FSC Franchise Co.

In the evolving world of restaurant franchising, scale can do a lot more than unlock savings in food costs and supply chain. It can also fundamentally transform how brands approach technology. For&nbsp;<a href="https://fscfranchiseco.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">FSC Franchise Co.</a>, the parent company of&nbsp;<a href="https://beefobradysfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Beef 'O' Brady's</a>,&nbsp;<a href="https://thebrasstapfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">The Brass Tap</a> and&nbsp;<a href="https://ownanewks.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Newk's Eatery</a>, that philosophy extends into its tech stack.By leveraging a three-brand portfolio,&nbsp;<a href="https://1851franchise.com/fsc-franchise-co/info">FSC</a> has built a unified, scalable and cost-efficient technology ecosystem designed to simplify operations, improve marketing performance and give franchisees enterprise-level tools without enterprise-level complexity.“For POS, we use&nbsp;<a href="https://pos.toasttab.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Toast</a>. For loyalty, we are using a platform called&nbsp;<a href="https://punchrewards.app/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Punch</a>. For online ordering, we use&nbsp;<a href="https://partech.com/solutions/guest-engagement-platform/online-ordering/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Par Menu</a>. For our back-office system, we will be using&nbsp;<a href="https://www.restaurant365.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Restaurant365</a>. Gift card platform is&nbsp;<a href="https://www.paytronix.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Paytronix</a>,” said&nbsp;<a href="https://www.linkedin.com/in/jason-s-10074b143/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-fsc-franchise-co-leverages-its-brand-portfolio-for-tech-stack-savings-and-best-practices-2732335" target="_blank" rel="nofollow">Jason Saposnik</a>, vice president of information technology. “Franchisees don’t have to go out and source their own back-office system, loyalty management, etc. It’s already a package of core tech stack systems that we use. It’s really a handholding situation where we can do everything on their behalf.”At the center of that strategy is a simple idea: shared infrastructure drives smarter outcomes. Rather than insisting each brand make technology decisions independently, FSC has aligned its core systems across the entire portfolio.&nbsp;<h2>Unlocking Cost Savings Through Scale</h2>One of the most immediate benefits of FSC’s portfolio model is its ability to negotiate more favorable pricing and contract terms with technology partners.“Instead of each brand independently selecting systems, we try to align the core tech stack that lets us negotiate pricing better and reduce any integration complexity,” Saposnik said. “If I say that this is for&nbsp;<a href="https://1851franchise.com/fsc-franchise-co/disrupting-restaurant-industry-models-2732031#featured">three brands with over 300 locations</a> versus just one brand with 50 locations, it does make a difference. It’s more enticing for that vendor to offer a much more attractive deal for us.”Those savings flow directly to franchisees, reducing upfront and ongoing technology costs while also delivering stronger vendor partnerships.&nbsp;“We can also influence the product direction at that point,” Saposnik said. “If there are features and functionalities that we need that they don’t necessarily have right away, we get a bigger say on what they are going to spend their development resources on.”<h2>Creating Operational Efficiency Through Shared Expertise</h2>Beyond cost savings, FSC’s unified tech stack enables greater<a href="https://1851franchise.com/fsc-franchise-co/support-franchisees-system-growth-2731801#featured"> operational support</a>. Because all brands use the same systems, FSC’s internal IT team can specialize deeply in a defined set of platforms.“My whole support team and help desk here can become experts in those handful of different platforms,” Saposnik said. “Any time a franchisee needs assistance or needs to set up anything, they are coming directly to us and we are handling that. They don’t need to contact a vendor directly.”That centralized support structure simplifies troubleshooting, accelerates onboarding and reduces downtime for franchisees. “It’s really turned into a best-in-class I.T. department,” Saposnik said.FSC’s technology strategy extends beyond operations into digital marketing, where portfolio scale creates measurable efficiencies.&nbsp;<h2>Leveraging Data for Smarter Decision-Making</h2>Perhaps one of the most powerful advantages of FSC’s shared tech infrastructure is&nbsp;<a href="https://1851franchise.com/fsc-franchise-co/operator-first-franchising-webinar-2731260">its ability to unify data across brands.</a>“There is also a big advantage in data and reporting as well,” Saposnik said. “When we develop a new report, we can scale that across all the brands. We can use a unified data model, which allows us to build one type of support and tailor it to different brands. Once you add a new brand, it’s really easy to provide those metrics for leadership and the franchisees to make decisions.”For franchisees, that translates into clearer insights, better benchmarking and more informed operational decisions.Overall, FSC’s approach to technology mirrors its broader business philosophy: leverage scale to create meaningful advantages for franchisees. By aligning systems, consolidating vendors and building shared infrastructure, the company is able to reduce costs, improve support and deliver tools that would be difficult for standalone brands to replicate.To learn more about franchising with FSC Franchise Co., please visit&nbsp;<a href="https://1851franchise.com/fsc-franchise-co">https://1851franchise.com/fsc-franchise-co</a>.

