Layne's Chicken Fingers

<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">Layne’s Chicken Fingers</a>, the Soon to be Famous™ chicken finger franchise with over 40 operating restaurants and hundreds more in development, has seen incredible growth. From a College Station, Texas classic to a rapidly growing national concept,&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> continues to shine with guests, team members and franchise owners, largely thanks to its core values and steady commitment to doing the right thing. As the leadership team prepares for an upcoming sprint with over 30 new restaurants set to open in quick succession, CEO&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">Garrett Reed</a> is confident, saying he’s made the necessary investments in the teams and tools that will support successful growth.&nbsp;As Layne’s has grown over recent years, Reed has made concerted efforts to consistently build out teams that have the same level of “GAF” (give a f***) that he does, noting that having teams who care just as much as he does and even teams that buy into his “crazy” ideas about what it means to really do franchising right is a key driver of Layne’s success.“One of my biggest fears is that people won’t love or worry about my franchisees as much as I do. Are they going to communicate the message properly?” he said. “In the last couple of weeks, I’ve seen unbelievable ownership from this group. If you look at the state of the union in terms of human capital and the quality of people we have, the future is extremely bright.”With 41 operating restaurants and 28 employees at the home office, Layne’s has an impressive support ratio. Having built the scaffolding ahead of time, which many may see as “over-investing,” Reed is able to take on Layne’s next growth spurt with confidence in both the franchise partners he has welcomed to the system and those throughout the franchise network that will support them.“Having 28 corporate employees and 41 stores open, people would say we’re crazy. And yeah, we’re crazy; we’re trying to do franchising differently. We’re actually trying to serve our franchisees,” he said. “We’re about to run into a season where we have 35 stores slated to open. The stress test is going to happen quickly … It’s really exciting. So the state of the union is great. Things are fantastic.”Reed joined 1851 Franchise Publisher&nbsp;<a href="http://linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/live/KeVMhU59onU?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">recent episode of the “Meet the Franchise” podcast</a> to discuss the state of the brand, his philosophy on growth and how Layne’s is preparing for the future. A transcript of Reed’s interview with Powills has been provided below. It has been edited for brevity, clarity and style.Nick Powills: All right. Garrett, first off, I love you, and I love the brand. I’m just going to get the love out of the way so that’s clear. When someone’s watching this, and they’re like, “Nick’s just blowing smoke the whole time,” it’s out of the way. I love you, and I love the brand.Garrett Reed: Feeling’s mutual.Powills: Okay, that’s good. Let’s start with a state of the union. I have a whole bunch I want to unpack, but how are things going? For anybody who watched our previous video, we can see we’re building this thing up to be what I would label a unicorn brand. How do things stand today? How are you feeling? Give me the state of the union.Reed: Yeah, first of all, things are fantastic. Some neat things that have been occurring — we’ve started to layer in another piece of the management team. We’re at that growth stage now where we need true leaders that have what I call GAF: give a f***.We’ve really promoted some people who have caused so much excitement on my part. It’s been unbelievable to watch them grow. Marketing, ops and ops services are the three big pieces we’ve added toward the end of last year into this year.We’re beginning to create structures inside the organization that have very defined roles and responsibilities. What’s neat about it is watching this team begin to gel.One of my biggest fears is that people won’t love or worry about my franchisees as much as I do. You and I have talked about that. Are they going to communicate the message properly? In the last couple of weeks, I’ve seen unbelievable ownership from this group. There’s still coaching that needs to go on. They need to speak directly in my voice, and that comes over time. But if you look at the state of the union in terms of human capital and the quality of people we have, the future is extremely bright.Now, does that mean it’s plug and play? No. There are all kinds of opportunities we have. But the team — we’ve talked about this before — Matt and I, when we bought the brand, the idea was always to invest capital early so the team would be ready.Having 28 corporate employees and 41 stores open, people would say we’re crazy. And yeah, we’re crazy; we’re trying to do franchising differently. We’re actually trying to serve our franchisees. I think we’re getting there.We’re about to run into a season where we have 35 stores slated to open. The stress test is going to happen quickly. In the last couple of days, my confidence level in this team has increased. I’ve seen the execution in anticipation of this sprint.It’s really exciting. So the state of the union is great. Things are fantastic. I think our franchisees are happy. They’re making money.I was talking to a potential franchisee yesterday, and he asked, “How many of your existing franchisees are interested in buying more territory?”