Keke's Breakfast Cafe

1851 Franchise: What’s your franchise story? How did you accidentally fall into franchising?<a href="https://www.linkedin.com/in/david-schmidt-52454378?utm_source=1851franchise.com&utm_medium=article&utm_campaign=kekes-breakfast-cafe-franchise-dave-schmidt-interview-2729445" target="_blank" rel="nofollow">Dave Schmidt</a>, President of&nbsp;<a href="https://www.kekes.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=kekes-breakfast-cafe-franchise-dave-schmidt-interview-2729445" target="_blank" rel="nofollow">Keke’s Breakfast Cafe</a>®: I was a huge fan of Keke’s long before I ever joined the brand. I used to go to the location near the north side of Tampa in Citrus Park Mall with my family — we were regulars, going once a week, even while I was running a different casual dining concept.One thing I always noticed during every visit was how attentive the service was. I was so impressed that I actually tried to recruit some of Keke’s staff to work night shifts at my casual dining restaurant!So, when the opportunity to join Keke’s came up, it was a no-brainer for me.1851 Franchise: The single-shift model at Keke’s is unique. Why hasn’t this style been more widely adopted, especially as other restaurant segments struggle with operating costs?Schmidt: It’s a great question. I think you’re seeing a boom in breakfast and daytime eateries that are using the limited-hour model, especially after COVID. Surviving through COVID changed everything, and one big change is how operators and employees think about work-life balance.Today, a lot of talented restaurant workers want to be home in the evenings. They want to pick up their kids from the bus at 3:30 p.m. They don’t want to work late Friday and Saturday nights anymore.From an operator standpoint, it also makes sense: the extra revenue from staying open late often isn’t worth the extra cost. A focused business model that zeroes in on a specific daypart, with simple execution and great service, is extremely powerful — and it’s working.1851 Franchise: What’s your vision for Keke’s going forward?Schmidt:&nbsp;The runway of opportunity is endless. When I joined two years ago, Keke’s had about 50 units, all in Florida. Not small, but definitely still a regional brand.In the past two years, we’ve expanded into six new states, growing from just Florida to seven states overall. That growth hasn’t been without challenges, but it's been largely successful.Now, the goal is to move smartly and strategically into high-value markets. We want to grow quickly, but we also have to grow smart. One of the biggest mistakes young brands can make is growing too fast without the right partners.For me, success comes down to partnering with the right franchisees — people who will be with us for the next 20 years. Commodity prices like eggs will go up and down. But strong franchise relationships? Those are what last.1851 Franchise: Who is your ideal franchise candidate?Schmidt:&nbsp;If someone is investing in a franchise just thinking about 2025, they're not the right fit. You have to be thinking about 2030, 2035. There’s going to be turbulence every year — economic ups and downs are part of it.We’re looking for franchisees who are long-term thinkers, who understand this is a 10-, 15-, 20-year investment. This is not a business for someone looking for a short-term flip. It’s not a business for the faint of heart either.Even though Keke’s has no nights or late hours, it’s still an intense business. Our rush between 9 a.m. and 1 p.m., especially Friday through Sunday, is a full-on blitz. In every location, we push to turn tables in under 38 minutes without sacrificing the guest experience.So we need operators who have a ruthless focus — speed in the kitchen like a QSR mindset, but hospitality and attentiveness in the dining room like a full-service casual restaurant.1851 Franchise: How does your background influence your approach at Keke’s?Schmidt:&nbsp;My background is in finance, so I always look at decisions through the lens of the P&amp;L. Yes, the customer experience has to be amazing, but margins are tight in restaurants. When we engineer a new menu item or LTO, it has to delight customers&nbsp;and protect franchisee profitability.I spend a lot of time with our franchisees — probably more than most presidents — because if they’re not successful, we're not successful. We don't make money unless they do.That finance background has helped me stay ruthless about maintaining simplicity in our business model, while still adding innovation that drives topline growth, like catering, cocktails and off-premise sales.1851 Franchise: What do you think makes for the "magic" of a perfect franchise relationship?Schmidt:&nbsp;You could list the obvious things — strong capitalization, restaurant experience, etc. — but to me, the magic is open, honest communication.We’ve made mistakes in my two years here, and I’m open about them with our franchisees. Not everything we test works, but our franchisees know we’re always operating with their best interest at heart.What’s new since I came in is that we now actively include franchisees in the testing process. They provide feedback — both good and bad — and that collaboration makes the system stronger.1851 Franchise: Culture seems to be a big part of Keke’s. How would you describe the internal culture you’re building?Schmidt:&nbsp;When new prospective franchisees visit us, we encourage them to talk openly with our existing franchisees — no scripting, no prepped answers.Not every conversation is full of sunshine and roses, and that’s intentional. We want to set a real, honest tone for the kind of relationship we want over the long term.I think that transparency and respect trickle down: we treat our staff well, they treat our franchisees well, and our franchisees treat their customers well.At the end of the day, running a business is hard. There will always be challenges. But addressing those head-on instead of sweeping them under the rug builds a culture of trust and accountability.1851 Franchise: Any final thoughts on what makes Keke’s special for prospective franchisees?Schmidt:&nbsp;I always say: we can win a customer for life by how we handle challenges. The same goes for franchisees.Our 19 franchise groups today are our best advocates for future franchisees. They’re the ones who will tell you honestly why they continue to invest in this brand.When I think about scaling Keke’s from 50 units to 500 or even 1,000 someday, I know I can’t do it alone. It’s about building the right team, the right culture, and the right partnerships — and protecting what makes this brand special along the way.<h4>Startup Costs</h4>The total investment necessary to begin operation of a Keke’s Breakfast Café ranges from $622,825 to $1,887,313, depending on the size and location of the restaurant.If you sign a multi-unit development agreement, incentives and reduced franchise fees may be available.To learn more about franchising with Keke’s Breakfast Café, visit&nbsp;<a href="https://www.kekes.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=kekes-breakfast-cafe-franchise-dave-schmidt-interview-2729445" target="_blank" rel="nofollow">https://www.kekes.com/franchise</a>.

Dave Schmidt, President of Keke’s Breakfast

Keke's Breakfast Cafe Franchise: Dave Schmidt Interview & Growth Insights

1851 Franchise

Schmidt spoke with 1851 Franchise about fostering lasting franchise relationships while balancing efficiency and service to support Keke’s Breakfast Café®’s long-term growth.

This brand page has been paid for by KEKE'S BREAKFAST CAFE. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

Executive Q&A: Dave Schmidt, President of Keke’s Breakfast Cafe

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Executive Q&A: Dave Schmidt, President of Keke’s Breakfast Cafe

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