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

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

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Photo of Layne's, Arby's franchisee Doug McGuire with Layne's Chicken Fingers logo

Why This Arby’s Franchisee Diversified With 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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Why This University of Texas Alum Invested in Layne’s Chicken Fingers

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Why This Texas A&M Alum Invested in Layne’s, Committing to 10-Plus Restaurants in the Houston Area

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1851 Franchisee Spotlight graphic with photo of Dutch McNeal and Layne's Chicken Fingers logo

Multi-Unit Huddle House Franchisee Signs 5-Unit Deal to Bring Layne’s Chicken Fingers to Southeast Georgia and Northeast Florida

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image of bryan horton from laynes West Texas - Abilene, Wichita Falls, Stephenville 

Former Real Estate and Beverage Entrepreneur Signs to Develop 8 Layne’s Chicken Fingers Locations in West Texas, Securing One of the Final Major Markets Available in the State

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23-Year-Old Entrepreneur Brings Soon to Be Famous Chicken™ to Southern Oregon With 3-Unit Layne’s Chicken Fingers Franchise Signing

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Design with photos of six Layne's Chicken Fingers franchisees and the Layne's logo

Why Franchisees Love Layne’s: Support, Culture and Growth

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

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

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

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

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<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a>, the 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

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

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

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

Who Is the Ideal Layne’s Chicken Fingers Franchisee?

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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.