t he daW n o F the private e quity age o F eM pire Building
W hats ne W ! announce M ents F ro M the industry
Franchise s uccess s tarts W ith protected t erritories e xploring the value o F Multi- u nit oW nership
Orca Franchising: The Dawn of The Private Equity age of Empire Building
Announcements from the Industry
in
Firehouse Subs: scaling With Purpose: how Firehouse subs Fuels Multi-Unit Franchise growth 48 Alphagraphics: Entrepreneurs Drawn To scalable, Legacy Business Opportunity
52 Ford’s Garage: accelerates Expansion With MultiUnit agreements
56 Voda Cleaning & Restoration: Voda cleaning & restoration Marks Major Milestone
Brian Garrison: The Power Of The Parent: how Multi-Brand home service companies create Value
Rober Morris Of Altitude Trampoline Park Empowering Women in Business
Craig Murray Of Lightbridge Academy
Chris Conner: Exploring The Value Of Multi-Unit Ownership 50 Stefan Figley: Franchise success starts With Protected Territories
United Franchise Group™ Announces Newest Brand, B L ack oP tix t int®
Black Optix Tint®, a fast-growing franchise specializing in upscale auto styling and window tinting services, has joined United Franchise Group™ (UFG), a global leader in franchising.
UFG partnered with Black Optix Tint to build and diversify its Starpoint Brands division, which includes Signarama, the world’s leading sign franchise, and Fully Promoted, a top provider of promotional products and marketing solutions.
Black Optix Tint was founded in 2014 by r andal Moore, who built it into a multimillion-dollar franchise with the help of accurate Franchise, inc. (aFi), a UFg affiliated company that guides emerging brands through the franchising journey.
Today, Black Optix Tint has 27 active franchises in 52 territories. it offers a wide range of products and services, including paint protection film, auto accessories, ceramic coating and both commercial and residential tinting solutions.
“ i ’m thrilled to be part of the UFg and starpoint Brands family,” said Moore, who will remain involved with the brand. “They have so much experience and so many resources to support us, but more importantly, they truly understand the entrepreneur’s experience and believe their success comes from our success.”
aFi introduced Moore to UFg Founder and cEO r ay Titus, who was impressed by the franchise’s business model and achievements and decided to bring it into the UFg family.
“With its incredible growth, dedication to quality and value, and firm roots in the community, Black Optix Tint is a strong addition to the UFg ecosystem, and we’re proud to welcome r andal to our team,” Titus said. “They bring something unique that we haven’t offered before, while perfectly complementing our existing starpoint Brands portfolio of brands and aligning with our belief in delivering top-notch products with unmatched customer service.”
chester ’s chicken Now Offering Savory, Bone-In Wings At Participating Locations
Chester’s Chicken, the gold standard in quick service, fried chicken, announced it will introduce bone-in wings. Known for its secret family recipe and freshly-marinated chicken, Chester’s guests can now enjoy lightly-breaded wings that are unsauced or sauced, with a variety of flavors to choose from, including Buffalo and Stingin’ Honey Garlic.
available at participating locations across 1,200 franchised and licensed restaurants in the U. s ., guests have the option to order wings in quantities of six, 10, or 20, designed for both sharing or savoring solo. according to William culpepper, Vice President of Marketing, the menu expansion is a reflection of chester’s commitment to acting on customer feedback, as well as its nature to always be innovating.
“Bone-in wings are the perfect complement to our menu and a natural next step for our restaurants,” said culpepper. “While we know that guests love our staples and signature menu items, we’re always looking for ways to evolve and continue elevating the timeless flavor chester’s has been known for over the last 70 years. s erving wings has been a long-time coming, and we’re eager to deliver the same quality and flavor that our fans expect.”
Owned and operated by third-generation family leadership, chester’s has been referred to as a “hidden gem” among convenience stores and truck stops, with its proprietary, crispy fried chicken offerings that enthusiasts know and love.
Founded in 1952, Chester’s is committed to providing delicious food in surprising places. To learn more about its new bone-in wings and to find participating locations, visit chesterschicken. com.
Big o t ires Accelerates Western Expansion with New Franchise Locations Across Arizona and Utah
Big O Tires, an industry-leading tire and automotive repair franchise brand and subsidiary of TBC Corporation, recently expanded its footprint in the Western U.S. with six new franchise shops across Arizona and Utah.
The new Big O Tires franchise shops are locally owned and operated by the following multi-unit franchisees within the Big O Tires franchise system:
• Austin Jenkins – Opened a new franchise shop in august, located at 19 s 2000 W in West Point, Utah. at 14,000 square feet, this marks Jenkins’ fourth Big O Tires shop in the s alt Lake city metropolitan area.
• Eric Ramsower and Eric Bott – Opened two locations in arizona in s eptember, located along the n evada border at 2188 hWY 95 in Bullhead city and 5305 hWY 95 in Fort Mohave. The team owns seven Big O Tires franchise locations.
• Desiree Elliott, Karl Gabbard, and Shawn Tucker – Opened a new franchise shop in July located at 660 n Dysart r oad in g oodyear, ariz. Together, they own nine Big O Tires locations throughout the greater Phoenix area.
• Kent Coleman – Opened a new 10,500-square-foot Big O Tires franchise shop in august located at 6039 s state st near Fashion Place in Murray, Utah. This marked coleman’s 14th Big O Tires franchise location in Utah.
• Tony Williams and John Niemiec – added a new 7,200-squarefoot shop to their portfolio in august located at 28376 n Vistancia Blvd in Peoria, ariz. This new shop opening marked the team’s 20th Big O Tires franchise location in 20 years.
www.bigotires.com
k9 r esorts to Debut in the Big Apple; Expands NY Presence with Seasoned Hospitality Group
Continuing to build on a year of positive franchise development, K9 Resorts Luxury Pet Hotel is now expanding on the East Coast with its first location in New York City.
The multi award-winning and internationally recognized pet boarding and daycare brand has partnered with a seasoned hospitality group, The Dhillon g roup, to open a location in Brooklyn at 295 Front street in the Dumbo neighborhood in early 2026. a significant milestone for the brand, K9 r esorts will soon serve n ew York dog owners who are known to prioritize pet care services such as boarding and daycare.
having already seen much success as area hotel operators, The Dhillon g roup decided to invest in a growing sector of the hospitality industry: pet care. The continued success of K9 r esorts and quality of its services and facilities cemented The Dhillon g roup’s interest in bringing the brand to the global business hub that is n ew York city.