FSC Franchise Co: Centralized Tech Stack for Franchisee Success

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FSC leverages its multi-brand portfolio to create a centralized technology ecosystem, securing better vendor deals and providing franchisees with best-in-class support and data insights.

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How FSC Franchise Co. Leverages Its Brand Portfolio for Tech Stack Savings and Best Practices

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In the evolving world of restaurant franchising, scale can do a lot more than unlock savings in food costs and supply chain. It can also fundamentally transform how brands approach technology. For&nbsp;<a href="https://fscfranchiseco.com/">FSC Franchise Co.</a>, the parent company of&nbsp;<a href="https://beefobradysfranchise.com/">Beef 'O' Brady's</a>,&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a> and&nbsp;<a href="https://ownanewks.com/">Newk's Eatery</a>, that philosophy extends into its tech stack.By leveraging a three-brand portfolio,&nbsp;<a href="https://1851franchise.com/fsc-franchise-co/info">FSC</a> has built a unified, scalable and cost-efficient technology ecosystem designed to simplify operations, improve marketing performance and give franchisees enterprise-level tools without enterprise-level complexity.“For POS, we use&nbsp;<a href="https://pos.toasttab.com/">Toast</a>. For loyalty, we are using a platform called&nbsp;<a href="https://punchrewards.app/">Punch</a>. For online ordering, we use&nbsp;<a href="https://partech.com/solutions/guest-engagement-platform/online-ordering/">Par Menu</a>. For our back-office system, we will be using&nbsp;<a href="https://www.restaurant365.com/">Restaurant365</a>. Gift card platform is&nbsp;<a href="https://www.paytronix.com/">Paytronix</a>,” said&nbsp;<a href="https://www.linkedin.com/in/jason-s-10074b143/">Jason Saposnik</a>, vice president of information technology. “Franchisees don’t have to go out and source their own back-office system, loyalty management, etc. It’s already a package of core tech stack systems that we use. It’s really a handholding situation where we can do everything on their behalf.”At the center of that strategy is a simple idea: shared infrastructure drives smarter outcomes. Rather than insisting each brand make technology decisions independently, FSC has aligned its core systems across the entire portfolio.&nbsp;<h2>Unlocking Cost Savings Through Scale</h2>One of the most immediate benefits of FSC’s portfolio model is its ability to negotiate more favorable pricing and contract terms with technology partners.“Instead of each brand independently selecting systems, we try to align the core tech stack that lets us negotiate pricing better and reduce any integration complexity,” Saposnik said. “If I say that this is for&nbsp;<a href="https://1851franchise.com/fsc-franchise-co/disrupting-restaurant-industry-models-2732031#featured">three brands with over 300 locations</a> versus just one brand with 50 locations, it does make a difference. It’s more enticing for that vendor to offer a much more attractive deal for us.”Those savings flow directly to franchisees, reducing upfront and ongoing technology costs while also delivering stronger vendor partnerships.&nbsp;“We can also influence the product direction at that point,” Saposnik said. “If there are features and functionalities that we need that they don’t necessarily have right away, we get a bigger say on what they are going to spend their development resources on.”<h2>Creating Operational Efficiency Through Shared Expertise</h2>Beyond cost savings, FSC’s unified tech stack enables greater<a href="https://1851franchise.com/fsc-franchise-co/support-franchisees-system-growth-2731801#featured"> operational support</a>. Because all brands use the same systems, FSC’s internal IT team can specialize deeply in a defined set of platforms.“My whole support team and help desk here can become experts in those handful of different platforms,” Saposnik said. “Any time a franchisee needs assistance or needs to set up anything, they are coming directly to us and we are handling that. They don’t need to contact a vendor directly.”That centralized support structure simplifies troubleshooting, accelerates onboarding and reduces downtime for franchisees. “It’s really turned into a best-in-class I.T. department,” Saposnik said.FSC’s technology strategy extends beyond operations into digital marketing, where portfolio scale creates measurable efficiencies.&nbsp;<h2>Leveraging Data for Smarter Decision-Making</h2>Perhaps one of the most powerful advantages of FSC’s shared tech infrastructure is&nbsp;<a href="https://1851franchise.com/fsc-franchise-co/operator-first-franchising-webinar-2731260">its ability to unify data across brands.</a>“There is also a big advantage in data and reporting as well,” Saposnik said. “When we develop a new report, we can scale that across all the brands. We can use a unified data model, which allows us to build one type of support and tailor it to different brands. Once you add a new brand, it’s really easy to provide those metrics for leadership and the franchisees to make decisions.”For franchisees, that translates into clearer insights, better benchmarking and more informed operational decisions.Overall, FSC’s approach to technology mirrors its broader business philosophy: leverage scale to create meaningful advantages for franchisees. By aligning systems, consolidating vendors and building shared infrastructure, the company is able to reduce costs, improve support and deliver tools that would be difficult for standalone brands to replicate.To learn more about franchising with FSC Franchise Co., please visit&nbsp;<a href="https://1851franchise.com/fsc-franchise-co">https://1851franchise.com/fsc-franchise-co</a>.

