Qualifications
When most people think about franchising, their minds immediately go to numbers – startup costs, royalty fees, profit margins, and financial minimums. And while those elements are certainly part of the decision-making process, at Dickey’s Barbecue Pit, the requirements to join the brand go much deeper than balance sheets.
Running a Dickey’s franchise isn’t just about having enough capital. It’s about passion, hands-on commitment, and the willingness to embrace the unique physical demands of the barbecue business. In the words of the Dickey’s leadership team, “We don’t use
the term franchisee internally. We use the term owner-operator. I think that’s fundamental to who we are.”
This shift in language is more than semantics. It reveals the very foundation of how the world’s largest barbecue brand approaches growth and partnership.
The Partnership Comes First
At its core, franchising is a partnership. For Dickey’s, that partnership is about aligning with people who are not only financially capable but also deeply committed to being in the restaurant business. Unlike other franchise models that attract professional investors building portfolios of multiple concepts, Dickey’s is looking for owner operators, people who see themselves in the pit, hands on the briskets, living and breathing the restaurant experience.
“We’re looking for folks that really want to be in the restaurant business, and specifically in the barbecue business,” the team explains. “You have to be willing to come in and smoke the meat on site. You have to be comfortable with the Hickory Wood pit smoker. There’s just a lot of physicality to that. There’s a lot of specialization where art and science meet.”
This is why the brand emphasizes the owner-operator model. The ideal Dickey’s partner isn’t someone looking to passively invest; it’s someone who wants to make the
restaurant their own, to build something they’re proud of, and to carry on a tradition of authentic, Texas-style barbecue.
More Than Money: The Human Commitment
Yes, Dickey’s requires that potential owners meet certain financial qualifications. But even when those minimums are achieved, financial readiness alone doesn’t make someone a fit. The real test comes in the day-to-day commitment to the restaurant.
The expectation is clear: owner-operators must be prepared to dedicate themselves fully to their business. That means working a minimum of 40 hours per week in-store, side by side with their team, serving customers, and overseeing operations.
Even when partnerships form (such as when multiple investors come together) at least one equity holder must agree to be an active operator. There is no absentee model at Dickey’s. The brand insists on someone being physically present, accountable, and engaged.
The Physical Demands of the Barbecue Business
Running a barbecue restaurant is unlike running most other quick-service or fast casual concepts. At Dickey’s, meats are smoked fresh on-site every day. That process demands a hands-on, physical effort that not every aspiring franchise owner is ready for.
“There’s a lot of physicality in what we do. Loading the pit, unloading the pit. You’ve got to be there before 8:00 a.m. You must work all the way through. You’re loading those briskets, you’re loading those pork butts, you’re pulling them out,” Dickey’s explains.
The restaurant business is hard, and barbecue adds another layer of intensity. The pitmaster’s role is both science and craft – carefully managing smoke times, temperatures, and flavor profiles to deliver the consistent quality customers expect.
This physical, skill-based element of the job often surprises people who may come from other industries or investment backgrounds. While some operators thrive on the challenge and artistry, others discover that the daily grind is not for them. That’s why Dickey’s places such an emphasis on vetting partners for passion as well as financial readiness.
Experience: Nice to Have, Not Required
Many assume that restaurant or food service experience is a prerequisite to franchise ownership. Interestingly, at Dickey’s, that isn’t the case.
“It’s a nice-to-have. It’s certainly something that we discuss with folks, but it’s not a hard and fast requirement,” the leadership team explains. “For example, our two original franchises (literally number one and number two) that are both still with the brand, neither came to us with direct restaurant experience.”
Instead, what matters most is adaptability and willingness to learn. Some Dickey’s owners come from corporate jobs and are eager to leave office life behind. Others have entrepreneurial backgrounds, while still others may have operated other restaurant brands. The franchise welcomes all of these experiences, but none of them replaces the necessity of being fully engaged and committed on-site.
Why Operational Standards Matter
To ensure success, Dickey’s sets clear operational standards for all its owner operators. These include:
- Passing operations audits (known internally as Blaze audits).
- Maintaining brand standards across food quality, service, and cleanliness. • Avoiding off-program purchasing.
- Keeping customer complaints within model thresholds.
The philosophy is simple: “Nail it before you scale it.” In other words, a single-unit operator must prove proficiency and consistency before even being considered for expansion opportunities, such as multi-unit or area development deals.
This approach ensures that every restaurant in the system maintains the same quality and reputation. For the brand, it’s not just about adding more units—it’s about making sure each one lives up to the legacy of authentic Texas barbecue.
Learning From Real-World Examples
The importance of operational involvement becomes clear when looking at the experience of some former franchisees.
Take the example of an owner who originally joined with the ambition of becoming an area developer – building multiple stores and eventually recruiting other operators. On paper, he had strong qualifications: knowledge of construction, local market expertise, and enthusiasm for growth.
But once inside the restaurant, the physical demands and day-to-day challenges proved overwhelming. From managing pit operations to meeting guest satisfaction benchmarks, he struggled to maintain the standards required to move forward. Ultimately, he failed to meet the benchmarks necessary to expand, and the brand exited the relationship.
This case illustrates why Dickey’s insists on owner-operators demonstrating success at the single-unit level first. Without a solid operational foundation, scaling up simply isn’t sustainable.
Passion as the Deciding Factor
At the end of the day, what Dickey’s is really looking for isn’t just an investor – it’s a partner with passion. Someone who wakes up excited to fire up the smoker, to greet customers, to put in the long hours, and to take pride in running a restaurant that serves authentic barbecue.
That passion is what drives successful owner-operators to not only meet standards but exceed them. It’s what allows some to grow from one store to multiple units. And it’s what has kept the brand thriving for more than 80 years, with franchise operations expanding across 41 states.
Final Thoughts
Franchising with Dickey’s Barbecue Pit is not a passive investment. It’s not for someone who simply wants to write a check and wait for the returns. It’s a calling for those who want to be in the restaurant every day, working alongside their team, and sharing a love of barbecue with their community.
Financial qualifications are necessary, but they are only the starting point. The real keys to success are physical dedication, operational excellence, and genuine passion for the craft of smoked meats.
For those who bring that passion, the rewards go far beyond financial success. They join a family of operators, uphold a tradition of authentic Texas barbecue, and build a business they can truly call their own.
