Long before she became Chairperson of Max’s Group, Sharon Fuentebella started her career behind a cashier’s counter.
During the early ‘80s, Sharon and her siblings were based in the U.S., where their parents had expanded the iconic Filipino brand. Max’s, famous for its fried chicken, opened its first U.S. branch in San Francisco in 1982, followed by another in Los Angeles. For the kids, that meant one thing: summer jobs.
“It was our part-time job to be involved and earn extra,” Sharon recalled. “At that time, I was the cashier and then my other siblings were the waiter and busboy.” It wasn’t glamorous, but it was foundational. Working in a family-run restaurant meant learning everything—from customer service to the rhythm of daily operations.
That hands-on exposure gave them more than just pocket money. It instilled work ethic, business insight, and a deep appreciation for the brand they would eventually lead. “We were working in the Max’s restaurant in the U.S.,” Sharon said. “That was our summer job.”
Years later, that same experience shaped her leadership style as she helped scale the business across the Philippines. “In the early ’90s till the year 2000, I was actively involved,” she shared. “I focused on growing company-owned stores—sourcing sites, setting up operations, and really scaling the business.”
Her work was part of a bigger expansion push leading up to Max’s Group’s acquisition of other major brands, including Pancake House, Krispy Kreme, and Jamba Juice. But at the heart of it all, Sharon stayed grounded in the lessons of her youth. “You don’t just learn the business from reports. You learn it by living it,” she said.
Now, as Chairperson, Sharon still “wears different hats,” offering strategic guidance while overseeing business units like Krispy Kreme and Kabisera. The journey from cashier to C-suite wasn’t just a career path—it was a testament to the value of early, hands-on experience.
For family businesses navigating generational transitions, Sharon’s story is a reminder that leadership doesn’t start in the boardroom. It starts on the floor, at the counter, and during those long summer shifts when you’re just trying to earn extra—and end up learning everything.
This story is based on an interview originally conducted for Esquire by Henry Ong. Some quotes in this article may not have been published previously.