“K9 r esorts has built a reputation as the premier luxury brand in pet hospitality, and we believe it is uniquely positioned to thrive in n ew York city,” said harry s andhu. “This is a city where excellence is expected, and K9’s dedication to quality and service makes it a perfect fit. We’re confident that Brooklyn families will quickly
Luxury Dog Boarding Brand responds to Demand and will Bring its Premium Pet Care Services to Brooklyn
embrace K9 r esorts as the trusted destination for their pets.”
“Partnering with the Dhillon g roup comes at a pivotal time for our brand as we enter the vibrant Brooklyn market,” said Jason Parker, co-Founder and cEO of K9 r esorts.
oRca FR anchisin G:
T H e Dawn OF TH e Pri VaT e e qui TY aG e OF eMPire Buil D in G
Close your eyes for a moment and think back to the day you opened your first franchise. The lights flickered on, the doors opened, and a nervous energy ran through you. Would customers come? Would your staff deliver? Would the risk you took pay off?
Day by day, you figured it out. One customer turned into many. One location turned into three. You battled through the messy middle of business ownership, and somewhere along the way, you stopped
being “just an owner” and became a strong operator.
But then came the whisper: there’s more. That’s the moment when a franchisee’s story shifts from survival to significance. From running a business to building a legacy. From counting units to creating a platform. And that’s where Orca Franchising lives. Orca was created for the empire builder—the ambitious operator who isn’t satisfied with good, who wants to play at the top of the game.
For decades, franchising has been the great equalizer in the American economy. It’s the place where people from every walk
of life can build a business, create wealth, and pursue freedom. But now, something extraordinary is happening at the top tier. Private equity—once only interested in buying the franchisors—has turned its attention to the operators. They’ve realized that empire builders, those who stack brands, professionalize systems, and build leadership teams, are creating enterprises that look like franchisors themselves.
This is the evolution unfolding right now. The ceiling has been raised. The stakes are higher. And Orca exists to guide franchisees into this new world with clarity, purpose, and strategy.
But here’s the truth: a playbook this powerful doesn’t matter if it stays hidden. Knowledge has to be shared. It has to be taught. It has to reach the men and women in the trenches of ownership who are ready to rise.
That’s why Orca has entered into a strategic partnership with Franchising Magazine USA.
Franchising Magazine USA, Will support the Orca initiative by ensuring that the lessons, strategies, and stories that were once locked away in boardrooms now flow directly into the hands of the entire franchise community.
Franchising Magazine USA has always been more than a publication. It is a central hub of information, education, and inspiration for franchise owners, franchisors, and anyone who dreams of joining this industry. By joining forces, Orca and this magazine are creating something far greater than content—we’re creating a movement.
Readers will see stories of operators who dared to step from five units to fifty, and from fifty to platforms that private equity couldn’t ignore. They’ll see the reality of empire building—the hard work, the leadership challenges, the systems that had to be rebuilt—and they’ll see the reward on the other side: franchise portfolios hotly pursued by Private Equity.
They’ll also see stories of owner who chose a different path—who built home run, lifestyle-friendly businesses that gave them time and freedom while keeping the door open for future growth. Because this movement isn’t about one way to succeed. It’s about creating clarity. Whether your dream is freedom of time or a generational exit, you’ll see the roadmaps that make it real.
The partnership is about impact. Orca provides the strategies, the experts, frameworks, and vision. Franchising Magazine USA brings the information platform, the credibility, and the reach to deliver it at scale. Together, we’re giving the franchise community unprecedented access and insight to how the next generation of franchise empires will be built.
And make no mistake: timing matters. Many Billions in private equity capital are waiting to be deployed in franchising. The difference between the operator who exits for three times earnings and the one who exits for much more isn’t luck—it’s preparation. It’s leadership. It’s structure and it’s hard to get their without experts at building what PE wants to buy.
Imagine opening your copy of Franchising Magazine USA and finding not just inspiration, but a clear, actionable story that shows you how to move from where you are today to where you want to be tomorrow. That’s the future we’re building: a hub of education that lifts the entire industry to new altitudes, from the small owner-operator to the empire builder aiming at the stars.
Franchising has always been a “we” business. When one person shares, many
succeed. Orca Franchising and Franchising Magazine USA are proving that the path forward isn’t about secrets or silos—it’s about community.
This is our moment. This is your moment. The ceiling has lifted higher than ever, the tools are in front of you, and the stories are being told in the very pages of the magazine that has long been the heartbeat of franchising news and insight.
The question is simple: will you stay small, or will you rise?
Because the new top tier of franchising is open to anyone willing to dream bigger, work smarter, and build boldly. And together, with Orca (www.OrcaZee.com) as the architect and Franchising Magazine USA as the information hub, we’re going to transform not just businesses, but lives, families, and communities. v
e xpLo R in G the vaLue o F muLti- unit oWne R ship
Much in life isn’t certain — but one thing we can count on is the need for dependable investments that will carry us through our day-to-day needs and into retirement.
If you’re familiar with franchising you already know it’s one of the best ways to follow your entrepreneurial dreams. Proven systems. Operational support. Marketing guidance. The list goes on and on. But what you may not know is the benefits of delving into a multi-unit franchise portfolio — a strategy that allows people like you to amplify growth, stabilize revenue, and maximize their return on investment.
centralized training efforts
Multi-unit ownership naturally offers advantages to amplify the value of your investment. For starters: educational efficiency. Your locations, typically in close proximity to one another, can centralize training efforts, saving you both time and money.
The Point Pub, which expanded into Utah with a multi-unit franchisee just
this year, has an impressive proprietary training platform featuring more than 40 interactive courses, along with in-person instruction at established locations. With three units owned by a single franchise partner, employees can learn in bulk, share experiences, and develop consistency across all locations. That creates smoother operations and stronger teams — a key advantage in competitive industries like food service.
Leverage Bulk Purchasing
Another core benefit of operating multiple locations is the ability to purchase in bulk. Ordering food, coffee, packaging, or even décor in large quantities reduces costs and strengthens supplier relationships. Kahwa Coffee, with 21 locations across Texas and beyond, is a prime example. Their growth allows franchisees to tap into established wholesale networks and negotiate better pricing on everything from beans to branded merchandise.
A food concept like Jefferson Fry, known for its indulgent fry creations, also demonstrates this advantage. Restaurant owners can consolidate ingredient orders across locations, lowering per-unit costs
while ensuring consistency in quality and presentation. Bulk purchasing not only boosts margins but also streamlines inventory management across stores.
Bargaining Power
As your footprint grows, so does your bargaining power with landlords, service providers, and even marketing partners. A multi-unit investor has leverage to negotiate lease terms, delivery schedules, and crosslocation advertising opportunities.
