FSC Franchise Co is home to three unique brands: Beef ‘O’ Brady’s, The Brass Tap, and Newk’s Eatery, unified under a disciplined, portfolio-driven platform designed for sustainable growth and long-term profitability. With over 270 locations open across 30 states, the company has proven that its model works in diverse markets, offering investors a scalable opportunity built on the strength of its leadership team, which collectively brings more than 180 years of restaurant and franchising experience.
In an increasingly crowded restaurant landscape valued at a whopping $1.5 trillion, savvy investors are looking beyond a single concept. They’re looking for a platform. FSC delivers exactly that, combining disciplined operations, right-sized unit economics, and multi-brand flexibility with a clear vision of “Food. Sports. Community.” Each brand serves a distinct niche: The Brass Tap provides an upscale sports bar experience with craft beer, cocktails, and elevated food; Beef ‘O’ Brady’s offers a family-friendly sports restaurant with deep local roots; and Newk’s Eatery brings scratch-made fast-casual dining with excellent catering, delivery, and dine-in appeal.
“Our goal isn’t to be everything to everyone,” said Chris Elliott, CEO of FSC Franchise Co. “We focus on creating brands that serve their neighborhoods, supported by infrastructure that allows franchisees to scale responsibly and successfully.”
FSC prioritizes differentiation across its three concepts. The Brass Tap, for example, serves as the upscale sports bar and social gathering place, with craft beer, cocktails, and elevated food in right-sized footprints. Beef ‘O’ Brady’s provides neighborhoods with a family-friendly sports restaurant with roots in community involvement and local engagement. Newk’s Eatery offers a scratch-made menu in a fast-casual format with strong dine-in, delivery, and catering appeal.
FSC doesn't follow fads; instead, the company has perfected each concept by focusing on what makes sense for individual locations: strategic, flexible real estate models, smart site selection, and menus that are both appealing to customers and simple to operate.
“Each brand has a clear job to do,” said Scott SirLouis, Chief Operating Officer of FSC Franchise Co. “And when you put them together under one platform, you create options for franchisees.”
One of FSC’s differentiators is its refusal to overbuild, which is why top-performing locations throughout the portfolio consistently exceed category averages. The FSC brands are deliberately designed to thrive in adaptable spaces like second-generation locations, strip centers, end caps, and various flexible footprints, which helps them avoid the high overhead costs that have significantly burdened many older, casual dining chains.
Investing in a franchise with FSC Franchise Co. offers strong potential across three proven brands. The Brass Tap requires an initial investment of $793,000 to $1.3 million, with a system average unit volume (AUV) of $1,456,052 and a top-quartile AUV of $2,295,412. Beef ‘O’ Brady’s has a slightly higher investment range of $813,000 to $1.4 million and delivers a system AUV of $1,704,662, with top-quartile locations reaching $2,467,547. Newk’s Eatery requires an investment between $1,002,000 and $1,414,350, and its restaurants generate over $2.2 million in average unit sales according to its 2025 FDD.
Across all three brands, these figures highlight the potential for strong revenue performance and a scalable business model backed by established systems, operational support, and a consistent track record of franchisee success. Whether investors are looking for an upscale craft beer & cocktail destination, a family-friendly neighborhood sports bar, or a great quality fast-casual dining experience, each brand offers a clear path to building a profitable, high-performing franchise.
“The brands that get into trouble are the ones that chase size instead of sustainability,” Elliott said. “We’ve been very intentional about building concepts that can win without needing perfect conditions.”
That approach has resonated with experienced operators. FSC’s franchisee base includes multi-unit owners from brands like Dunkin’, Popeyes, Sonic, IHOP, Fuzzy’s Taco Shop and more.
A key differentiator is FSC’s leadership team, whose collective 180+ years of industry experience spans operations, technology, franchising, marketing, and multi-unit growth. Coupled with a corporate investment-first approach, the team ensures that new franchisees inherit a platform tested at the unit and system levels, reducing risk and accelerating results.
Unlike emerging brands that franchise prematurely, FSC has consistently invested at the corporate level first. A significant portion of the brand’s locations are company-owned and operated, for example, which allows the team to test new menu items, marketing campaigns, technology upgrades and operational improvements.
