The Restaurant Finance and Development Conference (RFDC) is one of the largest and most influential gathering of restaurant leaders, those guiding growth, capital providers, and operation experts. Held annually at the Bellagio in Las Vegas, the conference gathers owners, operators, lenders, private equity groups, real estate specialists, and financial partners for high-level dialogue. These stakeholders not only discuss the current state of the industry but explore and set the direction for the year ahead. Eric Gagnon, President of We Sell Restaurants says, “This conference provides a real-time pulse on the forces shaping the future of the foodservice industry,” adding that “This is critical at a time when the pace of change in the restaurant sector remains high and the need for informed business decisions is greater than ever.”

This year, We Sell Restaurants, the nation’s leading restaurant brokerage firm, is represented by a senior leadership delegation including Co-Founders, Eric and Robin Gagnon, VP of Franchise Relationships, Dave McDougal, and Senior Development Leader, Steve Weinbaum. Robin Gagnon, CEO of We Sell Restaurants says, “Our presence reflects our deep institutional commitment to understanding the macro trends facing our industry, whether economic, operational, or transactional. These currents will influence restaurant ownership transitions, whether through resale, acquisition, expansion, or exit.”

As the only brokerage firm exclusively focused on restaurant sales and acquisitions nationwide, We Sell Restaurants operates at the critical intersection of operations, finance, and ownership transfer. The brand exists to engineer outcomes which includes guiding sellers through valuation, positioning, and negotiation; connecting buyers with qualified opportunities and financing; and partnering with franchisors to professionalize internal resale programs that protect brand equity and fuel system growth.

RFDC is a high-signal environment where capital allocation decisions are made, growth strategies are stress-tested, and transactional partnerships are forged. For the We Sell Restaurants team, attendance is about three core objectives:

Strengthening Financial Partnerships: By maintaining direct, active relationships with SBA lenders, conventional banks, private credit funds, sale-leaseback providers, and restaurant-focused private equity groups, the brand ensures that buyers secure competitive financing and close faster.

Collaborating with Franchisors on Resale Strategy: More franchisors are recognizing that uncontrolled resales erode brand standards, dilute unit economics, and disrupt royalty streams. We Sell Restaurants will pursue conversations to design structured resale programs that vet buyers, streamline transfers, and align incentives across the system.

The first day’s sessions and conversations provided meaningful insight into the current investment climate, the shifting role of technology in operations and delivery, and how leading brands are evolving their strategies to compete. The agenda also emphasized dealmaking efficiency, providing a unique forum to match buyers, sellers, and financing resources in one place. For We Sell Restaurants, the value comes from the combination of real-time learning, relationship building, and direct conversations with the people driving transactions in the marketplace.

Setting the Stage: The Opening General Session

The formal kickoff brought several standout voices to the main stage, beginning with a compelling story of brand expansion from Craig Culver, Co-Founder of Culver’s. His message reinforced the long-term discipline required to grow a restaurant brand that focuses on operational consistency and culture. That perspective resonated throughout the room, especially for those working in franchised environments where brand identity is central to success.

Also during the opening program, Keller Rinaudo Cliffton of Zipline discussed the future of delivery systems and logistics. The topic is particularly relevant as operators continue to face rising labor costs, service challenges, and shifting consumer expectations for convenience and speed. His discussion of scalable automation and drone delivery highlighted both the practical realities and the future possibilities of last-mile restaurant delivery. While fully autonomous delivery may not be mainstream tomorrow, major investment and pilot programs indicate that operators will need to stay engaged in how these innovations evolve.

The session also featured a live interview with golf legend John Daly, a highlight for brand President, Eric Gagnon. While not directly tied to restaurant operations or finance, his personal story and candid reflections offered a moment of connection and perspective amid a full agenda. Daly’s conversation reminded us that resilience and identity play a role in business as much as they do in sports.

Real Conversations with Operators and Industry Leaders

RFDC is structured not just around keynote insights but also around ongoing discussions with people in the room. That is the value of having so many decision makers in one place. Throughout Monday, our team connected with franchise brands experiencing growth, operators evaluating new expansion markets, and restaurant owners assessing whether now is the right time to sell.

Several themes emerged consistently in these discussions:

• Operators are reevaluating growth timelines to account for shifts in leasing activity and construction delays.
• Private equity interest remains strong, but deal diligence is more focused on financial stability and store-level profitability trends.
• Buyers are increasingly selective and want businesses that demonstrate operational efficiency and clear financial performance.
• Opportunities continue to strengthen in second-generation restaurant spaces as operators seek faster, less expensive paths to opening new units.

