BTBDWNasdaqRetail-Eating PlacesUS GAAP · USD

BT Brands, Inc.

BT Brands, Inc. is a small U.S. restaurant operator built around a collection of company-owned concepts, with Burger Time as its core brand and several additional local restaurant assets. The company focuses on quick-service, drive-thru, and take-out dining, emphasizing value-oriented burgers, limited menus, and fast preparation. It also owns and operates a few non-Burger Time concepts, including seafood, coffee/bakery, and schnitzel restaurants, and holds a minority equity stake in Bagger Dave’s Burger Tavern. Recent filings show BT Brands actively pruning underperforming locations, improving restaurant-level profitability, and using a centralized management structure to run a geographically dispersed restaurant base.

Revenue13.5m USD
−9.0 %y/y
Operating profit (EBIT)-0.4m USD
+80.1 %y/y
EBIT margin-2.7%
+9.7 ppy/y
Net income-0.7m USD
+70.2 %y/y
Free cash flow0.1m USD
+109.2 %y/y

Fiscal year 2025 · change from previous year

Development 2019–2025

-5051015m USD2019: 6.5 m USD2019: EBIT -0.37 m USD20192021: 8.2 m USD2021: EBIT 0.53 m USD20212022: 8.5 m USD2022: EBIT 0.98 m USD20222023: 14 m USD2023: EBIT -1.1 m USD20232024: 15 m USD2024: EBIT -1.8 m USD20242025: 13 m USD2025: EBIT -0.36 m USD202513-0.36
RevenueOperating profit (EBIT)

Business

Share of revenue
Quick-service burger restaurants70 %

Burger Time locations selling burgers and other value-oriented fast-food items through drive-thru and take-out channels.

Casual dining and specialty restaurants25 %

Full-service or specialty concepts such as seafood, bakery/café, and schnitzel dining.

Delivery and off-premise sales5 %

Third-party delivery and take-out orders that extend reach beyond in-store traffic.

Customers

BT Brands serves value-conscious quick-service customers who want fast, affordable meals, especially through drive-thru and take-out channels. Burger Time’s menu and operating model are aimed at customers seeking larger burgers, limited menu complexity, and speed of service rather than a broad restaurant experience. The company also serves local dine-in customers at its specialty concepts, including seafood, coffee/bakery, and German-style restaurant formats. Third-party delivery initiatives broaden the customer base to consumers who prefer convenience and are willing to pay a higher check average for off-premise ordering.

Drive-thru and take-out quick-service customers

They buy Burger Time burgers, sandwiches, sides, and drinks because the format is built for speed, convenience, and value.

Local dine-in restaurant guests

They visit Keegan’s, Pie In The Sky, and Schnitzel Haus for sit-down meals and specialty menu items.

Third-party delivery users

They order off-premise meals through delivery platforms, which can lift check averages and extend reach beyond nearby traffic.

Value-seeking burger consumers

They choose Burger Time for bigger burgers and fair-price menu items in a competitive quick-service market.

Strategy

BT Brands’ near-term strategy is to improve profitability by closing underperforming restaurants, reducing costs, and improving restaurant-level EBITDA. Management has emphasized labor efficiency, selective menu price increases, and operational improvements across the restaurant base. The company is also expanding third-party delivery and other off-premise channels to support higher check averages and incremental sales. Longer term, BT Brands is preserving liquidity for working capital, capital expenditures, and potential acquisitions, while also pursuing a merger with Aero Velocity Inc. that could reshape the business.

Portfolio rationalizationShort term

Closing weak stores reduces operating losses and improves overall restaurant-level profitability.

Operational efficiency and cost controlShort term

A limited-menu, drive-thru model depends on labor productivity and input-cost discipline to protect margins.

Off-premise sales growthMedium term

Delivery and take-out can expand reach and raise average ticket size without requiring major new store investment.

Strategic transaction executionMedium term

The announced merger with Aero Velocity may create a new corporate structure and growth path.

Geography

BT Brands operates a small, dispersed restaurant footprint across the United States rather than a single dense regional network. Burger Time locations are concentrated in the Upper Midwest, while the company also operates restaurants in Florida and Massachusetts and has a minority interest in Bagger Dave’s locations in Michigan, Ohio, and Indiana. Recent filings highlight closures in Florida, Minnesota, and North Dakota, showing that geography is actively managed through store pruning and asset sales. Because the business is location-specific and consumer traffic driven, local market conditions, labor availability, and lease economics matter materially to performance. The company also notes exposure to U.S. macro conditions, tariffs, and food-service labor shortages.

Risks

BT Brands faces the usual restaurant-industry pressures of labor shortages, food inflation, and intense price competition, all of which can compress margins in a value-oriented quick-service model. Its small store base makes individual location performance important, so closures, lease issues, or weak traffic at a single unit can have an outsized effect on results. The company also has specific balance-sheet and liquidity exposures, including notes receivable from NGI Corporation, inventory tied to a Disney-licensed water-bottle program, and an equity-method investment in Bagger Dave’s that has already been written down to zero. Broader risks include consumer spending weakness, changing delivery technology, tariffs, and the possibility that aggressive promotions by larger chains pressure traffic and pricing. Because the business is concentrated in the United States, macro shocks, public health disruptions, and local labor market changes can affect operations quickly.

Sorted by severity
Labor shortages and wage pressureHigh

The company says it has difficulty attracting food service workers, which can raise labor costs and constrain service levels.

Exposure: Restaurant operations and staffing

Input cost inflationHigh

Rapid inflation in food and other input items can reduce restaurant margins if menu price increases do not fully offset costs.

Exposure: Food and beverage cost base

NGI Corporation receivables and inventory exposureHigh

Notes receivable and inventory tied to NGI-related activities may not be fully recoverable if sales or repayments underperform.

Exposure: Liquidity and working capital

Competitive discounting and technology investment by peersMedium

Large restaurant chains are investing in mobile apps, loyalty programs, and drive-thru expansion, increasing competitive pressure on traffic and pricing.

Exposure: Burger Time and other concepts

Location closures and lease-related exposureMedium

The company has closed multiple sites and is dealing with lease assignment and property-sale decisions, which can create losses or contingent liabilities.

ExposureFloridaMinnesotaNorth Dakota locations
Equity-method investment impairmentMedium

The Bagger Dave’s investment was reduced to zero after cumulative losses exceeded the recorded investment, showing ongoing downside risk.

Exposure: Affiliate investment

Accounting

Judgemental items
Equity-method investment impairment

The Bagger Dave’s investment was reduced to zero after cumulative losses exceeded the recorded investment, which directly affects reported assets and equity income.

Impact: Can eliminate future equity income recognition unless value is restored

Collectability of related-party notes receivable

Management specifically identifies notes receivable recoverability as a significant estimate, especially for NGI Corporation balances.

Impact: May require allowances or write-downs

Inventory realizability

The company holds inventory tied to the Disney water-bottle program and other restaurant items, so markdown risk and sell-through timing matter.

Impact: Can affect gross margin and working capital

Non-GAAP restaurant-level EBITDA

This measure excludes corporate expenses, depreciation, amortization, and impairment, so it can materially differ from GAAP profitability.

Impact: May present a more favorable view of unit economics than consolidated earnings

Seasonality and store-closure volatility

Management says seasonal patterns significantly affect cash flow, and closures or asset sales can create lumpy quarterly results.

Impact: Quarterly comparability can be weak

Publicly listed companies with a comparable business focus.

Last updated: 11/08/2026