Top Investment Opportunities in 2026

We talked a little bit before we began about LinkedIn, and I've got a post teed approximately follow this next week about what the playbook is likepoint by pointfor growing a business. To me, one of the crucial things, and I feel extremely lucky, is that both brand names I've been involved with are unique.

And there's nothing exactly like Chop Shop in terms of what we're doing with a large, diverse menu. Most brands today are extremely singularly focused in regards to what they're providing from a food. I feel like we started at a benefit with both brand names by having something unique that filled a specific niche nobody else was doing.

Due to the fact that it's simply harder to stick out when there are 10, 20, 50 concepts within a two- or three-mile radius attempting to do the specific same thing. A lot of it begins with the brand. Does your brand name have something unique that no one else is doing? That's uncommon.

The second thingI came from a financing background, so a great deal of my learnings are more finance and data-driven versus a lot of early startup restaurateurs who are innovative types. They like the food, they constructed the menu, they built the brand. I most likely couldn't do that from scratch. If you gave me something that has all those parts in location, I can take it from there and put the playbook in place.

They don't understand their breakeven sales. They do not understand how margin enhances as sales boost. They do not comprehend cash-on-cash returns. I have actually seen a lot of companies where the numbers simply don't work. And yet individuals state: let's open 10 more. And I'll say: why? It doesn't earn money. Stop. You require to discover a concept that is special.

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If you do not have those two things, you shouldn't be constructing stores. Since as I hear your description, you've highlighted 3 things: execution, brand differentiation, and financial viability.

Second, you require a compelling brand name or special idea that resonates with customers. And another key lesson is about going into new markets.

When we broadened to Dallas, I expected brand-new stores to do 5070% of Phoenix sales in the first year. Too many operators presume brand-new markets will open at complete volume day one.

Otherwise, they get rose-colored glasses about success in the home market and presume it will translate rapidly. You pointed out expecting 5070% volumes. I've even seen cases where it's simply 2530% at launch.

Freddy's Frozen Custard & Steakburgers

Top Benefits of Fast Casual Expansion in 2026

You need equity sponsors who think in the vision and the group. That's pricey, but it produces important mass, builds awareness, and validates above-store management.

At Chop Shop, we intentionally built strong bases in Phoenix and Dallas initially. That offered us the success to withstand sluggish starts in Houston and Atlanta. And we were fortunate that Dallasour 2nd marketwas likewise where our team lived. Having the entire group in-market to support shops, hire, and make sure culture was huge.

People typically underestimate how vital group is to scaling. How have you approached structure and scaling your group? This is something I'm really proud of. Our group took all the important things we hated from past jobsfeeling underappreciated, underpaid, growth-stifledand constructed the opposite culture here. We highlight growth frame of mind and profession pathing.

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Otherwise, they get rose-colored glasses about success in the home market and assume it will translate quickly. You pointed out expecting 5070% volumes. I have actually even seen cases where it's just 2530% at launch.

So you require equity sponsors who think in the vision and the group. Another lesson: you require to open four to 6 stores in a brand-new market within two to three years. That's pricey, however it develops crucial mass, builds awareness, and justifies above-store management. Without it, you remain slow and unprofitable.

And we were lucky that Dallasour 2nd marketwas likewise where our group lived. Having the whole team in-market to support stores, hire, and ensure culture was big.

Freddy's Frozen Custard & Steakburgers

Individuals often underestimate how crucial group is to scaling. How have you approached building and scaling your group? This is something I'm really happy of. Our team took all the important things we hated from past jobsfeeling underappreciated, underpaid, growth-stifledand developed the opposite culture here. We stress development frame of mind and profession pathing.

Otherwise, they get rose-colored glasses about success in the home market and assume it will equate rapidly. You mentioned anticipating 5070% volumes. I've even seen cases where it's simply 2530% at launch.

Freddy's Frozen Custard & Steakburgers

Top Investment Opportunities to Watch

You require equity sponsors who believe in the vision and the team. Another lesson: you need to open four to 6 stores in a brand-new market within 2 to three years. That's costly, however it produces emergency, builds awareness, and validates above-store management. Without it, you remain slow and unprofitable.

At Chop Shop, we intentionally built strong bases in Phoenix and Dallas initially. That gave us the profitability to endure sluggish starts in Houston and Atlanta. And we were lucky that Dallasour second marketwas also where our team lived. Having the entire group in-market to support stores, hire, and make sure culture was substantial.

People frequently ignore how critical team is to scaling. How have you approached structure 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 built the opposite culture here. We emphasize development mindset and profession pathing.