Jim Mazany has been part of the polished and casual-dining segments for three decades. In that time, he’s worked for large brands across America and the world, including Logan’s Roadhouse parent SPB Hospitality, TGI Fridays, and Joe’s Crab Shack.
The executive is familiar with coming into chains where there’s “a need for a sharpened, operational improvement as well as brand relevance.” His current opportunity is CEO of P.F. Chang’s, a position he began in November 2025. And to Mazany, there is already so much potential to work with.
“P.F. Chang’s has always represented quality,” the CEO said. “It’s authenticity from a culinary point of view. There’s a great heritage to the brand, and there’s a uniqueness of what P.F. Chang’s does that no other restaurant brands do, and I believe we have a very differentiated point of view and a great opportunity for growth and expansion.”
Mazany is P.F. Chang’s fourth CEO since 2023. He took over for Brad Hill, who was named chief executive in April 2025 and remained in the position for only a few months.
P.F. Chang’s currently has 201 U.S. company-owned restaurants in 39 states, generating $4.2 million AUV and just shy of $1 billion in revenue. Forty percent of these locations are based in “A” level malls. Dine-in represents 65 percent of sales while off-premises accounts for 35 percent. Of the latter, 60 percent is delivery, 30 percent is takeout, and 10 percent is catering.
Internationally, there are 99 locations in 24 countries, operated by 25 different franchise partners. This segment, combined with seven airport restaurants, earns about $300 million per year.
The chain also runs a CPG business that earns about $220 million annually. P.F. Chang’s works with ConAgra Brands to sell packaged food in about 50,000 locations, 90 percent of which are frozen meals.
P.F. Chang’s other pillar is Pagoda Asian Grill, a fast-casual spinoff in Central Valley, New York, and St. Petersburg, Florida.
Mazany thinks P.F. Chang’s U.S. footprint could reach at least 150 to 200 more units.
He also said the chain could “double, if not triple” the size of its international footprint as it puts “focus and discipline” around the infrastructure moving forward.
“We’re going to be disciplined about our growth,” Mazany said. “We’re going to be smart and not get too aggressive about it, but we’re going to look for opportunities to grow the business across the board. And I think the number one thing you’re going to see us really, really focus on is the guest experience in the U.S., in our bistros, and driving everything between.”
P.F. Chang’s has a roadmap to reach those growth goals. Mazany describes himself as an “operator at heart,” so it should be no surprise that operational excellence is at the top of his priority list. He believes for that to happen, P.F. Chang’s must get its “people component correct, because great results don’t happen unless you have people in place and people feel great about the organization that they work for.”
Along with store expansion, Mazany also wants to increase AUV. While he’s proud of how P.F. Chang’s has built its off-premises business, the executive said there is opportunity to bring more customers into dining rooms.
One major way to build guest count is through everyday value. Last year, P.F. Chang’s launched a $13.99 Lunch Special and a $16.99 Dinner Special in addition to an $8.99 Cocktail Collection. The company also refreshed its menu by bringing back Garlic Noodles after several social media requests and launching Kung Pao Chicken and new sushi rolls like Spicy Tuna, Kung Pao Dragon, and Shrimp Tempura.
Additionally, as part of the menu shift, customers now have greater flexibility. They can choose between traditional or more affordable, medium-sized entrées, as well as full-size or half-size appetizers. Mazany said the optionality strikes a balance between affordability and premium, elevated experiences.
Guests responded favorably, with P.F. Chang’s experiencing positive traffic to close 2025. The momentum has carried into this year.
“When I step back and think about when I first saw this brand, they were extremely cutting edge,” Mazany said. “They were starting trends and building innovation across the U.S. And what you’ll see us do is lean into that culinary heritage and not be afraid to be a little bit more bold as it relates to flavors, bold when it relates to presentations, do some unique things, but really create a relevance and a reason for wanting to come in and spend 45 minutes to an hour, one hour and 15 minutes with family.”
Like any other chain, P.F. Chang’s hopes to attract younger guests, but it doesn’t want to do so at the cost of alienating its core, legacy customers. Instead, the company wants to evolve thoughtfully. It’s experimented with themed nights and special events and formulated plans to enhance food innovation by introducing visually engaging dishes that produce “Instagrammable” and TikTok-worthy moments. Mazany gave an example of a noodle dish that generated over 20 million views on TikTok.
Orchestrating this strategy is CMO Holly Smith, who was one of Mazany’s first hires.
“Holly’s worked with me for probably the last 15 years in different brands and turnaround situations that I’ve been in,” the CEO said. “… We have a pretty new marketing team as well, which I think is going to be a competitive advantage for us as we move forward.”
Although Mazany has served as CEO with multiple organizations, he didn’t start at the top. His restaurant origins began in the kitchen, learning the business from the ground up.
It gives him a unique perspective. He wants all levels—from the boardroom to the servers—to have a focus on driving quality guest experiences and giving them reasons to return.
“When you have legacy brands that have been through generations, it is really crucial for them to have a relevance and a point of view, and I believe that this brand has that,” Mazany said. “And I believe that we will sharpen that and improve that as we move forward. We’ll also improve the marketing position and we’ll work towards expansion of the brand and the omnichannels.”
