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48 Heart to Home Meals USA: Building a reliable supply chain to support U.s. Franchise growth
54 Waterloo Turf: turf University: Why this cEo swears on an intensive, 4-Day Franchise training
Have Your Say
46 1 Heart Franchise: leading with heart: how to Build a Brand that cares and succeeds
52 Chris Arnold: how staying in the handyman lane helped chris arnold Build a scalable, recession-Proof Business
Expert Advice
34 Chris Conner: simple. Proven. Profitable. Five Franchises that Weather the storm
50 Jeff Oddo: the human Element of scaling
56 Mike Espositio: Why Essential service Franchises remain the smartest investment in Uncertain times
c aRI ng s en I o R s e Rv I ce
deepens Arizona roots with third
state location
Caring Senior Service, a non-medical, personalized home care services company, announced today it has opened its third location in Arizona at 2345 E. Thomas Road, Suite #204, in Phoenix.
after observing firsthand the critical role that reliable, high-quality care plays in supporting aging adults and their families, caring senior service of Phoenix central owner Julie stelianides said she was motivated to establish the organization’s mission within her community.
t he U.s census Bureau reported that the metro Phoenix population grew from 4.2 million in 2010 to 4.8 million in 2020, and the city’s share of the population older than 65 increased from 12.3% to 16.6% over that same period.
“Phoenix continues to attract retirees from across the country, and many of them want to remain in the homes they’ve built their lives in,” said stelianides, who spent 15 years as a psychologist. “our goal is to provide quality, in-home services that help seniors live safely and independently.
During her time as a psychologist, stelianides worked with teens, adults and seniors in both hospital and private settings. she said her natural connection with older adults and belief in aging with dignity inspired her decision to open a caring senior service location.
caring senior service founder and cEo Jeff salter said owners like stelianides strengthen the company’s reputation for professional and compassionate care.
“Every time we open a new location, we expand our capacity to help seniors live the lives they want in the comfort of their own homes,” salter said. “Julie’s background in psychology and her dedication to older adults make her an incredible addition to our caring family.
https://caringseniorservice.com/phoenix-central/
Veterinarian-Turned-Franchisee Fuels s cent H ound’s Expansion in Raleigh and Richmond with 20-Unit Deal
Scenthound, the nation’s leading dog wellness franchise, has partnered with a licensed veterinarian and seasoned entrepreneur to expand its footprint on the East Coast. Dr. Jaime Pickett, a former multi-unit Banfield Pet Hospital and Papa Johns franchisee, has signed a 20-unit agreement for Raleigh, NC and Richmond, VA.
having previously practiced veterinary medicine, Pickett has been deeply engrained in the pet wellness industry for more than two decades. she also brings firsthand experience in business operations from running pet care and food franchises for 18 years. “i was really drawn to scenthound because of their core values and culture, which i deeply resonate with,” said Pickett. “Everything is laid out in a way that removes the guesswork for franchisees, backed by proven leadership and a scalable model. t he pet care market continues to grow, and i knew i wanted to remain in this space—supporting pets and their families in a proactive, wellnessfocused way.
With Pickett’s extensive background in both franchising and pet wellness, scenthound leadership sees her as an ideal partner to help grow the brand in these new markets.
“Jaime’s unique combination of franchise expertise and passion for pet wellness makes her an incredible addition to the scenthound family,” said Josh lyon, chief operating o fficer of scenthound. “receiving interest from someone who has a deep understanding of franchising and is a veterinarian further validates our model and growth potential.
With the pet industry expected to reach $277 billion by 2030, scenthound is primed for explosive growth. Being category creators in a recession-resistant industry, both multi-unit operators and aspiring entrepreneurs are flocking to scenthound’s franchise opportunity.
Visit www.scenthound.com or follow the brand on Instagram and LinkedIn. To find out more about franchise opportunities, visit www.franchise.scenthound.com
tI de c leane R s Expands Coast to Coast with Strategic LA Acquisition by Franchise Group Clean Rock Ventures
Tide Services, the Procter & Gamble (NYSE: PG) subsidiary behind Tide Cleaners and Tide Laundromat, has strengthened its coastto-coast footprint with the acquisition and rebranding of four former Flair Cleaners locations in the Los Angeles area.
t he newly branded stores — located in santa Monica, redondo Beach, studio city and Valencia — are owned and operated by Jon and Megan Mut of clean rock Ventures, marking t ide cleaners’ first entry into southern california.
“With this acquisition, we are modernizing legacy dry cleaners, investing in local ownership and building a stronger nationwide
network,” said andy gibson, President & cEo of t ide services.
all four la-area stores use greenEarth® cleaning, a non-toxic, environmentally friendly dry-cleaning process that aligns with t ide cleaners’ focus on sustainability. t he Muts, longtime residents of california’s san Fernando Valley and graduates of california state University northridge, bring a strong record of community engagement, including post-hurricane Katrina recovery work with habitat for humanity.
“People expect more from their cleaners, and they should,” said Jon Mut. “We’re focused on quality, convenience and care, and our goal is to deliver an experience that customers can feel good about.”
