The secret ingredient to 4Fingers' growth

4Fingers CEO Steen Puggaard says the key to the fried chicken chain's success lies in not being overly-revolutionary.

This is not Steen Puggaard’s first time at the rodeo, at least in terms of fried chicken fast food chain 4Fingers.

He does not bite his tongue about the factors that led to his departure from the company.

During his first stint as the head of 4Fingers between February and September 2013, disagreements between him and the owners over “fishy” financial matters resulted in him being fired from the company.

“I was fired because they didn't trust me,” he revealed at last year’s Smart Workforce Summit.

But just seven months later, he took over the helm at the company again, following a concerted effort to buy over the company. He then invested a 3% stake in the business himself.

From a single store in October 2009, today, 4Fingers is present in four countries with 21 stores.

Puggaard shares the secrets to the company’s success – a simple brand and menu, and simple staff structure and supply chain.

“So what we try to do is really figure these things out and not change them,” he says.

“I can’t take credit for starting 4Fingers, but I can take some credit for not changing the things that work well about the business. We’ve been very specific about staying within certain kinds of trading areas, certain demographics and sizes, so that we scale up and just use that cookie cutter model more and more.” 

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