DENVER, CO — In a strategic move that signals a paradigm shift in the fast-casual restaurant sector, Teriyaki Madness (TMAD) has announced the appointment of Amy Burhorn as its new Chief Financial Officer (CFO). Burhorn, a veteran of both the high-stakes technology sector and the consumer goods industry, joins the Seattle-style teriyaki franchise at a pivotal moment. Her mandate extends far beyond traditional ledger management; she is tasked with leading the company’s burgeoning artificial intelligence (AI) strategy and integrating sophisticated data analytics into the brand’s rapid national expansion.
The appointment comes as Teriyaki Madness continues to defy broader industry trends, posting significant growth in sales and foot traffic while much of the fast-casual category struggles with stagnation. By bringing a tech-centric CFO into the fold, TMAD is doubling down on its commitment to operational efficiency and franchisee profitability through technological innovation.
A Strategic Pivot to High-Tech Finance
In the contemporary business landscape, the role of the Chief Financial Officer has evolved from a "back-office" bean counter to a front-line strategic architect. At Teriyaki Madness, this evolution is being realized through the recruitment of Amy Burhorn. With more than 20 years of experience, Burhorn is expected to bridge the gap between the accounting, finance, and technology departments.
Her primary objective is to harness the massive streams of data generated by the brand’s various platforms—ranging from point-of-sale (POS) systems and loyalty programs to back-of-house logistics—and distill them into actionable insights. In her new capacity, Burhorn will explore how emerging technologies, specifically generative and predictive AI, can sharpen decision-making processes for both the corporate support center and individual shop owners.
“The CFO role has changed,” said Michael Haith, CEO of Teriyaki Madness. “While balancing the books still matters, the job today is just as much about giving franchisees the financial insight and confidence to make their next big decisions. Behind every dollar we manage is someone who believes in this brand, and Amy never loses sight of that. We’ve never been short on ‘Madness’ around here, and Amy brings the method.”
The Road to Denver: Amy Burhorn’s Professional Trajectory
Burhorn’s career path reads like a roadmap of Colorado’s most successful corporate entities, punctuated by a deep dive into the cutting edge of artificial intelligence. Her professional journey began with foundational roles at some of the state’s most recognizable brands, including Vail Resorts, Crocs, and Natural Grocers. Notably, during her tenure at Natural Grocers, she was a key member of the team that successfully steered the company through its initial public offering (IPO) in 2012.
However, it was her recent foray into the tech sector that truly prepared her for the specific challenges currently facing Teriyaki Madness. Burhorn arrives at TMAD from Tribe AI, where she served as CFO. At Tribe AI, she witnessed the transformative power of democratized technology—the idea that AI is most effective when it is accessible to every employee in an organization, not just the data scientists and software engineers.
Prior to Tribe AI, Burhorn spent four years at Hakkoda, a data-engineering firm. There, she was instrumental in building a finance organization from the ground up, scaling the company from its startup phase to its eventual acquisition by IBM in 2025. This experience in scaling businesses and managing high-level acquisitions provides her with a unique perspective on how to manage the rapid unit growth Teriyaki Madness is currently experiencing.
“I learned so much from my last five years in the technology industry, but it’s great to be back on the operator side, where the end product is a shop you can walk into, a bowl you can taste, and a community of customers behind the brand,” Burhorn said.
Defying Industry Gravity: The Data Behind the Growth
The timing of Burhorn’s appointment is critical, as Teriyaki Madness is currently operating in a league of its own regarding financial performance. While the fast-casual industry at large has grappled with a "rough year" for foot traffic and comparable sales, TMAD has reported numbers that significantly outpace category benchmarks.
Key Performance Indicators (Q1–Q3):
- Same-Store Sales (SSS): TMAD saw an increase of 6.7% through the first nine months of the year, compared to an industry benchmark of just 0.9%.
- Foot Traffic: While the broader category saw traffic decline by 2.1%, TMAD reported a 2.7% increase.
- Third Quarter Surge: The gap widened even further in Q3, with TMAD’s comparable sales rising 10.3% and traffic climbing 5.5%. This stands in stark contrast to industry averages of 1.6% sales growth and a 2.4% traffic decline.
- Systemwide Growth: Overall systemwide sales are currently running 28% ahead of the previous year’s pace.
