The Single-Shift Model Advantage

Bruch franchise Biscuit Belly, co-founded by pharmacist-turned-restaurateur Chad Coulter, features a single-shift labor model designed to be a scalable approach attractive to franchisees. Currently operating 13 locations,the chain is on track to reach 20 by the end of this year and has a number of multi-unit operators on tap for projects into 2027.

Coulter discusses the brand’s expansion, advantages of a single-shift labor model, and more in this Q&A with Modern Restaurant Management (MRM) magazine. 

What makes breakfast and brunch concepts resilient, and what factors make Biscuit Belly stand out from the rest?

Breakfast and brunch are built on routine. When you earn a spot in someone’s weekly rhythm, you create real staying power. It’s also one of the few restaurant categories that can deliver strong returns without requiring late nights or exhausting schedules.

Biscuit Belly stands out because we’re not a standard breakfast place. We’re scratch-driven, brand-forward and constantly testing. We move quickly, listen closely and aren’t afraid to evolve, which keeps the concept fresh and relevant

What do you view as the advantages of a single-shift labor model for a restaurant?

The single-shift model simplifies everything. Hiring is easier, scheduling is cleaner and teams are more consistent. People know when they’re working and when they’re done. That predictability improves morale, reduces turnover and leads to better hospitality. Fewer handoffs also mean fewer mistakes and a smoother operation overall.  The consistency of shifts and work-life balance has made our GM retention extremely strong.

We move quickly, listen closely and aren’t afraid to evolve, which keeps the concept fresh and relevant.

How does a single-shift model make a concept attractive to potential franchisees?

It allows franchisees to run a profitable business without sacrificing their quality of life. You can be out by early- to mid-afternoon, still be present in your community and not feel like the restaurant owns you. That balance makes the business more sustainable long-term and opens the door to a wider pool of employees and operators.

What makes a great potential market for Biscuit Belly? What makes the brand scalable?

Great markets are places where brunch fits the culture and where operators are willing to engage locally.  Our specific demographic is upper-middle class and is willing to spend disposable income on experiences.  Because we’re an emerging brand, success depends on community involvement and strong local marketing. 

Biscuit Belly is scalable because we stay focused, keep the menu disciplined and remain nimble. We can test, learn and adjust quickly without adding unnecessary complexity.

What do you look for in franchisees?

We look for operators who believe in the brand and want to be true partners. Cultural fit matters. We want people who see the vision, have patience and understand there will be growing pains. Some people want certainty and scale before they jump in. Others want to help build something from the ground up. We’re honest about that and intentional about who we bring in.

Strong leadership creates consistency, accountability and a culture that scales.

What do you see as the biggest challenges ahead as the brand grows?

Growth exposes everything. The biggest challenge is maintaining consistency while moving fast. That means protecting culture, avoiding complexity and making sure support systems stay ahead of unit growth. It’s easy to open stores. It’s harder to grow well with consistency.

What lessons have you learned about the value of strong leadership and operational strength?

You can’t out-market weak operations. Strong leadership creates consistency, accountability and a culture that scales. The brands that win long-term are the ones that listen, make smart changes quickly and stay focused on the fundamentals, even when growth accelerates.  

We made mistakes with who we promoted or brought on to lead operations initially. Then, we found real operators like those who were formerly with Texas Roadhouse. These guys and gals know how to operate restaurants and what it takes to be successful and we have seen our volumes and profitability scale since bringing a few key people from Roadhouse into our system to lead.

What role do automation and technology play in brand success?

Technology is a tool, not a crutch. When operations are solid, tech helps remove friction, improve decision-making and support operators more effectively. It allows us to move faster and stay consistent, while still keeping hospitality at the center of the experience. That being said, we don't want to over-tech our operations.  Too much tech usually goes unused – we have sign on to those systems that can really bring change to our organization, without overcomplicating it.  In the end, we are a restaurant company and how we treat our people and guests is what matters – tech can't do it for us.