Dave's Hot Chicken and Roark Capital: A Billion-Dollar Bet on Becoming the Next Wingstop

In June 2025, Roark Capital Group paid approximately $1 billion for Dave's Hot Chicken, a brand that had existed for less than a decade and operated just 245 locations. On a per-unit basis, that works out to roughly $4 million per restaurant. For context, that's a higher unit-level multiple than most established fast casual players command. To understand why Roark wrote that check, you have to know the firm's history with a similarly sized chicken chain it backed about a decade earlier.

That chain was Wingstop.

The Wingstop Playbook, Revisited

Roark acquired a stake in Wingstop in 2010 when the brand had around 500 locations and was doing modest volume. The private equity firm helped engineer the systems, franchisee development infrastructure, and international framework that allowed Wingstop to go public in 2015 at roughly $700 million market capitalization. Today, Wingstop trades at a market cap north of $7 billion, has surpassed 2,300 locations worldwide, and has posted more than 20 consecutive quarters of same-store sales growth.

Roark's bet on Dave's Hot Chicken is essentially the same thesis, compressed in time. The firm has seen this movie before. A single-concept chicken brand with cult-level consumer enthusiasm, a relatively small footprint, and a unit economics profile that can support aggressive franchising. The question is whether Dave's can execute the same arc.

The data from 2024 suggests the underlying demand is real. Dave's posted domestic systemwide sales of nearly $617 million on 245 units, up 57% year over year in revenue terms. Unit count grew 43% in the same period. That isn't a brand grinding for growth; it's a brand in full acceleration. Average unit volumes north of $2.5 million at a quick service format with low build costs is the kind of unit economics model that attracts franchise capital quickly.

From Parking Lot to Portfolio Company

Dave's was founded in 2017 as a pop-up operation in a parking lot in East Hollywood. The founding group included a handful of friends with no restaurant industry background, which is either a charming origin story or a cautionary flag depending on how you look at it. Dave Kopushyan, one of the founders, had trained in fine dining and applied that technique to Nashville hot chicken, developing a heat level system that lets guests choose their spice from "No Spice" through "Reaper," with "Cluckin' Hot" somewhere in the middle.

The brand grew through a licensing model that eventually gave way to conventional franchising, and celebrity investors including Samuel L. Jackson and Drake created early marketing buzz. By the time Roark arrived, the brand had real unit density in Southern California and was expanding nationally.

Under the acquisition structure, CEO Bill Phelps and President Jim Bitticks stayed in their roles. Roark did not fold Dave's into GoTo Foods, its multi-brand operating platform that houses Carvel, Jamba, and others, nor into Inspire Brands, the separate Roark-backed group running Arby's, Buffalo Wild Wings, Sonic, and Dunkin'. Dave's exists as a standalone entity within the Roark ecosystem. That decision signals something about how Roark views the brand's growth potential: you don't preserve independence for a brand you plan to harvest for its cash flow. You preserve it for a brand you're setting up for a public offering.

The 4,000-Unit Math

Phelps has stated publicly that Dave's is targeting up to 4,000 locations worldwide over the next ten years, with a potential IPO in the three-to-five-year range. That target, aggressive as it sounds, is worth examining against historical category precedents.

Wingstop went from roughly 500 to over 2,300 units over approximately 15 years. Raising Cane's, which operates a similarly focused single-concept menu, is approaching 1,000 locations after sustained franchise expansion. Chick-fil-A, the category benchmark, operates around 3,000 domestic locations. Reaching 4,000 units would put Dave's in rare company.

The domestic runway is meaningful. Nashville hot chicken has been one of the fastest-growing segments in limited service dining over the past five years. Popeyes' 2019 chicken sandwich moment demonstrated that consumer demand for spicy, craveable chicken formats was genuine and durable. Dave's differentiates through the heat level customization, the tenders-and-sliders format, and strong visual identity that performs on social media. Those factors support the brand's ability to generate consumer trial in new markets.

On the nontraditional side, the company has expressed interest in airport locations, university campuses, and other captive-audience formats. Those venues typically command premium average checks and generate high visibility, which compounds organic brand awareness in whatever city the location occupies.

