Brake Time Corner Market (BTCM) CEO Usman Bashir wants to see BTCM in all 50 states—eventually.
“My dad started the company in 2004, and … it’s like a dream come true where we started out with one convenience store and now we’re running these 200-plus locations,” he said. “Our vision is to keep growing, growing, growing.”
By the end of 2026, BTCM looks to have more than 300 units across 21 states. But that doesn’t mean the chain is defining success merely by store count.
Bashir’s brother and BTCM co-owner, Omair, and Brake Time’s operations team are focused on strategic expansion, zeroing in on high-potential locations where they believe the chain can execute its plans to deliver unique-to-the market foodservice offerings and best-in-class customer service. Building regional density builds also helps fortify brand identity, Vice President of Food, Dispensed Beverage and QSRs Rene Dacosta said.
“Our long-term vision is to build a nationally recognized convenience and foodservice platform with a strong operational foundation, not simply to grow for the sake of growth,” said Dacosta. BTCM is “actively evaluating both organic expansion opportunities and acquisitions that align with our operational model, customer experience standards and foodservice strategy,” he said.
- Brake Time Corner Market is No. 35 on CSP’s 2026 Top 202 list of convenience stores by U.S. store count.
The chain expects accelerated expansion over the next 18 to 24 months, and internally, Dacosta said, “We are evaluating opportunities that could represent double-digit annual growth through a combination of new store development, strategic partnerships and selective acquisitions.”
The 35 previously announced new-build stores that Brake Time aims to open by the end of the year are in various stages of construction and permitting, said Dacosta, with the chain expecting to have “a meaningful number” of those locations open by June 30. Through the rest of 2026 and into 2027, the cadence of store openings is expected to accelerate, with both new-builds and remodels moving through the pipeline, he said.
“Many of these locations are being designed with expanded foodservice capabilities and enhanced convenience offerings, which reflects where we see the industry heading and where we believe we can create long-term differentiation,” said Dacosta. “Our approach is very intentional: Build the infrastructure first, create operational consistency and then scale in a way that is sustainable and profitable long term.”
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