— By Katie Lee —
Krystal sets the stage for new growth by focusing on fundamentals: people, processes and prototypes.
Atlanta-based Krystal, the second-oldest fast-food chain in the U.S. — and the original home of the slider in the South — is forging a comeback. As it modernizes with new store layouts, technologies and processes, the heritage QSR brand also honors its 92-year history by embracing its roots and prioritizing “good old-fashioned hospitality” and people-first strategies.
Leading this brand reinvention is Amanda Hyde, who was promoted to senior vice president of operations in February 2024. While focusing on the fundamentals that made Krystal a household name, she is steering Krystal’s revitalization by prioritizing human connection over modern tech-driven trends.
“We’re not jumping on the AI or kiosk bandwagon,” Hyde says. “Instead, we’re doubling down on what has made Krystal a beloved brand for over nine decades — quality service, warm hospitality and genuine human interaction.”
The people-first approach is working. With remodeled stores, a refined menu and the launch of a WOW Hospitality model in January 2025, Krystal has been able to blend nostalgia with innovation and, as a result, has enjoyed three consecutive quarters of same-store sales growth and increased guest traffic.
Store remodels are key to the revitalization. Currently, the company is testing fresh designs and reimagining current locations, with a series of remodels across key markets to be completed by the end of 2025.
Krystal’s WOW Hospitality model, which emphasizes warm, welcoming and efficient service, began rolling out in January. As part of this launch, the company also reopened its dining rooms, inviting guests to reconnect in-person with the Krystal experience.
Krystal’s comeback has been fueled by its parent company, SPB Hospitality, which has provided essential support since 2023. From marketing and supply chain management to guest experience and operations, SPB has played a key role in reinvigorating the brand, strengthening franchise partnerships and laying the foundation for long term growth.
“We have five new locations opening in the first quarter [of 2025], both corporate and franchise,” Hyde says. “Our SPB Franchise Development group is actively working with several partners to expand further. We’re also launching our first location in Texas.”
The Texas location is anticipated to open in a travel center in East Texas this spring.
To date, Krystal has expanded to 10 states with nearly 300 restaurants (123 corporate locations and 156 franchise locations). The company also expanded into Puerto Rico, in Canovanas, in 2022.
Technology does have a part to play in Krystal’s growth journey.
“On the technology side, we’re making big moves,” Hyde says. “We’re upgrading our digital menu boards — inside and out — not only to improve visibility but to use video content that truly brings our food to life. We’re also digitizing food prep labels to enhance food safety and efficiency.”
Also this year, the brand is launching Club Krystal, its new loyalty program, alongside an all-new app and an optimized ordering experience for guests. These innovations not only enhance the guest experience but also make Krystal an even more attractive opportunity for franchisees, particularly in high-traffic spaces like convenience stores.
Additionally, third-party delivery has become a critical part of Krystal’s business since the pandemic; it now represents 12% to 15% of overall sales. “We see lots of opportunity there, and we’re continuing to fine-tune our delivery operations to better serve both drivers and guests,” says Hyde.
Not one of these decisions was made without input from the team.
Indeed, Hyde’s leadership style focuses on transparency, collaboration and empowerment. Early in her tenure, she conducted an operations audit, meeting with general managers and team members to gain insight into what works and what doesn’t.
“We want our teams to feel ownership over our success,” Hyde says. “That means listening to their feedback and incorporating their decades of expertise into our decisions. We encourage teams to weigh in before we ask them to buy in.”
To support these efforts, Krystal has rolled out performance-based incentive programs and new training initiatives designed to empower employees while driving both personal and professional growth.
“We make sure our teams are involved in testing and rolling out new initiatives, which helps drive adoption and success in the field,” Hyde explains. “We also have a robust online learning platform that serves as both a training tool and a communication channel to keep teams informed about promotions, process updates and operational best practices.”
Krystal was born in 1932 in Chattanooga, Tennessee, with a simple mission: serve a great value burger and a cup of coffee. Some of its locations still feature classic dine-in counters, keeping that heritage alive. Over the years, the brand has changed ownership several times, but it has maintained strong relationships with longtime franchisees who serve as key partners and mentors.
“2024 was a turning point for us — we took a step back, assessed our people and processes, and focused on what truly matters,” Hyde says. “We launched the Krystal Clean Program — a manual giving team members a detailed overview and schedule on when and how to clean all equipment — improved facilities, remodeled locations, revamped our training programs and implemented better succession planning. These efforts reduced turnover at the leadership level and helped drive sales and profitability. We’ve laid the groundwork for continued success in 2025 and beyond.”
