VOL 14, ISSUE 1, JANUARY 2026
COVER story
CAMP BOW WOW
Pawsitive Momentum:
How Camp Bow Wow’s Brand Refresh and New Model Are Unleashing New Unit Growth
whats new! announcements from the industry
Sales in the Age of Total Transparency Be Curious, Not Judgmental:
Why the Most Successful Franchise Owners Think Like Investors, Not Consumers franchising feature
health, fitness & Beauty franchises Franchising MAGAZINE USA 1 The magazine for franchisees • WWW.FRANCHISINGMAGAZINEUSA.COM
VOL 14, ISSUE
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VOLUME 14, ISSUE 1, 2026
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Welcome to the January 2026 issue
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president: Colin Bradbury. colin@cgbpublishing.com
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Publisher: Vikki Bradbury. vikki@cgbpublishing.com editorial department: editor@cgbpublishing.com advertising: vikki@cgbpublishing.com advertising@cgbpublishing.com Production: usaproduction@cgbpublishing.com DESIGN: Michelle Quinn. michelle@cgbpublishing.com CGB PUBLISHING Canadian Office: Sidney B.C Canada U.S. Office: Seattle, WA www.franchisingmagazineusa.com
Proud member of the IFA:
International Franchise Association 1501 K Street, N.W., Suite 350 Washington, D.C. 20005 Phone: (202) 628-8000 Fax: (202) 628-0812 www.franchise.org
Here we are in 2026, another year for opportunity and change. I hear so many stories of success and optimism and these far outweigh the negatives we have seen in 2025. I am looking forward to sharing with you more success stories this year. To start us off, we have our Cover Story on Camp Bow Wow, and how the refresh of the brand is unleashing new unit growth. We meet one of the success stories Franchisee, Tyler Keith a Multi-Unit owner. You can read more about this on page 10. As usual our top experts in the industry continue to deliver great advice. Lucas Frey covers how we can build on 4 franchise Pillars and stop fighting fires. George Knauf tells us to Be Curious, Not Judgmental: Why the Most Successful Franchise Owners Think Like Investors, Not Consumers. Evan Hackel in this issue covers Sales and the age of total transparency. Our Guest contributors this issue are Jason Leverant, President and COO of the AtWork Group, who explains Hiring in the Age of AI: Why the Human Connection Still Wins. Jonathan H. Vogel CEO of Miami Grill asks What’s Next for Fast-Casual Dining in 2026? Three words: Value, value, value. Our main Feature this issue is Health, Fitness and Beauty. Our Resident Expert Chris Conner states that you should
Strategize Your Franchise Investments for the Health-Focused Generations. Our Franchisor in Depth articles in this section include Hammer and Nails, Heights Massage and Hydrate IV. Turn to page 37 to learn more. As always, we have our Veterans covered in this issue, and we meet some of our veterans who are now franchisees such as Joe Casper of Ace Handyman, Nick Watson Hydrate IV Bar®, Bob McCracken, Hot Head Burritos Franchisee and Nathan Grundy Mosquito Shield. As always, I really hope you enjoy reading this issue and don’t forget to take a moment to scroll thorough to our A-Z Directory at the back of the magazine or visit the website www.franchisingmagazineusa.com to find more exciting franchises and advice. Happy Reading.
Vikki Bradbury | Publisher Franchising Magazine USA
The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.
Franchising MAGAZINE USA 3
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conte nts January 2026
10 Cover Story 10 Camp Bow Wow: Pawsitive Momentum: How Camp Bow Wow’s Brand Refresh and New Model are Unleashing New Unit Growth
In every issue 6
What’s New! Announcements from the Industry
37 Feature Supplement: Health, Fitness & Beauty Franchising
82 A-Z Franchise & Services Directory
Have Your Say 16 Jerod Evanich: Reinventing the Caregiver Workforce 22 Amanda Twete: 5 Years of Bath Tune-Up: Growth Innovations And What’s Ahead 32 Aaron Noveshen: Menu Innovations as a Franchise Growth Engine: How Flavor Drives Profitability 62 Amy Przwara: Bach To Rock Is Changing the Tune Around Music Education and Franchising 68 Kristen Denzer: How Tierra Encantada is Shaping Tomorrow by Bringing Bilingual Learning to Families Nationwide
Franchisor in Depth
Q&A
14 Bobby’s Burgers: Bobby Flay, Lands at Raleigh – Durham International Airport 20 Daisy: Announces Launch of Five New Franchisees 26 Keystone Financial: How it all Began: A Ceo’s Journey From Rural Poverty to Reinventing Consumer Lending 34 Paris Baguette: Zac Sulman Joins as Chief Operating Officer 56 Poolwerx: U.S Momentum, Unified Leadership, and The Vision Guiding Poolwerx 64 Line – X: Fueling Franchise Growth with New Leadership and Strategic Partnerships
58 Alphagraphics: with Dan Sher
Snapshot 28 Chili Shack: Plots National Growth With New Franchise Offering
Expert Advice 12 Lucas Frey: Stop Fighting Fires – Build on Four Franchise Pillars 18 George Knauf: Be Curious Not Judgemental: Why the most successful Franchise Owners Think like Investors Not Consumers 24 Evan Hackel: AI Knows The Answer: Sales in The Age of Total Transparency 30 Ronn Torossian: Beyond The Grand Opening: Sustaining Buzz in a 24/7 Media Cycle
76 veter ans supplemen t Franchisee In Action 72 Ace Handyman: From Boots to Business: How Joe Casper Built His Franchise 76 Hot Head Burritos: Bob McCracken Building My Franchise A Veterans Story
54 Tim Linderman: Key Trends Shaping Franchise Growth in 2026
80 Mosquito Sheild: Training That Set’s You Up For Success
60 Jason Leverant: Hiring in The Age of AI: Why The Human Connection Still Wins
Q&A
66 Jonathan H. Vogel: What’s Next For Fast-Casual Dining in 2026?
74 Felice C Parker: Postnet Of Dresher
Franchisor In Depth 78 Hydrate IV Bar: Veteran Nick Watson Builds His Mission Driven Future Franchising MAGAZINE USA 5
Himes Breakfast House Launches Franchise Program Designed for Lifestyle-Friendly Ownership The Florida-born breakfast and brunch concept celebrated for its made-from-scratch classics and guest-first hospitality, has officially launched its franchise program. The opportunity gives entrepreneurs a chance to bring a proven, profitable model to their communities — and to own a business that works around their life, not the other way around. Founded in 2021 by husband-and-wife team John and Jess Christen, Himes has quickly become a go-to destination across the Tampa Bay area for flavorful, Southern-inspired breakfast, brunch and lunch. Built on decades of multi-unit restaurant experience, the concept combines operational efficiency, accessible start-up costs and a family-first culture to create an ownership model that prioritizes both profitability and balance. “Deciding to franchise Himes was inspired by family and opportunity,” said co-founder John Christen. “Early in my career, I was given the chance to take over the legacy Shells Seafood brand with the guidance of my parents and their industry peers. That experience shaped me — and now my passion is to create that same path for ambitious entrepreneurs: to give them the tools, guidance and support to build something meaningful.” Himes provides franchisees with an approachable entry into restaurant ownership, backed by comprehensive support from site selection and buildout to training, marketing and ongoing operations. With a streamlined kitchen, limited hours and daytime-only schedule, franchisees benefit from simplified staffing and genuine work-life balance — a rarity in the restaurant world. “The real secret to Himes isn’t just our food — it’s our people,” said Jess Christen. “We envision our future franchisees as part of the family. With our systems, tools and support, they can build a neighborhood favorite where guests feel welcome and team members feel valued.” www.himesbreakfasthouse.com/franchise. 6 Franchising MAGAZINE USA
United Franchise Group Announces its 2025 Women in Franchising Award Winners West Palm Beach-based United Franchise Group (UFG) recently presented its 2025 Women in Franchising Awards, recognizing outstanding team members whose leadership and dedication exemplify the heart of the company. Each honoree is celebrated for her commitment, resilience, and passion for helping others grow—qualities that continue to shape UFG’s culture and drive success across every brand. Debbi Chamblin, Vice President of Royalties & Receivables, has been with UFG for more than 17 years. She oversees the department responsible for cultivating strong relationships with franchise owners and managing the collection of royalty revenue and outstanding accounts receivable across the organization. Tiffany Mercurio, Training Coordinator, has supported the UFG training team for nearly nine years. In her role, she helps deliver comprehensive onboarding and training programs that equip franchise owners with the knowledge and confidence they need to successfully launch their businesses. Paula Mercer, Vice President of Operations for Vast Coworking Group, has been part of UFG for 18 years. She leads all operational functions and new location openings for the coworking brands, ensuring each franchise owner receives best-in-class support and industry expertise from her team. Pictured left to right: Debbi Chamblin, Vice President of Royalties & Receivables; Tiffany Mercurio, Training Coordinator; and Paula Mercer, Vice President of Operations for Vast Coworking Group.
Stratus Building Solutions Ranks #228 on the 2025 Franchise Times Top 400, Highlighting Explosive Growth & Industry Momentum “Our consistent growth is the result of an opportunity-driven model that empowers entrepreneurs while meeting real business demand,” said Doug Flaig, CEO of Stratus Building Solutions. Stratus operates on a scalable, three-tier franchise model, providing entry points for both individual entrepreneurs and master franchise owners. The brand continues to target highdemand, underserved regions like New Mexico, Mississippi, and North Carolina’s Piedmont Triad, where commercial cleaning demand is on the rise.
Stratus Building Solutions has been ranked #228 on the 2025 Franchise Times Top 400, the most comprehensive ranking
With average unit volumes exceeding $3.1 million, 90% recurring revenue, and nine distinct income streams, Stratus offers a compelling business opportunity in an essential and recessionresistant category.
for Stratus, which currently operates 93 Master Territories and
“Our continued presence on the Franchise Times 400 list reinforces the strength of our model and the scalability of the Stratus opportunity,” added Rob Lancit, VP of Franchise Development at Stratus Building Solutions. “Entrepreneurs are drawn to our system because it combines low overhead and high support with a mission-driven service that businesses depend on. We’re doing more than building franchises; we’re creating pathways for lasting success in one of the most essential industries in the world.”
more than 5,000 Unit Franchisees across the U.S. and Canada.
StratusFranchising.com
of the largest U.S. franchise systems by global sales. This marks another major milestone for the fast-growing brand, highlighting its position as a top contender in the booming $90 billion commercial cleaning industry. The Franchise Times 400 ranking, compiled through independent analysis of franchise disclosure documents, SEC filings, and systemwide sales data, reflects a year of record-breaking growth
Frios Gourmet Pops Unveils Signature Flavor Vault Frios Gourmet Pops, the hand-poured ice pop brand on a mission to deliver happiness, is exploring a bold new chapter in frozen indulgence with the announcement of its Flavor Vault. A collection of nine premium, nostalgic flavors, the Flavor Vault showcases the brand’s dedication to delivering innovative products to both franchisees and customers. The signature lineup of wildly complex flavors and fan-favorites include the nine following pops, available for pre-order at all locations. • Candy Bar (Three candy bars encased in a Chocolate Pop), • Nutter Butter, • Pistachio, • Coconut Almond Delight, • Waffle Cone, • Avocado Lime, • Raspberry Peach Thyme, • Pineapple Habanero, • America 250 Pop (Red, White and Blue, hand-poured, Three Layer Pop).
Plus line. Unveiled in 2024, the Plus line offers a variety of pops for people with dietary restrictions, including options that are no sugar added, dye-free, allergen-free, and gluten-free, all made with a focus on real fruit and fresh ingredients.
“The vault has a mixture of fan-favorites, flavors that have never seen the light of day, or very exclusive, limited drops. We want people to feel curiously compelled to try things like our Avocado Lime or Pineapple Habanero pops,” said Cliff Kennedy, CEO of Frios Gourmet Pops. “We pride ourselves on using bold—and perhaps, for many people—unconventional ingredients in our pops.”
after Frios is proud to have a diverse crew of Happiness Hustlers—from military veterans and families to first-time business owners and seasoned entrepreneurs. Whether it’s a Gen Z go-getter diving into their first venture or a retiree looking to stay active and make meaningful connections, there’s room for everyone in the Frios family.
The announcement comes after the brand’s launch of the Frios
https://friospops.com/. Franchising MAGAZINE USA 7
Teriyaki Madness Names Scott Shotter as Chief Restaurant Officer Amid Record Growth Teriyaki Madness, the fast casual teriyaki concept known for fresh, made-toorder bowls so massive and saucy they practically scream your name, has recruited industry leader Scott Shotter as Chief Restaurant Officer. In his new role, Shotter will oversee all aspects of restaurant operations across corporate and franchised locations, advancing the systems and strategies that fuel the brand’s nationwide expansion. This appointment comes as the brand prepares to open 45 new shops and hit 20% systemwide growth this year, fueled equally by existing operators and a wave of new franchisees. With more than 35 years of restaurant leadership experience, Shotter has been the secret sauce behind the operational excellence of some of the industry’s
most recognizable brands. Prior to joining Teriyaki Madness, he served as Chief Operating Officer at Fuzzy’s Taco Shop, President of Condado Tacos, CEO of Back Yard Burgers and Vice President of Operations at Moe’s Southwest Grill where he played a key role in significantly expanding the brand from 200 to more than 700 locations while advancing major innovation initiatives. At Teriyaki Madness, Shotter isn’t just crunching numbers – he’s stepping in to fire up the Restaurant Support teams, overseeing operations, training, field support, shop technology and supply chain. He’ll also work hand-in-hand with marketing, real estate, development and finance to level up franchise operations and the guest experience across the system.
“As we roll out new shops at a record pace, Scott brings a level of expertise and understanding of franchise systems that fits our Madness perfectly,” said Michael Haith, chief executive officer of Teriyaki Madness. teriyakimadness.com
Leading franchisee Chris Patel acquires 85 Papa Johns restaurants, plans to open 50+ more partners, who is retiring. Papa Johns and Pie Investments also announced plans to open 52 additional new restaurants by 2030 to expand Papa Johns footprint across the Greater Philadelphia, Washington, D.C. and Baltimore markets.
Papa John’s International, Inc. (Nasdaq: PZZA) (“Papa Johns®”) (the “Company”) today announced that it has refranchised the restaurants previously owned and operated by Colonel’s Limited, LLC, a joint venture between Papa Johns and Steeplechase Express, Inc. Pie Investments, led by Chris Patel, a leading franchisee operator and now one of Papa Johns largest domestic franchise partners, has assumed control of 85 Papa Johns restaurants in the Washington, D.C. and Baltimore markets. Through a joint venture with Papa Johns, the restaurants were previously owned and operated by Colonel’s Limited, LLC, led by William Freitas, one of Papa Johns longest-standing franchisee 8 Franchising MAGAZINE USA
The strategic refranchising follows a period of growth for Patel and Pie Investments, who operate Papa Johns restaurants across the Northeast. With this refranchising, Pie Investments now owns more than 150 Papa Johns restaurants, furthering Pie Investments’ goal of owning 250 restaurants by 2030. “Chris Patel’s growth mindset and entrepreneurial spirit are exactly the qualities Papa Johns is looking to emphasize among our franchisees as we work to be the best pizza makers in the business,” said Ravi Thanawala, Chief Financial Officer and President, North America at Papa Johns. “Papa Johns well-known commitment to quality continues to make the brand an attractive investment for entrepreneurs,” said Chris Patel, COO and equal partner of Pie Investments. “Bill Freitas and his team at Colonel’s Limited will be remembered as pioneers among those like Chris Patel who are following in their footsteps,” Thanawala said.
DreamMaker Bath & Kitchen of Reno Completes Philanthropic Remodel of VFW Post Bathrooms DreamMaker Bath & Kitchen of Reno has completed a full remodel of the men’s and women’s bathrooms at Veterans of Foreign Wars (VFW) Post 9211, known locally as The Bunker, providing all labor at no cost to the Post. The project is part of DreamMaker Bath and Kitchen of Reno’s ongoing commitment to give back to local veterans and support community spaces that serve them. To bring the renovation to completion, DreamMaker Bath and Kitchen partnered with its preferred vendors, including KCD, Sherwin-Williams, Hardware Resources, Ferguson, ZLine, and several local suppliers (Bedrosians Tile and Stone, D&L Tile and Sign and Design), who generously donated product and materials. With the bathrooms now complete, DreamMaker Bath and Kitchen will begin a full kitchen remodel next month, followed by the installation of approximately 4,000 square feet of new flooring to update and restore the historic 1947 building. “Our veterans deserve spaces that reflect dignity, comfort, and care,” said Shawn Colvin, Owner of DreamMaker Bath & Kitchen of Reno. “This project is a small way for our team and our vendor partners to honor their service and ensure the Post remains a welcoming place for the community.” Shawn brings more than 35 years of remodeling expertise, a passion for design, and a long history of working on high-end residential projects nationwide. His wife and business partner, Dawn Colvin, serves as General Manager, drawing on her 30-year career in healthcare operations and business management to support DreamMaker Bath and Kitchen’s design and production teams. Together, Shawn and Dawn lead with a focus on service, craftsmanship, and building strong relationships with clients and the community.
Stellar Service Brands Announces Sale of Softroc Franchise Brand to its Former President Stellar Service Brands, a leading residential and commercial services company, is pleased to announce it has completed the sale of its subsidiary Softroc, a rubber safety surfacing solution, to former President of Softroc and bluefrog Plumbing + Drain, Courtney Harmon. Harmon has also purchased The Driveway Company, a service line offered under the Softroc brand providing concrete maintenance and repair solutions, as part of the acquisition. “Courtney has been an integral part of Softroc’s history, growth and success,” said Jessica Wescott, CEO of Stellar Service Brands. “We’re deeply grateful for her contributions to our brands, franchise communities and vendor partners over the past four years. We’re confident she is the best person to step into this role and guide
the brand into its next phase of growth and achievement. We wish her the very best as she starts this exciting new chapter in owning the Softroc franchise brand.” Softroc will be headquartered in Waco, Texas, under the continued leadership of Courtney Harmon. In her ongoing role, Harmon will lead Softroc’s national network of franchises, continuing the company’s mission to transform outdoor spaces including swimming pools, playgrounds, patios, porches, boat decking, garage floors and more with high-quality rubber surfacing solutions. “Being a part of the first group of franchisees of The Driveway Company and helping to establish the Softroc brand in 2021, this opportunity feels both deeply meaningful and incredibly exciting,” said Courtney Harmon, new owner of
Softroc. “From the start, I’ve believed in the mission and values of this brand, and I’ve seen firsthand the impact it has on franchise owners, their teams and their communities”. StellarServiceBrands.com. Franchising MAGAZINE USA 9
COVER STORY: Camp Bow Wow
Pawsitive Momentum: How Camp Bow Wow’s Brand Refresh and New Model Are Unleashing New Unit Growth For over 20 years, Camp Bow Wow has been the gold standard in pet care, setting the benchmark for safety, fun, and reliable service in the $152 billion pet industry.
Tyler Keith, Multi-Unit Franchisee, with his dog Tucker
But even an industry leader needs a fresh leash now and then. Recently, the iconic brand has rolled out its most significant transformation yet: a stunning brand refresh, a new business model, and a reduced investment range, all designed to make single and multi-unit ownership more accessible and profitable than ever. Driving this excitement is the success story of franchisees like Tyler Keith, a multiunit owner with three locations across Tennessee and Florida, who is already well on his way to securing plans for his fourth Camp in 2026. Tyler’s journey from corporate finance to multi-unit pet-care mogul is a testament to the enduring, recession-resistant appeal of Camp Bow Wow.
From Corporate Grind to Canine Champion For Tyler, the passion for Camp Bow Wow started, as it so often does, with a dog. “My introduction to Camp Bow Wow began over 13 years ago when my fourmonth-old Goldendoodle, Graham, required a dog daycare,” remembers Tyler. “I had heard great things about the downtown Nashville location, so I tried it out. It quickly became part of me and Graham’s daily life, especially as I was working in corporate finance and pulling long hours. Graham was always happy coming home from Camp.” This simple, powerful bond planted a seed. 10 Franchising MAGAZINE USA
Ready to leave the demanding corporate world, Tyler sought a path that would give him entrepreneurial control and link him to something he truly loved. “Fast-forward a few years, when I was ready to leave the corporate world, I knew I wanted to be my own boss, and I have a deep love for dogs, so the Camp Bow Wow franchise was the clear answer,” he says. Tyler opened his first Camp Bow Wow in Mt. Juliet, a suburb of his hometown of Nashville in 2018. It was an instant success and confirmed he made a great decision. A few years later, he opened his second Camp in Chattanooga, Tennessee, a town close to his heart because of deep family ties. To further his multi-unit journey, in 2024, he expanded his portfolio with a third Camp in Jacksonville, Florida. Tragically, Tyler recently lost Graham,
who lived a full life of 13.5 years, but his legacy remains the foundation of Tyler’s enterprise. “Graham is the reason I found out about Camp Bow Wow and the reason I love it so much,” Tyler reflects. “We also have Tucker pictured on the cover, who is about to turn nine, and he’s such a good boy who loves Camp too!” Tyler’s trajectory from solo-camp success to a three-unit portfolio and the active pursuit of a fourth is precisely the one Camp Bow Wow hopes to replicate with its new growth strategy.
Welcome to Camp Life Camp Bow Wow is taking advantage of the huge demand in the pet segment by making strategic changes that significantly reduce the barriers to entry and enhance profitability for franchisees. The most visible change is a complete
with the new model is strong testimony, taking advantage of 20 years of brand recognition and reinvigorating it with not only a fresh look but also a more streamlined investment strategy.
