Layne's Chicken Fingers

As&nbsp;<a href="http://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-opening-playbook-2730670" target="_blank" rel="nofollow">Layne’s Chicken Fingers</a>, the Soon to be Famous™ chicken finger franchise with 30 operating restaurants and another 300-plus in development, continues to grow its national presence, franchisees consistently see groundbreaking turnout and sales volume for their grand openings. And, maybe more importantly, this performance continues even after the excitement and exposure of the grand opening event dies down.While the&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> name, great food and quick, friendly service are key contributors to this success, much of the groundwork is laid early on by the franchisee and the leadership team.&nbsp; <a href="https://www.linkedin.com/in/taylor-thomas-0875b780?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-opening-playbook-2730670" target="_blank" rel="nofollow">Taylor Thomas</a>, a franchisee who just opened his second Layne’s location in Texas, saw this play out with his recent Nacogdoches opening.“When we had our first restaurant open in Tyler, we broke the sales record,” Thomas said. “And then, about five months later, we turned around and broke&nbsp;that record in Nacogdoches. It’s been a lot of fun to see that. Our general manager from Tyler was there to help the team in Nacogdoches; it’s great to see how they work together. I’ve never seen something run so smooth in my life.”This smooth, record-breaking opening wasn’t an accident. It was the result of a deliberate plan, perfected by Thomas and his team and further supported by an “all-hands-on-deck” approach to support from the Layne’s corporate team.<h2>The Franchisee Playbook</h2>For Thomas, the strategy for a successful opening is built on a significant upfront investment in people and practice.<h4>Hire Early and Invest in Training</h4>Thomas aims to hire key staff, like general and assistant managers, between 35 days and two months ahead of the opening.&nbsp;“We hired our Nacogdoches GM two months out, and she stayed in Tyler working with our operating partner for that restaurant,” he said. “That allows them to ‘get the reps in,’ build some preparedness and allow them to get hands-on learning in more of a controlled atmosphere.”While there are costs associated with bringing the leadership team on in advance of the opening, there is a noticeable return on that investment, driven by accuracy and efficiency in the early days of operations.In addition to hiring the leadership team well in advance of the opening, Thomas says his team runs three days of dry runs with multiple shifts to “pressure test” the team. In addition to good practice, these days help team members build muscle memory that they can fall back on once real guests begin visiting.“That’s one of the things that really helps move us forward,” he said. “We believe that it’s important to spend the money before the opening. It’s a heavy cost, but once you see the openings and you’re pushing cars through the drive-thru in under two minutes — that’s the proof it’s worth it.”<h4>Partner New Teams With Experienced Leaders To Lay a Foundation</h4>While Thomas’s team from his Tyler location was able to travel to Nacogdoches to collaborate, Layne’s franchisees working to launch their first locations will still have access to an experienced network of supporters.“<a href="https://www.linkedin.com/in/jason-cabrera-94a359272?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-opening-playbook-2730670" target="_blank" rel="nofollow">Jason [Cabrera]</a> and&nbsp;<a href="https://www.linkedin.com/in/sha-quita-jones-a21064102?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-opening-playbook-2730670" target="_blank" rel="nofollow">Shaq [Jones]</a> were here for the entire week before opening for training as well as the first week of operations,” Thomas said. “They watched and looked for where they needed to jump in. As an owner, that’s invaluable. I think I even saw Shaq making sauce at some point. That kind of support is invaluable because openings can be overwhelming. Everybody’s busy, and it’s a level of organized chaos. But it’s great to know that they’re there and willing to do anything they possibly can to make sure we’re prepared.”“Our FBM was out directing traffic in the parking lots and helping people park. On day two or three, the whole Layne’s corporate team came out,” he continued. “There is another level of support and involvement in this franchise. It’s amazing.”&nbsp;<h4>Leverage Layne’s Connected, ‘Like Family’ Culture</h4>In addition to the practical steps Thomas took to prepare his teams, from early hiring to hands-on practice, he notes Layne’s unique culture was also a key contributor to the success of the Nacogdoches opening.In the Layne’s system, the support doesn’t just come from the franchisor; it comes from fellow operators, too.“My biggest tip for a new owner is to reach out to franchisees,” Thomas said. “I talk to multiple other owners multiple times a week. It’s a big family that is here to make sure everyone is pushing forward and winning. In Nacogdoches, we had multiple other franchisees come down and check it out just to show their support, and we’ve done the same thing for other openings as often as we can.”Thomas points out that, while many franchise brands will celebrate the support and community they offer within their systems, Layne’s walks the walk.<h2>Partnership in Practice</h2>For Thomas, record-breaking sales numbers are a big win, but the business model, franchise system and franchisee-franchisor partnership that have powered these numbers are also crucial contributors.&nbsp;That partnership is largely defined by genuine accessibility and a level of support that goes beyond a standard business relationship. Knowing that he can pick up the phone and get the information or resources he needs, whether he’s seeking support from the franchisor or fellow owners, is very reassuring. That tangible, all-in-one approach creates a different dynamic.“When I made this investment, I signed up with the Layne’s brand, but I was also signing up with the people,” Thomas said. “The product is differentiated from others in the market, but at the end of the day, it comes down to who you’re going to be working with — who you’re adding to your family. And I’m proud to say that&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-opening-playbook-2730670" target="_blank" rel="nofollow">Garrett [Reed]</a>,&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-opening-playbook-2730670" target="_blank" rel="nofollow">Samir [Wattar]</a> and my fellow franchisees are a part of the family now. There’s so much confidence there, everyone has mutual respect, and we all know that we’re working toward the same goal.”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 Franchise Playbook for Record-Breaking Openings