&nbsp;I said, “We’ve had five existing franchisees who have bought more or are in the process.”He said, “You’re burying the lead. Why didn’t you lead with that?”&nbsp;I don’t even realize how many exciting things are happening. Existing franchisees are buying more territory and accelerating their growth. We have quality franchise groups talking to us. Unit-level economics in the FDD we’re about to release have gotten better. Cost of goods has dropped. We’ve gotten a better handle on expenses.Construction has been great. One franchisee told me we might be doing too much for them in construction. That’s what I want to hear — tell us to back off!On all aspects, we’re hitting on the right cylinders. We want to be the unicorn brand. But we’re in the refining fire right now. We’re learning and growing.It’ll be neat to have this conversation next year when we’re at 85 or 90 stores and talk about what we learned. Right now, things are good. Normal learning experiences, but I’m really proud of this team.Powills: Awesome opening statement. I have three main things I want to unpack.I’ve been thinking a lot about this, even conversations we’ve had offline. I’ll start with a story: Netflix comes to Blockbuster and says, “We want to buy you,” and Blockbuster says no.What caused them to say no versus seeing the opportunity? The best businesses I’ve seen are always startups.When you’re in startup mode, you’re building culture, infrastructure, stress-testing everything and doing it with fearlessness. Then you get to a place like Blockbuster, where there’s ego and complacency.You got to 30 units, then said, “Let’s keep this a startup and build another startup to go from 30 to 60.”How does that connect with you?Reed: I think it’s neat. Using the Netflix and Blockbuster example, the reason Netflix is great is because Blockbuster didn’t buy them. At the time, Netflix didn’t have streaming. They were mailing DVDs. Blockbuster probably thought, “Why would we buy this? We can do it ourselves.”&nbsp;But that rejection put Netflix under pressure. They realized their model wasn’t sustainable and pivoted. Under pressure, if you’re willing to listen and learn, you can create a great company. They pivoted into streaming and became a unicorn.Powills: I’m also hearing the chip on the shoulder. I once interviewed someone from Netflix who said their core value was “kill Blockbuster.” Everything was built around that. So what’s your chip on the shoulder?Reed: It helps to have an enemy… a David versus Goliath story. There are bigger brands we respect, and we want to be better than them.We set goals: be bigger, better, grow faster. I know what other chicken brands are doing. We just have to do it better. That chip is an incredible motivator. It gels the team together. It gives us a common cause.Powills: I’ll give you a counter view. I think your chip is internal. You said your fear is your staff won’t care about franchisees as much as you do.You’re looking at franchising and saying, “We can do better.”Reed: There’s definitely an internal chip. Eric rolled out a tagline: “One great store at a time.”We want to protect the brand and the franchisee. That’s a difficult lift. Every franchisee has different goals.&nbsp;I always want to be great, and I always feel like I’m not. I go to bed frustrated that I’m not better.Powills: That’s why you’re great. Too many people get lost in ego.Reed: I hear franchisees say franchisors don’t care about their money, and I don’t understand that. When we took our first franchisee’s money, Matt and I lost a lot of sleep. That responsibility is real. Every time someone opens a restaurant, I’m nervous. I’m pacing, sweating, asking if we missed something.Powills: What about bumps in the road when expectations aren’t aligned?Reed: I take it very personally. I probably don’t handle it well.There’s always something I could do more. Everyone’s coming from good intentions, but expectations can still be missed. Managing all those voices is difficult. It takes a personal toll.Powills: You’re about to open 30-plus stores. How are you mentally preparing?Reed: We grew 100% last year. It didn’t even feel like it — you just get into the battle.There’s no fear, just excitement. I’m more concerned about managing 200 stores than opening new ones.Powills: What about attracting multi-unit operators and sending the right signals?Reed: We’re tightening the gates. Even more now. We’re scrutinizing candidates harder. I don’t care who you are; you have to live the brand and meet our standards.Powills: Did you ever expect to be in a position where you could say no like that?Reed:&nbsp;No, I don’t think I understood how important that was early on. I had mentors who guided me, but you don’t really know until you experience it. Now I know. And now I protect it.Powills: Let’s talk about capital. How important is it for growth and mental stability?Reed: It’s paramount. The better capitalized you are, the better decisions you make.At Layne’s, we’ve grown with zero debt. No decisions have ever been made based on whether we could afford something. That’s helped us make good long-term decisions.Powills: When you have the fundamentals and the capital, you make better decisions and think long term.Reed: Exactly.Powills: Garrett, I always love these conversations. I’m looking forward to seeing where this is a year from now.Reed:&nbsp;Same here. Always a pleasure.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/live/KeVMhU59onU?utm_source=1851franchise.com&utm_medium=article&utm_campaign=ceo-garrett-reed-franchise-growth-2731810" target="_blank" rel="nofollow">YouTube</a>. To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers</a>.&nbsp;

