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1851 Franchise publisher&nbsp;<a href="https://www.linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">Nick Powills</a> sat down with&nbsp;<a href="https://newks.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">Newk’s Eatery</a> Chief Development Officer&nbsp;<a href="https://www.linkedin.com/in/christopher-cheek-01a4901?utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">Chris Cheek</a> and longtime multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/todd-jackson-868aa624?utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">Todd Jackson</a> to discuss the realities of franchising with the nearly 100-unit fast-casual brand. In&nbsp;<a href="https://www.youtube.com/watch?v=hLsvXHJ2tuU&utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">the recent webinar</a>, the pair shared insights on Newk’s $2.4 million AUVs, operational support and what it really takes to grow with the brand.<h2>The Accidental Franchisee</h2>Jackson, who today owns 12 Newk’s restaurants across Alabama, Mississippi and Texas, never expected to end up on the franchise side of the business.“I graduated from the University of Missouri with a hotel restaurant management degree. Always had restaurants in the family,” Jackson said. “I started with Chili’s restaurants, Brinker International, for about 10 years. Someone referred me to Newk’s, and I immediately thought, ‘No way. It’s way too small.’ At that point, they had two restaurants open, one under construction. But I met with the founders, tried the food, and you could just tell it was something different. I wanted to be a part of that.”That decision in 2006 launched a journey that has spanned nearly two decades. Jackson noted that while financial backing and assembling the right team were the biggest hurdles early on, the consistency of his people and belief in the brand have carried him through. “We’ve had the same crew together from 19 years ago. That’s what kept us going,” he said.<h2>Building Generational Wealth Through Smart Growth</h2>Cheek highlighted Jackson’s trajectory as a validation of&nbsp;<a href="https://1851franchise.com/newks-eatery-a-24m-auv-fast-casual-franchise-opportunity-2727068#stories">what’s possible with Newk’s</a>. “You’re building generational wealth for your family when you’ve built over 10 restaurants,” Cheek said. “Todd is the perfect combination of following the system, but also challenging us as a franchisor with good, tough questions. That’s what we look for.”For Jackson, the answer to whether he’d do it all again is clear: “The answer is yes. I’ve learned so much over the last 20 years. It’s enabled me to do things in life that working as an operator in an existing brand wouldn’t have. I’ve had extremely great experiences that I wouldn’t give up for anything.”Looking ahead, Jackson hopes to grow his portfolio from 12 to 32 restaurants over the next 20 years. “If we hit a flywheel effect, that can improve, but we’d love for the brand to be 200-250 units in the next 5-10 years,” he said.<h2>The Brand Advantage: Economics, Flexibility and Support</h2>Cheek emphasized that while Newk’s may not run national Super Bowl ads, its unit economics, food quality and two-daypart model make it a compelling opportunity. “We’re at nearly 100 restaurants, 29 of which are company-owned, so we’re making marketing, hiring and real estate decisions just like our franchisees,” he said.Recent improvements include a smaller prototype that lowers occupancy costs, stronger real estate infrastructure, and an expanded catering and tailgate platform that franchisees can leverage. “Our goal has always been to improve unit economics so we become more attractive for current franchisees to build more and to attract new ones,” Cheek said.Jackson agreed, pointing to Newk’s loyal customer base. “The amount of regulars that come into Newk’s on a daily basis is outrageous. Once you get them in the door, they’ll want to come back,” he said.<h2>Culture Over Everything</h2>Both Cheek and Jackson underscored that Newk’s isn’t for absentee owners. “We don’t need the son of a doctor who got off a ski slope an hour ago,” Jackson said. “We need somebody who’s going to protect their restaurant just as much as I protect mine, because that’s better for all of us.”Cheek echoed that sentiment, noting that Newk’s looks for cultural fit, restaurant experience and the guts to bring a relatively unknown brand into new markets. “You have to be comfortable taking a new brand to a market and driving awareness for consumers and landlords,” he said.For Jackson, culture and connection matter more than numbers alone. “Life’s too short to work with people you don’t want to deal with,” he said, recalling founder Don Newcomb’s advice from his first meeting in 2006. “It’s just not worth moving forward if you don’t feel that connection.”<h2>Why Now?</h2>Newk’s is on track to hit 100 restaurants by year-end 2025, with two more openings already scheduled. And as part of FSC’s multi-brand portfolio, alongside Brass Tap and Beef ‘O’ Brady’s, franchisees benefit from stronger buying power and shared resources.Cheek, who recently rejoined the brand, sees this as the perfect time for expansion. “I left for a bigger opportunity, but I’ve come back because I think Newk’s is now that big opportunity,” he said.With $2.4 million AUVs, a proven operating model and a leadership team committed to franchisee profitability, Newk’s is drawing interest from multi-unit operators and first-time buyers alike.A transcript of the interview appears below. It has been edited for brevity, clarity and style.Nick Powills: Todd, I’ll start with you. How did you accidentally fall into franchising? What’s your backstory?Todd Jackson: I graduated from the University of Missouri with a hotel and restaurant management degree. Restaurants have always been in my family — grandparents, parents, cousins. I started with Chili’s under Brinker International for about 10 years, during a big shift in casual dining. After that, I looked around but thought I’d stay corporate.Somebody referred me to Newk’s, and my first reaction was, “No way, it’s too small.” They only had two open, one under construction. But I met the founders, tried the food, and it was clear there was something special. That’s still what defines us.I was concerned about being on the franchise side — not being in the know, not being “cool.” So I’ve made it a point to stay connected and engaged with the franchisor.Powills: What does your portfolio look like today?Jackson: We’ve got 12 Newk’s — four in Alabama, one in Mississippi and seven in Texas.Powills: What hurdles did you face early on, and what would you tell yourself then?Jackson: The biggest were financial and people. Most of our team from 2006 is still with us today. Having financial backing and people who believed in the brand kept us going.Franchising is like a marriage — you have to share values. We looked at other brands but didn’t want to spend 20 years with those people. If I could tell myself one thing, it’d be: pick the right spot. You don’t have to grow fast. Mistakes teach you.Powills: Chris, what do you love about Todd’s story?Chris Cheek: Todd challenges us with tough questions, which makes us better. That’s the kind of franchisee we want. We’re at about 100 restaurants, and being an emerging brand means franchisees have to have “the guts” to carry us into a market. It’s not Super Bowl commercials — it’s cultural fit and belief in the brand.Powills: Todd, would you do it again?Jackson: Yes. I’ve learned so much and had experiences I’d never trade. The food keeps guests coming back daily. Success comes from believing in it and running consistent operations. There’s always risk, but the rewards outweigh it.Powills: What’s the dream now?Jackson: Small scale — hitting sales goals. Big picture — we’d love to grow from 12 to 32 units over 20 years. For the brand, 200–250 units in 5 to 10 years feels realistic.Cheek: Todd’s seen the progression since 2006. We’ve improved real estate support, introduced a smaller prototype to lower costs, and strengthened P&amp;Ls. It’s about ROI and growth.Powills: And urgency — are markets selling out?Cheek: Yes, often. We do area development agreements, which tie up territories. Timing matters. I came back to Newk’s because I believe it’s now the bigger opportunity.Powills: Todd, what did you learn from site selection mistakes?Jackson: Demographics matter, but so do visibility, access, parking. In Houston, chicken salad wasn’t the right fit. In Austin, post-pandemic traffic never returned. Lessons learned.Cheek: And we’ve gotten much better. We treat new locations as if they’re our own — same diligence.Powills: Todd, is Newk’s still a “secret” brand?Jackson: Maybe “under-known.” Our fans are concentrated in the Southeast. Outside that bubble, recognition is lower, so franchisees have to carry it into new markets. Our numbers are strong right now. But we need operators who’ll protect the brand, not just investors with money.Powills: Chris, does Newk’s DNA prove it’s ready to thrive?Cheek: Absolutely. Guests are passionate, and we’ve got the economics to back it up. That’s why we survived 2008 and 2020 and are positioned for growth.Powills: Todd, does culture drive your decision?Jackson: Completely. Franchising is a marriage. Don Newcomb told me in our first meeting, “Life’s too short to work with buttholes.” That stuck. Culture and partnership matter most.Powills: Chris, what else should people know?Cheek: By year-end, we’ll be at 100 restaurants. And we’re part of a larger portfolio with Brass Tap and Beef ‘O’ Brady’s, which gives us stronger buying power and shared resources.Powills: Todd, Chris — thank you. If anyone’s watching, fill out a form on the website, then talk to franchisees like Todd. They’ll tell you quickly if it’s the right fit.Jackson: Thanks for having us.Cheek: Thanks, Nick.Watch the full interview&nbsp;<a href="https://www.youtube.com/watch?v=hLsvXHJ2tuU&utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">here</a>.&nbsp;About Newk’s EateryFounded in 2004 and headquartered in Jackson, Mississippi, Newk’s Eatery is a fast-casual restaurant brand known for its signature hospitality and scratch-made meals. With nearly 100 locations across 12 states, Newk’s offers a diverse menu of hand-crafted salads, sandwiches, soups, and pizzas — all made in-house with fresh, premium ingredients and without the use of fryers or microwaves. Guests can also enjoy convenient grab-and-go options and mobile ordering through the Newk’s app, available on Google Play and the App Store, for curbside, in-store pickup, or delivery.Newk’s has earned national recognition from Nation’s Restaurant News, Restaurant Business, and Entrepreneur, and continues to be celebrated for food quality and guest loyalty. To learn more, visit&nbsp;<a href="http://newks.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">Newks.com</a>, join the Newk’s Rewards program or follow along on Facebook, Instagram, LinkedIn and X. For franchise opportunities, visit&nbsp;<a href="http://franchise.newks.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=newks-eatery-franchise-investment-2025-2730167" target="_blank" rel="nofollow">franchise.newks.com</a>.

From Fan to Franchise: Why Newk’s Eatery is a Top Investment in 2025

1851 Franchise

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Newk's Eatery, a fast-casual brand with nearly 100 units, is attracting multi-unit operators and first-time buyers with its strong unit economics, support and commitment to franchisee profitability.

From Fan to Franchise: Why Investors Are Choosing Newk’s Eatery in 2025

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

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