Layne's Chicken Fingers

After playing baseball professionally for 10 years,&nbsp;<a href="https://www.linkedin.com/in/drew-sutton-61622092/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=former-mlb-player-signs-to-open-6-laynes-chicken-fingers-franchises-in-nashville-area-2725097" target="_blank" rel="nofollow">Drew Sutton</a> decided it was time for a career change that would let him spend more time with his family. After managing three successful Jersey Mike’s Subs franchises in Dallas, Sutton got the call from some old teammates in 2021 to move to Nashville and help start a training facility for young athletes. Never one to turn down an opportunity, Sutton made the move to Tennessee.Having left one profitable franchise behind, Sutton decided to start anew in Nashville. After his sons complained about the lack of good chicken tenders in the area, Sutton once again saw an opportunity and jumped at it. He contacted&nbsp;<a href="https://1851franchise.com/layneschickenfingers">Layne’s Chicken Fingers</a>, the Soon to be Famous™ chicken franchise based in Dallas and convinced them to let him open six stores in the South Nashville area down to Columbia and Murfreesboro. He’s still early in the process, looking for a site for his first&nbsp;<a href="https://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=former-mlb-player-signs-to-open-6-laynes-chicken-fingers-franchises-in-nashville-area-2725097" target="_blank" rel="nofollow">Layne’s</a> restaurant. However, he’s shooting to have that one up and running by the end of the year and hopes to open five more after that before eventually expanding into other parts of Nashville.1851 Franchise sat down and spoke with Sutton about his franchising journey with Layne’s Chicken Fingers, as well as the importance of community involvement and the lessons in teamwork that he’s bringing to his business.1851 Franchise: Frame your personal story for us.&nbsp;What did you do before franchising, and how did you decide franchising made sense for you?Sutton:&nbsp;The early part of my life, up until I was about 30, was baseball. I played professional baseball for 10 years. I was drafted by the Houston Astros in 2004, and then I played in the major leagues with Cincinnati, Cleveland, Boston, Tampa Bay, and Pittsburgh. I wanted to be a dad, but I was playing eight months out of the year, and that made things hard. I got into franchising because I wanted to start a family and be around them more.My first business was three Jersey Mike’s Subs in the Dallas area. My wife and I wanted to take over the location in Lubbock, but someone had already asked for the rights. We worked with the Dallas area director to open our stores in Plano, Allen, and McKinney. I went through the training and learned everything—from all the different sandwich making stations to cleaning toilets and washing dishes—because I needed to know all that stuff if I was going to train my managers to run things the way they needed to be run. So I was very much involved with the day-to-day operations.In August 2021, some friends of mine from my baseball career were looking to start a training facility in Nashville, to train young athletes. I’ve always had a passion for youth sports and I like the day-to-day working with the kids in skill development, so that’s what prompted me to move to Nashville and get involved with Layne’s.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Sutton: I found out early on that I can’t run a store by myself. I need good people around me. I need people who have strengths that are different than mine, very much the way a baseball team works—not everybody can play shortstop or center. It takes different skill sets to play those positions, just like it takes someone with a certain skillset to be better at customer service, opening a store, or managing a shift.So now, I just hire good people who are going to take some pride in what they do and try to do a good job taking care of the customers. I put a lot of trust in my managers. I give them some freedom to make decisions and I support them. But I’m a big believer in the development aspect because all of my managers started off as hourly employees. One of my managers [from Jersey Mike’s] is going to come up here to Nashville and work on Layne’s with me. He’s going to be my first manager and then he’ll train the second manager and eventually become an area director, so he’s got a development path as well.1851:&nbsp;What made you pick this brand? What excites you most about this company?Sutton:&nbsp;In Dallas, there were a lot of different chicken tender concepts, but my sons always wanted to go to Layne’s. They thought the chicken was better. So when we moved up here to Nashville, my boys kept asking where the chicken tender places were, but there weren’t a lot to choose from. So, I reached out to Layne’s last August and flew back down to Dallas to meet with their corporate team… because I knew the product was good.Layne’s is early in their franchisee development. Even though they have less than 15 stores, they’ve got all the pieces in place, from real estate to operations to construction to marketing.