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Born during the COVID‑19 crisis, Thailand’s Emily’s shredded chicken noodles has moved from survival to bold growth. The brand now targets USD 27 million in revenue within two years, beginning with Singapore before expanding across Asia and Europe.
Over the past three years, Emily’s grew from a delivery-only startup into a chain of 10 branches. The launch of House of Emily enhanced dine-in experiences, while 2025 saw aggressive expansion through pop-up booths across Thailand and initial overseas testing.
Co-founder Nainachanok Pattamasin Na Ayudhya (Peb) explained that international expansion followed strong feedback from pop-up booths abroad, particularly in Singapore.
“We expected mostly Thai customers, but many foreigners queued up. Some had tried our food in Thailand and returned specifically to buy it again.”
Encouraged by this response, Emily’s will open its first overseas branch in Singapore in early 2026. The outlet will follow the Grab & Go model.
Building on this momentum, Asia and Europe are next. The company plans a full‑scale international roadshow in 2026 to showcase authentic Thai flavors.
South Korea highlighted Emily’s international appeal. A pop-up event drew rapid demand after social media reviews spread.
“On the first day, most customers were Thai. But after reviews spread online, Korean customers lined up the next day—some waited up to four hours just to try it,” Ms Peb recalled.
Such reactions show the scalability of Emily’s core product. With effective branding and a clear communication strategy, shredded chicken noodles can succeed globally.
Revenue tripled in 2025, underscoring rapid growth. The founders now aim for one billion baht within two years, driven by international expansion and new product development.
House of Emily bridges the brand with customers, moving beyond delivery to create deeper engagement. It also serves as a platform for menu innovation, offering premium options like crab noodles, wagyu green curry noodles, and seafood dishes.
“We want customers to spend more time with the brand—not just order and leave. Having our own space allows us to better express Emily’s identity,” said Ms Peb.
Despite its rapid growth, the founders acknowledge that a billion-baht business was never part of the original vision.
“At first, we only wanted to survive and support our team. Long-term planning came later,” Ms Peb explained.
As the company scaled and now supports a growing workforce, strategic planning became essential—especially amid economic uncertainty and selective consumer spending.
Today, Emily’s aims to elevate Thai cuisine globally.
“We want to bring Thai food to the same level as globally recognized dishes like Tom Yum Goong or boat noodles.”
Amid fierce competition, Emily’s expansion is more than market growth—it is a test of whether a new generation Thai brand can thrive internationally. Singapore marks the first step, and one closely watched by the industry.
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