When Kristen Hohl joined Logan’s Roadhouse in 2018, she couldn’t have known she was stepping into a career path that would shape the marketing strategy for some of the country’s most recognizable restaurant brands. Six years later, she now serves as executive vice president of marketing at SPB Hospitality, where she oversees a diverse portfolio spanning QSR, NextGen Casual, and fine dining.
In this exclusive Q&A, Hohl opens up about her leadership journey, the evolving role of digital marketing, how she fosters collaboration between marketing and operations, and why creating space for women leaders—and for herself as a new mother—remains a top priority.
You’ve grown within SPB Hospitality since joining Logan’s Roadhouse in 2018. What has that journey been like, and what lessons have you learned along the way?
I started as a senior manager at Logan’s Roadhouse and was fortunate to have great leaders who gave me a seat at the table early on. Being in the room, listening, and learning allowed me to absorb and develop a broader understanding of the business much earlier than I might have otherwise. That exposure really prepared me for the leadership roles that followed. By the time I was ready for those next steps, I felt confident stepping into more senior roles because of the knowledge and perspective I’d built through those early opportunities.
One of the biggest transitions for me was moving from a senior director role to the VP level. It required a mindset shift—from executing tasks myself to building and leading a team. Leadership at this level is less about doing the work and more about creating the right environment for others to succeed. Over the past year, one of my greatest areas of growth has been learning that I don’t need to be part of every meeting or decision to lead effectively. Instead, I’ve focused on empowering my team, recognizing individual strengths, and pairing people in ways that allow their talents to shine. Leading from that perspective is still a work in progress, but it’s also been one of the most rewarding parts of my leadership journey.
You oversee multiple brands in your current role. How do you balance the distinct identities of each while maintaining a unified strategy?
The fun part is that all of these brands are legacy brands, so by nature, they already have very distinct identities. We’re intentional about keeping them unique, especially across the different categories.
That said, synergies happen behind the scenes, particularly on the marketing side, like campaign spend and media planning. But maintaining distinct brand voices doesn’t mean we can’t apply shared learnings. What works for Krystal in terms of influencer campaigns or media tactics, for example, might inform what we do for J. Alexander’s, even if the messaging itself is completely different. The approach and results can translate, even when the creative execution stays true to each brand.
SPB Hospitality has a diverse portfolio, spanning QSR to fine dining. How do marketing strategies differ across these segments?
Our strategies shift depending on the category—from QSR to fine dining—but at the core, it’s always about understanding who we’re trying to reach and what will resonate with each audience. Budgets and resources vary across brands, which impacts the scale of what we’re able to do, but the goal stays the same: to build the right strategy for each brand’s audience. Whether that’s through digital, traditional media, or local activations, we focus on what’s most effective for each concept and customer.
Marketing and operations often work closely together. How have you fostered collaboration between these teams to drive results?
To a certain extent, operations is our first target audience. Everything we do is meant to drive consumer visits, but if we can’t execute it well within our four walls, it won’t be successful. That’s why we involve operations from the very start—they’re part of the conversation during ideation, not just at the rollout stage.
In instances when operations may not think we can execute, it doesn’t mean the idea is off the table. We work together to find solutions and figure out what’s realistic. Ultimately, nothing goes to market without operations buy-in. They’re a critical partner in everything we do, and that collaboration is what drives real results.
What role does digital marketing play in your overall brand strategy, and how has it evolved during your tenure?
When I started with SPB, digital was just coming into play, with most of our spend going toward traditional channels like TV, radio, and out-of-home. Nearly a decade later, that has significantly shifted. For brands working with smaller budgets, traditional media has largely been replaced by digital strategies like connected TV, programmatic radio, social media, and digital display.
Another shift few people saw coming ten years ago is the rise of social media and influencer marketing, which have become major parts of our strategy. That authentic, user-driven content and watching people experience your brand on their own terms has become a key part of how we build brand affinity and guide our marketing investments.
