Introduction
Few restaurant brands manage to grow without losing their soul. Freddy’s Frozen Custard & Steakburgers, however, has done just that — evolving from a Kansas‑born concept into one of America’s most admired fast‑casual franchises.
As Chris Dull, Freddy’s CEO, reflects on the brand’s journey from 400 stores to more than 530 locations, he sees not just expansion, but transformation. Freddy’s has become QSR’s Transformational Brand of 2024, a title earned through its unwavering commitment to quality, hospitality, and franchisee success — the pillars of what insiders call “The Freddy’s Way.”
A Chance Encounter That Changed Everything
When Dull first crossed paths with Thompson Street Capital Partners, he was consulting for private‑equity firms after stepping down as CEO of Global Franchise Group. Thompson Street had a Kansas‑based burger chain under a letter of intent and needed an operator’s perspective.
Dull agreed to assess the opportunity — unaware that he was about to join one of the most dynamic restaurant stories in America.
Founded in 2002 by brothers Randy and Bill Simon and their friend Scott Redler, Freddy’s had already grown to 400 locations. But the question lingered: How far could it go?
After presenting his 90‑day plan and three‑year strategy, Dull thought his work was done. Instead, Thompson Street circled back — and by May 2021, Dull was named CEO.
The Unshakable Core
Freddy’s roots run deep in Midwestern hospitality. The Simon family’s experience in franchising — from Pizza Hut to Panera Bread — shaped a brand built on servant leadership and premium food.
The concept was inspired by Freddy Simon, a World War II veteran awarded the Purple Heart and Bronze Star. His values of service, integrity, and family became the foundation of Freddy’s culture.
Every restaurant still reflects those ideals: nostalgic design, genuine hospitality, and a relentless focus on cleanliness and quality.
Chris Dull’s Road to Freddy’s
Before Freddy’s, Dull’s career spanned farming, franchising, and corporate leadership. From running 10,000 acres in Texas to scaling Marble Slab Creamery from 30 to 400 stores, he learned the value of hard work and operational precision.
His experience with Global Franchise Group — which managed brands like Great American Cookies, Pretzelmaker, and Round Table Pizza — gave him the franchise acumen Freddy’s needed to accelerate growth while protecting its culture.
Franchisees at the Heart of Growth
Freddy’s success has always been operator‑centric. The brand’s first franchisee, Ron Oberg, opened his Hutchinson, Kansas, store in 2004 and continues to expand — recently setting a record with $175,000 in opening‑week sales at his Sioux City, Iowa, location.
Oberg now operates 21 restaurants across six states, with 10 more in development. His words capture the Freddy’s spirit:
“Twenty years in, and it’s still an exciting time to be part of Freddy’s. Pride, integrity, work ethic, family, patriotism — it’s embedded throughout the whole company.”
Freddy’s franchise community now includes 72 unique groups, most of which are actively developing new locations. The backlog exceeds 540 units, with 18 groups accounting for 350 of them — proof of deep commitment and confidence in the brand’s future.
The Freddy’s Way
At Freddy’s, franchise selection begins with a simple question: Have you eaten here?
If the answer is no, the conversation ends. Financial strength alone doesn’t qualify an operator — passion for the brand does.
This philosophy ensures that every franchisee embodies Freddy’s three core pillars:
- Quality – Premium ingredients and consistent preparation.
- Cleanliness – “Edge‑to‑edge” standards, from spotless parking lots to polished booths.
- Genuine Hospitality – A culture of warmth and respect that mirrors Freddy Simon’s legacy.
The Road Ahead
With 536 locations and a clear path to 800 by 2026, Freddy’s is poised for exponential growth. Long‑term projections show 3,200 traditional opportunities nationwide — a footprint that could rival Popeyes and surpass Jersey Mike’s.
This expansion isn’t just about numbers; it’s about maintaining The Freddy’s Way while scaling nationally. The brand’s new 23,000‑square‑foot Training & Innovation Center in Wichita serves as the nerve center for that mission — blending operational excellence with franchisee education.
Conclusion
Freddy’s Frozen Custard & Steakburgers has become more than a restaurant chain — it’s a movement built on service, quality, and community.
Under Chris Dull’s leadership, Freddy’s is redefining what it means to grow with integrity. Its transformation isn’t about changing who it is, but amplifying what it’s always been — a brand that serves people first, burgers second.
That’s The Freddy’s Way — and it’s shaping the future of fast‑casual dining.
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