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Zak Omar knows a good business when he sees one. The multi-unit Dunkin’ franchisee has grown an enviable operation with the iconic donut franchise for years, and before that, he watched his father build a thriving business from scratch. So in 2016, when Omar purchased the New York City-based <a href="https://www.atomicwings.com/franchising?utm_source=1851franchise.com&utm_medium=article&utm_campaign=dunkin-franchisee-zak-omar-is-taking-atomic-wings-to-new-heights-as-brand-ceo-2713938" target="_blank" rel="nofollow">Buffalo wing chain Atomic Wings</a>, the industry took notice.&nbsp;Omar’s father, an Afghani refugee, arrived in New York city in the 1980s “with poor English and barely a penny to his name,” Omar said. What Omar’s father did have was a keen eye for opportunity and the grit to take full advantage of it.&nbsp;“At that time, Wall Street wasn’t cluttered with Burger Kings and McDonald’s — most people were just eating in the cafeterias of their office buildings,” Omar explained. His father introduced a new option: a mobile fried chicken truck that he would park right outside of 1 Chase Manhattan Plaza. Decades before food trucks a hallmarks of the urban lunch scene, Omar’s father’s truck was an immediate hit, drawing “lines that wrapped around the block.”&nbsp;Omar and his brother Ray worked at their father’s truck as kids, and the experience “really rubbed off on us,” Omar said. “We loved talking to customers, meeting different types of people, and putting in the work to make everyone happy.”After a few years, Omar’s father had saved up enough money to invest in a new opportunity: a warehouse full of restaurant supplies for vendors to rent. Like his chicken truck, that business quickly took off, and the Omar family business continued to grow.&nbsp;Then, Omar’s father fell ill. Rather than stepping back from the business they’d built, Omar’s family took the news as impetus to achieve the goals they hadn’t yet. One of those goals was to open a Dunkin’ Donuts —&nbsp;”something my father had dreamed of,” Omar said. So Omar, his brother and their father pooled some savings and invested in their first franchise location together.Also in 2013, Omar’s father passed away, and before Omar could even grieve, he himself was diagnosed with leukemia. As he did when his father became ill, Omar used his own diagnosis as inspiration to grow his business. That’s when he decided to invest in Atomic Wings.“My father always believed in the power of work, and he worked up until his final days — he never quit.” Omar said. “He was afraid of heights, but the very first job he took was cleaning windows on skyscrapers. That’s how dedicated he was to providing for his family. He instilled that work ethic in our whole family.”Omar says he saw the same opportunity in Atomic Wings that his father saw in his Wall Street food truck so many years earlier. “It was a brand that was already hugely popular in New York, but I thought we could take it so much further,” he said.&nbsp;Omar initially considered opening his own Atomic Wings franchise location, but after meeting Omar and learning his story, Adam Lippin, the franchise’s founder, offered to sell him the entire business, and Omar agreed.Lippin opened the first Atomic Wings location 30 years ago in the back of a bar in New York City. An immediate hit, the brand quickly expanded, opening standalone shops throughout the city. By the time Omar joined, the brand had become synonymous with Buffalo wings in New York City.These days, it’s hard to imagine New York City suffering from a lack of quality options for any cuisine, particularly one as beloved as chicken wings, but 30 years ago, you’d be hard pressed to find a version of that game-day and barroom staple in NYC that lived up to the wings served in Buffalo. For Adam Lippin, who returned to New York City after graduating from college in Buffalo in the ‘90s, that was a problem. Lippin had developed a taste for wings during his time in Buffalo, and the options available in New York City just weren’t cutting it. So Lippin took matters into his own hands and built Atomic Wings based on the style and recipes he loved in Buffalo.As Atomic Wings’ popularity grew throughout NYC, so did the role of Buffalo wings at bars, parties and events throughout New York and the rest of the country, and Lippin soon faced a host of competitors looking to capitalize on that popularity. But even as authentic Buffalo wings became easier to come by, Atomic Wings always maintained a lucrative edge.&nbsp;“The flavors can’t be beat, and we’ve got something for everybody,” said Omar. Most wing shops will offer some range of heat levels and maybe two or three flavors. Atomic Wings offers 14. Omar added, “Each flavor was developed after months of research and development. Whatever kind of wing you like, we’ve got that flavor, and it’s awesome.”That’s no empty boast. Atomic Wings has been met with fervent demand at every one of its 11 locations currently open for business, and was listed as one of the <a href="https://www.atomicwings.com/news-press/atomic-wings-listed-in-top-50-of-future-50?utm_source=1851franchise.com&utm_medium=article&utm_campaign=dunkin-franchisee-zak-omar-is-taking-atomic-wings-to-new-heights-as-brand-ceo-2713938" target="_blank" rel="nofollow">fastest growing small restaurants by Future 50</a>. Even throughout the coronavirus crisis, when restaurants across the country were forced to close, Atomic Wings continued to grow, signing contracts for two additional locations to be opened this year. In total, there are an additional 16 locations set to be open in the future.Omar attributes that success not only to its unmatched consumer offering but also to a finely tuned operational model that promotes success for owners.“Everything about the business has been streamlined to make owners more profitable,” he said. “From the buildout to the service model, we’ve developed a system that allows owners to recoup their investments and grow faster.”Omar says he helped craft the Atomic Wings franchise model based on what works —&nbsp;and what doesn’t — in Dunkin’s model.“At Dunkin’, we saw periods where the buildout cost was lower and people were building much more and investing in new stores. When the costs went up, fewer stores were built. So we have very deliberately kept the buildout costs low enough that franchisees can recoup their investment in about three years, which makes franchisees much more profitable much faster,” Omar explained.Crucially, Omar says Atomic Wings’ corporate team is much more focused on franchisee support than most other franchisors.“With other brands, it’s typically, ‘here’s your store, we’ll check in every few weeks to make sure you’re following our standards,’ and that’s it. You can’t reach out to the CEO and ask for help — you’re largely on your own,” he said.&nbsp;Atomic Wings franchisees benefit from a close relationship with the brand’s corporate team. “Our success depends on the success of our franchisees, so we’re adamant about providing them with everything they need,” Omar said.That level of support has helped Atomic Wings franchisees grow faster than franchisees at other fast-casual brands, and word is spreading. The brand signed a 10-unit contract with a new franchisee in Arizona, and Omar says he’s received inquiries from entrepreneurs as far afield as Abu Dhabi and Southeast Asia. “As soon as people catch a glimpse of what we’re doing, they want to get involved,” he said.In 2018, after years of progress, Omar’s cancer relapsed and he had to undergo a bone marrow transplant. As always, that setback did not slow him down. “Even while in the hospital, I was answering emails, talking to franchisees —&nbsp;doing everything I could to provide everyone the support they needed.”Today, as the world recovers from a pandemic that upended businesses across industries, Atomic Wings is perhaps even more attractive to prospective business owners. Buffalo wings are popular as both dine-in and take-out fare, of course, but more importantly, like Omar, the brand has proven its ability to weather virtually any crisis.“We’ve been around for over 30 years. We’ve seen it all, from environmental disasters to economic plunges, and we’ve thrived in every scenario,” Omar said. “We’re nimble, we’re built to grow and most importantly, people love the wings. That’s not going to change.”Startup costs to open one Atomic Wings range from $170,400 to $377,355. The initial investment to begin operation of a multi-unit development business for a required minimum of three Atomic Wings franchises is between $197,400 and $404,855. For more information about Atomic Wings, please visit <a href="https://www.atomicwings.com/franchising?utm_source=1851franchise.com&utm_medium=article&utm_campaign=dunkin-franchisee-zak-omar-is-taking-atomic-wings-to-new-heights-as-brand-ceo-2713938" target="_blank" rel="nofollow">https://www.atomicwings.com/franchising</a>.