Digital allows for smarter targeting and more flexibility, but we’re always looking at results and focusing on performance, making sure every investment is delivering meaningful ROI.
How do you measure the success of a marketing campaign, and what key metrics are most important to you?
Success always starts with sales and traffic. Any campaign we run needs to drive people through the door and generate positive brand awareness. From there, profitability is just as important. We’re not just looking for sales spikes, but sustainable, profitable growth. We then evaluate whether the campaign is building positive brand awareness and keeping us relevant with our audience. Sales and traffic are always the top priorities, but brand health and long-term relevance are also key measures of success.
Consumer expectations in the restaurant industry are constantly changing. How is SPB Hospitality adapting to meet those evolving demands?
Over the past four to five years, we’ve seen significant shifts driven by rising costs, including commodity increases and labor expenses. This has made value even more important to our guests.
Recently, when we’ve implemented price adjustments, we haven’t received as much consumer pushback as in previous years. What we’re hearing now is that while guests understand and are willing to pay more due to the current economic environment, their expectations for service have also increased. To meet those expectations, SPB is focused on delivering exceptional service that reinforces the value guests are receiving. It’s about ensuring every guest feels that their experience justifies their investment and that we’re providing the best quality of food and service we can.
What are some of the most exciting marketing innovations you’re currently working on or exploring for SPB brands?
We’re currently piloting the launch of the Krystal loyalty program, which is an exciting step forward in how we engage and reward our guests. We have a great loyalty program with Logan’s Rewards, and we’re looking to launch a Butter of the Month Club—something a little more fun and engaging that allows us to connect with guests in new ways, especially through social media and our influencer partnerships.
We have great food innovation with the Krystal brand. We spent the last few years going back to the basics to focus on operational fundamentals, but now we’re working hard to collaborate closely with our franchise and culinary partners to develop exciting, limited-time offerings.
We’re also looking forward to new growth for J. Alexander’s and Stoney River, with new restaurant openings on the horizon, as well as for the Garces brands. It’s incredibly rewarding to see an idea take shape—from early concept discussions and culinary brainstorms with chef Jose Garces, through design and construction, so those openings will be fun.
As a woman in restaurant leadership, what challenges have you faced, and how have you navigated them?
Earlier in my career, I experienced imposter syndrome, especially when transitioning from operations into the support center to where I sit today. It wasn’t so much about being a woman, but about navigating a new space and building confidence in the value I brought. Over time, I’ve come to see my operations background as a strength. It’s helped me connect more meaningfully with our teams and build strategies that are grounded in real-world execution. Each step up has come with a level of discomfort, which I’ve learned to embrace as part of growth.
At this stage in my career, being a woman doesn’t feel like a limitation. There have been moments when I’ve had to be more assertive to ensure my voice is heard and my perspective is considered—which is especially true in marketing, which can sometimes be seen as a support function rather than a strategic driver—but the work we do is all-knowing to a certain degree. From evaluating media spend to menu engineering and shaping brand and business performance. Many of our marketing teams are women-led, and I’m proud to help lead in a way that brings real impact to the table.
How has SPB Hospitality supported the growth of women leaders, and what advice would you give to women aspiring to executive roles?
For women aspiring to executive roles, my advice is simple: Ask to be in the room. If no one’s offering you a seat at the table, ask for one. The worst they can say is no. Once you’re in the room, listen actively, ask questions, and make an effort to collaborate with partners outside of your immediate team. It’s important to understand the task at hand—in my case, marketing—but I always wanted to go deeper. I wanted to understand what our IT team was working on, how POS systems were functioning, how culinary developed menus, how supply chain procured items, how ops services were programming systems to be implemented across the field and what priorities were top of mind for our operators in their conversations with GMs and DOs. The more you embed yourself across different areas of the business, the more valuable your perspective becomes. That knowledge allows you to contribute at a higher level and ultimately prepares you to lead. You just have to raise your hand.