“We’ve built our lives and careers here in california, so opening stores in the neighborhoods we call home is deeply meaningful to us,” added Megan Mut.
t he la acquisition complements a significant expansion in Florida, where franchisee group consolidated cleaners, inc. & consolidated l aundromats, llc (cci & cll) is adding 14 new t ide cleaners locations in Palm Beach, Broward and Miami-Dade counties, bringing their total to 33 in the state.
t hese expansions are part of t ide services’ broader growth strategy, which has pushed its combined t ide cleaners and t ide l aundromat footprint past 200 locations nationwide.
TideFranchise.com.
full s peed auto M ot I ve® Appoints Brian Maciak as Chief Executive Officer
Building on a strong year of growth, FullSpeed Automotive, one of the nation largest franchisors and operators of automotive aftermarket oil change and repair facilities, has appointed Brian Maciak as Chief Executive Officer. Maciak will lead continued expansion for the company, which is home to flagship brands Grease Monkey®, SpeeDee Oil Change & Auto Service®, and Kwik Kar®.
Prior to joining Fullspeed automotive, Maciak served as cEo of Burt Brothers t ire & s ervice. During his tenure, he nearly doubled the company footprint and drove significant financial growth, creating meaningful value for shareholders in less than 20 months.
Before his time at Burt Brothers, Maciak spent 15 years at t B c corporation, where he held multiple leadership roles, including President & chief o perating o fficer of the company 3,000+ companyowned and franchised locations across the t ire Kingdom, nt B, Midas, and Big o t ires brands. h e also served as Executive Vice President & g eneral counsel and was one of four members of t B c Management council, which set the companys longterm strategy and led its executive leadership team.
Fullspeed has tremendous brand
recognition, especially with its 945 owned and franchised g rease Monkey®, speeDee o il change & auto s ervice®, and Kwik Kar® locations, said Brian Maciak. We will build on this solid foundation and lead the team to even greater heights, winning by holding ourselves accountable and delighting customers with honesty and value-added services.
Brian is a high-integrity and empowering leader who embraces a people-first management approach, said Daniel Penn, Managing Director, Mid o cean Partners, and r avi s aligram, Executive chairman, Fullspeed automotive, and o perating Partner, Mid o cean Partners. We are impressed by his sense of urgency, drive for results, and focus on team development.
https://oilchangefranchises.com/
s i MPle. ProV en. ProfiTaBle.
fi V e fran C hises ThaT w
eaTher The sT or M
Back in 2009, the nation began to fall apart. People were losing jobs, facing foreclosures, and scrambling for solid footing. They were desperately seeking work and not sure where to turn.
Meanwhile, I found myself standing in the middle of a recession with nearly a decade of franchising experience under my belt. I knew the franchise development industry like the back of my hand and had already worked with Jimmy John’s, European Wax Center, 911 Restoration, Smashburger, and other well-recognized names.
So, naturally, I figured: why not start a business during one of the worst economic downturns in modern history?
That’s when I founded Franchise Marketing Systems, a full-service franchise development firm. I had stepped into a high-demand niche that—despite tumbling stock market numbers and sweeping uncertainty—was only growing. People still needed expert guidance to scale their businesses. I had low overhead, no inventory, and a stockpile of knowledge that wasn’t exactly everyday water-cooler conversation.
What I learned back then still holds true today: when the economy gets shaky, service-based franchises stay surprisingly steady. They’re flexible, cost-efficient, and built on skill—not stockrooms. And in a market where people are watching every dollar and looking for stability, those qualities matter more than ever.
When you’re seeking a business that aligns with your financial goals and available resources, service-based franchises are an excellent place to start. The common denominator among them is simple: lower overhead and far less product turnover than your average food or retail model. Instead
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
of relying on materials or merchandise, you’re putting your expertise to work—and reaping rewards far beyond the dollars you put in.
With that in mind, let’s explore a few service-based franchises that, like mine, were founded on deep industry experience or a sharp understanding of consumer demand.
tech- forward power for the Home’s dirtiest tasks
TidyTaSk was built on three simple but powerful pillars—trust, convenience, and communication. Through its easy-touse digital platform, the brand makes it effortless for residential and commercial clients to outsource their cleaning
needs without the usual back-and-forth frustration. What truly sets TidyTask apart, though, is its proprietary scheduling software, which streamlines everything from booking to service management. Founder Carl Dupper designed the model around real-life pain points—how do you find a reliable service for your family or business, and how do you make the process truly seamless? For franchise buyers, that means stepping into a system that is already modernized, tech-forward, and built for scale. With a high-demand service, minimal overhead, and strong operational infrastructure, TidyTask offers a compelling entry point into most markets.
a Brand Boosted by seven decades of e xperience
With nearly 70 years in business, BR iGh TOn POOLS brings a level of credibility and craftsmanship that few service brands can match. Known as one of the top 100 swimming pool builders in the country, the company has earned its reputation through renovation, maintenance, water chemistry expertise, and exceptional customer service. For franchise partners, longevity matters: Brighton Pools enters each new market backed by decades of refined processes and brand trust. What makes this model especially appealing is its built-in mix of revenue streams. Franchisees can tap into construction, remodeling, equipment, service, pool opening/closing and supplies—making it possible to generate income across multiple categories yearround.
