When Kyle and Maggie Gordon opened the first Dillas Primo Quesadillas in 2013, they weren’t just selling a twist on a classic comfort food. They were building a system they planned to scale. But before they sold their first franchise, they spent four years in the shop alongside Pete John.
The partnership wasn't born from a typical lead-generation funnel. John, who now heads Primeaux Restaurant Group, was actually Kyle’s former boss at Raising Cane’s. When John looked to transition into business ownership, the Gordons didn't just hand him a thick operations manual and a bill. Instead, they entered into a high-stakes joint venture that would serve as a mutually beneficial stress test for the brand.
The Gordons made a conscious choice to delay their official franchise launch to focus entirely on John’s success. The goal was to partner and perfect a strong model. For Kyle, this era was defined by a specific kind of grit.
"I kind of think about it like being in a blacksmith shop,” Kyle said. “We had a rough piece of metal. And he was like, 'Dude, I don’t mind being in the shop with you. Let’s do it. I don’t expect the final thing. I want to be in early and I want to have lots of territory.' And, if that’s what it takes, that’s what it takes.”
For Pete, the decision to sign on before the brand had a proven franchise track record came down to a long-standing trust in the character of the Dillas Primo Quesadillas founders. "Kyle and Maggie being good people was probably the number one priority for me," Pete said. "I didn’t even look at other brands. This is what I wanted to do."
That patient partnership allowed the founders to treat Pete’s first locations as a laboratory for future scaling of what would become the premier QSR+ quesadilla concept. They scrutinized every vendor and every cool widget through the lens of return on investment. Because they held equity in Pete’s company during this period, the stakes were high, but they were also shared mutually.
"We had to respect the fee he was paying," Kyle said. "It made us think harder about decisions we were making to spend Pete’s money. We had to be able to say, 'You’re not going to like this, you’re going to love this! Here’s how we designed it. Here’s what it improves. Here’s how it makes your life easier. Here’s how it helps you make money faster.'"
For Maggie, the focus was on ensuring that Pete didn't just have a functioning restaurant, but a sophisticated enterprise. They plugged him into their existing payroll, accounting and training systems, allowing him to bypass the common entrepreneurial obstacles that sink many first-time owners.
"We were able to bring him under our wing and teach him the proper way to run his enterprise so he could scale it," Maggie said. "A lot of what he needed was already built. That was critically important. For Pete to grow and fulfill what we agreed upon for his territory in Louisiana, we needed him to be successful and a well-educated business owner."
Such mentorship proved invaluable, creating a feedback loop that defines the current Dillas Primo Quesadillas model. The Gordons used this time to vet every potential cost, ensuring that new equipment or R&D changes provided a measurable financial return (rather than just a superficial improvement). If a change didn't directly increase profitability or simplify operations for the franchisee, it wasn’t implemented.
The ultimate validation of this hyper-invested approach came when Pete moved the brand outside of Texas, away from familiarity to not just a new market but a new state. When he opened his first location in Shreveport, Louisiana, the system the Gordons had refined was truly put to the test in a whole new way.
The results were immediate. Perte’s Shreveport location opened at nearly double the sales of the Gordons’ original Texas unit. Today, Pete operates five locations, several of which lead the Dillas Primo Quesadillas system in performance.
"He still has the top sales location out of all 11," Kyle said. "It made me realize how big the brand could be and the opportunity for others to maximize impact. In franchising, unit-level sales, profitability and operational franchisee success are the name of the game."
From Pete’s perspective, the decision to take a blind-faith gamble on a young brand wasn't about the food; it was about the people behind the curtain. Despite the unknowns of supply chains and out-of-state operations, Pete saw the Gordons’ all-encompassing daily involvement as a significant safety net.
"I just believed that if everyone was aligned culturally and committed to doing the right thing, even when it wasn’t easy, then it was going to work," Pete said. "Kyle and Maggie have continued to show that over the last seven or eight years with me and that’s never changed. I credit a lot of our success to that."