Brands like Bagel Hole showcase this benefit. As an up-and-coming concept expanding into multiple regions, franchisees with several units gain negotiating strength when entering new markets — ensuring more favorable rent conditions, visibility, and service contracts that wouldn’t be possible with just one storefront.
Better Brand recognition
Multi-unit operators also enjoy increased brand recognition and influence. The more locations you own, the more visible the brand becomes in your community and region. This scale not only attracts customers but also strengthens
relationships with franchise support teams and opens doors to larger area development opportunities.
Take Scoop N Scootery, for example. What started as a single ice cream truck has grown into a brand synonymous with speed, quality, and fun. Beyond operations, the brand stands out for its ability to grow organically through strong storytelling and a savvy digital presence. Franchisees benefit from a robust social media strategy, particularly on TikTok, where some videos have reached over 2 million views. Franchisees gain a system meticulously designed for speed, simplicity, and quality, while also experiencing a brand name recognized by millions online. Multi-unit operators extend that recognition even further, planting the brand in multiple neighborhoods, amplifying awareness, and reinforcing trust with every new store that opens.
emphasized community support
Customers naturally want to support owners they know and trust, which translates into organic repeat business and lasting loyalty. Whether it’s through a niche product line or by creating a welcoming community hub, owning multiple units within the same region amplifies those connections.
Stoneage is a perfect example of unique product lines. With seven locations spanning Georgia, North Carolina, and Florida, the brand has carved out a loyal following with its focus on crystals, natural stones, and artisan goods. Its lower labor intensity and scalable framework make it a strong model for investors who want to
Chris Conner has worked in the franchise development industry for almost 20 years and helped over 600 brands franchise their brand and develop franchise distribution channels. He founded Franchise Marketing Systems in 2009, which now includes a team of 27 franchise consultants based in and Canada and supports brands around the world to grow and scale through franchise expansion.
Visit www.fmsfranchise.com for more information
grow while staying deeply connected to their communities.
Similarly, Grit + Grind Coffee was founded on a mission to be more than a coffee shop — it’s a gathering place built around the values of Love others, Spread light + Work hard. Multi-unit owners not only reinforce the brand’s presence but also benefit from the trust and familiarity that grows as the community sees the same vision brought to life in more than one location.
key take aways
Multi-unit ownership is a pathway to stability, influence, and long-term profitability. Centralized training, bulk purchasing, stronger bargaining power, and amplified brand recognition all come together to create a more resilient business model. At the same time, community trust and loyalty grow as franchisees expand within their markets, reinforcing both the
brand and the owner’s presence.
From coffee concepts like Kahwa Coffee and Grit + Grind Coffee, to the food scene with Scoop N Scootery, Jefferson Fry, and The Point Pub, to specialty retail like Stoneage, multi-unit ownership shows that scale and strategy go hand in hand. For investors ready to take the leap, building multiple units becomes more than smart business — it is the key to maximizing impact, influence, and long-term success in today’s competitive landscape.
If you are interested in any of the brands mentioned here or would like to explore other available franchise opportunities, Franchise Marketing Systems would love to help. Our team can help you understand what brands fit you best or can walk alongside you and your existing business through franchise development all the way to franchise sales.
Learn more by visiting www.fmsfranchise.com.
s caLin G W ith pu R pose: h o W FiR ehouse s u Bs Fue L s
m
u Lti- u nit FR anchise G R o W th
When I opened my first Firehouse Subs restaurant in 2002, franchising wasn’t part of my family’s plan, or even on my radar. I come from a family of attorneys, and my background was in telecom, so restaurants weren’t exactly in my blood.
When I first told my parents I was considering opening a sandwich shop, they thought I was a little crazy. But as I explored my options, I was drawn to Firehouse Subs because of the simplicity of its operations, the balance it offered for my lifestyle, and the powerful connection it had to its mission of public safety and community service.
More than two decades later, I own ten Firehouse Subs locations across South Carolina, with an eleventh in development. Along the way, I’ve watched the quickservice restaurant (QSR) landscape evolve dramatically, including the dominance of multi-unit operators. According to recent
data, 82% of all QSR units are now owned by multi-unit operators, and for good reason.
As an operator, I know firsthand that when you’re considering scaling up, you want a brand that delivers strong ROI and doesn’t overwhelm you with operational complexity. For me, Firehouse Subs has consistently checked those boxes. Backed by the shared service efficiencies of Restaurant Brands International (RBI), Firehouse offers franchisees best-in-class returns, powerful corporate support, and a model that’s built for growth.
the appeal of a scalable model
When I first explored franchising, I knew I didn’t want the late-night hours and grueling schedules associated with bars or full-service restaurants. I wanted a business I could manage independently while still having time for family and personal life. Firehouse Subs was the perfect fit.
The operational model is straightforward, with a menu focused on high-quality, steam-heated subs and a streamlined kitchen setup. This simplicity makes it easier to train team members, manage multiple locations, and ensure consistency across the board, which are critical factors for any operator looking to scale.
I started with one restaurant, with no plans to expand beyond that. My first location was the 91st to open in the system, and at that time, Firehouse was still in the early stages of franchising. Within six months, the brand began to ramp up its franchise efforts and approached me about expanding. By then, I had my feet under me and was confident I could handle more. I signed a development agreement for five additional locations in late 2003, setting me on a path to multi-unit growth.
Firehouse maintains high standards for who they allow to expand, focusing on proven operators who are meeting operational benchmarks. That selectivity has preserved the integrity of the system
and encouraged franchisees like me to keep striving for excellence.
why mission matters
One of the most meaningful aspects of being a Firehouse Subs franchisee is the brand’s unwavering commitment to public safety through the Firehouse Subs Public Safety Foundation. This mission is woven into our daily operations and has a visible impact on our communities.
Every time a customer rounds up their change or participates in a fundraising initiative, those donations are put to work supporting first responders and public safety efforts. For example, just recently, we celebrated two grants totaling more than $40,000 to fire departments in our area. My crew members and our guests were able to see exactly where those funds went and how they directly improved public safety in our neighborhoods.
That transparency builds trust and loyalty. In today’s world, there are countless “round-up” campaigns, but what sets Firehouse apart is that people can see tangible results. It creates a sense of purpose for our team and strengthens our connection to the communities we serve.
For me personally, it’s incredibly rewarding to know that my business is making a difference. My staff takes pride in being part of something bigger than just serving great food. This mission-driven culture has been a huge part of why I’ve stayed with Firehouse for 23 years, and why I continue to grow with the brand.
a Brand Built for today’s market
The restaurant industry has faced significant challenges over the past few years, from supply chain disruptions to labor shortages to inflationary pressures.