Multi-Revenue opportunity in a High- demand niche
dRy ERV En Tz USa approaches home services with a “why stop at one revenue stream?” mentality. Its 3-in-1 model bundles dryer vent cleaning, air duct cleaning, and window and solar panel cleaning—giving franchisees the ability to grow ticket sizes and expand their customer base without additional territory costs. The brand serves a highdemand niche, especially as homeowners become more aware of fire risks connected to unmaintained dryer vents. Add in commercial opportunities, and the model becomes even more attractive. For franchisees, the breadth of services means more upsells, more repeat business, and stronger year-round demand. It’s a scalable, low-competition offering designed to maximize revenue per connection and deliver quick returns.
Recurring Revenue Routes in a low competition space
G. i. BinS takes one of life’s most universally dreaded tasks—cleaning the trash bins—and turns it into a streamlined, eco-friendly, subscriptionbased service. It’s simple: bins go to the curb, the company comes by the next day to clean, sanitize, and deodorize them with professional-grade equipment. The
convenience is a major selling point, but for franchise buyers, the real value lies in recurring revenue and predictable routes. As a veteran-owned brand, G.I. Bins also stands on a foundation of discipline, organization, and reliability. With minimal competition and a service that homeowners instantly understand the need for, franchisees enter a market that’s both high-demand and highly scalable. This is one of those “hidden gem” service niches people don’t think about, until they realize everyone in the neighborhood needs it and word gets around.
contractor-trusted tools to level up Business
LEVEL U P LEak dETECTiOn
fills a massive gap in the pool and spa industry—one where demand is high, competition is low, and specialized skill matters. Leak detection is an underserved niche, and Level Up equips franchisees with proprietary LeakTronics equipment to deliver accurate diagnostics and efficient repairs. The model is startupfriendly, home-based, and built for low overhead, making it ideal for firsttime franchise owners. With ongoing
training and founder-backed mentorship, franchisees aren’t just identifying leaks, they’re fixing them. The brand’s support helps franchisees expand revenue beyond diagnostics alone. As pools age, seals fail, and structures shift, this segment only grows. For investors looking for a wideopen market with strong margins, Level Up Leak Detection stands out.
e
xplore your options in the service sector
Service-based franchises prove that smart business doesn’t have to be complicated. From TidyTask’s easy scheduling software to G.I. Bins’ curbside cleanups, each brand offers low overhead, high demand, and systems designed to help you succeed. Whether you’re looking for recurring revenue, multiple service streams, or decades of industry expertise, these opportunities turn know-how into a thriving business.
Franchise Marketing Systems has helped hundreds of entrepreneurs fi nd the right fit across the U.S.
To explore these brands—or see how to franchise your own business—visit www.fmsfranchise.com.
leadin G wiTh hear T:
H Ow TO buiLD a bR an D TH aT CaRES an D Su CCEEDS
Entrepreneurs and business owners have a choice: to create a brand for financial gain or a movement that changes lives.
Did real success ever have anything to do with money?
The world’s most extraordinary brands get one thing right: the core of business has a heart. It’s not transactions- it’s meaningful connections that create lasting value. It’s about solving problems and building authentic relationships. Iconic brands lead and inspire through storytelling, and compassionate leadership becomes the ultimate differentiator in a new kind of success.
Are you ready to rewrite the rules?
think like a Business that cares
Business used to go something like this: chase profits, dominate markets, and keep shareholders happy. But smart companies know there’s a better way to measure profitability and longevity in the market:
• The most progressive brands understand that success isn’t one-dimensional.
• Empathy is a powerful tool that reshapes how companies truly operate.
• Purpose matters more than just immediate financial wins.
• Genuine compassion isn’t just a marketing tactic.
• Human-centered thinking creates lasting business impact.
• Long-term vision trumps short-term gains every time.
The shift goes beyond typical corporate social responsibility. It’s a radical reimagining of business where human interactions drive strategic decisions and create a real, meaningful difference.
Redefine Business success
To build your care strategy and create that coveted impact, where businesses emerge as catalysts for change, we must first analyze and adapt your systems:
Multidimensional Organization
• Demolish traditional departmental silos
• Form teams with expansive, crossfunctional thinking
• Develop adaptive frameworks that anticipate future challenges
• Recognize areas where innovation is more important than KPIs implementing Empathy
• Cultivate environments where intentional listening is encouraged
• Create spaces where team members and customers are heard
• Integrate human-centered design systems for more qualitative decisionmaking
• Elevate compassion with service-based franchise opportunities
Finding Purpose
• Interrogate the deeper “why” behind your work
• Position business objectives to address real-world social issues
• Develop a mission that inspires and challenges
• Align your performance metrics with your principles
Marketing for Brands That Care
• Share real stories of your impact, not just sales campaigns
• Show the humans behind your products and services
• Demonstrate transparency as a core value
• Prove commitment to social responsibility through substantive action how to Center humans
• Map employee and customer journeys as if it were you
• Come up with solutions that address fundamental needs
• Adopt inclusive decision-making chains
• Prioritize accessibility and human dignity
Building Long-Term Strategies around People
• Develop multi-generational strategic roadmaps
• Invest in training and continuous human development
• Create business ecosystems that give back
• Measure success by lives improved, not just dollars earned
The future of business is a nuanced narrative of human potential. As we explore how to measure true impact, let go of the idea that to serve is to suffer, and prepare to reenvision the very essence of success.
