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)

Why This Popeyes Franchisee Is Investing in Newk’s Eatery

10 Reasons to Buy a Newk’s Eatery Franchise in 2026

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

In the world of restaurant franchising, there’s a massive gap between the grease-and-speed model of traditional fast food and the culinary precision of the fast-casual segment. For&nbsp;<a href="https://www.linkedin.com/in/skip-russell-82095814">Skip Russell</a>, a seasoned operator who built a 13-unit franchise empire with Popeyes, that gap represented the perfect opportunity for a second act. While brands like Popeyes and Sonic define the quick-service landscape,&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a> offers a different kind of longevity rooted in fresh ingredients and a transparent kitchen culture.Russell initially thought he was stepping away from the industry entirely after selling his chicken units. But the pull of a brand like&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> proved too strong to ignore."I joke and tell people that retirement only lasted about 20 minutes for me," Russell said.The decision to return was driven by the unique position Newk’s holds in the market, particularly in its home state of Mississippi. It’s a brand built on a better-for-you menu that requires a higher level of operational discipline than the deep-fryer models of days past. For Russell, this wasn't just another business venture. It stands as a way to transition into a brand where quality and guest interaction truly drive growth.<h2>A Legacy Built on Quality</h2>Newk’s offers a familiar but elevated opportunity. As a Mississippi native, Russell had watched the brand grow from its inception under co-founders Don and&nbsp;<a href="https://www.linkedin.com/in/chris-newcomb-55a63518/">Chris Newcomb</a>. He knew the reputation of the founders and the strength of the menu they’d engineered."Chris created the Newk’s menu, the recipes, everything,” Russell said. “He laid the roadmap out for any franchisee to be successful.”The shift required a change in mindset. In the fried chicken business, success is measured in seconds. The goal is to get a customer through the line and back on the road as quickly as possible. But Newk’s operates on a fast-casual timeline where the focus is on healthier ingredients and meticulous preparation."When I came in and started working in our first Newk’s, it drove me crazy that we were making customers wait seven or eight minutes when I was used to three minutes,” Russell said. “It took a little transition for me to slow my brain down and understand we’re doing something different."<h2>The Fishbowl Effect</h2>Beyond the speed of service, the physical environment of a Newk’s kitchen creates a higher level of accountability. While traditional fast food kitchens are often tucked away behind counters and warmers, Newk’s features an open design where guests can watch every pizza being made."We’re more under a spotlight, which I like because it makes us better at what we do," Russell said. "In the past, employees could stand in a corner and take shortcuts. And we wouldn’t know. But, here, our guests will tell us if we’re taking shortcuts. And we like that."This transparency has become a training tool for the next generation of leaders in his restaurant portfolio. It forces a focus on personal appearance, hygiene and precision that might slide in a more enclosed kitchen. For Russell, this environment is the perfect classroom for upper-level operators.<h2>Growth on a Human Scale</h2>Russell originally planned to build six Newk’s Eatery locations. But the momentum of the brand has already pushed him beyond that number. Between new builds and recent acquisitions, he’s already on track for eight stores (though he sees the potential to reach a dozen). His motivation has shifted from personal expansion to building a stable future for his staff."I’m not doing this as much for me anymore," Russell said. "I’ve had my time. I’ve done this for 30 years. I’m creating opportunities for them. As long as they want more and continue to work and earn more, I’ll continue to do more."The smaller size of the corporate structure also provides a level of accessibility that’s rare in the world of 3,000-unit franchises. Russell values the ability to pick up the phone and reach the CEO, the founder or parent company&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a> to discuss a recipe or a marketing strategy. That closeness, combined with a disciplined growth pattern, makes the brand feel more like a partnership than a massive corporate machine.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>.

Photo of Popeyes, Newk's Eatery franchisee Skip Russell

Leveraging 30 years of experience with the Popeyes and Sonic brands, Skip Russell is now scaling with Newk’s, trading the fast-food grind for a healthy, fresh prep model that prioritizes quality.

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://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://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.

how-newks-eaterys-seasoned-leadership-team-is-driving-23-million-auvs

<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, has built a franchise model designed to support long-term multi-unit growth for its owners.&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> systems and training infrastructure are among the biggest reasons the brand works well for multi-unit operators. The company has built detailed processes for training both managers and hourly employees during new store openings, while also supporting franchisees as they continue hiring after opening.&nbsp;“I think a lot of restaurant chains do a good job of training, but I think we do an exceptionally good job of, not only having the tools and the process for it, but the technology behind it,” said&nbsp;<a href="https://www.linkedin.com/in/christopher-cheek-01a4901/">Chris Cheek</a>, chief development officer.&nbsp;Newk’s has an industry-leading support structure. It includes more than 350 hours of initial training, ongoing business coaching and localized marketing support that helps make expanding to multiple units more attainable.&nbsp;Newk’s also has a flexible real estate model that gives franchisees more opportunities to grow across multiple markets and property types. The brand can operate in spaces as small as 2,200 square feet or as large as 4,000 square feet, with locations ranging from freestanding buildings to inline and end-cap spaces. That flexibility allows franchisees to evaluate a wider range of real estate opportunities when developing additional units.“Most of our franchisees are leasing space,” Cheek said. “That only takes about 90 to 120 days for the construction process. It's quicker for us to do leasehold improvement-type deals.”<h2>Support With Site Selection and Build-Out</h2>Newk’s takes an active role in both the site selection and construction support process for franchisees, while also leaning heavily on its training programs to help operators scale successfully. The company also operates 29 corporate locations, many of which it developed itself, giving the leadership team firsthand experience with opening and growing restaurants using its own systems and capital.&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.”Newk’s restaurant design and build-out model also supports multi-unit ownership by focusing on durability, functionality and operational consistency. The brand uses long-lasting materials like stainless steel and quality tile work that can better withstand the wear and tear of high-volume restaurant operations, helping reduce maintenance concerns across multiple locations.&nbsp;<h2>The Competitive Advantage</h2>Newk’s combines flexible real estate options, shorter build-out timelines and structured training systems with direct operational experience from its own corporate locations. Rather than simply advising franchisees from a corporate office, the company continues to actively develop and operate its own restaurants, giving the team firsthand insight into the realities of site selection, hiring, training and opening new locations.“We’re always hip to hip with our franchisees,” Cheek said. “We’re looking for company-owned sites, building sites and hiring and training new teams right alongside them.”That hands-on approach from an experienced team gives a real competitive edge for franchise owners looking to develop a multi-unit portfolio.&nbsp;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;

