1 Executive Summary
Let’s Get Wings is a premium chicken wing brand built on bold, crave-worthy flavors and a commitment to quality, consistency, and customer experience. The brand was founded in honor of my late father—his birth year, 1957, is proudly embedded in our branding as a tribute to our shared love for wings.
What sets Let’s Get Wings apart is our unique double-fry technique that creates an ultra-crispy texture, paired with high-quality ingredients and delicious sauces. Every order is prepared fresh, with care and attention to detail, delivering not just food, but an experience.
From March to July 2025, we operated successfully as a ghost kitchen, building early traction, earning a perfect 5-star customer rating, and creating buzz through word-of-mouth and social media.
Now, Let’s Get Wings is evolving.
We are transitioning from a ghost kitchen to a mobile food trailer, bringing our brand directly to high-traffic locations and events. This move allows us to increase visibility, grow our customer base, and lay the foundation for a future brick-and-mortar location. Our long-term vision is to scale into a regional—and eventually national—franchise known for speed, flavor, and unmatched consistency.
2 Our Strategy from March 25 - July 25
Unlike many startups that launch with profit as the primary goal, Let’s Get Wings took a different approach during our initial launch. Our goal was clear: validate the product, test demand, and gather real customer feedback before scaling.
We operated out of a rented commercial kitchen space, with the owner personally investing thousands of dollars into research and development—including equipment, high-quality ingredients, sauce testing, packaging, and branding. This phase wasn’t about making money—it was about making sure we had something truly worth scaling. This setup had major cost limitations. The owner was paying $1,300 per month to operate just a few days each month, with limited flexibility and high overhead. By contrast, many food truck operators pay less than that per month for full-time mobility and visibility.
Our strategy focused on:
Testing and perfecting our signature wing preparation and sauce recipes
Gathering direct customer feedback in a controlled environment
Building buzz through social media and word-of-mouth
Monitoring repeat purchase behavior and refining based on insights
This early commitment paid off:
We earned over 40 perfect 5-star reviews on Google, Facebook, and via direct diner feedback
Local food critics and customers labeled us the best wings in Oak Creek and the surrounding areas
We built a loyal following and proved the product resonates with our market
Thanks to this strategic test phase—and the significant time, energy, and financial investment behind it—we now have the validation, momentum, and foundation needed to scale operations confidently.
3 Problem Statement
In today’s saturated food market, quality wings often get lost in overcrowded menus and inconsistent execution.
Many wing spots try to do too much — offering massive menus, dozens of sauces, and a range of unrelated items. This lack of focus often results in inconsistent quality, with soggy, under-seasoned, or overcooked wings that fall short of customer expectations.
Customers are no longer impressed by quantity — they want specialization and consistency. They’re looking for a go-to spot that perfects one thing and does it better than anyone else.
Additionally, overwhelming menus can cause decision fatigue, turning away customers who want a fast, reliable, and satisfying experience.
Let’s Get Wings is built to solve this.
We keep the menu intentionally tight and elite: just premium, crispy wings, perfectly seasoned fries, and bold, handcrafted flavors.
To keep the experience fresh and exciting, we introduce rotating monthly flavors, giving customers something new to look forward to without cluttering the core menu.
Our streamlined model ensures consistent execution, fast service, and a product that delivers every time.
4 About the Founder
Let’s Get Wings was founded by Kevin, a U.S. Navy veteran, entrepreneur, and proud Flint, Michigan native with a deep love for great food and even greater purpose.
Kevin has always had a passion for starting his own business. He credits his parents for planting those early entrepreneurial seeds— putting him and his siblings into invention fairs and science competitions as a way to keep them focused. It worked. Kevin and his siblings won several competitions growing up and were even featured on the news for their creative inventions. That spirit of innovation, determination, and hustle still drives him today. Let’s Get Wings is more than just a business—it’s a tribute. Kevin created the brand to honor his late father, who passed in 2016 and was born in 1957, the number proudly featured in the company’s branding. The two shared a bond over chicken wings, sports, and time spent together. That legacy lives on in every batch, every sauce, and every customer interaction. With a passion for building businesses and bringing people together through food, Kevin is on a mission to grow Let’s Get Wings into a recognizable brand in the Midwest rooted in quality, culture, and community. His focus isn’t just on selling wings—it’s about creating an experience people will remember and come back for.
4.1 Kevin’s Qualifications
Lean Manufacturing Background
Lean is a production system that focuses on reducing waste, creating customer value and seeking continuous process improvement.
Because lean manufacturing improves efficiency, reduces waste, and increases productivity, this leads to increase product quality, employee satisfaction, increased profits, and more.
United States Navy
Culinary school.
Worked successfully in fast-paced environments.
Gained exceptional discipline to work successfully in any atmosphere.
Passion for Customer Service
Kevin loves customer service. He is a personable person that well suits him for the hospitality industry.
More than 7 years of customer service and support spanning across retail, manufacturing, and restaurant industry.
Education
Has valuable educational background.
- bachelors in business management, masters in innovation & entrepreneurship, and a masters in business analytics, all in which can and will play a significant role in Lets Get Wings.
Leadership Experience
Leadership experience derived from his quality supervisor position in which he led, guided, and developed a staff of 10 quality staff members in day-to-day operations.
Founded and led Let’s Get Wings, guiding the brand from concept to operational success—overseeing R&D, kitchen operations, customer service, marketing, and strategic planning, resulting in 40+ five-star reviews and recognition as the top-rated wings in the Oak Creek area within four months.
Program Coordinator for Concordia University’s Computer Science Department, overseeing and supporting 300+ students while managing program operations, demonstrating strong leadership, organization, and strategic planning skills.
Awards
- “Hot Runner” List, U.S. Navy: Recognized for surpassing expectations in performance of job duties and comprehension of Naval/Submarine technology and procedures.
- Winner of the WWBIC Veteran Grant Competition, securing funding to support the growth and expansion of Let’s Get Wings.
5 Value Proposition for Investors
Let’s Get Wings offers a compelling investment opportunity grounded in product excellence, early market validation, and a scalable business model designed for long-term growth.
Potential for Significant Return on Investment
- Our voice of the customer mentality, strategy, products and services will place us in position to obtain a significant market share in the industry.
Positive Impact in the Community
- At Let’s Get Wings, we believe in giving back in the community we operate in. With that said, we plan to conduct various community outreach activities annually.
Job Creation
- Investing in Let’s Get Wings means you are creating jobs, which leads to maintaining healthy economic growth in the community.
5.1 Bottom Line
An investment in Let’s Get Wings today is not just funding a food trailer—it’s fueling the launch of a franchise-ready brand built on quality, community, and scalability.