By the end of December, Teriyaki Madness is on track to reach 245 shops, representing a 22.5% jump in unit count over the course of a single year. For a CFO, walking into a brand with this level of momentum presents both a luxury and a challenge: the goal is no longer just to achieve growth, but to sustain and optimize it.
The "AI Strategy": Moving Beyond the Buzzword
One of Burhorn’s first priorities will be the integration of "siloed" data. Like many modern restaurant franchises, Teriyaki Madness utilizes a complex ecosystem of technology partners for online ordering, third-party delivery, loyalty rewards, and accounting. Historically, these systems often operate independently, creating "data silos" that make it difficult to see the full picture of a store’s health.
The brand’s AI strategy involves layering advanced algorithms over these unified data sets. This will allow the company to:
- Predictive Labor Scheduling: Using historical traffic data and AI forecasting to ensure shops are perfectly staffed, reducing labor waste without sacrificing service speed.
- Inventory Optimization: Minimizing food waste by accurately predicting demand for specific proteins and vegetables based on local trends and seasonal shifts.
- Enhanced Franchisee Profitability: Providing shop owners with real-time dashboards that offer more than just numbers—they offer recommendations on how to improve margins.
- Customer Personalization: Leveraging loyalty data to provide hyper-targeted offers that drive repeat visits and increase the lifetime value of a customer.
Burhorn emphasizes that technology must serve a practical purpose. “My focus is making sure the tools we use, including AI, earn their keep, whether that’s opening the next shop or helping an existing one become more profitable,” she stated.
Leadership Perspectives: The Intersection of Method and Madness
The synergy between CEO Michael Haith and CFO Amy Burhorn represents a calculated balance of entrepreneurial energy and analytical rigor. Haith has long been known for his "Madness" approach—a high-energy, culture-first philosophy that has turned a small Seattle-style concept into a national powerhouse. However, as the brand scales toward 300 units and beyond, the need for "Method" becomes paramount.
Burhorn’s background as a competitive youth soccer coach and a former national champion club soccer captain at the University of Colorado Boulder speaks to her disciplined, team-oriented leadership style. Her volunteer work as a ski instructor with the National Sports Center for the Disabled further underscores a commitment to community and accessibility—values that align with TMAD’s "no-judgment" brand voice.
“The people at Teriyaki Madness and the company and culture they’ve built made saying yes easy,” Burhorn remarked. “I’m excited to use technology and finance to serve operations and ultimately empower us to grow the brand.”
Implications for the Fast-Casual Franchise Model
The appointment of a tech-heavy CFO at a teriyaki franchise is indicative of a larger trend: the "tech-ification" of the restaurant industry. As margins in the food service industry remain under pressure from rising labor costs and ingredient inflation, the brands that survive and thrive will be those that can operate with the precision of a software company.
For Teriyaki Madness, this move is a clear signal to potential franchisees. The brand is positioning itself not just as a provider of "crazy delicious" bowls, but as a sophisticated business platform. By investing in leadership that understands the nuances of AI and data engineering, TMAD is creating a "tech moat" that makes it more resilient than competitors who rely on traditional, manual management styles.
As Burhorn takes the helm of the finance and tech departments, the industry will be watching closely. If she can successfully translate her experience from IBM-acquired startups and AI firms into the world of stir-fry and signature sauces, Teriyaki Madness may very well set the blueprint for the franchise of the future.
About Teriyaki Madness
Founded in 2003 and headquartered in Denver, Teriyaki Madness (TMAD) is a fast-casual Asian concept that has redefined the "average teriyaki" experience. The brand is famous for its customizable, protein-packed bowls featuring marinated grilled chicken, steak, salmon, and tofu, served with fresh stir-fry vegetables over rice or yakisoba noodles.
With over 230 shops across 41 states, TMAD is recognized as one of the fastest-growing concepts in the United States. The brand has earned numerous accolades, including spots on Fast Casual’s Movers & Shakers list, Franchise Times’ Top 400, and the QSR Magazine Young Leaders to Watch list. Teriyaki Madness continues to seek dedicated franchise operators to join its mission of bringing bold, healthy, and "over-the-top awesomeness" to neighborhoods nationwide.