These discussions align closely with what we see in the nation’s largest restaurant brokerage practice. Throughout the day, our team met with franchisors focused on structured resale programs, multi-unit operators considering expansion through acquisition, and independent owners evaluating whether now is the right moment to sell. Several consistent themes emerged:

• Resales are increasingly strategic, not reactive. Franchisors want to ensure stores transition into the hands of qualified buyers who will strengthen the system.
• Second-generation restaurant spaces remain attractive as operators seek ways to reduce buildout timelines and capital requirements.
• Growth capital remains available, but lenders are placing greater emphasis on store-level profitability and operational controls.

Each of these points aligns with our guidance for sellers: the best outcomes happen when financial documentation is accurate, systems are stable, and the business can demonstrate consistent performance. This is the work we support every day.

Well-run restaurants with strong books, desirable locations, and established processes continue to attract qualified buyers. At the same time, sellers benefit from professional representation that positions their business to move efficiently from listing to closing.

The Finance and Development Mall: Dealmaking at Scale

A defining element of RFDC is the Finance and Development Mall. The space brings banks, capital sources, M&A advisors, private equity firms, business brokers, and restaurant-focused lenders together for scheduled and spontaneous meetings. It allows conversations that would normally take months of outreach and scheduling to take place in a matter of hours. For our team, this format provides opportunities to both reinforce existing lending relationships and build new ones that support our clients’ transactions.

For We Sell Restaurants, this environment supports one of our most important commitments: ensuring our buyers have access to competitive lending options and strong financial partners. The Finance and Development Mall provides concentrated access to restaurant lenders, private equity groups, sale leaseback firms, and M&A advisors

Our national presence gives us a wide lens into lending performance by region, brand type, and restaurant format. Maintaining direct relationships with financing sources allows us to advise buyers effectively and helps transactions move through underwriting with greater speed and certainty.

The lenders here are focused specifically on restaurant lending. Their direct understanding of store performance metrics, franchise requirements, lease structures, and equipment valuation allows for more informed and efficient underwriting discussions. As SBA and conventional lending requirements shift, maintaining direct relationships with these partners remains essential to predictable closing timelines.

Boot Camps and Workshops: Practical Learning at Every Stage

Monday also offered pre-conference boot camps focusing on real estate and technology. The real estate session addressed cost control strategies, lease negotiations, and site selection considerations. The technology session focused on systems integration, POS architecture, and operational applications of data. Both workshops emphasized that decisions in these areas influence performance, scalability, and ultimately business value.

As we begin conversations with restaurant owners exploring a sale in 2025, these factors are often central to our recommendations. Operational efficiencies, strong lease position, and modern systems all contribute to buyer confidence and valuation strength.

Looking Ahead to the Rest of the Week

With the conference continuing through Tuesday, sessions will shift into deeper specialty workshops and topic-focused panels. These include:

• Financing and capital structure trends
• Real estate strategies for multi-unit growth
• Franchise development insights
• Operational efficiency improvements in high-cost environments
• Data and technology applications to drive profitability

We will report again this week to highlight the balance of the conference including:

• The influence of lending conditions on current valuations
• Insights from conversations with franchise executives and private equity groups
• Trends we are seeing in restaurant resale demand and buyer behavior
• What restaurant owners should prepare for in 2025 if considering a sale
  
  

Our Presence at the Conference

Our commitment to travel and industry immersion is how We Sell Restaurants maintains its leadership position in the industry. The time spent at this event reflects the relationships and collaboration that make RFDC valuable to our work. If you are attending, we welcome the chance to connect in person this week to discuss restaurant acquisitions, franchise resale strategies, second-generation restaurant sites, and how our national brokerage network can support your goals.

For We Sell Restaurants, these insights help us refine the guidance we provide our clients and strengthen the services that support restaurant owners at every stage of the journey, whether they are buying, selling, or expanding.

Looking Ahead

Later this week, we will share:

• What lenders are signaling about financing availability and requirements
• How private equity is approaching restaurant acquisitions in 2025
• The most active and promising trends in franchise resales
• Key takeaways restaurant owners should consider if planning a sale in the next 6 to 18 months

If you are seeking to buy or sell a restaurant, visit the nation’s largest restaurant brokerage website, WeSellRestaurants.com.