Why Now Is the Time to Join the Pack The pet industry continues to see explosive growth, and Camp Bow Wow—with its new investment model, flexible real estate options, and compelling new brand identity—is poised for dominance in the industry. For both single and multi-unit operators looking for an opportunity, the timing couldn’t be better. • Proven Demand: The foundational model is very successful, as evidenced by the rapid growth of owners like Tyler Keith.
refresh of the brand. In mid-2025, Camp Bow Wow revealed a new logo, an exciting new tagline, and a stunning new design concept for its camps, including a new lobby that is bright, inviting, and optimized for the modern pet parent. This makes for a strategic positioning wherein the brand will be seen as forward-thinking and sophisticated, appealing to a broader demographic of customers while retaining its trusted, fun-filled spirit.
Introducing Flexibility and Accessibility The most impactful changes for prospective franchisees come in the form of the business model itself. The new Camp Bow Wow model has been specifically designed for three crucial points: reduced investment, real estate flexibility, and additional revenue streams. • Reduced Footprint, Lower Investment: By strategically implementing value engineering alongside the innovation of a reduced-footprint facility model, we have significantly lowered the initial investment range required to open a Camp. This critical cost reduction makes this proven franchise opportunity accessible to a wider pool of aspiring entrepreneurs.
• Real Estate and Design Flexibility: The new construction design allows for greater flexibility in real estate options and scalability in capacity. This design shift lets franchisees more easily and effectively source ideal locations in a variety of markets. More importantly, the design is inherently flexible; it enables Camp owners to update and adjust dog capacity and infrastructure as their business and local market demand grow. • New Revenue Streams: The rising demand and evolving trends in the pet care industry have created new opportunities for additional revenue, allowing Camps to successfully expand their overall potential through a high adoption rate of these new services. “It’s been such a fun and exciting ride getting to be a multi-unit owner and having a positive impact on so many dogs, their humans, and all of our staff that we have on our teams,” says Tyler. “I truly love what I do, and I’m hoping to secure my fourth location for a Camp in 2026. The more dogs that we get to play with, the more positive impact we are making on dogs and their humans’ lives.” Tyler’s ambition to open his fourth unit
• Increased Accessibility: The narrower range of investment and the smaller footprint model reduce the barriers to entry for qualified candidates who want to scale up their businesses. • Modern Appeal: The new branding will ensure that Camps have a fresh, modern look and feel to prepare them for capturing the next generation of pet parents. As Tyler summarizes: “It’s all about the dogs.” In providing a premium, reliable service, the Camp Bow Wow opportunity is not merely running a business-it’s elevating the lives of pets and their people. If you’re an entrepreneur looking for a high-growth, recession-resistant industry with the backing of a revitalized, marketleading brand, Camp Bow Wow is ready to help you unleash your potential. Camp Bow Wow is seeking enthusiastic, driven individuals to join the next generation of Camp Bow Wow owners. With a model proven to work and exciting new incentives, now is the time to become part of the pack. Territories available nationwide. For more information on franchising opportunities with Camp Bow Wow, contact Mark L. Jameson, Chief Development Officer, at 214-346-5679 or Mark.Jameson@propelledbrands.com Franchising MAGAZINE USA 11
EXPERT ADVICE: Luke Frey | CEO | Bella Vista Executive Advisors
Stop Fighting Fires | Build on Four Franchise Pillars From Firehouse Vision to Franchise Growth
In 2007, I was asked to serve as chief of the Terrace Park Fire Department. We had 25 volunteer firefighters certified to Ohio’s 36-hour Volunteer standard.
two years illustrates this principle well. When we began working together in 2022, the brand had 20 locations. By 2025, it reached 75.
My two-part vision was simple:
Most franchisors plan 12–18 months ahead. Visionary franchisors design five years forward.
1 Ensure every volunteer went home uninjured after each emergency and training. 2 Build the most capable group of unpaid professionals possible. Within a year, that vision took shape. A 120-hour Firefighter I in-house training plan transformed our department from 25 members to 50, and 30 earned Firefighter I certification by 2018. That experience taught me a lesson that applies far beyond public service: Sustainable success requires structure, systems, and a clear horizon. That three-year plan became a lesson in building scalable systems. One franchise brand our team at Franchise Building Expert has advised for more than 12 Franchising MAGAZINE USA
That kind of growth wasn’t fueled by luck or marketing hype. It was built through architectural planning.
The difference between a 12-month mindset and a 5-year vision isn’t ambition. It’s the framework you build today to activate tomorrow.
Why a 5-Year Horizon Matters Franchising rewards foresight, not reaction. Organizational charts, cash flow, franchisee support, and systems must align with where the brand is going, not where it stands today. According to Franchising.com, total U.S. franchise establishments are projected to rise 2.5 percent to about 851,000 units in 2025. And the International Franchise Association reports 68 percent of franchisors plan to increase training and
development spending this year. The takeaway? Growth will continue, and those prepared with a vision for scale will capture it. Your five-year plan doesn’t demand perfection today; it demands that you stop guessing tomorrow. A five-year vision turns today’s unit sales into tomorrow’s sustainable system by anticipating organizational, financial, and cultural capacity before growth demands it.
Four Pillars of the FutureState Architecture Every franchisor who designs for their fiveyear state includes the following:
Design → 1Organizational Leadership Evolution
Shift from founder-driven to executive-led. Example: The brand working with Franchise Building Expert invested early in key people by hiring a full-time franchise developer and a director of franchise operations to build leadership capacity before it became a firefight.
2
Financial Strategy & Cash Flow → Reinvestment and Predictability Balance unit economics, royalties, and reinvestment. Develop capital discipline so franchise fees aren’t the oxygen for growth.
Franchisee Engagement & 3 Support → Development Through Education Go beyond operational training. Example: The brand introduced businessleadership education for franchise owners, helping them think and act like CEOs of their locations rather than operators in their business.
Luke Frey is a seasoned franchise strategist with over two decades of experience in leadership and business development. His journey from the front lines as a fire chief to the helm of his own successful franchise has equipped him with unique insights into the challenges and triumphs of franchise ownership. As the author of Your Guide to 90-Day Success: The Franchisee’s Strategy for Early Wins, Luke empowers franchisees to achieve early wins and sustainable growth by shortening the steep learning curve of business ownership. Passionate about helping others succeed, Luke offers actionable strategies that blend practical business acumen with a deep understanding of human dynamics. Through his work, he’s committed to shaping the future of franchising, one successful business at a time.
Each stage prepares you for the next.
derail most emerging systems:
The questions you answer now about structure determine the opportunities you’ll be eligible for in two years.
• Planning for unit sales but not support.
By setting five-year Scorecard™ targets and working backward into quarterly actions, franchisors translate vision into structure. It’s how ambition becomes architecture.
Scalable Systems & 4 Technology → Replication Case Study — A 3-Year Engine Growth Trajectory Build automation and data dashboards that turn consistency into confidence. Example: They partnered with a national real-estate firm, with agents in local markets, to standardize site selection and ramp-up support, reducing time-to-open and protecting brand standards. Together, these four pillars form the scaffolding of sustainable growth. Without them, brands scale volume, not value.
Using the Franchisability Scorecard™ as a Long-View Framework The Franchisability Scorecard™ is more than a diagnostic tool. It’s a vision alignment framework. Each of its Macro Success Categories maps directly to the future-state pillars: • Leadership & Organizational Capacity → Organizational Design • Financial Readiness → Financial Strategy • Franchisee Support & Engagement → Franchisee Development • Scalability Infrastructure → Technology & Systems If you’re under ten units, start by documenting the system. Between ten and twenty, automate one repeatable process.
From 2022 to 2025, the brand working with Franchise Building Expert expanded from 20 to 75 units, a 275 percent increase, with 62 percent year-over-year growth in 2024 (PRWeb). How did they scale responsibly? • Leadership & Structure: Invested early in professional management and franchise development. • Financial Readiness: Built reinvestment reserves instead of relying on fees. • Support & Engagement: Launched business leadership training to help franchisees grow as leaders. • Technology & Infrastructure: Created a replication engine through national partnerships. Their founders often described the relationship with our team as “a partnership built on stewardship, not sales.” That cultural mindset, from vendor to visionary partner, is as important as any financial metric. Their success didn’t come from sprinting faster. It came from running with the right shoes and a mapped route.
Why Many Franchisors Stall After Year 3 A five-year vision prevents the traps that
• Funding growth with fees instead of royalties. • Treating franchisees as clients rather than partners. Over the past five years, franchise unit growth has averaged 13.7 percent across all categories (Entrepreneur, 2024). Yet the disparity between brands that thrive and those that stall proves one truth: readiness and predictability, not demand, determine who scales. Scaling isn’t luck. It’s architecture.
Build Your 5-Year Scaling Plan Now Evaluate your current readiness and map your five-year trajectory. The Scorecard™ isn’t a pass/fail grade. It’s your flashlight in the dark corners you haven’t had time to inspect.
Read the Blueprint How to Franchise: A Path for Predictable Growth and Scalable Success, available now on Amazon. The difference between a 12-month sprint and a five-year climb isn’t ambition. It’s architecture. Franchising’s moment is now, and it’s yours to lead. #CertifiedFranchisable #FranchisabilityScorecard #PredictableFranchising #ResponsibleFranchising #FranchiseLeadership #FranchiseGrowth #FranchiseStrategy #FranchiseDevelopment #94XMovement Franchising MAGAZINE USA 13
FRANCHISOR IN DEPTH: Bobby’s Burgers
Bobby’s Burgers by Bobby Flay Lands at Raleigh-Durham International Airport Chef-driven concept with Unbeatable Burger Experience launches second Tarheel State restaurant checks every box as the best in class fast casual burger brand,” said Ignacio Garcia-Menocal, Co-CEO of Grove Bay Concessions. “Working with the team at RDU and our partners at Bobby’s Burgers, we’re excited to serve an unforgettable dining experience to guests moving through Terminal 2 and to be part of the airport’s growing lineup.” Francesco Balli, the other Co-CEO of Grove Bay Concessions, added, “Our goal is to bring chef-driven quality and consistent hospitality to high-traffic terminals. Bobby’s Burgers gives us a compelling option for travelers who want great burgers, fries, shakes, or even a cocktail without slowing down. We’re proud to expand at RDU with a concept that fits the concourse, supports the airport’s vision for better food and beverage, and delivers for travelers as well as airport team members.”
Bobby’s Burgers By Bobby Flay is prepared for lift-off with its newest restaurant opening in the Raleigh– Durham International Airport (RDU). Located in Terminal 2, Concourse C, at Gate C18, travelers can get their hands on the best burger in town before flying to their destination. 14 Franchising MAGAZINE USA
This location was developed with Grove Bay Concessions (Grove Bay Crawford JV, LLC) and continues the brand’s expansion into non traditional venues. RDU is the brand’s second airport venue, joining its restaurant at Phoenix Sky Harbor International Airport.
The RDU opening brings a steady flow of travelers to Bobby’s Burgers while showcasing the brand’s streamlined footprint. The flexible 400 sq. ft. kitchen blueprint is built for airports, stadiums, casinos and other high traffic sites. The team designed the space to ensure each section of the layout is built for speed, simplicity and throughput — without ever compromising the chef-grade quality and craftsmanship that define every menu item. While the concept is a fast casual service venue, RDU’s location also features a full bar with over 20 seats.
“RDU is a smart fit for our approach to airport dining. We focus on strong operations, quick service in tight footprints and partnerships that travelers recognize and trust — and Bobby’s Burgers
“Raleigh-Durham International Airport is a vital hub for the region, and we’re honored to be part of it,” said Michael McGill, president of Bobby’s Burgers by Bobby Flay. “Our team is focused
ABOUT Bobby’s Burgers by Bobby Flay: Bobby’s Burgers by Bobby Flay is the Unbeatable Burger Experience, cofounded by renowned chef Bobby Flay. As a reflection of his successful 40-plus-year career in the restaurant industry, Flay has handcrafted every ingredient and menu item to create both a craveable and approachable Bobby Flay dining experience. Backed by a team of veterans in the restaurant industry, Bobby’s Burgers offers tailored support from experts to ensure that every location has the highest-quality burger experience. With 10 locations currently open and several in the development pipeline, Bobby’s Burgers is launching its full-scale U.S. and international franchise expansion plan.
ABOUT Grove Bay Concessions:
on serving up an Unbeatable Burger Experience for travelers on the go. If you’re passing through, stop in to get a taste of Bobby’s go-to order including our famous Bacon Crunchburger® paired with madefrom-scratch Buttermilk Onion Rings and, of course, a spoon-bending Pistachio Milkshake.” RDU will give many travelers their first taste of Bobby’s Burgers — especially those connecting through or traveling from cities without a neighborhood location. A second airport restaurant signals strong demand from travelers and from venue partners for Bobby’s Burgers menu and service approach. The
success of the compact model supports the brand’s strategy to partner with operators specializing in transportation hubs. “RDU is reimagining the airport dining experience by bringing unique concepts to our terminals that will surprise and delight our guests,” said Michael Landguth, president and CEO of the Raleigh-Durham Airport Authority. “Bobby’s Burgers fits the bill by providing guests with a highquality meal from a renowned chef, and we are pleased to welcome them to RDU.” For more information about Bobby’s Burgers, visit bobbysburgers.com. To learn about franchise opportunities, visit bobbysburgers.com/franchising.
Founded in 2013, Grove Bay Concessions is a Miami-based airport concessions operator, voted one of South Florida Business Journal’s “Best Places to Work’’ in 2022. Grove Bay is led by three partners, Co-Founders/CEOs Francesco Balli and Ignacio Garcia-Menocal and COO Eddie Acevedo, who bring decades of combined hospitality experience. Grove Bay has operations in Miami International Airport, Seattle International Airport, RaleighDurham International Airport and Rhode Island TF Green International Airport. Grove Bay stays true to its chef driven approach as it partners with local North Carolina chefs like five-time James Beard semi-finalist Chef Scott Crawford and twotime James Beard semi-finalist Chef Oscar Diaz. Most recently, Grove Bay partnered with Chef Bobby Flay to bring Bobby’s Burgers to RDU. At the same time, Grove Bay operates well-known national brands such as Burger King and Dunkin. www.grovebayconcessions.com
Franchising MAGAZINE USA 15
have your say: Jerod Evanich | Co-Founder and President | A Place At Home
Reinventing the Caregiver Workforce A Caregiver-First Operating Model In 2021, we launched a system-wide initiative called “Elevate Your Team.” The idea was simple but not easy: build a structure that treats the caregiver workforce as our most important asset and then coach owners to lead accordingly. We introduced tools such as our CAREer Ladder, CARE ambassador positioning, mentorship and upskilling frameworks, recognition kits, and coaching based on caregiver feedback from Activated Insights. The aim was to provide franchise owners with a practical playbook for turning good intentions into daily habits.
Speak with any senior care franchise owner today, and you’ll hear the same challenge repeated: it’s now more difficult than ever to hire and retain quality caregivers. Demand is increasing as more Americans choose to age in place, but the pool of willing workers isn’t growing as quickly. Meanwhile, wages and other operating
costs are rising. It’s a challenging situation, and franchise leaders across many
industries are feeling the pressure. At A Place At Home, we decided a
few years ago that we would not treat
caregivers as a short-term fix for a long-
term problem. For our brand to grow, our
caregivers need to see a future with us, not just a job.
16 Franchising MAGAZINE USA
Since that launch, our franchise system has experienced a nearly 18% drop in overall turnover. In a post-COVID labor market where many providers saw turnover increase, that change is significant. More importantly, we understand what happens when individual owners fully adopt the approach.
What It Looks Like in the Field Multi-territory owner Natalie Watts in Little Rock, Arkansas, is a good example. She moved fully into a caregiver-first mindset, built internal career pathways, and implemented an intentional recognition cadence. She reduced caregiver turnover by more than 45% over two years, and satisfaction scores climbed year over year. She keeps a small support fund for caregivers facing real-life needs such as groceries or gas. Natalie believes recognition should be relational, not transactional. Reach out to caregivers to talk, she says, not just when something is needed. Owner Jerome Philips in the Portland
metro leaned into mentorship and development early. He invested in his office team, set clear expectations for service, and used our CAREer Ladder as more than a diagram. Since 2023, his caregiver turnover has dropped more than nineteen percent and satisfaction growth has been among the strongest in the system. When your field team is more stable, everything from scheduling to client satisfaction gets better. My favorite story might be Aisha’s. Her employers, Charletta and Larry in Lafayette, Louisiana, identified her as a strong caregiver, helped her pursue CNA approval, and then promoted her into a dual role as Care Coordinator and Lead Caregiver. Now she is helping them launch our Bridge Care Program, a fractional care model. That is what reinvention looks like at the individual level: a caregiver who might have left the industry now sees a career. We see similar patterns with owners like Fatema Kapasi in Dublin, Ohio who combines strong training with promotions into office roles, and with Rick and Kris Perkins in Omaha, Nebraska, who aim for 25 proactive caregiver touchpoints a week. Their most tenured caregiver has been with them for more than 11 years; the average tenure is nearly three years; and turnover dropped by more than 18% after they boosted their recognition habits. Many caregivers tell them, “You may not be the highest paying agency, but you are the most supportive.” That is a powerful differentiator in a crowded market.
Where Technology Fits In Technology plays a quiet but important role in all of this. We use smarter scheduling tools to provide caregivers with more predictable hours and fewer last-minute
changes. That stability has a direct impact on work-life balance and burnout. AI supports documentation by helping owners and key staff organize caregiver notes, check for missing details, and meet payer requirements without drowning in paperwork. Our training is moving toward shorter, mobile-friendly lessons that caregivers can complete between visits. Simulation-style learning will play a bigger role over time, giving caregivers a safe way to practice real-world scenarios. None of this replaces human connection. It simply removes friction so caregivers can focus on the people in front of them. For a service franchise, the true potential of technology is to make your best people more available, not less.
Culture as a Business Strategy For franchise systems, the lesson is that workforce reinvention cannot be a side project. It must be at the core of your operating model. Our culture is rooted in compassion, accountability, respect, and ethics, and that has to show up for caregivers first if we want them to show up for clients. When we realigned the brand with that truth, several things shifted. Owners became more intentional in their leadership. Hiring practices improved. Schedules became more consistent. Retention increased. Data confirmed that behavior. Every franchise participates in caregiver and client satisfaction surveys, allowing owners to track progress, compare it to benchmarks, and make quick adjustments. When leaders see that recognition, mentorship, and career pathways influence real KPIs, they become more engaged.
Lessons for Other Franchise Systems You don’t have to be in senior care to experience workforce pressure. Any service-based franchise relying on frontline talent faces similar challenges. A few takeaways from our journey: • Retention is a growth strategy. You cannot market your way out of constant turnover.
A PLACE AT HOME Fatema Kapasi with caregiver
• Career pathways matter. Even modest advancement opportunities can change how people think about staying.
year as we refine the model with our test group.
• Tech should support people. Use tools to reduce low-value tasks so your team can do more of what they do best.
Reinventing the caregiver workforce is not about chasing the latest trend. It is about doing the daily work of building a place where people want to stay and grow. For us, that has meant pairing clear career paths and recognition with smart technology and consistent coaching.
We are continuing to expand tools that support both caregivers and clients. Our CareConnect pilot, powered by Uniper, is one example. It provides clients with greater connection and engagement while offering caregivers another resource in the home. We plan to scale that offering next
For other service-based franchises, the details might differ, but the core idea remains the same. If you want a strong brand, start by treating your frontline team as long-term partners instead of temporary workers. The rest of the business will follow. v
• Recognition needs structure. Casual appreciation is nice; consistent, visible recognition is powerful.
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EXPERT ADVICE: George Knauf | Senior Franchise Business Advisor | FranChoice
Be Curious, Not Judgmental: Why the Most Successful Franchise Owners Think Like Investors, Not Consumers
If you are a Ted Lasso or Walt Whitman fan, you may have heard the quote “Be curious, not judgmental.” It’s a simple phrase — but in franchising, it’s one of the most powerful decisionmaking filters you can adopt. After decades of working with franchise owners, operators, and empire builders, one truth shows up again and again: Most people don’t fail in franchising because franchising doesn’t work. They fail because they approach it with judgment instead of curiosity — and emotion instead of economics. The strongest franchise owners didn’t start with certainty. They started with open minds, disciplined thinking, and investor-level questions.
Judgment Feels Safe. Curiosity Creates Results. Judgment shows up quietly in the franchise search process. It sounds like:
• “I don’t like that product.”
But judgment also shuts down opportunity before the numbers ever speak. Curiosity, on the other hand, asks:
• What does this business look like at scale? • What are the unit economics?
• What does success look like five and ten years out?
It’s about cash flow, systems, scalability, and execution.
Curiosity doesn’t mean recklessness.
The Investor Mindset: How Winners Actually Evaluate Franchises
• What kind of operator wins here?
It means gathering real data before forming conclusions. And in franchising, data beats gut feelings every time.
Why Consumers Make Bad Franchise Buyers Most people accidentally shop for a franchise the same way they shop for a product. They ask:
• Would I buy this?
• Do I like the brand?
• Does this seem “cool”?
• “I don’t see myself doing that.”
That mindset makes sense when you’re a customer.
It creates the illusion of control. 18 Franchising MAGAZINE USA
“I would never buy this as a customer — but I love owning it.” That’s because ownership success is not about personal taste.
• “I’ve never heard of that brand.”
Judgment feels protective.
The most successful franchise owners I’ve worked with often say something surprising:
• How repeatable is this model?
• Is this something my friends would understand?
• “That doesn’t feel exciting.”
Investors think structurally.
It’s dangerous when you’re an owner. Consumers think emotionally.
When you think like an investor, your questions change. You stop asking: • “Do I like it?”
And start asking:
• What are the margins?
• How controllable is labor?
• How long is the ramp-up period?
• What does mature EBITDA look like? • How defensible is the territory?
• How strong is the leadership team?
• How well does this scale to multiple units?
• Can this be stacked with other brands?
