A McDonald’s Canada franchisee showcases how to lead with a people-first mindset. BY SATYNE DONER 41 FRANCHISE FORWARD Fatburger Gets Some Sunshine
A determined franchisee brings the burger fast casual to Florida for the first time in two decades. BY BEN COLEY
Two legacy ice cream chains share how they keep things fresh for consumers. BY SAM DANLEY 12 ONES TO WATCH INDAY
This emerging fast casual wants to make Indian food accessible to the masses. BY BEN COLEY
Learn
The airborne business is gaining momentum across the country. BY SAM DANLEY 64 START TO FINISH Joseph Ortiz
The president of Farmer Boys lays out what’s next for the rising fast casual.
Cousins Maine Lobster cofounders Sabin Lomac (left) and Jim Tselikis put family at the center of everything.
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50 A Taste of the South, A Recipe for Success: Why Huckleberry’s Stands Out A bold brand, a booming brunch segment, and a
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EDITORIAL
VICE PRESIDENT EDITORIALFOOD, RETAIL, & HOSPITALITY
WRITER, CONTENT STUDIO Ya’el McLoud ymcloud@wtwhmedia.com
WRITER, CONTENT STUDIO Abby Winterburn awinterburn@wtwhmedia.com
ART & PRODUCTION
SENIOR ART DIRECTOR Tory Bartelt tbartelt@wtwhmedia.com
FSR ART DIRECTOR Erica Naftolowitz enaftolowitz@wtwhmedia.com
SALES & BUSINESS DEVELOPMENT
VICE PRESIDENT, BUSINESS DEVELOPMENT Eugene Drezner edrezner@wtwhmedia.com 919-945-0705
NATIONAL SALES DIRECTOR Edward Richards erichards@wtwhmedia.com 216-956-6636
NATIONAL SALES DIRECTOR Amber Dobsovic adobsovic@wtwhmedia.com 757-637-8673
NATIONAL SALES MANAGER Guy Norcott gnorcott@wtwhmedia.com 854-200-5864
CUSTOMER SERVICE REPRESENTATIVE Tracy Doubts tdoubts@wtwhmedia.com 919-945-0704
CUSTOMER SERVICE REPRESENTATIVE Brandy Pinion bpinion@wtwhmedia.com 662-234-5481, EXT 127
FOUNDER Webb C. Howell
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AI in the Franchising Space
For the past few years, QSR magazine has relied on a panel of franchise experts to help us provide commentary on our Best Franchise Deals report. We pick their brains about the industry and where it’s headed, so I thought this would be a great place to share more of their thoughts.
Elyse Lupin, founder and president of Elysium Marketing Group, believes the biggest topic in the franchising space this year is AI, and she thinks it’s the obvious answer. She called it a “powerful tool” to reduce costs and boost efficiency. Lupin recommends that rather than avoiding it, brands should lean into what’s working, whether that’s streamlining online and onsite ordering, automating operations, or boosting the customer experience.
Lupin isn’t alone in her thoughts. Other members of the panel also mentioned AI, like Liane Caruso, founder of helloCMO, who said AI is rapidly changing how we market at the local level. Additionally, Michelle Rowan, president and COO of Franchise Business Review, said those who properly leverage AI and other technologies will ultimately pull ahead. Stan Friedman, president of FRM Solutions and host of the Franchise Today podcast, said that without a doubt, the ability to get our head around AI and its swiftly growing role in franchise development, operations, and support will be the prevailing discussion this year.
There’s a lot of evidence suggesting these experts are right on the money. Some of the biggest franchisors in the industry are diving heavily into AI to improve operations. Look no further than Taco Bell, which announced last year that it was expanding voice
AI technology at the drive-thru to hundreds of restaurants. Bojangles, Wendy’s, Hardee’s, and Carl’s Jr. are among the several franchise companies that have dived into automated ordering. Meanwhile, Wingstop rolled out an AI-powered Smart Kitchen featuring demand forecasting, and digital touchscreen displays that have cut wait times in half. The fast casual expects the tech to help it reach $3 million AUV.
“We’re seeing leading brands differentiate by strategically investing in technology platforms that support franchisee profitability, optimize labor costs, enhance real-time decision-making, and enrich the consumer experience,” Rowan said. “Franchisees and franchisors who embrace technology as an essential, strategic tool rather than a secondary enhancement will lead the next phase of industry growth.”
Caruso shared similar thoughts, but from a marketer’s perspective.
“Google doesn’t fully know how it’s going to impact the landscape,” she said. “That means brands and marketers can’t afford to stay static. We need to keep testing, learning, and adjusting so franchisees aren’t the ones feeling the fallout from constant platform shifts. AI has huge potential, but only if it’s implemented in a way that makes things easier and more effective for the people actually using it.”
To throw my two cents into the discussion, I also believe AI is inevitable. The technology has become too widely used for us to turn back. Those who embrace it, learn how to use it, and don’t shy away from it will wind up succeeding.
Ben Coley, Editor
The Dynamite Sweet & Sour Chicken launched in August.
Panda Express Ignites its Menu
The chain recently released a new sweet & sour chicken flavor.
IN AUGUST, PANDA EXPRESS ANNOUNCED the launch of Dynamite Sweet & Sour Chicken, a limited-time entrée available through October 7 at participating locations in 10 select U.S. markets. The dish combines traditional Cantonese-style sweet and sour sauce with the signature heat of Buldak, the top-selling spicy brand from Samyang. This marks Buldak’s first U.S. restaurant partnership.
The new menu item features crispy marinated chicken breast bites coated in a light puffed rice batter, wok-tossed with red bell peppers, onions, and a custom Buldak sauce developed jointly by Panda Express and Buldak chefs. According to Panda Express vice president of brand innovation Evelyn Wah, the offering is the spiciest dish the brand has launched and is designed to appeal to heat-seeking guests, including Gen Z consumers.
Youngsik Shin, CEO of Samyang America, said the collaboration reflects both brands’ belief that food is a universal connector.
In The 2025 State of the Restaurant Industry: Midyear Report, Restaurant365 surveyed over 5,000 restaurant operators to capture how the industry is responding to rising costs, labor pressures, and shifting consumer behavior.
RISING COSTS: FOOD, LABOR, AND TARIFFS
LABOR COSTS:
• 89 percent of restaurants saw labor costs increase in 2025 so far.
• 73 percent expect labor costs to keep rising throughout the year.
• Most increases (62 percent) fell within the 1 percent–5 percent range, but 11 percent reported increases over 15 percent.
• Operators are adapting by:
- Testing automation (e.g., voice AI in drive-thrus).
- Cross-training staff for flexibility.
- Revising management structures and pay incentives.
FOOD COSTS:
• 91 percent of operators said food costs have risen, and 90 percent expect further increases.
• Common responses to food cost inflation include:
- Menu price increases (56 percent).
- Supplier/vendor changes (20 percent).
- More frequent inventory and waste tracking (18 percent).
-Smaller or limited menus (6 percent).
TARIFFS:
• 78 percent of operators expect tariffs to impact them in 2025.
- 7 percent are bracing for 26-plus percent hikes.
• Tariffs are compounding inflation and supply chain issues, potentially reducing profits by up to 30 percent.
TOP INDUSTRY CHALLENGES
Food costs are the top concern for 36 percent of restaurant leaders.
Recruiting and retaining staff follows closely at 27 percent. Sales volume is the primary challenge for 23 percent of respondents.
Labor costs are a major concern for 14 percent
A small number (2 percent) report disconnected tech as a pressing issue.
STRATEGIC PRIORITIES FOR THE SECOND HALF OF 2025
GROWTH FOCUS:
• 52 percent of operators are prioritizing strategies to grow sales.
• 20 percent are focused oncutting costs and boosting efficiency.
• 17 percent are working on improving guest experience.
• 5 percent are expanding physical locations.
• 3 percent are investing in employee satisfaction or miscellaneous priorities.
EXPANSION OUTLOOK:
• 46 percent of operators are holding off on opening new locations—a 12 percent increase since early 2025.
• Among those expanding:
- 19 percent plan to open 1 new location.
- 20 percent aim to open 2–5.
- 3 percent are planning 6 or more.
INVESTMENT AREAS:
• Marketing tech, promos, and loyalty (40 percent).
• POS, back-of-house tech, and analytics (21 percent).
• Salary increases and recruitment (17 percent).
• Automation tools (7 percent).
fresh ideas
|BRAND DEVELOPMENT |
STICKING TO WHAT WORKS
These legacy ice cream brands show there’s still power in doing things the old-fashioned way.
BY SAM DANLEY
Graeter’s Ice Cream knows exactly what it is and what it isn’t.
More than a century after it was founded, the family-owned brand is still focused on winning by staying in its lane.
Graeter’s operates about 60 shops across nine states, in cities like Chicago, Cleveland, and Pittsburgh. Most stores sit within 100 miles of Cincinnati, where the brand was born. You can still find Graeter’s outside the Midwest, but only in the grocery aisle.
When it comes to the brick-and-mortar ice cream shops, which drive over 70 percent of the company’s total revenue, Graeter’s isn’t chasing rapid expansion or fixated on unit count. The entire network is corporately owned, with no franchising, no licensing, and no pressure to plant flags just for growth’s sake.
“We are not looking to be a coast-to-coast ice cream brand.
We couldn’t do that and remain who we are,” says CEO Richard Graeter. “We make ice cream at our own factory. Every drop is made by us, two and a half gallons at a time. Most of that is sold in stores we own and operate. So, our tradition is making smallbatch ice cream and opening new stores to bring it to more families. That’s still who we are 155 years later.”
Right now, the brand sees opportunity in Indianapolis, a Midwest market it views as a natural fit. Graeter’s already has a few stores there and believes the city could support around a dozen. But growth will follow a measured pace and reflect the brand’s focus on building experiences—not just outlets. That’s evident in the stores themselves.
Unlike the grab-and-go layouts common in the category,
Graeter’s Ice Cream operates about 60 shops.
Graeter’s shops are typically 2,500–3,000 square feet, with some as large as 5,000. These are meant as places to linger with friends and family, not just rush through a line.
“Most ice cream stores are pretty cheap to open,” Graeter says. “They’re little shotgun affairs, maybe 1,000 square feet. A Graeter’s store is usually at least twice that size, sometimes three or four times. For the biggest, it could take $3 million to build. Most ice cream stores are a tenth of that.”
That investment-first mindset extends to the product. Graeter says there’s a clear parallel between how the company builds its stores and how it makes its ice cream: no cutting corners, even as costs rise and the economy shifts. Being family-owned means no private equity, no quarterly earnings pressures—and that independence, he believes, keeps them grounded.
fresh ideas
Graeter says the moment many ice cream brands decide to scale is when the product starts to slip. To increase output and cut costs, they move production to large co-packers. Graeter’s has done the opposite. Its new plant uses 41 smallbatch machines, each producing just two and a half gallons at a time—the same method it’s used for generations. It’s labor-intensive and limits growth speed. But that’s the point.
Graeter jokes that no one else is “crazy enough” to make ice cream this way, but says the results speak for themselves. The process prevents excess air from being whipped in, creating a denser, creamier pint you can feel the difference in. Many competitors, he adds, can’t legally call their product “ice cream” because it contains too little butterfat or too much air, and must be labeled as “frozen dessert.”
We are very generous with our portions, and it all goes back to what she imbued into the brand way back then.”
Handel’s has grown to around 160 locations across 15 states, but still makes ice cream fresh daily in-store. It uses milk within a week of production and handcrafts each batch on-site. Generous mix-ins—whole pistachios, brownie chunks, cherries—ensure every scoop is balanced. That attention to detail drives repeat visits and, Schuler notes, strong unit-level performance.
“I think the proof is in the pudding,” she says. “If you look at the AUV score of Handel’s and you compare it to other ice cream franchises out there, you’ll see that we’re beating them by two and sometimes three times the sales volume of the players who are manufacturing off site.”
Guest experience is another priority. Team members are trained to walk customers through the 48 daily flavors, offering recommendations and guidance. Schuler calls it a “sommelier-like” model designed to turn a purchase into a memory. And when it comes to flavor innovation, she says everything starts with brand alignment. Macro trends are considered, but always filtered through Handel’s identity and values.
For Graeter’s, staying small is the strategy. The brand won’t overhaul its model or chase new revenue streams if it means sacrificing what makes it special. That long-game approach resonates with another Ohio-based brand: Handel’s Homemade Ice Cream. Founded in 1945 in Youngstown, the company has scaled significantly while staying grounded in the same core mindset.
CEO Jennifer Schuler says one of the brand’s most rewarding discoveries was finding founder Alice Handel’s handwritten recipe notebooks. What they found wasn’t just a list of ingredients. It was a mission statement in its own right.
“She would write things down in her notes like ‘don’t be stingy’ when talking about adding pistachios to the pistachio ice cream,” Schuler says. “The whole team totally cracked up when we found that, because one of the tag lines we use now is ‘we never skimp.’
Lately, the focus has been on “retro, nostalgic flavors” that create emotional connections and spark multi-generational memories. Recent limited-time offerings include Sticky Fingers (peanut butter ice cream with chocolate brownie pieces and a caramel swirl), and Frosted Animal Cookie (a pale pink, cake-flavored base with vanilla frosting and animal cookie crumbles).
When she joined Handel’s last year, Schuler noticed that new flavor development had come to a halt. She saw that as a problem. The “joy of ice cream” and the “excitement of new flavors,” she says, are what energize the brand—and what inspired many franchisees to get into the business in the first place. In response, she’s formalizing the flavor submission process and building an internal testing system to ensure new launches meet Handel’s standards while keeping innovation at the forefront. A key part of that strategy moving forward is leveraging input from the franchisee community
“We get over 100 flavor ideas every year directly from our franchisees,” Schuler says. “When they’re making ice cream from scratch in the store every day, there’s just a lot of discovery and innovation that happens.”
Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com
Graeter’s Ice Cream won't sacrifice quality for the sake of growth.
Handel’s Homemade Ice Cream makes ice cream fresh daily in-store.
INDAY
Basu Ratnam is determined to make Indian food approachable and accessible to all.
BY BEN COLEY
FOUNDER: Basu Ratnam
HEADQUARTERS: New York, New York
YEAR STARTED: 2015
ANNUAL SALES: N/A
TOTAL UNITS: 9
FRANCHISED UNITS: N/A
body, and spirit through meals.
“I think that lived deep inside of me in ways that I wasn’t fully aware of and conscious of, but it was some of my happiest moments,” Ratnam says.
ing, and it felt like at that time—and it’s still true today—healthy eating and new flavors were at the forefront of what was driving a lot of the growth, and I felt like Indian food had been misrepresented in this country, and there was a really amazing opportunity to tell that story that food could be healthy. [ Indian food ] is vibrant, bright, and flavorful.”
The brand began as an assembly line model, but during COVID it changed to counter-service to help customers explore more flavors on the menu. The company prides itself on signature dishes, like the Tamarind-Glazed Salmon, Golden Chicken Curry, and Karma Bowl. The chain does allow customers to create their own bowl, however 80 percent of orders are for the signature items, proving that “people come to us and they trust our ability to do that,” Ratnam says.
