Newk’s Eatery

<a href="https://www.linkedin.com/in/todd-jackson-868aa624/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=longtime-restaurateur-grows-with-newks-eatery-a-legacy-of-leadership-and-success-2728408" target="_blank" rel="nofollow">Todd Jackson</a> has been around the restaurant industry for as long as he can remember. Growing up in Missouri, his family’s restaurants sparked a passion for hospitality that led him to earn a degree in hotel and restaurant management from the University of Missouri. After spending a decade with Chili’s under Brinker International, Jackson decided to pursue franchising as a way to build something of his own.In 2006, Jackson became one of the first franchisees of&nbsp;<a href="https://newks.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=longtime-restaurateur-grows-with-newks-eatery-a-legacy-of-leadership-and-success-2728408" target="_blank" rel="nofollow">Newk’s Eatery</a>, a fast-casual concept that immediately impressed him with its fresh, high-quality menu and supportive leadership team. Over the years, Jackson, alongside a team of partners, has grown his portfolio to 11 locations across Alabama, Mississippi and Texas. His success is fueled by a focus on strong partnerships, a commitment to his team and a deep belief in the Newk’s brand.Now, Jackson is looking ahead to continued growth, excited about the opportunities to bring Newk’s signature dining experience to even more communities.1851 Franchise: Frame your personal story for us.&nbsp;What did you do before franchising, and how did you decide franchising made sense for you?Todd Jackson: I’m originally from Missouri, and my family has been in the restaurant business for generations — starting with my great-grandparents, grandparents and parents. Even some of my cousins are in the industry, so it’s always been a part of my life. When I went to college, I earned a degree in hotel and restaurant management from the University of Missouri. Initially, I intended to go into the hotel side of the business, but when I graduated, I realized that hotel positions paid about $10,000 less than restaurant jobs. That pretty much sealed my decision, and I’ve been in the restaurant industry ever since.My wife and I met at Mizzou, where she also studied hotel and restaurant management. After graduation, she went to work for Panera, while I joined Chili’s, working for Brinker International. I stayed with Brinker for about 10 years before transitioning to Newk’s.When Chili’s started going through some changes in the early to mid-2000s, the industry itself was evolving. Around that time, Newk’s had just been founded in 2004. I joined the company in 2006, making us one of the first franchisees — possibly the third or fourth. While leaving Chili’s, I was figuring out my next step when someone suggested I check out the Newk’s concept. Initially, I was skeptical. At the time, Newk’s only had three locations and I was coming from a company with 1,800. But I decided to visit, and from the moment I walked in, I could see its potential.Everything about Newk’s stood out — the systems and controls were well-structured, the menu was great, the food quality was excellent and it was clearly duplicatable. My wife and I met with one of the founders and an original GM, and it was obvious they knew what they were doing. The founders of Newk’s had also created McAlister’s Deli, which gave them significant industry experience. We were impressed and decided to commit to the brand.At the time, I had two partners who were looking for an operator. I became the operations person in our group, and we opened our first Newk’s location in Birmingham, Alabama. Simultaneously, one of the same partners opened another location in Cypress, Texas (near Houston). However, that operator didn’t work out, so we merged the companies and have been growing in both areas ever since.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Jackson:&nbsp;I’ll tell you, my initial perception of franchising was that there wasn’t much interaction between the franchisor and the franchisee. I thought the franchisor would do their thing, and the franchisee would do theirs. While there is some of that, I found it to be much more collaborative than I expected.My wife worked for another company at their corporate office before we got married. When she moved and ended up in a franchise territory, the experience was vastly different. The franchisee for that company was far behind the corporate stores. Processes and practices that she had been doing for one or two years at the corporate level were completely unfamiliar to the franchisees. That experience gave me a somewhat negative impression of franchising, especially since I had been on the company side for so long. It took me some time to overcome that mindset.What helped us get past it was staying very involved. I’m determined to ensure we’re not out of the loop or left behind. Like anything in life, what you put into it is what you get out of it. By dedicating time and effort to being collaborative with the franchisor, we’ve managed to stay up-to-date and truly be partners in building the brand.I’ve been on the Franchise Advisory Council for several years, and while we don’t make decisions, we serve as an advisory board. The franchisor does a great job of listening to us, bringing ideas to the table and asking for feedback. Additionally, we operate stores in test markets, so we’re often part of piloting new initiatives.Looking back, my initial impression of franchising was shaped by both positives and negatives. The clear advantage is the proven product. The stats are staggering — starting a restaurant independently has about a 90% chance of failure and only a 10% chance of success. With a franchise, those odds nearly reverse, which was something I was excited about. As we got deeper into franchising, I was pleasantly surprised to find that a collaborative relationship with the franchisor is not only possible but incredibly beneficial — if you’re willing to put in the effort.1851:&nbsp;What made you pick this brand? What excites you most about this company?Jackson: I think this ties into what I just mentioned. The leadership — whether it’s the CEO, the chairman of the board or upper management — is a key strength. It’s a relatively small company, so there aren’t a lot of people at the top, but the leaders are genuinely willing to listen and understand what franchisees are experiencing. They operate their own restaurants, ranging from high-volume to low-volume locations, so they share many of the same challenges we face — whether it’s competition from catering giants, labor concerns or other pressures. They feel those same stresses