Layne’s Chicken Fingers: CEO on Scaling a Healthy Franchise

1851 Franchise

https://www.youtube.com/embed/KeVMhU59onU

As the fan-favorite chicken finger brand continues its exponential growth, Garrett Reed is honing in on the stakes of protecting the brand and franchisees and sharing what he’s doing about it.

Layne’s Chicken Fingers’ CEO ‘Over-Invests’ in People and Infrastructure to Set the Stage for Explosive Growth

This brand page has been paid for by LAYNE'S CHICKEN FINGERS. 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

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 Layne’s Chicken Fingers Signs 44-Unit Deal, Reaches Near-Total Market Saturation Across Home State

Daily Meal: Layne’s Chicken Fingers Earns National Attention as a Breakout Brand for 2026

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<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a>, the fast-growing chicken finger franchise that originated in College Station, Texas, in 1994, is achieving remarkable national expansion. Currently, the brand has over 44&nbsp;operating restaurants and hundreds more in the pipeline for future development, but it is also preserving the brand identity and guest experience details that make it uniquely “<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a>.” For the development team, this means taking an approach that, even in periods of seemingly rapid growth, prioritizes the right fit (with franchise partners, markets and specific real estate sites) over just saying “Yes.”“We’ve had many very successful restaurant openings over the past year, but the reason those have been so successful is that we’ve been intentional and deliberate about the development process,” said&nbsp;<a href="https://www.linkedin.com/in/kordellsnyder/">Kordell Snyder</a>, director of real estate. “As times change, we’ll adapt and grow, but at the same time, we’re not just throwing anything against the wall and hoping it sticks. We still say no way more than we say yes.”For the Soon to be Famous™ chicken franchise, even rapid, national growth comes from a baseline of strategic expansion that’s focused intently on the health and long-term success of franchise partners and the larger brand.<h2>A Real Estate Blueprint That Positions Franchisees for Long-Term Success</h2>The experience and service guests receive at Layne’s can put it at the top of the favorites list, but even securing a site that sets franchisees up to deliver that experience takes some serious front-end strategy.&nbsp;While Layne’s has a team of real estate experts, including Snyder, they work hand-in-hand with the local entrepreneur to ensure multiple perspectives are considered.“We’ve been intentional about partnering with franchisees who are familiar with their markets, so there is an element of the conversation where we’re asking them, ‘What do you know about your backyard? What do you believe to be right?’” he said. “It’s a team effort. A lot of our franchisees come from other restaurant concepts and already have relationships with brokers. If they don’t, we’ve been intentional on building relationships with broker networks in major markets across the country so we can help where necessary.”&nbsp;Snyder said that process helps the team narrow broad territory rights into a more focused starting point. “Leveraging the knowledge of the franchisee who is local, combined with the broker’s insights and data that we gather, like comparative QSR sales and demographic growth rates, serves as a launching point,” he said. “From there, we can say, ‘You’ve got a 40-unit development area, let’s pick the top 10 to 15 to start looking at.’ Then, we kind of have to let real estate availability drive the process from there.”By taking a truly collaborative approach and examining the franchisee’s market at large, the real estate team completes due diligence that benefits the development of the first location and additional restaurants in the future.“One of the things I love about being with Layne’s and how we approach franchising is the working relationship between the franchisor and the franchisee,” Snyder said. “It’s intentionally a long-term relationship. These are not one-off franchise deals. A lot of my background, when I was a broker, was single or maybe up to three-unit deals. I’d help them get one unit open, then we’d have to move on. For Layne’s, the long-term relationship and real estate selection process support one another because, if we can really hit the nail on the head with the first restaurant, that’s encouraging. That’s why many of our owners are ahead of their development schedules.”<h2>Site Selection Specifics for Maximized Returns</h2>Within a given market, Layne’s works carefully to develop sites that truly align with the brand’s identity and how it will grow in the market.“As we’ve evaluated the brand and our direction, we know we’re in line with those tier one brands like McDonald’s or Chick-fil-A. You don’t expect to see those attached to a strip center; they’re standalone locations,” Snyder said. “We believe the image of our brand is a freestanding, traditional restaurant, and we act like it from a real estate perspective.”This approach supports the image Layne’s is building as it grows in new markets, and it also provides practical returns for franchisees. While Layne’s does have some non-traditional restaurant locations, growth patterns have shown that a traditional, freestanding approach is best.“There’s something to be said for non-traditional locations as a way to supplement franchisees’ revenue and access for guests in the market. They can still be profitable locations, but we’ve also looked at several markets where rent and build-out costs for a non-traditional and a traditional location are essentially the same,” Snyder said. “One of the big things we say is that, all things being equal, if you have Deal A and Deal B, one’s traditional, one’s non-traditional, but the cost is the same, or even slightly favoring a non-traditional, you have to evaluate the potential of not only the site, but the market. And nine out of ten times, you need to go with the traditional option because sales volumes are projected to be significantly higher and justify that additional cost.”This sets the stage for Layne’s owners to deliver on the experience expected of them in the context of a financially smart approach.<h2>Balancing Data, Simplicity and Scalability</h2>Once they’ve opened at a carefully selected site, Layne’s franchisees leverage a well-established system and streamlined operations that keep things moving smoothly. For example, the brand’s tight menu allows teams to focus on serving the “best damn chicken fingers” without getting distracted by too many supplemental menu items or improvised limited-time offers.&nbsp;“The name of our game is simplicity. The simple menu is easy and reliable for the guests, but it’s also a benefit for franchisees,” Snyder said. “Franchisees come to us because it’s a simple operation. There’s not a lot of extra effort involved in the back-of-house. The simpler we can make our processes and inventory, the simpler day-to-day operations are, and the more profitable franchisees can be.”As the brand grows, the leadership team continues to hone these processes where possible, and the development team supports franchisees in identifying and opening in areas and on real estate that lends itself to this straightforward model.<h2>Proven Sustainability Months Down the Line</h2>Choosing not to say “Yes” to every prospective franchisee or potential real estate site that comes their way is a major step in protecting Layne’s future and driving healthy growth rather than just dropping pins on the map because they can. However, as the team continues to prioritize this aspect of the longer-term development process, they’re also keeping a pulse on the ongoing results of currently operating restaurants.The boom often associated with a new restaurant opening can be a great boost for a growing entrepreneur, but Layne’s looks beyond the “honeymoon” phase of a new opening and takes an honest look at long-term performance.“We’re logging some of the strategies and initiatives that have been successful in the past, but we’re looking to measure that against longer-term performance,” Snyder said. “Locations have opened successfully, which is great, but really, what we’re looking for on our side is that sustainability after a successful opening. Big openings are awesome, but how is the restaurant performing six months later? Has it continued to hold strong performance as it settles into what we can expect to be ‘normal?’ As we grow, we have more and more opportunities to look at these trends across a larger spread of restaurants and continue to hone what really works and what will set our franchisees up for healthy growth in their own markets, regardless of which market they develop in.” To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers</a>.

