Source: Fortune
Summary
Hady Kfoury opened his first NAYA restaurant in 2008 with limited funds and faced early struggles, including debt and a lack of landlord support. The fast-casual Lebanese chain now has 48 locations, with average annual sales of $3 million per restaurant and same-store sales growth above 10%. Kfoury aims to reach 200 locations by 2030. NAYA has expanded rapidly since 2020, with unit growth of over 40% annually. The company has also adapted to shifting consumer preferences and rising costs without compromising quality.
Our Reading
The numbers tell one story.
Kfoury started with a single restaurant and now has 48, with 50 planned by September.
Sales per location are similar to larger chains like Cava, but growth is faster.
Expansion is tied to office recovery and changing food trends.
Consistency and quality remain priorities despite rising costs.
Author: Evan Null
The fast-casual restaurant he couldn’t open
Hady Kfoury faced significant obstacles when launching his first NAYA restaurant in 2008. He had to rely on friends and family for funding and struggled to find a suitable location. Landlords were hesitant to lease to him, and he ended up opening a fine-dining restaurant instead. His mother and aunt played a key role in developing the recipes, which were later adapted for a fast-casual model. Kfoury spent years refining the concept before shifting to fast casual in 2010.
America catches up to the Mediterranean bowl
The fast-casual Mediterranean category has grown significantly, with sales reaching $2.5 billion in 2025. NAYA has benefited from this trend, as consumers have become more familiar with Middle Eastern and Mediterranean flavors. Kfoury notes that awareness of dishes like shawarma has increased, and he expects diners to become more discerning about what “Mediterranean” means. NAYA emphasizes its Lebanese roots while fitting into the broader category.
From seven restaurants to 50
NAYA’s expansion accelerated after securing private equity backing in 2020, despite the challenges posed by the pandemic. The company’s unit count grew rapidly, with over 40% increases in recent years. Manhattan’s office recovery has helped NAYA rebound, with new stores opening in areas that previously lacked foot traffic. The company has also adapted to different markets, adding family meals and adjusting its menu to suit suburban locations.
Scaling without compromising quality
NAYA has managed to grow while maintaining food and service quality. Kfoury has chosen not to raise prices or reduce portion sizes despite rising costs, even if it means tighter margins. The company has also expanded its offerings, including catering, which now accounts for 10% of sales. Kfoury remains focused on consistency as he pushes toward 200 locations by 2030.
The next step: IPO or not?
Kfoury’s long-term goal is to have NAYA in every neighborhood, and he has not ruled out an IPO. However, the challenge remains finding enough suitable real estate while maintaining the brand’s standards. The company’s success so far has been driven by its ability to adapt to market changes and consumer preferences. As it continues to grow, NAYA must balance expansion with operational control and brand identity.