and are open to hearing feedback, which excites me about the future.Another thing that can’t be overlooked is our food. It truly stands out in the industry. Our service model is closer to full-service dining than fast food, whereas some fast-casual concepts lean more toward fast food. We sit in that sweet spot, offering a level of service that includes delivering food, cleaning up after guests and checking in with them — things typically associated with full-service restaurants. That sets us apart from many competitors.As I said, our food is exceptional. While every brand might think that, the quality of our ingredients, the freshness of our products and the variety of offerings back it up. From pizzas and salads to soups, we offer something for everyone in a group. That eliminates the veto vote. For instance, if someone in a group doesn’t want chicken fingers or doesn’t like salads, it can rule out certain restaurants. We solve that problem by catering to different preferences and demographics.What also excites me is our broad appeal. Older people love us, younger people love us and middle-aged people love us. We’re not limited to one demographic — it’s not just men or women, old or young. We fit into everyone’s preferences, which gives us a significant advantage. It’s that universal appeal that helps us succeed.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Jackson:&nbsp;Yes, we are actively looking for new locations. Recently, we expanded our search to include three additional cities in the Mississippi market. We’ve also looked at several locations in Alabama, so our current focus is primarily on the Alabama-Mississippi area. We already have more restaurants in Texas than in Alabama and Mississippi, so we’d like to balance that out. Our plan is to open at least one location next year and another the following year.We’re also always on the lookout for acquisitions. Our growth to 11 locations has been a mix of building new restaurants and acquiring existing ones. For example, we acquired the Coleman location within the past year, Fort Worth about a year and a half ago, and College Station and Waco around three or four years ago. We enjoy acquisitions just as much as building new locations, and we’re very focused on growth.Our goal is to add another five units over the next three years. We’re excited about what’s ahead and remain committed to expanding strategically in the right markets.1851:&nbsp;What is the one thing about your story you want us to know?Jackson:&nbsp;You know, I think there are two key things that make our story stand out. First, my partnership group is fantastic. We get along very well, work together effectively and even socialize together, which is pretty rare. It didn’t start out that way, but over time, we’ve built a strong dynamic that has been crucial to our success. Having great partners makes all the difference in maintaining and growing the business. I’ve had partnerships that didn’t work out, and those “divorces” were anything but fun. The group we have now has been through challenges like COVID, and we came out of it stronger than ever. That resilience is a testament to the strength of our partnership.The second thing is the incredible tenure among our employees. We opened our first location in 2007, and just yesterday, I celebrated the 17th anniversary with two of our hourly partners who have been with us since day one. And that’s just the beginning — across our 11 locations, we have general managers with tenures of 14 years, 12 years and so on. Our least-tenured GM has been with us for two years, while our longest-tenured has been here for about 15 years.This long-term commitment from our team is, I believe, the foundation of our success. The relationships they’ve built — with us and with their own hourly team members — are invaluable. When you have people who’ve been with you for 17 years, it speaks volumes about the culture and stability we’ve created. That’s what I think is the best thing about our story.1851:&nbsp;What advice do you have for other people thinking about becoming a franchise owner?Jackson:&nbsp;I think the advice I’d give is to really understand what you’re getting into when it comes to the restaurant business. It’s not easy and it’s not a high-margin industry. Success comes from doing things correctly, day in and day out. A lot of people who are new to franchising walk into a restaurant, see a line of customers and assume the owners must be making money hand-over-fist. That’s not the reality.It’s critical to know what you’re getting into. Do your due diligence. Understand the brand and make sure it aligns with who you are and what you believe in. If you don’t believe in the brand, you can’t change it to fit your vision. You need to buy into what the brand is, not try to mold it into something it’s not.Those are the two biggest pieces of advice I’d give: know what you’re doing and make sure the brand is the right fit. Over the years, we’ve explored other concepts and gotten very close with a couple, but they didn’t align with us. While we loved the food, the locations and other aspects, the upper leadership didn’t match our values or vision. It wasn’t going to work, so we walked away.The bottom line is to make sure you’re a good fit with the brand and its leadership. That alignment is crucial for long-term success.About Newk’s EateryBased in Jackson, Mississippi, Newk’s Eatery is a fast-casual chain that operates and franchises just under 100 units in 12 states. Founded in 2004 and named after Co-Founder Chris “Newk” Newcomb, Newk’s offers salads, sandwiches, soups and pizzas, all made in-house without fryers or microwaves. Fresh grab-and-go options are also available, and Newk’s new mobile app, now available on Google Play and the App Store, offers mobile ordering for curbside, in-store pickup or delivery. In 2020, Newk’s ranked in Nation’s Restaurant News’ “Top 200 Countdown” and Restaurant Business’ Top 250 Chains. Newk’s has also been selected as a Top Food Franchise by Entrepreneur. In 2021, Newk’s was recognized in Nation’s Restaurant News as a “Top Scorer in Takeout Food Quality” and ranked among the highest “True Loyalty” scores – the percentages of respondents who said they visit because of a real desire to experience the brand, as opposed to convenience. For more information, visit Newks.com, join Newk’s Rewards or follow Newk’s on Facebook, Instagram, LinkedIn and Twitter. For franchise information, visit&nbsp;<a href="https://newks.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=longtime-restaurateur-grows-with-newks-eatery-a-legacy-of-leadership-and-success-2728408" target="_blank" rel="nofollow">https://newks.com/franchise/</a>.&nbsp;