The food trailer isn’t the goal—it’s the vehicle. A strategic stepping stone designed to increase brand visibility, test new markets, and generate the momentum and revenue needed to launch our first brick-and-mortar location. From there, we scale into a multi-unit franchise that specializes in doing one thing exceptionally well: premium chicken wings with unmatched consistency.
This is your opportunity to get in early on the next breakout name in the chicken wing space.
6 Business Details
6.1 Why Wings?
Chicken wings are more than just food—they’re a cultural staple.
From game days and parties to late-night cravings, wings are universally loved and consistently in demand. The U.S. alone consumes over 1.4 billion wings during the Super Bowl weekend every year. Why? Because wings are fun, flavorful, and social. They spark conversation, bring people together, and come with infinite ways to customize and enjoy.
6.2 Mission Statement
- Our mission is to honor legacy through flavor - serving the crispiest, boldest wings in the game while delivering genuine, unforgettable experiences to every customer we meet. Built on passion, hustle, and a commitment to quality, we aim to bring people together through food, community, and culture - one wing at a time.
6.3 Hours of Operation
Lets Get Wings hours of operation may vary, but we plan to operate Friday - Sunday, with service hours optimized around peak cravings and high - traffic times.
Friday: 3:00PM - 10:00PM Saturday: 3:00PM - 10:00PM Sunday: 11:00AM - 4:00PM
Hours may vary based on location, season, or special events.
For our food trailer operation, we understand that location is everything. That’s why Let’s Get Wings will position itself in high-traffic areas throughout Oak Creek and surrounding communities.
We’re targeting spots with strong foot traffic and consistent visibility, including but not limited to:
Retail plazas
Brewery and bar parking lots
Business districts during lunch hours
Community events, festivals, and sports gatherings
Gas Stations
Our mobility is our advantage. By staying flexible, we can go where the people are, test different markets, and build a strong local following ahead of our planned brick-and-mortar expansion.
Exact locations and weekly schedule will be posted on our website and social media platforms for easy customer access.
6.4 Revenue Streams -
10 Piece Traditional Wings - $16.00
- Tossed in up to two sauces
- Ranch or Bleu Cheese
- Celery Sticks
8 Piece Traditional Wings - $13.00
- Tossed in up to one sauce
- Ranch or Bleu Cheese
- Celery Sticks
10 Piece Boneless Wings - $14.00
- Tossed in up to two sauces
- Ranch or Bleu Cheese
- Celery Sticks
8 Piece Boneless Wings - $11.50
- Tossed in up to one sauce
- Ranch or Bleu Cheese
- Celery Sticks
Side of Fries - $3.00
Soda 12oz - $1.50
Specials
Our specials are available only on select days—crafted to match the vibe of the week and keep things exciting.
Game Day Specials - 20 for $20 wing special - Wings only Traditional
Date Night Special - $32.00
- 20 Wings Tossed in Four Flavors
- Ranch or Bleu cheese
- Celery Sticks
- Two Orders of Fries
- Two 12Oz Sodas
The Date Night Special is designed to drive higher ticket sales through perceived value while maintaining strong profitability. Normally, two guests ordering separately would pay $32 for two 10-piece wings. With the Date Night Special, customers receive the same 20 wings along with two fries and two sodas for just $32, creating an immediate $10 perceived savings. This bundle not only incentivizes couples and friends to choose Let’s Get Wings for their Friday night, but also increases order volume and brand loyalty. Despite the added value, the special maintains an impressive contribution margin of approximately 67%.
6.5 Demographics, Industry Analysis, and Trends
In 2023, Milwaukee, WI had a population of 570k people with a median age of 32.2 and a median household income of $51,888. Between 2022 and 2023 the population of Milwaukee, WI declined from 573,299 to 569,756, a −0.618% decrease and its median household income grew from $49,733 to $51,888, a 4.33% increase.
6.5.1 Target Market
Let’s Get Wings targets wing lovers between the ages of 18 to 50 who crave high-quality wings with a craveable, crispy finish and bold, rotating flavors. Our core customers include young professionals, college students, busy families, and wing enthusiasts who are tired of chain restaurants. However, statistically, we expect those outside of the target age group (outliers) to appear every so often and that has happened - customers as old as 80 years of age has ordered.
6.5.2 Household Income
According to 2023 data, the largest share of Milwaukee households fall within the $60,000–$100,000 range—an income level that supports casual dining purchases without hesitation. Let’s Get Wings’ pricing strategy strikes a balance between affordability and premium quality, making it accessible to the majority of local consumers.
6.5.3 Age Demographics
Median Age (Total) 31.8
Male Median Age 30.9
Female Median Age 32.8
Total Seniors Age 65+
- – 65,007
Total Female Population 294,474 (51.36%)
Total Male Population 278,825 (48.64%)
With a median age of just 31.8, Milwaukee is an ideal market for Let’s Get Wings. Our core offerings appeal to a younger demographic that values convenience, flavor, and social food experiences—perfect for food trailers, and online-driven ordering models.
6.5.4 Wing Industry Statistics
Two in five (38%) Americans say that the breast is their favorite cut of chicken, but wings (20%) are second.
While there are a variety of wing sauces to choose from, BBQ (52%), ranch (46%) and buffalo/hot sauce (41%) are the preferred.
French fries are by far the preferred side for wings (72%), distantly followed by celery (14%).
Americans ate a record 1.42 billion chicken wings for the Super Bowl in 2024.
The US chicken wing industry is worth $55.6 billion and has grown by 8.4% annually between 2018 and 2023.
Chicken wings are a popular American snack food that are eaten all year, but especially during sports games.
The National Chicken Council estimates that Americans eat 24 wings per month, 290 per year, and more than 17,000 in their lifetime.
The numbers speak for themselves—chicken wings aren’t a trend; they’re a lifestyle. Wings aren’t just a game day snack, they’re an all-year, all-season favorite. And Let’s Get Wings is positioned to serve that demand with quality, flavor, and consistency.
7 Business Strategy
7.1 Key Takeaways from Ghost Kitchen Phase
7.1.1 Customer Type
The largest segment of customers were
high spenders, showing that the brand successfully attracted people
willing to pay a premium for quality wings. Frequent diners made up the
second largest group, signaling strong product satisfaction and repeat
business. Even more encouraging is the overlap — with six customers
categorized as both high spenders and frequent diners, demonstrating the
presence of loyal, high-value customers.
7.1.2 Orders Data
This chart reinforces just how strong the demand was for Let’s Get Wings—even with limited operations during the ghost kitchen phase. Over the course of operating just one day a week, we were able to fulfill 112 total orders with an impressive average order value of $59.68. That’s a strong average spend, especially for a brand with no physical storefront.
