Layne's Chicken Fingers

With 11 restaurants open and more in development,&nbsp;<a href="https://www.linkedin.com/in/mfatany/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-this-halal-guys-and-laynes-chicken-franchisee-is-taking-over-the-houston-restaurant-scene-2725304" target="_blank" rel="nofollow">Masroor Fatany</a>, a multi-unit franchisee in the Houston area and the founder of&nbsp;<a href="https://aygfoods.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-this-halal-guys-and-laynes-chicken-franchisee-is-taking-over-the-houston-restaurant-scene-2725304" target="_blank" rel="nofollow">AYG Food Services</a>, has built a powerful team and footprint in the community.&nbsp;In 2016, Fatany launched&nbsp;<a href="https://fransmart.com/brand/the-halal-guys/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-this-halal-guys-and-laynes-chicken-franchisee-is-taking-over-the-houston-restaurant-scene-2725304" target="_blank" rel="nofollow">The Halal Guys</a>’ presence in Houston, attracting masses of guests who lined up down the block. Then, in 2020, he became&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s Chicken Fingers</a>’ first franchisee, bringing a restaurant to the Houston metro area. As a Texas A&amp;M alum, Fatany knew the power the chicken finger franchise held with members of the College Station community and knew he wanted to be a part of its expansion throughout the state. Now, Fatany has four operational&nbsp;<a href="http://layneschickenfranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-this-halal-guys-and-laynes-chicken-franchisee-is-taking-over-the-houston-restaurant-scene-2725304" target="_blank" rel="nofollow">Layne’s</a> locations and is actively negotiating real estate agreements for another two.“Masroor understands our vision and values, and he has proven his skills as a multi-unit operator,” said&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-this-halal-guys-and-laynes-chicken-franchisee-is-taking-over-the-houston-restaurant-scene-2725304" target="_blank" rel="nofollow">Samir Wattar</a>, chief operating officer of Layne’s Chicken Fingers. “He has built a strong team around him, and he shares our passion for Layne’s and the belief that the sky’s the limit for our system.”Since bringing the first Layne’s restaurant to the Houston area, Fatany has continued to expand the franchise aggressively. In February 2023,&nbsp;<a href="https://1851franchise.com/layneschickenfingers/laynes-chicken-fingers-opens-first-drive-thru-only-location-in-houston-texas-2721468#stories">Fatany opened the brand’s first-ever drive-thru-only location</a>. The Houston restaurant features a drive-thru tunnel complete with bold Layne’s graphics, creating a truly immersive experience for each guest. While this model is distinctly different from the standard Layne’s model, which focuses on dine-in and carry-out meals, it had an explosive launch and it continues to perform incredibly.Last October,&nbsp;<a href="https://1851franchise.com/layneschickenfingers/laynes-chicken-fingers-opened-new-beaumont-location-on-october-18th-2724132#stories">Fatany opened another Layne’s restaurant in Beaumont</a>. During the first few months of operations, the Beaumont location served thousands of guests and consistently saw lines wrapped around the block.“I remember all of the excitement around the brand when we opened in Beaumont. We were the talk of the town in Facebook groups and on the local news, and we had a really long line,” said Fatany. “That location is directly across the street from a [Raising] Cane’s, and seeing a huge line of cars waiting for us when there is a respectable competitor right across the street made us feel good. We knew we were bringing a really great product to the market, and the response from the community was proof that we were really on to something.”Earlier this year, Fatany opened his fourth Layne’s restaurant, further expanding his presence in the Houston area. Though he has built an impressive track record with the brand already, Fatany is nowhere near done. The two restaurants that are currently in development are his immediate focus, but ultimately, Fatany says he plans to make Layne’s a household name.Because Fatany has secured both the Houston and Beaumont territories, he and his team are able to take the time they need to develop more strategically, ensuring they grow the brand where and how it most makes sense.In addition to his expansion with Layne’s, Fatany continues to grow with The Halal Guys, demonstrating the sheer power of the AYG Food Services team, the passion he brings to the table, and his own expertise in the restaurant space.“We’re thrilled to have connected with Masroor and proud of the growth he has already seen with our system,” said Wattar. “He is a valued asset to the Layne’s team with a clear excitement about what we’re doing here, and we couldn’t be happier to be on this journey with him.”To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">https://1851franchise.com/layneschickenfingers/info</a>.&nbsp;

Masroor Fatany Is Making Layne’s Franchise a Household Name

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With four Layne's restaurants (and counting) in the Houston area, Masroor Fatany has a stake in making the chicken franchise a household name.

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

How This Halal Guys and Layne’s Chicken Franchisee Is Taking Over the Houston Restaurant Scene

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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

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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.

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

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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;

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

With Arby’s growth opportunities nearly maxed out in North Central Ohio, Doug McGuire chose the rapidly growing chicken finger franchise to support his leap into a new segment.

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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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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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;

image of Laynes chicken fingers franchise in 2026 fast food chicken market opportunity

The Texas “Born and Breaded” chicken franchise is rapidly expanding, backed by a franchisee-first support system, strategic operational model and cult-like following.

5 Reasons to Invest in a Layne’s Chicken Fingers Franchise for 2026

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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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<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.

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