Franchisee spotlight graphic with a photo of Todd Jackson and Newk's eatery logo on blue background

Todd Jackson’s Success as a Newk’s Franchisee: 11 Locations Strong

1851 Franchise

Todd Jackson’s journey from growing up in a family of restaurateurs to managing 11 Newk’s Eatery locations highlights his dedication, teamwork and drive for success.

Longtime Restaurateur Grows With Newk’s Eatery: A Legacy of Leadership and Success

longtime-restaurateur-grows-with-newks-eatery-a-legacy-of-leadership-and-success

FRANCHISE INFORMATION

Why Newk’s Eatery?

Why Now Is the Moment to Join

Executive Q&A

Redefining What Quality Looks Like

Deep Dive

Learn

Visit Website

NEWK’S EATERY

Facebook

Instagram

LinkedIn

TikTok

YouTube

SOCIAL MEDIA

Why Franchisees Are Betting on Newk’s Eatery in the $84 Billion Fast-Casual Industry (and Why Now Is the Moment to Join)

Newk’s Eatery Targets the Suburbs of Columbus, Ohio, for Franchise Development

Why This Popeyes Franchisee Is Investing in Newk’s Eatery

NEWK’S EATERY MOST READ STORIES

1851 LOGIN

GROWTH CLUB LOGIN

ABOUT NEWK’S EATERY

CONTACT NEWK’S EATERY

facebook

instagram

twitter

linkedin

youtube

First Name

Last Name

Email

Phone

City

State

Liquid Assets

Net Worth

Zip Code

Country

What interested you in Newk's Eatery?

Previous Restaurant Experience

Join The Family

Before becoming a&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a> franchise owner, Greg LaFoe worked as a representative at Northwestern Mutual. There, he worked closely with franchise owners of brands such as Sonic Drive-In, which showed him just how successful franchising can be.&nbsp;“I stopped there at Northwestern after about a year and went and worked for a large Sonic Drive-In franchisee in Jackson, Mississippi,” he said. “I did that for about a year, and then I went out to Texarkana, Texas. I really enjoyed it and lived there for about a year. I moved back to Jackson in 2008. With&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> being a local franchise there, I decided to pursue it.”Newk’s stood out because of its freshness. LaFoe noticed how everything was made from scratch and how high the quality of the ingredients was. He saw how each meal at Newk’s is handcrafted in an open environment, while the brand prepares its dishes on-site without any fryers or microwaves.&nbsp;In addition to the quality of the food, LaFoe was also attracted to how franchisees were able to scale efficiently, something he ended up doing himself after opening Georgia’s very first Newk’s location in Lawrenceville.&nbsp;“We decided to expand because the timing was right,” LaFoe said. “We had had two stores that were doing fairly well and we felt the need to grow, and the right opportunity came up. There was a group that was selling four of its locations as the owner was retiring. I'd known the family for a very long time and reached out, and we just decided it was a good fit and ended up purchasing those four units.”&nbsp;He sold the Lawrenceville location in 2017, but has since grown his portfolio to six units across Georgia and Alabama, with restaurants in Norcross, Tucker and Columbus in Georgia, as well as Opelika, Montgomery and Dothan in Alabama.“We bought Tucker in 2023, which was actually a closed location that we reopened,” LaFoe said. “We were able to take that store that was currently doing about $1 million in sales when we bought it, and it will probably do around $2.2 million this year.”&nbsp;LaFoe also saw how well the concept translates into catering and realized early on how it could drive sales, especially for locations that needed a boost beyond in-store traffic. Newk’s menu allows operators to prepare food in bulk without sacrificing quality, and the items travel well, which is important for large orders.&nbsp;“The food holds well over a time period,” he said. “It doesn’t have to be piping hot all the time like a lot of restaurants. Sandwiches and salads just hold themselves well, and you can make them in bulk.”That flexibility has allowed LaFoe to grow revenue without always relying only on foot traffic. Instead of waiting for more guests to come into the restaurant, his team focused on bringing the food directly to customers through catering.“We can’t always get more people to come sit in the restaurant immediately, but we can get that food to people pretty fast,” he said.Catering has also helped him stabilize operations and retain employees. By increasing overall sales volume, LaFoe has been able to maintain consistent hours for his team, even during slower periods, which has led to stronger retention at the store level.“During COVID-19, when everyone had let go of their staff, we actually made a conscious decision to hire,” he said. “When everybody started coming back, we could fulfill these large catering orders. We were able to drastically increase our business during that time.”&nbsp;LaFoe is still building on that momentum today. He plans to continue expanding his Newk’s footprint while building on the systems that have already proven to work.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/newks-eatery.">https://1851franchise.com/newks-eatery.</a>&nbsp;

