Layne’s Chicken Fingers, 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 Samir Wattar’s guiding principles: Protect the brand, and protect the franchisee.
As Layne’s 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.
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.”
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.”
The Layne’s leadership team has worked diligently to build and maintain a welcoming, collaborative culture, 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.”
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.
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.
To learn more about the costs of buying this franchise, please visit https://1851franchise.com/layneschickenfingers.
Layne's Chicken Fingers
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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.
Layne’s Chicken Fingers, 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 Samir Wattar’s guiding principles: Protect the brand, and protect the franchisee.
As Layne’s 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.
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.”
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.”
The Layne’s leadership team has worked diligently to build and maintain a welcoming, collaborative culture, 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.”
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.
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.
To learn more about the costs of buying this franchise, please visit https://1851franchise.com/layneschickenfingers.
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