Scott Anderson, Chief Operating Officer of The Human Bean, brings more than 40 years of franchising experience—on both the corporate side and as a franchisee—giving him a well-rounded perspective on what drives success. Having held leadership roles with major brands like Wendy’s, he now helps guide one of the fastest-growing drive-thru coffee concepts in the country, with a focus on supporting franchise partners and building strong, scalable systems. We sat down with Scott to share his insights on franchising, standout operators, and what makes The Human Bean unique.
1. For someone considering becoming a Franchise Partner of The Human Bean, what do you think truly sets The Human Bean apart from other coffee concepts?
What really sets The Human Bean apart is the combination of a strong, proven business model and a culture that genuinely cares about people. A lot of brands can talk about great coffee, convenience, or growth, but at The Human Bean, we pair all of that with a very real commitment to relationships — with our guests, our team members, and especially our franchise partners.
We’re a brand built around hospitality first. Yes, we serve a great product, and yes, we have a highly efficient drive-thru model, but what makes us special is the experience we create and the support system we provide. We want franchise partners to feel like they’re joining a brand that will walk alongside them, not just hand them a manual and wish them luck.
We also have a lot of runway ahead of us. For the right franchise partner, that means an opportunity to grow with a brand that is still expanding, still innovating, and still very focused on doing things the right way.
2. How does your role as COO directly support franchise partners on a day-to-day and long-term basis?
My role as COO is really about helping create the systems, structure, and support that allow our franchise partners to succeed both now and over the long haul. On a day-to-day basis, that means working closely with our teams to ensure we deliver strong operational support, clear communication, effective tools, and practical solutions that help operators run their businesses well.
Long term, it means making sure we’re building a scalable organization. As we grow, our franchise partners need consistency, strong processes, and a leadership team that is thinking ahead. My job is to help ensure we’re not just solving today’s problems, but also setting the brand up for sustainable growth.
I’ve spent a lot of my career in franchising, so I understand that franchise partners need both accountability and support. The best franchisor-franchisee relationships are built on trust, transparency, and a shared commitment to winning together.
3. What habits or mindsets do the strongest operators share?
The strongest operators tend to share a few common traits. First, they’re deeply committed to consistency. They understand that great brands are built one guest experience at a time, and they don’t cut corners on the details.
Second, they lead through their people. Strong operators know that culture, which we call “with a bean on top” is not a side project — it is the business. They invest in hiring well, training thoroughly, setting expectations clearly, and recognizing their teams. They understand that when team members feel valued and supported, guests feel it too.
Third, they stay coachable. The best operators are confident, but they’re also open. They ask questions, they listen, and they’re always looking for ways to improve. They don’t assume they know everything, and frankly, that mindset usually takes them further than anything else. At our last franchise family reunion, author and former franchisee Scott Greenberg talked about his book, The Wealthy Franchisee, which reveals the mindset and habits of successful franchisees, arguing that mindset, not just location or education, is the key to thriving in the franchise world.
And finally, they are resilient. This business can move fast, and no two days are exactly alike. Great operators stay steady, solve problems quickly, and keep moving forward.
4. The coffee business can be demanding. What keeps you energized and excited about coming to work each day?
For me, it always comes back to people and progress. I love being part of a business where what we do every day actually matters — to our guests, to our team members, and to our franchise partners who are investing their time, resources, and trust in the brand.
I’m energized by helping people succeed. Whether that’s supporting a franchise partner, developing a stronger system, or helping a team solve a challenge, I enjoy being part of building something that creates opportunity for others.
I’m also excited by growth. The Human Bean is in a really exciting stage as a company, and there’s a lot of potential in front of us. Being able to help shape that growth in a way that preserves the heart of the brand while strengthening the business is incredibly motivating.
And let’s be honest — a fast-moving business with great people and coffee is not a bad place to spend your day.
5. If you could give one piece of advice to someone on the fence about franchising whether with The Human Bean or in general. What would it be?
My biggest advice would be to do your homework and be honest with yourself. Franchising can be an incredible path, but it’s not passive, and it’s not magic. The best outcomes happen when someone chooses a brand that aligns with their values, understands the model, and is fully prepared to commit to the work.
Talk to current franchisees. Ask tough questions. Understand the support structure, the expectations, and what success really requires. And just as important, ask yourself whether you want to follow a proven system. Great franchise partners bring leadership and entrepreneurial drive, but they also understand the value of operating within a brand framework.
If you find a brand you believe in, with a culture you trust and a model that fits your goals, franchising can be a very rewarding journey.
6. Just for fun: What’s your go-to Human Bean drink and has it changed over the years?
It definitely has changed over the years. Like a lot of people, I’ve gone through a few phases depending on the season or how much energy I need. These days, I tend to keep it pretty straightforward and go with a strong coffee-based drink like an Americano in the mornings, and a sugar-free Bright Energy drink some afternoons. But I also appreciate some of the fun options our brand is known for, and I drink my share of those in menu innovation meetings. One of the great things about The Human Bean is that there’s truly something for everyone.