After decades of moving between corporate leadership and franchising, Scott Davis has found his long-term focus with Layne’s Chicken Fingers. “Layne’s is my final hurrah,” he said, having signed a 15-unit agreement to grow the brand in Utah. With years of experience as an operator, Davis was drawn to Layne’s not just for its cult-like following, but for its disciplined approach to franchising. Unlike many brands that rush to scale, Layne’s leadership took the time to refine its model before expanding — a strategy that gave Davis confidence in the investment.

Davis has always viewed himself as an operator rather than an idea guy, which shaped how he approached franchise ownership. “Some people look at franchise fees — 5% or 7% — and think it’s a lot,” he said. “But when you compare that to the cost of building a brand, website, operations, supply chain and everything else on your own, it’s actually cheaper.” He believes that if a franchisor reinvests fees into support and operations rather than just selling more locations, the value is clear. That transparency was a major factor in his decision to partner with Layne’s.

Now, as he focuses on expanding the brand, Davis is also thinking about the future. His two sons, both in business school, may eventually join the business, turning this into a long-term family enterprise. But beyond growth, he’s most proud of the impact he can have on employees. “Everyone remembers their first job, and I want to make sure it’s a positive experience,” he said. As he builds Layne’s in Utah, that legacy — both for his family and for the people who work for him — drives his vision forward.

Davis was recently featured on an episode of 1851 Franchise’s “Meet the Zee” webinar, where he was interviewed by Publisher and Chief Growth Officer Nick Powills about his journey in franchising, why he chose Layne’s Chicken Fingers and how he plans to scale the brand while creating opportunities for his family and employees.

A transcript of the interview has been provided below. It has been edited for brevity, clarity and style.

Nick Powills: All right, Scott, the first question is either the hardest or the easiest, depending on how you look at it. How did you accidentally fall into franchising? What's your franchise backstory?

Scott Davis: I've been associated with four different franchising brands. I've always considered myself a great operator, but not necessarily an idea guy. Over the past 15 to 20 years, I’ve focused on finding a great business model with a strong franchisor to partner with. I use my operations background to successfully execute that model.

Powills: When did you first become a franchisee?

Davis: It was probably in the early ‘90s. I’ve oscillated back and forth between franchising and the corporate world. My wife jokes that I still don’t know what I want to do when I grow up. I’ll do a franchise deal, love it and stay in for four or five years. Then I miss certain aspects of corporate strategy discussions, so I go back. But after a few years, I get frustrated with the politics and return to franchising. It’s been that way for 20-plus years. But for the last six or seven years, I’ve been strictly in franchising. Layne’s is my final hurrah.

Powills: The wisest part of your opening statement was when you said, "I'm an operator, not an ideas guy." Did it take you a while to accept that? Some people struggle with wanting to be entrepreneurs when they’re actually more entrepreneurial.

Davis: No, I never really struggled with that. I recognized it early on, partly due to my risk tolerance. Being a franchisor carries a certain amount of risk, but if you partner with the right franchisor, a lot of that risk is mitigated compared to starting a business from scratch. The rewards may not be as high as going solo, but I reconciled that easily.

Some people look at franchise fees — 5% or 7% — and think it’s a lot. But when you compare that to the cost of building a brand, website, operations, supply chain and everything else on your own, it’s actually cheaper.

Powills: I agree. But you have to watch for what I call "franchise fee creep." That 5% or 7% can grow as brands add commissary fees, markups, and other costs. It’s always something to look out for.

Davis: Absolutely. If the franchisor is reinvesting that fee into operations and franchisee support, rather than just selling more franchises, then it’s worth it. But transparency is key.

Powills: I've been in franchising for 20 years but never bought a franchise. I know I wouldn’t be a great franchisee because I’m the ideas guy. That said, I’ve evaluated over 1,000 brands, and I don’t think I’ve seen one like Layne’s.

They’ve got a strong real estate foundation, they’re well-capitalized and they’ve got an operations expert in place. Did you understand the depth of what was behind Layne’s when you first looked at it? How did you identify the opportunity?

Davis: I saw the opportunity from a few different angles. First, my wife and family have ties to College Station and Texas A&M. Layne’s has a cult-like following, similar to In-N-Out on the West Coast. The Aggie loyalty to the brand was appealing.

Second, when I spoke with [CEO] Samir [Wattar], he made it clear they were doing this differently. They didn’t want to nickel-and-dime franchisees with extra costs. They were committed to keeping fees limited to royalties and marketing contributions that actually benefit franchisees.

Lastly, they didn’t rush into franchising. They bought the brand, spent years refining it and only then decided to expand. That level of patience and preparation is rare.

Powills: Exactly. Many early-stage franchisors rely on franchise fees to cash flow their business, which can lead to poor franchisee selection. Layne’s isn’t doing that. Why do you think other franchisors don’t follow best practices like this?

Davis: Some start with good intentions, but greed or outside pressures — like private equity — can shift priorities. When you have investors pulling the strings, decisions start being driven by financials rather than franchisee success.

Powills: That’s a big part of it. Many franchisors scale up, sell to private equity, and then the focus shifts entirely to the P&L. The franchisees — the people who built the brand — end up as an afterthought.

Davis: Exactly. Layne’s is different because they’re already well-capitalized. They don’t need to sell out or make desperate decisions to generate quick revenue. They can focus on doing it right.

Powills: So, what’s your dream with Layne’s?

 Davis: I’ve signed on for a minimum of 15 units over the next five or six years. My two sons are in business school, and there’s potential for them to get involved down the line. But for now, I’m focused on getting locations open, building a strong organization and helping the brand grow in Utah.

Powills: You’ve worked hard throughout your career. Did grinding and hustling build enough wealth for you to take on a 15-unit agreement?

Davis: It’s a combination of corporate leadership roles and successful franchise ventures. I’ve had strong positions in both, and that’s given me the foundation to take on something of this scale.

Powills: Do you take a moment to reflect and appreciate what you’ve accomplished?

Davis: It’s fun to look back, but each new chapter brings new challenges. This is the first time I’m scaling to this level, so I’m excited about that. The experiences I’ve had before have positioned me well for it.

Powills: It sounds like at this stage, money is more of a scorecard than a necessity. And it seems like legacy is becoming important — especially with your sons possibly joining in the future.

Davis: Absolutely. What’s really rewarding now is the impact we have on our employees. For many of them, this is their first job. Everyone remembers their first job, and I want to make sure it’s a positive experience. Ten or fifteen years ago, I wouldn’t have thought about that as much, but now, it’s one of the most fulfilling parts of what I do.

Powills: That’s great. Congratulations on getting one location open. I look forward to seeing what your story looks like at 15.

Davis: Thanks. I appreciate it.

Watch the full interview above or on YouTube.

For more information on the costs to buy a Layne’s Chicken Fingers franchise, please visit https://1851franchise.com/layneschickenfingers.