• What does this look like in a portfolio — not just as a single unit? These questions remove emotion and replace it with clarity.
And clarity is where smart decisions are made.
George Knauf is a trusted franchise advisor with over 20 years of experience helping individuals and companies—from startups to public brands—build success through franchising. He founded OrcaZee.com (Orca Franchising ), a program for elite franchise owners seeking to build portfolios and exit to private equity. MyPerfectFranchise.com, a free service, to guide aspiring owners toward the right opportunities and provided the deep knowledgebase behind AskFranchiseGPT.com, the #1 AI tool for franchise discovery and growth.
Open Minds Find Better Businesses Some of the most powerful franchise success stories begin with skepticism. People enter the process convinced they want: • A restaurant
The Difference Between Exploration and Commitment
• A consumer-facing concept
Being curious does not mean saying yes to everything.
Then curiosity kicks in.
It means exploring before committing.
• A retail brand
• A “fun” business They discover:
Judgment skips exploration and jumps straight to rejection.
• Lower labor intensity
Curiosity says:
• Service brands with higher margins
be one of the most disciplined, de-risked paths to ownership available. Not because every franchise is good — they aren’t. But because the right process filters out bad decisions before money is committed. That’s how professional operators build portfolios instead of regrets.
• Faster ramp-up times
The Real Cost of Judgment
• More predictable cash flow
“Let me understand this fully before I decide.”
• Stronger multi-unit scalability
That’s how professional investors operate.
• Better exit multiples
They gather data.
It blocks great ones.
And suddenly, the business they never considered becomes the one that changes their life.
They test assumptions.
That doesn’t happen if you lead with judgment.
Then they decide — decisively.
It only happens if you stay curious long enough to see the full picture.
The goal is precision.
• Waiting for “certainty” that never comes
Why Guidance Matters in the Curiosity Phase
Momentum is what creates change.
Franchising Is a Vehicle — Not an Identity Another trap judgment creates is identity attachment. People say:
• “That’s not me.”
• “I don’t see myself doing that.”
• “I don’t identify with this business.” But franchising isn’t about self-expression. It’s about building a machine that produces freedom.
They validate through numbers and operators. The goal is not speed.
• Watching others build equity while they collect paychecks Curiosity is what creates momentum.
You don’t need all the answers.
They work with experienced guides who:
You don’t need confidence before you begin.
• Understand which economics hold up
You need curiosity.
• Have seen hundreds of models
• Know which brands scale and which stall • Can spot red flags early
It helps you ask better questions faster.
• Hire leaders
It keeps curiosity productive — not overwhelming.
• Create predictable performance
Franchising Done Right Is Not a Gamble
When you see franchising as a vehicle — not a reflection of your personality — better opportunities appear.
• Renting their time instead of owning cash flow
That’s why the most successful franchise owners don’t go it alone.
Your job is to:
• Step back as the business grows
• In jobs they’ve outgrown
Final Thought: Your Future Demands Better Questions
• Help separate hype from fundamentals
• Install processes
It keeps people:
Curiosity without structure can turn into confusion.
Your job as an owner is not to be the face of the business forever. • Build systems
Judgment doesn’t just block bad ideas.
Experience compresses time.
Judgment tells people franchising is risky. Curiosity reveals something else: When evaluated correctly, franchising can
You don’t need perfect clarity.
You need a willingness to explore. You need to think like an investor — not a consumer. When you approach your franchise search with an open mind, disciplined questions, and a structured process, something powerful happens: Your options expand. Your fear shrinks. And your future gets bigger. Be curious. Because the life you want is usually on the other side of the assumptions you’re ready to let go of. Franchising MAGAZINE USA 19
franchisor in depth: Daisy
Daisy Announces Launch of Five New Franchisees Company sees explosive growth as additional entrepreneurs join the fastest-growing brand in smart home services.
Newport Beach, CA — December 1, 2025 — Daisy, the nation’s leading and fastest growing smart home and small business technology installation and services company, today announced another major milestone in its nationwide expansion with the sale of five new franchise locations. “Daisies” will soon be blooming in Central Mountains, CO; Houston, TX; Phoenix, AZ; and Tampa, FL. Additionally, investor Julian Dickenson has signed an agreement with Daisy and is now actively looking to buy an existing business in select attractive markets across the country. These new locations follow Daisy’s three other recent launches in Boston, MA; Palm Coast, FL; and Carmel, IN, underscoring the surge in consumer demand for trusted, professional smart home integration and support services. Daisy closed on all eight of these locations within a two-month timespan. Each location will be led by experienced entrepreneurs with proven success in technology, business leadership, and customer service.
20 Franchising MAGAZINE USA
“We are thrilled to see such strong momentum in this industry and among investors who recognize both the scale and the fragmentation of the smart home market,” says Hagan Kappler, co-founder and CEO of Daisy. “Daisy’s model offers entrepreneurs a path to build thriving, scalable businesses backed by national brand strength, operational support, and cutting-edge technology.”
Pictured left to right, front row: Brian Bishop, founder and president of Cloud MIS; Brandon Mackay, head of sales Cloud MIS; Julian Dickenson, founder of Quiet Bay. Pictured left to right, back row: Brian Wiersma, Daisy operations leader; Ray Tamasovich, Daisy North Phoenix; Maggie Riehman, Daisy North Phoenix; Hagan Kappler, Daisy co-founder and CEO; Eduardo Guerra, Daisy Katy; Dehn Harper, Daisy Denver.
Daisy welcomes Kevin Mayer, Eduardo Guerra, Ray Tamasovich, John Woods, and Dickenson to its growing franchise network. Woods will be partnering with Chad Jasinski, who recently converted his existing Northern New Jersey business to a franchise earlier this year. Jasinski is Daisy’s second multi-unit owner. Each new leader and owner brings distinctive local expertise and business acumen, crucial for elevating the client experience in their respective markets. “These new owners represent exactly what Daisy stands for: smart, passionate entrepreneurs paired with the tools and support to build lifetime customer relationships. Together, we’re building a beloved national brand in one of the most dynamic and inspiring spaces imaginable,” says Dion Persson, co-founder of Daisy.
Voices from the New Franchisees “I’ve spent years in technology integration, and I’ve never seen a model that combines entrepreneurial freedom with the level of operational sophistication Daisy offers,” comments Mayer, who will lead Daisy’s Central Mountain location. “It’s the perfect fit for those of us who want to scale without losing local touch.” “The demand for smart home solutions in Houston is enormous,” adds Guerra, incoming franchisee for Daisy Katy. “With Daisy’s national marketing, training, and recruitment engine behind us, we’re positioned to serve clients at a level that would be impossible to achieve alone.” “Smart home technology offers many benefits to homeowners, including convenience, energy savings, increased home value, enrichment, and peace of mind,” says Tamasovich. “My background
in cybersecurity, combined with Daisy’s partnership, enables us to create a securityfocused solution while providing a top-tier customer experience. I’m so excited to bring these custom solutions to North Phoenix!” “Partnering with Daisy and Chad to launch a branch in Tampa is very exciting,” says Woods. “My existing relationships and business experience blend well with Chad’s connections and expertise and we can’t wait to get started working on this together. As the number one player in Florida, the Daisy brand provides a very nice tailwind for our business launch.” Jasinski adds, “John and I aren’t looking to 2X our business – we’re looking to 10X!” “I am thrilled to partner with Daisy
to explore investment in this exciting industry with tremendous potential,” says Dickenson. “I am looking for an existing business to buy in attractive markets and would welcome owners in Atlanta, Austin, or Chicago to reach out!” Daisy continues to engage with multiple entrepreneurs who are exploring acquisitions and new territories across the country. All of Daisy’s latest franchise locations are slated to convert or open by the end of 2025. To learn more about becoming part of Daisy’s team, visit daisyco.com. To explore converting an existing custom integration company to a Daisy franchise, visit daisyco.com/forintegrators or to start a new business, visit daisyco.com/franchising. Franchising MAGAZINE USA 21
have your say: Amanda Twete | Director | Bath Tune-Up
Five Years of Bath Tune-Up:
Growth, Innovation and What’s Ahead Reaching the five-year mark is a defining moment for Bath Tune-Up as we transition from “new and emerging” to a reputable franchise brand with real traction. Our early locations now have years of results behind them, our systems and training are stronger and more dialedin, and the model has shown it can work consistently across different markets. Now that we’re five years in, we’re no longer validating the concept – we’re scaling it with confidence.
Amanda Twete, Director of Bath Tune-Up 22 Franchising MAGAZINE USA
Franchise maturity matters because it signals stability and scalability. At this stage, we know our systems work, our processes are refined and our franchisees are thriving. That foundation allows us to
focus on growth and innovation rather than proof of concept, a shift that positions Bath Tune-Up for long-term success.
How the Model Has Evolved Five years in, Bath Tune-Up has grown from a promising concept into a proven remodeling brand with a repeatable model, strong unit economics and real momentum. We have carved out a differentiated position in the bath market with curated Collections, a simplified sales process and product lines built for speed, consistency and profitability. With the backing of Home Franchise Concepts, we’ve accelerated training, strengthened onboarding and created clearer pathways for franchisee success. Through all that growth, one thing remains unchanged: we set out to deliver a better bath remodeling experience for homeowners, and today that
promise is more refined, more scalable and more reliable than ever.
Achievements That Matter Over the last five years, the Bath TuneUp network has stacked up some major achievements. Multiple Bath Tune-Up franchisees have been recognized as an IFA Franchise of the Year; the brand has ranked in several reputable lists including Entrepreneur Magazine and this year we saw one of our franchisees receive the Chrysalis Award for Remodeling Excellence at the national level for a bathroom remodeling project. Aside from external recognition, we have also developed a network of engaged franchisees who actively share best practices and push the brand forward. We have shown there is a real demand for a smarter, streamlined approach to bath remodeling and that homeowners are embracing this experience.
Trends Driving Demand Homeowners are more motivated than ever to invest in their bathrooms, and they are choosing comprehensive, professionally executed remodels over DIY fixes. People are giving themselves permission to enjoy the space as their own sanctuary – something they will love for years – while still adding personal touches that make it uniquely theirs. We are seeing strong demand for walk-in showers, spa-like tubs, layered lighting, natural finishes and
designs that feel more like a retreat than a utility room. With more people opting to remodel instead of moving or simply remaining in their own homes longer, homeowners are updating bathrooms for comfort, accessibility, efficiency and overall livability. At the same time, a well-done bath remodel remains one of the best ways to boost home value, so the investment makes sense both today and for resale.
Meeting Homeowner Expectations When it comes to meeting today’s homeowner demand, we are uniquely positioned to offer solutions that range from curated to fully custom. Whether a homeowner wants clear guidance and a simplified decision-making process or prefers to personalize every detail, we can meet them exactly where they are. Bath Tune-Up offers options for everything from small secondary baths to luxurious primary suites, along with key enhancements focused on safety, wellness and functionality. We also know homeowners are guarding their time. They do not want to spend hours researching products or sorting through endless choices, so we bring the best-fit solutions directly to them through our Bath Tune-Up exclusive design quiz. Beyond design, they also want minimal disruption and consistent communication throughout the project. With our best practices for
planning and customer interaction, we are equipped to deliver a smoother, more enjoyable experience from start to finish.
The Franchisee Advantage Bath Tune-Up has been fortunate in the development of our franchise system. From the beginning, we looked for entrepreneurs who were excited to help build a brand, and their partnership has shaped an enviable culture across our owners and our Home Office team. The franchisees who thrive at Bath Tune-Up are those who embrace systems and processes, stay actively engaged and offer constructive feedback and collaboration. They are team players who want to grow with the brand, not just in it. Our most successful owners share a few clear traits. They are strong communicators, they follow the system and they lean into the support that is available to them. They are proactive, engaged and comfortable leading both customers and teams through a project. They also bring a positive, solutions-focused mindset and genuinely enjoy building relationships. When the situation calls for it, they are coachable and open to feedback. Those attributes consistently show up in the owners who grow the fastest and build the strongest businesses in the Bath Tune-Up system.
To the Next Five Years and Beyond We have seen steady growth across the Bath Tune-Up brand, and we expect that trajectory to continue. Looking ahead, we’ll stay focused on technology that enhances both the franchise owner and customer experience, especially as AI adoption, functionality and accuracy continue to accelerate. Our goal is to keep evolving with the trends and tools that help our owners operate more efficiently and deliver an even better experience for homeowners. Bath Tune-Up remains a young brand, but the traction we have gained in just five years is a strong indicator of what is ahead. We are committed to staying innovative, staying responsive to homeowner and franchisee needs and continuing to build a system with clarity, consistency and real opportunity. v Franchising MAGAZINE USA 23
expert advice: Evan Hackel | Founder and CEO | Ingage Consulting
Sales in the Age of Total Trans Artificial Intelligence (AI) has dramatically reshaped how potential franchisees investigate the possibility of joining your system. Today’s candidates arrive with a wealth of research, armed not only with statistics but also with nuanced insights into your company. They are far more informed than ever before. For franchise sales teams, this shift feels like being exposed – and totally transparent. Gone are the days of presenting only the highlights and glossing over the rest. In short, your salespeople stand uncovered—exposed in a way that cannot be reversed. 24 Franchising MAGAZINE USA
Selling to the KnowledgeRich Buyer
growth potential, and generate probing
Long before the first conversation,
Making Your Franchise AIFriendly
prospects often know your average
unit volume, failure rates, investment
requirements, satisfaction scores, and even past litigation. They’ve scoured online
reviews, watched videos from current and
former franchisees, and run your Franchise Disclosure Document (FDD) through AI tools that spotlight inconsistencies.
AI-driven platforms now allow candidates to compare multiple franchise systems
side by side, using analytics rather than
marketing brochures. Many have dissected
Item 19 with more precision than seasoned attorneys. Some even ask ChatGPT to
model the ideal franchisee profile, forecast
questions to test your honesty.
To compete, your franchise materials must be “AI-ready.” That means structuring websites, documents, and sales collateral so they can be easily processed by intelligent tools. If your information isn’t accessible to AI, you risk losing credibility with buyers who crave facts. This goes beyond SEO. AI thrives on clean, well-organized data. When your FDDs, FAQs, and discovery materials are text-based, consistently formatted, and logically arranged, tools like ChatGPT or franchise research bots can interpret and share them accurately.
Evan Hackel - As an author, speaker, consultant, and entrepreneur, Evan Hackel has been instrumental in launching more than 20 businesses and has managed a portfolio of brands with systemwide sales of more than $5 billion. He is the creator of Ingaged Leadership, the author of the book Ingaging Leadership: The Ultimate Edition, and a thought leader in leadership and success. Evan is the CEO of Ingage Consulting. Visit www.evanhackel.com
know. Discovery Day is about validation, not revelation. Transparency matters more than polish. Give prospects direct access to operations, encourage candid conversations with current franchisees, and expect tougher questions. A candidate may ask, “Why did unit economics decline last year?”—because their AI assistant flagged the issue. You are no longer the unquestioned authority in the room. You are part of their due diligence process.
sparency But if your content is locked in scanned PDFs, cluttered with jargon, or heavy on marketing fluff, candidates may bypass your brand entirely. Smart franchisors are already adapting—publishing searchable FDDs, using clear headers such as Training Support or Territory Rights, and embedding metadata that helps AI systems contextualize the information.
Discovery Day: A Shift in Power The old Discovery Day model assumed franchisors controlled the narrative— showcasing vision, success stories, through polished presentations. That approach is outdated. Today, candidates arrive not to be persuaded but to confirm what they already
What Leading Brands Are Doing Forward-thinking franchisors are reimagining the buyer journey by embracing openness. They are: • Sharing AI-compatible content early in the process. • Hosting unfiltered franchisee panels during Discovery Days. • Allowing unsupervised franchisee discussions. • Using AI-driven insights from candidate behavior to refine messaging. These brands recognize that informed candidates lead to stronger matches. They don’t fear being open, because their value withstands scrutiny.
The Upside of Exposure Being a transparent salesperson may feel unsettling, but it’s ultimately empowering. It shifts the role from persuasion to consultation. When a candidate knows nearly everything about your brand and still chooses to engage, you’ve attracted a truly qualified lead.
From Salesperson to Strategic Guide • Study the AI trail of prospects—what content they’ve downloaded, which webinars they watched, what data they’ve likely reviewed. • Invite scrutiny rather than dodge it—because anything they don’t address directly will be uncovered anyway. • Engage in collaborative conversation instead of delivering a monologue— because the candidate may know more about franchise performance trends than your own marketing team. • Encourage validation by having prospects, talk with current franchisees who can validate the concept and allay concerns. This step is about to become more important than ever. This is not about being defensive. It’s about being ready. It’s about understanding that the sales process starts much earlier and happens mostly outside your visibility. Franchising MAGAZINE USA 25
franchisor in depth: KeyStone Financial
How It All Began.
A CEO’s Journey From Rural Poverty to Reinventing Consumer Lending The story of KeyStone Financial began when its founder, Jody Anderson, was just nine years old. Growing up in rural Virginia with blue collar parents facing temporary financial hardship, he accompanied his mother to a local small loan office to borrow $500 before Christmas. The experience was humiliating and cold, both in atmosphere and treatment. The office was dark, uninviting, and staffed by employees who spoke to his mother with contempt, as 26 Franchising MAGAZINE USA
though she had done something wrong simply by needing Christmas funds. For Jody, the experience was unforgettable. While other children played cowboys and Indians, he played “banker,” organizing mock loan offices, collecting calculators and adding machines, and dreaming of becoming a CEO in the lending industry. His Mother gently suggested that “poor kids from rural America rarely make it to the CEO suites” but she supported the dream. At 18, he left home, worked full-time and
put himself through college. After many failed interviews, he finally convinced a manager at a local finance company to give him a chance. The job had been filled but he offered to work two weeks for free just to prove himself and it worked. Jody spent 28 years with the company for which he had begun working for free, rising from Customer Service Representative to Director of North American Operations overseeing all consumer finance loan offices in the US, Canada and Puerto Rico. He later became President and COO of a publicly traded
consumer finance company and ultimately achieved his dream of joining the CEO suite for a private equity firm in Texas, always in the field he loved, consumer lending. He never forgot that childhood experience. He had one final dream and it was to own his own consumer finance company. He made a promise to himself if he ever built his own finance company, he would treat people with dignity, respect, and transparency, no exceptions. In 2010, he trademarked the name KeyStone Financial. Eight years before opening his first office. In 2018, the dream finally became reality and KeyStone Financial was opened on August 1, 2018. It was everything he wished that loan office had been; bright, welcoming, professionally designed, offering refreshments, fair lending terms, and staff trained to respect every customer. The impact was immediate. The demand was huge. And the dream grew. Years prior to opening KeyStone Financial, Jody searched for a consumer lending franchise opportunity and discovered none existed. In 2025, Jody decided to offer the KeyStone model as a franchise system. The response has been overwhelming. Where national corporations dominate the space, KeyStone allows everyday entrepreneurs to own a lending company,
service their community, and build strong recurring income. All with full compliance support.
• A recession resistant business model
Why KeyStone Financial Matters So Much
• A comprehensive compliance framework
• 37% of adults said they would not be able to cover a $400 unexpected expense with cash in a 2023 Federal Reserve survey. Access to regulated installmentbased credit is critical. • Working class families need access to credit and fair alternatives to payday loans as more states shift towards longerterm, fixed payment installment lending regulations. • Consumer finance is ripe for disruption. There are currently no franchise options in this essential sector. • Entrepreneurs are seeking recessionproof opportunities. Lending meets that need with high ROI and predictable cashflow. KeyStone Financial enables franchisees to fill this gap responsibly.
with low staffing needs, strong ROI/ ROA, and stable receivables
aligned with TILA, ECOA, FCRA, GLBA, AML/KYC, and all state licensing laws
• Flexible model and accessible to first time entrepreneurs, not just finance veterans
• Full employee training and operational support from Day 1 to ensure success
The Market Trend: A New Era in Consumer Lending As Americans seek alternatives to
predatory payday lenders, small-dollar installment loans have quietly become
of the most demanded financial products in the country. States including Texas, Georgia, Tennessee, South Carolina,
Alabama, Oklahoma, Missouri, and others have improved and increased their support
What Makes KeyStone Financial Different
for regulated installment loan systems
• A turnkey, fully compliant franchise model offering loans from $200 to $5,000 with 12 – 36 month terms
KeyStone is one of the only brands
• A point based underwriting system ensuring fairness, consistency, and a hometown lender personal touch
serving millions each year.
transforming this need into a scalable,
professionalized franchise opportunity
giving entrepreneurs the chance to make a meaningful local impact while entering a high demand financial sector. v
Franchising MAGAZINE USA 27
SNAPSHOT: Chili Shack
Chili Shack Plots National Growth with New Franchise Offering Denver-based brand looks to expand beyond Colorado with as many as 100 new restaurants over the next several years.
Chili Shack— a Denver bornand-based restaurant brand known for mixing MexicanAmerican flavors with a heavy dose of green chili—has announced the launch of its franchise opportunity and plans to expand across the United States.
A Culinary Dream
With six corporate-owned restaurants already serving throngs of customers throughout the Denver metro area and downtown Las Vegas, Chili Shack has set its sights on opening as many as 100 new locations across the country in the next several years. The growth will be achieved through both single- and multi-unit franchising, initially targeting select markets throughout other parts of Colorado, as well as Arizona, California, Florida, Nevada, and New Mexico.
In 2020, using profits from a successful landscaping business, Olivas opened his very first Chili Shack restaurant in Lakewood, Colorado—a heartfelt tribute to his roots, his family, and the joy of sharing bold, comforting food with the community.