The design of each store showcases Indian culture’s appreciation for hospitality. Ratnam says some of his best dining experiences have been at homes, and he tries to relay that feeling inside restaurants through personal artwork, hand-drawn elements, fabrics, multiple colors, and Easter eggs that call back to his childhood, whether in India or New York.
BASU RATNAM, WHO GREW UP IN LONG ISLAND AS A first generation Indian American, credits his mother for connecting his siblings with the history and culture of where she came from.
She primarily did this around the dinner table, where she did her best to make Indian food accessible. His mother had a big interest in health and wellness and embraced an ancient tradition of connecting the mind,
Although he ventured off to college and worked in finance, Ratnam always had an entrepreneurial heart. He also never forgot about what his mom instilled in him from a young age. Ratnam kept thinking about food. He loved to host and visit restaurants.
Indian fast-casual restaurant INDAY, founded in 2015, is the manifestation of Ratnam’s dream to continue what his mother intended—making Indian food as approachable as possible.
“I was very inspired by what was happening in fast casual,” Ratnam says. “There were all these great new concepts emerg-
INDAY has grown to nine locations around NYC (eight in Manhattan and one in Brooklyn) over the past decade. Before COVID, the fast casual grew methodically, opening about one store per year. And that’s because Ratnam felt INDAY was still evolving. He was a new operator, but he was familiar with the private equity world and saw what overburdened growth rates do to businesses.
During the first couple of years of the pandemic, Ratnam focused on simply “keeping the lights on.” However, he was soon presented with the opportunity to nearly double the brand’s unit
Basu Ratnam’s inspiration for INDAY came from his childhood dinner table.
Setting the Golden Standard
At just 30, Alicja Drazek is leading three McDonald’s Canada restaurants with a peoplefirst philosophy, a passion for mentorship, and a deep commitment to community.
BY SATYNE DONER
In a childhood marked by constant moves, one thing stayed the same for Alicja Drazek: the taste of a McDonald’s cheeseburger and fries. That sense of stability would eventually shape her path in hospitality. Inspired by the brand’s consistency—not just in food quality, but in its deep-rooted community presence—Drazek set her sights on becoming part of the next generation of McDonald’s Canada franchisees.
“While pursuing my degree in economics, I wrote a thesis paper on the subject of franchising and McDonald’s as the golden standard, not only because of their business model, but also for its commitment to communities,” Drazek recalls. “This paper sparked a long-term goal for me to become a franchisee one day.”
She put her background in planning, forecasting, and finance to work, using each role as a stepping stone toward that dream. After the birth of her son, the entrepreneurial calling grew stronger than ever. It felt like the right moment to pursue her long-held ambition and build a future with McDonald’s.
Even before the ink dried on her recruitment paperwork, Drazek was on the floor with an existing owner-operator, working side-by-
side with fry cooks, cashiers, and drive-thru staff. Throughout the rigorous, nearly twoyear-long training process, she worked in nearly every position—from crew member to manager, supervisor, and eventually, owner-operator.
“For people coming from a corporate background, this experience can be shocking. I was nervous out on the floor at first, but the franchisee I trained with was an inspiring female entrepreneur who made me fall in love with the business even more,” Drazek says. “McDonald’s is a very complex operation with many channels of distribution and moving parts, but I absorbed the knowledge quickly and got a solid understanding of what’s going to be required of me once I acquire my restaurants.”
Now, as a franchisee, she’s bringing together hands-on experience and business acumen— skills sharpened well before her first day in the kitchen. Earlier this year, she assumed command of three restaurants in the London, Ontario region of Canada, a city she once called home during her time at the Ivey School of Business.
“When I left Ivey, I never thought I’d be back. When McDonald’s told me I’d be landing in this market, it felt like a full-circle moment,” Drazek says. “Going from a college student with these big dreams, and then having the opportunity to give back to the community that helped shape those dreams … It’s a deep sense of pride and responsibility to invest in the people and programs here and make this community stronger.”
Supporting and working alongside youth employees remains one of Drazek’s north stars as she navigates the beginning of her franchising debut. She believes guiding young people at such a pivotal moment in their careers is incredibly rewarding—and a responsibility she doesn’t take lightly.
She sees herself in many of her rising managers—after all, Drazek is only 30 herself—and views their fresh perspectives as not just relevant, but incredibly valuable when it comes to making business decisions. She invites managers, some as young as 20, to participate in business performance and profitability meetings.
“Knowledge is power, and when we equip them with the right information and contacts, they’re better prepared to make informed decisions, whether on the floor or just growing as leaders,” Drazek says. “They are the future of our society … And
[CONTINUED ON PAGE 42]
Franchisee Alicja Drazek uses her platform to support the local community.
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FOOD TRUCKS, FAMILY, AND A BILLIONDOLLAR BRAND
Learn how cousins Jim Tselikis and Sabin Lomac turned a scrappy food truck idea into a culture-first, coast-to-coast lobster empire—fueled by grit, trust, and a whole lot of heart.
/ BY BEN COLEY
YEARS BEFORE MIKE CARMODY ROSE TO COUSINS MAINE LOBSTER’S CHIEF OF OPERATIONS, HE WAS ALMOST CERTAIN THAT HE WOULD BE FIRED.
It was 2017 and he was manning a food truck at cofounder Sabin Lomac’s family friend’s house in Maine—an event with around 50 people in attendance.
Carmody knew it was a big deal. Lomac wanted the CML truck to be here. He thought to himself, “We’ve got to nail this,” especially after coming off a week in which he posted an unacceptably high payroll.
A rainstorm came and everybody went inside. As soon as the skies cleared, all the party-goers ventured outside toward the truck. The first order was a lobster tail, and a guest returned to let Carmody know it was undercooked.
SABIN LOMAC (LEFT) AND JIM TSELIKIS FOUNDED COUSINS MAINE LOBSTER IN 2012.
AS PART OF ONBOARDING, COUSINS MAINE LOBSTER TAKES FRANCHISEES LOBSTERING TO HELP THEM GAIN AN APPRECIATION OF WHERE THE PRODUCT COMES FROM.
Later on, his phone rings and it’s Lomac.
“I’m ready to be fired,” Carmody says.
Immediately, he begins explaining himself. It was raining. Everybody rushed the truck. The lobster tail was undercooked by mistake. So much was happening at once.
But Lomac wasn’t interested in any of that.
“‘No, no, no, I don’t care about the event. How are you doing?’” says Carmody, recalling what Lomac said to him over the phone. “I’m like, well, it’s starting to get better. Payroll is starting to get better. He’s like, ‘Mikey. I don’t give a shit about that. How are you doing? How are you feeling? Are you happy?’ And it was the weight of the world off my shoulders.”
This was Carmody’s moment. The time when he fully recognized what CML was about.
Thirteen years ago, when Lomac and his cousin Jim Tselikis founded CML, they put “family first” on the back of their T-shirts. It sounds cheesy and like a marketing ploy, but it’s simply a representation of how the two were raised.
The cousins wanted that message to be part of the fabric of the food truck business—whether that’s people eating the food and being reminded of a trip to Maine and spending time in the Northeast or the feeling of creating happiness around a backyard barbecue. It’s also true in how they hire. Carmody grew up playing youth hockey with Tselikis, and they lived together briefly. Brand president Shaun Higgins met Lomac at Hofstra University and joined the business in 2014, two years after it was founded.
From the beginning, Lomac and Tselikis pushed for CML to be a fun, enjoyable experience for everyone. It’s a place where clear communication, hard work, independent thinking, and transparency are emphasized and micromanaging is discouraged.
“I’m really thankful it happened,” Lomac says. “I pinch myself. I created a life that I’ve always dreamed of, and I’m really thankful. I love what I do. I love who I do it with, and I’m really proud of the business. Part of me, I’m tired. It’s been hard. This is not easy. It’s not for the weak. This type of business is not for the weak. Jim wouldn’t give up. I’m the same way.”
CML—AT ROUGHLY 85 FOOD TRUCKS AND THREE BRICK-ANDmortar restaurants as of late June—was born from a family reunion.
Lomac was living in Los Angeles, selling real estate, doing some acting, and traveling a few months out of the year. Tseli-
kis, based in Boston, had a similarly comfortable life working for Stryker, an orthopaedics medical device sales company.
One day, Lomac received a text from Tselikis, who was in town. The two hadn’t seen each other in a couple of years, but when Lomac embraced his cousin for the first time, right away it felt electric. Something had clicked. The two caught up for a few minutes and decided to go out for dinner at Katana, a trendy sushi spot on Sunset Boulevard.
They drank, laughed, and talked about their family and how important it was to spend time with them. Somewhere between the espresso martinis and the tequila, Lomac and Tselikis began throwing around ideas.
“The more we drank, the more it sounded good,” Lomac says. “And we said, well, what do we do? What about this? What about this? What about lobster? That’s genius. We could do a food truck, we could do a restaurant. Yes, perfect, and it was like the most genius idea known to man.”
The next morning, Tselikis flew home. A week or two later, Tselikis called and asked Lomac about the lobster truck idea. Lomac admits he wasn’t as interested after sobering up, but Tselikis kept calling, texting, and sending spreadsheets showing how many lobster rolls they’d need to sell to break even.
Eventually Lomac said “yes”—not because he was into the idea, but because he recognized Tselikis was too determined to let it fail.
The cousins began researching restaurant spaces and decided food trucks were a more affordable option. Lomac began follow-
ing food trucks around L.A., counting tickets at each stop. He’d sit there for hours watching how many customers they served.
The next year was spent working on the name, brand, colors, font, and menu, sourcing from Maine, and practicing making rolls in Lomac’s apartment, where he didn’t even own utensils. They didn’t tell anyone at first because they didn’t want to hear negativity or be talked out of opening a lobster food truck.
A few days before launching, Lomac posted an old photo of him and Tselikis as kids with their grandfather in Maine. He tweeted it out—maybe 40 followers total—encouraging people to come out in L.A. to enjoy fresh Maine lobster. UrbanDaddy, a media company that publishes lifestyle content, picked it up and featured it as one of the hottest things to do in L.A.
On April 27, 2012, the first CML truck made its debut—no test runs, no trained staff, no cash register, a failed generator, and a line of dozens of hungry customers. But the two came away with thousands of dollars in cash.
“The cash, we went back to his apartment, it looked like a drug scene,” Tselikis says. “I’ve never been a part of one, but it was just cash everywhere. You didn’t have a bank account, never mind knowing what a P&L was. And that’s when [Lomac] says, ‘You got to move out here. You got to move out here.’”
One of the customers in line that day was a casting director from “Shark Tank,” who encouraged them to come on the show and showcase their business.
Tselikis and Lomac appreciated the offer, but declined more than once.
“They reached out multiple times and we said thanks for this, but we’re not going to do it,” Tselikis says. “We didn’t have any history, literally had done like weeks of sales. We didn’t want to give away our idea to millions of people because we didn’t know what it was yet. It was in our infancy. We also had zero business acumen or background or no restaurant experience. How are you going to take us seriously? We said ‘no’ twice and then an executive producer called us. I still remember being on a threeway call and she’s like, ‘You’re going to make the biggest mistake of your life if you don’t do this. Then we said, ‘OK.’”
After debuting in April, the two appeared on the show in July. The episode aired in October.
Beforehand, Lomac and Tselikis prepared with index cards, watched every episode of “Shark Tank” that was available, made sure they knew all of their financial information, and also did research on the judges ( i.e. the duo learned that billionaire Daymond John used to work at Red Lobster). The two also took a personality test to make sure they were both aligned and fit each other’s needs.
“The night before they put you in a hotel and Sabin and I were in front of a mirror and I still remember we’re going back and forth with our pitch and he literally grabs, I think it’s a phone or a lamp, and he takes the cord and puts it around my neck and starts choking me but I’m still just standing, trying to do my thing,” Tselikis says.
The presentation was a success, and Barbara Corcoran invested $55,000 into the business in exchange for a 15 percent stake.
What followed was a decade-plus of measured, consistent growth that pushed CML to $1 billion in sales for the first time in 2025 and what should be 100 food trucks nationally by the end of the year.
“Thousands of people have gone on ‘Shark Tank,’ and the vast majority of them you don’t remember,” Lomac says. “So my biggest takeaway—and there’s a lot of them—when we talk to entrepreneurs, especially if you have an idea, just do it. Don’t overthink it and be prepared to work really, really hard, and everyone usually gets some sort of good fortune or some opportunity. It’s just whether they take it and if they really seize it and grasp it and don’t let it slip out of their hands. This could have slipped out of our hands a dozen times.”
TSELIKIS LOOKS FOR THREE TRAITS IN FRANCHISEES.
The first is to be coachable, with the theory that the CML team can always teach operators how to run a successful food truck, but the training does no good if it falls on deaf ears. The second is respect. To Tselikis, liquidity and restaurant experience mean very little if the person on the other side isn’t willing to have hard, communicative conversations when matters go awry like a food truck having a mechanical issue or lobster prices inflating. The third is what he calls “hustle and grind,” something that neither he nor Lomac can teach franchisees. Tselikis adds that operators don’t necessarily have to be in the weeds and trenches of the business for their entire tenure, but that’s cer-
tainly expected in the first few months when the truck needs key employees and management to get off the ground.
CML receives interest from corporate America as well as current business owners. Regardless, the chain wants to see an entrepreneurial mindset, says Lindsay Herberger, director of franchise development.
“A majority of our franchisees are multi-unit owner operators and so they’ve been able to do that from really just the way that they treated their people and the way they developed their people and taking those team members and having them grow within their own business to take on new markets,” Herberger says.
After a franchisee is approved, the team brings them to Portland, Maine, for two days. It’s a chance for the company to not only showcase the city but to fully immerse the operators into the lobster industry. They spend time on a lobster boat, meet with fishermen, tour a live fishery, and visit the processing plant— all to give them a better appreciation for what it takes to bring lobster to the markets they serve.
The brand also takes franchisees to Nashville, a companyoperated market. Here, operators receive hands-on training. Franchisees spend about 10 days in the city doing a combination of classroom learning with the operations team and on-the-truck training to get firsthand experience in real service scenarios. The final phase involves the operations team traveling to the franchisees’ own market ahead of the grand opening and assisting with employee training and the initial high demand.
“I’m really excited just how we do our training and onboarding here,” Herberger says. “It’s so unique compared to really any other brand.”
Originally, CML thought it best fit in either warm weather cities or big markets such as New York City or San Francisco. Over the years, the brand has discovered that lobster rolls work everywhere in the nation. As of late June, the fast casual was based in 30 states and Washington, D.C., from Delaware to Portland, Oregon.
CML searches for markets with unmet demand for premium seafood. The brand has had success in landlocked trade areas. The Midwest has proven to be a major opportunity for the brand, according to Herberger.
Tselikis says “elbow markets”—or the smaller cities with a food truck—often do better than the typical metropolis because lobster isn’t as accessible and the quality doesn’t exist. Another benefit is that the trucks are mobile. In one example, an operator based in Chicago did a road trip to North Dakota and did “amazing sales.”