Why Newk’s Is a Good Franchise for Multi-Unit Operators

Newk’s gives operators room to grow with flexible site formats and a support team that stays involved from real estate through opening.

why-newks-is-a-good-franchise-for-multi-unit-operators

When a franchise owner joins a system, they often look for the stability that comes when a large corporation pairs with the agility of a focused brand. In conjunction with parent company&nbsp;<a href="https://www.fscfranchiseco.com/">FSC Franchise Co.</a>,&nbsp;<a href="https://newks.com/franchise/">Newk’s Eatery</a> is currently finding that balance. By sitting within a multi-brand portfolio alongside&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a> and&nbsp;<a href="https://beefobradysfranchise.com/">Beef ‘O’ Brady’s</a>,&nbsp;<a href="https://1851franchise.com/newks-eatery/info">Newk’s</a> is utilizing a massive corporate infrastructure that helps drive its own fast casual growth. This strategic alignment gives franchisees at the local level access to broader financial and operational advantages. And that type of advantage is simply out of reach for most standalone brands.&nbsp;<h2>Efficiency Through Shared Resources</h2>One of the most immediate benefits of this relationship is the collective purchasing power of the three-brand portfolio. FSC has already generated more than $1.5 million in purchasing synergies by streamlining vendor relationships. For Newk’s franchisees, that translates to significantly reduced food costs (and better margins in an industry where every cent counts). Beyond the supply chain, the brand utilizes a shared technology stack. It delivers a scalable infrastructure. And that configuration includes advanced loyalty programs and marketing tools that improve efficiency without requiring each local owner to fund the development of proprietary systems.&nbsp;<h2>Maximizing AUV and Real Estate</h2>The financial strategy for Newk’s also focuses on a high average unit volume (which is supported by prudent real estate choices). With an average unit volume of about $2 million, the brand outperforms many of its peers in the fast casual space. FSC supports this volume by leveraging expert development resources and tools, such as CoStar, to identify prime markets. The goal is to secure a flexible footprint of around 3,000 square feet. This helps deliver cost-effective ground-up buildouts. And by incorporating features like drive-thrus, Newk’s reduces each franchisee's risk while maximizing the potential for heavier traffic.<h2>Attracting Experienced Operators</h2>Such a strong platform tends to attract a high-caliber of potential franchise owners. The Newk’s system currently has 28 franchisees (many of whom are experienced multi-unit owners with backgrounds in major national brands such as Popeyes and Sonic).&nbsp;<a href="https://www.linkedin.com/in/skip-russell-82095814/">Skip Russell</a>, a former Popeyes franchisee, for example, is currently building on decades of success via Newk’s expansion. Another notable operator,&nbsp;<a href="https://www.linkedin.com/in/todd-jackson-868aa624/">Todd Jackson</a>, is a longtime restaurateur who owns 11 Newk’s locations.Jackson emphasizes that the system's success depends on finding committed partners (those as committed to the brand as he is). He notes that the brand needs "somebody who’s going to protect their restaurant just as much as I protect mine. Because that’s better for all of us." It’s a level of validation from seasoned professionals that underscores the credibility of the broader FSC Franchise Co. platform.<h2>Scaffolding for Long-Term Scale</h2>FSC provides what it calls the scaffolding to scale (a specialized support system designed to help qualified franchisees expand their portfolios). Leads must be managed effectively. And the unified sales team plays a major role in that process. If a prospective franchise owner fails to meet Newk’s capital requirements, the team can then align them with another FSC brand (rather than losing the lead entirely). This helps keep the internal pipeline full. It also helps build a pathway for Newk’s owners to eventually scale into multi-brand ownership by acquiring a&nbsp;<a href="https://1851franchise.com/brasstap/info">Brass Tap</a> or&nbsp;<a href="https://1851franchise.com/beefobradys/info">Beef ‘O’ Brady’s</a> location.By maintaining this focus on shared values and operational excellence, Newk's is positioned to reclaim its growth momentum under the FSC umbrella.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>.

Photo of exterior of Newk's Eatery location

FSC Franchise Co. is accelerating Newk’s Eatery’s expansion by integrating it into a multi-brand platform that offers $1.5 million in purchasing power and expert development resources.

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

MORE STORIES LIKE THIS