Greg LaFoe now owns six Newk’s Eatery restaurants across Georgia and Alabama, including a reopened Tucker, Georgia, location projected to reach $2.2 million in sales this year. 

How Newk’s Eatery’s Made-From-Scratch Menu and Scalable Model Allowed This Franchisee to Grow to Six Units

newks-eatery-franchisee-grows-six-units-georgia-alabama

Photo of Popeyes, Newk's Eatery franchisee Skip Russell

why-popeyes-franchisee-invested

image of franchise feature from 1851 franchise for newks eatery in witchita for melody matulewic

Wichita Auto Dealers Shift Gears Into Fast-Casual Dining with Newk’s Eatery

wichita-auto-dealers-open-newks-eatery

Franchisee spotlight graphic with photo of Rick Howard and Newk's Eatery logo

Multi-Unit Dunkin’ and Wild Wing Cafe Franchisee to Bring Newk’s Eatery to Statesboro, Georgia

rick-howard-newks-eatery-franchisee

<a href="https://newks.com/franchise/">Newk’s Eatery</a>, the 97-unit fast-casual restaurant chain known for its fresh sandwiches, soups, salads and pizzas, is targeting suburban Columbus, Ohio, for franchise development. With no current stores in the state, the market represents a wide-open opportunity. Columbus has approximately&nbsp;<a href="https://www.census.gov/quickfacts/fact/table/columbuscityohio/PST045224">390,528 households</a>, which means it can support an estimated 10&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> locations."Columbus checks all the boxes we look for when identifying high-potential expansion markets," said&nbsp;<a href="https://www.linkedin.com/in/christopher-cheek-01a4901/">Chris Cheek</a>, Chief Development Officer of Newk’s Eatery. "It offers strong population growth, attractive household incomes, economic diversity and a suburban customer base that aligns exceptionally well with our brand. We believe franchisees who enter this market early will be well-positioned to build a meaningful, long-term business."&nbsp;Columbus has become&nbsp;<a href="https://columbusregion.com/doing-business/">one of the Midwest’s most attractive cities for business growth</a>, supported by a diversified economy that includes education, health care, technology and finance. The metro area has a median household income of&nbsp;<a href="https://www.census.gov/quickfacts/fact/table/columbuscityohio/PST040224">around $66,082</a>, giving residents enough discretionary spending power for dining and lifestyle experiences.Columbus has also continued to grow. The metro area added 21,000 residents in 2025,&nbsp;<a href="https://www.wosu.org/news/2026-03-26/metro-columbus-gains-21-000-residents-according-to-new-census-numbers">surpassing 2.2 million</a>, while job opportunities and a lower cost of living have helped attract new residents.<h3>How Columbus Fits Into Newk’s Larger Expansion Plans</h3>Columbus is one area where Newk’s is looking to grow as it approaches 100 units. In 2025, the brand signed 10 franchise agreements and opened five new locations. It expanded into cities including Pascagoula, Mississippi; Statesboro, Georgia; Mandeville, Louisiana; and Wichita, Kansas, as well as a college campus location at the University of Georgia.The franchise introduced a new real estate footprint that can operate in as little as 2,800 square feet, giving franchisees flexibility across endcap, inline and drive-thru formats. This allows franchisees to choose strong sites across a variety of trade areas. Franchisees entering the Columbus market will also benefit from key investments Newk’s made in 2025, including the rollout of a cloud-based POS system and a new customer feedback platform designed to improve operational efficiency. The new tools provide insights that inform everything from which limited-time offers should stay around longer to how stores plan staffing.&nbsp;"Columbus offers the kind of market fundamentals that support sustainable restaurant growth," Cheek said. "A growing suburban population, continued economic investment and strong consumer demand make it an ideal environment for franchise owners looking to scale."&nbsp;With no current market presence, Columbus represents an important entry point for Newk’s to introduce its fresh, scratch-made menu to a new customer base. As the brand seeks to exceed its previous pace of development and secure 15 or more new franchise commitments, markets like Columbus will play an important role in its continued expansion.For franchisees considering bringing Newk’s to Columbus, now’s a better time than ever. The brand offers strong sales and several ways to drive revenue. According to the brand’s 2025 Franchise Disclosure Document, the estimated initial investment ranges from $1,022,000 to $1,414,350. Restaurants open for all of 2025 reported average net revenues of $2,373,179, with top-performing locations averaging more than $3.3 million. In addition to in-restaurant sales, Newk’s has established catering and digital ordering channels, giving franchisees additional opportunities to grow the business and reach customers throughout their markets.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/newks-eatery">https://1851franchise.com/newks-eatery</a>.