Measuring Business Impact Beyond financials
Standard business evaluations crumble in the face of a profound truth: purposedriven brands that care yield not only high impact but also high returns.
patagonia: environmental stewardship with passion
Patagonia has been a paragon of missionoriented business ethos with its dedication to environmental accountability. The viral Don’t Buy This Jacket campaign that disrupted consumer culture in 2011 actually strengthened customer loyalty. Here’s a look at other things they’ve accomplished:
key impact h ighlights:
• Donated 1% of sales to environmental causes
• Pioneered sustainable product design
• Encouraged conscious consumption
• Generated $1.5 billion in annual revenue while prioritizing the planet
Learn more: Patagonia’s Impact Report
toMs: social good as a Business Model
TOMS engineered a new approach to corporate social responsibility with its buy-one-give-one business model that appeals to socially responsible consumers. Their strategy demonstrates that profit and positive societal impact are not mutually exclusive.
key impact h ighlights:
• Donated $200 million in shoes and monetary grants to nonprofits worldwide
• Maintained strong market relevance through evolving mission shifts
• Created economic opportunities in developing communities
• Generated $400 million in annual revenue through genuine kindness and transparency
Learn more: TOMS Impact Overview
unilever: sustainability & growth
Unilver is a leader in holistic business transformation. In 2010, they embedded sustainability into their operational practices. Their Sustainable Living Plan was a prototype for an authentic commitment to the outside world, rather than using empathy as a marketing ploy.
key impact h ighlights:
• Reported that purpose-led brands grew 69% faster
• Sustainable brands augmented the company’s overall growth by 75%
• Overhaul of product innovation and life cycle to promote sustainability
• Illustrated that purpose drives social value, which, in turn, deepens brand equity and economic value (to the tune of $70 billion annually)
Learn more: Unilever Sustainable Living Plan
More than profit: the true Measurement of success
The most memorable brands follow a roadmap with curiosity and commitment, leaving clues that they succeeded in their humanitarian efforts. Consider these frameworks to establish and accredit your mission:
• B Corp Certification - a high standard of verification of social and environmental performance
• Global Reporting Initiative (GRI)comprehensive international standards for sustainability reporting to track and communicate impact
• Social Return on Investment (SROI) - converts social and environmental impact into quantifiable financial value. SROI = (Social Impact Value – Initial Investment) / Initial Investment.
success Is still Human
Your business isn’t defined by what it earns; it’s about who it helps along the way. The most valuable currency for a brand that cares isn’t money, it’s the lives it changes and the hope it creates.
Purpose is your compass. Compassion is your strategy. And every decision is an opportunity to prove that success isn’t measured in assets, but in every real, positive human interaction with the world around you.
Your legacy begins today. Embrace it!
Belina Calderon-Nernberg, CEO and founder of 1Heart Franchise and 1Heart Caregiver Services , is a visionary leader with 25+ years in HR and home care, driving national growth through principle-centered leadership.
Buildin G a r eliaBle s u PPly Chain
T o s u PP or T u. s. fran C hise Grow Th
At Heart to Home Meals, everything we do starts with one mission: helping older adults live independently by making healthy eating simple and nutritious. Our franchise owners and their teams deliver chef-prepared, nutritionally balanced meals directly into customers’ homes. Every delivery includes more than just food; it includes care, conversation, and connection.
For a brand serving seniors, reliability in both product and service is essential. That reliability begins long before a driver reaches a customer’s doorstep. It starts with how we source, prepare, and distribute every meal.
Recently, our parent company, apetito, completed a major expansion of its production facility in Ottawa, Ontario. This investment, of more than $12 million, adds over 9,900 square feet of new production
space, a spiral freezer to maintain meal quality and consistency, and modernized packaging lines using Mondini technology. The expansion strengthens efficiency, and production capacity to meet growing demand across North America. Similarly, due to the new update and effectiveness the facility is also more sustainable.
For our U.S. franchisees, this development is an operational upgrade that gives them confidence that the meals they deliver are backed by a global food company with a proven record of quality, safety, and innovation.
Building on a proven foundation
Heart to Home Meals was first launched in Canada in 2010 by apetito, a company with more than 65 years of experience in nutrition-focused food service. Since then, the brand has become a trusted name in senior nutrition, healthcare partnerships, and home meal delivery. Today, apetito operates in seven countries and generates more than $1 billion in annual global sales. The company has received multiple
Queen’s Awards in the U.K. market for Innovation and Sustainability, including recognition for its technology in producing texture-modified pureed meals for individuals with swallowing difficulties.
That international foundation has given our U.S. business a solid base to grow from. We established our U.S. headquarters in Marlborough, Massachusetts in 2019, and began franchising in 2024. Our first franchise opened in Raleigh, North Carolina, led by Patrick Ignacio, a pharmacist who brings a healthcare professional’s perspective to senior nutrition. Our second franchise, in the greater Chicagoland area, continues that progress. Together with our companyowned operations serving Massachusetts, New Hampshire, and Connecticut, these early markets form the base for a franchise network that’s both scalable and servicedriven.