“So we’ve got the ability to almost have a moving billboard advertising ourselves,” Tselikis says. “And you end up in these markets that we maybe weren’t targeting or thinking about and people are like, ‘Oh my gosh, we haven’t had this in North Dakota. I need a restaurant.’”
Peter Sztankovits, one of CML’s largest franchisees at 10 trucks throughout the Mid-Atlantic and Northeast, first joined the company in 2019. He came from a machinery background, but was always interested in starting his own business.
The second day of his grand opening weekend, 6,000 people showed up to the truck when it was parked at a winery, with wait times of up to five hours.
“It was tough in the beginning getting your feet wet and
understanding the business and really being able to master it and then just hire the staff that you can trust to take a step back,” Sztankovits says. “And once we were able to do that, obviously, we’re doing well financially and we’re doing well staffing wise, and we felt comfortable that we could take on more.”
He adds that warm or cold, customers love lobster and want to visit, as long as social media promotion is where it needs to be and trucks are parked in the right locations.
“One of the things that got me into Cousins is we visited the truck in the winter and there were still people waiting in line to go see it, I think, because it’s such a novelty and you can’t really get the food anywhere. Even in the colder months, people still have to eat so you’re not changing your eating habits necessarily,” Sztankovits says.
In addition to the dozens of food trucks, CML oversees three brickand-mortar restaurants at Pier 41 in San Francisco, at Neptune Beach in Jacksonville, Florida, and Asbury Park, New Jersey. These locations have performed well in terms of AUVs, according to Tselikis, and franchisees—who also operate food trucks—are eager to expand further.
ative,” Tselikis says. “A lot of people say don’t work with family. There’s no one I’d rather do this with because we’re aligned, we’re very similar, we’re also different versus doing it with someone else that wouldn’t get it. But I always say that if you trust blood or your partner, and you’ve got a lot riding on it, not just the business but the representation of Maine and our family, you don’t want that to fall apart. So if you trust them, then who the hell would you rather have when you feel like your business is going to fall apart?”
“A lot of people say don’t work with family. There’s no one I’d rather do this with because we’re aligned, we’re very similar, we’re also different versus doing it with someone else that wouldn’t get it.”
CML believes in more streetside expansion because of the untapped potential and the flexible physical footprint. While some quick-service restaurants are 1,500 to 2,000 square feet, CML has proven it can operate out of much smaller spaces— even under 100 square feet—thanks to its experience with food trucks and carts. Tselikis believes the brand could find success in a variety of designs, like a small waterfront kiosk, a shipping container setup, or a spot in a small town.
“We got a lot of whitespace and we just feel we’re still in infancy even though we’re 13 years in,” Tselikis says.
O
CML PROJECTS THAT IT WILL OPEN 30 NEW UNITS IN 2026, and it is actively exploring international markets, including Dubai. Trucks earned $1.3 million in AUV in 2024.
There have been recent openings in Grand Rapids, Michigan; Albany, New York; Northwest Pennsylvania; Morgantown, West Virginia; Oklahoma City, Oklahoma; Minneapolis, Minnesota; Milwaukee, Wisconsin; and more.
This growth started with humble beginnings.
Back at the start of the CML journey, Tselikis remembers speaking to his friend’s dad who was a higher-up at Staples and being told that only one out of 37 startups make it.
It isn’t what he wanted to hear before diving into a new food truck business, but that was reality.
He feels fortunate that he found the right people to make the leap with.
“I think in doing so, finding the right partner is really imper-
That’s how Higgins—who views Lomac as a brother—came to join the brand. The two lived together in Queens before Lomac moved to the West Coast and eventually began the CML business.
That closeness, that fellowship, is what Higgins tries to uphold as president. He often relates the job to his past experience being on soccer teams. There’s a connection on the field, but that doesn’t go away when the players leave the locker room. The same is true of the CML corporate team outside of work hours.
“We genuinely care about each other,” Higgins says. “We know the birthdays of kids and so on and so forth. I think that camaraderie really helps us because I know that if I have an issue or if I have something that I’d like to discuss, I could call Jim. I could call Mike at any time. They’ll pick up the phone. Same thing with the franchisees. I guess the best way that I sum it up is when we look for team members or franchisees to come into the system, we feel confident at this stage in the game that we could teach the business but we can’t teach somebody how to be optimistically warm, how to be polite, how to be kind, how to really manage staff, and interact with people. Those are values that I think we look for.”
According to Lomac, he and Tselikis’ goal was to make it an environment where you wanted to root for the person next to you or even have a beer with them. A place where you could be fair and firm, but genuinely wanted to be around the people you work with—that goes for corporate staff and franchisees alike.
Over the first few years, CML came close to bending those principles. Everyone told them, “you can’t be too nice,” or “you can’t be friends with people—this is business.”
However, the cousins never broke away from what they believed family to mean.
“Professionalism doesn’t have to be stuffy. That’s what we’ve created and it’s really unbelievable. It’s really one of a kind, and I don’t think there’s anything like it. And you have a lot of people that work with us on our corporate team, and they’re young and they have a lot of friends that work in corporate America, and they wouldn’t trade their experience to work with us for anything,” Lomac says. “It’s not always about money. It’s about the culture and just the environment that you’ve created.”
Ben Coley is the editor of QSR. He can be reached at bcoley@wtwhmedia.com
Best Franchise Deals 16
In an era of economic headwinds and shifting consumer demands, this
Best Franchise Deals spotlights brands that combine resilience, innovation, and meaningful support for today’s franchise operators.
/ BY BEN COLEY
↓
The truth is that franchising isn’t for the faint of heart.
Michelle Rowan, president and COO of Franchise Business Review, says operators continue to face significant pressures from inflation, evolving regulations, and trade tariffs. Her team has heard directly from franchisees about how rising ingredient, labor, and supply chain costs have “dramatically squeezed” profit margins.
“Just like we saw during the chaos COVID brought, successful franchise brands have their corporate team getting proactive in communicating and supporting franchisees through the unknown,” Rowan says. “They are helping to navigate pricing changes and supply chain strategies. Staying on top of regulations around labor, particularly wage increases. Overall, brands focused on proactive financial transparency, strong supplier relationships, and agile pricing strategies have navigated these challenges best.”
Economic uncertainty is causing a hesitancy to commit to a major investment until there’s more market stability, according to Elyse Lupin, president and founder of Elysium Marketing Group. She also notes there’s been a decline in industry-specific fran$ $ $ $ $
chise development searches in the first half of 2025, so the research and consideration phase has been longer. This drives home the importance of retargeting and the omnichannel approach in franchise development marketing, according to Lupin.
Stan Friedman, president of FRM Solutions and host/producer of the Franchise Today podcast, says that if he were advising franchisees on what to look for in a brand, he would suggest talking to concepts that are least impacted by economic uncertainty. He advises operators to explore products and service offerings that are homegrown with parts made in America and brands that have low cost of entry, high margins, and long lifetime value in customers.
Liane Caruso, cofounder of helloCMO, says she’d start with the leadership team.
“
You’re not just investing in a brand—you’re investing in the people behind it. Do they have a clear vision? Are they accessible and supportive?”
“You’re not just investing in a brand—you’re investing in the people behind it,” Caruso says. “Do they have a clear vision? Are they accessible and supportive? Then I’d look at the unit economics and how realistic the ramp-up looks in today’s market. Not just what’s on paper, but how it’s playing out for current franchisees. I’d also want to understand the brand’s support structure. How do they help with marketing, technology, and ongoing training? And lastly, I’d always recommend talking to franchisees. Are they happy? Do they feel heard? That kind of feedback says a lot.”
Dawn Abbamondi, CMO for SMB Franchise Advisors, hopes for a brighter future, one where industry leaders talk most about innovative brands brought to market, improved margins in spite of rising costs of goods, and expansion of worldwide flavors.
“When I look back on the last 10 to 15 years I love how the restaurant, food, and beverage industry has become so much more interesting and varied. Size of footprint, ways to deliver products, ingredients, and flavors that we have integrated into our daily or weekly routines.”
“When I look back on the last 10 to 15 years I love how the restaurant, food, and beverage industry has become so much more interesting and varied. Size of footprint, ways to deliver products, ingredients, and flavors that we have integrated into our daily or weekly routines,” Abbamondi says. “This is no longer a boring scene with the same-old breakfast, lunch or dinner. We look forward to dining out—or bringwing food in, to enjoy with family, friends, and colleagues many times.”
For over 10 years, QSR magazine has showcased fast-food and fast-casual concepts that provide the best opportunities for entrepreneurs to succeed in the restaurant industry. The latest edition highlights 16 companies that exemplify this ideal.
This is the 15th Best Franchise Deals in QSR’s history. Once again, we tapped our Franchise Council of experts to share their choices.
THESE BRANDS ARE IN NO PARTICULAR ORDER.
Cousins Maine Lobster
NUMBER OF U.S. FRANCHISE UNITS: 81
NUMBER OF U.S. TOTAL UNITS: 87
TOTAL SYSTEMWIDE SALES:
$86,936,988.14 ( for 2024 )
FRANCHISE AVERAGE UNIT VOLUME: $1,300,000
FRANCHISE FEE: $40,000
ROYALTY: 6-8 percent
RENEWAL FEE: $10,000
MARKETING FEE: 2 percent
TOTAL START-UP COSTS: $194,000 to $968,900
THE SKINNY:
Cousins Maine Lobster (cml) is a fast-casual franchise built around a flexible, mobile food truck model serving premium wildcaught Maine lobster. Featured on “Shark Tank,” the brand has expanded to over 85 units across 35 states and aims to reach 100 by the end of 2025. Franchisees benefit from a low-overhead, quick-launch model that typically gets trucks on the road in three to 6 months. In 2024, trucks averaged $1.3 million in AUV, with franchisees operating an average of six units each.
CML maintains product quality through direct sourcing from Maine and a streamlined sup-
COUSINS MAINE
Great American Cookies/ Marble Slab Creamery
NUMBER OF U.S. FRANCHISE UNITS: 160
NUMBER OF U.S. TOTAL UNITS: 160
TOTAL SYSTEMWIDE SALES:
$80,409,711
FRANCHISE AVERAGE UNIT VOLUME:
$263,256.63
FRANCHISE FEE:
$50,000
ROYALTY:
6 percent
RENEWAL FEE
40 percent of then current initial fee
MARKETING FEE: 3 percent
TOTAL START-UP COSTS:
$496,185 to $654,635
For Great American Cookies/Marble Slab Creamery a major driver of growth has been their co-branding strategy, launched in 2014.
ply chain that supports the state’s fishing industry. Franchisee training begins on the docks in Portland and continues with hands-on support. A focused menu and simple operations help maintain consistency and profitability at scale.
In 2025, the brand signed 30-plus new development deals and entered new cities like Milwaukee, Minneapolis, and Grand Rapids, while growing in Florida, Georgia, and the Carolinas. CML continues to invest in product innovation, adding items like Garlic Butter Lobster Rolls and seasonal Whoopie Pies. With strong unit economics, brand recognition, and community ties, CML provides franchisees a high-performing, scalable model in the premium fast-casual space.
a personalized touch to online ordering, resulting in a 14 percent increase in digital sales.
Operational simplicity, a strong support system, and local marketing tools make it easier for franchisees to thrive. This balanced approach of innovation and nostalgia, digital and in-store excellence, positions Great American Cookies and Marble Slab Creamery as a high-value, low-barrier investment with strong consumer sentiment and growth potential in the competitive dessert space.
THE SKINNY:
Great American Cookies and Marble Slab Creamery stand out as a top franchise opportunity by combining beloved legacy brands with forward-thinking innovation. Known for their Cookie Cakes and unique slab-rolling technique, the brands have stayed relevant by embracing digital evolution and enhancing the customer experience across channels. A major driver of growth has been their co-branding strategy, launched in 2014, which now spans 160 locations globally and delivers a 10–20 percent lift in incremental sales for franchisees.
Recent digital investments have taken the concept even further. A new co-branded website, mobile app, and an industry-first dessert loyalty program have boosted customer engagement and sales. Since merging the brands’ apps, same-store sales have grown 10 percent, loyalty sign-ups are up 26 percent, and loyalty members are spending 45 percent more. One standout innovation—the launch of a 3D Cookie Cake Builder—has added
$40,000
GREAT AMERICAN COOKIES/MARBLE SLAB CREAMERY
THE SKINNY:
Kilwins has earned its place as a Best Franchise Deal by combining a time-tested business model with strong financial performance and broad appeal. With more than 75 years of success
behind it, the brand has proven resilient through economic ups and downs, thriving in diverse markets—from tourist towns to lifestyle centers. Its multi-revenue stream approach—featuring hand-crafted chocolates, original recipe ice cream, made-in-store fudge, and seasonal gifts— ensures year-round profitability.
Kilwins stands out for its emotional connection with customers. It’s more than a retail experience; it’s a nostalgic, joy-filled destination that creates lasting memories, according to its nomination form. Operationally, it’s a simpler model than many food concepts—no fryers or grills—but still offers a high-impact in-store experience with live fudge-making and waffle cone baking that draws in crowds.
Franchisees benefit from comprehensive support, covering everything from real estate and buildout to training and marketing. That partnership, combined with Kilwins’ strong unit economics and brand loyalty, leads to low failure rates and high franchisee satisfaction. Many franchisees go on to open multiple units. When executed well and placed strategically, Kilwins stores offer favorable ROI and long-term potential, making it an attractive choice for operators seeking profitability and purpose in a franchise investment.
PJ’s Coffee
NUMBER OF U.S. FRANCHISE UNITS: 174
NUMBER OF U.S. TOTAL UNITS: 187
TOTAL SYSTEMWIDE SALES:
$84,018,881
FRANCHISE AVERAGE UNIT VOLUME:
$589,674
FRANCHISE FEE:
$15,000 to $40,000
ROYALTY:
5 percent of net sales
RENEWAL FEE:
$0
MARKETING FEE:
2 percent of net sales
TOTAL START-UP COSTS:
$262,500 to $1,698,000
FRANCHISEE INCENTIVES:
We have a program (the “Franchisee Referral Program”) that provides existing PJ’s Franchisees the opportunity to earn an incentive for each new qualified candidate they refer to us, who meet our criteria for approval as a PJ’s Franchisee, and who sign a Franchise Agreement and pay the applicable Initial Franchise Fee. The incentive for Franchisees is $5,000. We also offer a 20 percent discount on our franchise fee as part of our partnership with VetFran. Annually, we offer a deserving franchisee veteran the chance to start their own PJ’s Coffee franchise by waiving our $40,000 franchise fee. Applicants fill out the form at the top or bottom of our veteran franchise webpage to receive a franchise brochure. Then, they film a 1-2 minute video about how their military experience will make them a hard-charging PJ’s franchisee. After they submit their video to our franchise development team, we evaluate the entries and select a winner on Veteran’s Day.
THE SKINNY:
With more than 45 years of experience, PJ’s Coffee is in the midst of rapid expansion, currently operating over 190 locations and developing more than 300 additional units. In 2024 alone, the New Orleans-based brand opened 20 new stores across the Southeast and Mid-Atlantic, offering flexible formats from traditional cafés to drive-thrus and nontraditional spaces.