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Franchisee Taylor Thomas's record-breaking opening in Nacogdoches, Texas, proves that a smart playbook and all-hands-on-deck approach are the keys to success.

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

Layne's Opening Blueprint Drives Success From Day One

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

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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;

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

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

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Why This University of Texas Alum Invested in 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;

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

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<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a>, the rapidly growing Texas “Born and Breaded” chicken finger franchise, is expanding nationally, offering a unique opportunity for entrepreneurs to break into the chicken space with a model that’s been proven over the span of decades but still offers plenty of runway for meaningful scale. For many franchisees, though, understanding the business model itself is just one of the steps toward ownership. They also need to know how much it costs.According to&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> 2025 Franchise Disclosure Document, the total investment necessary to begin the operation of a Layne’s restaurant ranges from $451,500 to $1,050,000. This total investment is broken down into the following costs, outlined in Item 7 of the FDD:<figure class="table"><table><tbody><tr><td>Type of Expenditure</td><td>Min</td><td>Max</td></tr><tr><td>Initial Franchise Fee</td><td>$45,000</td><td>$45,000</td></tr><tr><td>Lease Deposit &amp; Rent (3 Months)</td><td>$7,500</td><td>$50,000</td></tr><tr><td>Utility Deposits</td><td>$5,000</td><td>$5,000</td></tr><tr><td>Government Licenses &amp; Permits</td><td>$1,500</td><td>$10,000</td></tr><tr><td>Blueprints &amp; Plans</td><td>$10,000</td><td>$50,000</td></tr><tr><td>Leasehold Improvements</td><td>$150,000</td><td>$400,000</td></tr><tr><td>Signage &amp; Graphics</td><td>$7,000</td><td>$70,000</td></tr><tr><td>Furniture &amp; Fixtures</td><td>$10,000</td><td>$30,000</td></tr><tr><td>Point of Sale System</td><td>$8,000</td><td>$15,000</td></tr><tr><td>Computer Hardware &amp; Software</td><td>$3,500</td><td>$7,500</td></tr><tr><td>Kitchen Equipment &amp; Smallwares</td><td>$150,000</td><td>$250,000</td></tr><tr><td>Professional Services</td><td>$5,000</td><td>$7,500</td></tr><tr><td>Initial Inventory</td><td>$7,500</td><td>$15,000</td></tr><tr><td>Smallwares, Uniforms &amp; Initial Suppliers</td><td>$7,000</td><td>$15,000</td></tr><tr><td>Insurance</td><td>$5,000</td><td>$15,000</td></tr><tr><td>Travel and Related Expenses While Training</td><td>$2,000</td><td>$5,000</td></tr><tr><td>Initial Opening Assistance</td><td>$2,500</td><td>$5,000</td></tr><tr><td>Grand Opening Marketing</td><td>$10,000</td><td>$25,000</td></tr><tr><td>Additional Funds (3 Months)</td><td>$15,000</td><td>$30,000</td></tr></tbody></table></figure>On an ongoing basis, Layne’s franchisees should also plan for the following costs, outlined in Item 6:<figure class="table"><table><tbody><tr><td>Type of Fee</td><td>Amount</td></tr><tr><td>Royalty Fee</td><td>5% of gross revenue/week</td></tr><tr><td>Brand Development Fund</td><td>2% of gross revenue/month</td></tr><tr><td>Local Marketing Spend</td><td>1% of gross revenue/quarter</td></tr><tr><td>POS System Maintenance Fee</td><td>$4,800 - $7,200/year</td></tr><tr><td>Technology Fee</td><td>$500/month</td></tr></tbody></table></figure>Of course, understanding the total initial investment is just part of the picture. Layne’s has built an impressive support structure and embraced a super simple operational model, ensuring franchisees get the most payoff for each dollar invested.&nbsp;With the right buildout and a proven playbook, Layne’s owners can get to positive cash flow faster. The brand’s unit volumes back that up, with some top-performing restaurants topping&nbsp; $2.2 million in 2024.Now, with the chicken frenzy continuing, there has never been a better time to invest. Demand for chicken is high, but many legacy brands have already saturated the market. The Soon to be Famous™ concept brings a top-performing model with strong availability to prime markets nationwide, and it does so with an optimized investment structure and proven revenue model.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;