Franchise owners join us because they want to be part of something that truly matters. They understand that this business is about people just as it is about meals. As we expand, our job at the corporate level is to give them the systems, supply chain, and support they need to succeed. The Ottawa facility expansion is a key part of that commitment.
local care, global standards
One of our greatest strengths as a brand is the way we blend local service with global standards. All our meals are prepared by chefs at apetito Canada who understand North American tastes and nutrition standards. Each meal is flashfrozen to preserve its flavor and nutrients, then shipped to local franchise teams for distribution.
Our delivery model is what truly sets us apart. We don’t simply leave a box of meals at the door. Our delivery drivers bring the meals inside, check in with customers, and take a few moments to really connect.
For many of our clients, that interaction is as meaningful as the meal itself. It builds trust and ensures that seniors receive not only nutritious meals but also regular, friendly contact.
The demand for this type of service continues to grow. The U.S. senior population is projected to reach 80 million by 2040. Families are looking for reliable, high-quality meal solutions that help their loved ones stay healthy at home. We believe Heart to Home Meals is uniquely positioned to meet that need, combining compassionate service with a franchise model that delivers strong results.
a franchise Model Built for service
Our franchise opportunity is designed for entrepreneurs who want to be involved in their communities. The total investment ranges from $130,000 to $340,000, with a required liquid capital of $60,000 and
a $40,000 franchise fee. For our first 10 U.S. franchisees, we are reinvesting that $40,000 directly into their marketing to help them grow from day one.
There are no royalties or national marketing fund contributions. Each owner receives 40 hours of corporate training, 80 hours of field training, and ongoing coaching to guide them through every stage of their business.
Most of our franchise owners come from healthcare or service-oriented careers. They are drawn to the business because it combines financial opportunity with a meaningful social mission. They build relationships, support independence, and bring comfort to seniors who rely on them every week; they’re doing a lot more than just delivering food.
what’s ahead
The recent expansion of apetito’s Ottawa
production facility strengthens the foundation for all this growth. It allows us to scale responsibly while maintaining the quality and reliability that our brand has always been known for.
Our U.S. growth strategy focuses on regions where the need for senior meal solutions is greatest, including Florida, Texas, the Northeast, and the Mid-Atlantic. As we add franchise owners in these markets, we remain committed to the same standard that defines every part of our operation: dependable, high-quality meals delivered with genuine care.
Every part of our system, from kitchen to doorstep, reflects the same purpose: to help seniors live independently and with dignity. That purpose drives our business and continues to attract entrepreneurs who want to make a difference while building a sustainable business of their own. v
The huM an e le M enT of sC alinG
The service sector—from B2B maintenance and facility solutions to non-food retail and personal care—represents one of the franchising industry’s most significant growth engines. It offers recessionresilient demand and highly profitable unit economics. But there is a fundamental difference between scaling a service franchise and a product franchise.
You aren’t replicating inventory, you are replicating standardized customer experiences and results. Scaling a service means scaling people, which is more complex than shipping more boxes. To transform a successful single-unit operation into a sustainable, multi-unit enterprise, leaders must address three primary operational challenges. These key elements are talent, consistency, and
Jeff Oddo is the CEO of City Wide Facility Solutions, a role he assumed in 1996 to carry forward the legacy of his father, an Air Force veteran and the company’s founder. Embracing the challenge of building upon his father’s foundation, Jeff brought a visionary approach that modernized the company’s business model, elevated client satisfaction to a top priority, and led to a remarkable doubling of both the client base and retention rates.
technological infrastructure. Having led decades of growth, it conveys that the most successful path to sustainable scale is through operational excellence. Let’s look at these challenges and break them down one by one.
the Race for talent
In a service model, the franchisee’s staff is the product. They are the ones delivering the brand promise at a local level. Consequently, high turnover or a lack of skilled labor directly affects the quality of service, customer retention, and unit profitability. This “race for talent” applies to both the franchisees’ frontline workers
as well as the franchisees’ and franchisors’ support team. Owners who view talent acquisition as merely a necessity can be significantly impacted.
Sustainable success stems from having a robust, multifaceted strategy focused on recruitment and culture. From the franchisor’s perspective, a priority is to recruit candidates based on aptitude and attitude rather than purely industry experience. Team members who are natural leaders, relationship builders, and have determination while solving problems are essential. Next, we lead with a “franchiseefirst” culture. We value our owners as both business partners and clients. This
respect and service-oriented mindset must then trickle down, enabling franchisees to cultivate positive and supportive workplaces that attract and retain highquality staff at the local level. Finally, training and professional development must be prioritized through programs that offer clear and attainable career pathways, encouraging individuals to stay where they see a future.
Maintaining service consistency
The primary challenge in sustaining excellent service lies in the inherent variability of human performance. The inconsistencies in service delivery from one individual to another create unpredictability that can erode customer confidence and, over time, convert dissatisfaction into lost revenue. As franchisors, our responsibility is to equip franchisees with the systems and training necessary to minimize this operational risk—transforming the human element into a dependable and steady driver of brand trust and long-term success.