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The brand is expanding quickly, but its leadership remains focused on smart development, careful site selection and long-term franchise success.

Layne’s Chicken Fingers Builds Growth Around Strategy, Not Speed

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ROCKWALL, Texas —&nbsp;<a href="https://www.layneschickenfingers.com/">Layne’s Chicken Fingers</a>, the fast-growing, 40+ location chicken finger franchise known for its hand-breaded crispy tenders, crave-worthy sauces and Texas toast–stacked sandwiches, is bringing the crunch to Rockwall with a grand opening celebration on April 18 at&nbsp;1801 Goliad Street.To celebrate, the first 100 dine-in guests will receive free Layne’s for a year, giving early visitors a very delicious reason to line up.The new restaurant marks&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers’</a> latest location in Texas and introduces the community to the chicken finger brand that has built a loyal following and fueled rapid expansion across the U.S. (Fair warning: these tenders may ruin other tenders for you.)Before Jawad Rawra’s American Dream was set in motion, he spent his early career working 12-hour shifts, seven days a week at AT&amp;T Wireless — picking up additional odd jobs in between to make ends meet. In 2007, after facing rejections from major telecommunications giants, he got an opportunity to become a T-Mobile Premium Retailer. What started as one location has now grown to 14 different states. &nbsp;After years of successfully running his telecom business, he expanded his footprint in 2016 by partnering with hospitality brands such as Marriott, Hilton &amp; Hyatt. To further his vision Rawra decided it was time to look into properties that would move the dial on his ultimate goal: to serve the community. When he thought of Layne’s, the beloved Texas-born brand known for its crispy chicken fingers and signature “secret sauce,” he knew it was the perfect fit.“We’re excited to bring Layne’s to the Rockwall community and introduce guests to a brand that’s all about quality, simplicity and great service,” said Rawra.The Rockwall location will serve Layne’s full menu of chicken finger meals, sandwiches and sides, including its signature chicken finger baskets, Texas toast–stacked sandwiches and fan-favorite chicken club topped with brisket bacon and American cheese. Guests can pair their meal with Layne’s lineup of dipping sauces, from the brand’s signature house sauce to jalapeño ranch, honey mustard, BBQ and gravy.The Rockwall opening is the latest milestone in Layne’s continued growth across Texas, following recent openings in Palestine and Leander with additional planned development throughout Texas.“As we continue expanding across Texas, partnering with experienced operators like Jawad is key to doing it the right way,” said Garrett Reed, Chief Executive Officer of Layne’s Chicken Fingers. “His strong business background and commitment to his community make him an ideal fit for the brand, and Rockwall is an exciting addition to our growing footprint.”With plans for 40 additional openings in 2026, Layne’s continues to expand strategically nationwide through strong franchise partnerships and disciplined growth.Let’s just say, Rockwall is about to get a whole lot crispier.<h3>ABOUT LAYNE’S CHICKEN FINGERS</h3>Founded in 1994 in College Station, Texas, Layne’s Chicken Fingers built its reputation on hand-breaded crispy tenders, iconic secret sauce and genuine hospitality. What started as a local favorite near Texas A&amp;M University has grown into one of the fastest-rising chicken finger brands in the country, known for its crave-worthy menu, playful personality and loyal fanbase. With more than 40 locations open and rapid expansion underway, Layne’s is bringing its signature chicken finger experience to communities nationwide.For more information, visit&nbsp;<a href="http://www.layneschickenfingers.com/">www.layneschickenfingers.com</a>.