At SPB, one of the greatest advantages for any emerging leader is the ability to be in those rooms and gain exposure across different categories. You’re not just working in one segment like QSR or casual dining—you’re seeing it all. That kind of cross-category experience pushes you to think beyond the status quo. It helps you avoid getting stuck in the routine and encourages you to approach challenges from a fresh perspective.
The restaurant industry has faced major shifts in recent years. What trends do you see shaping its future, and how is SPB Hospitality preparing for them?
Digital innovation is huge. From AI-enabled drive-thrus to loyalty-building apps, but it only works if you’re continuing to deliver great service in the restaurant. You can have the most advanced digital experience, but why would you do it if you’re not getting the end result that you need?
We’re also seeing continued growth in influencer marketing. Consumers want to know what they’re walking into before they arrive, and real, relatable content builds that trust. I think that trend will only strengthen in the years ahead.
Speed of service is another priority, with handhelds and modern POS systems helping teams operate more efficiently, and lastly, across the board, more media dollars are shifting toward digital as brands aim to meet guests where they are—online.
How do you approach brand storytelling to create meaningful connections with guests?
Brand storytelling has to be intentional because you have a very short window to capture attention. The days of a 60-second commercial telling the whole brand story are behind us. For Krystal, we’re working with 30-second spots at most, and for other brands, it’s 15 seconds or less—especially on social media where attention spans are even shorter. Storytelling must be integrated and streamlined across multiple touchpoints, whether the website, email, social channels, or video components. Everything needs to feel cohesive and aligned.
That consistency extends beyond marketing materials. When guests walk through the door, our teams need to embody the brand story. They should know the menu intimately and understand the significance of the brand’s environment, like why certain artwork is hanging on our walls. Ultimately, it’s about a seamless experience—from external messaging to in-restaurant interactions—where every element reinforces the same story and values.
What’s the biggest lesson you’ve learned about leadership during your time in marketing?
The biggest lesson I’ve learned about leadership is that it’s not about doing the work yourself—it’s about enabling and empowering your team to execute. Leadership means providing the right tools, support, and environment so your team can succeed. Making sure your team feels valued and giving credit where it’s due is essential. Through executive coaching, I’ve learned that trusting your team to own their work is crucial, even when it feels hard to step back. Sometimes, I’ve felt guilty about not doing the work myself, but seeing all the pieces come together through their efforts is incredibly rewarding. Ultimately, effective leadership requires stepping away from being hands-on for daily activities and allowing your team to take ownership, knowing that you’ve set them up for success.
The restaurant industry is fast-paced and demanding. How have you navigated pregnancy and motherhood while balancing your leadership role?
It’s required me to give myself grace, and having a supportive team and leadership team has made all the difference to me as a new mom. Before becoming a mom, there was probably never a time when you couldn’t reach me. Now, I’ve learned to establish clear boundaries and intentionally prioritize time to be fully present with my family. Of course, there are still occasional “after-hours” moments, but my focus outside of work hours is now on my child and family.
I’ve always tried to extend that same empathy to team members with families, whether it’s leaving early for a child’s baseball game or coming in late after a morning activity at school—so being adaptable and knowing you have a great, trusted team who will deliver allows me to do the same for myself. I’m also grateful that SPB as a whole is adaptable and understanding to those situations, and when it comes to working parents.
What support systems or company policies have been most helpful to you as a working mother, and how do you think the industry can better support women in leadership during this phase of life?
One of the most important support systems for working mothers is flexibility, and I’m fortunate to have a trusted team that allows for moments when I need to adjust and show up as a mom first.
The restaurant industry isn’t just made up of support roles—it includes our four-wall operators, who don’t always have access to the same flexibility or benefits. That’s an area where the industry still has room to grow. Many managers balancing leadership responsibilities face real challenges in navigating work and family, and I’ve heard firsthand some of the tough situations they encounter.
