Big Whiskey’s has a wide-ranging food menu to go along with its extensive whiskey offerings.
“We wanted to be a restaurant with a celebrated bar product, not just a bar,” said Big Whiskey’s co-founder Paul Sundy. “We truly believe that life happens in our restaurants.”
This idea stuck with Big Whiskey’s since Sundy launched the brand in 2006. After 18 years, it continues to embrace its values of quality food, drinks and atmosphere as it attracts franchisees.
Sundy built up his restaurant experience at classic American concepts such as TGI Fridays and Cheddar’s. Big Whiskey’s differentiates itself through its truly enormous whiskey menu, including ryes, bourbons and scotch for all liquor enthusiasts while providing options for first-timers. Having an expansive alcohol menu while offering a family-friendly atmosphere sounds like a challenge, but it’s one Sundy was happy to take on.
“We become a part of the community,” said Sundy. “We want the owners to be involved with their communities as much as they possibly can.”
Now at 15 locations since it started franchising, Big Whiskey’s is seeing steady growth after a pause during the pandemic. The full-service segment still has its struggles, yet Big Whiskey’s is finding success even with larger units, often up to 6,000 square feet. Sundy attributes that success to the brand’s adaptability.
“What we did during COVID, which worked out really well for our business, is I went in and said, ‘We are now a to-go business,’” said Sundy. “We pulled all of our plates out of the kitchen and basically set up into a to-go process.”
Co-founder Paul Sundy emphasizes the brand’s community appeal.
To-go orders still make up 14 percent of the business and show no signs of slowing down.
For growth, Sundy made it very simple: “We’re fishing where the fish are,” he said. “We’ve had a lot of action in the Southern states.”
The triangle formed by Nebraska, Texas and Florida are the main states where Sundy is marketing to potential franchisees. To simplify real estate, second-generation restaurants are always an option for Big Whiskey’s. A quick remodel to open means less time finding space, lower costs and more time growing a community.
Since Aimee and Terry Sims started their franchise careers, community has been at the forefront. With their 13 Dairy Queen locations, the Simses are always looking for opportunities to give back. Before signing a deal with Big Whiskey’s for three restaurants in Alabama, the family would eat at an Arkansas location where Aimee Sims fell in love with the food.
“We found ourselves eating there a lot and found ourselves talking to the people that work there,” said Sims. “Once we met Paul, it just brought it all together.”
Finding their interests aligned, the Simses signed their deal and are building two of their locations as they search for real estate for the third. The Big Whiskey’s system is smaller than Dairy Queen, but the brand gave Aimee Sims confidence through its food and leadership focus. It has a strong opening plan and training program the pair is taking full advantage of for their first locations.
Big Whiskey’s franchisees Terry and Aimee Sims are developing restaurants in Alabama.
The Simses donate to the local children’s hospital, host car shows and raise funds for families struggling with medical emergencies to stay connected and raise their visibility as business owners in the process.
“If someone doesn’t see your vision and where you’re going with the brand, they may not give you that second chance,” said Sims. “It’s really important to place your roots, go beyond your four walls.”
The little stuff gets returned, too. Alabaster, Alabama, residents showed immediate excitement when it was announced the Simses were opening Big Whiskey’s. For Sims, seeing that kind of response makes everything worth the work.
Two of the family’s Big Whiskey’s locations are scheduled to open this year. Their plan is to add more as the first locations succeed. Until then, Sims will enjoy giving back—and sharing the buffalo chicken dip.
“There’s nothing Terry and I would ever invest in if we don’t believe in the product or the leadership team,” she said. “If I’m not hankering to get back and eat my own food, then something’s not right.”