Major Growth Milestones in 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 crucial things, and I feel extremely lucky, is that both brands I've been included with are special.

And there's nothing exactly like Chop Store in terms of what we're making with a big, varied menu. Many brands today are really singularly focused in terms of what they're using from a foodstuff. I feel like we started at a benefit with both brand names by having something distinct that filled a specific niche nobody else was doing.

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

The 2nd thingI came from a financing background, so a lot of my knowings are more financing and data-driven versus a lot of early startup restaurateurs who are creative types. They enjoy the food, they developed the menu, they developed the brand.

They don't know their breakeven sales. They don't comprehend how margin improves as sales increase. I've seen so lots of business where the numbers simply do not work.

Major Growth Targets for 2026

If you do not have those two things, you should not be developing stores. Yeah, maybe both, right? Because as I hear your description, you have actually highlighted 3 things: execution, brand name differentiation, and financial practicality. You've got to begin with execution. If you do not have an operating design that works, expanding it just increases problems.

Second, you require an engaging brand or special idea that resonates with consumers. And another essential lesson is about getting in brand-new markets.

When we expanded to Dallas, I anticipated new shops to do 5070% of Phoenix sales in the first year. Too many operators presume brand-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 equate quickly. You discussed anticipating 5070% volumes. I have actually even seen cases where it's just 2530% at launch.

Freddy's Frozen Custard & Steakburgers

Hospitality Industry Trends Shaping 2026

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

At Chop Shop, we intentionally constructed strong bases in Phoenix and Dallas. That gave us the profitability to withstand slow starts in Houston and Atlanta. And we were fortunate that Dallasour second marketwas also where our group lived. Having the entire group in-market to support stores, hire, and make sure culture was substantial.

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

Expansion Updates: Regional Milestones for 2026

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

So you need equity sponsors who believe in the vision and the team. Another lesson: you require to open 4 to six shops in a new market within two to 3 years. That's costly, however it develops vital mass, constructs awareness, and justifies above-store management. Without it, you stay sluggish and unprofitable.

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

Freddy's Frozen Custard & Steakburgers

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

Otherwise, they get rose-colored glasses about success in the home market and presume it will translate rapidly. You mentioned expecting 5070% volumes. That's sobering. I've even seen cases where it's just 2530% at launch. It underscores how crucial capital structure is. Yes. Most small development concepts like ours count on equity, not financial obligation.

Freddy's Frozen Custard & Steakburgers

Hospitality Industry Shifts Shaping 2026

You require equity sponsors who believe in the vision and the team. Another lesson: you need to open 4 to 6 shops in a new market within 2 to 3 years. That's pricey, however it creates emergency, constructs awareness, and validates above-store management. Without it, you stay slow and unprofitable.

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

Individuals often ignore how critical group is to scaling. How have you approached structure and scaling your group? This is something I'm really pleased with. Our team took all the important things we hated from previous jobsfeeling underappreciated, underpaid, growth-stifledand constructed the opposite culture here. We stress growth state of mind and profession pathing.