1851 Franchise: How did you get started in franchising? What’s your story?

Chad Coulter: My wife and I are both pharmacists by training, but like many pharmacists, we wanted to get out of the field. It all started with an entrepreneurial itch. We got involved in a couple of "paint-and-sip" concepts — what we jokingly call “drinking and drawing.” That eventually led to our first restaurant venture, Lubino, a small wine bar concept that we grew to five units.

Being a Georgia boy, I’ve always been around biscuits, so my wife and I had this idea in the back of our minds to do something in the biscuit space. In 2018, we started developing the Biscuit Belly brand and opened our first location in 2019. That year, we opened two locations. It was either the best or worst timing for starting a new restaurant concept — but that’s how Biscuit Belly began.

1851: You took an unusual path from pharmacy to restaurants. How did you manage that transition without prior restaurant experience?

Coulter: It was definitely a steep learning curve. My wife and I often joke that our first time ever working in a restaurant was the night we opened our own. We’ve always been good at hiring talented people, giving them the space to thrive and building a team around them.

For our first concept, we did things like approving the wine list and menu, but it was a team effort. We learned as we went. I naturally fit into the visionary role — visiting wine bars and restaurants, taking inspiration and putting together a concept.

That said, there were challenges. I still remember the plumbing system at our first location exploded on media night! I swore I’d never open another restaurant. But here we are.

1851: Did your background as a pharmacist prepare you in any way for the restaurant business?

Coulter: There are similarities. Both fields involve customer service and problem-solving. In a pharmacy, you’re dealing with sick people who don’t want to spend money and there are always delays. In a restaurant, the dynamic is much more positive — people want to be there, which makes it a more enjoyable experience.

That said, the work ethic required in pharmacy translated well. During my residency, I worked 12 days on and two days off, with long days managing students, patients and hospital drama. That prepared me for the startup challenges of restaurant ownership.

1851: Could someone without restaurant experience become a Biscuit Belly franchisee?

Coulter: While it’s possible, we generally look for people with restaurant experience. Running a restaurant has a steep learning curve, and although we’ve simplified our systems, the ideal candidate has a solid business background or experience in the industry.

If someone doesn’t have that experience, they need to surround themselves with a strong team who understands the space. Gung-ho entrepreneurs can succeed, but they need to be fully committed to the process and operations.

1851: How did your experience as a franchisee influence your approach as a franchisor?

Coulter: Our first franchise experience was with a paint-and-sip concept, and it was tough. The corporate structure fell apart, and we had to rebrand completely. After putting our life savings into the business, we had to start over, which was a hard lesson.

That experience taught us the importance of transparency. At our first franchisee meeting for Biscuit Belly, our marketing director went through a detailed breakdown of how we spent the brand fund, dollar by dollar. One of our franchisees, who’s involved in 20 brands, told us no one had ever done that for him before. Transparency is something we prioritize because of what we went through as franchisees.

1851: What makes Biscuit Belly stand out in the breakfast space?

Coulter: Biscuit Belly is unique because we’re in the fast-casual breakfast category, which is pretty rare. Most breakfast concepts are full-service and 4,000+ square feet. We’ve shrunk the footprint to about 2,800 square feet and streamlined the experience while maintaining high-quality food and hospitality.

When you walk into a Biscuit Belly, you’ll notice bright colors and custom murals tailored to the community. We also have a biscuit window where customers can see biscuits being made. It’s all about creating a unique and welcoming atmosphere.

From a menu perspective, most items are scratch-made and we offer seasonal options, including healthier choices. Guests order at the counter, and we handle the rest — bringing food, busing tables and serving drinks. One of our team members coined the term “craft casual,” which perfectly describes what we do.

1851: The ordering process at Biscuit Belly sounds innovative. Can you explain how it works?

Coulter: The idea is to take the best aspects of fast-casual and full service. Guests place their orders at a counter, which speeds things up, but once they’re seated, the experience feels more like a full-service restaurant.

We’ve also designed our kitchens and workflows for efficiency, allowing us to reduce labor costs while maintaining quality. For example, we’ve created specialized roles like the “bartista,” who handles both espresso drinks and cocktails. This structure allows us to onboard staff quickly and operate more efficiently.

1851: What’s the investment to become a Biscuit Belly franchisee?

Coulter: The total investment ranges from the mid-$700,000s to just over $1 million. That includes three months of operating capital, rent, legal fees, the franchise fee and more. The exact cost depends on factors like real estate and landlord contributions.

Operationally, we’ve focused on reducing costs without compromising quality. For example, we’ve partnered with vendors to lower the cost of goods and created efficiencies in our kitchens. These savings help make the business more viable for franchisees.

1851: What’s next for Biscuit Belly?

Coulter: Our goal is to become the biggest biscuit restaurant brand in the next five years, with 50–100 locations. But we’re taking a quality-over-quantity approach. The first few franchisees set the tone for the system, so we’re very selective about who we partner with.

We’ve spent the past few years refining the model — training programs, cost efficiencies and menu development. Now, we’re ready to ramp up franchise development with the right marketing and sales partners.

Ultimately, the focus is on franchisee success. If our franchisees are profitable, they’ll spread the word, and that will drive our growth.

To find out more information on costs to buy this franchise, please visit https://1851franchise.com/biscuit-belly.