For husband-and-wife team Kyle and Maggie Gordon, running Dillas Quesadillas isn’t just a job. It’s a way of life. It’s an idea whose roots date back over 20 years, growing from a menu sketched out in college to today’s budding 11-unit QSR+ franchise operation.
In 2003, Kyle was a liberal arts student at the University of Texas when he first conceived the idea. Since then, the now-married co-founders have poured countless hours of energy, creativity and heart into the endeavor.
“I decided I was going to start a business. Chipotle had just arrived in Austin, and fast casual was hot, so I thought, ‘I’m going to do a quesadilla place’ because I love quesadillas,” Kyle said. “A playful reference from the movie ‘Napoleon Dynamite,’ where the protagonist is told to make himself a quesadilla, sparked the name. And then the concept slowly took shape.”
Though the first store didn’t open for another ten years, the vision was there, with the Gordons creating a well-formed, testable model before officially franchising in 2018.
For the founders, a typical week entails a delicate balance of strategy, hands-on operations, and mentorship.
For Kyle, the focus tends to land on operations: creating relationships and informing the greater culture while taking part in philanthropic efforts and other events at the community level.
On Maggie’s side, management takes center stage, with the co-founder delivering aligned values and shared goals across the organization.
“Since I’m the integrator, I manage every department and make sure everyone’s on the same page, removing roadblocks,” Maggie said. “I’m more hands-on with detail-oriented departments like accounting, HR and IT. Putting people in fractional seats under us helps us focus on the business without getting in the weeds. Clear prioritization makes a huge difference.”
“I handle the people side: relationships, purchasing, legal, real estate, training and operations,” Kyle said. “I set the vision, attend strategic meetings, and lead cultural initiatives. I also lead philanthropic efforts. Because our purpose is building community through Primo Quesadilla Meals.”
For the Gordons, leadership takes the form of both accessibility and mentorship, just a small part of the Dillas culture, an approach that’s not only helped grow the brand but put franchisees in a strong position to succeed.
“Kyle and I are very hands-on,” Maggie said. “Our support office has six people handling marketing, accounting and operations. Systems are well-documented, built for company stores first and translated easily to franchise support. We’re deep in systems and fully engaged in openings. We’re selective, looking for leaders who want to scale multiple units and work on the business, not just in it.”
Family and community lie at the heart of the Dillas mission. The Gordons set a pace in ownership that trickles down throughout the ranks and shapes everything from management to decision-making and operations. Their family structure shapes the overall approach.
That blend of support and expectation is woven into the company culture, creating an environment where employees feel valued. It’s an emphasis on family that extends beyond their household. And it has a profound impact on the idea of staff retention even as the restaurant industry continues to navigate the Great Resignation.
By instilling a sense of independence via their operational strategy, the Gordons empower the Dillas workforce to take a level of ownership in their work that goes far beyond the usual “job.” The result is a workplace that deftly balances the ideas of fun and accountability with mentorship, challenging employees while encouraging growth.
“We have a culture of accountability,” Maggie said. “Our leadership cares about team growth and the future. You love your teammate but can hold them accountable.”
“Maggie and I are raising two teenagers,” Kyle said. “And the business gives us freedom of movement and time, which we can pass on to shift leaders and general managers. A healthy restaurant allows a healthy lifestyle.”
Dillas cares. It’s at the center of their business model, driving franchising efforts with a profound impact on employee retention and morale. But that care takes an even wider form beyond the restaurant walls, with the owners actively engaged in their own community and beyond, contributing to the broader restaurant industry simultaneously.
Speaking at conferences while engaged as thought leaders, the Gordons are able to deliver valuable knowledge on operations, leadership and profitability while sharing the greater lessons learned from their own uniquely inspiring journey into franchising.
From simple tips to a broader big-picture strategy, the Gordons capitalize on these opportunities outside Dillas to demystify the often complex realities of running a restaurant day after day.
“I love sharing. We’ve created a ministry of service through Dillas. The hospitality business is about relationships. And everyone wants to share resources and insights, from the CEOs to new line cooks. Sharing helps make the industry fun and keeps us sane,” Kyle said. “Restaurant operations are complex: different markets, P&L factors, macroeconomic headwinds. But it’s fun. And conferences let us share insights from a granular level up to leadership.”
A week in the life at any restaurant is liable to be rife with logistical, operational, and retail challenges. But at Dillas, that week also doubles down on a family atmosphere that stretches beyond ownership, impacting daily operations while helping to grow staff, ultimately leaving the greater restaurant industry in a better place than they found it.
Looking ahead at 2026, the name of the game for the Gordons remains growth, delivering a strong model to franchise owners that’s predicated on not just strong leadership but a family-driven culture, mentorship and the general idea of treating people well, impacting broader culture as Dillas grows.
“It's really just thinking a week out, a month out, a year out on what we’re doing: ‘How's it going to make it better for our teams and our customers? Can we all make sure we're aligned on the end goal and how we're going to get there?’” Kyle said. “I really just try and make sure that I can make it easier for everyone to do their job.”
“Our operators are amazing. Shift leaders can run restaurants without us being there, allowing us to attend family events. And the simplicity of our menu — Dillas Primo Quesadillas — resonates with customers and makes operations easier,” Maggie said. “Our systems are intentional, tested and ready for franchising. We’re always thinking ahead about technology and making the business easier for customers and teams. We’re not idle. We’re intentional, prepared and growing.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/dillas-quesadillas.
Dillas Quesadillas
SPONSORED
Dillas founders Kyle and Maggie Gordon lead with hands-on mentorship, family-driven culture and strategic vision, fueling franchise growth and team success.
