Fatburger Opens in Paris: First of 30 Locations Planned Across France by 2028

FAT Brands opened a new Fatburger in Rosny-sous-Bois, just east of Paris, this month, marking the latest step in what the company describes as a 30-unit French buildout through 2028. The news is notable not just as a market entry, but as a case study in a particular breed of restaurant strategy: aggressive international expansion executed from inside a Chapter 11 bankruptcy filing.

For operators and investors watching FAT Brands navigate its restructuring, the French push is either a savvy long-game move or a distraction from existential problems at home. The reality, as usual, is more complicated than either clean narrative.

The French Burger Market Is Real

Before analyzing FAT Brands' financial situation, it's worth understanding the market they're entering. France now ranks as the second-largest market for McDonald's in the world by revenue, trailing only the United States. The French have adopted burger culture with a speed that confounded analysts who assumed the country's attachment to traditional cuisine would keep QSR growth limited.

Burger consumption in France has grown steadily over the past decade. McDonald's operates roughly 1,500 locations in the country. Burger King re-entered France in 2012 after a long absence and now operates over 400 units. Homegrown chains like Big Fernand and PNY have built loyal followings in urban markets by positioning premium, chef-driven burgers against the legacy chains. Quick, the Belgian-owned fast food chain that once held a significant French footprint, has largely ceded ground, creating openings for challengers.

The point is that France is not a burger market that needs to be convinced. Demand is established. The question is always execution and positioning.

Fatburger's pitch in France appears aimed at the premium-casual tier, above McDonald's and Burger King but below full-service. The brand's California origin story and its "big fat burger" identity translate reasonably well into a market that fetishizes American food culture even as it critiques it. The first French Fatburger opened in Sarcelles, north of Paris, nearly three years ago and provided early proof of concept before this latest expansion push.

The Franchise Partner Model

The 30-unit expansion is being developed through Big M CIE, the company led by Mehdi Bella, who brings established French restaurant industry experience to the partnership. FAT Brands is not bankrolling French buildout directly. It's licensing the brand and collecting royalties while Big M CIE bears the capital costs of opening and operating individual locations.

This matters enormously given FAT Brands' financial position. The master franchise model lets the parent company expand its unit count and brand footprint without deploying the kind of capital it clearly does not have. Five Fatburger locations are planned for 2026, with two in the near-term pipeline covering Northern and Southern France beyond the initial Paris-area cluster.

For operators evaluating international franchise development as a strategy, this structure offers a clear lesson. Asset-light international expansion through well-capitalized master franchisees can generate real royalty revenue even when a parent company's balance sheet is stressed. The risk sits on the franchisee's side of the ledger.

The quality of the master franchisee selection is therefore the critical variable. Big M CIE's track record in French restaurant operations will determine whether this buildout actually reaches 30 units by 2028 or stalls at a handful of locations.

FAT Brands' Chapter 11 Context

FAT Brands filed for Chapter 11 bankruptcy protection in late 2024, a consequence of years of aggressive acquisition strategy that loaded the company with debt. The parent company now controls 18 restaurant concepts, including Johnny Rockets, Elevation Burger, Marble Slab Creamery, Round Table Pizza, and Fatburger itself. The acquisition spree generated scale but also created a complex, debt-heavy holding structure that couldn't sustain itself when sales softened and interest costs climbed.

Chapter 11 is not liquidation. It's reorganization, and FAT Brands has been explicit that it intends to restructure its debt obligations while continuing to operate. For franchisees already operating under FAT Brands concepts, this creates uncertainty around brand support, marketing resources, and supply chain commitments.

International master franchise agreements, however, sit in a different position than domestic franchise relationships. Big M CIE has a contractual right to develop Fatburger locations in France under terms negotiated before the bankruptcy filing. Those rights don't evaporate in Chapter 11. The question is whether FAT Brands can continue providing adequate brand standards enforcement, training support, and marketing assets while it works through restructuring.

The Rosny-sous-Bois opening suggests the operational relationship is intact for now. But franchisees evaluating any FAT Brands concept, internationally or domestically, should be stress-testing what happens to support infrastructure if the reorganization takes longer or gets messier than projected.

The Strategic Logic of Expanding While Distressed

Why push international growth aggressively when you're in Chapter 11? There are at least two defensible reasons.

First, royalty income from international operations is relatively low-cost to generate once a master franchise agreement is in place. If Big M CIE opens five French Fatburgers in 2026, FAT Brands collects royalties on those sales without deploying capital. Even modest royalty streams help demonstrate to creditors that the business has sustainable revenue generation outside its core domestic operations. International brand presence is an asset on the balance sheet.

Second, and more speculatively, building out an international footprint during reorganization can strengthen the brand's valuation for any eventual sale, merger, or recapitalization. A Fatburger with 30 French locations and a credible European pipeline is a more valuable asset than a Fatburger that operates only in the United States. FAT Brands has 18 concepts; if it ultimately sells some or all of them, international presence adds to the price.

The counterargument is that management bandwidth is finite. Running a complex multi-brand reorganization while simultaneously developing an international franchise system requires executive attention that might be better focused on stabilizing domestic operations and satisfying creditors. Distracted leadership is one of the documented risks in restaurant bankruptcy proceedings.

What Operators Should Take Away

For independent operators and franchisees considering international expansion, the Fatburger France story illustrates several practical realities.

The master franchise model can work at scale, but franchisee selection is everything. FAT Brands needed a partner with French restaurant experience, capital, and operational credibility. Big M CIE provides all three. Operators pursuing international licensing should hold the same standard for their own partners, and should be willing to walk away from undercapitalized or inexperienced buyers of their brand rights.

Market selection matters more than brand strength. France is not an easy market. It has sophisticated consumers, strong local competition, and high real estate costs in urban areas. Fatburger is entering with a proven category (burgers), in a city with demonstrated demand, with a local partner who understands the operating environment. That combination is more important than the brand's name recognition, which in France is limited.

Financial health of the franchisor is a diligence item, not an afterthought. Franchisees entering agreements with financially distressed parent companies face real risks: degraded support, reduced marketing investment, and uncertainty around brand continuity. Those risks are not automatically disqualifying, but they require mitigation. Franchisees should negotiate clear service-level commitments and understand their rights if the franchisor's situation deteriorates further.

The Road to 30 Units

Reaching 30 Fatburger locations in France by 2028 requires opening roughly 12 to 14 units per year starting in 2026. The five planned for this year are a reasonable first step. Two additional regional locations outside Paris signal intent to build a national brand rather than a Paris-only concept, which is the right instinct in a country where regional identity matters.

The harder work is the middle innings: finding real estate, training operators, building supply chain, and sustaining sales volumes that justify continued expansion. France's commercial real estate market in major cities is expensive and competitive. McDonald's and Burger King have supply chain advantages that a 30-unit newcomer cannot match in the near term.

FAT Brands will need Big M CIE to execute at a high level, and it will need its own restructuring to resolve clearly enough that brand support remains consistent. Neither is guaranteed.

What is clear is that the French burger market will keep growing regardless of whether Fatburger captures a meaningful share. For FAT Brands, that's both the opportunity and the pressure: France is a real prize, and the window for establishing a foothold won't stay open indefinitely.

QSR Pro has previously covered FAT Brands' Chapter 11 bankruptcy filing and its broader portfolio restructuring.