“We don’t ask franchisees to be our test kitchen,” SirLouis said. “If something goes systemwide, it’s because it’s already been tested and perfected.”
The shared-services model further strengthens unit economics. Franchisees benefit from cross-brand purchasing power, centralized marketing resources, sophisticated technology, real estate expertise and a unified support infrastructure that would be difficult, if not impossible, to replicate independently.
One theme shows up repeatedly across FSC’s highest-performing locations: local leadership matters.
FSC actively recruits franchisees who want to be deeply embedded in their markets, owners who coach the teams, sponsor the leagues, host the watch parties, know their neighbors and become synonymous with the brand in their community. Internally, FSC refers to this operator profile as the “Mayor of the Market.”
“Our best operators aren’t absentee owners,” Elliott said. “They’re leaders. They’re connectors. Community-driven operators drive stronger loyalty, higher frequency and more organic brand awareness, especially in sports- and gathering-oriented concepts like Beef ‘O’ Brady’s and The Brass Tap.”
FSC’s repositioning is already showing results. The company signed 42 franchise agreements in 2024, and that pace has continued into 2025.
And today’s restaurant franchise buyer is more sophisticated than ever. FSC sits at the intersection of several powerful tailwinds, including a resurgence of dine-in and community-driven dining, as well as continued demand for sports-centric gathering places and growing interest in multi-unit, multi-brand ownership.
At the same time, many competitors are constrained by outdated prototypes, inflated build costs or fragmented support structures. FSC’s right-sized, portfolio-based approach offers a compelling alternative for investors who want to grow thoughtfully.
“We’re building something durable,” Elliott said. “This isn’t about chasing the next five years. It’s about creating brands and partnerships that still make sense decades from now. If you want total control and no accountability, this isn’t the right platform. But if you want support, scale and a real opportunity to build something meaningful, FSC is built for you.”
For more information, visit: https://www.fscfranchiseco.com/.
FSC Franchise Co.
SPONSORED
The company offers three unique brands, Beef ‘O’ Brady’s, The Brass Tap and Newk’s Eatery, under a single platform defined by disciplined operations and right-sized unit economics.
FSC Franchise Co is home to three unique brands: Beef ‘O’ Brady’s, The Brass Tap, and Newk’s Eatery, unified under a disciplined, portfolio-driven platform designed for sustainable growth and long-term profitability. With over 270 locations open across 30 states, the company has proven that its model works in diverse markets, offering investors a scalable opportunity built on the strength of its leadership team, which collectively brings more than 180 years of restaurant and franchising experience.
In an increasingly crowded restaurant landscape valued at a whopping $1.5 trillion, savvy investors are looking beyond a single concept. They’re looking for a platform. FSC delivers exactly that, combining disciplined operations, right-sized unit economics, and multi-brand flexibility with a clear vision of “Food. Sports. Community.” Each brand serves a distinct niche: The Brass Tap provides an upscale sports bar experience with craft beer, cocktails, and elevated food; Beef ‘O’ Brady’s offers a family-friendly sports restaurant with deep local roots; and Newk’s Eatery brings scratch-made fast-casual dining with excellent catering, delivery, and dine-in appeal.
“Our goal isn’t to be everything to everyone,” said Chris Elliott, CEO of FSC Franchise Co. “We focus on creating brands that serve their neighborhoods, supported by infrastructure that allows franchisees to scale responsibly and successfully.”
FSC prioritizes differentiation across its three concepts. The Brass Tap, for example, serves as the upscale sports bar and social gathering place, with craft beer, cocktails, and elevated food in right-sized footprints. Beef ‘O’ Brady’s provides neighborhoods with a family-friendly sports restaurant with roots in community involvement and local engagement. Newk’s Eatery offers a scratch-made menu in a fast-casual format with strong dine-in, delivery, and catering appeal.
FSC doesn't follow fads; instead, the company has perfected each concept by focusing on what makes sense for individual locations: strategic, flexible real estate models, smart site selection, and menus that are both appealing to customers and simple to operate.
