Provide a brief overview of the brand and how it started int the UK:
Eatphoria was founded in 2025 but has been operating since 2014, when we launched Wraps & Wings, a premium quick‑service brand built around bold flavours, high‑quality halal ingredients, and consistent execution. Wraps & Wings quickly built a loyal following across the UK, and its success became the foundation for what Eatphoria is today.
Over the past 10 years, we’ve pioneered the use of virtual multi‑brands in the UK, developing a diversified portfolio that allows franchisees to trade across all dayparts from one efficient Wraps & Wings kitchen. Today, our hybrid restaurant sites serve customers not only through Wraps & Wings, but also through our complementary virtual brands: Eggsquisite for all‑day brunch, Holy Bagel for bold toasted bagels, Mad About Doner for premium halal doner, and Dim Dum for Korean‑inspired street food. We also operate licensed international brands such as Baskin Robbins to further strengthen our proposition.
1: How would you describe the brand’s evolution in the UK market over the last 5 - 10 years?
Over the last decade, Eatphoria has evolved from a single Wraps & Wings site into one of the UK’s most innovative and scalable multi‑brand QSR platforms. We opened our first location in Eastcote in 2014, franchised for the first time in 2017, and steadily built momentum through 10, 20, 30 and now 50+ sites across London and key regional cities.
As delivery grew, we were one of the first operators in the UK to pioneer virtual multi‑brands, launching brands that are designed to run from one efficient Wraps & Wings kitchen. This allowed us to trade across breakfast, lunch, evening and late‑night without adding operational complexity, equipment or extra staff and it became a core part of our commercial model.
A major step‑change came in 2025 with the formation of Eatphoria as a group and the investment from TAN Food, part of TAN Holdings, allowing to strengthen our leadership team, bringing in decades of hospitality experience.
Today, the evolution is defined by a clear pivot into high‑footfall high‑street locations, where dine‑in trade forms the backbone of strong unit economics, supported by our streamlined all‑day brand portfolio.
It’s been a decade of proving the model, refining it, and now scaling it with real intent across the UK.
2: Can you tell us about your physical store network in the UK and your growth strategy for 2026 and beyond?
Right now, we operate five physical stores in the UK, including our original Wraps & Wings site that’s been trading successfully since 2014, serving more than one million customers a year. That foundation has given us a clear understanding of what works operationally and commercially, and it’s shaped the next phase of our growth.
In 2026, we’re opening two company‑owned centres of excellence — one of which will include a full test kitchen for brand development and menu innovation. Alongside that, we’re targeting at least ten new franchise locations across the UK as we continue expanding into high‑footfall high‑street sites.
Looking ahead to 2027, the plan is to add a further four company‑owned stores and around twenty new franchise units. As we scale, we intend to maintain a balanced estate with roughly 10% company ownership, ensuring we stay close to the operation while empowering franchise partners to grow with us.
Our ambition is clear: reach 100 stores within the next five years, with a strong mix of flagship dine‑in locations and high‑performing franchise sites across major UK towns and cities.
3: Which types of UK locations are you seeking and why?
We take a data‑led approach to choosing locations. We’ve partnered with a specialist socio‑demographic provider to help us identify areas with the strongest demand profile, ensuring every new store opens with the best chance of success. The UK’s dense and diverse population means there is still significant white space for us — and that creates a real opportunity for strong operators to secure prime territories early.
Our focus is on high‑footfall high‑street locations where dine‑in, takeaway and delivery can all perform well. By opening clusters of stores within sensible proximity, franchisees can benefit from economies of scale in management, staffing and marketing. For operators looking to build a meaningful regional presence, we also offer area developer agreements, giving them the ability to secure and grow multiple sites within a defined territory.
In short, we’re targeting the right towns and cities, backed by data, and giving early partners the chance to secure the best locations while the map is still wide open.
4: What does “growth” mean for Wraps & Wings UK today -is it purely about store numbers, or something broader?