For husband-and-wife team Kyle and Maggie Gordon, running Dillas Quesadillas isn’t just a job. It’s a way of life. It’s an idea whose roots date back over 20 years, growing from a menu sketched out in college to today’s budding 11-unit QSR+ franchise operation.
In 2003, Kyle was a liberal arts student at the University of Texas when he first conceived the idea. Since then, the now-married co-founders have poured countless hours of energy, creativity and heart into the endeavor.
“I decided I was going to start a business. Chipotle had just arrived in Austin, and fast casual was hot, so I thought, ‘I’m going to do a quesadilla place’ because I love quesadillas,” Kyle said. “A playful reference from the movie ‘Napoleon Dynamite,’ where the protagonist is told to make himself a quesadilla, sparked the name. And then the concept slowly took shape.”
Though the first store didn’t open for another ten years, the vision was there, with the Gordons creating a well-formed, testable model before officially franchising in 2018.
For the founders, a typical week entails a delicate balance of strategy, hands-on operations, and mentorship.
For Kyle, the focus tends to land on operations: creating relationships and informing the greater culture while taking part in philanthropic efforts and other events at the community level.
On Maggie’s side, management takes center stage, with the co-founder delivering aligned values and shared goals across the organization.
“Since I’m the integrator, I manage every department and make sure everyone’s on the same page, removing roadblocks,” Maggie said. “I’m more hands-on with detail-oriented departments like accounting, HR and IT. Putting people in fractional seats under us helps us focus on the business without getting in the weeds. Clear prioritization makes a huge difference.”
“I handle the people side: relationships, purchasing, legal, real estate, training and operations,” Kyle said. “I set the vision, attend strategic meetings, and lead cultural initiatives. I also lead philanthropic efforts. Because our purpose is building community through Primo Quesadilla Meals.”
For the Gordons, leadership takes the form of both accessibility and mentorship, just a small part of the Dillas culture, an approach that’s not only helped grow the brand but put franchisees in a strong position to succeed.
“Kyle and I are very hands-on,” Maggie said. “Our support office has six people handling marketing, accounting and operations. Systems are well-documented, built for company stores first and translated easily to franchise support. We’re deep in systems and fully engaged in openings. We’re selective, looking for leaders who want to scale multiple units and work on the business, not just in it.”
Family and community lie at the heart of the Dillas mission. The Gordons set a pace in ownership that trickles down throughout the ranks and shapes everything from management to decision-making and operations. Their family structure shapes the overall approach.
That blend of support and expectation is woven into the company culture, creating an environment where employees feel valued. It’s an emphasis on family that extends beyond their household. And it has a profound impact on the idea of staff retention even as the restaurant industry continues to navigate the Great Resignation.
By instilling a sense of independence via their operational strategy, the Gordons empower the Dillas workforce to take a level of ownership in their work that goes far beyond the usual “job.” The result is a workplace that deftly balances the ideas of fun and accountability with mentorship, challenging employees while encouraging growth.
“We have a culture of accountability,” Maggie said. “Our leadership cares about team growth and the future. You love your teammate but can hold them accountable.”
“Maggie and I are raising two teenagers,” Kyle said. “And the business gives us freedom of movement and time, which we can pass on to shift leaders and general managers. A healthy restaurant allows a healthy lifestyle.”
Dillas cares. It’s at the center of their business model, driving franchising efforts with a profound impact on employee retention and morale. But that care takes an even wider form beyond the restaurant walls, with the owners actively engaged in their own community and beyond, contributing to the broader restaurant industry simultaneously.
Speaking at conferences while engaged as thought leaders, the Gordons are able to deliver valuable knowledge on operations, leadership and profitability while sharing the greater lessons learned from their own uniquely inspiring journey into franchising.
From simple tips to a broader big-picture strategy, the Gordons capitalize on these opportunities outside Dillas to demystify the often complex realities of running a restaurant day after day.
“I love sharing. We’ve created a ministry of service through Dillas. The hospitality business is about relationships. And everyone wants to share resources and insights, from the CEOs to new line cooks. Sharing helps make the industry fun and keeps us sane,” Kyle said. “Restaurant operations are complex: different markets, P&L factors, macroeconomic headwinds. But it’s fun. And conferences let us share insights from a granular level up to leadership.”
A week in the life at any restaurant is liable to be rife with logistical, operational, and retail challenges. But at Dillas, that week also doubles down on a family atmosphere that stretches beyond ownership, impacting daily operations while helping to grow staff, ultimately leaving the greater restaurant industry in a better place than they found it.
Looking ahead at 2026, the name of the game for the Gordons remains growth, delivering a strong model to franchise owners that’s predicated on not just strong leadership but a family-driven culture, mentorship and the general idea of treating people well, impacting broader culture as Dillas grows.
“It's really just thinking a week out, a month out, a year out on what we’re doing: ‘How's it going to make it better for our teams and our customers? Can we all make sure we're aligned on the end goal and how we're going to get there?’” Kyle said. “I really just try and make sure that I can make it easier for everyone to do their job.”
“Our operators are amazing. Shift leaders can run restaurants without us being there, allowing us to attend family events. And the simplicity of our menu — Dillas Primo Quesadillas — resonates with customers and makes operations easier,” Maggie said. “Our systems are intentional, tested and ready for franchising. We’re always thinking ahead about technology and making the business easier for customers and teams. We’re not idle. We’re intentional, prepared and growing.”
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/dillas-quesadillas.
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