“Each brand has a clear job to do,” said Scott SirLouis, Chief Operating Officer of FSC Franchise Co. “And when you put them together under one platform, you create options for franchisees.”
One of FSC’s differentiators is its refusal to overbuild, which is why top-performing locations throughout the portfolio consistently exceed category averages. The FSC brands are deliberately designed to thrive in adaptable spaces like second-generation locations, strip centers, end caps, and various flexible footprints, which helps them avoid the high overhead costs that have significantly burdened many older, casual dining chains.
Investing in a franchise with FSC Franchise Co. offers strong potential across three proven brands. The Brass Tap requires an initial investment of $793,000 to $1.3 million, with a system average unit volume (AUV) of $1,456,052 and a top-quartile AUV of $2,295,412. Beef ‘O’ Brady’s has a slightly higher investment range of $813,000 to $1.4 million and delivers a system AUV of $1,704,662, with top-quartile locations reaching $2,467,547. Newk’s Eatery requires an investment between $1,002,000 and $1,414,350, and its restaurants generate over $2.2 million in average unit sales according to its 2025 FDD.
Across all three brands, these figures highlight the potential for strong revenue performance and a scalable business model backed by established systems, operational support, and a consistent track record of franchisee success. Whether investors are looking for an upscale craft beer & cocktail destination, a family-friendly neighborhood sports bar, or a great quality fast-casual dining experience, each brand offers a clear path to building a profitable, high-performing franchise.
“The brands that get into trouble are the ones that chase size instead of sustainability,” Elliott said. “We’ve been very intentional about building concepts that can win without needing perfect conditions.”
That approach has resonated with experienced operators. FSC’s franchisee base includes multi-unit owners from brands like Dunkin’, Popeyes, Sonic, IHOP, Fuzzy’s Taco Shop and more.
A key differentiator is FSC’s leadership team, whose collective 180+ years of industry experience spans operations, technology, franchising, marketing, and multi-unit growth. Coupled with a corporate investment-first approach, the team ensures that new franchisees inherit a platform tested at the unit and system levels, reducing risk and accelerating results.
Unlike emerging brands that franchise prematurely, FSC has consistently invested at the corporate level first. A significant portion of the brand’s locations are company-owned and operated, for example, which allows the team to test new menu items, marketing campaigns, technology upgrades and operational improvements.
“We don’t ask franchisees to be our test kitchen,” SirLouis said. “If something goes systemwide, it’s because it’s already been tested and perfected.”
The shared-services model further strengthens unit economics. Franchisees benefit from cross-brand purchasing power, centralized marketing resources, sophisticated technology, real estate expertise and a unified support infrastructure that would be difficult, if not impossible, to replicate independently.
One theme shows up repeatedly across FSC’s highest-performing locations: local leadership matters.
FSC actively recruits franchisees who want to be deeply embedded in their markets, owners who coach the teams, sponsor the leagues, host the watch parties, know their neighbors and become synonymous with the brand in their community. Internally, FSC refers to this operator profile as the “Mayor of the Market.”
“Our best operators aren’t absentee owners,” Elliott said. “They’re leaders. They’re connectors. Community-driven operators drive stronger loyalty, higher frequency and more organic brand awareness, especially in sports- and gathering-oriented concepts like Beef ‘O’ Brady’s and The Brass Tap.”
FSC’s repositioning is already showing results. The company signed 42 franchise agreements in 2024, and that pace has continued into 2025.
And today’s restaurant franchise buyer is more sophisticated than ever. FSC sits at the intersection of several powerful tailwinds, including a resurgence of dine-in and community-driven dining, as well as continued demand for sports-centric gathering places and growing interest in multi-unit, multi-brand ownership.
At the same time, many competitors are constrained by outdated prototypes, inflated build costs or fragmented support structures. FSC’s right-sized, portfolio-based approach offers a compelling alternative for investors who want to grow thoughtfully.
“We’re building something durable,” Elliott said. “This isn’t about chasing the next five years. It’s about creating brands and partnerships that still make sense decades from now. If you want total control and no accountability, this isn’t the right platform. But if you want support, scale and a real opportunity to build something meaningful, FSC is built for you.”
For more information, visit: https://www.fscfranchiseco.com/.
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