Internationally, the plan points to Europe and Asia. Both present challenges that domestic expansion does not. European consumers, particularly in the UK and France, have their own regional chicken preferences. Asia is not monolithic; Thailand has its own deeply established spicy chicken culture, while Japan tends toward lighter flavor profiles. Translating Dave's heat-forward identity into markets where the baseline palate differs meaningfully from Southern California is an execution challenge, not just a capital deployment problem.

Risk Assessment: Three Things That Could Break the Thesis

Category saturation. Dave's does not own the Nashville hot chicken space and never has. Popeyes has a spicy chicken lineup with national distribution and over 3,700 US locations. KFC runs its own variants. Regional chains including Hattie B's and Prince's Hot Chicken have devoted followings. The fast casual tier has Howlin' Ray's in Los Angeles with cult-level demand and a years-long waiting list before it expanded. Dave's is competing in a crowded segment, and the market's appetite for the format is not unlimited.

Execution at scale. The brand's consistency reputation was built at a handful of Southern California locations with direct operational oversight. Franchising at pace means extending that quality standard to operators who did not build the brand and may not share the same obsession. Franchisee quality control is the graveyard of many brands that looked like category winners at 200 units and became cautionary tales at 600. The management team under Phelps has commercial franchising experience, but Roark's involvement imposes financial targets that can create tension with the deliberate quality gate that protected the brand in its early years.

The IPO window. Phelps's three-to-five-year IPO timeline assumes the public market appetite for restaurant growth stories stays receptive. The 2021-2022 window that benefited Portillo's and Dutch Bros was followed by a difficult two years for restaurant public market valuations. Cava's 2023 offering restarted confidence in the sector, but timing a public offering is not purely within management's control. A turbulent market environment in 2027 or 2028 could compress the valuation at which an IPO makes sense and complicate the exit math for Roark's original investment.

Why Roark Still Wins on the Downside

The case for the $1 billion acquisition does not require Dave's to hit 4,000 units to generate a return. At 245 units doing $617 million in systemwide sales, the royalty stream on franchised locations already generates substantial cash flow. If Dave's reaches 500 units at similar AUVs, the royalty income alone supports the acquisition price. Growth to 1,000 units at any point in the next decade, a milestone that looks achievable given the current trajectory, represents a multiple on invested capital that justifies the entry price.

Roark has done this calculation before. The firm's portfolio history suggests a preference for franchise-heavy models with capital-light economics and long-tail brand loyalty. Dave's checks all three criteria. The limited menu reduces operational complexity, which keeps franchisee margins healthier than broader-menu formats and reduces franchisee churn. The brand's social media profile generates organic consumer engagement that reduces the marketing spend burden on individual operators.

The IPO thesis is optionality, not a requirement. If public market conditions cooperate, Roark can execute a Wingstop-style exit at a substantial premium to its entry basis. If they don't, the firm holds a cash-generating franchise royalty stream on a brand with secular growth momentum. Either outcome works.

What Operators Should Watch

For operators in adjacent segments, Dave's expansion is worth tracking for two reasons. First, the brand will be entering new markets aggressively over the next two to three years. Any operator competing in casual chicken, spicy sandwiches, or fast casual premium formats in Sun Belt metros and secondary markets should expect Dave's to arrive nearby. The brand targets trade areas that overlap substantially with Raising Cane's, Slim Chickens, and Chick-fil-A.

Second, Dave's franchisee recruitment is underway at significant scale. The economics being offered to prospective franchisees, initial fee structures, royalty rates, required territory size, and build cost expectations, will signal how serious the company is about long-term franchisee success versus near-term unit count growth. Brands that front-load franchisee costs to accelerate their own revenue tend to struggle with renewal rates and system cohesion. Watching how Dave's handles that tradeoff in the next franchise disclosure document cycle will tell you a great deal about whether the 4,000-unit vision is achievable or aspirational.

Roark Capital paid $1 billion for a parking lot pop-up's grown-up version. The check size is justified by precedent, unit economics, and a private equity track record in exactly this type of category. Whether Dave's Hot Chicken becomes the next Wingstop or the next cautionary tale about scaling a cult brand too fast is a question the next 1,000 units will answer.