Layne's Chicken Fingers

<a href="http://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=garrett-reed-culture-2731424" target="_blank" rel="nofollow">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?utm_source=1851franchise.com&utm_medium=article&utm_campaign=garrett-reed-culture-2731424" target="_blank" rel="nofollow">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

Layne’s Chicken Fingers CEO Garrett Reed Drives Culture

1851 Franchise

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

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

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ROCKWALL, Texas —&nbsp;<a href="https://www.layneschickenfingers.com/">Layne’s Chicken Fingers</a>, the fast-growing, 40+ location chicken finger franchise known for its hand-breaded crispy tenders, crave-worthy sauces and Texas toast–stacked sandwiches, is bringing the crunch to Rockwall with a grand opening celebration on April 18 at&nbsp;1801 Goliad Street.To celebrate, the first 100 dine-in guests will receive free Layne’s for a year, giving early visitors a very delicious reason to line up.The new restaurant marks&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers’</a> latest location in Texas and introduces the community to the chicken finger brand that has built a loyal following and fueled rapid expansion across the U.S. (Fair warning: these tenders may ruin other tenders for you.)Before Jawad Rawra’s American Dream was set in motion, he spent his early career working 12-hour shifts, seven days a week at AT&amp;T Wireless — picking up additional odd jobs in between to make ends meet. In 2007, after facing rejections from major telecommunications giants, he got an opportunity to become a T-Mobile Premium Retailer. What started as one location has now grown to 14 different states. &nbsp;After years of successfully running his telecom business, he expanded his footprint in 2016 by partnering with hospitality brands such as Marriott, Hilton &amp; Hyatt. To further his vision Rawra decided it was time to look into properties that would move the dial on his ultimate goal: to serve the community. When he thought of Layne’s, the beloved Texas-born brand known for its crispy chicken fingers and signature “secret sauce,” he knew it was the perfect fit.“We’re excited to bring Layne’s to the Rockwall community and introduce guests to a brand that’s all about quality, simplicity and great service,” said Rawra.The Rockwall location will serve Layne’s full menu of chicken finger meals, sandwiches and sides, including its signature chicken finger baskets, Texas toast–stacked sandwiches and fan-favorite chicken club topped with brisket bacon and American cheese. Guests can pair their meal with Layne’s lineup of dipping sauces, from the brand’s signature house sauce to jalapeño ranch, honey mustard, BBQ and gravy.The Rockwall opening is the latest milestone in Layne’s continued growth across Texas, following recent openings in Palestine and Leander with additional planned development throughout Texas.“As we continue expanding across Texas, partnering with experienced operators like Jawad is key to doing it the right way,” said Garrett Reed, Chief Executive Officer of Layne’s Chicken Fingers. “His strong business background and commitment to his community make him an ideal fit for the brand, and Rockwall is an exciting addition to our growing footprint.”With plans for 40 additional openings in 2026, Layne’s continues to expand strategically nationwide through strong franchise partnerships and disciplined growth.Let’s just say, Rockwall is about to get a whole lot crispier.<h3>ABOUT LAYNE’S CHICKEN FINGERS</h3>Founded in 1994 in College Station, Texas, Layne’s Chicken Fingers built its reputation on hand-breaded crispy tenders, iconic secret sauce and genuine hospitality. What started as a local favorite near Texas A&amp;M University has grown into one of the fastest-rising chicken finger brands in the country, known for its crave-worthy menu, playful personality and loyal fanbase. With more than 40 locations open and rapid expansion underway, Layne’s is bringing its signature chicken finger experience to communities nationwide.For more information, visit&nbsp;<a href="http://www.layneschickenfingers.com/">www.layneschickenfingers.com</a>.

Franchise owner Jawad Rawra opens Layne’s Chicken Fingers in Rockwall as part of the brand’s continued expansion in Texas.