Achieving this goal starts with the franchisor, we must excel in systematization and standardization.
Scaling a business demands documenting everything. This means turning every decision, client interaction, and service delivery step into a formalized Standard Operating Procedure (SOP). Corporate leadership teams must move beyond just defining best practices and explain the why behind the policy. While we do our best to have SOPs that detail everything from the initial client onboarding checklist to the precise follow-up cadence after a service delivery, it is equally important that members on both teams, the franchisors and franchisees, operate with a full understanding of why we do what we do. And then once documented, these SOPs must live in an accessible operational playbook, that all markets have access to. But what good is a playbook if no one knows the changes? Franchisors need to determine the best way to accelerate communication so that every location can learn from updates as soon as possible.
technological & data Infrastructure
As a service brand grows, legacy or siloed technology quickly becomes a significant limitation. It slows down communication, obscures unit performance, and makes reporting a nightmare. Franchisees require powerful, integrated tools to manage complex service schedules, dispatch teams, and handle relationship management without being overwhelmed by administrative tasks.
Investing in an integrated technology platform is a key solution. This platform must serve as the single source of truth—a scalable, integrated CRM or specialized ERP that manages the entire lifecycle, including sales, scheduling, service delivery, invoicing, and customer relationship data, all in one place. By consolidating data, we gain clarity. This enables data-driven decision-making at the corporate level. We utilize the platform to track key performance indicators (KPIs), including client retention rates, average contract value, and profitability per service line. This real-time data allows the franchisee and franchisor to offer proactive and prescriptive coaching, rather than reactive troubleshooting.
Crucially, we must commit to simplification; technology needs to be intuitive and easy for franchisees and their
managers to adopt and use, minimizing training time and maximizing efficiency.
embracing the operational Mindset
Sustainable scaling in service-based franchising rests entirely on the three nonnegotiable pillars. Secure talent through culture and professional development, ensure absolute consistency through robust systems and standardization, and empower your network with advanced technology and insight-driven data.
The franchisor’s role should continually improve back-of-house support services, allowing franchisees to focus on growth and the client experience. Our primary mandate is to constantly refine, innovate, and reinforce the operational systems that support those three pillars. Scaling success isn’t ultimately about how many units you grant. It is about helping your franchisees succeed by providing them with efficient processes led by motivated professionals who share your vision and passion. This relentless, operational focus is what turns a good service concept into a sustainable, scalable enterprise ready for the next decade of growth.
Growth doesn’t happen by accident—it’s the reward for building proven systems around excellent teams. When you master that balance, scale isn’t just possible—it’s inevitable. v
h ow sTayin G in The h andy M an l ane h elPed Chris arnold Build a sC alaBle, r eC ession-Proof Business
“ Franchises that focus on essential services, like home repair, have proven remarkably recession-resistant. In a strong economy, homeowners often invest in upgrades and remodeling, while in slower markets, essential repairs and maintenance remain in steady demand.
”
Chris Arnold, Licensed General Contractor, Certified Interior Designer, and Franchise Owner has been creating waves in the handyman industry with his Ace Handyman Services (AHS) territories. By focusing on smaller, high-quality repair and maintenance projects that many contractors overlook, Arnold has turned everyday home repairs into big opportunities for growth and lasting client relationships.
Chris is an AHS franchise owner, running two territories, AHS Corona Norco and AHS North Orange County, with plans for a third. For him, opening a franchise was about more than business; it was a chance to build something of his own, stay close to home, and serve his local community. Drawing on his experience in construction and design, Arnold develops solutions that are both practical and attractive.
“Starting my AHS franchise gave me the freedom to combine my design and construction knowledge with real-world handyman situations” Arnold says. “We focus on smaller jobs that other contractors might pass on. Every repair is a chance to
show our quality, build trust, and create long-term relationships with our clients.”
staying in the Handyman lane
Early on, Arnold discovered that a clear focus on core services not only improves quality but also creates a more efficient and profitable business model. By staying in the handyman lane, his team delivers reliable, high-quality service on projects ranging from water damage repairs to maintenance in older homes and new builds. Often, it is the smaller projects that have the biggest impact for both clients and the business.
His design background gives him a unique edge. As a CIDQ-certified designer, Arnold approaches even routine repairs with an eye for style and function. “Combining design and construction knowledge lets us solve problems in ways other contractors might miss,” he says. His expertise makes sure that each repair or maintenance task is performed with both practical efficiency and an eye for detail, a combination that clients notice and appreciate.
Recession- proof franchise
The handyman segment is uniquely positioned for franchise growth. Homeowners always need repairs, updates, and ongoing maintenance, creating a nearly constant demand. Many contractors focus only on large-scale projects, leaving smaller jobs underserved. AHS franchisees specialize in these smaller, high-quality repairs to capture this market while building strong customer loyalty. “Even the smallest job can turn into a long-term client relationship,” Arnold adds. “It’s about showing homeowners that we care about the details, and that reliability and craftsmanship matter.”
