--- title: "Hamming It Up: From College Gig to Honey Baked Ham's Largest Franchise Group" url: https://burnaze.com/article/beabcf97-bc83-44a2-a73f-f62cd1e14e03 source: "Franchising.com" original_url: https://www.franchising.com/articles/20260221_hamming_it_up_from_college_gig_to_honey_baked_hams_largest_franchise_gr.html author: "Kevin Behan" category: "Bakery & breakfast" industry: "Restaurants" segment: "Bakery & breakfast" published: 2026-02-28T07:00:00.000Z modified: 2026-10-31T16:42:39.351Z image: https://imgs.franchising.com/art/articles/10187_plate.jpg --- # Hamming It Up: From College Gig to Honey Baked Ham's Largest Franchise Group **TL;DR:** Matt Davis, president of The Davis Restaurant Group, owns 22 Honey Baked Ham locations and plans to expand to 31 locations over the next three years. Davis' family has been involved with Honey Baked Ham since 1993, when his father opened a Hickory Hams store in Charlotte, North Carolina. *By Kevin Behan, originally published in Franchising.com on 2026-02-28. [Read the original](https://www.franchising.com/articles/20260221_hamming_it_up_from_college_gig_to_honey_baked_hams_largest_franchise_gr.html).* ## Key facts - Matt Davis owns 22 Honey Baked Ham locations - Nine new locations are planned over the next three years - Davis aims to keep the business in the family ## Story **Name:** Matt Davis **Title:** President **Company:** The Davis Restaurant Group dba the Honey Baked Ham Co. **No. of units:** 22 Honey Baked Ham **Age:** 54 **Family:** Wife Julie and 2 daughters, Emma, 22, and Lily, 19 **Years in franchising:** 32 **Years in current position:** 18 From the year-end holiday rush to managing massive catering orders, the Honey Baked Ham Co. ## Early beginnings has been woven into Matt Davis’ life for more than three decades. What started as a single store that his parents opened while he was in college has grown into the Honey Baked Ham system’s largest franchise group. And Davis isn’t done. He’s set on expanding further while keeping the business firmly in the family for years to come. Davis’ father, Marion, kicked off the family’s journey in 1993, opening a Hickory Hams store in Charlotte, North Carolina. Five years later, Honey Baked Ham bought the location and made the Davis family the brand’s first franchisees. While he was still in college, Davis jumped in to help during the holiday rush. As the business began to grow, he stepped into a full-time operations role. When his father passed away in 2007, Davis assumed control of the family business. Although the family purchased and sold some stores over its first decade, growth was limited. His parents had been working toward retirement in the latter years, and the recession in 2008 limited any plans for expansion. Beginning with the purchase of a Concord, North Carolina, location in 2013, Davis shifted into growth mode with a clear, intentional plan. From there, he steadily added another dozen stores and then took the leap into new development by building his first unit in Monroe. To deepen his expertise, he served as his own general contractor, learning the construction process firsthand. Today, Davis owns 22 stores and is the largest Honey Baked Ham franchisee in the system’s history. ## Expansion plans Nine more locations are planned over the next three years. As Davis has scaled the operation over the past decade, he has learned to deal with the challenges that come with running a seasonal business like Honey Baked Ham. More than half of its annual sales come during the final six weeks of the year. It can be difficult during the summer months and slow times, so he looks for ways to increase revenue streams throughout the year. He hired a corporate sales manager and works with an outside sales company to drive catering on a year-round basis. He also promotes the restaurant’s lunch menu. “Being with Honey Baked Ham gives us a quality of life that can’t be found with any other restaurant chain,” Davis says. “I consider them to be more of a family than a franchisor. The entire corporate staff listens to our concerns and has been great to work with. It has always made sense to grow with Honey Baked Ham and stay with one brand.” Given his history with the franchise, it should come as little surprise that he has a desire to keep the business within the family for years to come. Both of his daughters have expressed interest in working with the company. His older daughter, Emma, recently began as an assistant manager at the store in Gastonia and strives to eventually oversee franchise operations. Davis envisions his other daughter, Lily, stepping into a sales or financial management position after she graduates from college. The plan is for his daughters to learn every aspect of the business from the ground up. ## Family succession “They have seen the hours and work I put into the business, and I’ve set them up to continue it on their own,” Davis says. “I think the biggest piece is for them to understand how to manage and work with all the people on staff. That’s not something you can get from a book or computer. I went on to make pizzas a year later. **Formative influences/events:** My biggest influence has always been my parents. They started our family business back in 1993, and I learned early on the value of hard work, treating people right, and staying consistent. **Key accomplishments:** I am proud to have grown our business from two locations to 22 across six states. Becoming the largest Honey Baked Ham franchisee in company history is something I don’t take lightly; it’s a reflection of the great people who work with me. **Biggest current challenge:** As they have with most in the industry, labor costs and finding reliable staff have been tough. Balancing growth with maintaining the culture and quality that Honey Baked Ham is known for is always a challenge. **Next big goal:** Continue expanding our footprint with nine locations in four states over the next three years. We are also preparing the next generation to take on leadership roles in the company. **First turning point in your career:** The day I took over the business from my parents in 2007. It was a big step from being part of the team to being responsible for every decision. **Best business decision:** Hiring great people and trusting them to lead. The right managers have made all the difference in our success. **Hardest lesson learned:** You can’t do everything yourself. Delegation and trust are key to growing a business. I used to feel like I carried the weight of the world on my shoulders. I was working seven days a week when the economy tanked in 2008, and I realized life can’t continue like that. I had to put people in the right place to overcome that. **Work week:** Usually around 50 to 60 hours, depending on the season. The holidays are crazy, but that is also when we