The franchise captivates a
wide range of entrepreneurs thanks to its relatively low startup costs—ranging from $262,500 to $1.7 million—and attractive incentives, including a 20 percent discount on the franchise fee for veterans and an annual giveaway that fully waives the $40,000 fee for one U.S. military veteran. PJ’s differentiates itself through small batch roasted cof-
fee, direct trade sourcing, and unique menu items like Café Au Lait brewed with chicory and authentic New Orleans-style beignets. A pilot in Maryland found instant success with beignets, which now account for 25 percent of that store’s sales. Backed by parent company Ballard Brands, PJ’s offers robust training, marketing, and real estate support.
Playa Bowls
PJ’s Coffee is in the midst of rapid expansion, currently operating over 190 locations and developing more than 300 additional units.
NUMBER OF U.S. FRANCHISE UNITS: 261
NUMBER OF U.S. TOTAL UNITS: 290
TOTAL SYSTEMWIDE SALES: $296,353,000
FRANCHISE AVERAGE UNIT VOLUME: $1,219,892
FRANCHISE FEE: $35,000
ROYALTY: 6 percent of gross sales
RENEWAL FEE: $35,000
MARKETING FEE: u p to 3 percent of gross sales; currently, 2 percent of gross sales
TOTAL START-UP COSTS: $255,944 to $1,037,794
THE SKINNY: What started as a Jersey Shore surf cart in 2014 has evolved into
PLAYA BOWLS
KILWINS
PJ’S COFFEE
KILWINS
a 300-plus unit superfruit bowl brand with national recognition and continued expansion. In 2024, Playa Bowls opened 74 new locations and added another 13 in Q1 2025, showing no signs of slowing down.
The concept’s appeal lies in its simplified operations and compact footprint, which helps reduce overhead and speed up service. This ease of execution, paired with strong unit-level economics, makes Playa Bowls an attractive option for new and experienced operators.
The menu is designed for allday traffic, with sales nearly evenly split across breakfast, lunch, afternoon, and dinner. Its offerings bring out multiple demographics, particularly 18 to 44-year-olds who value healthy, functional, and flavorful food options. Whether it’s a post-workout bowl, on-the-go breakfast, or afternoon pick-meup, Playa Bowls delivers a vibrant, Instagram-friendly experience that drives repeat visits, according to the nomination.
Franchisees receive full support from site selection and design to training and local marketing. With a strong brand identity, social media presence, and ongoing seasonal innovation, Playa Bowls is positioned as a leader in the better-for-you category and a scalable, in-demand franchise model.
SIZING UP FROM THE SIDELINES:
“Playa Bowls excels at meeting
today’s consumer preferences for healthy, customizable menu options. Lean operations and efficient preparation translates to fast service, lower costs, and strong profitability potential.”
Marco’s Pizza
NUMBER OF U.S. FRANCHISE UNITS: 1,117
NUMBER OF U.S. TOTAL UNITS: 1,162
TOTAL SYSTEMWIDE SALES:
$1,050,859,657 ( u.s. only )
FRANCHISE AVERAGE UNIT VOLUME: $934,318
FRANCHISE FEE: $25,000
ROYALTY:
5.5 percent of gross sales
RENEWAL FEE:
$6,250 or 25 percent of the then-current standard i nitial f ranchise f ee, before any discounts, whichever is greater
MARKETING FEE: 7 percent
TOTAL START-UP COSTS:
$286,727 to $807,152
FRANCHISE INCENTIVES: see fdd for full details on the 2025 royalty incentive program
THE SKINNY:
Marco’s Pizza began 2025 following a year of significant growth, awarding 85 franchises and opening 70 stores in 2024. With nearly 40 additional openings already
DAWN ABBAMONDI CMO SMB FRANCHISE ADVISORS LIANE CARUSO COFOUNDER HELLOCMO
MICHELLE ROWAN
PRESIDENT AND COO FRANCHISE BUSINESS REVIEW
ELYSE LUPIN
PRESIDENT AND FOUNDER
ELYSIUM MARKETING GROUP
GRAHAM CHAPMAN CEO ZORFORUM
METHODOLOGY:
PRESIDENT AND HOST/PRODUCER FRM SOLUTIONS AND FRANCHISE TODAY PODCAST
ALEX PORTER CEO LOCATION3
MARCIA MEAD PRESIDENT M SQUARED FRANCHISE CONSULTING
QSR magazine’s Best Franchise Deals for 2025 were selected from a nomination process that ran from mid-May to mid-June. Finalists were reviewed by the Franchise Council, which selected their top choices from shared information and FDD data. Their top choices comprise the final list. Brands cannot appear for back-to-back years, but can return after a year off.
For a third year, we recognized rising franchisors that are on the outside looking in and created a Hall-of-Fame for concepts that have graced the Best Franchise Deals list several times.
MARCO’S PIZZA
MARCO’S PIZZA
this year, the brand has surpassed 1,200 units. Marco’s continues to focus on innovation, operations, and development incentives tailored to multi-unit operators.
Limited-time offerings like the Fiery Flavors Menu, Triple Pep Magnifico, and Margherita Pizza support its culinary platform—“But Wait, There’s Marco’s”—which is aimed at driving trial and sales growth.
Operationally, Marco’s has implemented a cloud-based system with more than 770 updates, a new store design, and upgraded technology tools. Franchisees benefit from support in real estate, construction, and daily operations. Financial programs include a Franchise Development Royalty Incentive Program and partnerships with preferred lenders, contributing to Marco’s winning the 2025 FRANdata TopScore FUND Award in the food category. Strategic leadership hires across technology, marketing, and operations further support growth. The Marco’s Independent Franchisee Association helps facilitate real-time feedback and data-sharing. Looking ahead, Marco’s is targeting expansion in the Midwest, East Coast, Sun Belt, nontraditional venues, and internationally through a 50-unit deal in Mexico City.
MOOYAH
MOOYAH launched its first drive-thru prototype in 2024 and plans to open several more in 2025.
BEST FRANCHISE DEALS
Hall of Fame
These brands are officially retired from Best Franchise Deals, but will be highlighted in future editions. As chains reach four appearances, they will be added to the list.
most stores saw year-over-year same-store sales increases, including 30 percent that posted double-digit growth. Despite broader industry challenges, MOOYAH achieved a 5.4 percent increase in year-to-date sales and a 2.3 percent rise in guest traffic. The average unit volume of the brand’s top quartile rose 60 percent, reflecting strong and consistent operational execution.
FRANCHISEE INCENTIVE:
MOOYAH Burgers, Fries & Shakes is flipping the script on franchising with a beefy new incentive program for prospects who sign to develop between three and 10 locations, offering significant cash savings on franchise fees, development fees and royalties up to more than $300,000. The offer is available for eligible franchise candidates looking to bring MOOYAH’s commitment to quality and customization to prime markets throughout the West Coast, Midwest, Mid-Atlantic, New England, Southeast and Texas. Franchisees that sign development agreements in 2025 for three or more restaurants will receive the following:
• A reduced franchise fee of $15,000 (compared to the standard $40,000/unit fee) for each restaurant with an agreement of three or more units
• A waived development fee for the first restaurant, plus $5,000 off for each additional restaurant developed beyond the third. Moreover, MOOYAH is offering a juicy deal on royalties for franchise prospects who open their first restaurants within the next three years. For restaurants that open in 2025, franchisees can benefit from a reduced royalty fee of 3% for the balance of the year, while restaurants that open in 2026 will pay a reduced royalty fee of 4 percent, increasing to 5 percent in 2027 and then 6 percent for 2028 and beyond.
THE SKINNY:
MOOYAH is experiencing its strongest period of expansion to date, opening seven new locations in 2025 with eight more planned by year’s end. This follows a solid 2024, during which
Wingstop 2011, 2014, 2017, 2019
McAlister’s 2014, 2015, 2016, 2022
Newk’s Eatery 2012, 2015, 2018, 2019
To support expansion and efficiency, MOOYAH is introducing a smaller-footprint restaurant model in 2025. The design includes self-order kiosks, seating for 16–20 guests, and a streamlined kitchen. It is tailored for high-traffic, conveniencedriven locations and emphasizes off-premises orders with curbside pickup and delivery options. This model can reduce real estate and construction costs by up to 50 percent, allowing franchisees to enter markets more affordably.
Tropical Smoothie Cafe
2015, 2016, 2020, 2021
Jersey Mike’s 2013, 2019, 2021, 2023
Penn Station 2013, 2016, 2017, 2023
Freddy’s 2012, 2013, 2019, 2023
Scooter’s Coffee 2019, 2020, 2021, 2023
Chicken Salad Chick 2019, 2020, 2022, 2024
Additionally, MOOYAH launched its first drive-thru prototype in 2024 and plans to open several more in 2025. These locations aim to meet growing demand for speed and convenience while maintaining product quality. Enhancements to the MOOYAH Rewards app, including
MOOYAH
new promotions and challenges, resulted in increased loyalty engagement across key metrics, strengthening customer retention and brand visibility.
Hot Head Burritos
NUMBER OF U.S. FRANCHISE UNITS: 72
NUMBER OF U.S. TOTAL UNITS: 83
TOTAL SYSTEMWIDE SALES:
$59,880,000
FRANCHISE
$720,577
FRANCHISE FEE:
$26,000
ROYALTY:
6 percent of total net sales
RENEWAL FEE: $2,500
MARKETING FEE:
1 percent of total net sales
TOTAL START-UP COSTS:
$215,100 to $704,850
THE SKINNY:
Hot Head Burritos offers a fastcasual franchise opportunity with low startup costs, streamlined operations, and strong unit-level economics. Its model is structured to accommodate both first-time operators and experienced multi-unit developers. The brand has maintained consistent same-store sales growth, supported by an operationally efficient kitchen, a customizable menu, and integrated digital platforms across in-store, online, and third-party channels.
Pulp Juice and Smoothie Bar’s initial investment ranges are from $205,100 to $457,100, and the model does not require expensive kitchen equipment like hoods or fryers.
opment support positions it as a competitive choice within the fastcasual segment.
Pulp Juice and Smoothie
Bar
NUMBER OF U.S. FRANCHISE UNITS: 67
NUMBER OF U.S. TOTAL UNITS: 68
TOTAL SYSTEMWIDE SALES: $40,154,000
FRANCHISE AVERAGE UNIT VOLUME: $674,824
FRANCHISE FEE:
$25,000 1st location / $12,500 for additional locations
FRANCHISE INCENTIVES: 25 percent off franchise fee for those who have served in a branch of the u.s. military
Franchisees receive ongoing corporate support that includes training, local marketing guidance, and professional-grade materials at no extra cost. These resources include graphic design, video production, and advertising content. Store development is also simplified, as the franchise fee includes phase one drawings and site evaluations. The brand’s flexible footprint allows it to operate in various types of markets while keeping labor needs and overhead low.
Hot Head also offers an area developer option for qualified franchisees seeking to manage multiple units within a defined region. This structure provides additional revenue through royalties and allows for regional growth opportunities.
Veterans receive a discounted franchise fee as part of Hot Head’s commitment to reducing ownership barriers. As the brand expands into new regions, its system of operational efficiency, digital engagement, and devel-
THE SKINNY: Pulp Juice and Smoothie Bar offers a franchise model centered on low startup costs, operational simplicity, and a history of consistent performance. With over 20 years in business and more than 65 locations across five states, the brand has maintained steady growth while keeping closures minimal— only one store has permanently closed in its entire history.
Initial investment ranges from $205,100 to $457,100, and the model does not require expensive kitchen equipment like hoods or fryers. This structure reduces both build-out expenses and labor requirements, creating an efficient operating system designed for strong unit-level economics. Many franchisees have opened multiple units, leveraging the system’s scalability. Franchisees receive support throughout the process, from site
PULP JUICE AND SMOOTHIE BAR
selection and build-out to training and marketing. Ongoing operational assistance is also included. Pulp maintains a collaborative franchisee network, with a dedicated team providing continuous guidance across functions.
The brand has recorded positive same-store sales growth every year since its founding. Locations often build a loyal customer base with higher visit frequency than typical quick-service concepts, driven by demand for fast, health-oriented options. Pulp’s model supports both single-unit and multi-unit development and is positioned to meet the needs of entrepreneurs seeking a stable opportunity in the health-focused segment.
Slim Chickens
NUMBER OF U.S. FRANCHISE UNITS: 197
NUMBER OF U.S. TOTAL UNITS: 207
TOTAL SYSTEMWIDE SALES: $569,804,623.14
FRANCHISE AVERAGE UNIT VOLUME: $2,436,728
FRANCHISE FEE:
$15,000 ( $15,000 for the territory fee )
ROYALTY: 5 percent
RENEWAL FEE:
25 percent of the then current franchise fee
MARKETING FEE: 2 percent national brand fund and 1 percent local
TOTAL START-UP COSTS:
$1,264,400 to $4,515,000
FRANCHISE INCENTIVES:
20 percent off franchise fee for veterans
THE SKINNY:
Slim Chickens continues to grow its presence in the fast casual space with a model built on strong unit economics, operational simplicity, and brand loyalty. The concept reports an average unit volume of $2.4 million (based on data in the 2025 FDD) and $3.6 million for its top quar-
With over 300 locations open and 1,000 more in development, Slim Chickens is actively expanding.
Nearly 80 percent of multi-unit operators are continuing to develop new locations, underscoring confidence in the concept’s scalability and longterm performance.
SIZING UP FROM THE SIDELINES:
“Slim Chickens outperforms the food and beverage sector across training and support, culture, leadership team, and financial opportunity. Their “people-first” culture, and data-driven, technology-powered strategy drive customer growth, better brand visibility, and faster success.”
Bubbakoo’s Burritos
tile (top quartile AUV in the 2025 FDD), contributing to more than $569 million in systemwide sales. Startup costs remain accessible, supported by a streamlined fee structure.
With over 300 locations open and 1,000 more in development, Slim Chickens is actively expanding. Twelve new locations opened in Q1 2025 alone, and the brand aims to sign 150 new franchise agreements and open around 50 additional units by year’s end.
The menu focuses on Southern-inspired, made-from-scratch items, paired with a guest experience centered on hospitality.
NUMBER OF U.S. FRANCHISE UNITS: 132
NUMBER OF U.S. TOTAL UNITS: 141
TOTAL SYSTEMWIDE SALES: $125,000,000
FRANCHISE AVERAGE UNIT VOLUME: $915,000
FRANCHISE FEE: $35,000
ROYALTY: 6
RENEWAL FEE: no fee
MARKETING FEE: 2 percent
TOTAL START-UP COSTS:
$356,000 to $757,000
FRANCHISEE INCENTIVES: for veterans – 15 percent off franchise fee
THE SKINNY:
Bubbakoo’s Burritos continues its growth trajectory in 2025 with plans to open 30 new locations, following 25 openings in 2024. The brand now operates over 130 units and is expanding in both traditional markets like the Tri-State and Mid-Atlantic regions, as well as in nontraditional venues such as casinos and music arenas. This flexible real estate strategy allows the brand to adapt to different market environments and customer access points.