“As an operator, I know firsthand that when you’re considering scaling up, you want a brand that delivers strong ROI and doesn’t overwhelm you with operational complexity. For me, Firehouse Subs has consistently checked those boxes.”
Through it all, Firehouse Subs has demonstrated resilience and adaptability.
Being part of the RBI family provides us with access to shared services and resources that make us more competitive. From marketing to purchasing power to technology, the support we receive allows franchisees to focus on what matters most: running great restaurants and delivering an exceptional guest experience.
For multi-unit operators like me, this level of support is invaluable. It gives us the confidence to keep growing, knowing we have a strong infrastructure behind us. As the demand for high-performing QSR brands continues to rise, Firehouse Subs is well-positioned to stand out.
When I reflect on my journey, I’m amazed at how far we’ve come. From a single restaurant with no prior industry experience to a thriving portfolio of ten, and soon to be eleven, locations, it’s been an incredible ride. The key to that growth has been finding a brand that aligns with my values, provides a scalable business model, and supports its franchisees every step of the way. Firehouse Subs has delivered on all counts.
As the industry trends toward multi-unit ownership, the brands that will thrive are those that combine operational simplicity with strong returns and a meaningful mission. For me, Firehouse Subs has been that perfect blend.
For aspiring franchisees—whether you’re a veteran, a first responder, or someone like me coming from a completely different background—my advice is simple: look for a brand that offers more than just a product. Look for a brand with a purpose. Firehouse Subs has been that brand for me for over 23 years, and I’m excited to see where the journey takes us next. v
Ro Be R t m o RR is of Altitude tr A mpoline pA rk with
tell me about altitude trampoline Park.
Altitude Trampoline Park was founded in 2012 with a mission to provide active, family-friendly fun in safe, clean, and engaging environments. We began franchising in 2014 and have since grown into one of the largest family entertainment brands in the world. Today, Altitude operates more than 90 locations across the U.S. and internationally, with a
strong network of franchisees fueling our continued growth.
what makes altitude trampoline Park stand out?
Our parks offer fun, active attractions for all ages, including trampolines, climbing walls, obstacle courses, basketball, dodgeball, and more. We specialize in birthday parties and group events, making Altitude a go-to destination for families looking to celebrate and create memories.
what type of person would 'fit' your franchisee profile?
Successful Altitude franchisees are community-driven, entrepreneurial, and passionate about family fun. They don’t necessarily need prior experience in entertainment but should bring strong business acumen, leadership skills, and a customer-first mindset. We look for people who want to create positive, active experiences for families in their communities.
where are your current locations and where are you looking to expand?
Altitude Trampoline Park has a strong national footprint with locations across the U.S., including Texas, Florida, California, Illinois, and the Northeast, as well as international parks. We’re focused on both expanding in existing clusters to strengthen brand awareness and opening new territories in high-growth markets across North America and abroad.
why is there a need for more trampoline parks?
Families are looking for more than just entertainment — they want experiences that are active, social, and memorable. Altitude provides all three in a safe, clean, and welcoming environment. Unlike many competitors, we’ve built a brand around birthday parties and group celebrations, which are a significant driver of revenue for our franchisees. Our modern park design, innovative attractions, and strong operating model set us apart in the family entertainment industry.
how do you look after your franchisees?
We pride ourselves on providing hands-on support throughout the franchise journey. That includes comprehensive training before opening, marketing and operational playbooks, access to our national marketing fund, ongoing field support, and technology systems designed to help owners maximize revenue. We also foster a collaborative network where franchisees can share best practices and grow together.
“ Families are looking for more than just entertainment — they want experiences that are active, social, and memorable. Altitude provides all three in a safe, clean, and welcoming environment.
what are your plans for the rest of the year?
In 2025, we’re continuing to enhance the guest experience and franchisee profitability through new attractions, updated party packages, and digital engagement tools. We’re also investing in streamlined operating systems and marketing innovations to help franchisees attract new guests and keep families coming back.
where do you see altitude trampoline Park in the next five years?
Our vision is to be the leading destination for family fun worldwide. In the next five years, we plan to significantly expand our footprint across North America and internationally, while continually innovating the in-park experience. We see Altitude as not just a trampoline park but a community hub for active family entertainment.
what is your advice for those exploring franchise opportunities?
Do your homework and find a brand that aligns with your passion and values. Look at the support system, the financial model, and the culture of the brand. With Altitude, you’re not just buying a business — you’re joining a community of owners who share a commitment to bringing joy to families.
how do you motivate your franchisees?
We believe motivation comes from strong support and shared success. We regularly highlight franchisee achievements, share best practices, and create forums for collaboration. Our leadership team is in constant communication with franchisees to provide guidance, encouragement, and recognition. Most importantly, we ensure our franchisees feel connected to a brand that is growing, innovating, and making an impact in communities. v
“ Franchise ownership is never a solo journey with AlphaGraphics. Whether it’s troubleshooting an issue, implementing a new strategy, or navigating industry shifts, franchisees always have a dedicated support network ready to assist.”
With over five decades in the print, signage, and marketing services industry, the AlphaGraphics franchise brand stands as a true testament to lasting success.
AlphaGraphics franchisees find their niche as true consultants rather than just service providers. From traditional print and signage to advanced digital marketing solutions, SEO and SEM strategies, website development, and direct mail campaigns, a diverse mix of services creates opportunity for recurring revenue with every customer.
Some are surprised when they learn a background in printing is not a prerequisite for AlphaGraphics ownership. Accountant Jerron Hale joined the network in 2002 after purchasing an
AlphaGraphics in Utah. Sam Reed, an executive with PepsiCo for 26 years, took early retirement and researched dozens of business opportunities before opening an AlphaGraphics in Texas. Mehul Patel, a hospitality entrepreneur located in the Dallas, Texas area, was particularly excited about the business-to-business opportunities AlphaGraphics offered when he opened his Center.
As business owners, Hale, Reed, and Patel share a desire to be fully engaged in their Center’s daily operations and to become a trusted partner of their customers by engaging in a solutions-focused relationships.
“I love being able to stand up at a networking event and say AlphaGraphics has something to offer everyone in this room. We’re not a cookie-cutter business,” said Hale.
Franchise ownership is never a solo journey with AlphaGraphics. Whether it's troubleshooting an issue, implementing a new strategy, or navigating industry shifts, franchisees always have a dedicated support network ready to assist.
AlphaGraphics provides a comprehensive support system to all partners in the field that starts with a three-phase training program—online, live in Denver, and hands-on pre- and post-opening. Ongoing support includes dedicated business coaches, marketing resources, peer groups, leadership councils, and annual franchisee conferences.