“We’re incredibly excited to introduce the Chili Shack franchise opportunity and expand our footprint beyond our home state of Colorado,” said founder and CEO Abraham Olivas. “Anchored by the quality, value, authentic menu offerings, and overall guest experience that has defined us to this point, we’re perfectly positioned to differentiate ourselves in the thriving Mexican dining segment and look to the future with great enthusiasm.” 28 Franchising MAGAZINE USA
Chili Shack was the realization of a lifelong dream for Olivas. From a young age, he found joy in the kitchen, cooking alongside his parents, especially his father, Ramon Olivas, a professional chef of over 20 years. He quickly became known among friends and family for his delicious, home-cooked dishes that brought people together.
Bold, Spicy, and Traditional Flavor Today, Chili Shack has built a cult following for its crave-worthy creations. Customers can find meal options across multiple day parts, including fully customizable burritos, various grilled tacos and quesadillas, Southwest-inspired burgers, hearty enchilada plates, loaded fries, and other street-style favorites. The soul of the menu is Chili Shack’s signature green chili—a rich, flavorful staple that brings every dish to life with its perfect balance of heat, spice, and tradition. The menu doesn’t just stop there. Chili Shack also dishes out crispy tortilla chips
paired with a trio of irresistible sides (salsa, queso, and guacamole), as well as “take home items” like beans, rice, salsa, red chili, green chili, and chicharrones that are available in cups, pints, quarts, and even gallons. “Whether you’re stopping in for breakfast, a late-night bite, or just craving something satisfying, we guarantee something for every appetite,” said Olivas, noting that most items cost between $10 and $16.
Investment Details Chili Shack is seeking passionate entrepreneurs to join the brand’s early growth. Including a franchise fee of $65,000, the total investment to open a 2,400 squarefoot restaurant ranges from $254,500 to $574,600. Each restaurant typically seats about 25-40 guests and employs as many as 10 people. Claudio Garcia, Chili Shack’s chief technology officer and brand spokesperson, said the company is a brand on the rise, with a bold vision and a business model “designed for growth.” “This is a unique opportunity to join us at the beginning of our journey and help shape the future of a standout concept in the fast-casual space,” he added. For more information about Chili Shack, visit www.chili-shack.com.
The public and policymakers need to understand franchising. Our purpose
@OurFranchise is an industry-wide campaign created to spread the word about the value of franchising and share the stories of men and women just like you, who are leading the way as franchisors, franchisees, and franchise employees. The franchise business model has been proven time and time again to work, but it’s threatened when the public and politicians don’t understand how it operates to benefit local, independent franchise establishment owners and their communities. Putting a spotlight on real leaders succeeding with the franchise model is how we’ll ensure franchising is stronger than ever before.
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Since our launch in June 2016, we’ve reached 1.7 million people through outreach efforts, including events in key cities and states, where we spoke directly with business owners, employees, policymakers, and the media. Additionally, we’ve reached people across America through our website and social media channels, digital advertisements, and the promotion of We the Franchisees on Politico – but there is much more work to do. As a franchisor, franchisee, or franchise vendor, you are a leader in your community – and we need your support, now more than ever.
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By joining @OurFranchise, you’ll get access to exclusive stories and resources that can help grow your franchise business, educate employees at all levels about the franchise business model, and share the economic importance of franchising with consumers. You will also have the opportunity to share your franchise success story with your peers. Visit AtOurFranchise.org Contact Erica Farage, Senior Director of Political Affairs and Grassroots Advocacy and Multi-Unit Franchisee Engagement International Franchise Association efarage@franchise.org (202) 662-0760
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Make sure you stay up to date with the campaign’s latest efforts through email updates and social media. Visit our website to read and share the latest stories of franchisors and franchisees making an impact in their communities. Become a franchise advocate to help ensure Americans, now and in the future, have the opportunity to start franchise businesses. Take the lead today!
expert advice: Ronn Torossian | Founder & Chairman | 5W Public Relations
e h t d n o y e B
e l yc C edia M 7 / 4 2 a n i z z u B g n i n ai Sust The grand opening of a franchise location is a moment of energy and excitement. Crowds gather, coverage rolls in, and a sense of momentum takes hold. Yet once the ribbon is cut and the cameras move on, maintaining that level of attention becomes far more challenging. The question for franchise leaders is not just how to make a strong first impression but how to sustain visibility long after the launch event has ended. In a media environment that rewards consistency and creativity, the key to ongoing relevance lies in continuous 30 Franchising MAGAZINE USA
storytelling. The most successful franchises understand that visibility is not a one-time achievement but a daily practice that blends marketing, public relations, and content strategy into one cohesive effort.
Keeping Momentum Beyond Opening Day A strong grand opening can generate immediate awareness, but true brand equity is built over time. Consumers quickly move from curiosity to expectation, and it is at this stage that many franchises struggle to maintain attention. The challenge is not the absence of interest but the absence of new reasons for people to keep paying attention. Effective franchise marketing requires an ongoing commitment to storytelling. Instead of treating launch coverage as a finish line, it should serve as the beginning of a long-term narrative. Every local milestone, customer story, and community
initiative can fuel continued engagement if communicated strategically. Regular visibility keeps the brand top of mind, ensuring it becomes part of the local conversation rather than a passing trend.
Building a Consistent Communication Rhythm Consistency is one of the most underappreciated aspects of modern PR. It is not enough to issue one press release or send out a few social updates during launch week. The best franchise systems operate with a defined cadence, planning content and outreach that align with key business cycles. Each quarter should introduce a new story angle that reinforces brand values while staying relevant to what audiences care about at that moment. This could include seasonal themes, local partnerships, or new product offerings. What matters most is rhythm and reliability. When a brand communicates regularly, it trains audiences
and media outlets to pay attention. A steady presence signals stability, and stability builds trust. This approach also benefits franchisees who often rely on corporate support for visibility. A structured communications plan helps maintain a unified voice across markets, while still allowing each location to personalize messages to reflect its community.
Ronn Torossian is the Founder & Chairman of 5W Public Relations, one of the largest independentlyowned PR firms in the United States. Since founding 5WPR in 2003, he has led the company’s growth and vision, with the agency earning accolades including being named a Top 50 Global PR Agency by PRovoke Media, a top three NYC PR agency by O’Dwyers, one of Inc. Magazine’s Best Workplaces and being awarded multiple American Business Awards, including a Stevie Award for PR Agency of the Year
Integrating Digital Storytelling for Long-Term Visibility The lifespan of any campaign is now measured in hours, not weeks, which is why an integrated digital marketing approach is essential to sustaining buzz. Paid, earned, and owned media should complement one another in a continuous cycle of engagement. Social content drives immediate interaction, local media reinforces credibility, and searchoptimized content extends reach far beyond the initial audience. Franchises that adopt an “always-on” mindset can maintain visibility between major milestones. This means creating a steady stream of content that reflects the franchise’s culture, people, and purpose. Even small updates, such as community involvement or employee achievements, can serve as valuable touchpoints when shared strategically across platforms. Here, digital PR plays a critical role. By connecting brand storytelling to online visibility, digital PR ensures that each narrative contributes to long-term discoverability. Consistent publication, backlinks, and social mentions not only generate awareness but also strengthen authority in search results, keeping the franchise brand visible long after a campaign’s initial push.
Turning Attention Into Affinity Sustained visibility is not just about being seen. It is about being remembered for the right reasons. Once the initial buzz fades, audience interest depends on whether the franchise delivers meaningful value through its communications. Brands that focus on transparency, community impact, and authentic engagement transform shortterm attention into lasting loyalty.
Post-launch storytelling should always return to people, the customers, employees, and franchisees who give the brand its character. Featuring real stories fosters credibility and builds emotional connection. When audiences see themselves reflected in the brand narrative, they become active participants in its success.
Owning the Long Game
The franchises that consistently lead in awareness are those that treat communication as an extension of their customer experience. Every update, media mention, and post-launch initiative reinforces the promise made on opening day. This alignment between message and action creates an identity that feels both human and reliable.
Franchise leaders who understand this dynamic will approach marketing as a continuous dialogue rather than a sequence of isolated events. By blending strong franchise marketing fundamentals with authentic public relations and digital storytelling, they ensure their brand remains visible, credible, and connected every day, not just on opening day. v
Grand openings are temporary by design, but sustained relevance is a long game that rewards patience and creativity. The media cycle may never stop, but that also means opportunities never stop. Each headline, event, and campaign can build upon the last, creating momentum that carries the brand forward.
Franchising MAGAZINE USA 31
have your say: Aaron Noveshen | Founder | Starbird
Menu Innovation as a Franchise Growth Engine: How Flavor Drives Profitability
Menu innovation is one of the most powerful ways a franchise location can grow revenue and strengthen customer loyalty. Carefully crafted flavors give existing guests a reason to return while attracting new diners, increasing both traffic and average check size. At Starbird, a super-premium fast food franchise rooted in positively delicious crispy chicken, this balance between culinary creativity and strategic analysis guides every decision we make, from our globally inspired Indian Hotbird™ to the Italian and Banh Mi limited-time offerings (LTOs) that came before it. This disciplined approach to menu innovation helps franchise owners drive sales, increase visit frequency, and maintain long-term relevance in their local markets.
Tracking Flavor Trends: Turning Insights into Franchise Success The key to profitable menu innovation is understanding what drives guests to visit and turning those insights into offerings that boost traffic and sales. Flavor trends aren’t just about creativity; they give franchisees a competitive edge by turning innovative flavors into tangible business results. 32 Franchising MAGAZINE USA
recipes, marketing assets, and performance guidance.
Designing the LTO Pipeline: Innovation with Purpose Limited-time menu items are an essential tool to support franchisee growth. LTOs give locations the chance to introduce fun flavors, drive anticipation, and test concepts that bring in customers both old and new. Starbird’s approach combines culinary creativity with operational strategy. The team experiments with globally inspired ingredients and combinations, ensuring each new item complements the brand’s core offering of super-premium crispy chicken while appealing to a broad audience of guests. Starbird’s culinary team combines hands-on trend observation with thorough market research. Our team of experts travel to different cities, monitor emerging flavors, and study consumer behavior to identify what resonates with diners. These insights, paired with Starbird’s sales data from existing menu items, guide the development of LTOs and new menu concepts. This research-driven approach directly supports franchisees by ensuring that every new menu item is more likely to perform successfully in their locations. By understanding which flavors will resonate with guests, franchisees can confidently launch menu items that attract customers, increase check averages, and encourage repeat visits. In addition, insights from trend observation and sales data inform marketing campaigns, giving franchisees built-in momentum to attract new customers and re-engage existing ones. This structured, data-backed process provides franchisees with actionable guidance to maximize both guest satisfaction and profitability. The most successful menu items balance creativity with evidence, delivering both excitement and consistent performance. Starbird packages this test-and-learn discipline into turnkey programs that support franchise partners with proven
For example, Starbird’s Italian-inspired LTO introduced elements of classic Italian street food — Provolone, roasted tomatoes, and basil aioli. Similarly, the Banh Mi Sandwich brought bright, herbaceous Vietnamese flavors to the menu, creating a fresh, seasonal option. Each LTO provides insights into guest preferences and helps guide future menu development toward flavors that resonate. This approach ensures that all Starbird restaurants are always offering relevant, trending items that keep customers engaged. Overall, LTOs drive franchisee success by creating excitement in the market and giving operators a competitive advantage. By offering unique, high-quality options that complement the core menu, LTOs help franchisees differentiate their locations, build stronger customer loyalty, and ultimately grow revenue and profitability in a predictable, supported way.
Turning Menu Innovation to Franchise Profitability Menu innovation drives franchise performance by creating flavors and offerings that increase customer visits, attract new guests, and boost average ticket size. The key is aligning innovation with measurable business outcomes: understanding customer preferences, testing concepts strategically, and responding quickly to what resonates.
Aaron Noveshen, Founder of Starbird
The ultimate goal is to deliver menu items that create lasting value for franchise locations. Today’s limited-time offers can become tomorrow’s menu staples, and the most successful concepts provide franchisees with actionable insights to guide future launches. With the Indian Hotbird, Starbird drew on the popularity of Nashville hot chicken, adding Indian-inspired spices and cooling elements to create a sandwich that felt both familiar and adventurous. Similarly, the Italian and Banh Mi promotions tapped into a clear appetite for globally inspired sandwiches presented in approachable, recognizable formats. Each LTO gives franchisees a deeper understanding of what resonates with their guests, guiding menu development and helping operators introduce flavors customers are eager to order. Every flavor represents an opportunity for franchise owners to impact the bottom line. When innovation is executed consistently and thoughtfully, it transforms the menu from a static list into a dynamic tool for profitability, growth, and long-term brand loyalty. At Starbird, our mission has always been to redefine fast food for modern tastes. This mission translates into a menu strategy, ongoing innovation support, and a brand built to succeed in competitive markets for every franchise location. But the broader lesson for any brand is universal: the future of flavor belongs to those who stay curious, stay informed, and never stop experimenting. v Franchising MAGAZINE USA 33
franchisor in depth: Paris Baguette
Zac Sulma Joins Paris Baguette as Chief Operating Officer To Drive Scale and Efficiency as the Brand Pursues 1,000 U.S. Locations
The bakery café’s newly appointed COO brings a person-first philosophy that prioritizes healthy operations and franchisee success as the heart of the brand’s long-term success. 34 Franchising MAGAZINE USA
For franchise brands, reaching the 100-unit mark is an important milestone. The 1,000unit mark is even bigger, and it represents a shift from a rising star to a dominant market force. As Paris Baguette, the global bakery café franchise with over 4,000 locations nationwide and over 260 locations across the United States, works to establish 1,000 U.S. units by 2030, they have brought in Chief Operating Officer Zac Sulma to support the growth.
Sulma is both familiar with Paris Baguette’s leadership team and well-versed in driving operations for hospitalityfocused brands. “I know Darren [Tipton] and Nick [Scaccio] from the past, back when we were all navigating the complexities of operations at Bowlero,” he said. “I’ve seen how they operate and how they build culture, and that was a huge factor for me in my decision to join.” As he steps into his role, Sulma is focused on both the practical aspects of Paris Baguette’s operations and the human side of the franchisee-franchisor relationship.
The Franchisee as the ‘Client’ Typically, the chief operating officer is
someone focused on the practical demands of the business and the day-to-day success of the business’s operations. While Sulma is certainly focused on this aspect of his role, his philosophy puts the franchisees first. As a member of the home office, he sees his role not as one of direction but one of service. “I am bringing a high level of operational excellence to the table, but I tie our franchisees’ success directly to my own,” he said. “My ‘client’ is my team and the franchisees. I will show them, each day, that they are truly important to how we operate on a daily basis. If they’re not winning, I’m not winning in my role.” This perspective stems from a lifetime in the industry. The last decade-plus of Sulma’s experience was in operations, and he has been in hospitality since he was 15. He has lived all over the country holding a variety of roles, and this experience gave him a firsthand look at how different people approach support and service. “Living all over the country was really important to understanding how different people work and how to effectively communicate with them,” he said. “And I understand that, for us to succeed as a brand, we must treat people’s needs as the priority, even if their needs must come above my own. People are the name of the game, and I embrace that mentality both in my personal life and in business.”
Minimizing Growing Pains as Paris Baguette Scales Paris Baguette is in the midst of rapid growth across the U.S. With over 260 cafés operational and another 500-plus in development, Paris Baguette has a clear upward trajectory. While quick growth often brings hurdles, including communication bottlenecks, diluted support, and operational drift, Sulma’s commitment to franchisee success includes dedication to preventing these growing pains before they even start. Sulma recognizes Paris Baguette’s strong foundation, and he looks forward to expanding upon that base to create even more scalable processes that ensure stability systemwide. “We have to be process-centric,” he said. “My goal is to ensure we’re effectively communicating everything to the franchisees and, more importantly, eloquently explaining the ‘why’ behind our
decisions. When we eliminate confusion, we support our owners in focusing more on what matters: running their bakery cafés.”
Supporting Growth While Honoring the Pioneers: The Right Way to 1,000 New openings are the pathway to 1,000, but Sulma emphasizes that his attention is on all owners, not just new ones.
Ultimately, the Paris Baguette leadership team is focused on reaching 1,000 U.S. units by 2030, but for Sulma, the number is less important than the entrepreneurs, team members, and neighborhood bakery cafés it represents. The growth goal isn’t a finish line to be crossed at any cost; it’s a byproduct of running a healthy, growthoriented system.
“We must remember what and who got us to where we are today,” he said. “The franchisees who have already become established and are currently successful with the brand are just as important as the new ones we are trying to attract. We have to continue to serve them; we will not devote all of our energy to chasing the next opening.”
“The number one goal from Darren and the rest of the leadership team is to pursue that 1,000-unit mark, but it’s more important that we do it effectively,” Sulma said. “For us, it’s not just about getting to 1,000 cafés. It’s about getting to 1,000 efficient, high-performing cafés. We are pursuing this growth while remaining committed to a high level of performance at both existing and new cafés as we grow.”
While maintaining and operating the current cafés is important, Sulma also has his eye on development within the ranks. By strengthening members of the support team, including district managers and other members of the operations team, Sulma aims to ensure that, as unit count rises, the level of individual attention and support each franchisee receives remains high.
That focus on performance, Sulma says, has to stay rooted in the brand’s neighborhood feel and guest experience. “We’re keeping our focus on being that neighborhood bakery café that’s the heart of the community,” he said. “People are the most important part of this business. My team knows it, the franchisees will see it, and our guests will feel it.” v Franchising MAGAZINE USA 35
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january 2026
Strategize Your Franchise Investments for the Health-Focused Generations
Q&A with Amber Sams of Blo Blow Dry Bar From Treatments to Tech:
Top Trends in Men’s Grooming for 2026 Fueling Healthy Lifestyles at Every Age Starts With What’s On Your Plate Franchising MAGAZINE USA 37
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conte nts
health, fitness & beauty Have Your Say 44 Kim Collura: Fueling Healthy Lifestyles at Every Ages Starts With What’s on Your Plate
Franchisee In Action 46 Hammer & Nails: From Treatments to Tech: Top Trends in Men’s Grooming For 2026 50 Heights Wellness Retreat: Accelerates Growth With Multi-Unit Agreement in North Carolina 52 Hydrate IV Bar: The New Age of Preventive Wellness
Q&A 48 Blow Dry Bar: Amber Sams: How “Hair-apy” Inspired a Franchisees Journey Into Leadership and Community Building
Expert Advice
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40 Chris Conner: Strategize You’re Franchise Investments For The HealthFocused Generation
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f r a n ch i s i n g f e ature
EXPERT ADVICE: Chris Conner | Founder | Franchise Marketing Systems
Strategize Your Franchise Investments for the Health-Focused Generations The global wellness economy has already hit the $6.8 trillion mark, growing a staggering 35% since 2019 (source: Global Wellness Institute). It’s clear that wellness is not a fad—it’s a major shift in how people spend their money, deal out their time, and invest in themselves.
Scroll through social media on any given day and chances are you will be bombarded with Influencers who generate millions showcasing skincare routines, fitness transformations, recovery therapies, and mental health practices. People are paying attention. Wellness has moved from a luxury to a lifestyle expectation — 84% of U.S. consumers say wellness is either a “top” or “important” priority in their daily lives (source: McKinsey & Company). For franchise investors, that shift has created several attractive opportunities in today’s marketplace.
Why Wellness Franchises Make Strategic Sense Wellness-focused franchises are a force to be reckoned with. These concepts unite key elements that create sustainable returns: consumer demand, recurring revenue, lifestyle alignment, and longterm relevance. Unlike fad-driven food or retail concepts that can rise and fall with consumer tastes, wellness brands are anchored in fundamental human needs— health, longevity, and an innate desire to feel and look our best. From a business standpoint, many wellness franchises benefit from membership-based or repeat-visit models, providing more predictable revenue streams. They also tend to foster strong emotional connections with customers. When a brand helps someone feel better, move better, or live with more confidence, loyalty follows — and so do the 5-star reviews. Demographics further strengthen the case. Millennials and Gen Z consumers are prioritizing wellness earlier in life than any previous generation, integrating fitness, recovery, beauty, and mental health into their routines. These generations aren’t just customers, they’re brand advocates. These groups share experiences, post results, and organically market the concepts they believe in. One study found that these two generations depend on online reviews, even outweighing the opinions of friends! In the study, brand reputation and reviews accounted for over 60% of
40 Franchising MAGAZINE USA
decision-making weight. By investing in a well-established franchise brand, you are garnering the power of the brand, years in the making, and benefiting from the company’s positive customer interactions, before you even open your doors. For franchisees, wellness brands often offer scalable footprints, strong unit economics, and the opportunity to operate a business that aligns with personal values. No matter the concept, today’s leading wellness franchises are building systems designed for both impact and growth.
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
Below are four brands that exemplify how wellness franchising is evolving— and why it’s resonating so strongly with modern investors.
Chill N Out: Where Recovery Meets Modern Lifestyle Recovery has officially entered the mainstream, and Chill N Out is capitalizing on that momentum. The company was founded by Navy SEAL Bryan Dryer, inventor of the first U.S.built electric cryotherapy chamber. The brand focuses on four proven modalities, including cryo, red light, infrared sauna, and compression, helping customers recharge through services designed to support relaxation, stress reduction, and overall well-being. The brand presents it as an affordable, essential part of a balanced lifestyle. The result is a welcoming environment that
appeals to a wide audience, from busy professionals to athletes and wellnessminded consumers. From a franchise perspective, Chill N Out provides structured operational systems, brand guidance, and ongoing support to help owners establish themselves as local
wellness destinations. Franchise partners gain exclusive, proprietary equipment, boosting competitive advantage and unmatched functionality. Learn more about the franchise opportunity at https://chillnoutfranchise. com.