Franchise owner Jawad Rawra opens Layne’s Chicken Fingers in Rockwall as part of the brand’s continued expansion in Texas.

Layne’s Chicken Fingers Brings the Crunch to Rockwall with April 18 Grand Opening and Free Layne’s for a Year

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WAYCROSS, GA —&nbsp;<a href="https://www.layneschickenfingers.com/">Layne’s Chicken Fingers</a>, the fast-growing, 40+ location chicken finger franchise known for its hand-breaded crispy tenders, crave-worthy sauces and Texas toast–stacked sandwiches, is bringing the crunch to Waycross with a Grand Opening celebration on April 11 at 2104 Memorial Drive.To celebrate, the first 50 dine-in guests will receive free Layne’s for a year, giving early visitors a very delicious reason to line up.The new restaurant marks&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a>’ first location in Waycross and introduces the community to the chicken finger brand that has built a loyal following and fueled rapid expansion across the U.S. (Fair warning: these tenders may ruin other tenders for you.)After a successful 12-year run as an independent insurance agency owner and a brief stint in the corporate world, Dutch McNeal transitioned into restaurant ownership with five Huddle House locations. Ready for his next venture, and after one very convincing taste test, McNeal chose Layne’s, signing a five-unit deal to bring the brand to Southwest Georgia and Northeast Florida.“I’m excited to bring Layne’s out East,” said McNeal. “It’s an honor to help expand the brand and introduce this product to chicken finger lovers across Georgia and Florida.”The Waycross location will serve Layne’s full menu of chicken finger meals, sandwiches and sides, including its signature chicken finger baskets, Texas toast–stacked sandwiches and fan-favorite chicken club topped with brisket bacon and American cheese. Guests can pair their meal with Layne’s lineup of dipping sauces, from the brand’s signature house sauce to jalapeño ranch, honey mustard, BBQ and gravy.The Waycross opening is the latest milestone in Layne’s continued Southeast growth. The brand recently opened in Roswell, and McNeal is slated to open an additional location in Kingsland in Q2 2026.“We’re thrilled to see Dutch continue expanding Layne’s across Georgia and Northeast Florida,” said&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152/">Garrett Reed</a>, Chief Executive Officer of Layne’s Chicken Fingers. “He’s a fantastic operator, and we know the Waycross community is going to love what he and his team bring to the table.”With plans for 40 additional openings in 2026, Layne’s continues to expand strategically nationwide through strong franchise partnerships and disciplined growth.Let’s just say, Waycross is about to get a whole lot crispier.ABOUT LAYNE’S CHICKEN FINGERSFounded in 1994 in College Station, Texas, Layne’s Chicken Fingers built its reputation on hand-breaded crispy tenders, iconic secret sauce and genuine hospitality. What started as a local favorite near Texas A&amp;M University has grown into one of the fastest-rising chicken finger brands in the country, known for its crave-worthy menu, playful personality and loyal fanbase. With more than 40 locations open and rapid expansion underway, Layne’s is bringing its signature chicken finger experience to communities nationwide.For more information, visit&nbsp;<a href="http://www.layneschickenfingers.com">www.layneschickenfingers.com</a>.

Dutch McNeal opens the fast-growing chicken finger brand’s first Waycross location as part of multi-unit Southeast expansion.

Layne’s Chicken Fingers Brings the Crunch to Waycross with April 11 Grand Opening and Free Layne’s for a Year

