What are your plans or expectations for growth in 2026 (units, sales, customers, etc.)?

The beginning of the year is a good time for many franchise owners to look ahead and project business for the next 12 months. Those projections may include plans already in the works or goals they would like to achieve. Franchise Update recently asked several multi-unit restaurant franchisees about their plans for growth in several areas in 2026.

Growth can mean several different things. Some operators signed franchise agreements or had plans to open more restaurants or break into new markets. For many multi-unit franchisees, adding more locations is a primary measure of their growth.

However, growth doesn’t always mean adding units to one’s portfolio. As the franchisees shared below, it can be about improving operations, developing team members, or increasing sales. It may also include building connections with customers, achieving higher ratings, or adding other verticals to the business.

To continue with the theme of having multiple ways to define growth, in this week’s Franchisee Bytes section, we asked several other multi-unit restaurant franchisees how they measured growth. Very few operators indicated it was just through adding locations. In some cases, it could be black and white numbers such as year-over-year sales numbers, cash flow, or EBITDA. Others said it was retaining and motivating employees to create a positive work atmosphere, while some felt customer satisfaction was a major factor. See the responses below to learn more about how top restaurant operators measure growth.

Kelly Dunn Hart

Company: PB New Jersey LLC
Brands: 3 Wendy’s. Previous operating experience with Tijuana Flats, Wahlburgers, Guy Fiery's All American Restaurants, Honest John’s. Signed a new franchise agreement for 15 Potbelly shops.
Years in Franchising: 23

As my family and I embark on a new chapter with a new brand that is new to our area, I see exciting potential. My father, Gregg Dunn, CFO of PB New Jersey LLC, and I signed a 15-shop agreement with Potbelly Sandwich Works this year. With Potbelly, we expect to open one new shop this year, and based on the performance of most brands in the New York market, we expect to drive AUVs up to 25 percent over the national average. As a new brand to northern New Jersey, stellar operational execution will help build loyalty and frequency with our guests. That will only help as we continue on our journey to build 15 shoppes over the next eight years. 

Stephen Anderson

Brands: 6 Ziggi’s Coffee
Years in Franchising: 10

2026 is about growing better, not just growing bigger. We’re not focused on adding new locations in the near term. Instead, we’re investing in our existing stores by improving operations, strengthening teams, and deepening customer relationships to make great locations even stronger. Our goal is to continue individual store growth and fine-tune all aspects of store operations for 2026. We want to ensure our Google ratings, gross sales, speed of service, audit scores, third-party gross sales, etc., are all improved this year.

Raj Patel

Company: The Hari Group
Brands: 101 Dunkin’, 22 Dave’s Hot Chicken, 6 McAlister’s Deli, 2 Tide Dry Cleaners, 1 Currito
Years in Franchising: 16

From a unit growth standpoint, we expect to add 10–15 units this year across all brands. On the Dunkin’ side, the focus is on growing average ticket through attachment. Even with the broader economic pressures across the industry, we still expect positive sales growth across the portfolio.

Greg Costley

Company: Costley Enterprises Inc.
Brands: 14 Cicis Pizza
Years in Franchising: 28

Growth for me has always been about building smart, sustainable systems, not just adding units for the sake of it. One of the biggest growth drivers in recent years has been expanding the entertainment side of the Cicis business. After Covid, we leaned heavily into game rooms, making them larger, more modern, and more integrated into the overall guest experience. The impact on store-level financials was immediate and meaningful.

Today, I manage more than 180 game rooms nationwide in addition to my own restaurants, and that side of the business continues to evolve. On the game side, we have invested in proprietary POS systems, exclusive toy and prize offerings, and branded merchandise that ties directly back to the food and the Cicis experience.

Looking ahead, my focus remains on expanding the entertainment platform, selectively acquiring additional units, and continuing to refine what a modern Cicis looks like for today’s families.

Franchisee Bytes

How do you measure your growth?

Unit count, same-store sales comps, profitability, and team retention.
-Amol Kohli, Managing Partner, Legacy Brands International/Chairman of the Board, Brix Holdings, Franchisee: 63 Orange Leaf, 60 Clean Juice, 36 Red Mango, 6 Humble Donut Co., 3 Souper Salad, 1 Smoothie Factory + Kitchen, Franchisor: 61 Friendly’s

I look at growth in more than just numbers. To me, real growth is when people become more confident, step into new challenges, and work better together. It shows up when the team communicates more openly and supports each other. It’s when guests can feel the difference in their experience with us. The numbers matter, but the biggest sign of growth is seeing our people thrive.
-Tom Lovelace, Owner/President, Tom Lovelace Group, 96 Papa Murphy’s

Year-over-year comp sales, year-over-year transactions, overall guest satisfaction, improvements to company profitability, cash flow, and cafe-level EBITDA. Most importantly, our growth is measured by whether we are fulfilling our company mission of creating more opportunities for others using our God-given gifts. We do that through unit-count growth and internal advancement within our organization.
-Nick Crouch, Co-CEO, Dyne Hospitality Group, 118 Tropical Smoothie Cafe

We measure success by our store profitability, guest satisfaction, and most importantly, team happiness. We have area development agreements we are committed to, and we collaborate as a team to stay on track.
-Lawrence Kouri, Multi-Unit Owner-Operator, 22 Dave’s Hot Chicken

We measure growth by tracking the number of active units in each market and their performance. Markets performing above the system average are prime locations for expansion if there are available vending opportunities.
-Yunus Shahul, Franchise Owner, Smartfoods Group, 24 Cousins Maine Lobster, 1 German Doner Kebab

Solid EBITDA growth, low leverage, and culture retention.
-Chris Aslam, CEO & Principal, 59 Jack in the Box, 5 Golden Chick, 5 Hawaiian Bros Island Grill

By our number of units, sales, profitability in store operating weeks, and EBITDA per average.
-Chad Given, Brand President, Sizzling Platter, 361 Little Caesars, 107 Little Caesars Mexico, 185 Wingstop, 92 Jamba, 33 Jersey Mike’s Subs, 31 Dunkin’, 7 Sizzler, 5 Red Robin, 1 Cinnabon

We use several metrics to track progress. Same-store sales are the most critical--broken down daily, weekly, and annually. We also monitor order counts to gauge customer traffic. Beyond financial metrics, I look at the number of franchised units we're operating. Expanding our footprint while maintaining performance at existing locations is key to our long-term success.
-Jacob Webb, Franchise Owner, MPUT Holdings LLC, 22 Marco's Pizza, 4 Tropical Smoothie Cafe