Dunkin' Franchisee Zak Omar is Taking Atomic Wings to New Heights as Brand CEO

1851 Franchise

The career entrepreneur saw a lucrative opportunity in the Buffalo wing franchise. Now, he’s helping franchisees achieve the same success he’s found.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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Wild Bill's Craft Beverage Company

How This Franchisee Built a Sustainable Business With Wild Bill’s Craft BeverageCo.

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Layne's Chicken Fingers

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Why Layne’s Chicken Fingers Shines as the Real Chicken Finger Contender: What Franchisees Should Know

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Right at Home

Right at Home Targets Clermont County and Nearby Rural Communities for In-Home Care Growth

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Minuteman Press International

Minuteman Press franchise team, Galveston, Texas.

Minuteman Press Franchise Owner Dennis Murray Talks Career Change to Printing in Galveston, TX

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Paris Baguette

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QSR Uncut: Paris Baguette and the Road to 1,000 Restaurants, With CDO Nick Scaccio

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McDonald’s and Burger King Take the QSR Burger Wars to Social Media

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Yum! Brands Pizza Hut Sale - 1851 Franchise

Possible Pizza Hut Sale Signals Shift in Yum! Brands’ Franchise Strategy

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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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Ellianos Coffee Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: A drive-thru specialty coffee franchise focused on speed, quality and Southern hospitality.

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Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: Sparkle Dog Care is a membership-based pet grooming franchise that blends wellness-focused hygiene services with small-box retail and community engagement.

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No-H2O Franchise Deep Dive - Costs, Fees, Profit and Data - 1851 Franchise

Franchise Opportunity Deep Dive: No-H2O is a waterless, app-driven car-care model with mobile, pop-up or static formats, low infrastructure, quick ramp-up, matched marketing and systemwide accounts.

No-H2O Franchise Costs, Fees, Profit and Data for 2025

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Nashville Hot Chicken franchise deep dive

Franchise Opportunity Deep Dive: Nashville Hot Chicken is a fast-casual restaurant franchise specializing in spicy, cayenne-pepper-infused fried chicken.

Nashville Hot Chicken Franchise Costs, Fees, Profit and Data for 2026

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Discover how Tim and Kay Diemont leveraged their personal partnership to create a thriving, lasting legacy in the home maintenance franchise space.

Dunkin' Franchisee Zak Omar is Taking Atomic Wings to New Heights as Brand CEO

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