It’s easy to see where the passion started for Last Slice, the Western Australia sports bar that’s made a name for itself with high-quality food.

Founder Casey Teede says the original Last Slice was a small, 30-seat, pizza-focused concept. Today, that concept has expanded into a brand synonymous with excellent food and entertainment, going far beyond its humble beginnings. 

Still today, a passion for pizza underpins the entire operation, and the brand has built its reputation on its hero dish: a premium, New York-style pizza. 

Last Slice’s specially imported flour and hand-processed ingredients set them apart from the competition from the very beginning. 

“We had early success because it just stood out as a unique offer.” 

The founders had a bigger vision, however, and the business has grown from its 30-seat footprint to venues now seating between 500 and 600 people. 

“The jump after two years between a takeaway, then into the first sports bar venue with 240 capacity was the riskiest move,” Casey admits. 

Sports, food, drinks and entertainment

Last Slice also knew the sports element was crucial to expanding the business. 

“Sports were the glue that brought the food, drinks, and entertainment together.” 

While the core menu keeps regulars coming back, limited-time offers and trending dishes keep the experience fresh. 

Dollar-Wing Wednesdays, signature cocktails and a monthly pizza special to name a few. 

“Those wing Wednesdays have a cult following. And that’s because of the quality of the chicken, breading and the recipe – people just love it.” 

“The specials give us another marketing opportunity, and they tie into a pop culture reference or something funny and relevant at the time.” 

“The proof is in the numbers: people come back for our food offering. We’re constantly working on refining the menu and watching the trends. 

“Food can be profitable if it’s done and managed correctly,” Casey says. “We make sure any changes we make are about efficiency.” 

Last Slice operates a tiered management structure for front-of-house and back-of-house operations, with area managers and group chefs overseeing training and quality control. 

The business tracks performance through daily reporting and weekly analysis of wage spend per area, allowing for swift operational adjustments. 

Ready to ramp up growth with new franchisees

The business has now reached the point where it needs to double down on franchise growth to maximize its potential. 

Looking into the future, there are multiple opportunities coming up for potential franchisees. The current plans see Last Slice with seven to eight sites as early as 2027. 

Hands-on operators are the target franchisees. The venues, however, are easily large enough to support an ‘under management’ model, while still making healthy returns for the franchisee. 

Last Slice is confident the business will appeal to prospective franchisees who appreciate the steadiness of the operation from a turnover perspective, contrary to typical hospitality sentiment. 

“We just think that people are going to love it. We’ve done so much work on the model, the documentation and the processes. There are no huge dips and peaks, it’s a very steady business,” he says. 

While franchising is the newest part of the model, keeping company-owned venues on the map is non-negotiable for Last Slice. This ensures founders have real-world feedback on performance and venue management so the brand can adapt quickly as customer trends shift. 

“Our intention is to grow, we’re always going to have venues ourselves, and be steering the ship.” 

With the brand established and the model proven, Last Slice is now turning its attention to finding the right franchisees to take it to new heights.