image of Newk's Eatery Franchise targeting columbus Ohio

The franchise has no current locations in the market, giving franchisees ample white space to grow and capitalize on steady population growth and strong household density. 

newks-eatery-columbus-ohio-franchise-expansion

<a href="https://ownanewks.com/">Newk’s Eatery</a>, the nearly 100-unit fast-casual restaurant brand known for its signature hospitality and scratch-made meals, gives franchisees flexibility in restaurant formats, allowing them to find the best possible site for each market rather than forcing them into a single prototype. The restaurant can work across multiple formats, including freestanding restaurants, end caps, inline spaces, drive-thrus and takeaway-window concepts.“We're looking for a great site first and foremost,” said&nbsp;<a href="https://www.linkedin.com/in/christopher-cheek-01a4901/">Chris Cheek,</a> chief development officer. “When we say ‘What is a great site?’ It could be inline, could be freestanding or a drive-thru.”&nbsp;The flexibility allows franchisees to pursue sites that make the most sense financially and operationally in their local market.&nbsp;<h2>Flexible Footprints Help Lower Buildout Costs</h2>Newk’s has significant experience converting second-generation restaurant spaces, allowing franchisees to often save money compared to building from the ground up, especially when moving into newer former restaurant locations. The franchise can also operate in smaller footprints, which lowers construction costs and reduces the amount of furniture and equipment needed.&nbsp;“We can go as small as 2,200 square feet or as large as 4,000 square feet,” Cheek said. “By being able to shrink our footprint down, you have fewer tables and chairs to acquire to put into the building. You're actually constructing a smaller square footage inside. So there are some savings on the cost there.”Newk’s actively supports franchisees with site selection and construction. Because the company operates 29 of its own corporate locations, many of which it developed itself, the leadership team has firsthand experience opening and growing restaurants in the right locations.&nbsp;“They want it to be the right location for the right demographic, the right traffic counts and the right dayparts,” said&nbsp;<a href="https://www.linkedin.com/in/rick-howard-b7524120/">Rick Howard</a>, a multi-unit franchisee in Georgia. “It’s very specific. I would say Newk’s is more intentional than a lot of fast-food or QSR brands you see where stores are just lined up down the road together. That’s not necessarily Newk’s approach, and that’s been a big help for me coming into a brand I didn’t know that well at first.”<h2>An Open Kitchen Design Built Around the Guest Experience</h2>Newk’s designs its restaurant layouts around the open kitchen. Rather than shaping the kitchen around the dining room, the design process begins by positioning the open kitchen where guests will have a direct line of sight from the front entrance.&nbsp;“If you look at our architectural plans, we actually call the open kitchen the ‘stage.’ The first thing the architect does is look at where the open kitchen can go so that any guest walking in the front door sees the kitchen first,” Cheek said. “Then the rest of the restaurant lays out around the open kitchen.”&nbsp;The approach is meant to create a more engaging guest experience by immediately showcasing food preparation and activity as customers walk into the restaurant.“The first thing you're going to notice is the open kitchen,” said Howard. “And I think that's really big for customers. It's an open book. You see what's going on, which is not always the case in a lot of restaurants.”&nbsp;Newk’s has also made adjustments to its restaurant materials and finishes to help lower construction costs without changing the guest experience. The brand focuses on achieving the same visual appearance with more cost-effective materials, such as using painted walls instead of tile in certain areas.&nbsp;“They use all the right materials,” Howard said. “I was so impressed with things like the lighting fixtures, for example, where obviously somebody really thought about what to use.”Flexible restaurant formats, thoughtful site selection and an efficient buildout strategy give Newk’s franchisees a real estate model that helps them enter markets more strategically while maintaining the guest experience the brand is known for.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/newks-eatery/.">https://1851franchise.com/newks-eatery/.</a>&nbsp;

Newk’s Eatery’s Flexible Real Estate Model Supports Smarter Growth for Franchisees

Newk’s Eatery gives franchisees flexibility in restaurant size, format and site selection, helping operators lower buildout costs and pursue smarter growth opportunities in their local markets.

