Hawaiian Bros, the Kansas City-based chain selling plate lunches inspired by the Hawaiian Islands, is trying to do something unusual: raise the amount each store brings in without building more stores. The brand, which now runs 83 locations across the Midwest, has an average unit volume, or AUV, of around $2.5 million. Its CEO, Scott Ford, says he wants that number to hit $3.5 million.
Ford spoke about the plan during an episode of Take-Away with Sam Oches, a podcast focused on the restaurant industry. He explained that the company’s growth so far has come mostly through franchising, and that the brand’s strength comes from its food rather than its scale. The question now is whether marketing and operations can push past the limits that expansion alone could not reach.
Numbers behind the plan
Hawaiian Bros serves its signature plate lunch largely in the Midwest, where the chain has grown steadily since its founding. The brand’s founders, Tyler and Cameron McNie, started with just three locations when Ford joined them in 2019. Since then, the company has added franchises to reach 83 units.
For Hawaiian Bros, the AUV sits at about $2.5 million. Ford’s stated goal is to increase it to $3.5 million.
What Ford brings to the table
Ford’s background gives him a particular view of the fast-casual space. He spent time at Applebee’s and Boston Market before joining Hawaiian Bros in 2019. That experience informs his approach to growing the brand.
His strategy rests on several key points:
- Customers today want something outside the routine.
- Positive attitudes lead to positive outcomes.
- Scrappy marketing is necessary to win guests.
- Operational excellence can unlock better AUVs.
- Inviting everyone to your party means having capacity that outpaces demand.
- There is no honeymoon period for a new restaurant.
Each of these points addresses a specific challenge. The first two speak to consumer behavior and company culture. The last four are about execution: marketing, operations, capacity planning and speed to market.
Operational changes
Ford’s plan includes several operational improvements designed to handle rising demand. These changes are aimed at making each restaurant more efficient so it can serve more customers without losing quality.
The details of those changes were not specified in the interview. What was clear is the direction: the company is investing in systems and processes that will let it handle more traffic without sacrificing the experience that drew guests in the first place.
Marketing and the scrappy route
Ford also emphasized the importance of marketing that gets results without spending heavily. His point is that creativity can often replace budget when it comes to winning customers. That approach fits a brand that has grown through franchising, where local marketing efforts can be tailored to each market.
The company’s focus on the Midwest has been a deliberate choice. Rather than competing with established chains in warmer regions, Hawaiian Bros has built its reputation in areas where plate lunch is less common. That positioning gives the brand a clearer path to growth.
Path forward
Ford’s plan is straightforward on paper but difficult in practice. Increasing AUV by the stated gap requires consistent execution across every location. The company will need to keep its food consistent while also finding ways to drive more traffic through each door.
The key test will be whether the operational changes hold up under pressure. AUV growth is a lagging indicator, meaning it shows results after the work has been done. Hawaiian Bros will need to demonstrate that its marketing and operational improvements are working before the numbers fully reflect the change.
“There is no honeymoon period for your new restaurant.”
That line from Ford captures the urgency of the plan. A new restaurant can only rely on novelty for so long. After that, it has to perform.
Verdict on Hawaiian Bros
Hawaiian Bros has a solid foundation. Its AUV of $2.5 million puts it well ahead of many emerging chains, even though it operates mostly in the Midwest. The gap to $3.5 million is substantial, but Ford’s plan is direct: marketing and operations, not expansion, are the engines of growth.
The company’s strategy is notable because it is betting on efficiency rather than scale. That is a harder path in some ways, but it avoids the risks that come with rapid expansion. Instead, Hawaiian Bros is trying to squeeze more out of what it already has.
The coming months will show whether the plan works. Ford’s record at Applebee’s and Boston Market, combined with his partnership with the McNies, gives him a strong track record.
Ford’s plan is ambitious, and it is worth watching. The chain has already shown it can succeed in markets that might not expect it. Now it is testing whether it can beat its own numbers.
Source material: “How emerging chain Hawaiian Bros plans to bump AUV from $2.5M to $3.5M,” Nation's Restaurant News.
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