Quick Service Market Share Growth for 2026

We talked a bit before we started about LinkedIn, and I've got a post teed up to follow this next week about what the playbook is likepoint by pointfor growing a company. To me, among the essential things, and I feel extremely lucky, is that both brands I have actually been involved with are distinct.

And there's absolutely nothing exactly like Chop Shop in terms of what we're making with a large, diverse menu. Most brand names today are very singularly focused in terms of what they're offering from a food product. I seem like we started at an advantage with both brands by having something unique that filled a specific niche no one else was doing.

A lot of it starts with the brand name. Does your brand have something special that no one else is doing?

The second thingI came from a financing background, so a lot of my learnings are more finance and data-driven versus a lot of early startup restaurateurs who are innovative types. They like the food, they developed the menu, they constructed the brand name.

They do not know their breakeven sales. They don't understand how margin improves as sales increase. They don't comprehend cash-on-cash returns. I've seen numerous companies where the numbers simply don't work. And yet people say: let's open 10 more. And I'll say: why? It does not make cash. Stop. You need to find a concept that is distinct.

Steps to Scale Your Restaurant Concept

If you don't have those 2 things, you shouldn't be building stores. Yeah, possibly both? Since as I hear your description, you have actually highlighted 3 things: execution, brand distinction, and monetary practicality. You've got to begin with execution. If you do not have an operating model that works, expanding it simply increases problems.

Second, you require a compelling brand name or special concept that resonates with clients. And 3rd, the mathematics has to work. If you do not understand your system economics, your fixed and variable expenses, you might be expanding blind and losing cash. Precisely. And another crucial lesson is about entering new markets.

When we expanded to Dallas, I expected brand-new shops to do 5070% of Phoenix sales in the first year. Too lots of operators presume new markets will open at full volume day one.

Otherwise, they get rose-colored glasses about success in the home market and assume it will translate quickly. You pointed out expecting 5070% volumes. That's sobering. I have actually even seen cases where it's simply 2530% at launch. It highlights how important capital structure is. Yes. A lot of little development ideas like ours depend on equity, not financial obligation.

Freddy's Frozen Custard & Steakburgers

Why Is Scaling a Best Investment?

You need equity sponsors who think in the vision and the group. That's pricey, but it creates vital mass, constructs awareness, and validates above-store leadership.

And we were lucky that Dallasour second marketwas likewise where our team lived. Having the entire group in-market to support stores, hire, and guarantee culture was big.

Individuals often ignore how vital group is to scaling. Our team took all the things we hated from previous jobsfeeling underappreciated, underpaid, growth-stifledand built the opposite culture here.

Key Strategies to Growing Hospitality Brands

Otherwise, they get rose-colored glasses about success in the home market and presume it will equate rapidly. You discussed anticipating 5070% volumes. That's sobering. I've even seen cases where it's simply 2530% at launch. It underscores how crucial capital structure is. Yes. Most little growth concepts like ours depend on equity, not debt.

You require equity sponsors who believe in the vision and the group. Another lesson: you need to open 4 to 6 shops in a brand-new market within two to three years. That's expensive, but it creates important mass, constructs awareness, and justifies above-store leadership. Without it, you remain sluggish and unprofitable.

At Chop Shop, we deliberately constructed strong bases in Phoenix and Dallas. That offered us the success to endure sluggish starts in Houston and Atlanta. And we were lucky that Dallasour second marketwas likewise where our team lived. Having the entire group in-market to support stores, hire, and guarantee culture was substantial.

Freddy's Frozen Custard & Steakburgers

Individuals frequently ignore how important team is to scaling. Our group took all the things we hated from past jobsfeeling underappreciated, underpaid, growth-stifledand constructed the opposite culture here.

Otherwise, they get rose-colored glasses about success in the home market and assume it will translate quickly. You pointed out expecting 5070% volumes. I've even seen cases where it's just 2530% at launch.

Freddy's Frozen Custard & Steakburgers

Hospitality Industry Trends Shaping 2026

So you need equity sponsors who think in the vision and the group. Another lesson: you require to open four to 6 shops in a new market within 2 to 3 years. That's expensive, however it produces crucial mass, develops awareness, and validates above-store leadership. Without it, you stay sluggish and unprofitable.

And we were fortunate that Dallasour 2nd marketwas likewise where our team lived. Having the whole team in-market to support stores, hire, and make sure culture was huge.

People often undervalue how crucial group is to scaling. How have you approached building and scaling your team? This is something I'm actually pleased with. Our group took all the things we disliked from previous jobsfeeling underappreciated, underpaid, growth-stifledand constructed the opposite culture here. We stress development state of mind and profession pathing.