When a franchise owner joins a franchisor network, there’s often a common primary fear: being left to navigate the complexities of a competitive industry solo. But&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a>, the parent company behind restaurant brands&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a>,&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a> and&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a>, has built a corporate structure around the idea of eliminating that isolation. By prioritizing a unified support system, the company aims to remove the idea of risk from investment for partners and provide the infrastructure necessary to enable multi-unit growth.&nbsp;<h2>A Foundation of Corporate Investment</h2>One of the most distinct elements of the FSC model is its test-and-learn approach. Unlike brands that roll out unproven concepts to franchisees, FSC maintains a substantial portfolio of company-owned restaurants. These locations serve as a testing ground, allowing the franchisor room to experiment with everything from menu innovation and tech integrations to operational tweaks.Refining these initiatives in-house first has proven critical. FSC Franchise Co. ensures that by the time a new strategy reaches a franchisee, the kinks have already been worked out. It’s a mindset that puts each franchisee first. It’s designed to protect the operator’s bottom line from the risks that accompany the process of trial and error.<h2>Leveraging the Power of Three</h2>FSC operates under a shared services model. This allows its three distinct brands to benefit from large collective scale that manifests itself in the company’s purchasing power. By leveraging the combined needs of&nbsp;<a href="https://1851franchise.com/beefobradys/info">Beef ‘O’ Brady’s</a>,&nbsp;<a href="https://1851franchise.com/brasstap/info">The Brass Tap</a> and Newk’s Eatery, FSC has driven over $1.5 million in purchasing synergies through vendor partnerships and shared resources.And this efficiency extends to the tech stack. Franchise owners across all three restaurant concepts utilize a scalable system that includes Punchh loyalty integration. This unified tech approach enables a more sophisticated level of marketing and data analysis. Single-brand operators often can’t afford such an approach on their own.<h2>Strategic Real Estate and Development</h2>The path to profitability starts with the right footprint. FSC’s real estate team focuses on thoughtful site selection by helping owners avoid the overbuilt footprints that often lead to high overhead (and thin margins). Whether it’s an endcap, a second-generation space or a standalone unit, the FSC goal is to right-size the concept for any given local market.To ensure a strong start, the franchisor provides a structured onboarding process. And it begins well before doors open. Public relations efforts start two weeks before launch in an effort to build and capitalize on local buzz. FSC’s Grand Opening Playbook follows, delivering paid media, influencer nights and community give-back events designed to establish the restaurant as a neighborhood fixture from the start.<h2>Incentivizing Long-Term Success</h2>FSC has restructured the standard franchise sales model to better align corporate goals with success for its franchise owners. The sales team’s compensation is tied directly to the longevity of the franchisee. Rather than receiving a lump sum upon the signing of a contract, bonuses are distributed at the signing, the opening, the six-month mark and one-year anniversary.This structure ensures that the corporate team is focused on finding strong ownership candidates who are equipped for sustainable, long-term performance rather than simply hitting a quota.<h2>A Pathway to Scaling</h2>For many operators, the ultimate goal is to grow from a single unit to a multi-brand portfolio. By removing the barriers between its brands, FSC Franchise Co.’s centralized franchise sales team makes this transition easier. The support systems, training and operational tools are unified. And that means a successful Beef ‘O’ Brady’s owner can more easily expand into, say, a Brass Tap or a Newk’s Eatery.By providing a roadmap that’s actually clear (and the corporate infrastructure to back it up), FSC Franchise Co. positions its partners to not only run a successful business but to become mayors of their market: leaders capable of building a lasting legacy at the local level.For more information on FSC Franchise Co., please visit&nbsp;<a href="https://www.fscfranchiseco.com/">https://www.fscfranchiseco.com/</a>.

