Five Questions With: Dana Calvert, Vice President, International Chief Development Officer, The Wendy’s Company

In her decade with Wendy’s, Dana Calvert has played a key role in shaping the brand’s growth across Canada and beyond. Now, as Vice President and International Chief Development Officer, she leads Wendy’s international expansion efforts, overseeing restaurant development in markets spanning from Latin America to the Middle East, Asia Pacific, and beyond.

Her work isn’t just about adding new locations, it’s about building strong, sustainable partnerships, adapting to diverse markets, and ensuring that Wendy’s presence in each new region is set up for long-term success. Whether she’s meeting with franchise partners, identifying opportunities for strategic expansion, or fostering a culture of collaboration within her team, Dana’s leadership is driven by a people-first approach.

In this conversation, Dana shares insights on leading growth at a global scale, navigating the complexities of international market expansion, and what it takes to build a thriving, people-powered brand.

You’re shaping how Wendy’s shows up in entirely new markets, cultures, and economies. How do you make decisions at this scale without getting lost in the numbers? What signals tell you a market is ready — not just for a restaurant, but for a brand?

The Wendy’s Company and Wendy’s franchisees employ hundreds of thousands of people across more than 7,000 restaurants worldwide. This includes more than 1,300 restaurants outside the United States and spanning more than 30 countries and territories. 

Our overarching goal is to bring more Wendy’s to more people, but the reality is that requires careful consideration. My role is to balance our ambition with the ease and feasibility of operating in a new market, based on the local regulatory and legal considerations. 

Partnership is especially important. We work closely with current and potential franchisees as we consider our ability to develop in new markets, including how together we will invest in a community to make growth happen, and where we will find local talent.

Partnership is also required to ensure we have the infrastructure in place to deliver on our promise of Fresh Famous Food, Made Right, For You. We are transforming our international supply chain to deepen connections through local networks, while also expanding our existing relationships internationally. 

At the end of the day, it’s not about being everywhere. It is about focusing and building our capabilities in key markets so we can bring our cravable menu to fans while also giving back to the communities we serve. 

Fast food is a high-stakes, fast-moving industry, but real estate is a long game. You’re playing on two timelines — one that demands urgency and one that demands patience. How do you navigate that tension, and what has it taught you about leadership?

The Quick Service Restaurant (QSR) industry is on a continued growth trajectory, which is exciting, but at the same time we cannot be complacent as we must keep up with evolving consumer tastes, not to mention evolving technology.  First and foremost, navigating the world of QSR begins with building a strong team you can trust, from real estate partners to franchisees and more. 

As a leader, I also focus on leveraging data to inform business decisions with agility. Data-driven decisions are based on fact and are more informed because they rely less on emotions or simply intuition. 

Leadership is also about staying resilient in the long-term, despite what comes your way during the day-to-day. I always keep the bigger picture in mind. 

You move between boardrooms and construction sites, across continents and time zones. What have you learned about how power works in different spaces, and what has being a woman in those rooms taught you about influence?

I have learned that relationship building is a superpower. In the workplace, it’s not just about what you say, it’s also about who trusts you in the room. Building my credibility overtime with my network has allowed me to earn my influence in a room and overcome initial biases that people may have. 

I believe it is also important to lead with substance. You need to know your business inside and out to demonstrate strategic thinking. Leaning into win-win situations with stakeholders and delivering clear results showcases your strengths and can shift a dynamic.

Wendy’s is a household name, but a new restaurant in a new market is still a start-up in its own way. What’s a lesson about growth — at any stage — that most leaders get wrong?

For us at Wendy’s, localization is critical for success in any market and shouldn’t be taken for granted. We follow the mantra “globally great, locally, even better”. For example, our menu innovation is locally inspired and tailored to meet customer preferences in the market. 

It is also important to stay close to the local culture to understand what our teams value and ensure we can communicate effectively with them. 

We invest into their local in-market resources, such as talent and supplier relationships, as an international brand and development organization. By investing locally, Wendy’s can successfully operate in dynamic locations across various regions. 

You’ve spent your career in industries where women are still underrepresented at the decision-making level. What’s the most valuable piece of advice another woman has given you, and what’s the advice you wish more women would hear?

There are two key pieces of advice I’ve received from women in my network. 

The first is “lift as you climb” in the sense that as you get more senior in your career, you have more responsibility to create opportunities and give back to other women. I like this approach because it encourages women to support each other through mentorship to collectively progress. 

The second is “know who your fan club is”. Leadership is not a solo act. It requires a network of advocates, champions and people who you can trust to support you. I believe driving success in your career and understanding the power of strong relationships go hand in hand. 

Work-life balance can be challenging for high-impact leaders because there’s always more to do, more places to be. Instead of striving for perfect balance, what do you prioritize? How do you approach being present, both at work and at home?

The reality is no one person cannot do it all, so prioritization and impact are key. I choose to focus on moments and tasks where I can maximize my impact, while delegating and trusting my team to handle other responsibilities. 

I prioritize quality over quantity, whether it’s time with my family or with my team at work. I focus on depth over duration to add value to each conversation and ensure each moment we spend together counts. 

Energy management is also important to me. I structure my schedule around when I am my best. I’ve become an early morning person and dedicate my highest energy hours to my most critical work. Then I spend my evenings with my family enjoying activities together and prioritizing rest… you typically won’t reach me past 9pm!