These numbers show that customers weren’t just trying the food—they were investing in it. It speaks to the premium quality of the product and the value customers saw in their experience. This kind of revenue potential, achieved under tight constraints, demonstrates the strength of the brand and what’s possible as we transition into a mobile food trailer model with more availability, visibility, and scale.
7.1.3 Sales Distribution
This chart highlights the effectiveness of our upselling strategy. While we are transitioning from a 12-piece to a 10-piece option, the approach remains the same: the larger portion (previously the 12-piece, now the 10-piece) includes two sauce flavors, whereas the Classic 8-piece includes only one. This simple difference creates an incentive for customers to upgrade to the larger meal for more variety. As shown, the larger portion significantly outperformed the Classic 8 in sales and accounted for the majority of gross revenue. We did not include boneless wing sales in this chart since they were only added to the menu in the final month of operations, and thus did not have enough data for meaningful comparison.
We scaled down to a 10-piece for better efficiency in food trailer operations, allowing for faster service and smoother workflow during peak times.
7.2 Survey Data
As we transition into the food trailer model, we are committed to being a data-driven business that listens to the voice of our community. To guide our decisions, we conducted a local survey and received over 200 responses from residents, foodies, and potential customers. Below is the feedback:
Friday was the most popular day to buy wings, with over 50% of respondents selecting it.
Saturday followed closely, preferred by nearly 34%.
Thursday showed moderate interest, while Sunday was the least selected at just under 4%.
While Sunday ranked lowest in the survey, we believe it will become a critical sales day during football season, when wings are a game day staple. Our strategy includes leveraging the NFL season to turn Sundays into high-volume days through targeted promotions, sports bar partnerships, and tailgate catering.
Our community survey revealed that over 90% of respondents fall between the ages of 18 and 44, with the largest segment (45.5%) in the 25–34 range. This key demographic values convenience, bold flavors, and engaging, authentic brands. To capitalize on this, Let’s Get Wings will focus on strong social media presence (especially Instagram and TikTok), digital ordering, loyalty perks, and creative monthly flavor drops. Our branding, service model, and marketing strategy are all designed to resonate with this highly engaged, flavor-forward, and repeat-buying audience.
Timing matters—and according to our survey, afternoons (2PM–5PM) were the most common time people crave wings, making up 42.9% of responses. Dinner hours (5PM–8PM) followed at 35.1%, with lunch coming in at 19.5%. Late-night cravings made up only 7.4%, suggesting our focus should be on afternoon and early evening service windows, especially for walk-up and brewery partnerships. This helps us streamline trailer hours for maximum efficiency and customer reach.
When asked how often they’d buy wings from a local spot like Let’s Get Wings, over 75% of respondents said they’d order at least 2–3 times a month or more. Specifically:
50.6% said they’d order 2–3 times a month
26.8% would buy wings once a week
21.6% would visit at least once a month
With the right positioning, consistent quality, and exciting flavor drops, Let’s Get Wings has the potential to become a go-to wing spot in the community with strong customer retention and predictable sales volume.
Based on this feedback, we believe offering 9 sauces strikes the perfect balance between variety and simplicity. It gives customers enough options to stay excited without overwhelming the menu or slowing down service — especially important in a fast-paced food trailer environment.
We’ll anchor our menu with a standard/consistent sauces, and rotate in a few monthly or seasonal flavors to keep things fresh and give customers something to look forward to.
This approach lets us stay creative, stay lean, and still deliver bold flavors that people crave.
7.4 Companies Let’s Get Wings Models After
Let’s Get Wings isn’t here to reinvent the wheel—we’re here to put our own spin on it.
The wing game is crowded, but we saw a lane no one else was using. So we asked: What hasn’t been done with wings yet? How do we stand out while keeping it simple?
To answer that, Kevin looked at two billion-dollar blueprints:
Raising Cane’s: Master one thing and do it better than anyone else.
Crumbl Cookies: Keep customers coming back with rotating flavors and hype-driven drops.
Let’s Get Wings merges the tight, focused execution of Cane’s with the creative energy of Crumbl. The result? A bold, fresh take on fried chicken wings—with the flavor, consistency, and excitement that today’s customers crave.
7.5 Food Trailer Strategy
The food trailer is a critical piece of the Let’s Get Wings strategy—and now is the perfect time to make the move. While many food trucks slow down during the fall, we’re just getting started. Wings are a year-round favorite, and with football season kicking off, MLB playoffs beginning in October, and the NBA season around the corner, we’re tapping into the exact momentum needed to stay busy through fall and winter. This trailer allows us to show up where the action is - in high-traffic areas, or in partnership with local breweries, bars, and businesses. We’ve already started conversations, and the response has been overwhelmingly positive. Companies are excited that we’re investing in a food trailer, and they see the value in having Let’s Get Wings on-site to attract and feed the crowds. This isn’t just a seasonal push—it’s a long-term move to position our brand where the demand never dies down.
7.6 Cultural Storytelling as a Brand Strategy
Let’s Get Wings this fall will use a unique brand-building approach rooted in cultural storytelling through a content campaign called Seasons. Each Season features a collection of Chapters—individual stories highlighting local creatives, artists, and other everyday grinders who represent the spirit of hustle. These cinematic videos blend their personal journey with the Let’s Get Wings experience, creating authentic and emotionally resonant content. By showcasing both passion and flavor, this strategy transforms Let’s Get Wings from a food brand into a cultural connector—elevating community voices while building loyal brand advocates through powerful, shareable storytelling.
7.7 Marketing Strategy
Lets Get Wings wants to create a powerful brand presence both physically and online through strong social media strategies. Having a strong brand presence will increase visibility and help build the momentum we need to grow. Because social media is an intimate, conversational environment, it offers a unique space for consumers to connect with brands in a more human way than traditional advertisement.
7.7.1 AIDA Model
This is often applied to marketing activities that drives sales and ensures conversions. This will be treated as an ongoing cycle.
Awareness - Our marketing strategy will begin with creating awareness of Lets Get Wings through both physical ads and social media advertising.
Interest - Once consumers are aware, this phase seeks to generate interest in Lets Get Wings. This will be done through top-notch social media posts.
Desire - This is where Lets Get Wings must stand out from it’s competitors and create an emotional connection with consumers. There will be a compelling reason for consumers to choose Lets Get Wings.
Action - Lets Get Wings will be clear on what step to take next for the customer in advertising by using call-to-action statements.
From March to July, Let’s Get Wings was able to successfully implement this model
7.7.2 Content Marketing
Lets Get Wings is all about the customer, that translates into our social media strategy. We want to provide exceptional value for our customers when they follow us on social media. The value is generated by providing relevant, useful, and timely information that provides value to the consumer by answering a specific need. Ultimately we want our customers to feel engaged through our social media efforts.