&nbsp;[Chief Operating Officer]&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=former-mlb-player-signs-to-open-6-laynes-chicken-fingers-franchises-in-nashville-area-2725097" target="_blank" rel="nofollow">Samir Wattar</a> really dials in those details of how things are going for the franchisee. I think he’s phenomenal at that.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Sutton: We’re starting out with a growing area that’s just south of downtown Nashville, down to Columbia and Murfreesboro. It’s the area we live in and it’s the area we spend most of our time in, so I see potentially developing six stores in that area and then hopefully growing into the rest of the Nashville area. I know the product is good and I know the manager I’m bringing up here does a phenomenal job. It’s going to be about finding the right locations.One of the things I’ve talked to Layne’s about is getting involved with the local sports leagues, schools, and charities. Of course, you need businesses to make money, but there’s more to it than that. How can we use these businesses to make a positive impact in the local area?1851:&nbsp;What is the one thing about your story you want us to know?Sutton:&nbsp;It was an interesting transition from baseball to restaurants. Teaching and development was something I didn’t have to do in baseball. I was only responsible for myself, so moving into the restaurant business really challenged me. How am I going to train my employees? What kind of approach will I have?&nbsp;What I’ve really enjoyed about doing the restaurants is being able to work with people and have more of a development mindset. Like I said earlier, all of my managers started as hourly employees, and I take a lot of pride in that.When I was playing baseball, I had to spend a lot of time learning and training, and I had to work extremely hard. That’s the kind of mindset I want to bring to the restaurants. If you have a work ethic and a good attitude, I can teach you how to do restaurants. I can teach you how to make chicken the right way, but I can’t teach you how to care.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Sutton:&nbsp;I would say this is probably the biggest thing I wish I could go back and tell myself. It’s tough to do, but you should hire people for the store you want to have rather than the store you have now. If you’re willing to pay more to hire a good manager, you’re going to have a better-run store, which means people are going to enjoy coming to that store more, which means your sales are going to be better. So, if I’m going to be successful, I have to invest in my people.Also, go out and find your own opportunities. Don’t expect someone to just hand them to you. When I was playing baseball, I had to go out and get them myself. I want there to be opportunities for my employees, but for that, they’ve got to go out and get them the same way.For more information on franchising with Layne’s Chicken Fingers, visit:&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers</a> ABOUT LAYNE'S CHICKEN FINGERS&nbsp;Founded in 1994 in College Station, the original location became a Texas A&amp;M legend known for its small-town charm, friendly service, iconic chicken fingers and secret sauce. While opening corporate locations across the Dallas-Fort Worth area, the leadership team focused on fine tuning its operations and starting to franchise. Franchise opportunities range from $656,000 - $1,280,500 with different buildout options available. Learn more about franchising<a href="https://www.layneschickenfingers.com/franchising/?utm_source=1851franchise.com&amp%3Butm_medium=article&amp%3Butm_campaign=middle-school-best-friends-take-on-franchising-with-laynes-chicken-fingers-2724403&utm_source=1851franchise.com&utm_medium=article&utm_campaign=former-mlb-player-signs-to-open-6-laynes-chicken-fingers-franchises-in-nashville-area-2725097" target="_blank" rel="nofollow">&nbsp;here</a>.

