A customer rushes into a brightly lit store. They grab a cold drink, a protein bar, and scan their items at a self-serve kiosk. The entire interaction takes less than ninety seconds. This small, almost forgettable moment, multiplied by thousands across North America, represents a complex machine of logistics, strategy, and human effort. Farhan Absar, Vice President at The Davis Group, built that machine. He understands that convenience is not an accident. It is an outcome, meticulously designed and executed.
For over fifteen years, Farhan has immersed himself in the world of retail and restaurants. His work has taken him from boardrooms in Toronto to bustling city centers across the United States and Asia. This exposure gave him a unique perspective. He saw the patterns of human movement, the subtle needs of people on the go, and a gap in the market that most overlooked. He did not just see a chain of stores; he saw an ecosystem waiting for a new idea. This understanding guides his leadership of more than 250 people and shapes the expansion of iconic brands like INS Market. He does not just build stores; he builds the moments of convenience that define a modern life.
A New Vision for Convenience
Farhan’s journey began with a simple observation. The world was changing how it ate. People demanded better, healthier options, even when they were in a hurry. The traditional convenience store, with its endless rows of sugary snacks and roller-grill hot dogs, felt like a relic. He saw an unmet need for a place that offered quality and speed. This was the seed of his mission.
“My journey commenced from a deep-seated passion to revolutionize convenience retailing,” Farhan explains. He recognized the potential within INS Market, a brand established in 1994. The foundation was solid, but he envisioned something more. He wanted to lead its expansion across North America, transforming it into a hub for consumers who cared about nutrition as much as they cared about time. His conviction was straightforward: provide people with good food that was also easy to get. This simple idea became the driving force behind his strategy and the subsequent growth of the company.
The Blueprint for Expansion
Franchising is a business of replication. Success requires a model that works consistently, from a busy downtown core to a quiet suburban plaza. Farhan’s first challenge was to perfect this model. He began by performing rigorous site assessments, analyzing foot traffic, and identifying locations where the INS Market concept would thrive. He oversaw every detail, from construction to menu development, ensuring each new store met his high standards.
One of his key initiatives involved a complete rebranding of the company’s café and food concepts. He worked directly with designers, not just to create a new logo, but to rethink the entire customer experience. The goal was to create a clean, modern, and inviting space that communicated the brand’s commitment to quality. This was more than a cosmetic change; it was a strategic move to align the physical stores with the company’s evolving identity.
The result of this meticulous planning was the successful development of over 100 new franchise locations. Farhan managed the entire pipeline. He recruited franchisees, negotiated complex lease agreements, and oversaw the construction process. Each new store represented a victory, a tangible piece of the larger vision he was building. His approach ensured that the brand’s growth was not just rapid, but also smart and sustainable.
Leading the People Behind the Profit
A network of stores is ultimately a network of people. Farhan’s leadership extends to a team of over 250 individuals, including the Area Directors and Regional Managers who form the backbone of the operations. His role, reporting directly to the Chief Operating Officer, places him at the center of the company’s performance. He is responsible for the sales and profitability of every store, both corporate-owned and franchised.
He believes in empowering his team. He fosters a culture of open communication and accountability, where managers have the autonomy to make decisions. He recruited and trained more than a dozen Area and Regional Managers, personally selecting leaders who shared his commitment to excellence. His leadership style is not about giving orders from an office. It is about active engagement, providing his team with the tools and support they need to succeed. He has delivered over a thousand hours of training on topics like profitability, teamwork, and project management, investing his own expertise directly into his people.
This focus on human capital is a core part of his strategy. He understands that the success of a franchise depends on the person running it. Therefore, he works to ensure a smooth transition during store transfers and new franchise recruitment. He created a system that supports franchisees from day one, helping them navigate the challenges of running a small business while benefiting from the power of a large brand.
Innovation in the Details
In the competitive world of retail, small advantages make a big difference. Farhan constantly searches for ways to improve efficiency and enhance the customer experience. He championed the development of a new ordering method: a self-serve kiosk. This move streamlined the checkout process, reduced wait times, and gave customers more control. It was a direct response to the modern consumer’s demand for frictionless transactions.
He also spearheaded the creation of a company-wide loyalty program. By analyzing customer data and understanding purchasing habits, his team designed a program that rewarded repeat business. The initiative was a clear success, leading to a tangible 10% increase in sales. This demonstrated his ability to translate data-driven insights into real-world results.
Behind the scenes, Farhan managed a web of complex relationships. He negotiated with contractors, vendors, and suppliers to ensure the company’s profitability during development. He worked closely with the real estate division on brand acquisitions and collaborated with legal counsel to ensure all franchising documents were accurate and compliant with the law. He organized trade shows to generate new franchise leads, handling every detail from vendor relations to landlord negotiations. His work required a command of proposals, presentations, and RFPs, all while keeping a sharp focus on the company’s bottom line.
Navigating the Shifting Market
The convenience store industry is in constant flux. Consumer tastes evolve, and new challenges emerge. Farhan stays ahead of these trends by listening. He understands that the modern customer base is diverse, spanning generations and income levels. His goal is to make convenience accessible to everyone, tailoring the store’s offerings to the specific needs of each community.
The growing demand for healthier food and sustainable practices presents both a challenge and an opportunity. Farhan has positioned INS Market at the forefront of this shift. The company continues to diversify its product range, offering more nutritious alternatives to traditional snack foods. It also embraces sustainable initiatives and invests in digital capabilities to stay competitive. By focusing on customer feedback and data, the team continually refines the menu and streamlines operations. This agility allows INS Market to maintain its edge in a crowded market.
The Journey and the Mentors
No leader achieves success in a vacuum. Farhan credits his mentors for helping him navigate the complexities of the business world. Their guidance provided him with strategic insights, expanded his professional network, and sharpened his leadership skills. He views mentorship as a critical component of personal and professional growth, a resource that empowered him to take on new challenges and drive innovation.
For aspiring leaders entering the convenience sector, his advice is direct. “Prioritize innovation, customer satisfaction, and operational excellence,” he states. He encourages them to embrace technology to improve service and to build strong partnerships. Above all, he stresses the need for resilience. The path to success involves obstacles. Growth requires meticulous planning and unwavering execution.
Also Read: The 10 Most Prominent Food and Beverage Leaders for 2025
