Luna Grill Builds on Inland Empire Growth With Localized Expansion Strategy

The fast-casual Mediterranean chain is pairing company-owned operations with health, fitness and community partnerships as it expands across Western markets

By Allegra Roza

Luna Grill is expanding at a pace of about one new restaurant per month in 2026, but the fast-casual Mediterranean chain says its growth strategy depends on more than adding locations. The company is leaning on company-owned operations, local partnerships and market-specific restaurant design to reach new customers while protecting the food quality and family identity that shaped the brand.

The approach is especially relevant in the Inland Empire, where changing demographics, population growth and continued business development have created opportunities for restaurant brands offering convenient, health-conscious meals.

“The Inland Empire is a huge market with so much opportunity,” Billy Grenham, Luna Grill’s chief marketing officer, said in a Sept. 3 interview with the Inland Empire Business Journal. “For Luna Grill, the Inland Empire is a great fit. We love the communities, the density and how family-oriented the region is.”

Luna Grill began in San Diego County in 2004, when husband-and-wife founders Sean and Maria set out to provide their two daughters and their community with fresh food made from quality ingredients. The idea was to serve meals that were flame-grilled, prepared from scratch and cooked to order without the formality or time commitment of traditional sit-down dining.

That original mission remains central to the company as it grows beyond its San Diego base. Luna Grill now operates more than 60 restaurants and has expanded across California, Texas and Arizona. Grenham said the company expected to open about 12 restaurants in those states during 2026 and is targeting annual growth of roughly 20% moving forward.

The company’s expansion plan includes additional development in existing California markets as well as potential entry into Houston, Austin and Las Vegas. Grenham said Texas has been a particularly strong market, with Dallas and Fort Worth generating demand from restaurant customers and catering clients. Arizona also has become an important growth market.

Southern California remains a priority. The company recently opened in Santa Monica and sees further opportunity in the South Bay and the Inland Empire. Rather than impose a single restaurant format on every market, Luna Grill adjusts its footprint and seating to fit each location. Some restaurants emphasize convenience for customers on the go, while larger sites provide more room for families and groups.

The brand also works to make each restaurant reflect its surrounding community. Through an initiative called Project Grand Soul, Luna Grill commissions local artists and incorporates regional references into restaurant interiors. At its Park Sierra location, for example, the artwork includes a reference to a nearby mission. At a Pico Rivera restaurant, a mural draws from the visual character of Whittier Boulevard and the area’s lowrider culture.

“When someone enters a new Luna Grill, we want them to see that we’ve done our homework and taken the time to understand the local community,” Grenham said.

Grenham joined Luna Grill in December 2024 as the company’s first chief marketing officer after holding marketing and communications roles with brands including PepsiCo, Taco Bell, Lazy Dog Restaurant & Bar, CycleBar and Chuze Fitness. His work at Luna Grill has focused on strengthening the company’s identity, increasing customer engagement and connecting the brand with consumers’ growing interest in health and wellness.

The strategy is producing measurable gains, according to Grenham. He said Luna Grill has recorded five consecutive years of same-store sales growth and 12 consecutive quarters of transaction growth. In the most recent quarter discussed during the interview, the company posted 11% same-store sales growth on top of 7% growth in the prior-year period.

Grenham said the results were driven by more frequent customer visits rather than a short-term promotion or reliance on price increases. The company has emphasized its made-to-order food, employees and founding story while positioning the brand at the intersection of convenience, nutrition and accessibility.

Digital ordering and loyalty are increasingly important to that effort. Grenham said about 30% of Luna Grill transactions come through the company’s app. New users receive $5 off their first purchase, and loyalty members earn rewards equal to 10% of their spending. The app also allows Luna Grill to personalize offers and test products, including bowls that first appeared as digital exclusives.

Health and fitness partnerships are another part of the growth strategy. Luna Grill has worked with the Dallas Cowboys during the preseason and developed a partnership with the San Diego Wave professional soccer team. The company also collaborates with gyms and fitness studios through catered classes, promotions and on-site experiences. A partnership with YogaSix included a customized Balance Bowl and yoga sessions hosted on restaurant patios.

The company’s catering business is also expanding as employers look for healthier meal options for workers. For athletes, Luna Grill can customize meals based on protein targets, macronutrients and training needs. Grenham said those capabilities are helping the company build relationships across professional sports, fitness and health care.

Maintaining consistency during expansion remains a central operating challenge. Luna Grill uses a batch kitchen to improve forecasting and reduce waste, and its leadership team monitors changes in supply, pricing and demand. The company also remains company-owned rather than franchised, a structure Grenham said gives Luna Grill greater control over food quality and restaurant operations.

The company is pairing those systems with a deliberate approach to local engagement. Before entering a market, Luna Grill seeks relationships with community organizations, schools and business partners that already understand local needs. Grenham said that work is particularly important in regions such as the Inland Empire, which historically received fewer restaurant and retail options than neighboring Los Angeles and Orange counties.

For Luna Grill, the long-term objective is national expansion without losing the purpose that motivated its founders. That means investing in operational capacity, improving processes and adapting marketing to each community rather than assuming the same approach will work everywhere.

“We want to provide value and give back to the communities that support us,” Grenham said. “Ultimately, it’s about working with larger national partners while also building relationships with local studios and organizations.”