When entrepreneurs weigh whether to buy into a young franchise system or a mature household name, the decision often comes down to personality. Do they want the certainty and predictability of a large chain, or the thrill of helping to build something new? For Chad Coulter, founder and CEO of Biscuit Belly, the appeal of an emerging brand lies in the opportunity to shape the journey.
“It’s about the individual person,” Coulter said. “Are they a pioneer or a settler? One guy told us at a show, ‘You’ve got pioneers and you’ve got settlers. I’m not a pioneer, so when you get about 100 units, call me and we’ll talk.’ Some people really like being on the ground floor of something and helping it grow. They can go back, when it’s 100 units or more, and say, ‘I was franchise number five.’ ‘However, that isn’t for everyone.’”
For many operators, the ability to influence decisions is one of the biggest draws of an emerging brand. Coulter contrasts the experience with being part of a massive system.
“You’re not going to get into a McDonald’s and tell them what they’re doing wrong or suggest a new menu item, but you could with us,” he said. “Hopefully, it’s not a whole lot we’re doing wrong, but franchisees can make suggestions and help improve. They like to have that kind of role in the growth versus just being told what to do.”
That willingness to listen has already paid dividends. A franchisee with catering experience helped Biscuit Belly shape its catering menu, which has since become one of the brand’s fastest-growing segments. Franchisees in Charlotte pitched “lunchier” menu items, and the corporate team is now testing those options.
“We don’t have huge egos or a big management team,” Coulter said. “We’re nimble and open to ideas as long as they fit the brand identity, make sense operationally and create marketing excitement. Not all ideas are good, but we’ll definitely look at them.”
At Biscuit Belly, franchisees aren’t kept at arm’s length. Coulter emphasizes that operators can reach leadership directly, and that access builds stronger partnerships.
“They have a direct line to us whether good or bad,” he said. “We want to be good partners. They’ve invested hard-earned money to help us grow and build a new revenue stream, so it’s a partnership. We’re not dictators. We can’t take everybody’s ideas, but we listen. The phone’s always on.”
That kind of open-door relationship is rare in franchising, and Coulter believes it gives Biscuit Belly owners an advantage.
Emerging brands face challenges, but they also enjoy agility that bigger systems can’t match. While legacy chains plan their limited-time offers two years in advance, Biscuit Belly works in six- to 12-month cycles.
“We’re extremely nimble and can test and pivot until we get it right quickly,” Coulter said. “A lot can change, and if you get too far out it’s not beneficial. We recently made a quick pivot on an LTO, and our new fall items went live last month. We test new products almost weekly.”
That same nimbleness helps the brand navigate rising food costs, a pain point across the restaurant industry. Coulter says Biscuit Belly’s diverse mix of top ingredients — from eggs and dairy to pork and potatoes — offers a natural hedge. Beyond that, the company has aggressively pursued savings through vendor switches, recipe tweaks and renegotiated contracts.
“One of our biggest items was a biscuit mix that came premixed in 50-pound bags,” he said. “We switched to a different manufacturer and saved 40 percent. Then we reworked the ratio of butter and cream in the mix, and we saved six cents a biscuit without changing the quality of the product. That’s huge.”
The brand also brought in an outsourced procurement team and renegotiated distribution deals. “We’ve only taken 2 to 2.5 percent price increases per year since 2022,” Coulter said. “We’ve just gotten a lot smarter with how we’re buying, how we’re negotiating, recipe development and pricing.”
Coulter stresses that the right people are just as important as the right business model. “We’re driving culture through the people we select,” he said. “We’re not just signing whoever can fog a mirror. We want ambassadors who pass the beer test, see the vision, have patience and understand there will be growing pains.”
That cultural fit matters because emerging brands don’t have the instant recognition of a KFC bucket or the Golden Arches. “With a small brand, you can’t just put up a sign and people know you,” Coulter said. “You really have to get out into the community and do local store marketing to build awareness.”
For Coulter, the argument for joining Biscuit Belly now boils down to timing and opportunity. “We have a great team of seasoned restaurateurs and executives,” he said. “I’d put our team against any team with 40 or fewer units. Our team has helped build big brands from scratch. If you want a fun ride, the earlier the better. Territories can go fast.”
Beyond the operational advantages, Coulter points to the lifestyle benefits. “The hours are great. You’re out of the building by 3 or 4 every day and still have a life,” he said. “Breakfast and brunch are hot right now, so if you’re interested, plant your flag now.”
For entrepreneurs deciding whether to take the leap, Coulter says it comes down to appetite for involvement. “If you want to be on the ground floor of something and actively participate to make the brand better, then an emerging brand might be for you,” he said. “If that excites you, now’s the time.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/biscuit-belly.