7.7.3 Milwaukee Food Critics
At Let’s Get Wings, we strategically collaborate with local food critics and influencers to build buzz, credibility, and trust around our brand. By inviting respected food reviewers to experience our wings through exclusive tastings—either on-site or via curated take-home boxes—we give them a firsthand look at the quality, consistency, and bold flavors that set us apart. Their honest reviews, social media posts serves as powerful word-of-mouth marketing, reaching thousands of potential customers through trusted voices. These critic spotlights not only generate excitement but also provide us with authentic, shareable content that we repurpose across our platforms to reinforce our reputation as a premium wing destination.
7.7.4 Instagram
Hashtags: Lets Get Wings will use its own hashtag that our customers can use as well as the company. Creating a customized hashtag for Lets Get Wings is a great way to enhance branding efforts. Creating our own hashtag enables a nice collection of marketing activities that will rally customers and interested prospects.
- Hashtags will be used for a plethora of marketing activities; for example: when customers visit Lets Get Wings and post a picture and use #Letsgetwings – this will help the company curate marketing content and spread brand awareness. – In addition, we will use related hashtags that the industry uses to spread awareness of Lets Get Wings.
- Marketing Campaign: We will create alot of buzz around the launch of Lets Get Wings food trailer. We will start a “Countdown to opening day” campaign. This campaign will start a few weeks prior - any longer than a few weeks, the target audience could begin to lose interest and excitement around launch of Lets Get Wings.
- Expanding with advertising: Lets Get Wings understands that
advertising is like adding fuel to the bonfire. In today’s society, now
is the perfect time to utilize Instagram advertisement.
- We will use an approach called “scatter lots of seeds and water the ones that grow” approach to our advertisement strategy. With this approach, we will run lots of ads using a very small budget for each ad – for example, $5 each. We will then evaluate the results and add more money in the ads that work and kill the ones that don’t.
- Here at Lets Get Wings, we will use two types of ads. First are photo ads; these are the simplest type of ads to run, they will all have a call-to-action at the bottom of the image. The second type of ad we will run is video ads; these will be up to 50 seconds long and autoplay with a call-to-action at the bottom of the video.
7.7.5 Facebook
The goal of our Facebook marketing technique is to seem “natural” given the three F’s that Facebook revolves around: Family, friends, and fun.
Looking into the “Soul” of Lets Get Wings, we are a fun company in a fun and photogenic industry. With that said, we will post fun photos of our products and services that directly connects with our target market.
Our goal with our Facebook marketing strategy is to drive engagement with our target audience. High engagement—such as comments, shares, and reactions—signals to the Facebook algorithm that our content is valuable and interesting, which can boost visibility and reach. To take advantage of this, we will craft our posts to spark conversation and interaction, ensuring they are not only informative but also welcoming and relatable.
Lets Get Wings will use a few types of content posts:
Sentimental posts
Funny posts
Surveys
polls
contests
We will also use three types of content for Facebook:
- To grow and engage our Facebook audience, we’ll focus on three core content strategies: original content, user-generated content, and interactive engagement. We’ll consistently create and post high-quality photos, behind-the-scenes videos, and engaging visuals to showcase our wings and brand personality. At the same time, we’ll encourage user-generated content by inviting customers to tag us, leave reviews, and share their own photos or videos enjoying Let’s Get Wings. This builds trust and authenticity. Our team will also stay active by responding to comments and messages, and highlighting super fans who engage regularly. To expand our reach, we’ll use cross-promotion—linking our Facebook page on our website and other platforms like Instagram. Each digital property will promote the others, creating a connected ecosystem that drives traffic and builds a loyal online community.
7.7.6 Influencer Marketing Strategy
One unique strength of Let’s Get Wings lies in the founder’s direct network. Kevin has personal contact information and existing relationships with notable influencers, giving the brand a powerful edge in organic promotion and outreach. Unlike typical influencer strategies that rely on cold outreach or expensive paid deals, Let’s Get Wings can tap into these contacts directly—opening the door to authentic collaborations, brand buzz, and wide-reaching exposure across social platforms.
- Anthony Pettis - 1.4 Million Followers on Instagram
- Meechie Terry - 400,000 + Followers on Instagram and TikTok combined
- Jason Fairfield - 7,000,000 + Followers on Instagram and TikTok combined
- Ode Osbourne - 30,000 + Followers on Instagram
- Christian Rodriguez - 22,000 Followers on Instagram
7.8 Chamber of Commerce as a Strategic Asset
As a member of the South Suburban Chamber of Commerce, Let’s Get Wings benefits from more than just a listing—we gain access to a powerful local business network, marketing resources, and community credibility. This membership plays a direct role in our business strategy by helping us:
Build local partnerships with breweries, event hosts, and businesses through structured networking events, breakfasts, and mixers.
Increase visibility via free directory listings, ribbon cuttings, ChamberFest vendor spots, and social media/newsletter promotions.
Stay informed and proactive through legislative updates, economic development briefings, and speaker series on regional trends.
Access growth resources, like the Chamber’s marketing tools, educational workshops, and community connections.
More than just a symbolic membership, the Chamber provides Let’s Get Wings with tangible tools to grow revenue, credibility, and community presence, especially as we expand the food trailer operation and lay the foundation for future franchising.
Click on Link for more Information
7.9 Let’s Get Wings Day-to-Day Operations
In order for Lets Get Wings to stay competitive, continuously maintain customer satisfaction, and drive business growth, we must remain a value driven business.
7.9.1 Lets Get Wings Organizational Structure
7.9.1.1 Operational Level:
Operational employees develop, control, and maintain the core business activities that drive day-to-day operations. Their decisions directly impact how Let’s Get Wings functions on a daily basis. These employees in a food trailer environment, their ability to work fast, stay organized, and deliver consistent quality is crucial. Example:
- Fry Cook
- Cashiers
- Food Assembler
- Founder/Owner(s)
7.9.1.2 Managerial Level:
Managerial staff in the food trailer setup—such as the Kitchen Manager or founder —are responsible for overseeing trailer operations, managing inventory, ensuring compliance with health and safety standards, and coordinating staff schedules. These roles also involve adapting quickly to challenges like supply chain changes or shifts in customer demand. Because food trailers operate in dynamic, high-traffic environments, managerial employees must work cross-functionally—bridging daily execution with broader business goals to ensure smooth operations and customer satisfaction. Example:
- Kitchen Manager
- Founder/Owner(s)
- Shift Lead
7.9.1.3 Strategic Level:
Strategic-level decision-makers—such as the owner(s) or executive leaders—develop the long-term vision for Let’s Get Wings, including expansion plans, trailer route strategies, partnerships, and branding. They monitor performance, customer trends, and broader market forces (economic, regulatory, competitive) to shape the business’s direction. Even in a mobile setting, these leaders set the tone for innovation, quality control, and scalability—laying the groundwork for eventual brick-and-mortar or franchise expansion.