Strengthening Body, Mind, and Purpose with Elev8 Performance Elev8 Performance stands apart in the fitness space by addressing health in multiple ways. Founded in 2015 by Mark and Katrina Garcia, the brand is a movement to glorify God and transform lives. At its core, Elev8 is about transformation— not just physically, but mentally and spiritually as well. The brand emphasizes long-term lifestyle change through structured training, nutritionfocused education, and a strong sense of community. The franchise welcomes people of all fitness levels, taking its mission well beyond fitness benchmarks, Franchising MAGAZINE USA 41
f r a n ch i s i n g f e ature
EXPERT ADVICE: Chris Conner | Founder | Franchise Marketing Systems
creating a truly multi-dimensional wellness destination. Clients have access to studioled fitness, a 24/7 open gym, relaxation massage, aesthetics, nutritional support, boutique retail, permanent jewelry, infrared sauna experiences, an on-site café and protein shake bar, as well as holistic offerings such as Reiki, chakra clearing, and sound baths—all thoughtfully brought together under one roof. From an ownership standpoint, the franchise provides training, operational guidance, and marketing support to help partners build credibility quickly within their communities.
hosting Community Connect Nights, Connect Groups, and partnering with local churches.
Franchisees will find ongoing support and well-established branding, boasting 25 locations in the U.S. and Canada.
For franchise partners, Elev8 offers a proven framework backed by a decade of real-world impact. The founders lead with integrity and hands-on experience, providing support systems that help franchisees replicate both the culture and results that define the brand. It’s a concept that appeals to owners who want their business to reflect deeper values while still reaping financial rewards.
Explore the Iron 24 franchise opportunity at: https://iron24.com/ franchise
More information on franchise ownership can be found at: https://elev8-performance. com/FRANCHISE.
Iron 24: Fitness Without Limits As our culture continues to grow into a “stay busy” mentality, flexibility has become a defining factor in the fitness sector. Iron 24 answers that demand with a 24/7 access model that allows members to train on their own terms, never compromising on quality. The brand was built by a team of fitness industry veterans, bringing an unparalleled level of tech-enabled elements, streamlined operations, and attractive recovery options to the table. But the real kicker? Iron 24’s staff optional model means you can potentially eliminate 35 - 50% of your operational expenses, boosting profit margins and decreasing your break-even timeline. 42 Franchising MAGAZINE USA
To learn more about the franchise, visit: https://destinationwellnessfranchise. com.
2026 is the Time to Invest in this Trillion Dollar Global Industry
Designed with women at its core, Destination Wellness blends holistic wellness services with a strong sense of community, creating a franchise model that supports both personal well-being and entrepreneurial growth. The concept offers a boutique studio vibe, offering a unique combination of services including fitness, nutrition, and relaxation therapies.
The economic wellness engine is purring like a kitten and ready for investors just like you. It’s driven by consumer demand, cultural influence, and generational priorities that are stronger than ever. Brands like these help people live better lives by earning attention, loyalty, and long-term staying power, plus you can feel good knowing you are helping others live their best lives! Investing in wellness isn’t about chasing trends. It’s about aligning with where consumers are already going and building businesses that grow alongside them.
Clients are offered a safe, woman-only sanctuary of sorts, fostering relationships full of encouragement and community. The brand promotes a balanced lifestyle by
Connect with my team and I at www.fmsfranchise.com or call us at 800-610-0292 to learn more about these or other wellness franchises.
The Customizable FeelBetter Approach: Destination Wellness
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f r a n ch i s i n g f e ature
have your say: Kim Collura | VP of Marketing | Jason’s Deli
choices shouldn’t feel restrictive, complicated or bland — and it certainly shouldn’t be difficult when dining out. Today, as more guests prioritize fitness, longevity and personalized nutrition, we’re doubling down on our commitment to provide options that meet every lifestyle and dietary need while delivering the same “deli-cious” flavor our guests know and love.
The Connection Between Ingredients and Performance Health and fitness goals look different for everyone, but the fuel our bodies need is consistent: clean ingredients, balanced choices and food that supports sustained energy throughout the day. When people eat well, they feel well — and they perform better.
Fueling Healthy Lifestyles at Every Age Starts With What’s On Your Plate As more Americans commit to healthier lifestyles, nutrition has become just as important as the time spent in the gym. Whether someone is training for their first 5K, managing food sensitivities or simply trying to eat a little better each day, the foundation of wellness always comes back to one thing: real food, made with real ingredients. At Jason’s Deli, that philosophy guides everything we do. For nearly 50 years, we’ve believed that making healthier 44 Franchising MAGAZINE USA
That’s why we’ve always adhered to a simple philosophy: If we wouldn’t serve it to our families, we’re not going to serve it to yours. It’s more than a tagline; it’s a promise. Long before ingredient transparency became the industry norm, Jason’s Deli made bold decisions to prioritize guest wellness. In 2005, we became the first major restaurant concept in the U.S. to ban artificial trans fats and eliminate high-fructose corn syrup from our menu. We then led the way again by banning dyes and artificial colors in 2010 and removing artificial flavors in 2015. Those decisions weren’t always easy, but they were the right ones for our guests, our employees and the families who trust us. That commitment guides every ingredient we choose. We rely on fresh high-quality produce, premium proteins and whole grains, all brought together in recipes crafted with purpose. Healthier food begins at the source, and our guests deserve nothing less.
Options for Every Diet, Every Age, Every Goal Health and fitness are not one-size-fitsall. A parent trying to feed their family nutritious meals has different needs than a
an easy-to-use tool on our website that allows guests to customize their meals down to the smallest detail. With just a few clicks, guests can adjust for: • Dietary preferences • Allergies or sensitivities • Calorie goals • Protein requirements • Ingredient swaps • Macronutrient balance As fitness and wellness trends evolve, so do our offerings. This level of transparency empowers people to stay aligned with their health goals while still enjoying the convenience and comfort of dining out.
From Healthy to Indulgent: Balance Matters
college student focused on protein intake or a retiree exploring vegetable-forward options. And the truth is, people are more informed and intentional than ever about what they put into their bodies. At Jason’s Deli, we’ve built our menu around flexibility, allowing guests to personalize their meals based on their dietary needs or fitness goals. Some of the most common lifestyles our menu supports include: • Vegetarian / Vegan – Fresh vegetables, flavorful soups, hearty sandwiches and our Garden-Fresh Salad Bar make it easy for plant-forward guests to eat meatless without giving up variety or satisfaction. • Pescatarian – From tuna salad to salmon and seafood-friendly sides, pescatarians have plenty of protein-rich choices. • No Pork – Our menu makes it simple to avoid pork while still enjoying a wide range of sandwiches, salads, soups and bowls. • Keto – High-protein, low-carb pairings are easy to build, whether guests prefer
bunless sandwiches, double-protein salads or custom creations from the salad bar. • Gluten-Free – With a specialty glutenfree bread, proteins, soups and salad bar favorites, guests can enjoy flavorful meals without compromising their dietary needs. Whether someone is working toward a personal health milestone, managing allergies, following a specific diet, feeding a family or simply searching for nutritious everyday meals, Jason’s Deli is here to serve food that honors our guests’ goals, preferences, and wellness journeys. We also understand that dietary needs begin early, which is why our kids’ menu includes wholesome options — because building healthy habits can start at any age.
Personalized Nutrition Made Simple We know that guests today want more control and more information when making dining choices, especially those focused on fitness, macros or ingredient sensitivities. In partnership with BigZpoon, we created the Nutrition & Allergen Tool,
One of the biggest misconceptions about “eating healthy” is that it requires perfection. At Jason’s Deli, we believe in balance. Wellness can mean choosing a protein-packed bowl or a fresh salad built at our famous Garden-Fresh Salad Bar. And sometimes, it means enjoying a warm bowl of soup, a handcrafted sandwich or a dessert that simply makes you happy. Healthy living isn’t about restrictions — it’s about making informed choices that support your goals and your lifestyle. Our job is to make those choices easy, accessible and enjoyable.
A Future Built on Integrity and Ingredients At the heart of our brand is the belief that good food can bring out the best in people. When we choose fresh produce, when we ditch unnecessary additives, when we offer inclusive menu options and when we empower guests with transparency — that’s when we make a real impact. Health and fitness will continue to shape the way America eats, and we’re committed to leading with integrity, innovation and ingredients our guests can trust. Because at the end of the day, eating well should feel good — physically, mentally and emotionally. At Jason’s Deli, we’re proud to be part of your wellness story, one nutritious, delicious bite at a time. v Franchising MAGAZINE USA 45
f r a n ch i s i n g f e ature
franchisee in action: Hammer & Nails
From Treatments to Tech:
Top Trends in Men’s Grooming for 2026 The door to premium grooming services for men is wide open—and men are walking through it at record pace. After generations of being offered little more than basic haircuts and shaves, men have become one of the fastest-growing segments in the personal-care industry.
While the category has already posted impressive growth, it remains relatively young, with significant opportunity ahead for franchisees and operators ready to capitalize on its momentum. What’s driving this growth goes far beyond a desire for a sharp haircut or a clean shave. As definitions of masculinity continue to evolve, today’s man is rejecting rigid norms in favor of confidence, individuality, and self-care as a form of self-expression. Hammer & Nails, for example, built an elevated grooming experience for men through lounge-style shops featuring curated scents, thoughtful design, and quality craftsmanship—elements that foster relaxation, confidence, and connection. Forward-thinking operators are reimagining the traditional, no-frills barbershop, transforming quick, utilitarian visits into intentional, rejuvenating experiences.
Grooming Is Booming Aaron Meyers CEO, Hammer & Nails
46 Franchising MAGAZINE USA
The market for men’s grooming products continues to surge. According to research firm Mordor Intelligence, the category is valued at $62.5 billion in 2025 and is
projected to reach $85.2 billion by 2030, growing at a compound annual rate of 6.39 percent. Mordor attributes this growth to rising disposable incomes, shifting cultural perceptions of masculinity, and the increasing influence of social media. For men in previous generations, treatments like facials or pedicures were often dismissed as indulgent or unnecessary. Soap and water were considered sufficient for skincare; sunscreen was optional at best. Manicures might have been reserved for special occasions—but routine hand-and-foot care was rarely part of the equation. Today, advanced facials, beard care, and detailed hand-and-foot treatments align seamlessly with the broader self-care movement. While looking good certainly boosts confidence, consistent grooming also supports physical health. Properly cared-for skin and nails are less susceptible to infection, and investing in personal appearance often sparks broader lifestyle improvements, from better nutrition to increased physical activity. Social media has further accelerated the rise of premium grooming. Whether
pursuing a date, attracting new clients, or landing a job, competition is fierce—and first impressions are increasingly made on screens. Yet products and treatments alone aren’t the full story. The modern man isn’t retreating to his “man cave” simply to watch the game; he’s seeking a place to unwind, connect, and reset. That’s the atmosphere men’s grooming spaces must replicate. This understanding has helped put Hammer & Nails on track to open 100 locations by the end of 2026. When given the right environment and services, men are more than willing to invest beyond the corner barbershop.
Looking Ahead What resonates most with today’s man is the ability to step into a comfortable haven—one where he can disconnect from
daily pressures and feel genuinely cared for. He’s drawn to masculine spaces with a relaxed, authentic vibe, where thoughtful design and tactile details create a sense of ease while high-quality grooming treatments restore him inside and out.
Nails, for example, leverages technology
Importantly, these spaces don’t need to be overengineered or overloaded with technology. The goal isn’t distraction—it’s restoration. Simply put, men want to be taken care of.
personal care is shifting—from grooming
That said, details matter. Men’s salons will continue to prioritize clean, ethical grooming products, innovative tools, and smart technology that enhances— rather than overwhelms—the experience. Customization will deepen, and subscription-based membership models will play a critical role in building loyalty and predictable revenue. Hammer &
to ensure members feel connected to their community wherever they travel, offering tiered memberships that create a sense of aspirational luxury.
At the same time, the framing of men’s
to wellness, from transactional services
to immersive experiences. The focus is no longer just healthy hair and skin, but the
confidence that comes from holistic wellbeing.
Ultimately, success in this space comes
down to authenticity. Brands that create genuine environments rooted in respect and care will thrive. Those that fixate
solely on transactions risk missing the bigger picture—and the modern man altogether. v
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f r a n ch i s i n g f e ature
Q&A: AMBER SAMS | BLOW DRY BAR
Can you tell us about your professional background prior to joining Blo Blow Dry Bar?
with
Amber Sams of Blow Dry Bar How “Hair-apy” Inspired a Franchisee’s Journey Into Leadership and Community Building For Amber Sams, owner of Blo Blow Dry Bar in Argyle, Texas, entrepreneurship is rooted in people-first leadership and a passion for helping women feel their best. After decades overseeing 54 Walgreens stores and working in real estate, her weekly “hair-apy” visits to Blo became the spark to open her own bar in July 2025. In just a few months, she has already surpassed early membership projections and built a fast-growing business grounded in authenticity, team culture, and community engagement. In this Q&A, Amber shares her path to franchising, lessons learned from her first months in business, and the leadership philosophies guiding her every day.
In the beginning of my career, I served as district manager for Walgreens, I was overseeing cosmetics in 54 stores across the Dallas North and Dallas East territories. That role gave me hands on experience in staff relationships, management, vendor partnerships, and most importantly customer service. For the past twenty years, I worked in residential real estate. This experience expanded my entrepreneurial mindset, sharpened my ability to build relationships, and proved the importance of staying adaptable. Both chapters of my career led me to be fully equipped for franchise ownership.
What motivated you to pursue franchise entrepreneurship with Blo Blow Dry Bar? Prior to ever considering ownership, I was a Blo client for years. Every week I went in for my routine “hair-apy” appointment, which became an important part of my personal wellness routine. My grandmother was a weekly beauty shop regular, so I learned to value love and self-care from a young age. The experience at Blo is far more elevated than the salons of her time, but the feeling of connection and walking out with new confidence is the same. Owning a Blo Blow Dry Bar was a natural fit. It blends my love of beauty, my leadership experience, and my passion for empowering other women to feel their best. Being able to recreate that sense of confidence for clients feels incredibly meaningful.
What strategies helped you achieve a strong opening, particularly from a hiring and leadership standpoint? First and foremost, I focused on building a team that feels like family. I believe in my team wholeheartedly and invest deeply in their growth. Leading with love and celebrating their wins creates an environment where they feel supported. 48 Franchising MAGAZINE USA
Just like we work to boost our clients’ confidence, I want my stylists to feel that same sense of empowerment every day. Watching their skills, spirit, and selfassurance grow has been one of the most rewarding parts of this journey. My goal is for every team member to flourish, whether they stay with me long-term or take what they’ve learned into future opportunities. If I can play even a small role in their professional trajectory, that’s true success to me.
What challenges have you faced in your first months of business, and how did you navigate them? One of the hardest lessons for new business owners is learning when to let someone go. One wrong fit can quickly impact the morale of the entire team. It’s never enjoyable, but it’s part of business ownership that is essential for protecting culture and ensuring the bar’s energy stays positive. Communication and trust are foundational. Clients can feel the energy the moment they walk in. When the team is aligned, connected, and supported, the client experience reflects that.
What are some of the biggest lessons you’ve learned so far as a franchisee? Be present, not just physically, but
emotionally and mentally. Your team and your clients look to you for leadership and stability, especially during the inevitable stressful moments. It’s also crucial to take care of yourself. You can’t pour into others if you’re running on empty. I’ve leaned heavily on my family, friends, business coach, and team during tough moments. No one succeeds alone. Finally, stay grounded in your “why.” When challenges arise, reconnecting with the purpose behind your business helps you stay committed and calm.
How do you stay involved in your community, and why is this important for franchise owners? Community involvement has always been part of who I am. I’ve been active in PTA, charities, club committees, women’s groups, and local networking organizations for years. Being engaged in your community matters whether or not you own a business. People want to support someone they know and trust. Collaborating with local businesses in fun, creative ways has been a major factor to our success. Even if we’re not the ones gaining a new client from the partnership, it still feels good to uplift another business owner in the community. And often, they’re eager to return the favor.
What advice would you offer to aspiring franchisees or entrepreneurs in general? The best advice I can give is to stay in
your own lane. Don’t compare yourself to
other salons or competitors. Focus on your
business, your team, your clients, and your energy. Comparison drains your battery faster than anything.
It’s also important to create structure, develop habits, and stay organized. If
Monday is your inventory and ordering
day, protect that routine and build a weekly cadence for all essential tasks. When you let things slip, that’s when you end up
feeling like your hair is on fire—and in this industry, that’s never a good look.
Entrepreneurship takes energy, intention, and resilience. Be thoughtful about
where you put your time and emotional investment.
What’s next for you and your Blo Blow Dry Bar location? I’m focused on continuing to strengthen our culture, refine our operations, and
expand our local partnerships. Long term, my goal is to deepen our involvement
within the community and keep building a
space where guests and team members feel valued, supported, and welcomed. v
Franchising MAGAZINE USA 49
f r a n ch i s i n g f e ature
franchisee in action: Heights Wellness Retreat
Heights Wellness Retreat Accelerates Growth with MultiUnit Agreement in North Carolina • Local Entrepreneur to Open Two Retreats in Fast-Growing Wake County • Holistic Wellness Franchise Enters the Tar Heel State for the First Time • Newly Rebranded Heights Wellness Retreat Responds to Rising Demand for Holistic Wellness Services 50 Franchising MAGAZINE USA
Building on its national growth, Heights Wellness Retreat has secured a multi-unit agreement in Raleigh, North Carolina, located in the state’s most populous county. These will be the first two Retreats in North Carolina since the October 2024 rebrand from Massage Heights, marking a milestone moment as Heights brings its expanded services to one of the fastestgrowing regions in the country. Behind the Signed Agreement – Blake and Desi Godwin • Blake Godwin, a seasoned business executive with more than 15 years of leadership experience, will spearhead Heights’ expansion in the Raleigh market alongside his wife, Desi Godwin, who will play an integral role in operations.
About Heights Wellness Retreat: What started as a massage franchise in 2004 has evolved into a holistic approach to wellness that helps empower the unstoppable to elevate their every day. Heights Wellness Retreat offers a suite of innovative services including cryotherapy, lymphatic drainage, and more, but massage and facials remain at its core. The wellness franchise has more than 100 locations and counting across the U.S. and Canada.
• With the U.S. wellness industry valued at $2 trillion in 2025, the Godwins see Heights as an opportunity to combine their passion for relationship-building with operational excellence in a booming sector. • The first Retreat will open at 3125 McChesney Hill Loop, Suites 3121 and 3125, in Holly Springs, NC 27540, with plans to secure a second location shortly after. “My career has been dedicated to delivering exceptional customer experiences, and Heights Wellness Retreat is the perfect opportunity to bring that same focus to our community through innovative touchless wellness therapies,” said Blake. “We’re excited to open our Retreats in Holly Springs and provide this transformative experience for every member who walks through our doors.” Heights Wellness Retreat is expanding its offerings with innovative touchless therapies that enhance the path to holistic wellness, including a lymphatic drainage suit, cryotherapy, meditation, red light therapy, and infrared sauna. These
services provide members with convenient, personalized options to nurture the body, mind, and spirit, while massage therapy remains the core service and foundation of the Heights experience.
Why North Carolina? • Strong Economy: Heights is debuting in North Carolina at a time when it is the second-best state in the U.S. for franchise growth, as well as a top state for business according to CNBC. • Population Boom: Since 2020, North Carolina has added 605,000 people to its population, making it one of the fastestgrowing states. Wake County is among the fastest-growing counties in nation. • Young Generation Growth: North Carolina ranks #6 in the U.S. for the growth in its young population. With Gen Z and millennials driving demand for wellness services, this expansion brings tailored wellness offerings to a rapidly growing demographic. “North Carolina has been a prime target for us, and I’m excited for Blake and Desi
to lead our expansion there,” said Shane Evans, Founder and CEO of Heights Wellness Retreat. “Their expertise, passion for the customer experience, and commitment to community reflect our mission of holistic wellness, making them ideal ambassadors for our brand in this vibrant market.” With the global wellness industry projected to reach $9 trillion by 2028, the brand is primed for continued success. The Heights leadership team has identified key target growth markets and has prime territories available nationwide so that more communities across the U.S. have access to holistic wellness services. Heights Wellness Retreat is currently seeking single and multi-unit operators to join its growing brand. To learn about the brand’s franchise opportunities, visit heightswellnessretreatfranchise.com. Franchising MAGAZINE USA 51
f r a n ch i s i n g f e ature
franchisee in action: Hydrate IV Bar
Hydrate IV Bar® and the New Age of Preventive Wellness: How a Colorado Startup Became a National Franchise to Watch
Founded in 2016 in Denver by Katie Gillberg, Hydrate IV Bar began as a single spa with a simple mission: make wellness approachable, safe, and accessible. Today, the brand has expanded to 25+ franchise locations in Arizona, Colorado, Georgia, Texas, and Utah, with New Jersey, South Carolina, and Wisconsin coming soon. Once limited to specialized use, IV therapy is now a part of everyday wellness. Hydrate IV Bar’s franchising model is turning entrepreneurs into local wellness leaders. “We are seeing more and more people across the country looking for ways to take control of their health and feel their best,” Gillberg says. “Our growth into new states and cities reflects the need for approachable wellness experiences. We are proud to bring Hydrate IV Bar to new communities nationwide.”