Franchises that focus on essential services, like home repair, have proven remarkably
recession-resistant. In a strong economy, homeowners often invest in upgrades and remodeling, while in slower markets, essential repairs and maintenance remain in steady demand. This reliable need, with a focus on smaller, high-quality projects, makes the handyman sector an attractive, recession-resistant opportunity for franchise owners. Arnold’s team exemplifies this approach, demonstrating how strategic growth and consistent service can build a sustainable, thriving business.
Building culture and supporting growth
Arnold makes company culture a top priority. He wants his craftsmen to focus on the work they love, while the office handles things like marketing, billing, and follow-up. Weekly team meetings aren’t just about updates, they’re a chance for everyone to share ideas, solve problems together, and feel invested in the work. “When people feel ownership over what they do and know their work matters, it shows in the quality of service,” Arnold says.
Looking ahead, Arnold plans to expand his territories carefully while keeping the high standards that earn repeat clients and community trust. By turning overlooked jobs into a thriving business model, he is proving that small projects can lead to big opportunities and highlighting the franchise potential within the handyman industry.
For those exploring their next chapter in entrepreneurship, Ace Handyman Franchising offers a supportive community, strong brand, and a roadmap to launch your own business.
aBout ace HandyMan se RvIces:
Ace Handyman Services offers professional, reliable handyman services to homeowners throughout the region.
Backed by the trusted Ace brand, the local team is known for quality craftsmanship, friendly service, and a dedication to improving both homes and communities. AHS is a trusted national home improvement and remodeling company, known for delivering exceptional service and quality craftsmanship. With offices across the country, AHS helps homeowners transform their spaces with confidence and ease.
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From former military and law enforcement to those new and experienced with franchising, our versatile array of franchise owners is a testament to a year of solid growth, and the work that went into building a stable foundation for long-term success.
Our hands-on, involved training process has already brought immense success for our new franchise partners. Everything, from the training to the size of territories offered, is designed to drive this long-term success of our franchise owners.
the Beginning: what I learned from acquiring the Brand
This growth didn’t come out of nowhere; the moving parts were put into place long before we announced the franchise opportunity and went all the way back to the beginning. One of the smartest moves we made before launching Waterloo Turf was raising capital from strategic investors. That capital let us hire high-quality people early, invest in infrastructure that most franchisors can’t afford until they reach far more territories, and strengthen our ownership standards. We didn’t have to push territories onto people who weren’t the right fit just to keep cash flowing.
Our investor base brings over 60 years of franchising experience across 13 brands. They’re fully aligned with our success and provide proven guidance that has accelerated the support we offer to franchise owners. Now that several owners have launched their Waterloo Turf locations, it’s clear this early decision to raise capital will keep strengthening the brand and drive even stronger support for every new owner who joins.
the groundwork
Nothing energizes us more than welcoming future franchise partners and giving them a front-row look at the Waterloo Turf experience; the systems, the people, and the culture that powers our mission. Most turf companies that have expanded nationally have done it under different names in different markets. That fragmentation
leaves a massive opportunity for a unified, recognizable brand to emerge, and that’s exactly what we’re building.
We spent the first year of Waterloo Turf finding the right first franchise owners, launching them with strength, and building out a world-class support team at the brand level. Now that the model is proven, we’re doubling down on growth and partnering with the best franchise owners across the country. After focusing our placements in one broker network, we’re now expanding to additional networks as we scale our capacity.
We’re partnering with exceptional franchise owners who want to dominate their local market through quality workmanship and ownership pride, building an iconic, trusted consumer brand, and streamlining operational efficiency across the system.
Our territories are roughly twice the size of a typical home services franchise territory. We’d rather have fewer franchise owners with more opportunities than more owners competing for the same ground. Better operators are drawn to better deals. With larger territories, we attract stronger owners from the start and avoid an overfragmented system.
the training
Our training spans four days of intensive, hands-on learning. Waterloo Turf is built by people who take pride in their craft and are serious about mastering it. Watching new owners and their teams come in hungry to learn and leave ready to execute never gets old:
• Day 1: turf university - deep dive into product knowledge, installation methods, and crew management
• Day 2: In the field - applying that knowledge on an actual project. For example, during the most recent training, we installed a putting green, complete with a sand bunker.
• Day 3: estimating, software, and sales - practical coaching on the tools and skills that drive profitability.
• Day 4: Business development and commercial work - building relationships, securing larger projects, and planning for long-term growth.
We don’t measure launch speed by how fast someone checks boxes on an onboarding list. We measure it by what matters; the time between signing the franchise agreement and the first dollar hitting the bank account. Our system is built for franchise owners who are ready to start selling themselves and their services the day after they sign. As part of our system, we provide on-site opening support, which means we’ll come to your market and help you kick off your first projects, whether those sales happen before or after training.
Our training is some of the most detailed trade-specific training you’ll find in home service franchising. When Lance, my business partner and the founder of Waterloo Turf, was early in the business, he had a crew walk off the job. He finished the installation himself and earned the 5-star review.
Today, we have systems to make sure scenarios like that are rare. But you never know when you’ll need to step in to deliver for a customer. After all: it’s your reputation on the line.