Sutton Expands with 6 Layne’s Chicken Fingers in Nashville

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For Drew Sutton, running a franchise business is all about being with his family, giving back to the community and providing his new team with opportunities for development.

Former MLB Player Signs to Open 6 Layne’s Chicken Fingers Franchises in Nashville Area

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Layne’s Chicken Fingers Signs Landmark 44-Restaurant Deal, Shatters Records in Monumental Third Quarter

 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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Doug McGuire, a long-time entrepreneur, began his franchise journey with H&amp;R Block nearly 30 years ago. After consistent operations, McGuire and his family made the decision to diversify their portfolio and took the leap into the restaurant space with Arby’s nearly 20 years ago. Again, the business brought steady success, but as the family grew and began to saturate their market, they needed to further diversify.“Growth for Arby’s in Ohio has slowed because the market is quite saturated,” McGuire said. “I wanted to keep growing, which meant looking for a new brand.”McGuire recognized the potential of the booming chicken market, specifically noting that chicken appeals to all ages and demographics, and began exploring opportunities in the space.<h2>Identifying the Perfect Addition</h2>Within the chicken market, McGuire was quickly drawn to&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a>, the Texas “Born and Breaded” chicken finger franchise. And after visiting Texas to try the chicken fingers for himself, he knew the brand had real potential.“The product is great,” McGuire said. “I believe it’s a superior product compared to competitors, and it just needs more notoriety and exposure.”<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> is also in a unique growth stage, which appealed to McGuire as well. With a highly experienced leadership team, McGuire knew Layne’s could offer the structures and support necessary to drive growth. However, because the brand is still relatively young in the franchise space, there is plenty of potential, specifically in the North Central Ohio market.“Having been involved with two different franchise models previously, I've come to appreciate that franchising takes a lot of the guesswork out. They've already developed a proven model, so you don't have to reinvent the wheel,” he said. “What excites me most is the opportunity to grow within my area and expand into a large market with a good product.”By bringing Layne’s to North Central Ohio, McGuire is filling a gap in the market that Arby’s doesn’t address, and he’s doing it with a brand that offers plenty of runway for meaningful scale in a market where legacy brands have already peaked.<h2>Leveraging a Tested Model</h2>While he’s moving into a new segment within the restaurant industry, McGuire is sticking with the systems and models that have defined his nearly 30 years of entrepreneurial success. Hey says a strong franchisor can remove the guesswork that comes with independent business ownership and provide a blueprint that allows for quick, healthy growth.“I wanted to stay within the franchise model because it has worked well for me so far, and I don’t really want to start an independent business from scratch,” he said.&nbsp;In addition to the business model, McGuire felt a strong draw to the brand’s leadership and culture. While Layne’s is growing rapidly, its leadership team is committed to protecting the brand and protecting the franchisee, maintaining the family-like culture that has driven a unique Layne’s experience throughout the lifetime of the brand.“I also connected with the Layne's team, which felt like a very small, family-oriented team,” McGuire said. “This aligns with my own background.”<h2>A Vehicle for a Family Legacy</h2>This family culture was also a key consideration as McGuire thought about the future of the business. While his development agreement is a smart addition to both his portfolio and the local restaurant landscape, it also lays a foundation for McGuire to begin building a deep family legacy.McGuire says he anticipates at least a couple of his five children will come back to work in the business, and it will span generations.In the early stages, he’s focused on a strong start in the North Central Ohio market.“I’d like to have 10 [Layne’s] open tomorrow if I could,” he said. “I’m simply very excited about this partnership and eager to get some stores open. I believe Layne’s will be well-received in the areas I’m targeting, and the product is excellent. I have no hesitation with the brand or the product.”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, Arby's franchisee Doug McGuire with Layne's Chicken Fingers logo

With Arby’s growth opportunities nearly maxed out in North Central Ohio, Doug McGuire chose the rapidly growing chicken finger franchise to support his leap into a new segment.

Why This Arby’s Franchisee Diversified With Layne’s Chicken Fingers

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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.

Why These University of Wisconsin-La Crosse Alums Bought Into Layne’s Chicken Fingers

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1851 Franchisee Spotlight graphic with photo of Eli Cohen, Layne's Chicken Fingers logo

C5 Restaurants Grows its Texas Footprint with 40 Layne’s Chicken Fingers Locations Planned Statewide

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Layne's Opening Blueprint Drives Success From Day One