Founded in 2008, Bubbakoo’s differentiates itself through a Mexican-fusion menu that includes items like the Honey Sriracha Crispy Chicken Stinger, Papi Hibachi, and Crispy Cheesy Birria Dilla. A rotating lineup of global-
Bubbakoo’s differentiates itself through a Mexicanfusion menu that includes items like the Honey Sriracha Crispy Chicken Stinger, Papi Hibachi, and Crispy Cheesy Birria Dilla.
inspired burritos supports repeat visits and customer engagement.
Operational efficiency is supported by technology investments, including Toast’s digital POS platform and Olo’s digital ordering infrastructure. These tools streamline ordering, improve in-store management, and support a consistent guest experience across channels.
To support franchisee financing, Bubbakoo’s has partnered with ApplePie Capital to provide access to funding for new and existing operators. The brand has been recognized on Entrepreneur’s Franchise 500 and the Inc. 5000 list, and continues to grow under the guidance of a lean corporate team of 15. This structure enables responsive support and focused franchise system development across expanding territories.
SIZING UP FROM THE SIDELINES:
“Franchisees consistently praise Bubbakoo’s for refined operational systems, advanced technology tools, and a culture of continuous ‘looking forward’ mindset. This strategic combo is represented in the high marks for tech, operations and innovation.”
Rita’s Italian Ice
NUMBER OF U.S. FRANCHISE UNITS: 569
NUMBER OF U.S. TOTAL UNITS: 574
TOTAL SYSTEMWIDE SALES: $210,000,000
FRANCHISE AVERAGE UNIT VOLUME: $544,799 top tier FRANCHISE FEE: $35,000
FRANCHISE INCENTIVES:
20 percent off franchise fee for veterans
THE SKINNY:
Rita’s Italian Ice combines strong brand recognition, streamlined operations, and consistent financial performance across nearly 600 locations. With a 40-year track record in the $84 billion U.S. confectionery market, the brand maintains high customer loyalty through more than 80 rotating flavors and a nostalgic, multi-generational experience.
Operations are designed to be efficient, with no cooking, low labor requirements, and a limited SKU menu. Flexible store formats, including drive-thru models, allow franchisees to adapt to a variety of markets and site types.
Brand awareness remains high, with 36 percent unaided recognition, and revenue growth has remained steady. Franchisees receive full support—from site selection and build-out to marketing and training—positioning them to operate effectively from day one.
Rita’s Italian Ice’s operations are designed to be efficient, with no cooking, low labor requirements, and a limited SKU menu.
MARKETING FEE:
3 percent of gross sales
TOTAL START-UP COSTS: $455,600 to $798,960
FRANCHISE INCENTIVES: cash savings between $60,000 and $200,000 for multi-unit development of three to 10 units. Reduced royalties for the first two years of development for multi-unit development.
THE SKINNY:
of then-current franchise fee MARKETING FEE: 3 percent
TOTAL START-UP COSTS: $315,233 to $770,542
strong background in marketing, operations, and customer engagement, most recently driving rapid expansion at Madison Reed. Together with CEO Linda Chadwick, they will lead Rita’s strategic expansion, focusing on franchise growth, data-driven marketing, and elevating the guest experience in 2025 and beyond.
Dunn Brothers Coffee
Rita’s expanded its leadership team to fuel growth and innovation, appointing Lawrence Brown as chief development officer and Carmela Hughley as SVP of marketing insights and innovation. Brown brings extensive experience in franchising and real estate strategy from roles at Tide Services and RBI. Hughley offers a
FRANCHISE AVERAGE UNIT VOLUME: $708,743 – top 50 percent
FRANCHISE FEE: $40,000
ROYALTY: 5 percent of gross sales
RENEWAL FEE: $10,000
Dunn Brothers Coffee has built a strong track record since 1987, with a focus on supporting franchisee success. Most locations are franchise-owned, reflecting the company’s commitment to its operators and long-term brand growth. For a limited time, new franchisees can take advantage of a special incentive that includes substantial savings—ranging from $60,000 to $200,000—on initial fees, along with reduced royalties for the first two years. This offer is designed to lower entry costs and help franchisees launch their stores with greater financial flexibility.
The brand is targeting growth in the I-35 corridor—including Minnesota, Iowa, Texas, and
Oklahoma—and focusing on a drive-thru-only model designed for quicker entry, lower costs, and operational simplicity.
Franchise expansion is central to the strategy, with a focus on selecting partners committed to quality and local market understanding. Support includes training and brand-aligned tools. Menu updates like the Dunn Dirty soda line and seasonal drinks help attract and retain customers, while upgraded technology improves service and loyalty tracking.
RITA’S ITALIAN ICE
DUNN BROTHERS COFFEE
The brand operates under Gala Capital Partners, whose shared services—covering marketing, supply chain, and training—provide economies of scale and efficiency. Access to proven strategies across Gala’s portfolio helps Dunn Brothers streamline operations and maintain service consistency as it competes in a growing beverage category.
SIZING UP FROM THE SIDELINES:
“A regional favorite for years out of Minneapolis, Dunn Brothers Coffee is now spreading their high-quality brews nationwide, with a commitment to excellence, everywhere.”
Church’s Chicken
NUMBER OF U.S. FRANCHISE UNITS: 605
NUMBER OF U.S. TOTAL UNITS: 765
TOTAL SYSTEMWIDE SALES: $1,665,000,000
FRANCHISE AVERAGE UNIT VOLUME: $1,092,163
FRANCHISE FEE: $20,000
ROYALTY: 5 percent
RENEWAL FEE: $10,000
MARKETING FEE: 5 percent
TOTAL START-UP COSTS:
$644,366 to $1,808,972
FRANCHISEE INCENTIVES:
r oyalty and marketing fee incentives
THE SKINNY:
The story for Church’s Chicken in 2025 is new leadership.
In February, the brand announced that it promoted Roland Gonzalez to CEO. He spent the previous two years as COO. He succeeded Joe Guith, who jumped to Hardee’s and Carl’s Jr. parent CKE Restaurants after two years at the helm. Before joining Church’s, Gonzalez held senior leadership roles at major
quick-service concepts, including Burger King, Tim Hortons and Popeyes.
A month before that, Church’s revealed that Navin Sharma had been appointed as CMO, replacing Natalia Franco, who retired at the end of January. In his role, Sharma oversees brand marketing, digital strategies, and advertising. The executive previously worked as Sharma the chief commercial services officer at Inspire Brands, Inc. and as the SVP of insights, analytics, and digital at Arby’s Restaurant Group.
“We are a growing franchise system that plays in the value space of QSR,” Church’s said in its nomination form. “We also offer multi-unit incentives that begin at a five-restaurant development agreement. This includes royalty incentives and ad-fund incentives. We are also on the low-end of our space as well!” Papa Johns
NUMBER OF U.S. FRANCHISE UNITS: 2,752
NUMBER OF U.S. TOTAL UNITS: 3,514
TOTAL SYSTEMWIDE SALES: NA
FRANCHISE AVERAGE UNIT VOLUME: $1,157,331
FRANCHISE FEE: u p to $25,000
ROYALTY:
traditional: 5 percent of net sales of the restaurant for each period
SMALL TOWN RESTAURANT: 6 percent of net sales of the restaurant for each period
RENEWAL FEE: $4,000
MARKETING FEE: 6 percent of net sales
TOTAL START-UP COSTS: $261,165 to $853,365
FRANCHISEE INCENTIVES:
Franchisees that open standard restaurants in the united states in 2025 that are required to be opened in 2025 or are incremental to required openings, will not pay contributions to the marketing fund for three years from the date of the qualifying standard restaurant’s opening.
THE SKINNY:
Todd Penegor, former Wendy’s CEO, joined Papa Johns in August 2024 to reverse declining performance. His 100-day plan identified key challenges, such as weak value messaging and inconsistent operations. Penegor refocused efforts on affordabil-
ity, launched national ads like “Meet the Makers,” revamped Papa Rewards to drive loyalty, and invested $25 million in marketing and CRM. Initiatives include simplified operations, menu streamlining, carryout growth, oven standardization, and testing the right national-local ad balance. Penegor sees opportunity in refranchising and reducing build costs, which averaged $515,000 in late 2024. A return to a barbell menu strategy, more targeted LTOs, and sharper digital personalization are expected to fuel future momentum and transaction growth as Papa Johns works to regain share.
Papa Johns offers a proven business model built on global brand recognition, operational simplicity, and strong unit-level economics, all backed by more than 40 years of pizza innovation.
“Papa Johns offers a proven business model built on global brand recognition, operational simplicity, and strong unit-level economics, all backed by more than 40 years of pizza innovation,” the company said in its nomination form. “With flexible store formats, competitive incentives, and comprehensive franchise support systems, Papa Johns empowers franchisees to scale responsibly and run successful restaurants. Our company’s commitment to franchisees is unmatched, with dedicated teams for training, marketing, operations, and development, ensuring every partner has the tools to succeed from day one.”
SIZING UP FROM THE SIDELINES:
“As a category, pizza always does well, in any economy. And, these days, with many new markets recently identified for development, On the consumer side, Papa Johns is investing heavily in tech-
CHURCH’S CHICKEN
PAPA JOHNS
Nine Franchisors to Watch
nology, to push the envelope on customer experience and loyalty. On the franchisee side of the business, they are fanatically focused on profitability and success for franchisees, at the unit level.”
The Great Greek Mediterranean Grill
NUMBER OF U.S. FRANCHISE UNITS: 56
NUMBER OF U.S. TOTAL UNITS: 64
TOTAL SYSTEMWIDE SALES:
$73,371,356
FRANCHISE AVERAGE UNIT VOLUME:
$1,630,000
FRANCHISE FEE:
$39,500
ROYALTY:
6 percent of gross revenues
RENEWAL FEE:
$2,500
MARKETING FEE:
3 percent of gross revenues
TOTAL START-UP COSTS:
$583,514 to $1,088,560
FRANCHISEE INCENTIVES:
Eligible united states military veterans (who received an honorable discharge), or his/her spouse, with 1-10 years of active duty service will receive a discount of 10 percent of the franchise fee. eligible veterans with 11-20 years of active duty service will receive a discount of 15 percent of the franchise fee. eligible veterans with 21-plus years of active duty service will receive a discount of 25 percent of the franchise fee. eligible veterans will receive a discount of 5 percent of the transfer fee. owners in good standing of united franchise group’s affiliated brands (signarama, fully promoted, transworld business advisors, graze craze, office evolution, intelligent office, exit factor, and venture x) who purchase the great greek mediterranean grill franchise will pay a reduced franchise fee of $35,550.
THE SKINNY:
The Great Greek Mediterranean Grill is among the fastest-growing restaurant chains in the U.S.,
recording 44.2 percent year-overyear sales growth. With more than 70 units currently open and a goal of surpassing 90 by the end of the year, the brand is expanding rapidly in the fast-casual space.
Founded in 2011 by a culinarytrained father and son, The Great Greek offers a menu built on traditional Mediterranean recipes and fresh, high-quality ingredients. All meals are cooked to order and served with real plateware and utensils. Guests receive food in a staged format—appetizer first, entrée second, dessert third— creating a dining experience that closely resembles full service.
Franchisees benefit from being part of United Franchise Group (ufg), a global organization
With more than 70 units currently open and a goal of surpassing 90 by the end of the year, The Great Greek is expanding rapidly in the fast-casual space.
led by Ray Titus with over 1,800 franchises across 80 countries. UFG provides access to development support, leadership training, and a wide range of shared services designed to support growth.
As consumer interest in Mediterranean cuisine continues to grow, The Great Greek Mediterranean Grill is well-positioned to meet demand with its focus on authentic flavors, operational support, and a scalable business model aimed at sustained expansion in new and existing markets.
The Multi-Brand Playbook for Franchisees
Seasoned operators break down the risks, rewards, and real-world lessons of expanding beyond a single brand.
/ BY SAM DANLEY
FOR FRANCHISEES LOOKING TO GROW, EXPANDING INTO MULTIPLE BRANDS CAN UNLOCK SIGNIFICANT ADVANTAGES.
But it’s not a decision to take lightly. Operators who’ve done it successfully say it takes intention, adaptability, and a clear strategy to make it work.
One of the most immediate benefits of multi-concept franchising is the added stability it brings to a portfolio. With a range of brands under one umbrella, operators gain flexibility and resilience in the face of shifting consumer trends or macroeconomic challenges.
“That diversification is a unique advantage, because not all brands ebb and flow the same way,” says Mike Hamra, president and CEO of Hamra Enterprises, which operates around 200 units across the Wendy’s, Panera, Noodles & Company, and Caribou Coffee systems. “Sometimes when one brand is off a little bit, the other brand can pick up the slack to carry you through those tougher times.”
Multi-brand operators also benefit from a broader support network and cross-brand synergy. Ryan Feghali, managing partner at Cedar Group, has seen the upside firsthand through his ownership of Little Caesars Pizza and Jersey Mike’s Subs units in Arizona and California. He’s also the cofounder
of CoCo Playa Coffee & Cookies, and says the combined experience across brands has strengthened every piece of the business.
“When you’re a part of a franchise system, you’re part of a big network of other franchisees that you can lean on, reach out to, and get advice from,” Feghali says. “When you have multiple brands, it expands your network, and it allows you to have more people you can talk to and share problems with, and then learn things from one brand that you then apply to the other.”
That mindset extends to what operators often say is their most valuable asset: their people.
Mandy Ristic, franchisee and operating partner at OM Group, oversees several concepts across Michigan and Ohio, including Dunkin’, Baskin-Robbins, QDOBA, Smoothie King, and Jimmy John’s. She says that one of the biggest benefits of growing with multiple brands has been the impact on her team.
“I noticed really quickly that having more units and more brands actually reduced turnover for me, which is the opposite of what you might expect,” Ristic says. “My team loves the growth. I have a lot of people that have been with me a long time that have moved into different positions in the company. Now, I feel like we’re getting to this level where people are seeking me out to say, ‘Hey, I want to work for you. You guys look like a growing company.’”
At the same time, Ristic acknowledges the challenge of staying connected as the company scales. She began her career operating a single Baskin-Robbins location with her husband, where she knew every employee and was deeply involved in the day-to-day. Over the years, maintaining that same personal touch has become harder.
“There was a time when I was at every store opening,” she says. “I can’t always make that happen anymore. I still try to know all of my managers and stay involved, but I’ve had to find new ways to do that.”
To bridge that gap, Ristic has adopted tools like employee pulse surveys and company picnics to foster connection and keep a read on how the team is doing.
going to buy into the company. That’s where I’m trying to scale my thought process.”
Beyond internal dynamics, staying on top of multiple brands in today’s competitive landscape presents its own hurdles. Hamra says the pace of change has accelerated dramatically compared to when he first entered the restaurant world.
“When I got into this business 25 years ago, brands moved at a slower pace and things didn’t shift as quickly,” he says. “That’s just not the case today. So, one of the challenges in being in multiple brands is staying informed of the various changes.”
“It’s about assessing and understanding what your cash flow is going to look like when you pair that brand with your existing brand throughout the year.”