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A Spa Experience with Clinical Expertise Step inside a Hydrate IV Bar spa and it is easy to see why clients keep coming back. The space is warm and inviting with lounge-style seating and calming colors, but behind the relaxing vibe is a team of experienced registered nurses delivering treatments under medical oversight. From quick hydration sessions to vitamin injections and NAD+ drips, every service blends clinical expertise with a spa-like experience. It’s this mix that makes the franchise model so appealing. Entrepreneurs can tap into a booming wellness movement while getting support from a proven, operationally strong brand.Half of our owners are seasoned business professionals who lean on the brand for clinical guidance, while the other half are clinicians stepping into business ownership for the first time. “We provide franchisees with upfront and ongoing clinical and operational training and resources, marketing and sales collateral, technologies and systems, group purchasing and inventory management and more,” says Gillberg. “Our corporate team owns and operates five units, and we’re actively involved in them. This is where we test new marketing initiatives and training programs to ensure best practices. Being hands-on benefits the brand as a whole and helps refine systems for all franchisees. Our franchisees appreciate that we are in the day-to-day with them and evolving and growing together.” The model is clearly working. According to the 2024 FDD, Hydrate IV Bar has a 43% recurring revenue margin and a 26% EBITDA, showing that a significant portion of revenue comes from repeat customers and that the business is generating healthy profits. Franchise owners also benefit from building local connections. Many host wellness events, partner with fitness studios, and team up with healthcare providers. This community-centered approach helps new spas grow quickly while fostering loyal returning customers. Beyond business growth, the brand also prioritizes giving back: its philanthropic arm donated nearly $75,000 across the brand in 2024, supporting communities and initiatives aligned with its mission.
NAD+ and the Quest for Longevity Among the most buzzed-about services is NAD+, administered intravenously or as an injection, a coenzyme that helps with cellular energy, repair, and overall vitality. Once a niche offering, it is now becoming a must-try for wellness enthusiasts seeking more than the usual vitamin boost. Pair it with the brand’s broad menu of immunity, hydration, recovery, and beauty services, and Hydrate IV Bar has positioned itself at the cutting edge of preventive health. Clients are not just getting an IV; they are investing in a wellness experience. Comfortable lounges, spa-style ambiance, and tailored services make each visit feel like a mini-retreat not a medical appointment.
Why Franchising Wellness Works The IV therapy market is growing fast. According to Grand View Research, the global IV hydration therapy market is projected to surpass 4 billion dollars by 2030. Hydrate IV Bar is uniquely positioned to capitalize on this trend because it combines a strong brand, high standards of care, and a franchise model that works. Franchisees benefit from turnkey operations and a system designed to make every spa run smoothly. “We built our franchise model to make wellness business ownership simple. Our owners get the tools and support they need while
creating spaces people actually love coming to.” said Katie Gillberg. “Nearly all of our owners operate multiple units, which helps support multi-unit growth while allowing them to bring professional, safe, and approachable wellness to their communities.”
Wellness That Works for Everyone Hydrate IV Bar is riding the wave of a larger movement, having served over 70,000 clients. Americans are no longer waiting to feel sick to take action. They want proactive, preventive care and they want it to feel approachable, enjoyable, and even fun. Hydrate IV Bar meets that need with a model that combines wellness, hospitality, and modern lifestyle appeal. “People want to feel their best,” says Gillberg. “We’re here to help them do just that in a place that feels safe, inviting, and supportive. With expansion plans in multiple states, trending services like NAD+, and a franchise model designed for real-world success, Hydrate IV Bar is proving that wellness can be both accessibleand aspirational. In the fast-growing world of health-focused franchising, it is a Franchise worth watching. For entrepreneurs exploring their next chapter, Hydrate IV Bar® offers a proven collection of IV therapy spas, strong franchise support, and a clear path to business ownership. Visit www.hydrateivbar.com/iv-therapyfranchise/ to learn more. Franchising MAGAZINE USA 53
EXPERT ADVICE: Tim Linderman | The Goddard School
Key Trends Shaping Franchise Growth in 2026 With 2026 underway, franchisors are entering a pivotal moment for strategic expansion and sustained growth. Despite economic headwinds that have permeated the market over the last year, the 2025 Franchising Economic Outlook projected franchises to grow by 2.4% in 2025, a faster rate than the 1.9% projected for the broader U.S. economy. Time will now tell if the industry can maintain that momentum and deliver comparable gains in the year ahead. Tim Linderman, Chief Growth Officer, Goddard Systems, LLC, manager of The Goddard School franchise system
Franchisors have a unique opportunity to charter success in a dynamic landscape that demands agility, innovation and a balance between technology and human connection. Several trends are poised to shape franchise growth this year, helping brands refine strategies, attract top franchisees and stay competitive in an increasingly crowded marketplace. By understanding these trends now, franchisors can start the new year strong and position themselves to hit 2026 goals while driving long-term growth.
Technology & Digital 1Accelerating Transformation
As with seemingly every industry and facet of our daily lives, accelerating technology and digital transformation continue to shape the future of franchising. Technology continues to reshape how franchises operate, market and engage customers. AI, automation and data-driven tools are becoming standard, enabling brands to streamline operations, scale marketing and deepen engagement. Sophisticated analytics can help franchisors identify high-potential territories, forecast demand and uncover optimal real estate opportunities for expansion. Across industries, including early childhood education, these tools are already making a considerable difference. For instance, enrollment management platforms, predictive analytics for site selection and AI-driven marketing insights are helping The Goddard School® brand optimize reach and enhance family experiences. In 2026, franchisors that fully embrace digital transformation will be better equipped to make informed, strategic decisions that drive growth and efficiency. 54 Franchising MAGAZINE USA
of In-Person Experiences 2&Rebound Human Connection
As digital capabilities expand, the value of authentic human interaction becomes even clearer. While technology can facilitate communication and convenience, it cannot replace the trust and engagement built through in-person experiences. Franchisors that increasingly invest in events, live activations and faceto-face opportunities can generate new opportunities for customer engagement in 2026, allowing prospects to interact directly with the brand. Striking the right balance between digital convenience and meaningful human touchpoints will be critical. The Goddard School franchisees emphasize community engagement through open houses, local charitable efforts, recognizing educators through the ‘Teacher of the Year’ program and more. From a franchise development standpoint, The Goddard School is pursuing additional opportunities for in-person market events across its footprint, allowing prospects to experience the day-to-day operations of a Goddard School. In-person engagement is no longer a supplementary strategy; it is central to building loyalty and differentiating brands in a crowded marketplace.
Growing Preference for Recession3 Resilient & Mission-Driven Franchises Ongoing economic uncertainty is driving shifts in the types of concepts prospective franchisees are considering. Entrepreneurs are increasingly drawn to models that feel essential rather than discretionary –
franchises that demonstrate resilience and stability during market fluctuations. Simultaneously, mission-driven brands are gaining prominence. Franchisees are evaluating opportunities not just for financial return, but for meaningful impact in their communities and alignment with their personal values. Franchises that can articulate a strong purpose and demonstrate social impact will stand out in 2026, attracting owners who are motivated by both growth and purpose.
4
leverage alternative ownership models and creative capital solutions to provide a flexible entry point into their systems. Franchisors may also have an opportunity to evolve their prospective franchisee personas. We see multi-generational ownership continue to rise, with parents partnering financially with adult children as they build potential succession plans. By thinking creatively about growth, brands can accelerate expansion without compromising quality or consistency.
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Evolving Ideal Franchisee Profiles for New Verticals of Growth
Strategic Reallocation of Resources for Stronger 2026 Performance
To best position their businesses for growth in the new year, franchisors are exploring approaches to attract high-potential operators and deepen their candidate pools. By expanding their criteria for those who qualify as a franchisee, brands can tap into talent that may have been overlooked in traditional models. For example, if a prospective franchisee checks every box except for liquid capital, franchisors can
To maximize impact this year, franchisors should closely review how their franchise support resources are allocated and adjust accordingly. It will be crucial to analyze which capabilities are best developed inhouse and which should be outsourced to accelerate results. Evaluating key pillars for strategic reallocation like marketing, operations and technology will be a leading driver in determining efficiency,
effectiveness and growth potential. Brands that reassess these investments strategically, focusing on areas where internal expertise and outsourcing functions can drive the maximum impact, will be better positioned to meet growth goals. This thoughtful reallocation of resources ensures that every dollar and every decision contribute to a clear strategy.
Looking Ahead Franchising in 2026 will require a thoughtful combination of technology, human connection and strategic foresight. Franchisors that embrace these trends while remaining adaptable to market shifts are better able to attract their ideal franchisees, drive sustainable growth and strengthen their competitive position. For early childhood education franchises and beyond, these trends provide a roadmap for thoughtful expansion – ensuring systems are well-prepared for the challenges and opportunities of the coming year. v Franchising MAGAZINE USA 55
franchisor in depth: Poolwerx
U.S. Momentum, Unified Leadership, and the Vision Guiding Poolwerx A U.S. Growth Surge That Shows No Signs of Slowing
The U.S. pool care industry is in the middle of a transformation, and at the center of it stands Poolwerx, a franchise brand that has quickly become one of the most significant forces shaping the market. With over 100 active territories now operating across the United States and nearing 200 globally, Poolwerx is entering its most ambitious chapter yet. As the company continues to accelerate 56 Franchising MAGAZINE USA
its American footprint of retail stores and mobile service units, newly appointed Global CEO, Nic Brill, is stepping into a role designed to align the brand’s rapidly expanding U.S. strategy with a cohesive global vision. For a franchise that has grown steadily for more than 30 years, this dual moment of massive U.S. momentum and unified international leadership signals more than growth. It marks a decisive shift toward becoming a fully integrated global powerhouse in pool care.
When Poolwerx entered the United States in 2015, the brand saw what many in the industry were beginning to recognize: pool ownership is increasing, customer expectations are rising, and homeowners are demanding both convenience and consistency. What began as a steady expansion has accelerated into a nationwide surge. Today, franchise partners are operating in over 15 states, supported by retail stores that serve as community hubs and mobile service teams built for scale. “Reaching 100 territories in the US is a tremendous accomplishment for our team and our franchise partners, but it’s just the beginning,” said Nic Brill, Global CEO of Poolwerx. “Poolwerx continues to achieve strong, consistent growth across our global network, increasing sales and expanding our footprint to both new and established territories. Our franchise partners are opening more stores, adding more service vans and supporting more clients than ever before. We are committed to helping clients create poolside memories
through healthier, safer pool care. With our momentum and strength of our franchise model, we’re excited to continue growing our brand and supporting even more clients in the years head. A driving force behind that growth is the multi-revenue-stream structure: retail, recurring service, chemical products, repairs, water diagnostics, and expert in-store guidance. It’s not just diversified, it’s interdependent. Clients build long-term relationships with a brand that delivers consistency across every touchpoint. Pool care can be confusing and timeconsuming for homeowners. But Poolwerx simplifies that complexity. With an overall goal to make pool ownership enjoyable, predictable, and stress-free—something families actually look forward to.
Nic Brill
Zealand, he played a central role in driving record sales, expanding market share, and strengthening franchisee profitability. Now, as Global CEO, he’s tasked with integrating all markets under a unified strategy that supports accelerated U.S. expansion. Operating as one business opens enormous opportunity for consistency and scale, and with the U.S. network growing quickly, this structure ensures the brand can support that growth with stronger systems, shared technology, and a unified long-term vision.
A New Global CEO Supporting a Stronger U.S. Future Poolwerx’ U.S. momentum isn’t happening in isolation. The brand’s growing scale, evolving technology infrastructure, and expanding franchise base made it clear the company needed a connected global structure to support it’s growth goals. That’s where Nic Brill, the brand’s new Global CEO, comes in. Brill isn’t new to Poolwerx, in fact he’s been shaping its growth for years. After joining the company in 2019 as COO and later becoming CEO for Australia and New
For U.S. franchise partners, the impact is clear: tighter alignment, stronger resources, and a global leadership team fully focused on building a platform that fuels long-term success.
Why This Moment Matters for the Industry It’s no coincidence that Poolwerx gained momentum at a time when demand for reliable, professional pool care is higher than ever. Homeowners are investing more in their homes, pools are becoming more technologically advanced, and year-round maintenance needs are increasing. The brands that succeed in this environment are the ones that deliver consistency and credibility.
A Unified Vision for the Next Decade While Poolwerx’ roots span continents, its future is being shaped heavily by its American expansion—and the global connectivity now guiding it. For the first time, the brand’s operations across the U.S., Australia, and New Zealand are aligned under a single Global CEO and Global Executive Team a single strategy, and a single path forward. From the broader Poolwerx leadership team, the message is clear: This is a pivotal moment for Poolwerx. U.S. growth is accelerating, our global leadership is aligned, and we’re building the strongest foundation in our history for long-term expansion and franchise partner success. With 100 active territories already operating across the U.S. and a roadmap aimed at reaching 300 within just a few years, the brand’s momentum is undeniable. As Poolwerx strengthens its systems, invests in innovation, and expands its nationwide footprint, it is poised to redefine what modern pool care looks like—not just in America, but around the world. For more information please visit poolwerxfranchising.com Franchising MAGAZINE USA 57
Q&A: Dan Sher | Alphagraphics
stable than the beginning but not looking at retiring yet.
with
Dan Sher of Alphagraphics
Did you consider any other franchises before investing in this particular brand and if so, what factors influenced you to choose this one over the others? I actually owned another franchise before AlphaGraphics – when I first moved back to Chicago, I owned a residential house cleaning franchise which I opened from scratch and then sold a couple of years later. Then when I was looking at my next business, I was not specifically looking at a franchise because I had done that already but was looking at resales since I started the first one from scratch. I did look at SignsNow but ultimately chose AlphaGraphics because I liked the idea of helping businesses with their marketing and marketing ideas but also being able to fulfil them.
What is your view of the franchise's product/service? What competitive advantages and disadvantages does it have? When I first got into the business 17 years ago people were saying why go into print because print is dead – we are still here and just like with so many other things there is the advantage of speed and getting a product to a customer as well as giving the customer the ability to come in, talk with a real person, touch the product, etc.
What initial training and support did you receive? Was there anything that was missing/lacking from the initial training and onboarding experience?
What was your background (personal, educational, commercial) before you invested in the franchise? My undergraduate and graduate degrees are both in communications and I was a director of a technology focused public relations agency on the east coast before moving back to Chicago (where I am from). 58 Franchising MAGAZINE USA
I wanted to own a business that used my communications background.
When did you join the franchise and what stage of your business journey are you at? I bought my AlphaGraphics (it was an
existing center) in October 2008 and so
I am in the middle of my journey – more
We spent three weeks at the corporate headquarters and then another week in a different center before starting in our business. Now with training videos and virtual training and everything web based I think you can get better support without even having to go for as long as we did.
What is the ongoing support like? How easy is it to get in touch with the franchisor and head office team if there is a problem, challenge or issue?
We have had good support throughout the time that we have been in the network. Of course, part of the advantage of a franchise is also the support of the other owners across the network and being involved in the network I have built connections with many other owners to help me with problems and help me in my business as well.
How easy or difficult have you found it to market the franchise locally? How does the franchisor assist and support with marketing? Now most of our marketing is done online through our website, paid search, google, email marketing, etc. AlphaGraphics through its parent company Fortidia owns its own CRM solution which integrates with us.
How long was it before you saw a return on investment? I purchased an existing AlphaGraphics so we were past break even when we bought the business.
Were there any unexpected costs? I think when you buy an existing business you don’t always anticipate the amount you want to reinvest in the business. As a custom manufacturer we are equipment intensive and at the beginning you want to offer the latest and greatest. Plus, having purchased the week of the recession in 2008 things changed as far as access to capital, etc.
What have been your biggest challenges to date? How have you managed to overcome them? What help has the franchisor provided? I think buying the business right before the 2008 recession and then COVID were the two biggest challenges to my business. The franchisor went out of their way to help support the franchisees at those times.
What does your working day/ week look like? I am more of a workaholic in general and love what I do, so my typically day is about
7-7 Monday-Friday, but part of that is the ability to leave in the middle of the day if I need to take care of something or go to my son’s school when he was younger to participate.
What is being part of the franchise network like? Do you have much communication with other franchisees and does the franchisor encourage this? As I said, the best thing about the franchise is the network and the other owners. A day does not go by that I don’t interact with another owner – I’ve texted with five other owners just today. The franchise does help support this through their focus groups – and I have done three of them and I’m in my fourth now. These are two year commitments with six or seven owners where you talk monthly and then meet quarterly at each other’s locations to see their operations and meet their team. Once you have these types of relationships and know these owners intimately those relationships continue for years and these are people I speak with regularly.
Has the franchise met your needs and expectations, both financially and otherwise?
Yes, it has – I believe in the power of the network and as with most things you get out of it what you put in so many times I see someone that isn’t as successful
because they don’t participate and they don’t follow the system. If that is your
plan, then why invest in a franchise – a
franchise system is meant to be followed and you are part of a group so make the most of it.
Is there anything that you would do differently so far in your business journey? I probably would have made hard staffing choices earlier. Sometimes I am too nice
a person and hang onto employees longer
than I should which doesn’t help me or my business. The advantage of my owner’s group is that it forces me to make those types of decisions for my business.
If you could start again, would you still buy this same franchise? Or a different one? I love what I do and would not change
it. I love being an entrepreneur and love
partnering with my customers to help them grow their businesses. v
Franchising MAGAZINE USA 59
expert advice: Jason Leverant | President and COO | AtWork Group
Hiring in the Age of AI:
Why the Human Connection Still Wins If you’re not using AI in your job search, you might be missing out on your next big career opportunity. Globally, 87% of companies are using AI driven tools to identify qualified talent. These systems scan resumes for specific terminology, and if yours does not include the right keywords, you may be filtered out before a human ever sees your name. Even highly qualified people are skipped for this reason alone. I have spent decades in the staffing industry. Now, as President and COO of AtWork, a national staffing franchise, I see thousands of people, from skilled
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Jason Leverant is President and COO of the AtWork Group, a national staffing franchise with nearly 100 locations. A recognized leader in the staffing industry, he serves on the American Staffing Association’s Board of Directors and the board of JAG – Tennessee. Under his leadership, AtWork has earned recognition from Inc. 5000, Entrepreneur Magazine’s Franchise 500, and Staffing Industry Analysts, among others. He has also been named one of Staffing Industry Analysts’ 100 Most Influential People in Staffing for six consecutive years and was inducted into their Hall of Fame in 2019. He holds a BS in Business and Economics from the University of Tennessee at Martin and an AS in Business Administration from Greenville Technical College.
specialists to first time job seekers, navigate the search for employment. From my perspective, I’ve seen that AI is no longer a trend; it is firmly embedded in the way companies hire. I welcome the efficiency and empowerment that technology can offer, but I also know that recruiting is still deeply human, and I believe it should remain that way. AI should be a tool that assists job seekers and hiring managers. It should never
replace the human connection that makes the employment process meaningful and effective.
Research shows that 65% of job seekers
are already using AI in one way or another, and it is giving them an advantage. That is what inspired me to create the AtWork AI Guide. It helps prospective candidates use
AI to strengthen their resumes and present themselves more effectively. I coach job
seekers to start by learning the basics of AI within their field. Understanding the fundamentals makes a real difference. From there, readily available AI tools such as ChatGPT can help tailor a resume or cover letter for each role. By pasting in the job description, candidates receive guidance on which keywords to include and how to align their experience with the company’s needs. This significantly improves the chances of passing applicant tracking systems. As a best practice, I always remind candidates to personalize whatever AI creates. The final product should feel like them. AI is extremely useful, but it does not truly understand your story. It cannot express your accomplishments with the authenticity that makes your application memorable. Beyond resumes, AI can simulate mock interviews, prepare role specific practice questions and help build strong, confident responses. These tools give job seekers structure and clarity, but the candidate’s own experiences and personality must always guide the conversation. While learning the technology matters,
what matters even more is remembering that job searching is deeply personal. Our careers shape our weeks, fuel our passions and support our families. That is why the process must remain rooted in human interaction. AI may help you get into the room, but interpersonal skills, genuine communication, and trust building are ultimately what sets candidates apart. Confidence and connection cannot be automated. On the hiring side, many managers appreciate the efficiency gains that AI brings. Screening hundreds of applications takes time, and AI can help narrow the pool by identifying candidates who meet the required qualifications. When used correctly, it speeds up the early stages so hiring teams can focus their time on meeting people instead of sorting through paperwork. Even then, AI should not be treated as the decision maker. It can support the process, but it cannot evaluate character, intuition or emotional intelligence. Interviews are nuanced. They rely on reading people, asking the right follow up questions and understanding what motivates them. That level of
discernment really belongs in human hands. AtWork has always believed in the human connection. While many AI tools promise a fully automated process from screening to selection, I do not believe that technology should completely take over something as personal as finding a job. Our staffing teams are trained to support candidates through every stage of their search. People are not data points. They are individuals looking for stability, confidence and opportunity. They come to us because they want guidance from a real person who listens and understands their goals. AI cannot offer real empathy and it cannot replace trust. AI has reshaped the hiring landscape, and it offers powerful advantages for both job seekers and employers. But it should be treated as what it is: a tool. The heart of the employment process is still human. When we blend technology with empathy, expertise and genuine connection, we create a job search experience that is not only efficient but personal and meaningful. That balance is where the future of hiring truly belongs. v Franchising MAGAZINE USA 61
have your say: Amy Przywara | Chief Marketing Officer | Bach to Rock
Bach to Rock is Changing the Tune Around Music Education and Franchising Bach to Rock, a modern music school offering private and group lessons, ensemble events, and opportunities to perform live for all ages, is focusing on bringing a fresh take on music education to communities throughout the U.S. As music and arts programs continue to often be the first cut from schools, the need for collaborative environments for students to perform and connect with each other continues to rise. Bach to Rock was founded on appealing to what students crave; a variety of unique lessons paired with current popular and classic music that gets them excited to learn. Established in 2007 by a former middle school music teacher and Juilliardtrained musician, the brand’s mission is to reimagine music lessons by engaging students in dynamic ways; encouraging them to play the music they love, connect with peers, and showcase their talents while developing lifelong skills. 62 Franchising MAGAZINE USA
Benefits of Studying Music Bach to Rock blends individualized instruction with collaborative practice and performance. Experienced instructors focus on building technical ability, fostering teamwork, and boosting confidence through private lessons, group instruction, and live performances. At its core, the brand is committed to accessibility, inclusion, and the unifying power of music. According to research from the University of Georgia, children exposed to music from an early age develop stronger neural connections related to musical processing. The study highlights that learning to play an instrument can produce lasting improvements in spatial reasoning. Additionally, children who participated in six months of piano lessons enhanced their ability to solve puzzles and other spatial tasks by up to 30 percent. Aside from the neurological benefits of practicing music, there is something to be said for the confidence that a student develops as they go through programs like Bach to Rock. Students can explore virtually every instrument while
developing creativity and confidence through hands-on lessons and group programs that spark genuine enthusiasm for music. These lessons teach them valuable new skills while building traits like work ethic and resilience that will help them in multiple facets of their life and ultimately increase consumer demand for the brand. With prior students and instructors finding great success during and after their time at Bach to Rock, the brand’s reputation as a powerhouse in the children’s music education industry is proven time and time again.