For us, growth goes beyond simply increasing store numbers. It’s about building a stronger, more capable business behind every opening. New sites matter, of course, but the real focus now is on elevating the quality of what we deliver — from operations and training to design, consistency and guest experience.
The business has invested heavily in strengthening the infrastructure behind the brand, which means we’re now in a position to grow in a more disciplined, sustainable way. Growth today is about raising standards, supporting franchisees better, and making sure every new restaurant opens stronger than the last. Store count is part of the story — but building a brand that performs brilliantly at unit level is what really defines our next chapter
5: Are you seeing any specific challenges or trends in the UK compared to other European markets?
Right now, we’re focused entirely on the UK — and honestly, that’s more than enough to keep us busy. It’s a fast‑moving market where customers have high standards and the operational bar is sky‑high, so rather than pretending we’re juggling Europe as well, we’re putting all our energy into winning here first. Yes, the usual challenges are all in play — rising costs, tight labour, and a customer base that expects great food and great value — but the upside is huge. The UK’s density, diversity and love of delivery make it the perfect playground for a multi‑brand QSR platform like ours. Europe can wait; for now, we’re happily wrestling the UK market… and enjoying every minute of it.
5: How do you identify the right locations for expansion - and what makes a site stand out to you?
We’re hot on using data to pick our sites. Our socio‑demographic platform shows us exactly where the demand is, so we’re not guessing — we’re targeting locations with the strongest spending power, footfall, visibility and growth potential. What really makes a site stand out is a mix of high‑street presence, strong all‑day trade and the ability to build a cluster around it. The UK still has huge white space for us, which means early adopters can secure prime territories and benefit from shared staffing, management efficiencies and real scale. In short: if the data says the demand is there and the economics stack up, it’s on our radar.
6: Are there particular formats driving growth right now (drive-thru, retail parks, travel hubs, urban high streets)?
We’re pivoting firmly away from dark kitchens because the real margin is in dine‑in, and that’s where we’re now putting our energy. The formats driving our growth are high‑street locations in major cities and university towns — places where people actually sit down, eat, and come back. Delivery still plays a big role for us across all dayparts, but it’s there to support the model, not define it. Sites near travel hubs, pubs, bars and evening‑economy hotspots are especially attractive because they give franchisees strong all‑day trade and a solid late‑night lift. The goal is simple: build a physical estate where dine‑in thrives and delivery adds incremental volume, not the other way around.
7: What are the biggest challenges when securing new sites in today’s market?
The toughest part of securing sites today is the competition for the best units — everyone wants the same high‑street hotspots. Making the numbers work is another challenge, with rents, rates and fit‑out costs all rising. And even once you’ve agreed on terms, getting through legals and planning can take far longer than it should. The brands that win are the ones who move fast, stay disciplined on the economics and come to the table prepared.
9: What do you hope 2026 holds for the brand, and what retail trends do you expect in the year ahead?
In 2026, we want to see the partnerships we’ve built really paying off — stronger brand visibility, great franchisees coming into the network, and high‑quality openings that show what the concept can do. Our new equity stores will play a big role too, proving we’ve got skin in the game and giving us standout training hubs. With dine‑in demand rising and consumers looking for fresh, consistent brands, we’re set up for a big year.
10: Wraps & Wings has built a highly successful franchise model. How do your franchise partnerships help drive growth and open new market opportunities for the brand?
Our growth is powered by the strength of our franchise partners. We’ve got committed multi‑site operators already on the journey with us, and we’re now in advanced conversations with highly experienced QSR professionals who see the potential in the brand. That pipeline of talent — proven operators plus the next wave of expertise — is what opens new markets, lifts standards and accelerates our expansion.
11: Any other interesting information you would like to share surrounding your growth plans or new initiatives.
We’re investing heavily behind the scenes to make sure we scale the right way refining the menu with great food consultant partners, strengthening our pipeline of high‑quality franchise prospects, and using smarter data to secure the best sites. With a team that’s built real expertise across every part of franchise support, we’re focused on creating the strongest platform possible before we accelerate growth.
Interviewee name: Matthew Chapman, Head Of Sales