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FSC leverages shared services, purchasing synergies and a franchisee-first infrastructure, reducing investment risk while helping partners scale across a three-brand portfolio.

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Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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Why Beef 'O' Brady's Thrives by Operating Like a Neighborhood Bar, Not a Chain 

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TAMPA, Fla. —&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a>, the parent company of&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a>,&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a> and&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a>, has built momentum over the first quarter, opening several high-performing restaurants, awarding a new franchise and driving inbound franchise leads as it paces toward a record-breaking year.“We are on track to open 20 locations across the three brands for the year, which would be a record year for us,” said CEO&nbsp;<a href="https://www.linkedin.com/in/chris-elliott-7365a6b">Chris Elliott</a>. “That’s exciting for us, particularly given the sluggishness of the industry in general. The five openings we’ve completed thus far are performing significantly above system averages, which is an encouraging data point that I feel is largely driven by an elevated site selection strategy and the caliber of owner-operator we’re growing with.”The five new restaurants include a new&nbsp;<a href="https://1851franchise.com/beefobradys/info">Beef ‘O’ Brady’s</a> in St. Petersburg, Florida, and four&nbsp;<a href="https://1851franchise.com/brasstap/info">Brass Tap</a> locations in Dallas and Tyler, Texas; Olivette, Missouri; and Framingham, Massachusetts. In addition to the new franchise agreement signed, FSC has seen leads quadruple since January across the portfolio of brands.While its footprint remained steady,&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> sales and traffic were encouraging despite over 140 closed-store days due to inclement weather in the early months. The brand also secured a record-breaking $47,000 catering order in Somerville, South Carolina.FSC is also driving guest demand across the portfolio with a strategic approach to menu offerings and value. Honing in on affordability, paired with reliable flavor and freshness, The Brass Tap, Beef ‘O’ Brady’s and Newk’s are all drawing guests in with true value, contributing to both local success and higher-level national momentum.“Based on how both guests and operators have reacted to these promotions, they may be the best promotions we’ve ever run, and they’ve definitely impacted our traffic trajectory significantly,” Elliott said. “We’ll likely make some tweaks for the second half of the year to ensure we’re really spotlighting the winners, but the promotions will continue for the balance of the year. At a time when uncertainty is growing among consumers, having high-quality, flavorful, affordable options has been a powerful differentiator for our brands.”Looking toward the remainder of the year, Elliott says FSC intends to maintain this momentum, driving healthy growth throughout the network while making meaningful strategic updates to prepare the three brands for their next growth phases.