National Success in Corporate Expansion

And we likewise have Clinton Anderson, the CEO of 4th, who will be moderating the discussion with Jason. Jason, how about I let you give the audience some information about your background and you can likewise inform them a little bit about Chop Shop.

My name is Jason Morgan, CEO of Original Chop Store. We purchased the brand in 2016three unitsand I've grown it to 26. After a brief stint of attempting to be an accounting professional for about a year and a half, I transitioned into casino home and worked in business financing.

I was the very first employee there after private equity purchased business. Assisted grow that from 20 to 150 locations, took it public in 2014, and after that left about a year and a half after going public to do this at Chop Shop. My hope is that we can duplicate the success we had at Zos, and we're off to an actually great start.

We're at the counter, we bring the food to the table. The secret to the program is we have a drink part as well with fresh-squeezed juices and protein shakes.

Freddy's Frozen Custard & Steakburgers

A little more complicated than some of the walk-the-line ideas that are out there, however we believe we've got something pretty special. We're going to add another store this year and a minimum of 4 stores next year. We will be 31 or so shops by the end of next year.

Major Growth Milestones in 2026

I've been in this role for about 6 years. 4th, as many of you understand, is a leading provider of software application solutions to the dining establishment and hospitality industry. Our goal is to help our clients be successful in driving profitability and being efficientmanaging labor, managing stock, and generally providing them with tools they require to provide their vision.

It's unusual to have companies that are cherished and growing quickly, that can duplicate that success year after year. Jason, one of the reasons I was so excited to have you join our session is the success at Zos was incredible. I've just fulfilled a handful of brands where there was such a strong consumer affinity for the brand.

And now you're doing the very same thing at Chop Shop. When you talk to clients about Chop Shop, they like the location. They discuss its differentiation. And to be able to take what is a reasonably complicated concept in regards to delivering a terrific experience for the customer, and have the ability to grow that from a couple of shops to now north of 30 stores next yearit's amazing.

We're going to talk about how to scale a restaurant business. Every restaurateur I ever speak with has imagine taking one shop, 2 shops, five shops, and turning it into something much biggerexpanding throughout the city, across the state, into several states, and eventually nationwide, even global reach. It's not easy, particularly in today's environment.

Labor is tough. Inventory costs remain high. It's not an easy time to drive success and development at the very same time. We're delighted to have you here today, Jason, since we're going to dig into that topic. The questions are going to be truly around: how do you grow an organization? How do you scale it and make it effective? How do you reproduce early success? And from there, after we discuss your experience and the lessons you've discovered, we 'd like to then say: well, appearance, how could innovation help? How can you utilize technology as a multiplier to duplicate early success to significant success? Second, beyond technology, how do you scale excellent groups? And lastly, AI.

Quick Service Market Share Growth for 2026

The very first concern I have for you, Jasonlook, you have actually done this two times now in the restaurant market. What has your experience been in terms of what it takes to really drive success in expanding dining establishments?

We talked a little bit before we started about LinkedIn, and I've got a post teed approximately follow this next week about what the playbook is likepoint by pointfor growing a service. To me, one of the essential things, and I feel really fortunate, is that both brands I have actually been included with are distinct.

And there's absolutely nothing exactly like Chop Shop in regards to what we're making with a big, varied menu. A lot of brands today are extremely singularly focused in regards to what they're providing from a foodstuff. I feel like we began at an advantage with both brand names by having something special that filled a niche no one else was doing.

A lot of it starts with the brand. Does your brand have something distinct that no one else is doing?

Expansion News: New Developments for 2026

The 2nd thingI came from a financing background, so a lot of my knowings are more finance and data-driven versus a lot of early startup restaurateurs who are imaginative types. They like the food, they constructed the menu, they built the brand name.

They don't understand their breakeven sales. They don't comprehend how margin enhances as sales increase. They do not comprehend cash-on-cash returns. I have actually seen numerous companies where the numbers simply don't work. And yet people state: let's open 10 more. And I'll say: why? It does not generate income. Stop. You need to find an idea that is special.

Freddy's Frozen Custard & Steakburgers

If you don't have those two things, you shouldn't be constructing shops. Due to the fact that as I hear your description, you've highlighted 3 things: execution, brand name distinction, and monetary practicality.

Why Is Scaling the Wise Move?

Second, you need a compelling brand name or special concept that resonates with customers. And another key lesson is about getting in new markets.

When we expanded to Dallas, I expected new shops to do 5070% of Phoenix sales in the first year. Too lots of operators assume new markets will open at complete volume day one.