-MIKE HAMRA
“If you look back at that single-unit Baskin-Robbins, that was 100 percent our own,” she says. “We had our hands in it every single day. We ran it between me and my husband and very few other people. That’s why I say that back in the olden days, people bought into me. Now, I have to learn how they’re
That requires franchisees to stay closely engaged with each brand—not just to track operational updates, but to participate in a two-way dialogue with franchisors. Providing feedback from the frontlines has become a core responsibility of modern multi-concept operators.
“It could be participating on different committees, or it could be attending DMA marketing meetings, but being engaged is definitely an expectation today inside those brands,” Hamra says.
Vetting the Right Fit
Understanding seasonal trends is a key step when evaluating potential brand additions to a franchise portfolio. Operators need to assess how a new concept will complement the cadence of their existing businesses, especially when it comes to cash flow.
“It’s about assessing and understanding what your cash flow is going to look like when you pair that brand with your existing brand throughout the year,” Hamra says. “If you drop in cash flow during a certain time, can you find a complementary brand that will help boost that cash flow in the same period?”
Hamra also cautions that time allocation is an important consideration when expanding into new brands or markets. For operators used to managing businesses in a specific region, entering a new geography—particularly with an unfamiliar concept—can present some big logistical and operational challenges.
“If I have to go into a new brand or new market, I have to really look and consider what that’s going to mean from a time allocation standpoint with the commitment to being in the stores,” Hamra says. “It’s a very different time requirement if you’re moving outside of your own geographical region.”
Operational continuity was top of mind for Joe Sacco when he and his business partner Doug Ornsby decided to add Your Pie Pizza to their portfolio alongside their existing Pancheros locations in Iowa. Both brands share a walk-the-line service model and have overlapping back-end systems, making it easier to integrate operations.
Sacco says they had considered other fastcasual pizza brands but found that many required larger development commitments than they were ready to make. They were also focused on finding a brand that could grow within the same market where they already had infrastructure in place.
Before launching Your Pie, Sacco and Ornsby made sure their Pancheros stores were operating from a position of strength. That included building up internal talent they could potentially transfer into leadership roles with the new brand. Employees already trained in the company’s service style and operational approach helped ensure a smoother transition.
“That’s the advantage of being in the same market,” Sacco says. “You can say, ‘Hey, we’re looking at this new brand. You’re doing a really good job here. We think those skills will transfer over to this new brand.’ I believe that’s really important.”
Strong communication is another nonnegotiable for Sacco. He says franchisees are paying substantial fees—often around 10 percent of sales between royalties and marketing contributions—and should expect responsive support in return.
In one recent example, he says he worked closely with his franchise business representative to quickly resolve a technical issue with a printer. The proactive support from the brand helped minimize disruption and underscored the value of open lines of communication.
“If you’re going to be a franchisee, that’s what you’re paying for—the menu, the recipes, the point of sale, the marketing, and all those support things that come with it,” Sacco says.
Evaluating support also means digging into the leadership team behind the brand. Feghali says it’s critical to assess alignment on values, culture, and long-term vision.
“It all goes back to the leadership team. You’ve got to look at how they operate, how they communicate, and how they support franchisees.”
-JOE SACCO
“It all goes back to the leadership team,” he says. “You’ve got to look at how they operate, how they communicate, and how they support franchisees. Talk directly to the operators in the system. How do they feel about the franchise? How do they feel about the leadership team? Are the numbers that are in the item 19 representative of their market?”
It’s also worth understanding where a brand stands in its life cycle. Some concepts may look promising on the surface but aren’t built for long-term sustainability.
“Sometimes it’s a little bit more difficult with emerging brands,” Feghali says. “Is it a fad? Is it something that you can see blowing up? Is it a new player in a mature category, or is it creating a new lane altogether? And if so, is it just sustainable or trendy? Those are the things you’ve got to think about.”
Operational fit is another filter he uses when weighing
whether a brand belongs in his portfolio. He recalls evaluating a concept he liked—strong leadership, compelling product—but ultimately passing because it required large dining rooms and full bars, which would have added staffing and buildout complexities he wasn’t ready to take on.
“Even though my brands are different, they all play nicely together behind the scenes,” he says. “They have very similar build-out costs. They have similar size footprints and similar tech stacks, and I’ve been able to use things from each of the brands for the others.”
Of course, the financial fundamentals still need to pencil out. Operators stress the importance of understanding AUV, EBITDA, cost of goods, and potential financial risks—especially when comparing performance across different geographic and economic conditions.
Feghali remembers reviewing a promising brand with 10 units in a state that had low labor costs and affordable real estate. The franchise disclosure document showed strong returns, but once he modeled the concept using his own cost assumptions in San Diego, the outlook changed significantly.
“You can fall in love with a concept, but if the unit economics don’t make sense and the cost structure isn’t stable, then it’s not a smart move—especially with a new brand,” he says. “It might be better to just invest in something that you know and are already involved in.”
Scaling Support
For multi-brand operators, long-term success often hinges on whether the infrastructure can keep up with the growth. That means investing in systems, people, and support before they’re urgently needed.
Feghali says his team approached that challenge with a forward-looking mindset. “There’s that old adage about dressing for the job that you want,” he says. “So, we started investing in these things pretty early on, before we were really ready for it.”
That meant bringing finance, accounting, HR, and tech teams in-house well before they hit their current size.
“We have a pretty built-out leadership team,” he adds. “We’re ready to scale to 150–160 units pretty easily with the team we have. We’re probably taking it on the chin a bit right now, but I think that gives a lot of confidence when the opportunities show up.”
That early investment comes with upfront costs, but it sets the
stage for smoother scaling—and prevents leaders from becoming a bottleneck.
Ristic took a similar approach in the early stages of growth, expanding her payroll to keep pace with a larger footprint even when it meant higher labor costs.
“When you’re adding to the team and you’re taking the time to develop people, you are going to spend more on labor,” she says. “But you absolutely cannot build stores or acquire stores without that infrastructure.”
At first, Ristic would sketch out an organizational chart once a year on a whiteboard, mapping growth and resource needs by hand. Today, that’s a monthly exercise.
“You have to build those layers if you want to grow,” she says. “If you don’t have your infrastructure, it would be really hard to do. You can’t do it all by yourself.”
That infrastructure now includes not just operations and HR support, but also training, construction, maintenance—and potentially even a catering team.
“Anything that takes a manager out of their restaurant too much means we need to add something,” Ristic says. “We really want the restaurants to be focused on the restaurants.”
Are You Ready For the Leap?
Before jumping into a second or third concept, operators need
to take a hard look at their foundation.
“It’s very important to not just chase scale, but to chase repeatability,” Feghali says. “You want to make sure that your current brand is not just successful, but stable and replicable.”
That means having strong systems in place, a reliable team, and clear data showing what’s working. Without that, he warns, adding another brand only compounds operational complexity.
Equally important is clarity of purpose.
“Just be really honest about your ‘why,’” Feghali says. “Expanding into new brands isn’t always the right move—especially if it’s coming from ego, hype, boredom, or pressure. But if you’re super clear on what you want to do and why, it goes a long way.”
He also stresses the mental and emotional shift required when stepping into multi-brand leadership. With more teams, more franchisors, and more variables at play, operators need sharper systems and stronger leadership to maintain focus.
“Protect your headspace,” Feghali says. “You need better habits, better systems, better people. It’s a big mindset shift.”
And above all, don’t lose sight of the customer.
“A lot of people get lost when they enter new brands,” he says. “They scale so fast that they forget what made them successful in the first place. Stay close to the guests.”
Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com.
Fatburger Gets Some Sunshine
The fast casual is making a big splash in Florida after a 20-year absence.
BY BEN COLEY
Fatburger hadn’t existed in Florida for 20 years. Now, the fast casual is looking to plant a major flag in the Sunshine State.
The budding fast-casual empire is led by franchisee Whole Factor Inc., which officially brought the chain back to Florida in 2023 and recently signed a 40-unit development deal to open new restaurants for the next 10 years.
The company now has two locations open— one in Riverview ( suburb of Tampa and another in Celebration (suburb of Orlando). As of mid-July, there were four locations under development.
Spike Singh, president of Whole Factor Inc., says the Florida push was ignited by Ravi Singh, the company’s secretary. He moved to the state 15 years ago and voiced to his team that “We got to have better food out here.” It also helped that Whole Factor found many California transplants—where Fatburger is based—living in the state.
Whole Factor Inc. plans to open dozens of Fatburger restaurants over the next decade.
“Around COVID time, we decided to check it out because we know there’s a big influx of people moving out there,” Spike says. “And we said, we’re going to start looking at bringing the brand over there. And we just thought it was the right brand. We did talk to others, but we felt this was the right opportunity. It was the right structure. We enjoyed discussing business opportunities with the FAT Brand’s crew, and we just moved on from there. We felt like there is definitely an opportunity there to grow.”
The 40-unit deal was based on data, according to Spike, who has a background in analytics. Whole Factor began dropping theoretical pins across Florida to see how many it could fit. It was a methodical approach; it took about six months to come up with a workable model for expansion and secure funding. However, the company had organized numbers around traffic count, population density, and demographics of potential customers to support projections.
Whole Factor hopes to open about four to five Fatburger restaurants per year.
Ravi says the brand has been perceived well, judging by the sales growth of both stores and the overall response from customers. He recognizes Florida has plenty of burger options, but he feels none compare to what Fatburger has to offer.
“We just feel like we can fill that need that is still out there,” Ravi
says. “Because everybody goes to Wendy’s, but then they come back and they say, ‘Oh, this is so much better than Wendy’s,’ and same thing for McDonald’s. Everything is a generic burger, not a scratch burger. I think we see where we can go with this, and we wanted to secure basically Florida so we can have a uniform way to grow our brand.”
About 500 customers showed up when the first unit in Riverview opened two years ago. A lot of the guests told the Whole Factor team that they still remembered the burger chain.
Marketing the new restaurants involved a lot of education, Spike says. But that proved to be an asset for Whole Factor. He calls it a “ground-floor opportunity.”
“It allowed us to really expand and build its own runway for us to take off,” he says. “But the amount of people that came in and were excited that we’re here—we’re the first store in the state to open in Riverview—was astonishing, and I think it was the right location to open the first door because it was in some ways an underserved market. We opened that store and it’s doing really well right now.”
Although the brand has had early success,
count via acquisition of the former plantbased concept Beatnic. The chain finalized the purchase in 2024 and converted four of the locations into INDAY. It inherited all of the liabilities, employees, and infrastructure.
“It really matched up with our business both from a real estate perspective and a people and culture perspective,” Ratnam says. “I like the way that they operated and I felt like all the locations could be even more successful as our brand, and so I went around the table to our leadership team at the time and I asked them, are they ready to do this? It’s so different than what we’ve done and every one of them said we signed up to be a national brand. And this feels like a way to maybe make up for the lack of growth during COVID, which ultimately made us better operators, but didn’t afford us the same new growth opportunity and we got to a price that made sense for the business.”
In 2022, Ratnam decided to open a spinoff casual concept called “INDAY All Day” in Brooklyn’s Williamsburg neighborhood to further his mission of making Indian food accessible.
The restaurant offers brunch on weekends from 11 a m to 3 p m with a cultural twist, like the Bacon Naan Breakfast Sandwich (homemade naan stuffed with thick cut bacon, cream cheese, and smoky tomato chutney) and the Chai French Toast (chai-soaked challah French toast with a gulab-jamun syrup)
“Things were so impacted and fractured in Manhattan in the office districts that we were operating in, and we felt like there was an opportunity for us to tell the story of our food, our sense of hospitality, of space-making in a more suburban, residential neighborhood that had a healthy dinner traffic and a weekend vibe,” Ratnam says.
As for future growth opportunities, Ratnam will stick with the main fast-casual model. There are additional Manhattan neighborhoods he’d like to hit, like the Upper West Side and Upper East Side. He’s also shown interest in Westchester County, Long Island City, and Jersey City to fill out the greater NYC market. The goal is to reach a new national market by 2027, sticking to his meticulous growth approach.
Ben Coley is the editor of QSR. He can be reached at bcoley@ wtwhmedia.com.
whatever path they choose, I am committed to supporting their personal and professional development.”
From day one, her business philosophy has centered around building a people-focused organization. Creating an environment where employees feel heard and empowered has allowed her to strengthen her team and make a lasting impact on both guests and the wider community.
“My team operates differently when I take the time to explain how business decisions impact restaurant operations, and everything has to resonate,” Drazek adds. “It’s important to create an environment that’s fun, inclusive, and celebratory … we always try to maintain a certain level of engagement with the team, whether through on-the-floor contests or social media shout-outs when they hit their goals.”
Drazek is also an avid supporter of Ronald McDonald House Charities Canada, assists youth struggling with mental health, and sponsors local teams like the London Knights. For her, community involvement is an essential part of day-to-day operations. Every shift, she says, is a chance to contribute toward solving the growing youth mental health crisis—and a reminder that restaurant leadership is about more than the bottom line.
For so long, Drazek’s end goal was to become a McDonald’s franchisee. With three restaurants under her belt, her new prerogative is to continue positively touching as many lives as possible, both within the business and in the community.
“Growing my market further would be fulfilling and aligned with my long-term goal to become a positive force. When you grow the business and acquire more restaurants, you’re able to have a greater impact,” Drazek says. “I want to create opportunities for personal and professional growth for my team, build strong relationships with local organizations, and continue supporting causes that truly make a difference.”
That growth mindset also fuels her advice to women rising through the restaurant industry. As more and more women work to close the gap and become a constant presence in leadership roles, Drazek encourages them to trust their instincts and lean into their strengths.
Satyne Doner is a staff writer for QSR. She can be reached at sdoner@ wthwmedia.com
Whole Factor acknowledges that future development won’t necessarily be easy. Building costs continue to rise.
Fateh Singh, VP of the franchisee organization, says the company has received markups around steel and aluminum and also because of tariffs. The Riverview and Celebration units were ground-up construction.
Part of the strategy moving forward is simply increasing the construction budget. The other option is to search for empty restaurant buildings as second-generation opportunities.
Spike also emphasizes the importance of partnering with a real estate team. Whole Factor uses national commercial real estate firm JLL.
“They’re really on top of it. So they’re providing us what we need,” Spike says. “They’re finding us locations pretty much on a weekly call. I think that’s where a lot of restaurants miss the mark. They don’t have a great relationship or they don’t form a relationship with a real estate team that can actually deliver multiple locations, and they’re always out there looking. … The second-gen space is ideal for what we’re doing, as long as the traffic patterns and the demographics are in the area. And there’s about 60 to 70 different demographic pin drops we have identified in the Florida market, which I think they can all open. We can open locations around any one of them and we’ll be successful.”
Fatburger franchisees often open cobranded with restaurants like Roundtable Pizza, Buffalo’s Express, or Hot Dog on a Stick. But Garcha says Whole Factor is going to solely focus on Fatburger for now since it hasn’t been in the state for two decades. It will first build market awareness.
“I always say, we’re really in the experience business, and that’s how I always look at it. How do you provide an experience and make someone revisit again and again and again?” Spike says. “And that’s what our whole philosophy really is—to make sure every one of our employees understands the cultural need of the ‘meet and greet’ and so many different aspects to it—touching points like when customers are eating in store, how to approach them and the education we put them through.”