“All three brands are at a point in their life cycle where it’s time for us to reevaluate the positioning and identities, and we’re getting encouraging feedback as we take on this repositioning initiative,” Elliott said. “We’re not looking to overhaul anything. Rather, we’re really honing in on and leaning into the areas that we know guests are focused on as we prepare for the future of the brands. There’s a lot of work going on in that regard that we’re excited about and feel will make a great difference moving forward.”ABOUT FSC FRANCHISE CO.:Founded in Tampa, Florida, FSC Franchise Co. is a leading multi-brand franchisor driving growth and innovation across three dynamic restaurant concepts — Beef ‘O’ Brady’s, The Brass Tap and Newk’s Eatery. With more than 250 locations nationwide, FSC brings together decades of expertise in hospitality, franchising and community engagement under one unified platform. Beef ‘O’ Brady’s, with 120-plus family sports pub locations, serves up classic comfort food and community spirit in a neighborhood-friendly setting. The Brass Tap is a 50-plus-unit craft beer bar and entertainment venue that offers an extensive menu of drinks and food in a vibrant atmosphere. Newk’s Eatery, a 100-unit fast-casual brand founded in Jackson, Mississippi, brings fresh, handcrafted food to guests with a focus on quality ingredients, digital convenience and hospitality. Together, FSC’s brands are redefining what it means to grow a scalable, community-driven restaurant portfolio — offering franchisees the opportunity to diversify within a powerful ecosystem of proven concepts. To learn more, visit:&nbsp;<a href="https://www.fscfranchiseco.com/">https://www.fscfranchiseco.com/</a>.&nbsp;ABOUT BEEF 'O' BRADY’S:Beef ‘O’ Brady’s is a franchise of family sports pubs that provides the perfect atmosphere for friends and families to watch the game and grab a bite. With a focus on providing value without sacrificing quality, the Beef ‘O’ Brady’s menu features delicious family favorites like award-winning wings, fresh Angus burgers, crisp salads, USDA Choice Cut sirloin, and grilled salmon, along with a kids’ menu and a full bar for the adults. Beef 'O' Brady's is strongly dedicated to community involvement through ongoing partnerships with local schools, youth sports leagues and other community groups. Beef 'O' Brady's currently operates 120 locations in 21 states. For more information about franchising opportunities, visit&nbsp;<a href="http://www.beefobradysfranchise.com/">http://www.beefobradysfranchise.com/</a>.&nbsp;ABOUT THE BRASS TAP:The Brass Tap is a Tampa-based American tavern and entertainment venue known for its extensive local and regional brewery offerings, specialty cocktails and premium wines paired perfectly with a select menu of upscale shareables. Every location provides a unique space for social gatherings and entertainment, with an unparalleled atmosphere created through live music, trivia, sports, exclusive beer tastings and tap takeovers. For more than 10 years, The Brass Tap has offered franchise opportunities to qualified operators, continuing to grow its family of 50+ bars in 16 states. For more information, visit&nbsp;<a href="http://thebrasstapfranchise.com/">http://thebrasstapfranchise.com/</a>.&nbsp;

Photo of interior of FSC Franchise Co. Beef 'O' Brady's restaurant

The parent company of The Brass Tap, Beef ‘O’ Brady’s and Newk’s Eatery opened five new units, awarded a franchise and significantly increased leads, setting the stage for a record-breaking year.

How FSC Franchise Co. Leverages Its Brand Portfolio for Tech Stack Savings and Best Practices

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