Instead of navigating the uncertainties of entrepreneurship alone, franchise owners at AlphaGraphics gain the confidence that comes with an experienced team and a system designed for long-term growth.
franchise Partner alignment matters
Placing a priority on cultural fit within the network has propelled AlphaGraphics to more than 265 centers across the U.S. and select international markets with plans to have 300+ Centers in the next few years.
“Our focus on finding the right people who fit our franchise culture has caused all parties to flourish,” said Bill McPherson, AlphaGraphics Vice President of Retail Network Development. “While financial criteria and market availability still play a part it takes a community of people
who enjoy what they do and thrive in this culture to garner this type of growth year after year.
“Making sure our franchisees stay happy and that they deliver quality products and services to their local customers has paid off with our continued success.”
In 2024 success looked like one of the most profitable and expansive years in brand history with $330 million in sales systemwide and 22 signed franchise agreements (12 new owners and 10 current owners who are becoming multi-unit owners) as well as multiple awards in franchisee satisfaction, sales and other categories.
Entrepreneurs drawn to AlphaGraphics often see themselves scaling into highperforming enterprises, sometimes with multiple locations, as they leverage the brand’s strong technology platforms and peer support network. For prospective owners, AlphaGraphics represents both a high-potential business and an opportunity to build a lasting legacy and becoming part of a dynamic community. Franchisees share insights, best practices, and strategies that help everyone succeed. This collaboration fosters growth and innovation, allowing owners to stay ahead in a competitive market.
AlphaGraphics is one of ten distinct brands and a Fortidia Company, a powerhouse in business services franchising, with more than 3,100 franchised locations spanning over 60 countries and systemwide sales across our brands collectively topping $1.4 billion (US) worldwide in 2024.
Franchise opportunities are available, and more information can be found online at alphagraphicsfranchise.com.
This advertisement is not a franchise offering. A franchise offering can only be made by a Franchise Disclosure Document. The following states regulate the offer and sale of franchises: CA, HI, IN, IL, MD, MI, MN, NY, ND, RI, SD, VA, WA, and WI. If you reside in one of these states, you may have certain rights under applicable franchise laws. Franchises will not be sold to any resident of any such jurisdiction until the offering has been duly registered in, or exempted from the requirements of, such jurisdiction and the required Franchise Disclosure Document has been delivered to the prospective franchisee before the sale in compliance with applicable law. Such registration or filing does not constitute approval, recommendation, or endorsement by any state.
AlphaGraphics, Inc., 143 Union Blvd., Ste. 650, Lakewood, CO 80228. MN Reg. # 10244.
FR anchise success s taR ts With pR otected te RR ito R ies
For entrepreneurs considering franchise ownership, the decision extends far beyond choosing a recognizable brand. An important, often-overlooked consideration is whether the franchisor can offer territorial protection. This critical safeguard can determine the difference between a thriving local business and one that constantly struggles against internal competition.
Territorial protection means that franchise owners are granted rights to operate under their brand within a designated geographic area, often a particular zip code. When territorial protection is enforced, no other franchise owner from the same brand is allowed to open a competing location in that territory, barring rare and very specific exceptions.
For potential franchise owners, this safeguard is a good sign that they will have room to grow, and that their investment in the franchise will be adequately protected. While many franchise systems promise territorial protection, that doesn’t always mean they uphold it. For aspiring entrepreneurs, it’s important to carefully vet potential franchise systems, verifying that they will make good on their pledge to minimize internal competition.
how protected territory gives owners an edge
Without territorial protection, two or more owners from the same system could open in the same geographic space. These franchise owners will likely end up competing over the same pool of customers.
With territorial protection, franchise owners can avoid this conflict altogether. Each owner knows their territory is
secure, allowing them to focus on serving customers, building community trust and maximizing profits.
When territorial protection is properly enforced, owners can confidently collaborate and share best practices with owners in a neighboring region without the fear of losing customers to another owner representing the same brand.
the risks of inadequate territorial protection
Meanwhile, when territorial protection isn’t upheld — or when it isn’t offered at all — it’s often to the detriment of individual franchise owners.
The most obvious danger is direct competition against another location from the same brand. Customers typically have no loyalty to which particular branch they patronize. They simply go to the closest or most convenient option. If another location opens nearby, a franchise owner may find
that their customer base shrinks overnight, leaving them with steady operating costs but declining revenue.
Stefan Figley is president of 1-800-Packouts, a leader in the contents and personal property restoration franchise industry since 2016 and part of the Five Star Franchising platform of home service brands. Figley has nearly 30 years of experience in the franchise and marketing industries, with a focus on brand growth. He has held executive and leadership positions with nationally recognized companies such as Terminix, Steamatic, Merry Maids and Jani-King International, as well as prominent international roles in the marketing industry.
A dedicated marketing campaign, for example, has greater impact when its reach isn’t diluted by multiple franchisees in the same area. Likewise, training and operational guidance help owners maximize their performance without worrying that a neighboring franchisee will be benefiting from the same playbook at their expense.
Territorial protection ensures that the franchisor’s support directly benefits the territory in question, strengthening both the local business and the brand as a whole.
fostering confidence and trust
Territorial protection also fosters confidence.
Another issue is that franchisors may view a strong market as an opportunity to increase their own revenue, approving multiple locations in the same area. While this strategy may boost short-term royalties for the franchisor, it leaves local owners battling each other for the same customers.
system support meets territorial boundaries
Territorial protection alone is valuable, but when paired with strong franchisor support, it becomes a foundation for lasting success.
Marketing, training and operational resources provided by the franchisor are far more effective when owners aren’t distracted by competing against nearby locations of the same brand. In fact, territorial protection helps to amplify system-level support.
When local owners know they are the only representative of their brand in a region, they are more willing to invest in long-term strategies, whether that means opening additional units, increasing local advertising or cultivating community partnerships.
This security helps to enhance trust between the franchisor and the local owner. Owners feel assured that the franchisor is truly invested in their success, not just in the short-term expansion of the system. This level of trust creates healthier, more stable franchise relationships and encourages owners to invest more in their territories over time.
assessing territorial protections
Again, it’s important for aspiring owners to recognize that, while most franchise systems pledge some level of territorial protection, not all of them enforce it with consistency.
When evaluating potential franchise
opportunities, prospective owners should make territorial safeguards one of their top considerations. It’s not enough to assume protections exist; due diligence is required.
Some guidelines include:
• Ask how the protection is defined. Is it based on zip codes (precise), or based on local landmarks (far less precise)? Is it determined by population or households? And if it’s households, what’s the breakdown between owners and renters? These distinctions can be crucial for home service brands, in particular.