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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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After building a successful multi-unit footprint with&nbsp;<a href="https://mooyahfranchise.com/">MOOYAH Burgers, Fries &amp; Shakes</a>, 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> began looking for a new concept that would help them diversify. They wanted a brand that offered operational efficiency without sacrificing quality, and Soon to be FamousTM&nbsp;<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a>, the fast-growing chicken franchise, fit the bill.“We decided that, 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 as or better than everybody else in this space,” Luke said. “We did a lot of side-by-side comparisons with other chicken tender concepts, and nothing stood up to&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a>.”<h2>Operational Simplicity: The “Easiest $8,000” in a Day</h2>While Layne’s superior product hooked the Bergesons during the due diligence phase, the operational model is what stands out from a strategic and operational standpoint. Coming from concepts that required managing complex ticket items and diverse menus with many inventory items, Layne’s clear focus on consistent delivery of what it’s great at creating a new level of efficiency for the teams.After what felt like a slow dinner hour during their soft opening in Janesville, Luke checked the sales figures and was stunned to see they were already at $8,000.“I thought, ‘This is the easiest $8,000 I’ve ever seen,’” Luke said. “We’ve done $8,000 a day in other concepts, and I just couldn’t believe it. We said the same thing with 10, 12, 14, 16 and 18 thousand dollars: ‘It shouldn’t be this easy.’ It almost seemed like it was too good to be true, which often is the case, but this is one of those rare instances where it has not proven to be too good to be true.”The brand’s streamlined model is another key contributor here. At the franchisor level, Layne’s is always looking for ways to simplify operations or cut down on unnecessary steps. This, combined with strong teams at the restaurant level, keeps ticket times lower and allows operators to do $10,000-plus days without too much of a challenge.&nbsp;“We focus on operations and look for a system that our team can execute well — whether it’s busy or slow,” Josh said. “Making the food and serving the guests is so streamlined, it’s hard to believe it’s that easy.”<h2>Trust in Leadership</h2>Beyond the four walls of the restaurants, the Bergesons’ choice to scale was largely driven by a deep trust in the Layne’s team and systemwide infrastructure. Having known Layne’s chief operating officer,&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a>, from prior business ventures, they were excited about the supply chain and operations expertise he brings to the group. They were also excited to see the “founder-led mentality” everyone in the system leans into.By prioritizing franchisee profitability and brand integrity over just selling units, the Layne’s leadership team has developed a healthy system and built deep trust with owners who know there is a shared vision across all levels of the brand. This approach creates a true partnership where the franchisor is actively involved in franchisees’ success, from real estate selection to ongoing operations, and this boosted the Bergesons’ confidence even further.<h2>The “First Mover” Advantage</h2>As the Bergesons have solidified their presence in their community, they’ve seen just how impactful the Layne’s brand and experience has been. In Janesville, the team was expecting a challenge when a major competitor opened directly across the street, but because they had already become a part of the community and proven their speed, quality and level of service, it was a non-issue.“Raising Cane’s opened earlier this year,” Josh said. “We knew they were coming, and we thought we were certainly going to take a hit — it was just a question of how much. But when they opened directly across the street from us, we actually ended up seeing a little bit of an increase in sales.”Months later, the Janesville location maintains steady performance with no dip to recover from.This resilience speaks to the deep loyalty and positive perception they’ve already built with Layne’s, particularly during the initial period of market exclusivity. As they grow, being the “first mover” to bring a new chicken concept to a local market, will continue to be a key driver of success.<h2>Aggressive Expansion Across Wisconsin</h2>With a proven product, a focused leadership team and a model that thrives even in the face of direct competition, the Bergesons are confident in the Layne’s opportunity and continue to move full steam ahead.Following the successful launch of the Janesville restaurant, they opened another location in Appleton, and they’re currently in the process of developing additional locations in Bellevue, Oshkosh and Sun Prairie, Wisconsin. In addition to the unit count increase that comes with this growth, the Bergesons are focused on bringing a trusted product to their communities while creating more opportunities for their teams.“We’ve always said that, whatever we sell, we want to be able to stand behind it,” Luke said. “We have to be best-in-class at whatever we’re doing.”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;