thrive. **Exercise/workout:** I try to stay active with some light workouts during the week and golf when I can. **Best advice you ever got:** When I started in the business, my father told me to take care of our employees, and they will take care of us. I really see them more as co-workers than employees. **What’s your passion in business? ** People. Whether it’s employees, customers, or franchise partners, relationships are what drive me. **How do you balance life and work? ** I make time for family. No matter how busy we get, we always find time to be together. **Guilty pleasure:** Sitting on the beach and relaxing. **Favorite book:** Start With Why: How Great Leaders Inspire Everyone To Take Action by Simon Sinek. **Favorite movie:** “Top Gun.” **What do most people not know about you? ** I have a good sense of humor. **Pet peeve:** Having to repeat myself multiple times. **What did you want to be when you grew up? ** Honestly, a business owner. I always admired my parents’ independence and the way they ran their business. **Last vacation:** Aruba in spring 2025. **Person you’d most like to have lunch with:** My late father and grandfather. Both were instrumental in building the idea of entrepreneurship in my life. MANAGEMENT **Business philosophy:** Lead by example, stay humble, and never forget where you started. **Management method or style:** Hands-on but trusting. I like to be involved, but I also give my team room to make decisions. **Greatest challenge:** Keeping 22 stores consistent in quality, service, and culture. What did you learn?** Not officially, but I would say Horace Williams, the vice president of franchise for Honey Baked Ham, was very influential for me. I remember he told me that while other people bought dots on a map when adding locations, you want a cluster. **One thing you’re looking to do better:** Adapt new technology and use data more effectively to improve operations. **How you give your team room to innovate and experiment:** I encourage my managers to try new ideas, whether that’s local marketing campaigns or community partnerships. If something works, we roll it out to other stores. **How close are you to operations?** Very close. I visit stores regularly, talk with managers weekly, and stay involved in major decisions. **What are the two most important things you rely on from your franchisor?** Consistent product quality and strong national marketing support. **What you need from vendors:** Reliability and clear communication. We used to use direct mail, but that is now more costly. This year, we did more in marketing for holidays with a combination of direct mail, social media, and billboards. **How is social media affecting your business? ** It is helping us grow. You can’t reach everyone through newspapers like we did 30 years ago. We spend money on Facebook and TikTok to reach customers where they are. **In what ways are you using technology (like AI) to manage your business?** We have started looking into AI tools for sales forecasting, scheduling, and customer engagement. It’s a new territory, but it’s the future. Firing is always the last resort; communication comes first. **How do you train and retain?** We promote from within and invest in leadership training. People stay when they see a future with you. **Can you briefly describe your general training and leadership training?** Our training wasn’t as strong as in the past, but we are now focusing on more one-on-one meetings where we can provide personalized guidance and training. **How do you deal with problem employees?** Directly and respectfully. I believe in giving people a fair chance to improve. **Fastest way into your doghouse:** Not being a team player. BOTTOM LINE **Annual revenue:** Roughly $30 million. **Goals over the next year:** Open several more locations and continue building strong leadership within our management team. **Growth meter: How do you measure your growth?** Store count, year-over-year sales, and team development. **Vision meter: Where do you want to be in five years? 10 years?** In five years, I’d like to have 30 locations and a more structured regional management system. In 10, I hope to have the next generation fully integrated into the business. We have stayed focused on Honey Baked Ham. The brand is strong, and there’s still plenty of room to grow within it. **How is the economy in your region(s) affecting you, your employees, your customers? ** Inflation and labor costs have created challenges, but demand remains strong. People still gather for holidays, and Honey Baked is a big part of that tradition. **Are you experiencing economic growth in your market? ** Yes. Slow and steady growth, especially in catering and lunch sales. **How do changes in the economy affect the way you do business? **What are the best sources for capital expansion?** Local banks and reinvesting our own profits. **Experience with private equity, local banks, national banks, other institutions? **What are you doing to take care of your employees?** We offer competitive pay, bonuses, flexible schedules, and growth opportunities. I truly believe in taking care of our people. **How are you handling rising employee costs (payroll, minimum wage, healthcare, etc.)** We have adjusted pricing and looked for efficiency improvements while continuing to prioritize retention. **What laws and regulations are affecting your business, and how are you dealing with them? ** Labor laws and food safety regulations are always top of mind. We stay compliant through training and internal audits. **Are there any specific regulations in the areas in which you operate that you are dealing with? ** Minimum wage is a challenge in some states. In Minnesota, sick time is a big issue. New regulations are coming in January for work breaks. **How do you reward/recognize top-performing employees?** Bonuses, recognition at company events, and promotion opportunities. **What kind of exit strategy do you have in place? ** I plan to keep the business in the family and gradually transition leadership to the next generation. Both of my daughters want to be in business. My older daughter, Emma, recently graduated from college and is starting as an assistant manager at the store in Gastonia, North Carolina. ## Entities - Franchising.com (publication) - QSR (sector) - franchise expansion (topic) - family business (topic) - Kevin Behan (person) - restaurant management (topic) - succession planning (topic) - HoneyBaked Ham (company) - seasonal business (topic) - Matt Davis (person) - The Davis Restaurant Group (company) - Marion Davis (person) --- Originally reported by Kevin Behan, Franchising.com (https://www.franchising.com/articles/20260221_hamming_it_up_from_college_gig_to_honey_baked_hams_largest_franchise_gr.html). Summarized by Burnaze (https://burnaze.com/article/beabcf97-bc83-44a2-a73f-f62cd1e14e03).