Drone Delivery Takes Flight
From novelty to norm, airborne meals are landing on more doorsteps.
BY SAM DANLEY
Getting your lunch delivered from the sky may sound like science fiction, but for a growing number of consumers, it’s already part of daily life. Across select U.S. cities, small autonomous drones are ferrying orders from restaurants directly to backyards and driveways.
A handful of players are steadily expanding their operations and partnering with thirdparty delivery providers to expand the service to more places. Flytrex, for example, operates in North Carolina and Texas and recently teamed up with DoorDash to bring drone delivery to Dallas suburbs—its first integration with a third-party app after previously serving customers only through its own platform. DoorDash has also worked with Alphabet subsidiary Wing to offer air delivery in Virginia and North Carolina, partnering with brands like Wendy’s, Panera, and Firehouse Subs. The companies extended the service to Dallas-Fort Worth this summer.
So, why drones? Harrison Shih, head of DoorDash’s drone program, points to the unique balance drones strike between cost and speed.
“Think about ground shipping versus air shipping,” he says. “When you choose to get something faster, generally it costs more. Drone delivery has this unique thing where it moves both of those curves in the same direction.”
One immediate cost benefit for customers is that drone deliveries eliminate tipping because there’s no driver to reward. And while drones still require human oversight and regular maintenance, the overall staffing needed is far lower than traditional delivery. That helps cut down on operational expenses. Flytrex stations currently operate with six to eight drones each, with plans to increase that to around 20. These drones are fully autonomous, requiring no pilots to fly or handle packages. Instead, certified operators monitor flights remotely to ensure safety and smooth operations.
Drones also cut delivery times by flying optimized routes and avoiding traffic. Wing promises deliveries within 20 minutes, with the fastest recorded drop-off at three minutes. Flytrex’s drones typically fly at 32 miles per hour and can reach customers in as little as five minutes—fast enough to keep coffee hot and ice cream cold. For customers, the process is no different than traditional deliv-
ery. When ordering from Wing, the drone flies to a preselected spot about the size of a picnic blanket with clear airspace. It hovers around 20 feet up, gently lowering the package by tether. Once the box reaches the ground, the tether detaches automatically, and the drone moves on. Flytrex uses a similar system, lowering packages from roughly 80 feet with a wire release. Customers never need to touch the drone or open compartments. They simply retrieve their order as usual.
For restaurants, the idea of adding drone delivery might sound complicated at first glance. But the companies behind these services emphasize that they’ve built their systems specifically to integrate with the realities of busy kitchens and back-of-house operations— not to add extra headaches.
“We’re not a drone company,” says Flytrex CEO Yariv Bash. “We’re a delivery company, and that means building an entire solution. The way I look at it is that instead of extracting value from the restaurant-consumer relationship, we’re adding value. We’re basically another channel for the restaurants that they are going to make a profit from.”
Drone delivery companies insist they’ve built systems that seamlessly integrate with busy kitchens and back-of-house operations.
Kent Ferguson, head of partnerships at Wing, says the company aims to fit drone delivery around restaurant operations instead of forcing restaurants to adapt to drone requirements. That means frequent conversations with restaurant partners about their needs and constraints, and adapting accordingly.
One example is packaging. Ferguson says Wing’s team heard early on that they needed a better delivery container capable of handling a typical combo meal, drink included. Another adjustment focused on streamlining the logistics between restaurant and drone.
Since Wing doesn’t co-locate directly on restaurant properties, it developed a simple curbside-inspired device called the autoloader. The Y-shaped stand fits in a parking space and allows employees to hang the delivery box without waiting around for a drone’s arrival. Once ready, the drone lowers a hook to retrieve the package autonomously. That small change could have big implications for scaling, making it easier to add restaurants to the network without complex new infrastructure or staffing requirements.
Shih says there’s still a perception that drone delivery is held back by technological limitations—but that’s not quite the case.
“A lot of people think that this is a massively technological problem, like the way we think of self-driving cars—that it’s this futuristic thing with advanced sensors and all of that, but the technology isn’t really the piece that needs to be solved,” he says. “It’s the handoff, it’s how you get food into the air, how you get that package from the air down to the ground. This is actually largely an operational problem now.”
One area where drones have already proven surprisingly effective? Beverages.
“It’s actually a pretty tough thing to transport in general, but the gyroscopic control of a drink so that it doesn’t spill is something that a drone can arguably do better than a person walking or driving on a bumpy road,” Shih says.
The speed advantage doesn’t hurt, either. Hot coffee or an iced drink delivered in minutes makes more sense by air than by car—and with drones, he adds, consumers feel less guilty about ordering something small.
“It’s kind of hard to order just one drink
from a restaurant,” Shih says. “You might feel bad about making someone drive that to you, but you won’t if there’s a drone that can deliver it to you in three to five minutes.”
Another unique aspect of drone delivery is the streamlined regulatory environment for airspace in the U.S. Unlike autonomous cars, which face fragmented oversight across federal, state, and local levels, drone operations fall under the sole authority of the Federal Aviation Administration (faa). But for years, drone delivery has relied on waivers under Part 135 of the agency’s commercial airline regulations—originally designed for private air carriers. These waivers allow limited operations, such as flights beyond the operator’s visual line of sight (bvlos), a challenge unique to drones.
This patchwork approach is beginning to change. An executive order issued in June directs the FAA to accelerate its rulemaking on BVLOS flights by establishing Part 108, a regulatory framework designed to streamline approvals and unlock scalability. The order required the FAA to publish a Notice of Proposed Rulemaking (nprm) within 30 days and finalize rules within 240 days. Although the NPRM has yet to arrive, it’s expected soon.
Regardless of the exact timing, Shih anticipates a major shift within a year.
“Even though we’re still figuring out the regulations and how this will scale across the country, it really is just one body that makes that determination,” he says. “There’s going to be a step function or leapfrog that will happen when that policy goes fully in place, and that’s pretty unique to this form factor of autonomy or robotics.”
While drone delivery is still new to most U.S. consumers, Ferguson says in established markets it’s quickly becoming a routine way to receive food. The first few deliveries might prompt people to grab their phones and record, but after that, it feels like just another everyday convenience.
“What I think success will be for drone delivery, and how I see it evolving over the years to come, is for customers to look up in the air and view drone delivery as commonplace as seeing a UPS driver going through the neighborhood,” he says. “That isn’t the case today, but if we’re successful, that’s definitely the expectation.”
Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com
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After 40 Years, Cicis Pizza Remains a Buffet Icon for the Next Era
Cicis stays relevant with new growth, nostalgic favorites, and a modern franchise model.
CICIS PIZZA, THE ORIGINAL ALLYOUCANEAT PIZZA BUFFET, turns 40 this year—and the milestone comes as the brand continues to evolve, modernize, and expand. Founded in 1985 in Plano, Texas, Cicis has grown into a category-defining concept, known for its family-friendly energy, craveable buffet experience, and accessible price point. Four decades later, that same winning formula continues to fuel national expansion as the brand appeals to a new generation of operators and guests.
Underpinning Cicis’ renewed momentum is a laser focus on quality and affordability. Cicis’ long-standing promise of TBPVA™ (The Best Pizza Value Anywhere) is more powerful than ever in a market where inflation has pushed dining costs to historic highs. National promotions have reignited buzz and boosted systemwide traffic, including a $5.99 buffet and a new $9.99 Mix & Match Combo, showing how the brand knows how to make noise and move the needle.
One of the most anticipated moments of the milestone year came with the return of Cicis’ beloved Original Chocolate Dessert. Back by overwhelming demand, the cult-favorite menu item tapped into nostalgia
To learn more about franchising with Cicis Pizza, visit
Creating a ExperienceDifferentiated in the Competitive Fast-Casual Space
Fuzzy’s Taco shop’s distinctive concept and approach is fueling expansion opportunities nationwide.
IN A CROWDED FASTCASUAL DINING LANDSCAPE,
standing out is no easy feat. Beyond a quick bite, guests are more intrigued to seek out memorable dining experiences that combine great food, a vibrant atmosphere, and a brand they can connect with. For Fuzzy’s Taco Shop, these elements have always been at the core of its differentiation. From the brand’s fresh flavors to its relaxed, fun-loving vibe, Fuzzy’s continues to carve out a unique space in the fast-casual market. The brand’s nationwide expansion highlights its strong franchise system and has demonstrated significant investment potential for growing franchisee groups.
Guests aren’t just visiting their local Fuzzy’s for ordinary tacos, they’re coming for dishes that deliver a punch of flavor with every bite. This dedication to menu innovation sets the brand apart from competitors as its restaurants offer unique items that keep guests engaged and attract newcomers.
Fuzzy’s bar program also plays a huge role in the brand’s appeal. With its famous margaritas, Fuzzy’s creates a destination that’s perfect for any occasion, from casual lunches to happy hours and late-night gatherings. It’s this ability to combine high-quality food with an inviting atmosphere that has helped Fuzzy’s strike the right balance between fast-casual convenience and a memorable dining experience.
•
• Franchising since 2003
• 98%
Franchisee Owned
• 117 Operating Units
Fuzzy’s unique brand culture and fun, laid-back vibe is what distinguishes the brand from other dining experiences. With its colorful and locally inspired décor, Fuzzy’s creates an experience that feels casual, exciting, and full of personality. For guests, Fuzzy’s is more than a meal, it’s a destination to gather and enjoy quality time rather than settling for a quick bite. This atmosphere resonates deeply with a wide range of demographics who value dining experiences that reflect their lifestyle.
Fuzzy’s differentiated concept is not only good for guests, but it’s great for business. The brands’ flexible restaurant formats allow franchisees to capitalize on opportunities in urban, suburban, and nontraditional spaces alike. With the brand’s focus on operational simplicity and strong
support systems, franchisees are equipped with the tools and resources to navigate an increasingly competitive market. Brian Bogert, a franchisee in Oklahoma with over a decade of experience owning and operating Fuzzy’s restaurants, has benefitted from these advantages and has witnessed firsthand the strong returns.
“I think the margins at Fuzzy’s for fast casual are better than a lot of the other concepts out there,” said Bogert. “I mean, it’s provided myself and my partner’s livelihood for 14 years. This is a simple equation.”
As the fast-casual industry continues to evolve, Fuzzy’s Taco Shop remains ahead of the curve by staying true to its core differentiators: fresh food, a vibrant culture, and a destination experience that guests can’t find anywhere else. For franchisees looking to invest in a concept that stands out, Fuzzy’s Taco Shop delivers the perfect blend of flavor, fun, and opportunity.
Fuzzy's Taco Shop isn't just serving up bold flavors—it's dishing out big opportunities for franchisees ready to shake up the fast-casual game.
With sizzling incentives in available markets, flexible restaurant designs, and menus built for multiple day-parts, Fuzzy’s has the recipe for a smart investment.
Ready to learn more?
A Taste of the South, A Recipe for Success: Why StandsHuckleberry’s Out
HUCKLEBERRY’S ENGRAVED IT’S OWN NICHE IN THE breakfast and lunch category. Walking into a Huckleberry’s is like stepping into the Louisiana “bayou”—at once being greeted by charming people, diners are captivated by the weeping willow tree, sparkling of fireflies and Zydeco music. Huckleberry’s calls its menu “Southern Cookin’ With a California Twist!”®. With differentiating items such as Mardi Gras Beignets, Fried Green Tomatoes, Huckleberry Stuffed French Toast and N’awlins Sandwiches, each bite further heartens guests with the home-like comfort of the South.
Operating hours of 7a.m.–3p.m. are valuable for finding quality team members, talented managers and dedicated multi-unit operators. Having a set schedule and the ability to be home every night helps to establish a work-life balance that can be difficult to find in the full-service restaurant industry.
Heritage Restaurant Brands purchased Huckleberry’s in 2016 and strategically put immense thought and refinement into the brand before jumping into expansion mode. The restaurant industry veterans spent the first 18–24 months investing in the brand by streamlining key systems
and processes. Once the blueprint for success was in place, the brand grew from seven to 36 units, with plans to reach 50 restaurants by 2026.
“We spent necessary time, energy, and resources on the very foundation of the brand before pursuing expansion,” says Heritage CEO Greg Graber. “The insights from our existing franchise owners were incredibly helpful. Their willingness to adapt and execute at a high level has positioned us well for accelerated growth.”
Huckleberry’s has a comprehensive site selection process and versatile restaurant footprint options. With flexible sizing from 3,000–5,000 sq. ft., the brand has accelerated with various building types, including in-line, end caps and free-standing buildings, with notable success in converting previous restaurant concepts over to Huckleberry’s.
“The best proof that Huckleberry’s is economically appealing is that our existing franchisees are eager to build more,” Graber says. “By taking existing three-daypart concepts and transforming them to our 7 a.m.–3 p.m. model, we’ve found tremendous value. AUVs went up with less operating hours and those franchisees are very happy—when they’re happy, we’re happy.”
With three new Huckleberry’s restaurants opening this year in Texas, the brand is set on continued expansion throughout the U.S. and is seeking existing multi-unit operators who are looking to expand their portfolio and take advantage of this flourishing segment within the restaurant space.
Multi-unit franchisee Raman Dhillon says, “Huckleberry’s has a special and compelling niche in the industry. The unit economics, captivating ambiance, uniquely Southern food, ever-increasing brand recognition and family-friendly operating hours—every aspect of the brand inspires us to fuel the momentum by adding more restaurants. ◗
How Franchisees Can Win in Their Communities
A franchise-friendly model: no royalties, local marketing, and national brand support.
FOR FRANCHISE BRANDS, THE SWEET SPOT OF SUCCESS lies in a blend of nationally recognized trust and deeply rooted local connections. At The Human Bean, community involvement isn’t just a nice-to-have—it’s the heartbeat of the brand.
“Our national campaigns, like the recent Root Beer drinks launch, don’t just come with a flyer and a script,” says Janie Page, chief marketing officer of The Human Bean. “We equip our franchise partners with tools and ideas to make it their own—infusing each effort with local personality.”
From custom social media content spotlighting hometown baristas to dress-up days and themed events, franchise partners are encouraged to bring brand promotions to life in creative, community-centered ways. Each location becomes a unique reflection of its guests and neighborhood culture.
To support these efforts, franchisees receive a full suite of customizable materials—from bookmarks redeemable for kids’ drinks and teacher appreciation coupons to printed handouts and ready-made talking points
for baristas. These resources are designed not just to advertise, but to inspire real conversations and local connections.
Community events and sponsorships remain a cornerstone of local engagement. Franchisees are encouraged to identify causes and activities that resonate most within their area and lean into authentic partnerships. One standout example: Glenn Jones, a franchise partner in Pasadena, Maryland, regularly teams up with a local animal shelter to host pet adoption days. Not only does he donate $1 per drink sold during these events, but many of the pets find loving homes, demonstrating meaningful impact that extends far beyond the drive-thru.
“Success in local marketing isn’t just about traffic—it’s about trust,” Page says. “It’s in the faces that come back day after day because they feel seen and appreciated. We like to think of these personal touches as our way of putting a bean on top.”