Josh and Luke Bergeson are pursuing rapid growth with the chicken finger franchise because of its streamlined operations, market potential, and franchisee-first culture.

Why These MOOYAH Burgers, Fries & Shakes Franchisees Are Betting Big on Layne's Chicken Fingers

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<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a>, the rapidly growing chicken finger franchise, built a cult following with its original restaurants in College Station, Texas. For many guests, the draw was the relaxed, welcoming atmosphere within the four walls. For the brand leadership, a key part of&nbsp;<a href="http://1851franchise.com/layneschickenfingers/info">Layne’s</a> growth and success has been recognizing, maintaining and even further developing this culture, and it starts at the top.“The culture of an organization is the lifeblood,” said CEO&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152">Garrett Reed</a>. “It determines how a business runs, and whatever culture exists at the top bleeds all the way down to the people working in the drive-thru windows.”Reed’s application of this philosophy starts with how he views the organization.<h2>The ‘One of Everybody’ Mindset</h2>Rather than an authoritative culture that leans on a “What I say goes” mentality, Reed said he views himself as a peer. He’s not superior; he just has different responsibilities.“I’m just one of everybody,” he said. “I truly don’t see myself as any better than anyone. And culture is built in those moments where we’re all a part of ‘everybody.’ Culture is built in the break room, in cubicles, behind the fryers and when you’re taking the trash out to the dumpster. Culture is ‘Here’s what’s going on in my life.’ Culture is listening to people’s ideas.”By breaking the commonly accepted corporate hierarchy, Reed encourages an environment where everyone throughout the Layne’s system contributes to the culture. It’s a culture of the people, not a culture mandated by the C-suite or a mural on the wall.&nbsp;This also keeps lines of communication open, whether it’s between fellow franchisees, between members of the home office and franchisees, or between franchisees and their teams.<h2>Reed’s Open-Door (And Occupied-Couch) Policy</h2>As a part of Layne’s culture of transparency and communication, the leadership team has an “open-door policy.” For Reed, this means his office door is truly open throughout the day, welcoming people from all levels of the organization to visit.“I step out from my office, and when I come back, there will be three people sitting in there,” he said. “I’ve got a couch and two chairs, and they’re just always full. We’re always having conversations.”This laid-back approach and real accessibility removes the friction and fear often associated with C-suite leaders, creating an environment where people feel compelled to contribute.“Our teams love this about Layne’s,” he said. “How many organizations can you walk into the CEO’s office and say ‘Hey, what’s up? Tell me about what’s going on’?”Reed also makes a point to welcome discussions about a range of topics, both in his office and beyond. By providing business direction, but also mentorship, encouragement and even life advice for young team members seeking support, Reed maintains his position as not just a boss, but a true leader, and drives forward Layne’s culture of care.<h2>Culture in Practice</h2>Open-door policies and “like a family” cultures are common selling points. The difference with Layne’s is that it’s real.“We call it GAF — give a f***,” Reed said. “That’s all it is. Do you actually care about the people? You can’t fake that. You’ve got to really love your people at the end of the day. If you don’t love them, they know.”Maintaining this culture requires careful hiring and an ability to gauge whether a candidate will lean into the culture rather than detract from it. Much of the time, this comes down to a gut instinct.“I can teach someone how to do the job,” Reed said. “I’ve got to be able to see it in their eyes that they believe in us and believe in Layne’s. When someone believes in you, they’re going to go to battle for you.”As Reed has built the Layne’s team, he has remained dedicated to protecting the culture that makes Layne’s unique. Now, Layne’s culture and performance are results of a leadership team that’s authentic, accessible and incredibly human. And, while it can be intangible and hard to measure, Reed always returns to one simple fact: “The culture is driven down by just&nbsp;caring.”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 CEO Garrett Reed wearing Layne's hat and jacket

