By Lawrence Brown, Chief Development Officer, Rita’s Italian Ice & Frozen Custard
For more than 40 years, Rita’s Italian Ice & Frozen Custard has grown through a franchise system built on community, entrepreneurship, and a product people love. Today, we’re adding a new chapter to that story, one that combines the strength of franchising with the focus and accountability that comes from corporate ownership.
This fall, Rita’s acquired existing franchise shops in Savannah, Georgia, marking the company’s first corporate-owned locations in 15+ years. It’s a big deal for our 600-unit brand, and a strategic one. With these shops, we’re building the foundation for a new growth model designed to accelerate expansion, strengthen franchisee success, and unlock the brand’s full potential in growth markets.
As we continue to grow beyond our East Coast roots, our focus is on the Sunbelt, including markets like Georgia, Texas, Florida, and the Carolinas. With warm weather and extended operating seasons, these markets sustain steady demand for frozen treats throughout the year. These are the kind of environments where Rita’s signature mix of ice, custard, and happiness can truly shine.
Our Savannah investment serves as a blueprint for one way we intend to scale, pairing direct corporate ownership with strategic franchising. This approach allows us to seed promising markets, build brand awareness, and create multi-shop portfolios that can later be re-franchised to experienced multi-unit operators, all while continuing to prioritize franchise-led growth.
This approach also gives us a stronger hand in shaping market development. It also ensures we’re testing, learning, and leading by example. In this hybrid model, we’re operating right alongside our franchisees, not above them.
Why Investing in Our Own Stores Matters
For a franchise system to thrive, there has to be shared confidence, and that starts with the franchisor’s own commitment. When a brand is willing to invest directly, it sends a clear message: we believe in the product, the model, and the markets we’re entering.
Corporate ownership allows us to test innovations faster, from new menu strategies and technology integrations to site selection and operational efficiencies. What we learn from these shops can then be translated into actionable best practices for franchisees. It’s a feedback loop that strengthens the entire system.
It also gives us a better view of the customer journey. In a business that’s all about creating joy from the first taste of Mango Ice (our number one selling flavor) to the perfect Gelati swirl (our flagship product) staying close to the guest experience is invaluable.
Building for Today’s Consumers
Consumer expectations are changing, and our expansion strategy reflects that. Convenience, customization, and community connection are driving loyalty across every food category, and frozen desserts are no exception.
That’s why drive-thrus have become a centerpiece of our growth strategy. These smaller-footprint prototypes allow faster entry into high-traffic areas, lower construction costs, and improved operational flexibility. Our guests, especially families on the go, love the option to grab a frozen treat without leaving the car.
We’ve also leaned into adaptive reuse, converting former banks, dry cleaners, and coffee shops into Rita’s shops. This approach not only speeds up development and reduces build-out expenses but also revitalizes local real estate, turning underutilized spaces into neighborhood gathering spots.
The combination of drive-thru convenience and real estate creativity gives franchisees multiple paths to success, whether they’re first-time operators or experienced restaurateurs looking to diversify their portfolio.
Momentum in Dallas–Fort Worth and Beyond
Nowhere is this strategy more visible than in Dallas–Fort Worth, one of the fastest-growing metros in the country. Rita’s currently operates three locations in the market, but we plan to open more than 20 new shops across the region in the next five years.
Our research shows that DFW and similar Sunbelt markets are not only demographically aligned with our core guest base but are also underpenetrated in the frozen dessert space. Combine that with Texas’ pro-growth environment and population influx from the East Coast, and you have a perfect recipe for growth.
In fact, many of our newest franchisees are transplants who grew up visiting Rita’s as part of their hometown routine. They’re now bringing that same nostalgia to their new communities, helping introduce the brand to an entirely new audience.
Strengthening the System for the Long Term
At the heart of all this activity, from corporate investment to drive-thru development, is one simple goal: strengthening Rita’s system for the long term.
By building, operating, and eventually re-franchising corporate-owned portfolios to qualified franchisees, we’re creating a sustainable model that drives consistent quality and growth. This approach aligns everyone’s interests. Franchisees benefit from proven market demand, while the brand maintains a strong foundation of operational excellence and brand integrity.
It also creates a scalable path forward. As we expand into new markets, we can replicate this process. We can invest first to establish traction, then empower franchise partners to grow it further. It’s a disciplined approach that balances entrepreneurial energy with brand stewardship.
The Road Ahead
As we look toward 2026 and beyond, our commitment is clear: to keep spreading “Ice, Custard, Happiness” through smart, sustainable growth. That means investing in the right markets, supporting the right franchisees, and continuing to innovate in how and where we serve our guests.
We’re proud of our franchise system and equally proud to be joining our operators in the field. Because when a brand like Rita’s invests in its own stores, everyone wins: our franchisees, our guests, and the communities we serve.
About the Author:
Lawrence Brown is Chief Development Officer of Rita’s Italian Ice & Frozen Custard, where he leads franchise and real estate development for the nearly 600-unit brand. A seasoned franchise executive, Brown has held leadership roles with Tide Services (The Procter & Gamble Company), Restaurant Brands International, and Fat Tuesday, driving growth and market expansion for globally recognized food and retail concepts.