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As the franchising landscape shifts more toward developing experienced multi-unit and multi-brand operators, the accepted definition of a “good franchisor” is evolving. In addition to a recognized brand and established operating playbook, today’s entrepreneurs are looking for opportunities to grow alongside franchise leadership teams.&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a>, the Soon to be Famous™ chicken finger franchise, offers just that.“We call them franchise partners; they’re our partners,” said&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a>, chief operating officer. “We’re on a mission, and if we’re not aligned, we’re not going to be successful. In any partnership, even in a marriage, there may be disagreements, but my philosophy is that, after you have the discussion, someone has to put their ego aside so you can move forward together. I consider all of our franchisees our partners because we’re not growing this brand on our own. We’re growing it with them, and the more successful the brand is, the more successful they are.”<h2>Operating on a Foundation of Empathy and Shared Vision</h2>As the&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> leadership team works to grow the brand, they’re staying true to the long-term vision and carefully considering the people who will play a role in that future.“We don’t want ‘just franchisees,’” Wattar said. “I don’t say this to be arrogant, but if we were just looking for people who could afford the initial investment and were willing to run a restaurant, we could have had the whole U.S. sold out. But we don’t. We want partners who will help us grow and be just as committed to developing the brand as we are.”While this sets the bar high, these standards are accompanied by a deep empathy for and commitment to the franchise partners.&nbsp;Wattar is quick to recognize the pivotal role of the business in many franchise partners’ lives, highlighting that many owners have invested their life savings or retirement accounts to make this dream come true, and the leadership team acts accordingly.“To our franchise partners, they’re putting their future on the line,” Wattar said. “When somebody invests a million dollars in opening a Layne’s, that’s a lot of money. We owe it to them to act as a partner and provide the thorough, impactful support that will help them succeed.”“This is a collaboration,” said&nbsp;<a href="https://www.linkedin.com/in/alex-camp-b7549387/">Alex Camp</a>, vice president of operation services. “We’re partnering with the franchisee to get them from one side of the goal line to the other via the path of least resistance. We’re constantly thinking about how we can hold their hand along that journey to further their knowledge of Layne’s while also furthering our knowledge of them as operators.”<h2>The Application: Hands-On Support Throughout the Life of the Business</h2>Whether it’s a partner’s first or 10th location, if they call on the team at the home office for support, they’ll get it. From the time the franchise agreement is signed through the development and grand opening process, and into ongoing operations, owners have consistent access to dedicated teams of experts who are focused on their success.“We have a real estate team that will help franchise partners find the right locations that fit their specific pro forma and the brand’s pro forma, then it moves over to construction and design. We’re looking at things like how we can save them money on furniture, fixtures and equipment,” Camp said. “From the time the owner gets permits and starts to break ground, we bring every member of every department into the fold to introduce themselves and discuss what’s in their wheelhouse and how they’ll assist.”Camp describes the approach as one that leaves no stone unturned. From kitchen design and information technology to vendor relationships and the strategy for soft opening, the team focused on the franchise partner’s success and opening doors for them.Once open, owners have access to operations teams for additional guidance as needed. While experienced operators may choose to forgo the structured support associated with certain aspects of development if they feel confident, it’s still available to them regardless.As owners grow, the nature of the support may change, but the philosophy and accessibility do not."For partners expanding to multiple units, when the operations team takes over, they start to prepare the owner for successfully running one unit versus two or three,” Camp said. “What does the hierarchy look like as you onboard a district or regional manager? How do you train yourself to grow your own stores?"“The relationship between our franchise partners and us doesn’t change,” Wattar said. “The partners’ operations change, and they may need different things from us because they’re bigger, but as a franchisor, we treat all of the relationships the same. None of our franchise partners are better than another. Whether they have one unit or 10, we’re dedicated to supporting them. And if they call us needing help, we are committed to helping them address their unique needs in the specific scenario.”<h2>A True Collaboration in Growth</h2>Camp emphasized that the Layne’s leadership team is dedicated to helping partners learn Layne’s as they also learn about the partners. As part of this partnership, the leadership team welcomes conversations with owners about opportunities to build the brand together.While the Layne’s team has applied decades of expertise to the brand and operating model, they’re not needlessly rigid.“I love when franchise partners challenge me to be better,” Wattar said. “This isn’t about a top-down relationship where we’re giving directions and unwilling to hear feedback. We want our owners to voice their concerns and share ideas for improvement that will ultimately benefit the entire system. We’ll have a conversation, and while some of those talks may end in a ‘No,’ it’s because we’ve had a discussion and shared the evidence. It’s not ‘No, because we said so.’”This approach has allowed the team to stay true to the beloved Layne’s model while adapting it to real-world conditions and modernizing it where it makes sense.<h2>A ‘People Over Product’ Approach</h2>Layne’s recent growth shows just how powerful this person-first, partnership-focused approach can be. The brand is consistently catching the attention of top-performing multi-unit operators looking to diversify their portfolios. The team has supported multiple restaurant openings that have blown projections out of the water, and franchise partners across the system remain excited about exceeding their agreed-upon development schedules.“Our focus is to protect the brand, protect the franchisees and think about how we can make them successful,” Camp said. “Many franchise owners are sold a dream. They’re putting a lot of their own money into it, and they want to know how they’ll be supported on this journey. Our support structure outpaces those of other brands, and that’s what we want our prospective owners to know. This is how we do it. We aren’t going to step back and let you fail. We’re there to support all franchise partners in our system, no matter their tenure or stature.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers</a>.&nbsp;

Photo of Layne's Chicken Fingers team standing together in restaurant

The chicken finger franchise prioritizes a culture of support, moving beyond just selling restaurants to focus on developing real relationships and a thriving system of operators.