Rejecting a corporate hierarchy, Garrett Reed’s “one of everybody” mentality drives Layne’s uniquely welcoming, caring, yet still high-performing company culture.

Layne’s Chicken Fingers CEO Drives Culture of Care and Collaboration From the Top Down

garrett-reed-culture

The fast food chicken market is one of the most lucrative and competitive segments in franchising. While many markets are saturated by major brands,&nbsp;<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a>, the Soon to be FamousTM chicken finger franchise, blends a 30-year legacy with an explosive growth trajectory.For entrepreneurs looking for a ground-level opportunity backed by a team of experts,&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> is a standout solution. Here’s how it stands out from the rest of the flock.<h2>A Real Estate Company First</h2>Layne’s has a team of real estate experts at the helm. In the restaurant space, location is key, and the team understands this.Rather than approving every site that comes their way in an effort to get restaurants open, the development team carefully analyzes the data and provides realistic, forward-thinking feedback to guide franchisees in making one of the most important decisions that can be made for a restaurant.“We treat our relationships with our franchisees as true partnerships,” said&nbsp;<a href="https://www.youtube.com/watch?v=P4qDwJOJoe0">Samir Wattar</a>, chief operating officer. “We know that our success hinges on their success, and our primary focus is to protect both the brand at large and each individual franchisee. Sometimes, that means saying ‘No.’ I like to say, ‘I tell my kids no all the time. It doesn’t mean I don’t love them; I just have their best interests in mind.’”And once the site is selected, Layne’s team of experts focuses on an incredible build-out. With design and construction support available through each step of the process, the team walks hand-in-hand with franchisees as they build out an efficient, but still aesthetically pleasing, restaurant.<h2>A Ground-Level Opportunity in a Booming Industry</h2>Layne’s presents a unique combination of growth potential and brand maturity in the booming chicken space. Positioning themselves as “originators, not imitators,” the Layne’s leadership team draws on over 30 years of experience to inform a rapidly growing brand.“We’re opening a restaurant almost every week,” Wattar said. “With over 30 restaurants open and another 300 sold, we’re quickly growing, but we also have plenty of opportunity in key markets.”In the&nbsp;<a href="https://www.ibisworld.com/united-states/industry/fast-food-chicken-restaurants/4027/">over $63 billion</a> fast food chicken market, many brands have already saturated key markets nationwide. While Layne’s is experiencing rapid growth, which is a testament to the strength of the investment, it still has space to pursue growth with qualified operators.<h2>Hands-On Support From a Team of Experts</h2>Layne’s prides itself on having great food and even better guest service, and this in-restaruant performance is driven by proper onboarding, training and ongoing support for each and every restaurant team.Layne’s proactively builds its support infrastructure to ensure the resources are available before they’re needed.“We have carefully planned our manpower,” Wattar said. “Every time we open two or three restaurants, we have a plan for the resources we’ll add to the mix. We’re always thinking about it ahead of time. So, even though we’re a small company, we support our franchisees like a big company would.”Wattar also highlights the ratio of support staff to franchise owners. With 28 owners in the system, currently representing 30 operating restaurants, Layne’s has a support team of 26<h2>Strategic Operational Model for Efficiency and Financial Benefit</h2>“It’s all about the franchisee,” Wattar said. “Everyone in the home office is not in the restaurant business; we’re in the service business. Our franchisees pay us royalties to provide services.”One of the key services the Layne’s team provides is operational strategy and support. From restaurant design to supply chain negotiations, Layne’s has honed the model to help franchisees make the most of their investments.This manifests in a few key ways.Layne’s newest prototype&nbsp;was designed with the efficient use of space and streamlined daily operations in mind, even considering which kitchen layout would require the fewest number of steps for team members to complete their tasks.Straightforward menu focus&nbsp;keeps Layne’s true to what it’s known and loved for while&nbsp;<a href="https://1851franchise.com/layneschickenfingers/how-laynes-built-a-restaurant-model-that-only-has-125-items-including-toilet-paper-2728484#stories">lightening the inventory load</a> for franchisees. This can reduce food waste, decrease the amount of time spent on inventory and ordering, and help team members focus on the highest quality of a few key offerings.Careful supply chain management, led by a seasoned operations professional, helps franchisees save time and money. Wattar remains in close contact with suppliers on a consistent basis, working to negotiate contracts ahead of time and funnel any resulting perks directly to the franchisees.“I had a call with a vendor earlier this year, and I learned that we would be able to get some rebates,” he said. “The vendor said, ‘Okay, so we will cut you a check at the end of each quarter.’ I told him, ‘No, you’ll cut my franchisees their checks at the end of each quarter.’”<h2>Superior Service and Product That Drives a Cult-Like Following</h2>An investment in Layne’s is an investment in legacy, tradition and a deeply beloved brand.Layne’s prides itself on providing service 15 times better than its food, and given it already has the “best damn chicken fingers,” its service naturally stands out.While the brand began its legacy in College Station, Texas, it has grown to have fans in markets nationwide. People flock to Layne’s when they return to College Station for Texas A&amp;M football games, and fans have even gotten married in Layne’s shirts.This loyalty extends beyond original fans to include those who try and immediately become fond of Layne’s. The brand has even seen sales in newer restaurants spike&nbsp;after a competitor opens nearby.While the chicken industry, as a whole, is booming, investing in Layne’s positions entrepreneurs to differentiate themselves even further.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;