• Ask if there have been any violations. Violations happen sometimes, often without any malicious intent. What’s important is determining how the franchise system deals with these incidents. The FDD will usually include language describing how violations are penalized, which is a good way to discern the franchise system’s level of seriousness.
• Talk with other owners. During the validation process, potential owners should ask current owners how they feel about territorial protections. Do they feel like their territory is encroached on, or do they think the franchisor offers meaningful guardrails?
For prospective franchise owners, territorial protection isn’t just a contractual detail. It’s a strategic safeguard. It protects against cannibalization, reduces unnecessary competition and ensures franchisor support delivers maximum impact. As such, it’s something worth carefully vetting when sizing up any potential franchise opportunity.
Fo R d’s GaR aG e acce Le R ates e xpansion W ith m u Lti- u nit aGR eements
At Ford’s Garage, we like to say that dining with us is more than just a meal, rather it’s an experience. From the moment guests walk in, they’re transported back in time to a 1920s service station, complete with vintage Ford vehicles, gas pumps, and classic car memorabilia. Pair that immersive atmosphere with gourmet burgers, craft beer, and hearty American comfort food, and you’ve got a concept that has been fueling growth across the United States.
Now, Ford’s Garage is preparing to shift into an even higher gear. We are thrilled to announce our expansion into New Jersey with a new three-unit development agreement signed with TIG Franchise Group. This marks the brand’s first foray into the Garden State, with the initial restaurant slated to open in Middlesex County in early 2026. This announcement comes after an already successful year with
new deals in Michigan, Northern Virginia, Texas, and Tennessee.
a growing Brand with a unique identity
Since opening our first restaurant in Fort Myers, Florida in 2012, just a mile from Henry Ford’s winter estate, Ford’s Garage has captured the imagination of guests by offering something few full-service restaurants can: a fully branded experience with an official licensing agreement from The Ford Motor Company. That exclusive partnership allows us to incorporate the iconic Ford logo and vintage design elements into our restaurants, ensuring that every visit to Ford’s Garage feels authentic, nostalgic, and fun.
We began franchising in 2015, and today Ford’s Garage operates 32 locations across eight states. Our growth has been fueled not just by our distinctive ambiance, but also by our commitment to delivering highquality food and warm, community-driven hospitality. Guests come for the themed environment, but they return for the food: from our signature half-pound burgers and beer-battered onion ring towers to wings, comfort-food classics, and indulgent
desserts. For families, groups of friends, and car enthusiasts alike, Ford’s Garage is a place to gather, celebrate, and create memories.
Partnering with Proven operators
When it comes to franchising, success starts with the people behind the brand. That’s why we’re so excited to welcome TIG Franchise Group as our newest partners. The group, led by Jiger Patel, Pranav Desai, and Raj Mahadevia, has built a strong reputation as multi-brand operators with a deep understanding of the New Jersey market.
Patel has been in the franchising world since 2001, building his career across the restaurant industry. Desai transitioned from a corporate background into franchising more than 15 years ago, teaming up with Patel to develop multiple successful ventures. Mahadevia, a longtime friend of Desai, brings a fresh perspective from his early career in IT, adding operational and tech-savvy insight to the team. Together, the trio formed TIG Franchise Group in 2019 and have since grown
a portfolio that includes powerhouse names like QDOBA and Dave’s Hot Chicken. Today, they operate more than 15 restaurants in New Jersey alone, with a track record of building businesses that thrive in their communities.
“We’re always looking to partner with brands we genuinely believe in, and Ford’s Garage checked all the boxes,” said Jiger on behalf of TIG. “We love that it’s not just a meal, it’s an experience. The vintage Ford-themed décor, the focus on quality ingredients, and the brand’s dedication to community made it an easy decision. We think New Jersey is craving something bold, welcoming, and somewhere families, friends, and neighbors can gather. We’re incredibly proud to be the group that brings it to our home state.”
The group’s three Ford’s Garage restaurants will be strategically placed to serve Central, and Southern New Jersey. The expansion will also have a significant local impact: TIG Franchise Group expects to hire between 300-350 employees across the three units, further supporting job creation and regional economic growth.
franchisee- focused growth
At Ford’s Garage, our growth strategy has always been franchisee-first. We understand that our success as a brand depends on the success of the operators who bring the concept to life in their local
markets. That’s why we look for partners who bring not just business expertise, but also a passion for hospitality and a commitment to their communities.
This philosophy has guided our expansion across the country. From Florida to Kentucky to Michigan, each new Ford’s Garage location is led by franchisees who embody the spirit of the brand and embrace the opportunity to build something lasting in their markets.
Positioned for industry growth
The full-service restaurant industry is experiencing renewed momentum as consumers seek dining experiences that combine quality food with atmosphere and connection. Ford’s Garage is uniquely positioned to meet that demand. Our blend of vintage automotive nostalgia, hearty comfort food, and welcoming hospitality creates a differentiated concept that appeals to a broad customer base. For franchisees, that differentiation translates into opportunity. Ford’s Garage offers:
• A proven model with nearly a decade of franchising experience.
• Strong brand equity through our official licensing partnership with The Ford Motor Company.
• Operational support designed to help
franchisees succeed, from site selection to training and ongoing marketing resources.
• A scalable concept with flexible real estate requirements and appeal across suburban, urban, and tourist-driven markets.
As we continue to expand, we’re focused on opportunities east of the Mississippi River, where we see strong potential for growth. Our goal is to align with qualified operators who share our vision of building community gathering places that deliver on both food and experience.
Looking ahead
The upcoming openings in New Jersey mark an important step in Ford’s Garage’s journey. Not only will these restaurants introduce our concept to an entirely new market, but they will also reinforce what makes our brand so powerful: a distinctive identity, passionate franchise partners, and a commitment to community.
Ford’s Garage has remained true to its mission of delivering memorable dining experiences rooted in nostalgia, hospitality, and quality. As we look ahead, we’re excited to continue growing our presence across the country.
For more information on franchising opportunities with Ford’s Garage, visit www.FordsGarageUSA.com/franchise. To find your nearest Ford’s Garage location, visit www.FordsGarageUSA.com.
the p oWe R o F the paRent: h o W mu Lti-BR and h ome s e R vice companies
cR eate vaLue
By Brian Garrison, COO of Buzz Franchise Brands and President of Wonderly Lights
Families function best when parents give their children roots and wings. It is no different for a parent company in franchising. A successful multi-brand parent company offers both the stability (roots) a brand needs to grow with a solid foundation and the resources and room to scale (wings), allowing it to gain traction and thrive.
