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Otherwise, they get rose-colored glasses about success in the home market and presume it will equate quickly. You discussed expecting 5070% volumes. I've even seen cases where it's just 2530% at launch.
You require equity sponsors who believe in the vision and the team. Another lesson: you need to open 4 to six stores in a new market within 2 to 3 years. That's expensive, but it creates emergency, develops awareness, and validates above-store leadership. Without it, you stay sluggish and unprofitable.
At Chop Shop, we deliberately constructed strong bases in Phoenix and Dallas initially. That offered us the profitability to hold up against sluggish starts in Houston and Atlanta. And we were fortunate that Dallasour second marketwas also where our group lived. Having the entire team in-market to support shops, hire, and make sure culture was big.
People often underestimate how important team is to scaling. How have you approached building and scaling your group? This is something I'm actually proud of. Our team took all the things we hated from previous jobsfeeling underappreciated, underpaid, growth-stifledand developed the opposite culture here. We stress development mindset and career pathing.
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