image of Laynes chicken fingers franchise in 2026 fast food chicken market opportunity

The Texas “Born and Breaded” chicken franchise is rapidly expanding, backed by a franchisee-first support system, strategic operational model and cult-like following.

5 Reasons to Invest in a Layne’s Chicken Fingers Franchise for 2026

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<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a>, the Soon to be FamousTM chicken finger franchise, has built a financially sound model by focusing on streamlined operations and a surprisingly simple philosophy: Find what you’re good at and become great at it.&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> has stayed away from broad, complex menus and focused intently on offering great chicken fingers and an even better guest experience. These priorities, combined with the continued support of the corporate team, allow franchisees to scale effectively and reach impressive revenue benchmarks relatively easily.“We’re consistently blown away by the numbers our franchisees are doing in the early days and weeks of operations,” said&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a>, chief operating officer. “We used to be ecstatic when a franchisee had a six-figure opening, and now, that has become the norm, which is very exciting. And even better, our restaurants don’t see a major drop-off after the excitement of the opening dies down. They’re leveling out at really strong numbers.”<h2>Operational Efficiency Drives Easy Revenue</h2>The primary driver behind Layne’s financial performance is an operational model that’s specifically built for volume. With decades of restaurant experience, Wattar has honed in on the details of daily operations, looking at things like the number of inventory items each Layne’s requires and considering details as fine as which kitchen layout requires the fewest number of steps for each team member as they complete daily tasks.This model clears a path for high daily sales without the hectic atmosphere that some quick-service brands require.<a href="https://www.linkedin.com/in/lucasbergeson">Lucas Bergeson</a>, a multi-unit franchisee in Wisconsin, experienced this firsthand during a soft opening. After what felt like a slow start to the day, he checked sales numbers and was surprised to see the location had already hit $8,000 by the end of the dinner hour.“I thought, ‘This is the easiest $8,000 I’ve ever seen,’” he said. “We’ve done $8,000 a day in other concepts, and I just couldn’t believe it. We’ve said the same thing with 10, 12, 14, 16 and 18 thousand dollars: ‘It shouldn’t be this easy.’ It almost seemed like it was too good to be true, but this is one of those rare instances where it has not proven to be too good to be true.”<h2>High-Volume Openings Continue To Validate Layne’s Financials</h2>Bergeson’s experience with an “easy $8,000” during his soft opening is not an anomaly. Franchisees across various markets consistently see this level of performance in their early days.In Warrenton, Virginia,&nbsp;<a href="https://www.linkedin.com/in/khurram-burney-5545761b6/">Khurram Burney</a> saw incredible results within his first week of operations.&nbsp;“The community’s response to the new restaurant was so strong that there were cars backed up onto the highway,” he said. “There were cars flowing out of the parking lot, and the dining room was packed.”<a href="https://www.linkedin.com/in/taylor-thomas-0875b780">Taylor Thomas</a>, a multi-unit Texas franchisee, shared a similar story from his recent opening in Nacogdoches.&nbsp;“We spoke with the Layne’s corporate team to try to get an idea of what to expect,” Thomas said. “They told us what we might see in the first week, and we beat that on day three.”Strong operations and clear validation from the communities Layne’s enters have consistently driven early success for franchisees, but it’s important to note that this volume and financial stability extend well beyond the excitement of the early days to create high-performing restaurants year-round.<h2>How Much Can I Make With a Layne’s Franchise?</h2>Layne’s 2025 Franchise Disclosure Document backs these anecdotes up with annual numbers from six traditional standalone restaurants and four non-traditional restaurants in 2024.<figure class="table"><table><tbody><tr><td>&nbsp;</td><td>Average</td><td>Low</td><td>Median</td><td>High</td></tr><tr><td>Traditional Restaurant Total Gross Revenue</td><td>$1,983,256</td><td>$1,614,592</td><td>$1,987,510</td><td>$2,257,743</td></tr><tr><td>Non-Traditional Restaurant Total Gross Revenue</td><td>$1,604,953</td><td>$773,267</td><td>$1,642,639</td><td>$2,372,824</td></tr></tbody></table></figure>In 2024, Layne’s 10 franchised restaurants saw the following average cost of goods sold:<ul><li>Food Cost:&nbsp;29.5%</li><li>Paper Cost:&nbsp;3%</li><li>Labor Cost:&nbsp;24.2%</li></ul>The FDD offers a clear view of the brand’s financials, including strong top-line revenue and healthy margins, all backed up by a value-engineered model. This positions franchisees to create high volume and drive much of that cash flow back to their bottom line.“We know we’re great at chicken fingers, and our goal is to continue being great. We’re not going to overcomplicate it or chase a trend,” Wattar said. “Keeping the business lean allows us to further hone our model and processes and create an even more productive, enjoyable experience for high-volume teams and operators.”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;

The 2025 FDD shows strong average gross revenues for both traditional and non-traditional restaurants and high margins backed by a streamlined operational model.

How Much Can You Make as a Layne's Chicken Fingers Franchisee?