Layne’s Chicken Fingers Brings the Crunch to Rockwall with April 18 Grand Opening and Free Layne’s for a Year

laynes-chicken-fingers-brings-the-crunch-to-rockwall-with-april-18-grand-opening-and-free-laynes-for-a-year

WAYCROSS, GA —&nbsp;<a href="https://www.layneschickenfingers.com/">Layne’s Chicken Fingers</a>, the fast-growing, 40+ location chicken finger franchise known for its hand-breaded crispy tenders, crave-worthy sauces and Texas toast–stacked sandwiches, is bringing the crunch to Waycross with a Grand Opening celebration on April 11 at 2104 Memorial Drive.To celebrate, the first 50 dine-in guests will receive free Layne’s for a year, giving early visitors a very delicious reason to line up.The new restaurant marks&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a>’ first location in Waycross and introduces the community to the chicken finger brand that has built a loyal following and fueled rapid expansion across the U.S. (Fair warning: these tenders may ruin other tenders for you.)After a successful 12-year run as an independent insurance agency owner and a brief stint in the corporate world, Dutch McNeal transitioned into restaurant ownership with five Huddle House locations. Ready for his next venture, and after one very convincing taste test, McNeal chose Layne’s, signing a five-unit deal to bring the brand to Southwest Georgia and Northeast Florida.“I’m excited to bring Layne’s out East,” said McNeal. “It’s an honor to help expand the brand and introduce this product to chicken finger lovers across Georgia and Florida.”The Waycross location will serve Layne’s full menu of chicken finger meals, sandwiches and sides, including its signature chicken finger baskets, Texas toast–stacked sandwiches and fan-favorite chicken club topped with brisket bacon and American cheese. Guests can pair their meal with Layne’s lineup of dipping sauces, from the brand’s signature house sauce to jalapeño ranch, honey mustard, BBQ and gravy.The Waycross opening is the latest milestone in Layne’s continued Southeast growth. The brand recently opened in Roswell, and McNeal is slated to open an additional location in Kingsland in Q2 2026.“We’re thrilled to see Dutch continue expanding Layne’s across Georgia and Northeast Florida,” said&nbsp;<a href="https://www.linkedin.com/in/garrett-reed-5a724a152/">Garrett Reed</a>, Chief Executive Officer of Layne’s Chicken Fingers. “He’s a fantastic operator, and we know the Waycross community is going to love what he and his team bring to the table.”With plans for 40 additional openings in 2026, Layne’s continues to expand strategically nationwide through strong franchise partnerships and disciplined growth.Let’s just say, Waycross is about to get a whole lot crispier.ABOUT LAYNE’S CHICKEN FINGERSFounded in 1994 in College Station, Texas, Layne’s Chicken Fingers built its reputation on hand-breaded crispy tenders, iconic secret sauce and genuine hospitality. What started as a local favorite near Texas A&amp;M University has grown into one of the fastest-rising chicken finger brands in the country, known for its crave-worthy menu, playful personality and loyal fanbase. With more than 40 locations open and rapid expansion underway, Layne’s is bringing its signature chicken finger experience to communities nationwide.For more information, visit&nbsp;<a href="http://www.layneschickenfingers.com">www.layneschickenfingers.com</a>.

Dutch McNeal opens the fast-growing chicken finger brand’s first Waycross location as part of multi-unit Southeast expansion.

Layne’s Chicken Fingers Brings the Crunch to Waycross with April 11 Grand Opening and Free Layne’s for a Year

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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;

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.

Why Layne’s Chicken Fingers Shines as the Real Chicken Finger Contender: What Franchisees Should Know