newks-eaterys-flexible-real-estate-model-supports-smarter-growth-for-franchisees

<a href="https://newks.com/franchise/">Newk’s Eatery</a>, the 97-unit fast-casual restaurant chain known for its fresh sandwiches, soups, salads and pizzas, is targeting the Raleigh-Durham market in North Carolina for franchise development. With no current restaurants in the area, the market is ripe for growth as the brand continues to expand nationwide. With more than an estimated 2 million people living in the region, Newk’s has room for at least 12 new restaurants.&nbsp;&nbsp;"Raleigh-Durham represents exactly the kind of market we look for as we grow our footprint," said&nbsp;<a href="https://www.linkedin.com/in/christopher-cheek-01a4901/">Chris Cheek</a>, chief development officer of Newk’s Eatery. "The region combines strong population growth, an exceptional business climate and a consumer base that appreciates quality dining. For the right franchise partner, there is tremendous long-term potential here."&nbsp;In&nbsp;<a href="https://wallethub.com/edu/best-cities-to-start-a-business/2281">WalletHub’s 2026 rankings</a>, Raleigh placed ninth among the best large cities to start a business. Durham ranked No. 12. The rankings were based on business environment, access to resources and cost. The median household income in Raleigh is around $85,395, which suggests consumers have discretionary income to spend on dining.The population is&nbsp;<a href="https://www.avisonyoung.us/w/how-raleigh-durham-is-defying-national-trends-with-robust-growth">also growing steadily</a>. The region saw a consistent average annual population growth rate of around 2.40% from 2000 to 2024. If that growth continues, the population is expected to exceed 2.5 million by 2030.<a href="https://raleighnc.gov/doing-business/services/small-business-startup-roadmaps/restaurants-roadmap">Raleigh has a variety of restaurant spaces</a> available, including second-generation locations that come with existing kitchen setups. Newk’s Eatery’s flexible real estate model gives franchisees more options when choosing where to open. Because the brand can operate in a range of formats, from freestanding restaurants to inline spaces and drive-thrus, owners can find a site that fits their market and budget rather than being limited to a single setup. That flexibility can help lower costs, make site selection easier and create more opportunities for growth.“We’ve spent a lot of time making sure our model works in today’s environment,” Cheek said. “From the size of the box to the menu to the way we operate, everything is designed to help franchisees drive strong returns while maintaining the quality we’re known for.”<h3>How Raleigh-Durham Fits Into Newk’s Larger Expansion Plans</h3>In 2025, Newk’s signed 10 franchise deals and opened five restaurants in Pascagoula, Mississippi; Statesboro, Georgia; Mandeville, Louisiana; Wichita, Kansas; and at the University of Georgia.“Raleigh-Durham is exactly the type of market we’re prioritizing as we grow. It has strong population growth, a steady flow of new residents and a business environment that supports long-term success,” Cheek said. “For franchisees, that means entering a market with real demand and significant room for expansion.”Newk’s is building on the momentum it has already seen and plans to exceed its 2025 development pace, targeting 15 or more new franchise commitments. With no current presence in Raleigh-Durham, the market represents a key opportunity to introduce the brand’s fresh, scratch-made menu and franchise model to a new and growing customer base.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/newks-eatery.">https://1851franchise.com/newks-eatery.</a>&nbsp;

Newk’s Eatery Targets the Raleigh-Durham

With no existing locations in the market, the fast-casual restaurant brand sees an opportunity to grow in a region with strong demographics and favorable business conditions.

Newk’s Eatery Targets the Raleigh-Durham Market in North Carolina for Franchise Development

