Chris Sherriff may have spent nearly three years as chief operating officer at Wingstop UK, but he cut his teeth in part-time jobs – from restaurants to his local pub and butcher’s – before rising through the ranks of the industry.
Having led an exceptional operational performance during his tenure, Sherriff has recently taken on the role of co-CEO at Lemon Pepper Holdings, Wingstop’s master franchisee during the UK.
He tells MCA he’s keen to change the perception of hospitality careers, starting with ensuring Wingstop supports team members in their journeys the same way his early roles did.
“I was fortunate I was exposed to my dad running a business,” he says. “I’ve now come full circle and have a big responsibility to foster [Wingstop] as a CV builder.”
Sherriff speaks to MCA a few weeks into his tenure as co-CEO, with the Texas-founded QSR concept having recently passed the 50-site mark and on track to reach up to 200 sites in five years. Following exponential growth, it was confirmed this week that a sales process for the UK business is underway.
Having joined Wingstop in 2021 from Unilever – where Sherriff was head of Europe and Asia Retail for Ben & Jerry’s – access to multiple functions in his out-of-sector experience was “hugely beneficial”.
He’s used this experience to drive operational excellence at Wingstop, evolving and developing the team from its early beginnings to more than 3,000 employees by the end of the year.
“[New COO] Matt Shepard has brilliant experience across QSR and retail. That leaves me free to deliver on our five-year plan of 200 sites.”
As Wingstop expands, the goal is to stay focused on a simple, lean operational model to deliver consistency and quality at speed, he adds: “We don’t want to overburden the menu with too much complexity.”
With a Gen Z-dominated customer base and strong links to youth culture, the group maintains an eye on trends. New milkshakes and flavour enhancements to the core menu are on the cards.
Still, with a diverse range of flavours, Sherriff emphasises the menu is set up for trends towards experimentation and customisation. From Louisiana Rub and BBQ to Spicy Korean and Brazilian Citrus Pepper, the range caters to everybody.
A focus on speed and shareability, along with consistent convenience, has resulted in strong growth in lunch. Having reported a c60% uplift in like-for-like sales in Q1, he’s keen to avoid “confusing the menu and proposition”, which means a breakfast offer isn’t yet on the cards.
“Seeing the buzz and energy in our stores – with customers lining up out the door – is unique in the QSR space,” Sherriff continues. “We’ve been relentless in keeping the design contemporary, turning the music up, and catering to Gen Z needs.”
The brand has hosted over 100 events in the past two years, including collaborations and partnerships with local artists and football teams.
“That’s what differentiates us – the grassroots authenticity. It’s not because it’ll give us lots of clicks, but because it’s what our customers want to see.”
The chicken category may have seen an exponential rise in recent years, but Sherriff doesn’t see other chicken or QSR concepts as Wingstop’s main competitors.
For him, it’s about smaller, more local concepts that are “catering to that community need…or those experience-led customer needs.”
Competition aside, premium QSR is an exciting space to be in, he adds.
“People are trading up from traditional QSR and trading down from casual dining.
“There are brands out there than we really respect. I genuinely don’t see them as competition…we want to put ourselves in that group.”
On top of food trends, Wingstop also caters to the customer focus on value. Hospitality hasn’t changed – customers still want to treat themselves when they go out, Sherriff emphasises – but with single-digit price increases over a six-year period, the brand hopes to remain as accessible as possible.
“If you’re trying to engage with a diverse Gen Z customer base, you can’t have super premium pricing,” he says. “And it’s not just Gen Z, it’s their families coming to celebrate graduations and other occasions.
“We’ve not pushed price too far – people want to experience the joy and hype of Wingstop together.”
Despite its young customers, the stores aim to provide “some relief from the digital journey.” The brand has intentionally stayed away from a transactional experience, instead emphasising social interactions with guests.
“People often make a journey to come to us, and we’ve got queues at peak times. They’re ready for an experience vs a transaction – so we need to deliver on that.
“That’s what makes our NPS scores strong. We’re giving teams the time to chat to customers and not cutting back on labour, one of the key drivers of our success.
“We want to invest in the relationship with the customer where other brands have turned to transactional.”
This has, in turn, helped keep teams engaged. One of Sherriff’s proudest moments during his journey with Wingstop was the group’s inclusion in the Sunday Times Best Places to Work list this year.
The brand has “really cracked” internal culture, making sure staff are rewarded and recognised, given bonuses and ad hoc incentives, and overall kept involved in the Wingstop UK journey.
“There’s a clear pathway for people who enter the business,” Sherriff explains. “Hospitality’s not an easy place to be at the moment, but we need to foster it as a credible pathway and genuine career.
“It’s the restaurant teams that ultimately deliver the brand experience, not us.”
With a new government in place, Sheriff hopes to see more opportunities and development along the likes of the apprenticeship levy and vocational funding.
Nearly three years in, he adds that he has no regrets.
“I don’t think we would’ve done anything differently, in all honesty.
“You make a mistake, concede to take the learnings, and move on.”