differentiators-chicken-market

For brothers&nbsp;<a href="https://www.linkedin.com/in/josh-bergeson-31013314">Josh</a> and&nbsp;<a href="https://www.linkedin.com/in/lucasbergeson">Luke Bergeson</a>, the path to business ownership was driven by both personal experience with a family legacy and the education they gained during their time at the University of Wisconsin-La Crosse. While their careers initially took different turns as Josh had a short stint in the finance world before returning to restaurants, the two ultimately came together with their father, Randy, to continue growing the family restaurant business in Wisconsin. Now, they operate two&nbsp;<a href="http://layneschickenfranchising.com">Layne’s Chicken Fingers</a> restaurants and have about a dozen more in the pipeline as they look to bring the Texas-born brand to communities across their state.<h2>Education as a Foundation</h2>Josh and Luke both credit their time at UW-La Crosse for the professional scaffolding necessary to navigate the complexities of business ownership.“I always knew I wanted to go into business, so I went in as a freshman knowing that’s what I wanted to do,” Josh said. “I always enjoyed investing in the markets and thinking about business in general, but it was always from a finance side because I was always good at math and enjoyed that side of things.”Having spent time in the area, Josh knew he loved the environment and compact, accessible campus. Learning about the strength of the UW-La Crosse business school sealed the deal. Though he entered as a finance major, Josh added on the economics major and ultimately decided he enjoyed economics more.Four years younger, Luke experienced the campus through visits to his brother over the years, and he fell in love with La Crosse. Though Luke had always planned to go into the family business, the Bergesons’ mother is an educator and consistently pushed them both to pursue higher education regardless of what their long-term goals were.“I always wanted to go into business with my dad and open restaurants with him, but given my mom was such a proponent of having that degree to fall back on — which was very practical, sound advice — college was a prerequisite,” Luke said. “So I went to school for business management, albeit a little begrudgingly, but it turned out to be a good thing. I learned a lot and met a lot of great people who I’m still in touch with today.”<h2>The La Crosse Community and the ‘Who You Know'</h2>Beyond the classroom, both Josh and Luke found incredible value in the social and professional network they were able to tap into through Delta Sigma Pi, a co-ed business fraternity on campus.“My dad always told me when I was going to college that it’s not always what you know, it’s who you know,” Josh said. “So I joined the business fraternity my freshman year. I got to know a lot of different people and hear the successes and the toils of the different majors. I actually just reached out to someone from the organization about a potential business collaboration. It’s been great to reconnect with those people over the years and see where they’re at and what they’re doing. That was a big part of college that I’ve been able to take and run with on the business side.”<h2>From Theory to the Front Lines</h2>While Josh took a brief detour to the finance world and Luke went right back to the family business after college graduation, both recognize the value of their official education and the firsthand experience they gained along the way.In addition to the theories taught and hypothetical scenarios weighed in a lecture hall, the Bergesons have consistently applied knowledge gained through firsthand experience as they grow as business owners.“There's nothing like actually doing,” Josh said. “Doing is a lot harder than ‘in theory.’ I think having that background of working in the restaurants, even when I was in college — I was a line cook, I was a closer — having that base level knowledge of, ‘Oh well, I used to close Applebee’s, it’s the same principles when it comes to opening and closing, just different equipment.’”<h2>After Graduation: Finding the Right Fit With Layne’s</h2>When Luke came back to the family business following college and Josh left the corporate world to join him, the Bergesons were already operating multiple MOOYAH franchises. They grew to five locations, then started looking for a second concept that would complement the portfolio. That search led them to&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s Chicken Fingers</a>, a brand they felt matched their family-first approach and high standards for quality.“We decided if we were going to be in such a saturated market, we needed to have the best chicken to be able to say we are as good or better than everybody else in this space,” Luke said. “We looked at a lot of different concepts and did side-by-side comparisons, and nothing stood up to Layne’s. The product is just superior.”Beyond the menu, the culture they experienced in the Layne’s system cemented the decision. While the Bergesons are driven to succeed in business, they’re very clear about the “why” behind that drive: family and community. The atmosphere in the Layne’s home office felt like a natural extension of that philosophy.“When we went down to Texas to meet the team, it was very family-oriented,” Josh said. “Right when we walked in, you felt welcome. It didn't feel like sometimes you go into those meetings and it's very formal, it's very corporate. We didn't get that feeling. It felt like they were really interested in us as people and as partners, not just as a number.”The Bergesons’ commitment to Layne’s has already brought significant success, and they’ve proven that Layne’s Soon to be Famous™ chicken really does resonate just as well in Wisconsin as it does across the South. Their operational acumen and ongoing commitment to excellence have paved the way for a big future with the brand. The brothers have signed an agreement to develop over a dozen more across the state as they continue to drive the family legacy forward.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers">https://1851franchise.com/layneschickenfingers.</a>&nbsp;

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

Bringing their finance, economics and business degrees back to the family business, Josh and Luke Bergeson identified the chicken finger franchise as an opportunity for diversification in the market.

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

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