Proprietary Technology and High Client Retention Rates Committed to staying ahead of the curve, Bach to Rock offers a carefully curated curriculum that guides students through fundamentals, music theory, private lessons, getting into bands and playing at venues all backed by their proprietary software, Harmony. The app also allows parents to check in on their student’s progress, reassuring them that the time and money they’re putting into their kid’s passion for music is a worthwhile
Setting a Path for Multi-Unit Success For entrepreneurs, investors, and music enthusiasts, Bach to Rock offers a meaningful opportunity to enrich communities, inspire students, and build a successful business in an in-demand category. As a result, over 40% of Bach to Rock franchisees are multi-unit owners who started with one school and expanded. The system is intentionally built to support scalable growth, offering strong operational infrastructure, training, and marketing support to help owners thrive. Franchise owners can build on their early success to expand within the network, showcasing the brand’s ability to deliver real, long-term opportunities for entrepreneurs. Bach to Rock is consistently recognized on both the national and local levels for their impressive offerings, having been included in some of the franchise and business industries’ most prestigious lists when it comes to strong franchise systems. Accolades include nine consecutive years in the Entrepreneur Franchise 500® list, as well as being named one of the 500 Powerhouse Brands by Franchise Times.
Looking Ahead to 2026 Bach to Rock is accelerating its growth with 11 new units currently in development as demand for modern, collaborative music education continues to rise nationwide. With 59 locations across 22 states and a goal of reaching 100 units sold by 2028, the brand is expanding its fresh, performance-based approach to music education into key suburban and metropolitan markets. investment. Additionally, the brand’s Beat Refinery program is also the largest Serato certified DJ school in the U.S. and is one of only a handful of schools worldwide to offer the elite training.
students involved in the program longer,
Paired together, these offerings provide a service that stands out in the music education franchising space and keeps
ages and pairing that with technology, the
averaging enrollment at 72.5 weeks,
leading to increased revenue for owners. By utilizing forward-thinking teaching
methods that connect with students of all
brand has built a loyal customer base on a national scale.
With thriving locations in both suburban and urban communities, Bach to Rock offers entrepreneurs the opportunity to bring a business that is both impactful and rewarding to their local area. The brand is looking for music enthusiasts and entrepreneurs who would like to facilitate an environment that fuels fun for students and franchise owners alike. v
franchisor in depth: LINE-X
How LINE-X Is Fueling Franchise Growth With New Leadership and Strategic Partnerships strategic vision necessary to unify the company’s efforts across development, operations, and systemwide support. Two other recent additions to the leadership team, Hannah Erlenbusch, Vice President of Development, and Mike Roberts, Director of National Accounts, have already began making a meaningful impact on how LINE-X supports both new and longtime franchise partners.
Hannah Erlenbusch: Guiding Smarter, Stronger System Growth
For more than 30 years, LINE-X has been known as the go-to authority in protective coatings, spray-on bedliners, and vehicle upfitting. But today, the brand is evolving well beyond its legacy roots. With a renewed focus on supporting
franchise owners, modernizing stores, and
creating a more cohesive national presence, LINE-X is laying the groundwork for its next phase of growth. A big part of that momentum comes from the company’s strategic investment in people and partnerships.
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Strengthening the Foundation: New Leadership Driving Franchise Success Recently, LINE-X announced the promotion of Matt Labuda from Vice President to President, reflecting his expanded role in guiding the company’s overall strategy and operations. Labuda has four years of experience with LINE-X, giving him deep insight into the brand, its franchise system, and its operational strengths. In this new capacity, he oversees the brand’s franchise system, national programs, and long-term growth initiatives, ensuring that LINE-X continues to deliver value to both franchise partners and customers. His leadership provides the
As Vice President of Development, Erlenbusch is focused on expanding the LINE-X franchise footprint across the U.S. and Canada, bringing a disciplined and relationship-driven approach to growth. With a strong background in franchise development, she brings deep industry knowledge and an established network that helps position LINE-X competitively in both emerging and established markets. Her experience allows her to identify growth opportunities that align with the brand’s long-term vision while maintaining consistency across the system. A key part of Hannah’s role is building and leading a high-performing Franchise Development team. She is actively focused on growing and mentoring LINE-X’s Franchise Development Managers, ensuring they are equipped to represent the brand effectively and attract the right franchise partners. By strengthening her team, Hannah is creating a scalable development foundation that supports steady and intentional expansion.
“
To complement its growing leadership team, LINE-X has also added in two major partnerships designed to strengthen brand cohesion, improve the customer experience, and reduce friction for franchisees.
”
• A better overall customer experience
Matt Labuda
Hannah Erlenbusch
Hannah also serves as a visible ambassador for LINE-X within the franchising community. She regularly attends and participates in major industry events, conferences, and networking opportunities, building relationships and increasing brand awareness across the franchise landscape. Through her leadership, LINEX’s development strategy is driven by experience, credibility, and connection, allowing the brand to continue growing with purpose across North America. In December alone, LINE-X awarded 7 new territories to 6 different owners.
streamline how the brand manages national partners, reducing complexity and improving operational efficiency across the board. His leadership ensures franchisees benefit from large-scale fleet partnerships, high-value commercial relationships, and a stronger national presence.
Mike Roberts: Elevating National Accounts and Strengthening Upfit Partnerships On the operational and B2B side, new Director of National Accounts Mike Roberts is helping to expand the brand’s presence in fleet and commercial sectors, something that significantly benefits franchisees. Mike joined LINE-X in September 2025, bringing over a decade of experience in sales, operations, and large-scale account management across the automotive and fleet management industries. His background includes building highperforming national teams, scaling vendor programs, and growing enterprise-level partnerships. That experience directly fuels his goals at LINE-X: advancing the National Accounts program and developing strong relationships with upfit product and service providers that support franchise revenue and customer growth. Beyond expanding revenue opportunities for franchisees, Mike is working to
Together, Hannah and Mike bring a dynamic blend of development vision and operational execution.
Powering Momentum Through Strategic Partnerships To complement its growing leadership team, LINE-X has also added in two major partnerships designed to strengthen brand cohesion, improve the customer experience, and reduce friction for franchisees.
redC: Modernizing Stores and Elevating Buildouts LINE-X recently announced a new collaboration with redC (Real Estate Design & Construction), a full-service group specializing in real estate intelligence, design, renovation, and construction management. With more than 100 combined years of experience, redC is known for delivering modern, consistent, and scalable buildouts for growing franchise brands. For LINE-X, this partnership means: • More efficient store design and construction • Consistent branding and layout across locations • Support for new franchise buildouts as well as remodels
redC will guide franchisees through every step, such as site surveys, architectural drawings, permitting, contractor bids, construction management, and final finishes. They’re also offering showroom refresh packages, helping existing owners modernize their spaces with updated fixtures, paint, and flooring.
National Branding: Unifying Exterior Signage and Visibility In addition to redC, LINE-X has partnered with National Branding, a leader in multilocation signage, shop truck wraps, and branding solutions. This collaboration provides franchisees with a central source for exterior signage, shop truck wraps, and brand elements that keep each location consistent and professional. Centralizing these services means: • Faster store openings • Simplified vendor management • Cohesive branding nationwide • Higher-quality signage and wrap execution National Branding specializes in largescale rollouts, ensuring the LINE-X identity is executed accurately whether a store is opening in a small town or a major metro area. These two partnerships and the added expertise of Hannah and Mike, reflect the brand’s commitment to evolving alongside the needs of today’s franchise owners. With new leadership guiding development, strengthened national programs, and partnerships that modernize and unify the brand, LINE-X is entering a new era of franchise support and expansion. The company’s focus is simple: empower franchisees, improve customer experience, and ensure the brand’s next 30 years are even stronger than the last. v Franchising MAGAZINE USA 65
expert advice: Jonathan H. Vogel | CEO | Miami Grill
What’s Next for Fast-Casual Dining in 2026?
Three words: Value, value, value
Of all the misconceptions people have about running a restaurant, the biggest may be how “easy” it is. “How hard could it be? Have you seen the lines in that place?” We all know just how hard it can be for any restaurant, but the fast-casual segment is in for an even rougher time in the next 12 months. You will see some in the category closing down due to financial pressures, especially from the high cost of goods. And with customers keeping a sharp eye on their expenses and being more selective about where they put their dining-out dollars, the pressure’s really on. For the brands that remain, there are opportunities to pick up new customers. Brands can earn their loyalty by emphasizing value without compromising on quality or portion size. Add some innovation, and you’ll seal the deal.
Jonathan H. Vogel is CEO of Miami Grill, a legacy South Florida concept that has evolved into a modern fast-casual brand. With deep experience in brand growth, franchising, and operational optimization, Vogel has developed a unique, hands-on perspective through close collaboration with franchisees, frontline staff, and corporate teams.
largest line items on a restaurant’s profitand-loss statement, and in many cases, they can account for nearly 70 percent of total expenses. If operators don’t tightly manage these areas, no other investment can fully offset the impact.
Three key initiatives can help you stay ahead:
Operational Investments
• Driving labor efficiencies through more intelligent systems. Streamlined processes, improved scheduling tools, and selective automation help maintain high service standards while reducing unnecessary labor hours.
The two most influential operational factors for 2026 across the entire industry remain food costs and labor costs. These are the
• Strategically managing food costs. This includes ongoing menu development, strengthening vendor
66 Franchising MAGAZINE USA
partnerships through renegotiated contracts, and maintaining a disciplined approach to sourcing without sacrificing quality. • Leveraging marketing to influence the mix. By spotlighting higher-margin items through promotions, limited-time offers, and digital targeting, you can improve profitability while still giving guests options they’re excited about.
Customer Concerns Customers are feeling the impact of rising costs as much as we are, so they’re dining out less. When they do go out, they want the experience to be worth letting go of their hard-earned cash (or credit). For concepts that thrive in 2026, this will
It’s simply a matter of staying “ahead of guest expectations by offering generous portions, fresh food made to order, and compelling price points.
”
be a year of leaning into innovation with generous portions at accessible price points, like our Double Smash Burger with Cheese for just $5.99. Limited time offers that deliver on promises of big flavor for a small spend will excite guests, introduce new menu items, and reinforce the message that yours is a destination where value and quality go hand in hand. It’s simply a matter of staying ahead of guest expectations by offering generous portions, fresh food made to order, and compelling price points. Keeping portion size is critical in a time of soft spending. You’ve probably seen the backlash many retail brands experience when they reduce package sizes but charge the same price. Don’t let that happen to you! Let others try to trick the guest by shrinking portions and lowering the quality of food; you’ll keep your portion sizes unchanged and continue using the same high-quality ingredients you always have. You might even consider charging less for the same menu items. We’ve introduced daily specials all week, with the same portion size and quality, at a discounted
price to help our guests through this challenging economy. Where do you think those guests will go when the economy gets better and they have more disposable income? Safe to say it won’t be to your competitor who offered less for more.
Dining That Delivers As in-restaurant traffic softens and consumers become more intentional in where they dine out, one of the most significant growth opportunities for 2026 lies in the continued expansion of digital ordering and third-party delivery. These channels are becoming a core part of how guests interact with restaurants. Online ordering platforms, mobile apps and guest loyalty programs are investments that can pay off in a more seamless, rewarding digital experience. Strengthening these touchpoints allows you to engage guests where they’re already spending time and to deliver personalized value that keeps them coming back. Talk to your delivery partners about developing exclusive promotions, targeted discounts, and special in-app offers to attract new guests, win back lapsed
customers, and keep everyone ordering. For example, we’re running a 30 percent-off promotion for guests who haven’t ordered in the past 90 days, creating a strong incentive to re-engage. By enhancing your digital ecosystem and leveraging innovative, data-driven partnerships, you can position your brand to meet guests where they are and differentiate yourself through convenience, value, and loyalty-driven experiences.
Recipe for a Prosperous Year The operators who succeed in 2026 will be those who balance innovation with discipline, leveraging responsive technology, strategic pricing, and a deep understanding of the customer. It may not get any easier to run a restaurant in 2026, but you’ll have a better chance of seeing those long lines at your counter. v Franchising MAGAZINE USA 67
have your say: Kristen Denzer | Founder & CEO | Tierra Encantada
How Tierra Encantada is Shaping Tomorrow by Bringing Bilingual Learning to Families Nationwide purposeful early education - nurturing environments, nutritious meals, and programming that reflects the world their children are inheriting. Research from the CDC and Harvard’s School of Public Health shows that over 85% of parents consider healthy food a top priority when selecting childcare, and parents are significantly more likely to choose programs that serve fresh, minimally processed meals. With Spanish projected to be spoken by nearly one in three people in the U.S. by 2050, bilingualism isn’t a luxury: it’s a life advantage. Tierra Encantada was created for this.
Back in 2013, I was a mom searching for childcare for my two young children, and I kept touring centers that didn’t reflect what I wanted for them or what I believed families deserved. Meals were processed, classrooms lacked diversity, and teachers weren’t treated like the professionals they are. So instead of settling, I built the childcare experience I wanted my children to have with the first Tierra Encantada, in Eagan, Minnesota. From the beginning, the vision was simple: to create a place where diversity and inclusion weren’t buzzwords, but the 68 Franchising MAGAZINE USA
lived daily experience of every child and educator. A place where children could learn a second language during the most critical window for language development, becoming fluent in Spanish by age five, and where screens weren’t doing the teaching. A place where meals were fresh, globally inspired, and cooked onsite - not pulled from a freezer. And perhaps most importantly, a place where educators earned a living wage and had a path to a real career. My children attended that very first center. Today, that early vision has grown into the nation’s leader in Spanish Immersion Early Education®, with locations across multiple states and a fast-growing network of franchise partners. Families aren’t simply searching for childcare anymore. They’re searching for
Tierra Encantada is rooted in the belief that language and culture shape how children see the world, and that highquality childcare can honor both families and educators. A decade later, the mission is the same as day one: to create a warm, inclusive, and enriching environment where children thrive, and parents feel proud of the care their family receives. This rising demand for bilingual early education has also created a powerful opportunity for entrepreneurs to invest in a proven model that blends impact with strong unit performance - bringing meaningful change to families while building a sustainable local business.
The Benefits of Bilingualism and Language Immersion Programs Decades of research show that learning two languages early in life fundamentally strengthens the brain. Studies from the
Department of Education and cognitive scientists at institutions like Harvard and the University of Washington consistently find that young dual-language learners show: • Stronger executive functioning - the mental skills responsible for focus, selfcontrol, and flexible thinking. • Better problem-solving and mathematical reasoning, due to increased cognitive organization and pattern recognition. • Enhanced working memory and concentration, which support academic performance across subjects. • Earlier development of “inhibitory control,” the ability to tune out distractions - a measurable advantage that appears as early as seven months old in infants exposed to more than one language. As children grow, these early neurological benefits translate into real-world outcomes. Bilingual adolescents and adults consistently show: • Higher earning potential and broader career pathways, especially in a multicultural, globally connected economy. • Stronger cross-cultural communication skills and an increased ability to empathize with people from different backgrounds. • Greater lifelong cognitive resilience, with some studies linking bilingualism
to delayed onset of age-related cognitive decline.
built the hiring frameworks, operational
playbooks, compliance support, curriculum
In other words, bilingualism doesn’t just enrich childhood; it equips individuals with tools they use for decades. It changes how children learn, how they reason, and how they understand the world - which is exactly why Tierra Encantada exists. Our model gives children access to these lifelong advantages during the years when their brains are most primed to absorb language naturally.
model, and infrastructure that independent
Why Many Entrepreneurs Hesitate to Do Childcare - and Why They Reconsider
align. When owners witness the impact
For entrepreneurs, the growing demand for Spanish immersion early education creates a meaningful opportunity - especially with a model built on recurring, recessionresistant demand and results of $3 million in average annual revenue for centers open more than 24 months. Still, childcare is a complex category, and prospective franchisees often raise the same thoughtful concerns: “Isn’t staffing difficult in childcare?” “How do you navigate so many regulations?” “What about occupancy costs and the capital required to open a center?” “Is childcare truly stable during economic uncertainty?” These are smart questions, and they highlight why the right franchise system matters. Over more than a decade, we’ve
operators often must figure out alone. And while Tierra Encantada is still considered an emerging franchisor, one data point
speaks louder than any marketing claim:
every franchisee who has opened a Tierra Encantada location has chosen to sign
on for more after opening. For us, that’s more than a metric - it’s a reflection of
what happens when mission and model of bilingual education on children and families, and when they experience a
business built on recurring revenue and
consistent demand, expansion becomes a natural next step.
Childcare will always be a specialized
category. But with the right infrastructure, support, and consistent demand, its
complexities become clear advantages. For
entrepreneurs who want a scalable business rooted in impact, Spanish immersion early education stands out as one of
the most needed and forward-looking
sectors in franchising. It’s humbling to
see how far this vision has come since I opened our first center simply to create
a better experience for my own children. Today, watching other entrepreneurs
bring that same vision to life in their own communities reminds me why this work matters - and why I’m still so driven to grow it. v
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GLOBAL
expansion
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Our GLOBAL CONNECTIONS are trusted operators in their markets and will enable a smooth entry into NEW TERRITORIES.
We can help to put your franchise
system in an operational position to attract successful franchisees.
We are members of the IFA and other respected organisations. The transition process can be
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business and legal players who can take you through the first minefield. Constant changes within the codes of conduct can create a massive challenge to franchise systems
wanting to move outside of their established markets.
With direct experience of the North American, UK and Australian/ New Zealand Franchise markets we have been in the business
of selling franchise systems direct to franchisees for over 35 years.
70 Franchising MAGAZINE USA
For an initial discussion, please contact
globalpublishers@icloud.com
Leadership. Teamwork. Executing SOPs. Connecting veterans with education, resources and opportunities at vetfran.org
veter a n s su p p l e m e n t
franchisee in action: Ace Handyman
From Boots to Business: How Joe Casper Built His Ace Handyman Franchise Joe Casper’s path to franchise ownership began far from a corporate office. At 19, he joined the Army as a Cavalry Scout, seeking action and hands-on experience. “I had an injury on my first day in Baghdad, so my first six months were spent in the headquarters unit,” he says. “I worked as the main radio operator for the colonel and sergeant major. It wasn’t what I expected, but it gave me a close-up view of leadership, decision-making, and teamwork under pressure. You see how they handle troops under fire, direct air support, and make quick decisions. That perspective was huge, even though I was just a young soldier.” Though those experiences were far from civilian life, they gave Joe an early education in managing high-stakes situations and leading teams, skills that would later become essential when he stepped into franchise ownership.
Discovering Ace Handyman Services After his service in the Army, Joe returned to Omaha where he pursued his degree and began a career with a family-owned transportation company. When the opportunity to purchase an Ace Handyman Services territory came up, Joe and his wife Jessica saw it as the perfect next step. “The franchise checked all the boxes for us,” Joe says. “It gave us flexibility and ownership, and we still get to work directly with people. It’s hands-on, it’s about building a team.
Building a Community-Focused Business Since acquiring 3 Ace Handyman locations in Omaha, Lincoln, and West Des Moines. Joe and Jess have focused on strengthening teams and connecting with the community. Social media efforts have tripled their following in six months, and referrals are pouring in. “People are excited about the service we provide,” Joe says. “It’s rewarding to see our work make a real difference for homeowners.” Jess has been a key partner both at home and in the business. “She’s organized, driven, and incredibly supportive,” Joe says. “We’ve built a business that works for us, and together we’re creating opportunities for our team to succeed.” The franchise also offers a discount to veterans, something Joe is proud of. He also plans to expand efforts to support the local community as the business grows. 72 Franchising MAGAZINE USA
Pulling From Military Experience Joe says his military background continues to shape how he runs Ace Handyman Services. “The leadership, discipline, and ability to get things done under pressure translates directly to business,” he says. “You know how to handle problems, keep the team moving, and make decisions quickly. That gives veterans an advantage in running a franchise.”
Advice for Fellow Veterans For veterans considering franchising, Joe’s advice comes from his past training: “Use what you learned in the military. Lead by example, take care of your team, and focus on solving problems. Don’t shy away from those strengths,you’ll need them, and they give you an edge.”
Looking Ahead Currently, Joe and Jess are focused on growing their three locations internally. Omaha alone has room to expand the team from nine to 15 or 20 craftsmen. “We want to strengthen what we have before we look at new locations,” he says. “Once the foundation is solid, there’s definitely room to grow further in the region.” For Joe, Ace Handyman Services is more than a business, it’s a chance to apply the leadership, problem-solving, and teamwork skills he honed in the Army to something tangible in his community. “Owning a franchise gives me the chance to lead, mentor, and create a business that matters to people,” he says. With three thriving locations, raising two young sons with his wife, and ambitious growth plans, Joe Casper’s journey shows how veterans can leverage their experience to build successful franchises. His story highlights not only the opportunities within Ace Handyman Services, and the value veterans bring to business ownership. 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. v
ABOUT Ace Handyman Services: Ace Handyman Services offers professional, reliable home repair and popular handyman services to homeowners throughout the region. Backed by the trusted Ace brand, the local team is made up of background-checked, insured, and experienced craftsmen, known for their quality workmanship, friendly service, and 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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Q & A: Felice C. Parker
When did you join the franchise and what stage of your business journey are you at? Once my childcare business was running smoothly, my husband and I felt ready to open a second franchise—something completely different. After researching several options, POSTNET stood out. I’m always looking for ways to challenge myself, and with zero experience in printing or shipping, I knew this would push me to grow. We purchased the franchise in April 2019. We opened our doors in February 2020, just three weeks before COVID hit and everything shut down. It was devastating, but we pushed through. I’m proud to say we are approaching our sixth year in business.