Biscuit Belly Franchising
SPONSORED
CEO Chad Coulter explains why joining Biscuit Belly now offers franchisees direct leadership access, growth opportunities and advantages unavailable in mature brands.
When entrepreneurs weigh whether to buy into a young franchise system or a mature household name, the decision often comes down to personality. Do they want the certainty and predictability of a large chain, or the thrill of helping to build something new? For Chad Coulter, founder and CEO of Biscuit Belly, the appeal of an emerging brand lies in the opportunity to shape the journey.
“It’s about the individual person,” Coulter said. “Are they a pioneer or a settler? One guy told us at a show, ‘You’ve got pioneers and you’ve got settlers. I’m not a pioneer, so when you get about 100 units, call me and we’ll talk.’ Some people really like being on the ground floor of something and helping it grow. They can go back, when it’s 100 units or more, and say, ‘I was franchise number five.’ ‘However, that isn’t for everyone.’”
For many operators, the ability to influence decisions is one of the biggest draws of an emerging brand. Coulter contrasts the experience with being part of a massive system.
“You’re not going to get into a McDonald’s and tell them what they’re doing wrong or suggest a new menu item, but you could with us,” he said. “Hopefully, it’s not a whole lot we’re doing wrong, but franchisees can make suggestions and help improve. They like to have that kind of role in the growth versus just being told what to do.”
That willingness to listen has already paid dividends. A franchisee with catering experience helped Biscuit Belly shape its catering menu, which has since become one of the brand’s fastest-growing segments. Franchisees in Charlotte pitched “lunchier” menu items, and the corporate team is now testing those options.
“We don’t have huge egos or a big management team,” Coulter said. “We’re nimble and open to ideas as long as they fit the brand identity, make sense operationally and create marketing excitement. Not all ideas are good, but we’ll definitely look at them.”
At Biscuit Belly, franchisees aren’t kept at arm’s length. Coulter emphasizes that operators can reach leadership directly, and that access builds stronger partnerships.
“They have a direct line to us whether good or bad,” he said. “We want to be good partners. They’ve invested hard-earned money to help us grow and build a new revenue stream, so it’s a partnership. We’re not dictators. We can’t take everybody’s ideas, but we listen. The phone’s always on.”
That kind of open-door relationship is rare in franchising, and Coulter believes it gives Biscuit Belly owners an advantage.
Emerging brands face challenges, but they also enjoy agility that bigger systems can’t match. While legacy chains plan their limited-time offers two years in advance, Biscuit Belly works in six- to 12-month cycles.
“We’re extremely nimble and can test and pivot until we get it right quickly,” Coulter said. “A lot can change, and if you get too far out it’s not beneficial. We recently made a quick pivot on an LTO, and our new fall items went live last month. We test new products almost weekly.”
That same nimbleness helps the brand navigate rising food costs, a pain point across the restaurant industry. Coulter says Biscuit Belly’s diverse mix of top ingredients — from eggs and dairy to pork and potatoes — offers a natural hedge. Beyond that, the company has aggressively pursued savings through vendor switches, recipe tweaks and renegotiated contracts.
“One of our biggest items was a biscuit mix that came premixed in 50-pound bags,” he said. “We switched to a different manufacturer and saved 40 percent. Then we reworked the ratio of butter and cream in the mix, and we saved six cents a biscuit without changing the quality of the product. That’s huge.”
The brand also brought in an outsourced procurement team and renegotiated distribution deals. “We’ve only taken 2 to 2.5 percent price increases per year since 2022,” Coulter said. “We’ve just gotten a lot smarter with how we’re buying, how we’re negotiating, recipe development and pricing.”
Coulter stresses that the right people are just as important as the right business model. “We’re driving culture through the people we select,” he said. “We’re not just signing whoever can fog a mirror. We want ambassadors who pass the beer test, see the vision, have patience and understand there will be growing pains.”
That cultural fit matters because emerging brands don’t have the instant recognition of a KFC bucket or the Golden Arches. “With a small brand, you can’t just put up a sign and people know you,” Coulter said. “You really have to get out into the community and do local store marketing to build awareness.”
For Coulter, the argument for joining Biscuit Belly now boils down to timing and opportunity. “We have a great team of seasoned restaurateurs and executives,” he said. “I’d put our team against any team with 40 or fewer units. Our team has helped build big brands from scratch. If you want a fun ride, the earlier the better. Territories can go fast.”
Beyond the operational advantages, Coulter points to the lifestyle benefits. “The hours are great. You’re out of the building by 3 or 4 every day and still have a life,” he said. “Breakfast and brunch are hot right now, so if you’re interested, plant your flag now.”
For entrepreneurs deciding whether to take the leap, Coulter says it comes down to appetite for involvement. “If you want to be on the ground floor of something and actively participate to make the brand better, then an emerging brand might be for you,” he said. “If that excites you, now’s the time.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/biscuit-belly.
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