Owner(s)
Investors
Overall, the chart outlines a clear three-level structure: Operational, Managerial, and Strategic— that helps Let’s Get Wings stay organized, focused, and prepared for growth. Each level plays a specific role: operational staff handle the day-to-day customer-facing tasks; managerial staff oversee operations, quality, and team coordination; and strategic leaders set the vision, make long-term decisions, and guide overall direction. This structure ensures that responsibilities are clearly defined, communication flows effectively, and decisions are made at the right level. Even as a small business, having this framework in place creates accountability, supports smooth daily operations, and lays the foundation for scaling in the future.
7.10 Measuring Lets Get Wings Business Decisions
To ensure Let’s Get Wings is meeting its business goals, we will use two key metric types: Critical Success Factors (CSFs) and Key Performance Indicators (KPIs). CSFs represent the essential actions the business must take to achieve its strategic objectives—such as delivering consistent food quality, maintaining high customer satisfaction, and optimizing service speed. KPIs are the measurable data points we’ll use to track progress toward those success factors. These will include both internal and external metrics, covering operational performance, customer engagement, and brand reach. To stay focused and effective, each department or business function—such as operations and social media—will track only 3 to 5 carefully selected KPIs. This focused approach ensures clarity, prevents data overload, and helps the business make informed decisions as it grows.
Example:
CSF: Deliver fast and efficient service during peak trailer hours
KPI: Average order prep time
KPI: Orders fulfilled per hour
KPI: Customer wait time from order to pickup
KPI: Order accuracy rate
CSF: Build strong relationships with breweries, event organizers, and local businesses
KPI: Number of successful collaborations per month
KPI: Revenue per partnered event
KPI: Referral opportunities or rebooking rate from hosts
CSF: Consistently Generate Strong Monthly Revenue
KPI: Total monthly revenue
KPI: Average order value
KPI: Number of orders per day/week/month
KPI: Average weekly sales
KPI: Revenue growth rate month-over-month in %
7.11 Efficiency and Effectiveness
Let’s Get Wings is committed to operating as efficiently and effectively as possible. Efficiency focuses on how well the business utilizes its resources—such as time, labor, inventory, and equipment—to deliver maximum output with minimal waste. This includes streamlined cooking processes, a simplified menu, and optimized trailer operations to ensure fast service and reduced overhead.
On the other hand, effectiveness measures how well Let’s Get Wings achieves its strategic goals and objectives. This includes delivering a high-quality customer experience, building brand loyalty, and maintaining strong community engagement. We will track effectiveness through measurable outcomes such as customer satisfaction ratings, positive online reviews, repeat transactions, and social media engagement. Together, these approaches ensure that the business not only runs smoothly but also delivers on its promise of exceptional food and service.
7.12 Benchmarking
Benchmarking will play a vital role in the operations of Let’s Get Wings. Benchmarks are baseline values that represent the minimum acceptable performance standards across key areas of the business. These values are not just goals—they are thresholds we cannot afford to fall below. By continuously measuring our operational results against these benchmarks, we can identify areas where we’re under-performing and take corrective action.
7.13 Data
Trust Your Gut—but Back It with Data
Research shows that over half of Americans rely on their gut when making decisions. At Let’s Get Wings, we understand the power of intuition—but we also know that data is a game-changer. Being a data-driven business gives us the edge to make smarter decisions, serve our customers better, and grow with purpose.
Enhanced Customer Insights by analyzing customer data, we gain valuable insights into behavior, preferences, and demographics. Through our POS system, each debit or credit card transaction—especially when paired with an email receipt—captures key customer data. Kevin can leverage machine learning tools like if-then analysis and k-means clustering to identify trends, group customer types, and personalize marketing campaigns for stronger engagement.
Optimized Menu Design Data allows us to go beyond guesswork. By tracking sales and food costs, we can pinpoint which menu items perform best and set pricing that balances customer satisfaction with profitability. This ensures our offerings are both crave-worthy and cost-effective.
Smarter Inventory Management with data-driven forecasting, we can keep inventory lean and efficient. This reduces waste, lowers costs, and ensures that we’re always stocked and ready to meet demand—no more, no less.
Strategic Staffing Analyzing customer transaction data helps us identify peak hours and days of the week. With this knowledge, we can schedule staff more effectively, reducing labor costs while maintaining great service during rush times.
7.14 Exit Strategy
Let’s Get Wings was founded with legacy in mind. Kevin, the founder and owner, plans to implement a family succession exit strategy—passing or selling the business to a capable, competent, and passionate family member. In this scenario, Kevin would transition into a smaller, more advisory role, ensuring the business continues to thrive while remaining in the family.
However, if no family member is willing or adequately prepared to assume leadership, Kevin will pivot to an acquisition-based exit strategy. This would involve selling the business to an external buyer, ideally at a seller-negotiated price based on brand value, growth potential, and consistent performance. This approach offers flexibility and the opportunity to secure a favorable sale that reflects the business’s long-term vision and strong foundation.
This dual-path strategy ensures Let’s Get Wings is built to last—whether passed down through generations or transitioned into new ownership that shares the same passion and commitment to growth.
7.15 Business Strategy Conclusion
The Business Strategy section is one of the most important parts of the Let’s Get Wings plan because it lays out the foundation for how the business will operate, grow, and sustain long-term success. A great product isn’t enough, what matters is how it’s positioned, delivered, and scaled. That’s why this section goes beyond general ideas and dives deep into the “how” and “why” behind our approach. From our lean, high-efficiency food trailer model to our simple menu, rotating flavors, customer engagement strategies, and franchise-ready structure—every detail was carefully considered. This section reflects not just a plan, but a vision backed by thoughtful execution. It shows investors, partners, and even future team members that Let’s Get Wings isn’t built on impulse—it’s built on purpose.
8 SWOT Analysis
8.1 Contingency Planning
To ensure operational stability and long-term success, Let’s Get Wings will develop a detailed contingency plan that addresses potential risks across critical areas such as equipment failure, staffing shortages, weather disruptions, supply chain issues, and health or safety concerns. This plan will be created by identifying high-impact risks, evaluating their likelihood, and outlining practical, step-by-step responses for each. We will review and update this plan regularly as the business grows, ensuring that we remain prepared, adaptable, and capable of maintaining service even in the face of unexpected challenges.