A Franchisee Partner, Not Just a Franchisor: How Layne’s Leadership Teams Work Alongside Operators

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<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a>, the Soon to be Famous™ brand with more than 40 locations, has built a powerful system of high-performing operators and restaurants, largely thanks to the leadership team’s selective approach to growth. Viewing the health of the brand as a commitment to not only current franchisees but future investors, too, keeps thoughtful growth at the forefront of the team’s minds and allows them to stay true to Chief Operating Officer&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar’s</a> guiding principles: Protect the brand, and protect the franchisee.As&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> continues to grow, the team has clearly outlined the key traits they’re seeking in partners to support the long-term health of the system.<h2>An Unwavering Passion for the Brand Is Paramount</h2>Protecting the brand means working with people who also see the value and vision. Passion for Layne’s is the foundation for success as a franchisee, and no amount of other skills or qualifications can replace it.“Our biggest question is ‘Do they have passion for the brand and what we’re doing?’” Wattar said. “You can have someone who, on paper, is financially qualified and has the right business and restaurant experience, but if they don’t have a passion for what we’re doing, it’s not going to be a fit. We’re making a mark on the industry, but we’re still growing. There are still things we’re working to accomplish, and our franchisees have to be aligned with that.”Layne’s has that “something special” that makes it stand out, and to succeed in the business, franchisees must be committed to owning a Layne’s, not just owning a restaurant.“We want to make sure each owner is treating every guest that walks into a Layne’s the same way,” Wattar said. “They have to understand and embrace that they represent the bigger group. Yes, their business is about their location and them making money, but it’s also about the other franchisees and the brand in general.”<h2>Previous Restaurant Experience (Or a Team That Brings It)</h2>Many Layne’s owners have prior restaurant franchise experience. While this is incredibly helpful, given the restaurant space is both fun and challenging in its own unique ways, not having restaurant experience isn’t necessarily a dealbreaker. However, prospective franchisees who don’t have restaurant experience must identify an operator who can bring that knowledge to the team.“We’ll work with our owners on finding the right operator,” Wattar said. “We’ve told people who have proven that they are otherwise qualified and passionate about the brand that they just need to have an operator. The restaurant industry is a lot of fun, but it’s hard, especially in the beginning. So, if we believe a candidate brings everything else to the table, we’ll work with them on finding the right operator who can fill the restaurant experience gap.”<h2>People-First Leaders</h2>The Layne’s leadership team has worked diligently to build and maintain a&nbsp;<a href="https://1851franchise.com/layneschickenfingers/garrett-reed-culture-2731424">welcoming, collaborative culture</a>, and they’re looking for franchise owners who will serve as “culture adds,” not just another pin on the map.At the unit level, this means recognizing that there are two “customers” — the employees, who are the “internal customers,” and the guests, who are the “external customers.”“A good leader, to me, is someone who is making an impact on people, whether that’s their lives, careers or otherwise,” Wattar said. “We can’t necessarily see leadership at Discovery Day, but we do discuss their leadership skills and how they will run the restaurant.”<h2>Active Involvement in the Business</h2>Layne’s is not a semi-absentee franchise model. It’s not something that can be managed through a spreadsheet.“This business has always been and will always be about the personal touch owners provide for both their teams and their guests,” Wattar said. “You cannot run this business as an absentee owner, because the numbers don’t tell the whole story. They’re very important, but they don’t tell you how successful your restaurant truly is.”By staying involved in the day-to-day operations of the business, even if it’s from a higher level as a multi-unit owner overseeing restaurants across a market, franchise owners can identify where hurdles are, celebrate the wins and notice anything that is doing well by the books but realistically presents an opportunity for more.<h2>A Partnership Built on Mutual Success</h2>As Layne’s grows, it continues to emphasize working with entrepreneurs who see their role as an owner as part of a bigger picture. The corporate team provides the outline and support, but franchisees must see it through at the local level and stay engaged to identify opportunities for consistent improvement.By staying true to the core traits of passion, leadership, operational excellence and active involvement, Layne’s ensures that, as it maps out its future across the country, it’s doing so with franchise owners who will deliver on that “special something” Layne’s is known for and contribute to the health and success of the entire Layne’s system.&nbsp;To learn more about the costs of buying this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers</a>.&nbsp;

Photo of trays of Layne's fries, chicken fingers, wrap and toast on a table

As the brand continues its exponential growth, the leadership team is focused not just on well-capitalized franchisees but on those who truly understand and are passionate about the mission.

Who Is the Ideal Layne’s Chicken Fingers Franchisee?