How Much Does It Cost to Open a Layne's Chicken Fingers Franchise?

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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;

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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;

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

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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;

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

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FRISCO, Texas&nbsp;—&nbsp;<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a>, the rapidly growing chicken finger franchise, closed out 2025 with historic growth, doubling its restaurant count and achieving record financial performance. Entering 2026 with 40 restaurants open and 10 new franchise owners in the system,&nbsp;<a href="http://1851franchise.com/layneschickenfingers/info">Layne’s</a> is prepared for another landmark year as it works toward the longer-term vision of 300 units by 2030.Layne’s momentum has been reinforced by significant industry recognition. The brand was ranked&nbsp;<a href="https://www.restaurantbusinessonline.com/future-50-2025/laynes-chicken-fingers">No. 6 on Restaurant Business’s 2025 Future 50 list</a>, which recognizes emerging restaurant concepts demonstrating strong unit growth and systemwide sales performance. According to Restaurant Business, Layne’s posted a 50% year-over-year unit increase and a 67% increase in systemwide sales, with 2024 systemwide revenue reaching $30 million, placing the brand among the fastest-growing concepts in the country.Layne’s has also been named to&nbsp;<a href="https://www.entrepreneur.com/franchise500">Entrepreneur’s 2026 Franchise 500® list</a>, ranking No. 366, further highlighting the brand’s rapid expansion, increasing franchise demand and emergence as a force within the competitive chicken category.&nbsp;“We opened 21 restaurants last year, which is 110% growth over the prior year,” said CEO&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152/">Garrett Reed</a>. “We increased average unit volume across the system, and we brought on 10 new franchisees for a total of 40 restaurants awarded. We also developed the organization further to provide better support to our franchisees.”Layne’s impressive growth included a monumental 44-unit agreement, a 15-unit expansion by Wisconsin franchise owners and agreements signed by franchisees of other major brands like Wendy’s and Arby’s.In line with the unit growth, Layne’s also welcomed&nbsp;<a href="https://www.linkedin.com/in/nataliehurley/">Natalie Hurley</a> as vice president of brand marketing and&nbsp;<a href="https://www.linkedin.com/in/cuyler-e-51047a2a/">Cuyler Esposito</a> as vice president of culture and operations and promoted&nbsp;<a href="https://www.linkedin.com/in/alex-camp-b7549387">Alex Camp</a> to vice president of operations services.“From day one, our goal wasn’t to sell franchises; our goal was to build an organization that provides services to the franchisees, and we’ve done that every year,” said&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a>, chief operating officer. “If you look at our manpower growth compared to our restaurant growth, that’s clear. We now have 40 restaurants open, and we have 28 employees in the home office. We’re building a support organization for a brand that we’re really passionate about.”As Layne’s looks toward 2026, the team is looking forward to an additional 40 restaurant openings, continued revenue growth and thoughtful footprint expansion. With a powerful support team and strong logistical framework, Layne’s maintains its focus on strategic national growth, emphasizing franchisee alignment and cultural fits on the path to 300 units.ABOUT LAYNE'S CHICKEN FINGERSFounded 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.&nbsp;&nbsp;Franchise opportunities range from $451,500 to $1,050,000 with different buildout options available. Learn more about franchising&nbsp;<a href="http://layneschickenfranchising.com">here</a>.

Close-up photo of person holding Layne's tender sandwich, wearing Layne's shirt

Layne's Opening Blueprint Drives Success From Day One

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