Nowhere is this more evident than in home services, where consumer demand is strong, but competition is fierce. That’s where a parent company structure can transform the landscape. By providing shared services and centralized expertise, a parent company offers multiple service brands the infrastructure they need to grow stronger, faster, and more sustainably. This model also creates value that extends beyond individual franchisees to the entire brand family.
stability and strategic support
One of the most immediate benefits a parent company brings is stability. For franchisees, investing in a new brand backed by an established parent provides reassurance that they are not navigating uncharted waters alone. For the brands themselves, it means access to a proven playbook for scaling responsibly.
I’ve seen firsthand how this plays out. In the case of our emerging franchise brand, Wonderly Lights, the brand shifted from being a niche, holiday-only lighting business to offering year-round outdoor lighting, including permanent LED light, landscape and architectural design installation services. That kind of pivot could have overwhelmed a young company, but with parent company support, the transition was not only possible, it was swift and successful. Marketing collateral, digital campaigns, photography, and training resources were updated in record time. The brand was able to meet new market demands without losing momentum in the holiday light vertical.
marketing Power that scales
Marketing is one of the most powerful ways a parent company can add value. While each brand typically has its own marketing manager who understands the nuances of their specific business, those individuals have access to centralized teams with deep expertise.
Take digital marketing, for example. On its own, an emerging brand might not have the data, creative resources, or analytical capabilities to launch a sophisticated campaign. Within a parent company structure, those resources already exist. Specialists in digital strategy, design, and analytics can step in, creating campaigns that feel brand specific while benefiting from the scale and precision of a larger organization.
The result is not just better campaigns but faster execution. A single brand doesn’t have to reinvent the wheel; it taps into shared knowledge that has been refined across multiple service businesses.
Data and analytics advantage
Numbers tell the story of a franchise system’s health, but they only matter if they’re actionable. Many young or smaller brands struggle with disparate systems --one for customer relationship management, another for scheduling, and another for marketing automation.
Consolidating that information and making sense of it can be daunting.
A parent company can bridge that gap by investing in analytics teams and tools that individual brands would be hard-pressed to afford on their own. At Buzz Franchise Brands, we’ve built reporting systems that pull from multiple platforms and distill the data into clear, digestible insights. Franchisees don’t just see numbers; they see patterns they can act on immediately that are revenue opportunities.
What’s more, when one franchisee requests a new kind of report, that solution can often be shared across the entire franchise
system and, in some cases, other concepts, creating efficiencies and insights that benefit every brand under the umbrella.
the Best of Both worlds
The first months of franchise ownership are critical. Without the right support, new owners can feel overwhelmed by licensing requirements, vendor relationships, budgeting, and technology setup. A parent company can take the pressure off by dedicating resources to the training and onboarding process, walking franchisees step-by-step through these crucial early stages.
At the same time, training remains brand specific. This balance ensures that franchisees receive both the tailored expertise they need to run their particular business and the structural support that makes the launch process smoother. The result is confidence. Both franchisees and the brand know they are set up for success.
A common question is whether shared services dilute a brand’s identity. The answer, when the model is structured correctly, is no. Each brand under a parent company still has its own leadership team—its own president, operations managers, and marketing professionals. The shared services act as a backbone, not a replacement.
Many parent companies, like Buzz Brands, also operate at least one corporateowned location per brand. This keeps the leadership team connected to the realities of day-to-day operations, ensuring strategies and resources remain grounded in the needs of franchisees.
With a dedicated support team at the brand level and the resources of a larger parent company, franchisees get the best of both worlds.
the synergy energy
Beyond the operational advantages, there’s also an energy that comes from being part of a multi-brand family. Conferences and conventions bring together owners from different services, sparking collaboration and cross-promotion opportunities. For instance, a customer who trusts one brand may be more open to trying another within the same parent company family, especially when franchisees work together locally.
While some parent companies encourage or incentivize multi-brand ownership, it’s not the only measure of success. What matters most is that each brand has the strength to stand on its own, while still benefiting from the collective.
This model is particularly effective in the home services industry because many operational frameworks overlap—routing, scheduling, vehicle fleets, and technology systems, to name a few. By leveraging these similarities, parent companies can create efficiencies that make every brand stronger without forcing them into a onesize-fits-all mold.
In the end, the role of a parent company is not to overshadow the brands it supports, but to amplify them. Shared services provide marketing muscle, data-driven insights, and training resources that would be out of reach for many smaller or emerging brands. At the same time, each brand retains its identity, leadership, and direct connection to its franchisees.
The power of the parent company is that it gives franchisees confidence, and it gives brands an infrastructure to grow... benefiting the individual owner and strengthening the entire family. v
voda cLeanin G & Resto R ation
m aR ks m a J o R m iLestone
W ith 100th FR anchise oW ne R
, ushe R in G in n e W eR a
o F e xpansion and o pe R ationaL s caLe
“ Franchisees receive strong support, in-field training, marketing setup, 24/7 call center access, CRM, and AI-powered learning tools to make operations seamless. The brand is mobile based with optional flex space, minimizing overhead and providing operational flexibility.”
Voda Cleaning & Restoration, one of the fastest-growing cleaning & restoration franchise brands in the U.S., has officially reached 100 franchise owners. This achievement comes just two years after launching its franchise opportunity, highlighting the brand’s explosive growth and strong appeal to owners nationwide.
“Reaching our 100th franchise owner so quickly is a testament to the strength of our model and the incredible community of franchisees who believe in our mission,” said Dan Claps, Co-Founder and CEO of Voda Cleaning & Restoration. “We’ve built Voda and its parent company, the Franchise Playbook, around operational excellence, a franchisee-first culture, and the vision of becoming the leading smart home services franchise in the country. This milestone is just the beginning as we look toward our next 100 owners.”
Voda has scaled at an unprecedented pace, growing to more than 220 territories across 30 states since the launch of its franchise program in 2023. The brand’s dual-service platform, which combines immediate revenue through professional cleaning services and high-margin, insurancesupported restoration work, has fueled this rapid growth while positioning franchisees with recession-resilient income streams.
Proven model and innovative franchise support
Franchisees receive strong support, in-field
training, marketing setup, 24/7 call center access, CRM, and AI-powered learning tools to make operations seamless. The brand is mobile based with optional flex space, minimizing overhead and providing operational flexibility.
While its foray into franchising is relatively new, the brand has already developed a system of community-oriented and inspiring entrepreneurs who are looking to make a difference in their communities.