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The fried chicken market is thriving and continues to grow, valued at&nbsp;<a href="https://market.us/report/fried-chicken-market">more than $13 billion</a> in North America in 2024. As entrepreneurs recognize the opportunity that exists in the segment, competition is growing, but the brands that bring something truly differentiated to the market are the ones that continue to thrive.&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a>, the fast-growing chicken finger franchise, has established its distinct position through a focused menu, operational simplicity and unparalleled culture and support, rising to the top as a key competitor in the market.“<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> stands out because of the quality, the support we give and the way we approach franchising,” said&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a>, chief operating officer. “We’re not complicating things. We serve chicken tenders, and that’s who we are. We’re not going to sell burgers or shrimp just to make money. And the biggest reason franchisees invest with us is because we’re not afraid to say no to protect the franchisee.”<h2>Protecting Culture Through Rapid Growth</h2>The baseline of Layne’s success is its culture and commitment to excellence. Since its 1994 founding in College Station, Texas, the brand has stood out with both guests and team members thanks to its ability to create a laid-back, welcoming atmosphere without sacrificing speed or quality. As Layne’s has grown, staying true to these values elevates it above other would-be competitors in the space.“We like to say that we’re in the people business, and we just so happen to serve chicken fingers, as well,” said CEO&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152/">Garrett Reed</a>. “We care deeply about the experience of the end-user, our guests, but we also understand that a great final product requires real infrastructure behind it.”As the brand has grown, the Layne’s leadership team has focused on maintaining its culture across all levels, but it has also made strategic choices to back this up.At each stage in the process, Layne’s guiding light is an emphasis on service. Throughout the entire journey, the team is there to support, and executive leadership has made a clear effort to ensure that support is never outpaced by the growth of the Layne’s system.“The scaffolding will always be there before it’s needed; we never want to be scrambling to catch up with the needs of our franchisees,” Reed said. “Right now, we have 41 restaurants open, and we have 28 employees in the home office. We have dedicated departments for the different types of support a franchisee will need, and we use the ‘relay race’ approach. After a franchisee signs their agreement, they’re ‘handed off’ to the different teams at the home office. And, just like in a relay race, no one should ever ‘drop the baton.’”For franchisees, this inspires confidence and offers another layer of protection for the long-term success of the investment. When they know the Layne’s team has their back and truly has their best interests at heart, franchisees can develop confidently, knowing there’s an entire system of success standing behind them.<h2>A Model Built Around Simplicity and Efficiency</h2>As Layne’s has grown, it has stayed true to its chicken finger identity. This alone is a key differentiator as it supports brand consistency and easy recognition for guests while allowing franchisees and their teams to focus on further perfecting an already-great product.However, the operational implications of this and other strategies Layne’s implements streamline the business even further.Layne’s is built for efficiency — literally, with design and operations teams reviewing drawings before the restaurant is even built out to identify potential improvements. With a baseline of thoughtful kitchen design, Layne’s owners can make other small adjustments to perfect the layout, decreasing unnecessary movement and steps taken by back-of-house team members to boost their efficiency.The simplicity of Layne’s also shines in its&nbsp;<a href="https://1851franchise.com/layneschickenfingers/how-laynes-built-a-restaurant-model-that-only-has-125-items-including-toilet-paper-2728484">inventory model</a>. With 125 SKUs for the entire restaurant, including paper products, ordering is more straightforward, the square footage required for storage is smaller, and food waste is minimized.Through all of these improvements, no matter how small, Layne’s takes steps to make each restaurant as efficient as possible, freeing up time and resources for owners and their teams to reinvest in future success.<h2>A Regional Icon Expanding With a Thoughtful Growth Strategy</h2>Layne’s is a College Station classic. Texas A&amp;M graduates visit when they return for university events, and some have even&nbsp;<a href="https://1851franchise.com/layneschickenfingers/why-texas-a-and-m-alum-bought-laynes-franchise-2730477">opened restaurants themselves</a>. Demand from guests is there, as is demand from prospective franchisees, but Layne’s isn’t selling restaurants to just anyone.“Yes, we want to grow. We are Layne’s Soon to be Famous™ Chicken Fingers, but we’re not going to sign franchise agreements just to check a box or drop a pin in a new state,” Wattar said. “We maintain a thoughtful approach to growth because we’ve seen how successful Layne’s can be when it’s run by the right people — as seen in College Station. Keeping our focus on the people behind the brand, not just a unit count we want to reach or a market we want to enter, is what has allowed us to maintain that same feel and guest affinity we see in College Station as we open restaurants across the country.”At the highest level, Layne’s isn’t afraid to say no. The leadership team isn’t going to sign an agreement with a franchisee who isn’t a true fit just to bring in the funds from the initial franchise fee. They aren’t going to approve a real estate site that they wouldn’t personally invest in just to get a restaurant open sooner.“We will say no just to protect our brand and our franchisees, current and future, even if it’s going to hurt us,” Wattar said. “That’s the biggest thing for me. We’ll say no, and we back that up with facts and reasoning.”<h2>A Future With Layne’s: What Franchisees Should Know</h2>Joining the Layne’s system represents an opportunity to be a part of a truly unique brand with an impressive growth trajectory. In addition to joining a brand that differentiates itself in the crowded chicken market, franchisees are&nbsp;<a href="https://1851franchise.com/layneschickenfingers/franchise-cost-2731346">making an investment</a> in a carefully developed business model with a real opportunity for&nbsp;<a href="https://1851franchise.com/layneschickenfingers/franchise-earnings-2025-2731348">strong returns</a>.&nbsp;As they grow, the leadership team is seeking passionate entrepreneurs who recognize the role of their restaurant(s) in the larger Layne’s ecosystem and will do their part to protect not only their business, but also the Layne’s name and their fellow franchisees. Successful Layne’s owners stay involved in the business, consistently celebrating wins, identifying opportunities and supporting their long-term success.“Our ideal franchisee is someone who understands and shares our vision,” Reed said. “We recognize the uniqueness of the Layne’s model in the chicken finger space and know that’s largely driven by our approach to growth and the people we choose to welcome to the family. We’re excited to continue along this growth journey with entrepreneurs who share our values of hospitality, service and support.”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 person dipping Layne's Chicken Fingers in sauce

In a crowded market, the Soon to be Famous™ chicken finger franchise stands out thanks to its focused menu, streamlined operations and unwavering commitment to franchisee support.

Former MLB Player Signs to Open 6 Layne’s Chicken Fingers Franchises in Nashville Area

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