing 10 per cent of the business. Three years later,
he bought out the balance with an $8.5-million loan from
its then-owner, which he paid back in another three
years. In 2006, the ownership structure changed again
when Tremblay brought in a partner, but he retained a
majority stake.
It wa s a lso in 2 0 0 6 t hat t he compa ny ve ere d away f rom
its Italian roots: it purchased a Quebec-based vegetarian
restaurant chain called Le Commensal. The plan was to
expand the chain into new markets, but in 2013, Trem-
blay sold off the company and its ancillary retail food
business amid flagging sales and restaurant closures.
Around the same time, he relinquished his presidency
to Nathalie Lehoux at Pacini to focus on the creative side
of the business. “It was difficult to make the change, but
it was by far the most profitable decision for the com-
pany,” says Tremblay, who now holds the title of Owner
and Innovator. “I see myself as an artist, a visionary, and
I want to focus on the creative.”
Tremblay’s inventive streak is reflected in the Pacini
brand in multifold ways, from its signature all-you-can-
eat bread bar – where guests can grill their own bread
and choose from a myriad of toppings – to its fun and
lively Piazza Mercato, a retail corner where customers
can purchase gourmet goods and sip on a Prosecco or
espresso while waiting for their table. The restaurant
also embraces healthy eating – it has its own dietician –
and was one of the first Canadian franchised restaurant
chains to completely eliminate artificial trans-fat from
its menu. It trimmed the salt in its dishes by about a
tonne a year, and is now targeting food waste by provid-
ing guests with recyclable bags to take home leftovers,
among other things.
The concept has been a winning formula in Quebec,
and Pacini is now expanding its unique casual dining
model to the rest of Canada. It already has two restau-
rants in Alberta – one in Calgary and one in Banff, with
one more to come in Calgary in the fall – and will open
its first Ontario location in Mississauga early next year,
bringing its total to 32 restaurants across the country.
Most of the newer Pacini openings are strategically
located alongside hotels, which provide a built-in cus-
tomer base, while simultaneously allowing the restau-
rant to draw from locals. “Lehoux’s development goal is
to open another 200 restaurants across North America
over the next 10 years, and we are working with many
of the big hotel chains like Marriott, Best Western, and
Holiday Inn in order to develop this,” says Tremblay, add-
ing that in those locations the restaurants are owned by
the hotels.
As the Pacini brand’s resident innovator, Tremblay’s
work is far from over. He remains focused on growing the
restaurant in new and novel ways, and his love for Italy
is as strong as ever, as is the enjoyment he gets from
bringing a slice of the sunny peninsula and its tasty fare
to the shores of Canada. “When I joined Pacini, I had a
vision, and in 15 years, this vision has never changed,”
says Tremblay. “I want to bring what I love about Italy to
Canadians and Americans. That remains my goal.”
We can all say Cin Cin to that.PACINI STATS
Franchise units in Canada: 18
Corporate units in Canada: 12
Franchise fee: $50K
Investment required: $1.5M
Start-up capital required: $750K
Training: 10 weeks
Available territories: All of Canada
In business since: 1980
Franchising since: 1985
CFA member since: 2013LEADERSHIP PROFILE