Newk’s Eatery

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

https://www.youtube.com/embed/hLsvXHJ2tuU

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

This brand page has been paid for by NEWK’S EATERY. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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<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.

Newk’s Eatery Leverages Multi-Brand Platform, $1.5M Purchasing Power Through FSC Franchise Co. To Drive Growth

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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

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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.

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

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