Now operating five units, while eyeing a target of 20, Pete views the early struggles as the necessary price of admission for long-term stability.
"Looking back, I’d say, ‘The patience, the struggles, the battles. You were patient. You didn’t give up. You stayed true to yourself, your family, your business partners and the community,’” Pete said. “It’s very easy to say, ‘I’ve got five, everything’s good!’ But that’s not the vision. The vision is to keep growing it. We have something that can keep growing. So I’d say the patience is worth it. And not overextending. Doing things the right way."
Today, Dillas Primo Quesadillas isn't just a restaurant brand. It’s a franchise system built on a foundation of interpersonal communication, trust and servant leadership. Growing alongside their first franchisee Pete taught Kyle and Maggie Gordon that their role is not just to sell a brand, but to provide primo support. And there’s an important first step in that process.
"Listening," Maggie said. "Franchisees want to be heard. We can do everything we think is best for the brand but, at the end of the day, they’re our partners. So, listening to their feedback, understanding their needs and communicating openly are extremely important."
By investing time over years in their first franchisee before ever seeking a second, Kyle and Maggie ensured that when the Dillas Primo Quesadillas car was finally ready to race, it wouldn't need a total overhaul. It was already built to win.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/dillas-quesadillas.
About Dillas Primo Quesadillas:
Dillas Primo Quesadillas is the fastest-growing QSR+ quesadilla concept. Dillas crafts grilled-to-order primo quesadillas and signature scratch-made dipping sauces. Founded in Texas in 2013 by Kyle and Maggie Gordon, Dillas is mission-driven and community-focused. With locations across North Texas and Louisiana, Dillas partners with local organizations to fight hunger, foster education, and build the next generation of entrepreneurs. Dillas began franchising in 2018 and has grown deliberately, remaining founder-led and deeply focused on supporting operators who value people, process, and product.
Dillas Quesadillas
SPONSORED
How Pete John’s evolution from joint-venture partner to five-unit franchisee shaped the operational blueprint behind Dillas Primo Quesadillas’ franchise launch.
When Kyle and Maggie Gordon opened the first Dillas Primo Quesadillas in 2013, they weren’t just selling a twist on a classic comfort food. They were building a system they planned to scale. But before they sold their first franchise, they spent four years in the shop alongside Pete John.
The partnership wasn't born from a typical lead-generation funnel. John, who now heads Primeaux Restaurant Group, was actually Kyle’s former boss at Raising Cane’s. When John looked to transition into business ownership, the Gordons didn't just hand him a thick operations manual and a bill. Instead, they entered into a high-stakes joint venture that would serve as a mutually beneficial stress test for the brand.
The Gordons made a conscious choice to delay their official franchise launch to focus entirely on John’s success. The goal was to partner and perfect a strong model. For Kyle, this era was defined by a specific kind of grit.
"I kind of think about it like being in a blacksmith shop,” Kyle said. “We had a rough piece of metal. And he was like, 'Dude, I don’t mind being in the shop with you. Let’s do it. I don’t expect the final thing. I want to be in early and I want to have lots of territory.' And, if that’s what it takes, that’s what it takes.”
For Pete, the decision to sign on before the brand had a proven franchise track record came down to a long-standing trust in the character of the Dillas Primo Quesadillas founders. "Kyle and Maggie being good people was probably the number one priority for me," Pete said. "I didn’t even look at other brands. This is what I wanted to do."
That patient partnership allowed the founders to treat Pete’s first locations as a laboratory for future scaling of what would become the premier QSR+ quesadilla concept. They scrutinized every vendor and every cool widget through the lens of return on investment. Because they held equity in Pete’s company during this period, the stakes were high, but they were also shared mutually.
"We had to respect the fee he was paying," Kyle said. "It made us think harder about decisions we were making to spend Pete’s money. We had to be able to say, 'You’re not going to like this, you’re going to love this! Here’s how we designed it. Here’s what it improves. Here’s how it makes your life easier. Here’s how it helps you make money faster.'"