In fall 2024, Krystal debuted a new convenience store (c-store) design prototype, located in Wilson, North Carolina. The new prototype, which shares storage with the c-store and has a smaller lobby, maximizes square footage, increases guest accessibility and creates mutually beneficial operations flow between Krystal and its convenience store partners.
“This prototype was designed with efficiency in mind,” Hyde explains. “By using all-electric equipment, we’re reducing buildout and operational costs while improving sustainability. The layout optimizes kitchen flow, reducing bottlenecks and improving safety for both employees and guests.”
Hyde says the c-store model allows Krystal to expand strategically while maintaining brand visibility and consistency. “We’ve partnered with Circle K, integrating Krystal into the convenience store space so customers can access our menu from multiple points within the store,” she says. “The smaller footprint lowers costs while placing Krystal in front of high-traffic, on-the-go consumers — many of whom might not have initially sought out Krystal but become customers through exposure.”
In addition to the c-store prototype, Krystal recently piloted three corporate locations with drive-thru and walk-up service only — which have proven to be particularly effective in high-traffic areas. Meanwhile, Krystal continues to invest in its traditional freestanding locations, which span approximately 2,000 square feet and offer full dine-in service.
The rollouts of Krystal’s traditional store remodels started with six restaurants in the Albany, Georgia, market. The design follows the bold, modern look introduced by the brand in Orangeburg, South Carolina, featuring vibrant colors, a historical timeline décor and expanded dining space. The company also is introducing new menu items like a larger smashburger, a waffle breakfast sandwich, chicken tenders, a revamped kids’ meal and a seasonal churro available as a shake or snack.
Krystal is also elevating the guest experience through its WOW Hospitality initiative, a renewed focus on service that personalizes the dine-in experience.
“WOW Hospitality is about creating a warm, welcoming environment,” Hyde says. “Rather than serving dine-in orders in a bag, we present them on a tray with the guest’s name, making the experience feel more personal. We’re also reinforcing these hospitality standards across drive-thru operations to ensure consistently great service.”
Hyde continues: “My focus remains on people — developing leaders, growing sales and profitability, and ensuring our team is set up for long term success. We’re layering in everything we’ve been working on: new menu items, upgraded technology and operational improvements to enhance both guest and employee experiences.”
These operational upgrades extend to Krystal’s kitchens, where new menu innovations like the larger smashburger sometimes require new equipment.
“We’re always testing and refining our equipment to improve efficiency,” Hyde says. “Our Krystal grill is a standout — it’s designed for our classic menu but is also being tested for fresh breakfast items and potential new burgers. We’re also evolving our shake machines and continuously working on better fry oil management for safety, efficiency and ease of use.”
Krystal primarily relies on longstanding vendor partnerships for repairs and routine maintenance, as do most of its franchisees. That said, Krystal’s largest franchise partner does have an in-house maintenance team and even runs a dedicated Krystal facility for equipment upkeep — from which Krystal then sometimes purchases equipment.
“For larger, nationwide contracts, we leverage SPB’s vendor network, which ensures consistency across all markets,” Hyde explains. “But we also work with regional and local vendors where it makes sense — landscaping, for example, is always handled locally. It’s all about balancing efficiency, cost and what’s best for each location.”
In the short term, Krystal is focused on retaining its general managers, strengthening its culture of recognition and accountability, and delivering top-tier hospitality across all markets. It is also working on enhancing the experience for its third-party customers to drive sales.
Long term, the brand is committed to building a sustainable pipeline of talent, ensuring that its teams have the training, resources and growth opportunities they need to succeed.
“We’re also investing in technology and operational efficiencies to improve speed, consistency and customer experience,” Hyde says. “Expansion is another key focus — whether through new locations, nontraditional venues or international growth, we want to bring Krystal to more people while maintaining the quality and legacy of the brand. Most importantly, we’re creating a culture where innovation and excellence drive everything we do, ensuring Krystal continues to thrive for years to come.”
On a daily basis, Hyde loves building teams and challenging people to push themselves — while also learning from them herself.
“No two days are ever the same,” she says. “One of the most rewarding aspects is seeing how ideas and knowledge flow through the organization. I also thrive on the challenge — sales data gives me a scorecard every day, and turnover reports and P&Ls give me a monthly snapshot. It keeps me motivated. Plus, I get to be part of multiple teams — SPB leadership, Krystal leadership, Ops teams, our Women’s Group, and more — ensuring everyone stays connected and aligned. Working with so many talented people across the SPB family is incredible.”
— This article originally appeared as the cover story of the February/March 2025 issue of Retail & Restaurant Facility Business magazine. If you are interested in having your retail or restaurant concept profiled on an upcoming cover, email Editor Katie Lee at katie@francemediainc.com.