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We talked a bit before we began about LinkedIn, and I've got a post teed approximately 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 included with are unique.

And there's nothing precisely like Chop Store in regards to what we're doing with a large, diverse menu. The majority of brands today are very singularly focused in regards to what they're using from a foodstuff. I seem like we began at an advantage with both brand names by having something distinct that filled a niche nobody else was doing.

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

The 2nd thingI came from a finance background, so a great deal of my knowings are more financing and data-driven versus a lot of early startup restaurateurs who are innovative types. They love the food, they built the menu, they built the brand. I probably couldn't do that from scratch. But if you provided me something that has all those elements in place, I can take it from there and put the playbook in place.

They do not understand their breakeven sales. They don't comprehend how margin enhances as sales increase. I have actually seen so many companies where the numbers simply do not work.

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If you don't have those two things, you should not be developing stores. Due to the fact that as I hear your description, you have actually highlighted 3 things: execution, brand distinction, and financial practicality.

Second, you require a compelling brand or distinct concept that resonates with customers. And another crucial lesson is about going into new markets.

When we expanded to Dallas, I anticipated new stores to do 5070% of Phoenix sales in the very first year. Too many operators assume new markets will open at complete volume day one.

Otherwise, they get rose-colored glasses about success in the home market and presume it will equate rapidly. You mentioned expecting 5070% volumes. I've even seen cases where it's just 2530% at launch.

Freddy's Frozen Custard & Steakburgers

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You require equity sponsors who think in the vision and the team. Another lesson: you need to open 4 to 6 shops in a new market within 2 to three years. That's pricey, but it creates emergency, builds awareness, and justifies above-store leadership. Without it, you remain sluggish and unprofitable.

At Chop Store, we intentionally built strong bases in Phoenix and Dallas. That provided us the profitability to withstand sluggish starts in Houston and Atlanta. And we were lucky that Dallasour 2nd marketwas likewise where our team lived. Having the whole group in-market to support stores, hire, and guarantee culture was big.

Individuals frequently undervalue how crucial group is to scaling. Our group took all the things we hated from previous jobsfeeling underappreciated, underpaid, growth-stifledand developed the opposite culture here.

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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 have actually even seen cases where it's simply 2530% at launch. It highlights how vital capital structure is. Yes. Most small growth principles like ours depend on equity, not debt.

You need equity sponsors who think in the vision and the group. Another lesson: you need to open four to six stores in a new market within 2 to 3 years. That's pricey, however it produces emergency, develops awareness, and justifies above-store leadership. Without it, you remain slow and unprofitable.

At Chop Store, we deliberately developed strong bases in Phoenix and Dallas. That provided us the profitability to endure sluggish starts in Houston and Atlanta. And we were lucky that Dallasour 2nd marketwas likewise where our team lived. Having the entire group in-market to support shops, hire, and make sure culture was huge.

Freddy's Frozen Custard & Steakburgers

People frequently underestimate how vital team is to scaling. How have you approached building and scaling your group? This is something I'm really pleased with. Our team took all the things we hated from previous jobsfeeling underappreciated, underpaid, growth-stifledand developed the opposite culture here. We stress growth frame of mind and profession pathing.

Otherwise, they get rose-colored glasses about success in the home market and assume it will equate quickly. You discussed expecting 5070% volumes. That's sobering. I have actually even seen cases where it's simply 2530% at launch. It highlights how vital capital structure is. Yes. Most little development ideas like ours count on equity, not debt.

Freddy's Frozen Custard & Steakburgers

Hospitality Industry Trends Shaping 2026

You require equity sponsors who believe in the vision and the group. That's expensive, however it produces important mass, develops awareness, and justifies above-store management.

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

Individuals frequently undervalue how important group is to scaling. Our group took all the things we disliked from previous jobsfeeling underappreciated, underpaid, growth-stifledand developed the opposite culture here.