That’s why we train so heavily on the trade of turf itself. The brand only grows if the product and service in the field are excellent.
setting up for a year of success in 2026
2025 was a year of strong growth and real momentum for us. We built a solid foundation, expanded our network, and proved our franchising model works.
In 2026, our focus is on scaling with excellence, supporting our franchisees, strengthening operations, and continuing to lead the turf industry forward as the first national artificial turf company.
It’s wild to see how far this brand has come, from a few installs in Texas to franchise owners planting flags in some of the most beautiful markets in the country like Boise and Boulder. Each new launch represents another team captain stepping up to build something lasting in their community. We’re grateful for the exceptional people choosing to grow with us and embrace a life built on quality, service, and getting your Saturdays back. v
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While restaurants, fitness, and retail concepts might be fighting an uphill battle in the current economy, one sector of franchising continues to outperform the rest: essential services. Brands tied to auto and home repair – oil changes, HVAC maintenance, pest control, and garage door repair – have quietly become the backbone of the franchise economy, offering reliable and consistent business growth.
These “needs-based” businesses hold steady even when consumers scale back on discretionary spending. For private equity investors and multi-unit franchise owners looking to balance their portfolios, essential services offer what few sectors can promise right now: resilience, recurring demand, and long-term stability.
what Makes “needs-Based” franchises stable
Essential service brands operate in industries where demand doesn’t disappear during economic slowdowns – it simply shifts. Cars still need maintenance, air conditioners break, and homeowners need safe and functioning spaces. In fact, these services become more important as consumers’ budgets tighten, as people focus on repairing and maintaining what they already own instead of making large new purchases.
Global Growth Insights reports that the auto repair and maintenance franchise market is projected to grow from $2.12 billion in 2025 to $4.32 billion by 2033.
Meanwhile, Technavio’s research finds that the home services sector, which includes HVAC, plumbing, pest control, and garage door repair, is part of a $1.03 trillion market growing 10.5% annually. A typical U.S. household spends an average of $5,000 annually on home services, according to ZipDo.
We see this boost firsthand in our investments with Valvoline and Precision Garage Door. These businesses thrive on strong and simple operational
systems, recurring revenue, and brand trust that keeps consumers coming back. That combination creates predictable revenue streams for franchisees and sustainable growth for investors, regardless of broader market conditions.
franchising as a force Multiplier
Independent repair shops and home service providers face a tough road in today’s economy, from labor shortages to digital marketing challenges and the rising cost of parts. Franchising provides the structure and support to navigate those headwinds.
A proven franchise model offers owners operational consistency through tried and tested systems and training. It provides new business owners with purchasing power that protects profit margins when supplier costs rise. It gives them access to brand marketing that drives awareness and trust that can take years to build for an independent owner. Lastly, franchises provide technology that simplifies scheduling, customer communication, and inventory management.
For franchise owners, the business model turns a small business into a sustainable, scalable enterprise. For customers, it delivers reliability and professionalism in industries that historically lacked both. Research shows that 65% of Americans will choose a franchised auto service center over an independent garage because of their trust in the standardized business model,
“ Essential service brands operate in industries where demand doesn’t disappear during economic slowdowns – it simply shifts. Cars still need maintenance, air conditioners break, and homeowners need safe and functioning spaces.”
warranty support, and convenience. And for investors, it provides a replicable business with repeatable unit-level economics, a critical component of longterm value. This alignment of consumer trust, operational efficiency, and investor confidence makes essential service franchises uniquely positioned for longterm success and portfolio diversification.
why private equity is stepping
in
Private equity firms are increasingly drawn to essential service brands for the same reason business owners are: predictability. These businesses typically feature low volatility, and each unit generates reliable returns and steady cash flow – the key traits investors look for when building durable portfolios.
The same logic applies to multi-unit franchise owners. Operators who once focused solely on quick-service restaurants or retail brands are now broadening their horizons and adding essential service brands to their mix. Doing so helps hedge
against volatility while maintaining the operational benefits of franchising – shared labor models, consistent customer service frameworks, and replicable business systems.
looking ahead to 2026 and Beyond
As we look toward 2026, the macroeconomic picture remains mixed. Inflation may cool, but consumer confidence will likely ebb and flow with election cycles, interest rates, and global uncertainty. What won’t change is the fundamental truth that homes and vehicles still require maintenance and that consumers will always seek trusted providers to keep them running.
According to the International Franchise Association’s 2025 Franchising Economic Outlook, the franchise sector is projected to grow 2.5% in unit count, adding over 20,000 new establishments and surpassing 851,000 total units. This expansion is faster than the 1.9% growth forecasted for the broader U.S. economy, underscoring
“ A proven franchise model offers owners operational consistency through tried and tested systems and training. It provides new business owners with purchasing power that protects profit margins when supplier costs rise.”
franchising’s resilience amid economic uncertainty. Essential services, especially in auto and home repair, are a key driver of this growth. They represent the intersection of reliability, scalability, and necessity — three qualities that define lasting businesses.
For investors, the road ahead is clear: look beyond the trendy opportunities and focus on what endures. While other sectors chase hype, essential services deliver consistency, which translates into measurable growth, sustainable profits, and lasting value in any economic state. True resilience lies not in chasing trends, but in backing the businesses that never go out of demand. v