“The overall reception of the Voda franchise opportunity has been nothing short of incredible,” said Christian Betancourt, CMO of Voda Cleaning & Restoration. “As our franchise network grows larger, our mission remains the
same: staying true to our core values and delivering the best possible experience to our customers for jobs big and small.”
cutting-edge innovations
to come Q3: the Voda marketing hub
Indicative of the brand’s desire to adopt cutting-edge technology and maintain a high level of franchise support, Voda’s new Marketing Hub will be launching in Q3. Announced at the brand’s first Franchisee Convention in June, the internal platform will centralize all digital marketing, social media setup, lead generation, and reputation management, giving franchisees turnkey tools to grow their businesses. Integrated with Voda’s proprietary CRM, Scoreboard analytics, and 24/7 call center, the Hub makes it easy for franchisees to track performance and manage customer relationships in real time.
Looking ahead to 2026
Voda’s rapid rise has been driven by a recession-resilient business model offering two revenue streams: immediate income through cleaning services and high-margin, insurance-supported revenue through water damage and restoration services. As demand for property restoration and health-focused cleaning solutions continues to grow, Voda is uniquely positioned to lead the next generation of home services franchises.
Now that it has reached 100 franchise owners, Voda Cleaning & Restoration plans to leverage its momentum to further scale operations and strengthen support for its growing franchise community. With consumer demand for property restoration and health-focused cleaning solutions continuing to rise, Voda is now focused on
expanding into high-demand markets, with Nashville, South Miami, and New Orleans among its top development targets.
“As Co-Founders, Dan and I always envisioned building a brand that empowers entrepreneurs to thrive with a proven system, best-in-class support, and a meaningful mission,” said Zach Nolte, Co-Founder and COO of Voda Cleaning & Restoration. “Crossing the 100-owner milestone validates that vision and proves that Voda is a brand built to last.”
aBout Vo Da cLeaning & r estoration:
Voda Cleaning & Restoration is a nationally backed, locally owned franchise brand offering professional cleaning and restoration services to residential and commercial customers. With a mission to restore comfort, safety, and peace of mind, Voda delivers a comprehensive suite of eco-friendly, non-toxic services including water damage restoration, mold remediation, carpet and upholstery cleaning, air duct cleaning, and more. Since launching its franchise system, Voda has scaled to nearly 100 owners across more than 220 territories in 28 states. Start-up costs for a Voda franchise range from $201,374 to $357,608 (depending on vehicle leasing or purchasing).
Learn more about becoming a Voda franchise owner at myvodafranchise.com.
To find our cleaning and restoration services near you, please visit myvoda.com.
aBout franchise PL ayBook:
Franchise Playbook is a privately held home services platform company that builds, scales, and supports high-performing franchise brands across the U.S. With a focus on essential, recession-resilient services, Franchise Playbook provides centralized leadership, operational infrastructure, and shared services across its portfolio to accelerate growth and drive long-term value. Backed by a team of seasoned operators and franchise development experts, the company partners with driven entrepreneurs and emerging brands to create best-in-class systems, technology, and support. Franchise Playbook is the platform behind Voda Cleaning & Restoration—one of the fastest-growing home services franchises in the country. Learn more at franchiseplaybook.com.
cR aiG muRR ay of lightbridge Ac A demy with
How would you describe Lightbridge Academy’s current development strategy? What’s guiding your decisions about where and how fast to grow?
Our development strategy is focused on sustainable, responsible growth. We’re expanding into strong markets with the right demographics, while being very selective with real estate. Partnering with
the right franchisees is key, whether singleunit or multi-unit, it’s about alignment with our core values and commitment to operational excellence. Overall, it’s about building a strong long-term foundation for growth with healthy, successful centers, not just more centers.
Additionally, over the last few years, the commitment of the Board and our CEO, Gigi Schweikert, to scale the business is evident as we meet the continued demand
for educational child care. Bringing on additional resources has helped attract quality franchisees into our system, driven performance and historical projections for center openings, while continuing to focus on delivering the high quality early education programs children and families expect to receive from Lightbridge Academy. Our foundation is built by our people, and they are supported by well proven systems and processes.
What emerging trends are shaping how franchise brands are approaching development as we head into Q4 and 2026?
Franchise development today is shifting toward quality over quantity. Brands are leaning into data-driven site selection, flexible real estate models, and stronger unit economics. We’re also seeing a move toward more sophisticated multi-unit operators, creative financing in a higherrate environment, and a greater emphasis on community impact and values. The trend is fewer but stronger units, built for long-term success.
What’s changing in the way brands are evaluating markets and territories for future expansion?
When we evaluate territories, it’s not just about availability, it’s about alignment. At Lightbridge Academy, we look for strong family demographics, income levels, and childcare demand, but also real estate quality and long-term scalability. The best territories aren’t just good for one center, they can support multi-unit growth. Across franchising, brands are getting more data-driven, balancing demographics, competition, and cultural fit to protect both franchisee success and brand equity.
At Lightbridge Academy, how do you balance attracting new owners with supporting the scalability of existing franchisees?
At Lightbridge Academy, we’ve learned that growth can be achieved in many
different ways. It isn’t just about adding new franchisees, it’s equally about helping our existing owners scale successfully. The balance comes from staying disciplined in partner selection while building infrastructure that supports both first-time and multi-unit operators.
• Attracting New Owners: We continue to welcome qualified new franchisees who align with our core values and Circle of Care philosophy, bring strong financial resources, and have a passion for serving families. This broadens our reach and introduces new energy and perspectives into the system.
• Supporting Scalability of Existing Franchisees: At the same time, we’ve built systems to help current owners
grow, from data-driven territory planning and site selection to operational support and financing guidance. Multiunit franchisees know they can replicate success with our support behind them.
• Protecting the Balance: The key is not favoring one over the other. We are deliberate in ensuring new owners have access to strong territories while still protecting room for proven operators to expand. In many cases, markets are large enough to accommodate both, and our role is to map out growth responsibly.
This balanced approach strengthens the brand, bringing in new partners who believe in our mission while also giving experienced franchisees the confidence and opportunity to scale with us.
How do you build a development strategy that balances innovation, operational capacity, and longterm sustainability?
Our development strategy is about balance. We innovate to meet the changing needs of families, but we do it in a way our operational infrastructure can fully support. And every decision is filtered through long-term sustainability, disciplined site selection, strong unit economics, and healthy franchisees. It’s not about growing the fastest, it’s about growing the strongest for long term success.
If you had to predict one development trend that will define the next 18 months, what would it be — and why?
The defining development trend over the next 18 months is quality over quantity. Rising construction costs, higher interest rates, and tighter banking and capital markets are making disciplined growth essential. At Lightbridge, we’re focused on well-capitalized franchisees, data-driven site selection, and sustainable markets. The brands that thrive will be those that grow ethically, strategically, with healthy, profitable units and strong franchisee support. v