Measuring success goes beyond sales. Franchise partners are encouraged to track the redemption of localized offers using tools like the Toast POS system and to monitor social engagement to see what resonates most. Often, it’s the simplest gestures that spark the most loyalty.
Social platforms—especially when used with a hyperlocal lens—can be a powerful amplifier. Photos of baristas with their favorite drinks, “Mocha Monday” drop-offs at neighborhood schools, or behind-thescenes peeks tend to generate a strong community response. And small, high-touch giveaways like sticker packs, gift cards, or a month of free coffee often outperform more elaborate promotions.
At The Human Bean, national consistency is paired with local heart. When franchisees are empowered to connect meaningfully with their communities, the result is not just brand growth—but a shared sense of belonging.
Phenix Salon Suites: A Prime Investment for Restaurant Operators Seeking PortfoliosDiversified
Restaurant operators are turning to salon suites for scalable, semi-absentee investments.
PHENIX SALON SUITES, A PIONEER IN THE SALON SUITE INDUSTRY
with 450 locations open or under development worldwide, offers a semiabsentee business model designed for entrepreneurs seeking to diversify their portfolios. This model allows franchisees to maintain their existing careers or pursue other interests while owning a business that demands limited day-to-day operations.
Phenix Salon Suites creates co-working spaces for the health, beauty, and wellness industry by providing individual suites for professionals to run their businesses. This flexible, tenant-driven model shifts the responsibility of daily operations to the professionals leasing the suites, allowing franchise owners to oversee the business on a part-time basis. For restaurant operators accustomed to managing labor-intensive establishments, this model offers a scalable, efficient that requires minimal staffing, often with just 0-1 employees.
Several members of the corporate team at Phenix bring restaurant industry experience. Philip Watson leads development at Phenix and previously worked as the director of franchise development with Tropical
Smoothie Cafe. Prior to becoming the CEO and president at Phenix Salon Suites, Brian Kelley, financed and operated over 100 locations with brands such as Jersey Mikes, Blaze Pizza, and Hardee’s. Their deep understanding of the operational demands faced by restaurant operators highlights Phenix as a compelling investment opportunity.
Franchisee, Nick Stauff, is one of several restaurant operators who transitioned to Phenix Salon Suites for its semi-absentee model. “As a busy restaurant operator, I was looking for a business that would allow me to step back from daily operations while still staying involved,” Stauff says. “Phenix’s model fits perfectly with my lifestyle. I have more time to spend with my family, and I can still manage the salon suites with minimal hands-on commitment.”
Another success story comes from Aaron Kumar, who operates several restaurant franchises and brought Phenix Salon Suites to the UK. “Phenix offers a great opportunity for restaurant owners looking to diversify their investments,” Kumar says. “The model is efficient, and the demand for beauty services is consistently strong, providing a solid foundation for success.”
Phenix Salon Suites allows beauty and wellness professionals to rent suites to operate their businesses independently. This creates a flexible work environment for stylists, estheticians, and other beauty experts while providing franchisees with steady rental income. For operators like Stauff and Kumar, this model offers an opportunity to earn revenue with minimal day-to-day involvement and staffing needs.
The company’s franchise growth speaks to its success, with many restaurant operators now choosing Phenix as a complementary addition to their business portfolios.
Phenix Salon Suites has been recognized for its growth and success, consistently ranking on Entrepreneur magazine’s Franchise 500® list, reflecting its strong performance and franchisee satisfaction. With its tenant-driven model, semi-absentee structure, and appeal to operators seeking diversification, Phenix Salon Suites continues to prove itself as a profitable, low-maintenance business opportunity with significant potential for success.
300-Plus Location Franchise Targets New Markets
Growing brand seeks new franchisees to expand footprint.
ACCORDING TO BUSINESS RESEARCH INSIGHTS, THE FRANCHISE
MARKET is experiencing a robust compound annual growth rate of 9.73 percent, underscoring the significant momentum behind franchise expansion. By venturing into new territories, franchises can capitalize on untapped customer bases, leverage local expertise, and enhance brand recognition.
Slim Chickens is a growing fast-casual restaurant brand known for its cooked-to-order chicken tenders, wings, and Southern-inspired sides. The chain has a strong presence in many regions across the U.S. and internationally and has recently planned for expansion into the Midwest, Northeast, and California, along with other states that still have territories available.
“We’ve always been very deliberate with our development, particularly making sure our supply chain could keep up as we grow,” says Jackie Lobdell, vice president of franchise development at Slim Chickens. “The Northeast and California were regions we waited on until the timing was right. About a year ago, we felt confident that we were ready to move in. At this point, we have the supply chain infrastructure to support growth anywhere in the U.S.”
The clear consumer demand for better chicken concepts along with committed franchisees were some key drivers for Slim Chickens’ expansion. “We’ve always been selective—not just about the markets we enter,
but also the franchisees we partner with,” Lobdell says. “We want the right people and the right markets. We’ve surpassed our 300th location, and we’ve proven we can succeed across diverse areas.”
Slim Chickens has discovered that wherever it expands, the demand follows—because people love chicken. As the most consumed protein in the U.S., chicken naturally aligns with consumer preferences, making it a universal favorite that requires little persuasion to win over new markets. “As for our expansion, we are looking for markets that are high-density, high-traffic, and have strong consumer spending power,” Lobdell says. “We look for regions where we see demographics align with who our core customers are, so that we’re confident that Slim Chickens will perform well.”
Additionally, there’s a continued growing appetite in the U.S. for fresh, high-quality concepts that focus on doing one thing exceptionally well. “Chicken is what we do, and we’re experts at it,” Lobdell says. “We do it with variety and quality, alongside our 14 house dipping sauces. On top of that, we bring Southern hospitality and top-tier service to every location. That combination helps us stand out in any market.”
Some denser markets present unique real estate challenges, with tighter spaces, fierce competition, and limited availability of standalone drive-thru sites. “Our real estate model is highly flexible,” Lobdell says. “We have stand-alone drive thru, drive-thru only locations, non-drivethru urban footprints, end-cap drive-thru models, inline models, and we do a lot of successful conversions of existing buildings too. That flexibility allows us to fit into urban, suburban, and even non-traditional spaces effectively.”
Slim Chickens has already seen strong success in various markets, both high- and low-density. One high-density market is Maryland, where the franchise has three locations open and a fourth on the way. DDR Holdings, the franchisee behind these Maryland restaurants, was named Franchisee of the Year thanks to its operational excellence and ability to follow a proven model.
This overwhelming demand has validated Slim Chickens’ appeal, not just in Maryland, but in diverse markets across the U.S. where new openings consistently generate excitement and strong customer response. “Our franchise partners know they’re getting a scalable, proven model with operational simplicity, strong AUVs, and a real partnership,” Lobdell says. “That’s another big part of what makes Slim Chickens attractive.” ◗
To learn more about Slim Chickens visit slimchickensfranchise.com.
Authentic Flavor. Real Texas Roots. Big Opportunity.
The future of fast-casual BBQ is here, and growing fast.
AS THE FASTCASUAL BARBECUE CATEGORY HEATS UP,
Smokey Mo’s BBQ is emerging as a standout franchise opportunity built for scale. With $1.9M in average unit sales*, a loyal fan base across Texas, and recent expansion in cities like Bastrop and growing interest across Texas, the 25-year-old brand is entering its most ambitious growth phase yet.
Franchising has played a major role in the Smokey Mo’s success story. Now, the brand is actively seeking experienced operators to carry the torch into new territories. With flexible buildouts, multiple revenue streams (including dine-in, takeout, delivery, and catering), and a product rooted in Texas tradition, Smokey Mo’s checks every box for multi-unit owners looking to diversify with a proven yet approachable concept.
At the heart of Smokey Mo’s is a menu that blends time-honored BBQ staples with simplified, quick-service operations. Guests can choose from tender brisket, smoked turkey, pulled pork, sausage, and chicken, each slow smoked to perfection on site. Signature sides round out the experience, along with breakfast tacos and plates that drive early-day traffic. The approachable, customizable menu supports strong dayparts and high guest frequency, helping operators build a steady and sustainable business.
LOCATIONS: 21
What truly sets Smokey Mo’s apart in today’s fast-casual space is its commitment to evolving both the guest experience and operational efficiency. The brand recently rolled out a completely revamped restaurant design, featuring a clean, modern aesthetic with warm, welcoming finishes. The refreshed layout optimizes both front- and back-of-house functionality, enhancing flow for staff and convenience for guests—whether they’re dining in or picking up an order.
Technology is also playing a key role in Smokey Mo’s next chapter. The brand has embraced a suite of modern tools designed to drive efficiency
and improve visibility across the business. From robust digital ordering platforms and integrated delivery management to realtime performance dashboards, franchisees are equipped with the resources needed to operate at a high level from day one. These tech-forward solutions not only streamline operations but also elevate the guest experience by offering convenience, speed, and personalization.
Backed by a seasoned leadership team and dedicated support across site selection, training, marketing, and daily operations, Smokey Mo’s offers a comprehensive playbook for success. With its simplified systems, adaptable footprint, modernized design, and strong unit economics, the brand is well-positioned for rapid growth in both new and existing markets.
For operators seeking a proven brand with loyal guests, standout economics, and room to grow—Smokey Mo’s BBQ is ready to serve. ◗
From Fryer Oil to Oil Changes
Why auto retail services are a perfect expansion for
quick-service
restaurant operators.
BY ADAM WORSHAM, CHIEF FRANCHISING OFFICER, VALVOLINE
IN TODAY’S INFLATIONDRIVEN ECONOMY, CONSUMERS ARE HOLDING ONTO THEIR CARS longer than ever. For many Americans, a car is the second-largest investment they’ll make after a home, and for some, it’s their first. That makes now a critical time to invest in preventive maintenance—and for operators, a prime moment to expand into the preventive automotive retail space.
For operators in the quick-service restaurant (QSRs) category, it’s an alluring prospect. QSRs have long set the gold standard for efficient, repeatable, high-volume service models. Auto maintenance, especially preventive care, is uniquely suited for this kind of operational structure. It’s higher-ticket, lower-frequency, and free from food-related issues like spoilage or complex inventory.
•
• # 24 ranking in Entrepreneur ’s 2025 Franchise 500
• 2025 Entrepreneur ’s ‘Top Brand for Multi-Unit Owners’
• 100 % franchise renewal rate
(2025 Valvoline FDD)
• 13.37% average system-wide, same-store sales growth since 2021
(2025 Valvoline FDD)
But there are key differences: Valvoline Instant Oil Change’s franchise model offers operational simplicity compared to quick-service restaurants. With average guest tickets around $100, over 50 customer visits daily, and no food spoilage concerns, this is a unique opportunity to enter into a high-margin business (2025 Valvoline FDD). The preventive
automotive maintenance industry’s resilient and consistent demand, combined with shorter operating hours and streamlined staffing needs, creates an attractive investment proposition.
Transitioning from the quick-service restaurant model to preventive automotive maintenance, as exemplified by Valvoline Instant Oil Change, requires a shift in operational mindset but leverages similar principles of efficiency and scalability. Unlike QSRs, where customer experience hinges on rapid food preparation and high turnover, Valvoline Instant Oil Change focuses on delivering quick, high-quality preventive automotive maintenance with stay-in-your car services completed in about 15 minutes. The absence of perishable inventory streamlines supply chain logistics, while the predictable nature of preventive automotive maintenance— such as oil changes and tire rotations—ensures consistent opportunity. The labor requirements also differ significantly: while QSRs demand large teams, Valvoline Instant Oil Change averages 11 employees on payroll. With comprehensive, thorough training, Valvoline Instant Oil Change doesn’t require team members to have specialized automotive knowledge. Valvoline Instant Oil Change’s franchisees benefit from a proven system with standardized processes, award-winning training, and robust corporate support, enabling them to prioritize customer satisfaction and operational consistency over managing complex, food-related variables.
With over 900 company-owned stores, Valvoline Instant Oil Change understands the business intimately and equips its franchisees with readyto-use, proven solutions. This handson experience translates into the proprietary SuperPro™ operating process, a systematized approach that ensures consistent customer experiences across all locations.
For growth-focused operators seeking a proven collaborator rather than just another franchise opportunity, Valvoline Instant Oil Change’s selective approach offers long-term stability and support. The company’s emphasis on quality franchise relationships, backed by extensive corporate expertise and comprehensive support systems, helps position franchisees with the opportunity for expansion in the preventive automotive maintenance market.
START TO FINISH
Joseph Ortiz
President and COO FARMER BOYS
What do most people not know about you?
I’m a reformed introvert. When I’m off the clock I tend to blend into the background of society and keep a low profile. Coaching my son’s Little League team is all the weekend excitement I need.
What’s your favorite menu item at Farmer Boys?
I actually have a few; breakfast would the all-beef chili breakfast burrito, salad the Cobb with our handmade ranch of course, our sourdough chicken avocado sandwich is my original favorite item, and for an LTO our parmesan-Crusted sourdough cheeseburger.
What’s your favorite cuisine aside from Farmer Boys? I love Japanese and Persian cuisine, really any clean and simple foods. Lots of protein and veggies!
How do you maintain a work-life balance? Not very well if I’m being honest, but I’m always trying. Work can be a blizzard a times where I just need to keep moving forward to get through it but once on the other side I try to find time to disconnect and recharge.
What’s the best piece of advice that other restaurant executives should hear? Be bold, keep learning, and don’t be afraid to fail but ask lots of good questions so you minimize failures.
What are some of your interests outside of work?
I have an 8-year-old son and a 2-year-old daughter, so baseball and barbies are my life.
We’ve proudly been farm-to-table since day one—long before it became a trend. Since 1981, we’ve focused on delivering made-to-order meals using fresh, honest ingredients served with genuine hospitality. Our founders, Greek immigrants with a strong sense of community and an entrepreneurial spirit, built the brand on values that still define us: generosity, quality, and treating every guest like a friend.
Farmer Boys stands out in the fast-casual space by blending elements of full-service hospitality with the speed and convenience of drive-thru. We hand-chop vegetables, hand-crack cage-free eggs, make our dressings from scratch, and blend shakes with real ice cream. And we do all of it while offering a high-touch experience through dine-in, drive-thru, and takeout. In an era where automation is everywhere, our guests still value that personal connection.
Our long-standing partnerships are another pillar of our commitment to quality. We’ve worked with Henry Avocado for over 20 years, sourcing
peak-season avocados from Escondido, Mexico, and Peru. Galasso’s Bakery, a local family-run business in Mira Loma, delivers fresh (never frozen) buns and bread daily. Perricone Farms creates our unique blend of craft orange juice locally in Beaumont California. And Lingle Brothers has been roasting our coffee for nearly two decades. These relationships allow us to offer a consistently premium experience that truly tastes fresh.
As we continue to grow, our focus isn’t just getting bigger—it’s being better. We’re using digital tools to reach new audiences and evolving how we market without losing the soul of the brand. Our new Farmstand Boxes are our answer to great value with farm quality. They go beyond the cosmetic “refresh” narrative and introduce modular, rotating menus as a response to economic pressure, consumer burnout and the limits of traditional LTO.
Farmer Boys has always been a bit of an outlier in the industry—in the best way. We don’t reinvent the menu just to chase trends.