9 Management and Staff
9.0.1 Founder – Kevin
Position Overview
As the Founder of Let’s Get Wings, one is not just running a food truck — the founder is building a movement around bold flavors, community connection, and next-level customer experiences. This role is the visionary steering the brand toward becoming a household name, blending data-driven strategy with hands-on hustle. One day you’re analyzing KPIs and spotting industry trends, next you’re behind the fryer tossing wings to perfection or shaking hands with local business partners. This position leads by example — fostering collaborations with breweries, bars, and companies, introducing innovative tech like AI to improve operations, and making sure the brand shows up strong both online and in the streets. Whether you’re working alongside your team during a dinner rush or mapping out the next big growth move, the mission is simple: deliver the best wings in the game and build a brand that leaves a lasting impression.
Drive business growth through data-driven strategy, monitoring KPIs, benchmarks, and industry trends to make informed operational and strategic decisions.
Foster partnerships with local breweries, bars, and companies to create cross-promotional opportunities and food trailer collaborations.
Lead innovation initiatives by integrating machine learning and AI to enhance customer experience, guide menu development, reduce waste, and improve inventory management.
Champion community engagement through outreach programs and by building strong relationships with customers and local organizations.
Oversee brand strategy and marketing execution, working with the Brand Ambassador to align social media campaigns with business goals.
Ensure operational excellence by managing legal compliance, financial oversight, and hands-on food trailer operations — including cooking, taking orders, and packaging orders for customers.
9.0.2 Food Prepper
Position Overview
If you love the smell of fresh wings sizzling in the fryer and take pride in creating food that makes people say, “Wow,” this is the role for you! As a Food Prepper at Let’s Get Wings, you’ll be on the frontlines of flavor — tossing wings to perfection, portioning our signature sauces, and making sure every order leaves the truck hot, fresh, and ready to impress. This isn’t just a back-of-house position — you’ll work side-by-side with the team to keep service moving smoothly, jump in to help wherever needed, and make sure our customers’ experience matches the energy of our brand.
Accurately prepare and package food orders based on customer receipts, ensuring all items are hot, fresh, and correctly portioned.
Toss wings, prepare sauces, and portion sides according to company standards for consistency and quality.
Assist cashier with handing orders to customers promptly and courteously.
Maintain a clean, organized, and stocked workstation to ensure smooth and efficient service.
Communicate with kitchen staff to coordinate order flow and reduce wait times.
Provide excellent customer service and uphold the Let’s Get Wings brand with professionalism and pride.
9.0.3 Cashiers
Position Overview
If you’re the kind of person who can light up someone’s day with a smile and keep the energy high even when the line is long, this role is for you! As a Cashier at Let’s Get Wings, you’re more than just the person taking orders — you’re the first impression, the hype builder, and the smooth operator who keeps service flowing. You’ll greet customers like old friends, help them navigate our flavor-packed menu, and process orders with accuracy and speed. When the rush hits, you’ll work hand-in-hand with the kitchen team to make sure every order is bagged, hot, and ready to go. And when things slow down? You’ll jump in wherever needed, keeping the truck stocked, spotless, and ready for the next wave of wing lovers. This is a fast-paced, people-first role for someone who thrives on great vibes, quick moves, and delivering the Let’s Get Wings experience every single time.
Accurately take customer orders using the POS system, confirming details to avoid errors.
Process payments (digital, card, or cash if applicable) and issue receipts.
Coordinate with food prep staff to ensure orders are completed and packaged correctly.
Hand completed orders to customers promptly and with a friendly attitude.
Handle customer inquiries or concerns professionally, escalating issues to management when necessary.
Keep the front service area clean and organized, including counters, condiment stations, and customer-facing areas.
Assist in restocking supplies (bags, utensils, condiments, napkins) as needed during service.
Promote up-selling opportunities by suggesting add-ons, extra sauces, or larger meal sizes.
Represent the Let’s Get Wings brand with professionalism, friendliness, and efficiency.
Assist team members in other areas of the food truck as needed to maintain smooth operations during peak hours.
9.0.4 Research & Development Specialist – Sauces & Dry Rubs
Position Overview
This is an exciting opportunity for a motivated college student to join an up-and-rising food brand that’s making waves in the wing game. At Let’s Get Wings, we’re not just serving food — we’re building a brand that’s set to compete with the biggest names in the industry. As our Research & Development Specialist, you’ll play a direct role in shaping our menu, experimenting with bold new flavors, and helping us stand out in a competitive market. You won’t just be “assisting” — you’ll be part of the creative core that drives our growth. This role is perfect for a culinary arts, food science, or hospitality student who wants real-world experience, creative freedom, and a chance to leave their mark on a brand destined for big things.
Develop & Test Recipes – Create and refine new sauce and dry rub flavors that align with the Let’s Get Wings brand identity.
Document with Precision – Record exact ingredient measurements, preparation steps, and cooking techniques to ensure consistency and scalability.
Trend Research – Stay informed on culinary trends, popular flavor profiles, and emerging ingredients to inspire future menu items.
Ingredient Sourcing – Research and source quality ingredients at cost-effective prices, considering both flavor and profitability.
Sensory Evaluation – Conduct structured taste tests, gather feedback from customers and staff, and make improvements accordingly.
Collaborate with Ownership – Work closely with the owner to schedule monthly R&D sessions and align creations with upcoming marketing campaigns.
10 Financials of Let’s Get Wings
The financial section of this plan represents the most critical component of Let’s Get Wings’ growth strategy — the numbers behind the brand. While our story, menu, and brand identity set us apart, it is our financial model that ensures long-term viability and scalability. By operating with a streamlined food truck model, maintaining low overhead, and leveraging a simple high-demand menu, we maximize profit margins while minimizing waste and inefficiency.
11 Projections
To ensure realistic revenue projections, we base our sales capacity on the average weight of our wings and the output of our three 40-pound fryers. Each traditional wing averages 2.83 ounces, allowing us to cook approximately 20 wings per basket without sacrificing quality. Each boneless wing averages 1.0 ounce, enabling us to fit roughly 56 boneless wings per basket. With a 5-minute cook time due to our par-fry process, plus minimal recovery time, each fryer can complete roughly 10 cycles per hour. Operating three fryers simultaneously yields a maximum of 600 traditional wings per hour or 1,680 boneless wings per hour. This production-based approach grounds our financial forecasts in actual operational capacity, ensuring our projections are both achievable and scalable.
- Traditional: 20 wings × 10 batches = 200 wings per fryer → × 3 fryers = 600 traditional wings/hour.
- Boneless: 56 pieces × 10 batches = 560 pieces per fryer → × 3 fryers = 1,680 boneless/hour.
Because of our upsell strategy—offering two flavors with the 10-piece meal instead of one— we anticipate a higher proportion of customers choosing the 10-piece over the 8-piece. This strategy is supported by our historical ghost kitchen data mentioned earlier in the Business plan.