newks-eatery-raleigh-durham-franchise-expansion

JACKSON, Miss. —&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a> has been named to the&nbsp;<a href="https://www.fastcasual.com/resources/2026-fast-casual-top-100-movers-shakers/">2026 Fast Casual Top 100 Movers &amp; Shakers list</a>, coming in at No. 25 among the restaurant brands recognized this year. The annual list highlights fast-casual concepts that are gaining attention for how they serve guests, grow their brands and respond to changes in the industry.The Movers &amp; Shakers list evaluates brands based on factors including sales performance, customer service, technology adoption and leadership. This year, judges also incorporated the Fast Casual Index, a data-driven tool that analyzed metrics such as menu pricing, customer sentiment, unit growth and social media engagement.In addition to the brand's recognition,&nbsp;<a href="https://www.linkedin.com/in/madison-newcomb-7600a2a3/">Madison Newcomb</a>,&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> director of marketing, was honored as&nbsp;<a href="https://www.fastcasual.com/articles/cava-named-no-1-brand-of-2026-at-fast-casual-top-100-gala/">Fast Casual's Woman of the Year</a>. The award recognizes her leadership in growing and elevating&nbsp;<a href="https://newks.com/newks-cares/">Newk’s Cares</a>, the brand’s charitable initiative dedicated to supporting Ovarian cancer patients and their families. Under her guidance, the program has expanded its impact while strengthening Newk’s commitment to giving back in the communities it serves. The recognition also reflects the collective efforts of Newk’s franchisees, restaurant teams, support center staff and partners who have helped make the initiative successful.“I am incredibly honored to be named Fast Casual's Woman of the Year,” Newcomb said. “This recognition means a great deal to me because it reflects years of hard work, growth and dedication to causes I care deeply about. Being able to combine my passion for marketing with meaningful community impact has been one of the most rewarding parts of my career.”&nbsp;For Newk’s, the recognition caps off a year marked by several operational upgrades and menu additions. The brand, based in Jackson, Mississippi, has introduced new wraps and value-oriented combo meals while expanding the use of self-order kiosks across much of its system. The kiosks were designed to make ordering more convenient for guests and help restaurants operate more efficiently during busy periods.&nbsp;Newk’s has been recognized alongside some of the largest names in the fast-casual sector, despite having fewer than 100 locations. This recognition highlights the brand's continued commitment to serving made-to-order meals prepared with fresh ingredients. The brand has also made a major investment in technology to help deliver a high-quality guest experience.“For a relatively small team, we accomplish an incredible amount, which makes recognitions like this especially meaningful,” said&nbsp;<a href="https://www.linkedin.com/in/chris-elliott-7365a6b/">Chris Elliott</a>, CEO of Newk’s Eatery. “Being named among the Top 100 fast-casual brands is a reflection of the people across our entire system who make Newk’s successful every day. From our restaurant teams and general managers to our support center staff, franchisees, vendor partners and so many others, this recognition belongs to all of them. I’m incredibly proud of what we’ve been able to achieve together.”The dual recognition underscores Newk’s momentum as both a growing restaurant brand and a company committed to making a positive impact in the communities it serves.About Newk’s EateryBased in Jackson, Mississippi, is a fast-casual restaurant brand known for its culinary-driven menu featuring made-from-scratch soups, sandwiches, salads, pizzas and Signature Cakes. Founded in 2004 by Chris “Newk” Newcomb and partners, Newk’s operates and franchises nearly 100 restaurants across 16 states. The brand is known for its commitment to fresh ingredients and scratch-made quality, preparing meals without fryers or microwaves and hand-prepping ingredients daily in every restaurant.Newk’s continues to earn national recognition for both its food and franchise opportunity. In 2025, Newk’s was recognized on Fast Casual’s Top 100 Movers &amp; Shakers list, ranked No. 229 on the Franchise Times Top 400 List, ranked No. 198 on Technomic’s Top 500 Chain Restaurant Report, and ranked No. 2 Best Fast Casual Brand on the USA Today Reader's Choice List. In 2026, Newk’s continues to build momentum, placing No. 25 on Fast Casual’s Top 100 Movers &amp; Shakers list, among many other accolades.Newk’s new mobile app, now available on&nbsp;<a href="https://play.google.com/store/apps/details?id=com.olo.newks&amp;hl=en">Google Play</a> and the&nbsp;<a href="https://apps.apple.com/us/app/newks-eatery-ordering/id1199074383">App Store</a>, offers mobile ordering for curbside, in-store pickup or delivery. For more information, visit&nbsp;<a href="https://newks.com/">Newks.com</a>, join&nbsp;<a href="https://newks.com/rewards">Newk’s Rewards</a>, or follow Newk’s on&nbsp;<a href="https://www.facebook.com/NewksEatery/">Facebook</a>,&nbsp;<a href="https://www.instagram.com/newkseatery/">Instagram</a>,&nbsp;<a href="https://www.linkedin.com/company/newks-eatery">LinkedIn</a> and&nbsp;<a href="https://twitter.com/newks">X</a>. For franchise information, visit&nbsp;<a href="https://ownanewks.com/">ownanewks.com</a>.

The Mississippi-based restaurant brand was recognized for its guest experience and steady growth, while Madison Newcomb earned Woman of the Year honors for her work with Newk's Cares.

