Layne’s Chicken Fingers, 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. Layne’s 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 Samir Wattar, 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.”
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.
Lucas Bergeson, 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.”
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, Khurram Burney saw incredible results within his first week of operations.
“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.”
Taylor Thomas, a multi-unit Texas franchisee, shared a similar story from his recent opening in Nacogdoches.
“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.
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.
Average | Low | Median | High | |
Traditional Restaurant Total Gross Revenue | $1,983,256 | $1,614,592 | $1,987,510 | $2,257,743 |
Non-Traditional Restaurant Total Gross Revenue | $1,604,953 | $773,267 | $1,642,639 | $2,372,824 |
In 2024, Layne’s 10 franchised restaurants saw the following average cost of goods sold:
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 https://1851franchise.com/layneschickenfingers.
Layne's Chicken Fingers
SPONSORED
The 2025 FDD shows strong average gross revenues for both traditional and non-traditional restaurants and high margins backed by a streamlined operational model.
Layne’s Chicken Fingers, 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. Layne’s 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 Samir Wattar, 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.”
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.
Lucas Bergeson, 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.”
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, Khurram Burney saw incredible results within his first week of operations.
“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.”
Taylor Thomas, a multi-unit Texas franchisee, shared a similar story from his recent opening in Nacogdoches.
“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.
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.
Average | Low | Median | High | |
Traditional Restaurant Total Gross Revenue | $1,983,256 | $1,614,592 | $1,987,510 | $2,257,743 |
Non-Traditional Restaurant Total Gross Revenue | $1,604,953 | $773,267 | $1,642,639 | $2,372,824 |
In 2024, Layne’s 10 franchised restaurants saw the following average cost of goods sold:
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 https://1851franchise.com/layneschickenfingers.
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