Formula:
Max traditional meals/hour = 60 (10-piece) This is meals per hour, not wings
Max boneless meals/hour = 168 (10-piece) This is meals per hour, not wings
We use a blended average based on a sales mix 60% traditional, 40% boneless since traditional was more popular.
Hours of operation is at 19 hours per week.
(0.6×60)+(0.4×168)=36 + 67.2 = 103.2 meals/hour
103.2 meals/hour × 19 hours/week = 1,960 meals/week
11.1 Costs of Goods Sold
Our cost of
goods sold (COGS) is carefully tracked by each menu item to ensure
profitability and scalability as we grow. By monitoring COGS at both the
per-item level and across multi-year projections, we can maintain
consistent quality, adjust pricing when needed, and confidently forecast
sustainable growth.
11.2 Year One
For more realistic approach we will operate conservatively at 19% of 1,960 meals/week for year one
103× 0.19 = 20 meals/hour
Friday (7 hrs) → 20 × 7 = 140 meals/day
Saturday (7 hrs) → 140 meals/day
Sunday (5 hrs) → 20 × 5 = 100 meals/day
(140+140+100) = 380 * 4 (Weeks) = 1,520 Meals/Month)
Sales Distribution of 1,520 Meals/Month Year One
10-piece Traditional → 50% of total units
760/Month
8-piece Traditional → 15%
228/Month
10-piece Boneless → 15%
228/Month
8-piece Boneless → 10%
152/Month
Friday Date Night Special → 5%
76/Month
Sunday 20-for-20 Special → 5%
76/Month
Now that we have meal distribution, we will break down the month distribution of sales based on seasonality. This will be applied to both year 2 and 3 as well
January – 6%
February – 10%
March – 3%
April – 4%
May – 10%
June – 11%
July – 11%
August – 11%
September – 10%
October – 8%
November – 8%
December – 8%
11.2.1 Year One Conclusion
Year One projections demonstrate the strength and scalability of Let’s Get Wings. Monthly revenues reflect seasonality, with stronger sales in the summer and fall months, supported by outdoor events, festivals, and football season demand. Our menu mix shows the 10-piece traditional wings as the top revenue driver, supported by strong add-on sales from fries, drinks, and value bundles like the 20-for-20 Special and Date Night Special.
From a financial perspective, the business projects $314,047 in revenue and maintains a healthy gross profit margin with COGS averaging around 30%. Careful cost management—including sourcing efficiency, streamlined operations, and limited labor—keeps overhead expenses controlled. After accounting for wages, marketing, trailer upkeep, and transaction fees, Let’s Get Wings is expected to end Year One with a net income of $85,236.42, operating at a 27% profit margin, and a positive cash flow position of $147,368.66.
11.3 Year Two
We will operate at 25% of 1,960 meals/week for year two
103× 0.25 = 26 meals/hour
Friday (7 hrs) → 26 × 7 = 182 meals/day
Saturday (7 hrs) → 182 meals/day
Sunday (5 hrs) → 26 × 5 = 130 meals/day
(182+182+130) = 494 * 4 (Weeks) = 1,976 Meals/Month)
Sales Distribution of 1,976 Meals/Month Year Two
10-piece Traditional → 50% of total units
- 988/Month
8-piece Traditional → 15%
- 296/Month
10-piece Boneless → 15%
- 296/Month
8-piece Boneless → 10%
- 198/Month
Date Night Special → 5%
- 99/Month
20-for-20 Special → 5%
- 99/Month
11.3.1 Year Two Conclusion
In Year Two, Let’s Get Wings continues its upward trajectory with revenue growing to $408,304, representing a significant increase from Year One. Financially, COGS rises proportionally to $124,640 (about 30% of revenue), but operational efficiency and pricing discipline keep margins strong. Cash flow also strengthens, with ending cash nearly doubling from the prior year, reaching $327,391. Year Two validates the scalability of Let’s Get Wings: maintaining strong profitability while growing sales volume and building a cash reserve.
11.4 Year Three
We will operate at 60% of 1,960 meals/week for year Three
103× 0.60 = 62 meals/hour
Friday (7 hrs) → 62 × 7 = 434 meals/day
Saturday (7 hrs) → 434 meals/day
Sunday (5 hrs) → 62 × 5 = 310 meals/day
(434+434+310) = 1,178 * 4 (Weeks) = 4,712 Meals/Month)
Sales Distribution of 4,712 Meals/Month Year Three
10-piece Traditional → 50% of total units
- 2356/Month
8-piece Traditional → 15%
- 707/Month
10-piece Boneless → 15%
- 707/Month
8-piece Boneless → 10%
- 471/Month
Date Night Special → 5%
- 236/Month
20-for-20 Special → 5%
- 236/Month
11.4.1 Year Three Conclusion
The hard work, strategy, and momentum built during Years One and Two laid the foundation for a strong Year Three. Research, streamlined operations, and customer-driven marketing paid off by allowing us to scale efficiently and sustain growth. By Year Three, Let’s Get Wings reached nearly $1 million in revenue ($973,836.90), proving that our model is not only profitable but also scalable.
Our ability to stay disciplined with a focused menu, leverage seasonal promotions, and maintain consistent quality across every order has solidified customer loyalty. This translated into a gross profit of $676,562.41 and a healthy net income of $273,324.79, supported by effective cost management and operational execution.
The business closed Year Three with $768,237.66 in cash reserves, giving us the financial strength and momentum to push into expansion and franchise opportunities. The results of Year Three clearly demonstrate that the strategic groundwork from our first two years directly fueled this level of success.
11.5 Projections Conclusion
Our ability to reach these sales figures is driven by the simplicity and efficiency of our operations. Unlike other food trucks that juggle complex menus and multiple ingredients, Let’s Get Wings keeps it focused—fry the wings, toss them in sauce, and bag them. We’ve also built in a par-frying process, which means our wings are already partially cooked before the final fry. This allows us to significantly reduce frying time while still delivering hot, crispy wings fresh to every customer, even during peak hours. With three high-capacity fryers, we can easily handle the order volume projected while maintaining speed and consistency. Our simple menu not only reduces prep time and overhead but also ensures consistent quality with every meal. Beyond operational efficiency, our growth is fueled by strong community partnerships with local businesses and breweries, as well as Kevin’s personal connections with celebrities in his network, which provide unique opportunities for brand exposure and momentum. By keeping operations lean, reducing cook time with par-frying, and leveraging these relationships, we’re positioned to efficiently scale sales without sacrificing quality or customer experience.