For Maggie, the focus was on ensuring that Pete didn't just have a functioning restaurant, but a sophisticated enterprise. They plugged him into their existing payroll, accounting and training systems, allowing him to bypass the common entrepreneurial obstacles that sink many first-time owners.
"We were able to bring him under our wing and teach him the proper way to run his enterprise so he could scale it," Maggie said. "A lot of what he needed was already built. That was critically important. For Pete to grow and fulfill what we agreed upon for his territory in Louisiana, we needed him to be successful and a well-educated business owner."
Such mentorship proved invaluable, creating a feedback loop that defines the current Dillas Primo Quesadillas model. The Gordons used this time to vet every potential cost, ensuring that new equipment or R&D changes provided a measurable financial return (rather than just a superficial improvement). If a change didn't directly increase profitability or simplify operations for the franchisee, it wasn’t implemented.
The ultimate validation of this hyper-invested approach came when Pete moved the brand outside of Texas, away from familiarity to not just a new market but a new state. When he opened his first location in Shreveport, Louisiana, the system the Gordons had refined was truly put to the test in a whole new way.
The results were immediate. Perte’s Shreveport location opened at nearly double the sales of the Gordons’ original Texas unit. Today, Pete operates five locations, several of which lead the Dillas Primo Quesadillas system in performance.
"He still has the top sales location out of all 11," Kyle said. "It made me realize how big the brand could be and the opportunity for others to maximize impact. In franchising, unit-level sales, profitability and operational franchisee success are the name of the game."
From Pete’s perspective, the decision to take a blind-faith gamble on a young brand wasn't about the food; it was about the people behind the curtain. Despite the unknowns of supply chains and out-of-state operations, Pete saw the Gordons’ all-encompassing daily involvement as a significant safety net.
"I just believed that if everyone was aligned culturally and committed to doing the right thing, even when it wasn’t easy, then it was going to work," Pete said. "Kyle and Maggie have continued to show that over the last seven or eight years with me and that’s never changed. I credit a lot of our success to that."
Now operating five units, while eyeing a target of 20, Pete views the early struggles as the necessary price of admission for long-term stability.
"Looking back, I’d say, ‘The patience, the struggles, the battles. You were patient. You didn’t give up. You stayed true to yourself, your family, your business partners and the community,’” Pete said. “It’s very easy to say, ‘I’ve got five, everything’s good!’ But that’s not the vision. The vision is to keep growing it. We have something that can keep growing. So I’d say the patience is worth it. And not overextending. Doing things the right way."
Today, Dillas Primo Quesadillas isn't just a restaurant brand. It’s a franchise system built on a foundation of interpersonal communication, trust and servant leadership. Growing alongside their first franchisee Pete taught Kyle and Maggie Gordon that their role is not just to sell a brand, but to provide primo support. And there’s an important first step in that process.
"Listening," Maggie said. "Franchisees want to be heard. We can do everything we think is best for the brand but, at the end of the day, they’re our partners. So, listening to their feedback, understanding their needs and communicating openly are extremely important."
By investing time over years in their first franchisee before ever seeking a second, Kyle and Maggie ensured that when the Dillas Primo Quesadillas car was finally ready to race, it wouldn't need a total overhaul. It was already built to win.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/dillas-quesadillas.
About Dillas Primo Quesadillas:
Dillas Primo Quesadillas is the fastest-growing QSR+ quesadilla concept. Dillas crafts grilled-to-order primo quesadillas and signature scratch-made dipping sauces. Founded in Texas in 2013 by Kyle and Maggie Gordon, Dillas is mission-driven and community-focused. With locations across North Texas and Louisiana, Dillas partners with local organizations to fight hunger, foster education, and build the next generation of entrepreneurs. Dillas began franchising in 2018 and has grown deliberately, remaining founder-led and deeply focused on supporting operators who value people, process, and product.
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