In franchising, growth is often framed as the goal. More units. Bigger territories. Faster expansion. But experienced operators know the truth: the second store is earned, not sold.
At Himes Breakfast House, we believe sustainable growth starts with mastering the first unit. Franchisees who approach expansion thoughtfully build stronger businesses, better teams, and long-term wealth—without exposing themselves to unnecessary risk.
Your first Himes location is not just a revenue stream. It is the proving ground for:
Your leadership style
Your ability to develop managers
Your understanding of the operating model
Your discipline around numbers
Before thinking about a second unit, the first store should be:
Operationally stable
Consistently profitable
Run day-to-day by trained managers, not dependent on the owner’s constant presence
If the first store only works when you are physically solving problems all day, growth will multiply stress, not success.
Many operators make the mistake of growing while still operating in “hero mode”—fixing issues personally, covering shifts, and patching gaps with effort instead of structure.
Smart franchisees wait until:
Systems are followed consistently
Managers can open, close, and run peak periods independently
Labor and food costs are predictable
Guest experience does not fluctuate based on who is working
Growth exposes weaknesses. If systems are loose in one store, they will break under the weight of two.
The most dangerous reason to open a second unit is enthusiasm.
Smart franchisees expand when:
The first store produces reliable cash flow
Debt is manageable and intentional
Capital reserves exist for the unexpected
Expansion does not depend on unrealistic projections
At Himes, we encourage owners to view growth as a financial decision, not an emotional one. The goal is not speed—it’s sustainability.
The true constraint on growth is not capital—it’s people.
Before opening a second location, strong operators have:
At least one manager capable of stepping into a larger leadership role
A pipeline of developing hourly team members
Clear training and accountability systems
Confidence that culture can be replicated
Without leadership depth, a second store pulls attention away from the first—and both suffer.
We do not push multi-unit development prematurely. Our responsibility is to protect:
The franchisee’s investment
The brand’s standards
The health of the system
Growth at Himes is a conversation, not a sales pitch. We evaluate readiness, operational maturity, and financial strength before encouraging expansion.
That discipline protects franchisees from the common trap of scaling before they are ready.
Sustainable growth is boring by design. It is built on:
Repetition
Consistency
Strong leadership
Conservative assumptions
The reward is a business that scales without breaking—and an owner who grows with it, not ahead of it.
Not every successful franchisee needs multiple units. One well-run Himes location can be a strong business and a good life.
For those who choose to grow, the path is clear: master the first store, build leaders, protect cash flow, and expand with intention.
At Himes, we don’t chase unit counts. We build operators who are ready for the next step—when the time is right.
If you’re thinking beyond your first store, we’re happy to help you think through what readiness really looks like.