12 Break-Even Analysis in Units
12.1 Year One
BEP (Units) = Total Fixed Costs / Contribution Margin
$58,457 represents fixed costs
10 Piece Traditional Wings: 58,457 ÷ 10.83 ≈ 5,397 meals/year (~450/month)
8 Piece Traditional Wings: 58,457 ÷ 8.54 ≈ 6,844 meals/year (~570/month)
10 Piece Boneless: 58,457 ÷ 11.02 ≈ 5,306 meals/year (~442/month)
8 Piece Boneless: 58,457 ÷ 8.92 ≈ 6,552 meals/year (~546/month)
20 for 20 Special: 58,457 ÷ 11.42 ≈ 5,121 specials/year (~427/month)
Date Night Special: 58,457 ÷ 21.39 ≈ 2,734 specials/year (~228/month)
Side of Fries: 58,457 ÷ 2.41 ≈ 24,253 orders/year (~2,021/month)
12 oz Soda: 58,457 ÷ 1.02 ≈ 57,313 sodas/year (~4,776/month)
12.1.1 Key Takeaway
Based on individual break-even calculations, we can see the units required if each menu item stood alone, but our strategy is to operate with a blended sales mix that mirrors customer demand. For financial planning, we project that 50% of total units sold will be 10-piece traditional wings, 15% will be 8-piece traditional, 15% will be 10-piece boneless, 10% will be 8-piece boneless, 5% will come from Friday Date Night specials, and 5% from Sunday 20-for-20 specials. This approach was also used in our projections earlier. Fries and sodas serve primarily as profit boosters—high-margin add-ons that lift average ticket value without significantly impacting operations. This distribution provides a realistic reflection of our menu performance, and when applied alongside our monthly sales distribution model, it allows us to set precise unit targets that align with seasonal demand and ensure we hit our annual break-even goal.
12.2 Year Two
BEP (Units) = Total Fixed Costs / Contribution Margin
$74,870.60 represents fixed costs
10 Piece Traditional Wings: 74,870.60 ÷ 10.83 ≈ 6,913 meals/year (~576/month)
8 Piece Traditional Wings: 74,870.60 ÷ 8.54 ≈ 8,767 meals/year (~731/month)
10 Piece Boneless: 74,870.60 ÷ 11.02 ≈ 6,794 meals/year (~566/month)
8 Piece Boneless: 74,870.60 ÷ 8.92 ≈ 8,394 meals/year (~699/month)
20 for 20 Special: 74,870.60 ÷ 11.42 ≈ 6,556 specials/year (~546/month)
Date Night Special: 74,870.60 ÷ 21.39 ≈ 3,500 specials/year (~292/month)
Side of Fries: 74,870.60 ÷ 2.41 ≈ 31,067 orders/year (~2,589/month)
12 oz Soda: 74,870.60 ÷ 1.02 ≈ 73,403 sodas/year (~6,117/month)
12.2.1 Key Takeaway
Based on individual break-even calculations, we can see the units required if each menu item stood alone, but our strategy is to operate with a blended sales mix that mirrors customer demand. For financial planning, we project that 50% of total units sold will be 10-piece traditional wings, 15% will be 8-piece traditional, 15% will be 10-piece boneless, 10% will be 8-piece boneless, 5% will come from Friday Date Night specials, and 5% from Sunday 20-for-20 specials. This approach was also used in our projections earlier. Fries and sodas serve primarily as profit boosters—high-margin add-ons that lift average ticket value without significantly impacting operations. This distribution provides a realistic reflection of our menu performance, and when applied alongside our monthly sales distribution model, it allows us to set precise unit targets that align with seasonal demand and ensure we hit our annual break-even goal.
12.3 Year Three
BEP (Units) = Total Fixed Costs / Contribution Margin
$130,262.68 represents fixed costs
10 Piece Traditional Wings: 130,262.68 ÷ 10.83 ≈ 12,028 meals/year (~1,002/month)
8 Piece Traditional Wings: 130,262.68 ÷ 8.54 ≈ 15,253 meals/year (~1,271/month)
10 Piece Boneless: 130,262.68 ÷ 11.02 ≈ 11,821 meals/year (~985/month)
8 Piece Boneless: 130,262.68 ÷ 8.92 ≈ 14,603 meals/year (~1,217/month)
20 for 20 Special: 130,262.68 ÷ 11.42 ≈ 11,407 specials/year (~951/month)
Date Night Special: 130,262.68 ÷ 21.39 ≈ 6,090 specials/year (~507/month)
Side of Fries: 130,262.68 ÷ 2.41 ≈ 54,051 orders/year (~4,504/month)
12 oz Soda: 130,262.68 ÷ 1.02 ≈ 127,709 sodas/year (~10,642/month)
12.3.1 Key Takeaway
12.3.2 Plans After Year Three
As Let’s Get Wings completes its third year, we will have a strong foundation of proven operations, loyal customers, and consistent profitability. At this stage, we have several strategic options for growth:
Brick-and-Mortar Expansion:
- Launching a permanent flagship store to anchor the brand, expand capacity, and serve as a hub for catering and delivery.
Additional Food Trailers/Trucks:
- Scaling mobility by adding more trailers or trucks to penetrate new neighborhoods, partner with breweries and businesses, and capture event-driven demand.
Franchising:
- The long-term vision is franchising, turning Let’s Get Wings into a scalable brand. After validating both fixed-location and mobile formats, we will develop franchise systems, training, and brand standards to open the model to future operators.
These options give us flexibility to adapt to demand and market opportunities, while keeping the end goal—a successful franchise brand—clearly in sight.
13 Conclusion
Thank you for taking the time to review this business plan. This document is not only designed to secure funding for Let’s Get Wings—it also serves as a compass for our team, ensuring we remain focused on who we are and what we stand for. That’s why it is as detailed and intentional as it is.
Investing in Let’s Get Wings is not simply an investment in a wing business. It’s an investment in a brand and a community that embodies passion, culture, and flavor. Let’s Get Wings is crafted to be more than just a meal—it’s an experience. The food trailer is not the final destination but the vehicle that will propel us to the next level of growth and impact.
This business was born from hustle, passion, and countless hours of dedication—not only to honor my father’s legacy, but also to change the trajectory of my family for generations to come. Coming from Flint, Michigan, this venture represents more than food; it represents hope, resilience, and the belief that even in the hardest places, success is possible.
Like many entrepreneurs, I’ve faced setbacks—including a temporary drop in my credit score due to circumstances beyond my control such as not being able to gain employment right after graduation. I take my credit and financial responsibility seriously, and I’ve been intentional about rebuilding it to a strong, respectable level. As many know, entrepreneurs don’t wait for solutions—they create them. We don’t give up when things get hard; we dig deeper, we innovate, and we press forward.
Let’s Get Wings is more than a food business—it is a vision designed to inspire, to unite communities, and to become a staple in the wing industry. With your partnership, we can build something that goes far beyond the plate.
Kevin Williams - Founder