In the uber-competitive breakfast space, The Big Biscuit stands out for its speed, simplicity, and steadfast commitment to quality. Founded in 2000, the brand has grown to 29 locations across four states with a blend of hearty comfort food, efficient operations, and genuine hospitality.
Leading that charge is president and co-CEO Chad Offerdahl, who—alongside his father, David—acquired the company in 2010 after first falling in love with the concept as customers. Under Offerdahl’s leadership, The Big Biscuit has scaled with purpose, maintaining tight systems and a culture rooted in consistency and speed, with average wait times of six minutes and table turns of 35 minutes.
Add in the largest menu refresh in over five years, a 2:30 p.m. closing model, and a QSR-inspired operating mindset, and it’s no wonder the brand has built a loyal following and attracted interest from seasoned franchisees. Case in point: The chain recently signed an agreement with a 25-unit Sonic franchisee, and five locations are expected to open between now and March 2026 across four states.
READ MORE: With a Steady Hand in Breakfast, The Big Biscuit Plots Expansion Across the Midwest and Beyond
In an exclusive Q&A with FSR, Offerdahl shares how data, discipline, and a people-first approach are fueling The Big Biscuit’s next chapter.
Editor’s Note: This is the second article in our new Q&A web series, NextGen Brand Builders. The collection spotlights restaurant executives who are building today’s most compelling NextGen Casual brands from the inside out. The first, Daniel DeLeon Reveals Grumpy’s Recipe for Retention, is here.
FSR: What first drew you to The Big Biscuit, and what vision did you have for the brand when you stepped in as president & co-CEO in 2010?
Offerdahl: My dad and I first experienced The Big Biscuit as guests at the original location in Independence, Missouri, and we immediately felt the brand’s warmth. The food, the people, and the energy just clicked and resonated with us. We saw the potential to grow something special without losing the heart of what made it great. From day one, our vision has been to scale a culturally rich, operationally sound brand that stays true to its roots.
FSR: How have you kept The Big Biscuit feeling fresh and relevant while still honoring its roots as a legacy breakfast and lunch brand?
Offerdahl: We stay curious, but as our tagline says, we don’t mess with breakfast. Whether it’s our largest-ever menu refresh, seasonal LTOs, or remodeling the original restaurant, every update reflects who we are. We evolve with intention, always balancing consistency with curiosity to preserve the comfort, quality, and local charm our guests love. Community connection also plays a huge role. Some of our top-performing restaurants are tucked into neighborhoods where we’ve become part of guests’ daily routines. At the same time, we’re always looking for smart, strategic upgrades that keep the experience fresh without straying from what makes The Big Biscuit special.
FSR: What do you think makes breakfast such a resilient and high-performing category in the full-service space?
Offerdahl: It’s the habitual meal of the day. Breakfast is rooted in routine, and when you deliver consistently with care, guests keep coming back. Operationally, it’s smart too; favorable labor dynamics, simpler menus, and strong margins. Plus, it’s a feel-good meal that creates an emotional connection. We’re a family brand, rooted in comfort and nostalgia, which helps give us staying power and makes us a part of people’s routines.
FSR: How has your operating model evolved to meet the expectations of today’s time-conscious guest? What role does speed-to-table play in that?
Offerdahl: Speed-to-table is one of our biggest differentiators. Guests are often surprised at how quickly a full, made-to-order breakfast arrives, and that speed builds trust and long-term satisfaction. Over time, we’ve refined our kitchen workflows, upgraded our systems, and trained our teams to move with fast-casual precision while delivering full-service hospitality. Consistency is just as important. Our guests know they can count on a reliable experience every time they visit, which keeps them coming back. As we’ve scaled, our focus on speed, accuracy, and efficiency has remained central to how we operate.
FSR: The Big Biscuit is technically full-service, but your operations borrow a lot from QSR thinking. What efficiencies have you adopted from that world?
Offerdahl: I come from a QSR background, so we’ve applied a QSR mindset to our kitchens, including everything from layout and prep strategy to scheduling and inventory discipline. Our kitchens are designed for speed and precision, with minimal movement required from staff during peak times. We also rely on forecasting tools and performance data to help teams adjust in real time and maintain consistency across locations. Everything we serve is made to order, lightning fast, without microwaves. High-quality food and high-efficiency execution can go hand-in-hand when the right systems are in place.
