Osmow’s Shawarma, the fast-growing shawarma restaurant chain, is making major waves across Canada and the U.S. under the leadership of President and COO Bernadette Osmow.
Founded in 2001 by her father Sam Osmow, the brand has grown significantly in recent years. “I worked for 10 years in the restaurants, then sought employment elsewhere, and came back in 2017—at that point, we had 31 restaurants,” said Bernadette Osmow. “We’re at 202 locations,” she added, noting she’s served as President and COO for about the last four years.
The company isn’t slowing down.
“We expect to reach about 235 by the end of the year,” she said. “We’re definitely continuing to grow. Within Canada, we believe the market can support up to 500 restaurants. In the U.S., we currently have six restaurants, and we’re looking to expand that reach. Both countries are being operated independently.”
Osmow attributes the brand’s success and growth potential to the strength and clarity of its concept. “The concept of Osmow’s is a shawarma chain that provides convenience—you can get it near your work or home, and it’s always accessible. We believe we’ve helped pioneer what shawarma is today,” said Osmow.
“In North America, it wasn’t really mainstream—it used to be more of a ‘hole-in-the-wall’ option,” she explained. “We’ve elevated it into something more like a McDonald’s for convenience, a Chick-fil-A for quality and customer experience, and a Chipotle in terms of customization and freshness. We want customers to get our healthy offerings, easily and consistently, anywhere, anytime.”
Beyond its rapid expansion, Osmow is also leaving a strong imprint through its charitable work.
“We officially launched the Osmow Hope Fund charity in 2020, though we had always been involved in community work. We’ve volunteered in shelters, and we regularly donate food from our production plant to food banks,” said Osmow.
“Starting the charity was something we’d always wanted to do to have an even greater impact—both locally and internationally. After researching several countries, we chose Zambia for our first international initiative, partnering with Mary’s Meals. They have boots on the ground and ensure that 100% of the funds we contribute go directly to the cause.”
The charity’s work has included school feeding programs and infrastructure projects aimed at long-term sustainability.
“Through the program, children receive a meal every day at school, which has increased both attendance and learning. In many cases, it gives parents the option to send their kids to school rather than work in tobacco farms.”
“But we also wanted a sustainable solution because relying on daily funding is tough.”
Osmow said their original plan to build crops shifted due to climate constraints. “Now, we’re building clean water wells. Last year, we built four water wells in communities without access to clean water, as well as four school kitchens in schools that didn’t yet have feeding programs. This year, we’re doubling that—eight new water wells and eight kitchens.”
At the heart of this charitable drive is a personal legacy.
“It really comes from my dad—it’s in his DNA. When I worked in the restaurants, people would tell me about things he had done for them. He never bragged about it; it was just who he is,” said Osmow.
“He always taught us that the more you make, the more you have to give. He’s the most generous person I know, and that principle has shaped how we operate.”
And it’s had a ripple effect. “When we created the Osmow Hope Fund, we wanted to give—and talk about it. Not to brag, but to inspire others to contribute or take similar action. And we’ve seen that happen—some of our competitors are starting to give back in their own ways. That’s one type of copying we’re proud to see.”
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