Founded under The Omoté Asia Group, Six Hands is a next-generation salad QSR redefining how modern consumers approach healthy eating. Built on bold Japanese-Australian flavours and a flavour-first philosophy, the brand transforms salads into craveable, everyday meals that feel aspirational yet accessible. Designed from the ground up with scalable systems, streamlined operations, and flexible formats, Six Hands is positioned for thoughtful multi-market expansion across Asia and beyond, while remaining focused on habit formation, consistency, and long-term brand relevance.
Leading this growth journey is Tricia Tan, Brand Manager, who oversees strategic planning, brand development, and regional expansion for Six Hands. In this interview, Tricia shares insights into building a flavour-led healthy QSR, the brand’s approach to international franchising, and how Six Hands is scaling responsibly through strong systems, aligned partnerships, and a clear long-term vision for global growth.
How long have you been in your current position and what are your key responsibilities?
I have been in my current role for 10 years, overseeing the group’s strategic planning, brand development, and regional expansion. My responsibilities include defining brand positioning, ensuring operational scalability, and guiding growth initiatives across both company-owned and franchise-led markets.
Overall, how long have you been involved in franchising?
I have been actively involved in franchising for approximately five years, beginning when our group started expanding through franchise partnerships to grow the brand regionally and internationally.
What do you like most about your job?
What I enjoy most is building brands with long-term intent—creating concepts that are operationally sound, culturally relevant, and scalable across markets. It is especially fulfilling to translate a strong brand vision into systems, standards, and experiences that teams and partners can execute consistently, while still allowing the brand to feel human in every market.
What is the most challenging aspect of your job?
Balancing brand consistency with market adaptability is the biggest challenge. Each market has different consumer behaviors, cost structures, and operational realities. Knowing what must remain non-negotiable versus where flexibility is required is critical to protecting the brand while ensuring commercial success.
What is it like to work with franchisees from different countries and cultures?
It is both challenging and rewarding. Working across cultures requires clarity, empathy, and strong communication. Cultural nuances affect decision-making, timelines, and operating styles. When alignment is established early, these differences become a strength—local partners bring market insight, while we provide the structure and systems for sustainable growth.
What is the main reason you are considering international franchising?
International franchising allows us to scale responsibly by partnering with experienced local operators who understand their markets deeply. It enables Six Hands to expand beyond Singapore without overextending internal resources, while maintaining brand integrity and long-term sustainability.
What is unique or special about your brand’s products and services?
Six Hands sits at the intersection of flavour-forward food, contemporary branding, and operational efficiency. We reposition salads as craveable, approachable meals rather than niche health food, supported by a streamlined menu and assembly-based operating model that scales well across markets.
Why do you think you will be successful internationally?
Six Hands was built with scalability in mind—from menu design and kitchen workflows to brand standards and training systems. Our experience across multiple concepts and formats, combined with a disciplined franchising approach, positions us well to adapt thoughtfully while preserving the brand’s core identity.
Which countries or territories are your current priorities?
Our current focus is on Southeast Asia and the GCC.
Why have you identified these regions as priorities?
These regions show strong demand for modern, health-conscious yet indulgent dining concepts and have mature franchise ecosystems. Consumer behavior aligns well with our value proposition, and the presence of experienced operators supports sustainable long-term growth.
What qualities do you look for in a master franchisee or area developer?
We seek partners with strong F&B operational experience, logistics capability, and a proven track record of growing brands locally. Alignment in values, execution discipline, and commitment to multi-unit development is essential.
How long does it take to finalise an agreement once a suitable partner is found?
Typically, the process takes two to three months, allowing time for due diligence, commercial alignment, and legal finalisation.
How long does market entry planning take before launch?
Market entry planning and the first store launch generally take five to seven months, depending on site selection, regulatory requirements, and localisation needs. This ensures proper training, setup, and brand onboarding.
What advice would you give to those entering franchising?
Look beyond the concept and visuals. Understand the operating model, unit economics, and level of support provided. Successful franchising requires patience, discipline, and trust—it works best as a partnership, not a transactional investment.
Any additional insights on Six Hands’ international expansion plans?
Our expansion approach is deliberate and phased. Growth matters, but sustainability, brand integrity, and operational excellence are non-negotiable. We focus on building strong foundations in every market before scaling further.
Anything else that you’d like to add?
We value long-term relationships and believe successful franchising is built on alignment, transparency, and shared ambition. As we continue our international journey, we look forward to partnering with teams who are committed to growing the brand thoughtfully and sustainably.