FSR: You don’t serve dinner or alcohol. How have those decisions helped shape your brand identity, and what business advantages have they created?
Offerdahl: It’s entirely intentional. By focusing exclusively on breakfast and lunch, we’ve built a brand rooted in simplicity, consistency, and community. Not serving alcohol keeps our environment family-friendly and aligned with our purpose: reliably fast, high-quality meals that bring people together. It also simplifies operations, training, and labor needs, especially since many of our team members are just starting their careers. We’re not chasing every trend. We know who we are, and that clarity makes us better.
FSR: How has your approach to leadership evolved as the brand has grown from a local favorite to a regional franchise?
Offerdahl: Early on, I was in the trenches, working shifts and solving problems myself. But as we grew, I had to evolve from operator to builder. Now, I focus on empowering others, building strong teams, and setting people up to succeed. Leadership is about trust, clarity, and consistency.
FSR: How do you maintain a consistent culture and guest experience across franchise locations in different states?
Offerdahl: It starts with taking care of our people. We’re intentional about culture and believe it doesn’t happen by accident. We’ve built systems into our training and brand standards that prioritize personal connection and guest care. Culture is something you actively teach, nurture, and protect. That means staying close to our operators, spending time with frontline teams, and reinforcing the behaviors that make The Big Biscuit feel like home no matter where you are. It all comes down to having the right people in place who share our values and live them every day.
FSR: What kind of franchisee is the right fit for The Big Biscuit, and how do you ensure alignment with your values?
Offerdahl: We’re looking for experienced multi-unit operators who care about more than just numbers. The right franchisees are experienced multi-unit operators who are engaged in the day-to-day, committed to their teams, and aligned with our values. The restaurant industry isn’t always easy, so we need resilient partners, people-first leaders who see this as more than just an investment; people who want to build something meaningful in their communities. We look for franchisees who care about creating great guest experiences and building strong internal cultures. From day one, we ask ourselves: Are these people we’d want to be in the trenches with? If the answer is yes, we know we’ve found a good fit.
FSR: What does leadership look like inside your organization, and how do you cultivate future leaders from within?
Offerdahl: Leadership at The Big Biscuit is collaborative, accountable, and rooted in ownership. We invest in personal and professional growth through weekly book clubs, coaching, and mentorship. We expect everyone, regardless of title, to step in when needed. We have a fumble rule: If someone drops the ball, we don’t point fingers, we all jump in to fix it. Many of our leaders have grown from within, and that’s intentional. Internal promotions create a leadership team that truly understands our operations because they’ve worked in the restaurants themselves. We’re operators making decisions for operators, and that’s what keeps us strong and aligned.
FSR: What role does your 2:30 p.m. closing model play in supporting team morale, retention, and operational simplicity?
Offerdahl: It’s part of our DNA. Early closing means no doubles, better work-life balance, and less burnout. We can run efficient teams with 35 people or fewer, creating a sustainable environment that supports retention, consistency, and quality execution.
FSR: What are some of the ways you’re using data or technology to improve service, training, or kitchen efficiency?
Offerdahl: Data plays a huge role in how we operate and grow. We track everything from KPIs to labor forecasting, so our teams can make smart, real-time decisions. Our managers have full visibility, which keeps everyone aligned and accountable. On the training side, we use digital platforms to onboard faster, update procedures in real time, and maintain consistent execution across every location. It all adds up to a more reliable guest experience and helps us identify opportunities we might otherwise miss.
FSR: What are your long-term goals for the brand?
Offerdahl: We’re building a national breakfast brand. That’s been our vision from the start—to grow intentionally, invest in great people, and scale without losing what makes us special. We’re focused on smart, sustainable growth through both franchise and corporate locations.
FSR: What are you most proud of in your leadership journey so far, and what continues to motivate you?
Offerdahl: I’m proud of coming into this brand as an outsider, earning trust, and helping grow it into something bigger without losing its soul. When I joined, there were just two original locations, and the founder had no plans to expand. Today, we’ve built a franchise system that’s attracting incredible operators, and every time we welcome a new group, it’s humbling. What motivates me most is helping others grow. Seeing a former cook become our IT director or a team member rise to VP—that’s what it’s all about. We’re building a national breakfast brand, one smart decision at a time, and the most fulfilling part is growing alongside the people who believe in it.