Newk’s Eatery Named to Fast Casual 2026 Top 100 Movers & Shakers

newks-eatery-fast-casual-2026-top-100-movers-shakers

<a href="https://www.linkedin.com/in/christopher-cheek-01a4901/">Chris Cheek</a>, chief development officer of&nbsp;<a href="https://ownanewks.com/">Newk’s Eatery</a>, is helping guide the brand’s next stage of franchise growth as the company sharpens its development strategy around unit-level performance. The fast-casual brand, known for its made-from-scratch menu spanning sandwiches, salads, soups, pizzas and catering, reports average unit volumes of approximately $2,311,855 for all franchised and company-owned restaurants in fiscal year 2025. The franchise operates 29 company-owned restaurants, making it the largest operator within its own system.“We've been there and done that 29 times and we're still looking for sites to build more company-owned stores,” Cheek said. “We’re hip to hip with our franchisees.”&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> leadership team has played a key role in the brand’s growth in the fast-casual restaurant industry. That story begins with&nbsp;<a href="http://linkedin.com/in/chris-newcomb-55a63518">Chris Newcomb</a>, who also co-founded McAlister’s Deli. He launched Newk’s with the goal of serving family-inspired recipes in an open kitchen where guests can watch their food being made fresh every day.Since its founding in 2004 in Oxford, Mississippi, the brand has expanded with the help of an experienced leadership team. Here’s a closer look.<h2>Operational Experience at the Executive Level</h2>Behind Newk’s Eatery’s development strategy is a leadership team with decades of experience in restaurant operations and franchise development.<a href="https://www.linkedin.com/in/frank-paci-8b1a56a/">Frank G. Paci</a> was previously CEO at Corner Bakery Café and Il Fornaio Restaurants. He became CEO of Newk’s Eatery in 2021. Under Paci’s leadership, Newk’s has reworked its prototype, reducing the footprint from roughly 4,000 square feet to as small as 2,800 square feet. This has reduced franchisees’ occupancy costs while maintaining the dine-in experience. The brand has continued to post average unit volumes of more than $2 million.Paci has also helped implement Newk’s more disciplined growth strategy, which focuses on existing market density instead of rapid expansion.Senior Vice President of Operations&nbsp;<a href="https://www.linkedin.com/in/mcwilson1/">Matt Wilson</a> also brings that strategy to the table, with nearly 20 years of experience working with Newk’s. He has held roles ranging from general manager to director-level positions since 2007.&nbsp;Wilson has been directly involved in store openings, training and operations. He’s been part of refining training programs totaling more than 350 hours for franchisees and improving store-opening processes. His operational background helps ensure that changes are practical for franchisees.&nbsp;Cheek has served as chief development officer since June 2025, and did a prior stint with Newk’s in the role from 2014-2019. Prior to coming on board, he was president and managing partner of Atlantic Franchise Advisors. He has also previously been chief development officer at companies such as Modern Restaurant Concepts, FAT Brands’ QSR division and Global Franchise Group.&nbsp;Together, Paci, Wilson and Cheek bring a combination of outside perspective and internal experience, with a shared focus on improving unit economics, growth strategy and store-level execution.<h2>Technology as a Growth Driver</h2>As guest habits have changed, Newk’s has put more emphasis on its technology.&nbsp;<a href="http://linkedin.com/in/adam-karveller-37832931">Adam Karveller</a> moved into the chief technology officer role in 2023 after years of leading IT at Newk’s and has helped update how the system operates.Online ordering, catering, delivery partnerships and a mobile app with rewards are now part of the daily operations. They’re used across both corporate and franchised locations and give owners more ways to drive sales beyond the dining room.&nbsp;In addition, data from POS, digital channels and in-store systems help the brand better understand guest behavior and operational performance.“Data is great to help understand guest behavior across channels, whether that's third-party marketplaces, digital ordering or in the store,” Karveller said. “We can look at our business in two slices and make sure that we're well-staffed to execute catering because it's a big differentiator for us at Newk’s.”&nbsp;<h2>Board-Level Franchise and Investment Oversight</h2>Newk’s operates under&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a>, which also owns&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> and&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a>, and led by CEO,&nbsp;<a href="https://www.linkedin.com/in/chris-elliott-7365a6b/?utm_source=1851franchise.com&amp;utm_medium=article&amp;utm_campaign=fsc-franchise-co-leadership-team-2731766">Chris Elliott</a>, alongside a comprehensive leadership team with a collective 230+ years of industry experience. The board includes&nbsp;<a href="https://www.capitalspring.com/">CapitalSpring</a> partners&nbsp;<a href="https://www.linkedin.com/in/erik-herrmann-205aa624/">Erik Herrmann</a>,&nbsp;<a href="https://www.linkedin.com/in/wade-daniel-cfa-93430764/">Wade Daniel</a> and&nbsp;<a href="https://www.linkedin.com/in/jim-balis-5879a34/">Jim Balis</a>, adding experience in franchise investment and portfolio management as the brand continues to grow.Having both restaurant operators and franchise investors on the team helps balance brand values with smart financial management. This mix also strengthens Newk’s as a franchise model, with support in real estate, construction, training and ongoing field support.<h2>Shaping the Brand for the Long Term</h2>Newk’s flexible restaurant designs, including freestanding buildings, inline restaurants, drive-thru options and end-cap spaces, show that leadership is adapting to changing customer habits. Programs like&nbsp;<a href="https://newks.com/newks-cares/">Newk’s Cares</a> — an initiative that raises awareness for ovarian cancer and has generated $2.5 million for the Ovarian Cancer Research Alliance — also help keep the brand connected to the community.The current leadership team combines the founder’s vision, experienced restaurant leaders and a board focused on franchise operations and growth. Each team member plays a role in supporting the brand’s operations and growth. Together, they have helped make Newk’s a brand that balances hospitality with strong operations, keeping it relevant in the fast-casual market.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/newks-eatery.">https://1851franchise.com/newks-eatery.</a>&nbsp;

How Newk’s Eatery’s Seasoned Leadership Team is Driving $2.3 Million AUVs

Newk’s executives are reshaping the model with smaller footprints, market-focused expansion and operational changes designed to improve unit-level performance.

Longtime Restaurateur Grows With Newk’s Eatery: A Legacy of Leadership and Success

MORE STORIES LIKE THIS