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For brothers&nbsp;<a href="https://www.linkedin.com/in/josh-bergeson-31013314">Josh</a> and&nbsp;<a href="https://www.linkedin.com/in/lucasbergeson">Luke Bergeson</a>, the path to business ownership was driven by both personal experience with a family legacy and the education they gained during their time at the University of Wisconsin-La Crosse. While their careers initially took different turns as Josh had a short stint in the finance world before returning to restaurants, the two ultimately came together with their father, Randy, to continue growing the family restaurant business in Wisconsin. Now, they operate two&nbsp;<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a> restaurants and have about a dozen more in the pipeline as they look to bring the Texas-born brand to communities across their state.<h2>Education as a Foundation</h2>Josh and Luke both credit their time at UW-La Crosse for the professional scaffolding necessary to navigate the complexities of business ownership.“I always knew I wanted to go into business, so I went in as a freshman knowing that’s what I wanted to do,” Josh said. “I always enjoyed investing in the markets and thinking about business in general, but it was always from a finance side because I was always good at math and enjoyed that side of things.”Having spent time in the area, Josh knew he loved the environment and compact, accessible campus. Learning about the strength of the UW-La Crosse business school sealed the deal. Though he entered as a finance major, Josh added on the economics major and ultimately decided he enjoyed economics more.Four years younger, Luke experienced the campus through visits to his brother over the years, and he fell in love with La Crosse. Though Luke had always planned to go into the family business, the Bergesons’ mother is an educator and consistently pushed them both to pursue higher education regardless of what their long-term goals were.“I always wanted to go into business with my dad and open restaurants with him, but given my mom was such a proponent of having that degree to fall back on — which was very practical, sound advice — college was a prerequisite,” Luke said. “So I went to school for business management, albeit a little begrudgingly, but it turned out to be a good thing. I learned a lot and met a lot of great people who I’m still in touch with today.”<h2>The La Crosse Community and the ‘Who You Know'</h2>Beyond the classroom, both Josh and Luke found incredible value in the social and professional network they were able to tap into through Delta Sigma Pi, a co-ed business fraternity on campus.“My dad always told me when I was going to college that it’s not always what you know, it’s who you know,” Josh said. “So I joined the business fraternity my freshman year. I got to know a lot of different people and hear the successes and the toils of the different majors. I actually just reached out to someone from the organization about a potential business collaboration. It’s been great to reconnect with those people over the years and see where they’re at and what they’re doing. That was a big part of college that I’ve been able to take and run with on the business side.”<h2>From Theory to the Front Lines</h2>While Josh took a brief detour to the finance world and Luke went right back to the family business after college graduation, both recognize the value of their official education and the firsthand experience they gained along the way.In addition to the theories taught and hypothetical scenarios weighed in a lecture hall, the Bergesons have consistently applied knowledge gained through firsthand experience as they grow as business owners.“There's nothing like actually doing,” Josh said. “Doing is a lot harder than ‘in theory.’ I think having that background of working in the restaurants, even when I was in college — I was a line cook, I was a closer — having that base level knowledge of, ‘Oh well, I used to close Applebee’s, it’s the same principles when it comes to opening and closing, just different equipment.’”<h2>After Graduation: Finding the Right Fit With Layne’s</h2>When Luke came back to the family business following college and Josh left the corporate world to join him, the Bergesons were already operating multiple MOOYAH franchises. They grew to five locations, then started looking for a second concept that would complement the portfolio. That search led them to&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s Chicken Fingers</a>, a brand they felt matched their family-first approach and high standards for quality.“We decided if we were going to be in such a saturated market, we needed to have the best chicken to be able to say we are as good or better than everybody else in this space,” Luke said. “We looked at a lot of different concepts and did side-by-side comparisons, and nothing stood up to Layne’s. The product is just superior.”Beyond the menu, the culture they experienced in the Layne’s system cemented the decision. While the Bergesons are driven to succeed in business, they’re very clear about the “why” behind that drive: family and community. The atmosphere in the Layne’s home office felt like a natural extension of that philosophy.“When we went down to Texas to meet the team, it was very family-oriented,” Josh said. “Right when we walked in, you felt welcome. It didn't feel like sometimes you go into those meetings and it's very formal, it's very corporate. We didn't get that feeling. It felt like they were really interested in us as people and as partners, not just as a number.”The Bergesons’ commitment to Layne’s has already brought significant success, and they’ve proven that Layne’s Soon to be Famous™ chicken really does resonate just as well in Wisconsin as it does across the South. Their operational acumen and ongoing commitment to excellence have paved the way for a big future with the brand. The brothers have signed an agreement to develop over a dozen more across the state as they continue to drive the family legacy forward.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers.</a>&nbsp;

Photo of Layne's Chicken Fingers franchisees, UW-La Crosse alums, Luke and Josh Bergeson

Bringing their finance, economics and business degrees back to the family business, Josh and Luke Bergeson identified the chicken finger franchise as an opportunity for diversification in the market.

Layne’s Chicken Fingers’ CEO ‘Over-Invests’ in People and Infrastructure to Set the Stage for Explosive Growth

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