Did you consider any other franchises before investing in this particular brand? What influenced your decision? Yes. Once we decided we wanted to enter the shipping and printing industry, we looked at another concept. However, we felt like just a number during that process.
with
Felice C. Parker
POSTNET OF DRESHER What was your background (personal, educational, commercial) before you invested in the franchise? I served in the Air Force for 27 years and retired in 2012. During my early years in the military, I attended college in the evenings and earned my BS in Elementary Education from Gwynedd Mercy College, followed 74 Franchising MAGAZINE USA
by a master’s degree in early childhood education from Arcadia University. My first franchise investment was
KidsPark (hourly childcare), which I
purchased in 2011. I recently sold that franchise in October of this year after operating it successfully for nearly 15 years.
When we spoke with the POSTNET team, the experience was completely different. They treated us like family, took time to understand who we were, and genuinely wanted to determine whether we were the right fit—not rush us into a decision. That personal connection sealed it for us.
What is your view of the franchise’s product/service? What competitive advantages or disadvantages does it have? POSTNET offers a wide range of services and multiple income streams, which is extremely valuable—especially in the early stages before the print business ramps up. Our biggest advantages are customer service and the personal touch we bring to every project. If we see an error, we’ll let customers know before printing. That’s not something you typically get from online printers or big-box print shops. We take the time to understand what the project is for, and whether there are better options for the customer.
Yes. We had to financially carry our POSTNET location for several years because of COVID. Printing also took longer to ramp up, as many local businesses were closed or working remotely.
What have been your biggest challenges to date, and how did you overcome them? What help did the franchisor provide? COVID was by far our biggest challenge. We overcame it through persistence— continuing to network, attending events, and dropping off our information at nearby businesses. The franchisor and network of other franchisees were always available when we needed assistance.
What does your working day/ week look like?
The biggest disadvantage is brand familiarity. With a smaller footprint, POSTNET isn’t widely known in some areas. I’ve had to educate customers on what we offer—but once they know, they are usually excited.
We also have a Regional Director who is always just a phone call away.
What initial training and support did you receive? Was anything missing?
Marketing locally has been relatively easy for me. I was a member of BNI for my first three to four years, which generated significant business. I’m also part of a very active chamber of commerce that hosts regular events—excellent networking opportunities.
The training and support were excellent. Every step of the process was supported, and I always had someone I could call with a question or problem. With no print experience, it was a steep learning curve, but I never felt alone.
What is the ongoing support like? Communication has always been great. We have systems in place that allow franchisees to submit tickets that route directly to the appropriate department. This helps them quickly identify whether an issue is isolated or widespread.
How easy or difficult has it been to market the franchise locally? How does the franchisor support marketing?
On the franchisor side, our Regional Directors hold monthly meetings focused on marketing, sales, and business growth.
How long was it before you saw a return on investment?
Every day is different, and that’s what I love. There are always new projects, and I often need to do research to ensure I’m giving customers the best possible recommendations. I enjoy working directly with customers—whether that means assisting with a special gift shipment or helping giving input on designing an invitation.
What is being part of the franchise network like? The franchisee community is one of my favorite parts of POSTNET. Everyone is helpful and willing to assist. We also have a forum where franchisees can ask questions and share advice, and Regional Directors regularly contribute as well.
Has the franchise met your needs and expectations? Yes, it has exceeded my expectations.
Is there anything you would do differently in your business journey? I would get out more and introduce myself to more local businesses earlier.
Due to COVID, it took us nearly five years to see a return on investment.
If you could start again, would you still buy this same franchise?
Were there any unexpected costs?
Absolutely. I enjoy what I do, and going to work each day doesn’t feel like a job. v Franchising MAGAZINE USA 75
veter a n s su p p l e m e n t
franchisee in action: Hot Head Burritos
Building My Hot Head Burritos Franchise: A Veteran’s Story Bob McCracken, Air Force & Air National Guard Veteran and Hot Head Burritos Franchisee
I didn’t originally understand the connection between military service and franchising — at first, it seemed like two completely different worlds. But the more I thought about it, the more it made perfect sense. Veterans are trained to follow systems, pay attention to details and execute plans with discipline — all qualities that translate seamlessly into running a successful franchise.
Finding the Right Fit After returning to civilian life, I started looking for a franchise opportunity back in 2013 and knew I wanted something with real growth potential and long-term stability. I wasn’t interested in a brand that had already peaked. I wanted a concept that was vibrant, dynamic and offered room to innovate while staying grounded in a proven system. That’s what drew me to Hot Head Burritos. The fast-casual Mexican space was booming, and while big names like Chipotle dominated headlines, I saw an opening for competition and variety — just like the burger boom of the ‘70s and ‘80s. What really sealed the deal for me was Hot Head’s focus on customization and bold, flavorful sauces that guests genuinely love. For me, it all came down to a simple truth: give people choices, and success will surely follow. 76 Franchising MAGAZINE USA
I also wanted a franchisor that provided strong support and a clear system. Not every brand does, and having that structure in place was key. It meant I could focus on building my business and serving my community, rather than figuring everything out from scratch.
Military Skills in Business Serving in the Air Force and Air National Guard taught me discipline, attention to detail and the importance of following structured plans. Every day in the military comes with a mission and clear expectations, and success depends on preparation, consistency and accountability. Those same principles are at the heart of running a franchise. Veterans also learn to adapt quickly, think critically and work as part of a team. When running restaurants, these skills matter in every aspect of operations — from managing staff and overseeing daily workflow to responding calmly to unexpected challenges as they arise. Habits like waking up early, staying disciplined and taking ownership of your responsibilities transfer directly from military service to business ownership, and they’ve been fundamental to the growth of my Hot Head Burritos career.
Opening My First Store I opened my first Hot Head Burritos in 2013, and over the next several years, reached a peak of three units. Each step of growth reinforced something I already knew about running a strong business. Being counted on by your team, maintaining discipline and following the system make a huge difference in outcomes. Then came COVID. Like many restaurant owners, I faced uncertainty, closures and the challenge of keeping my team and business afloat. It was a test of resilience, and I relied on the same traits I learned in the military, including perseverance, adaptability and strategic problem-solving. We found ways to pivot, lean on our community and keep serving guests safely. Coming out the other side was a reminder that the skills and experiences veterans bring to franchising are not just helpful — they’re essential.
Serving the Community Running a franchise isn’t just about numbers on a spreadsheet. One of the most rewarding parts of owning a Hot Head Burritos store has been the relationships I’ve built with employees, guests and the community. I see my store as a place where people come together, whether it is
for a quick lunch, catering an event or just grabbing a late-night burrito. Mentoring young staff and fostering a sense of pride in our work reflects the leadership I practiced in the military. You are building more than a business. You are building a team, a network and a thriving community.
Advice and Opportunities for Fellow Veterans Programs like VetFran provide financial incentives and support to veterans entering franchising. These programs are one way our skills are recognized and valued. The greater advantage is the skills veterans bring inherently, such as discipline, responsibility and respect for structure. We excel when given a system to follow and the chance to take ownership of our work. For anyone considering franchising after military service, my advice is simple. Don’t underestimate the value of your experience. You have already learned how to manage people, solve problems under pressure and stay accountable. Franchising allows you to apply those skills in a civilian context, continue leading with purpose and even create opportunities for others along the way. Franchising is not just a job. It is a chance to apply what you know, build something meaningful and keep serving in a different uniform. For me, Hot Head Burritos has been more than a business. It is a mission. And just like in the military, the more you commit to it with focus, discipline and heart, the more successful you will be in the long run. v Franchising MAGAZINE USA 77
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franchisor in depth: Hydrate IV Bar®
Veteran Nick Watson
Builds His MissionDriven Future With Hydrate IV Bar® After five years in the U.S. Army Sergeant, E5 Nick Watson left the service with a strong foundation of values: loyalty, respect, integrity, selfless service, and honor. Those same principles now guide him as he runs his Hydrate IV Bar® franchise in Cypress, Texas. Reflecting on his time in uniform, Nick says the Army shaped the way he approaches leadership and business. “The core values really stuck with me. They’re not just words,you live them every day, in your relationships, in how you lead your team, and in the decisions you make.”
Hydrate IV Bar®, a rapidly growing wellness franchise known for its high-quality IV therapy and vitamin injections, appealed to Nick immediately. The brand’s commitment to health and overall well-being fit with Nick’s passion for helping others live healthier lives. He saw an opportunity not just to run a business but to build a wellness spot in his own community of Cypress, Texas. “I’ve always focused on health and wellness,” Nick explained. “Hydrate IV Bar® has an incredible product and an incredible mission. I wanted to be part of something that helps people feel better and live better.” For Nick, the most rewarding part of franchise ownership isn’t just being his own boss, it’s having the freedom to grow and shape something meaningful within his community. He brings that same mission-driven mindset from the Army into his staff training: focused, organized, and always with safety as the top priority. Every team member not only learns the technical side of IV therapy and vitamin injections, but also how to give clients the best experience while following Hydrate IV Bar®’s rigorous safety protocols. Each spa operates under the guidance of licensed medical professionals, with daily oversight from a designated medical director, and team members are trained to meet or exceed the company’s high standards for safety, compliance, and patient care. Looking ahead, Nick and his wife Fatima have hopeful plans to open additional Hydrate IV Bar® locations, working together to
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ahead, Nick and his “ Looking wife Fatima have hopeful plans to open additional Hydrate IV Bar® locations, working together to grow their business throughout the Houston area.
”
grow their business throughout the Houston area. They’ve been building the franchise as a team, making decisions together, and focusing on creating a welcoming space for their clients. Hydrate IV Bar® itself is growing quickly, with new locations opening across the country to meet the rising demand for accessible wellness services. With 25 new franchise spas set to open, the franchise program gives entrepreneurs a chance to join a growing network while tapping into the booming wellness market. Nick’s service in the Army has been shaped by his time in Oklahoma, Fort Hood, and even overseas in Kuwait. “Those experiences really taught me how to stay mission-focused,” he said. “I try to bring that same mindset into my business every day.” When asked what advice he’d give other veterans thinking about franchising, Nick didn’t hesitate: “Veterans already have the discipline and drive you need. People who care about you are naturally going to point out the risks of taking on a business and everything that might go wrong. They do that because they want to protect you. But if you can take that leap and go in 100 percent, it can become one of the most rewarding and beneficial things you’ll ever do. There’s only one way to go, and that’s to charge forward.”
That theme of charging forward defines Nick’s story. Now a Hydrate IV Bar® franchise owner for just over a year, he hopes that sharing his journey will inspire veterans and anyone searching for their next opportunity to take a leap, even when it feels uncomfortable. “I’m honored to have this opportunity,” he said. “If this motivates even one person to go after something new, then it’s all worth it.” For entrepreneurs exploring their next chapter, Hydrate IV Bar offers a proven collection of IV therapy spas, strong franchise support, and a clear path to business ownership.
About Hydrate IV Bar®: Hydrate IV Bar® is a collection of IV therapy spas that promote wellness from within by offering high-quality products and services administered by experienced and trustworthy medical and wellness professionals in a relaxing, spa-like atmosphere. Founded in 2016, Hydrate IV Bar has grown to 25 locations and is franchising nationwide, providing clients with professional IV therapy services in a serene, spa-like environment. Recognized on the Denver Fast 50 and Entrepreneur’s Top New and Emerging Franchises (Franchise 500), Hydrate IV Bar stands out as a compelling, high-growth franchise opportunity. www.hydrateivbar.com
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franchisee in action: Mosquito Shield
Training that sets you up for success When I started to research franchise ownership, my franchise coach asked if I would be interested in pest control. My initial answer was “no way!” After further research I found Mosquito Shield was actually the perfect fit for my family and me, but I was concerned about not knowing anything about pest control and getting the appropriate state licenses. Mosquito Shield’s online and in-person training were instrumental in teaching me how to do a job I had no experience in and setting the foundation toward obtaining licensure. The monthly online classroom training sessions and the in-person technician training made it possible to gain the knowledge necessary to be successful in the industry. It would have taken years of studying and trial and error to be successful without that training.
A network of franchise owner support As a former service member, it was important to me to find a franchise with strong camaraderie. I was happy to find that not only do Mosquito Shield franchise owners treat each other as family but corporate does, as well. With this huge yet tightknit community of owners and corporate support I always have someone to reach out to when I want to bounce around new ideas. Many owners take the time to schedule monthly check-in calls together and even go on annual vacations with our families together. This is in addition to the corporate-established owner support groups that meet monthly. Some of the best advice I get is from other owners who have been where I am today.
Shared marketing resources Mosquito Shield provides me with all the branding and designs required for marketing. It has been vetted through years of research and development across the entire brand. All the guesswork of what might or might not work is done for me. I do have some local pictures that I use on social media but everything else is provided. This removes one of the biggest burdens that new business startups typically face. Coming up with designs for vehicles, equipment, social, web search and video is a lot of work; with Mosquito Shield, it’s just ready and at your fingertips.
Technology and top-of-the-line equipment One of the huge draws that was a major differentiator from the competition was Mosquito Shield’s use of top-of-the-line 80 Franchising MAGAZINE USA
equipment and products. They have done research to identify the best backpack sprayers to optimize efficiency and results. Likewise, the best vehicle and vehicle setup to reduce time on property, improve fuel economy and make it affordable for startups. One of the biggest differentiators is the development and use of our own Mosquito and Tick Proprietary Blend that is unique to Mosquito Shield. It is the best all-natural mosquito repellant you can find. All that was already done for me, and to top it off, they figured out how to use a flex schedule to optimize results, something no other mosquito control company has done yet.
Purchasing power through established vendor networks Another big perk is the discounts on products that Mosquito Shield can procure for us since there are so many franchise locations purchasing through from the same distributors for products and equipment. This is something a small business would not have the power to do on their own. With these savings I can reinvest back into other areas of the budget, such as marketing.
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F R AN C H I S E & S E R V I C E S DI R E C TO R Y
Aroma Joe’s Founded in 2000, Aroma Joe’s is a local destination for handcrafted coffee and espresso drinks, unique flavor infusions, signature AJ’s RUSH® Energy Drinks and all-day food offerings served with positivity, in a friendly and upbeat environment. Headquartered in Scarborough, Maine with more than 100 locations across Maine, New Hampshire, Massachusetts, Pennsylvania, Florida, Rhode Island, Connecticut and New York, Aroma Joe’s is actively expanding.
Beans & Brews Coffee house Beans & Brews Coffee House has been around since 1993, when the Laramie family opened shop next to Salt Lake City’s beloved hangout, Liberty Park. The family refined the process of high-altitude roasting™, which required special tweaks just like high-altitude baking. They soon got the process just right, and they built a reputation for uniquely smooth coffee in a friendly neighborhood setting. Beans & Brews—or “Beans,” as friends call us for short—is now a staple around Utah and its friends, Idaho and Nevada. The Laramie family still owns and operates our headquarters, and many baristas from our earlier days have grown into senior roles as managers, directors, and VPs. They carry on our best
Batteries Plus Batteries Plus is the nation’s leading battery and power solutions service center, offering a comprehensive selection of products, technical expertise, and customized services through a nationwide network of over 800 locations open and in development. Headquartered in Hartland, Wisconsin, and
Camp bow wow Camp Bow Wow is the premier dog care franchise, built upon a proven, scalable business model successfully operating for 25 years. Recognized as a leader in brand awareness, we offer an emotionally rewarding and robust business opportunity through four key revenue streams: Doggy Daycare, Overnight Boarding, Grooming, and Training/Enrichment. The “CampLife” experience is defined by an uncompromising focus on safety and fun. Dogs
Color Glo International Color Glo International is a world leader in restoration and reconditioning, offering patented, environmentally safe, and ISO-certified products that serve automotive, residential, commercial, marine, and aviation markets. Founded in 1976, Color Glo has grown from eight proprietary products to more than one hundred, empowering franchisees with unmatched quality, global demand, and a system designed for long-term success. Today, Color Glo enters a new era of expansion under the leadership of CEO James M., CFO Anthony V., and
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Aroma Joe’s is positively impacting people with passion, caring and a commitment to excellence throughout every shop and community. Multi-unit franchise opportunities are available. Aroma Joe’s advantages include low franchise fee compared to other coffee business opportunities, varying build-out options, community engagement and an opportunity to positively impact people. Learn more about Aroma Joe’s franchising at https://franchising.aromajoes.com/
traditions and work to create new ones too. Meanwhile, around the region, locally owned franchises brew up our beloved recipes for their own neighbors. Our guests are our reason for getting up in the morning. We love greeting regulars with their favorite drinks, made just the way they like ‘em. And we dig getting to know newcomers and welcoming them to the Beans community. Come in for a cup, alone or with a friend, and make yourself at home. And let us know how we can make your day a little brighter—whether it’s adding extra whipped cream or it’s donating a gift basket to your little-league fundraiser. Cheers, and stop by soon. Contact: Kim Falk Email: kfalk@beansandbrews.com
owned by Freeman Spogli, Batteries Plus is dedicated to providing reliable, commercial and residential power solutions – including batteries, lighting, and repair services – to help organizations and customers minimize downtime and maximize efficiency. For more information about Batteries Plus and its franchising opportunities visit batteriesplusfranchise.com.
enjoy supervised, all-day play in dedicated yards, overseen by our Certified Camp Counselors® who are trained in pet first aid and CPR. We provide pet parents peace of mind with 24/7 live-streaming webcams. With over 220 locations and high multiunit ownership, Camp Bow Wow offers a strong, established system for entrepreneurs passionate about dogs. For more information contact Mark L. Jameson at : Phone: 214-346-5679 Email: Mark.jameson@propelledbrands.com Web: www.campbowwow.com/franchising/
President Mike A., whose combined vision, analytical discipline, and global development expertise are propelling the brand forward. With extensive franchise training, ongoing support, world-class R&D, and FAA-compliant processes for aviation interiors, the company continues to raise the bar for quality and professionalism. Recognized among Entrepreneur Magazine’s Top Global Franchises for 2025, Color Glo International remains committed to innovation, opportunity, and international growth. www.colorglo.com
time focusing on getting their job done.
Cornwell Quality Tools has been “The Choice of Professionals®” since 1919. For more than 100 years, we’ve been building a reputation for producing the best tools and equipment around, trusted by professionals across the automotive, heavy-duty, and related repair industries.
Our franchisees become the go-to source for these professionals in their communities, offering them the tools and equipment they want at competitive prices. Our franchise owners provide excellent, reliable customer service, meeting the demand as they expand and manage all aspects of their tool truck franchise.
We proudly manufacture quality tools and storage equipment that’s built to last. And we make it convenient for automotive technicians and shops to purchase what they need, so they can spend more
For more information contact Andrew Scott at: Phone: 330-336-3506 Email: Franchise@cornwelltools.com https://cornwellfranchise.com/
Creative Arts Management Inc.
2012, based on some of his digital technology inventions including official collaborations with and exhibitions at Meta-Facebook and Twitter-X HQ’s in London.
Robodrone’s work is incredibly interesting and certainly additive to the wider conversation and growth of the digital art and NFT market”- Matthew Rubinger, Global Head of Corporate & Digital Marketing, Christie’s (world’s most famous art gallery and auction house).
Robodrone’s Social Media-Enabling Art, has been used and celebrated by some of the biggest stars in Hollywood, LOVE ISLAND Reality TV and members of Monty Python.
He was awarded 9 US patents (1997-2001) for digital inventions by the US Patent & Trademark Office and has licensed, all the technologies in them to some of the largest US tech companies in the world between 2007 and 2012. Robodrone pioneered Social Media-Enabling Art, from
Freeway Insurance Becoming your own boss is a wish held by many, and franchising makes that possible. The insurance industry is an incredible option with a unique mix of limitless potential and true security: People will always need insurance — no matter the state of the economy. Choosing your insurance franchise partner relies on forming an alliance with a company that shares your values, growth expectations and, most of all, offers you the life you envision. Freeway Insurance guarantees a franchise model built with your success
Hi-Tech Deck Hi-Tech Deck was founded not in a boardroom, but on the open water—born from a moment that changed everything. After slipping and falling while fishing solo 40 miles off the coast of Destin, our founder realized that safety on deck wasn’t just important—it was essential. But what followed was even more revealing: sourcing high-quality marine decking was nearly impossible, and the industry was flooded with poor service, unreliable delivery, and a lack of accountability. What started as a frustrating experience became the spark for a new kind of marine decking company. Hi-Tech Deck was created to bring craftsmanship, reliability, and
Kumon North America Inc. High school math teacher Toru Kumon developed the Kumon Method of learning more than 60 years ago in Japan, when his son was struggling with second-grade arithmetic. Realizing that a strong foundation in the basics-addition, subtraction, multiplication and division-was essential for higher-level math, Kumon created a series of math worksheets for his son to work on after school.
F R AN C H I S E & S E R V I C E S DI R E C TO R Y
Cornwell Quality Tools Company
2.3 billion people, worldwide, have viewed/shared Robodrone’s GIFs via Giphy.com, the world’s largest library of animated Gifs. For more information: Ph: 1.574.500.6515 Email: velma@camdc.org Web: robodrone.cam
as top priority. Freeway’s winning culture revolves around people first: You, your customers and your community. Simply put, we deliver the best cost, choice and convenience. That’s our Customer Trifecta. With Freeway Insurance’s established franchise model, focus on diversity and accessibility, and continuous support, we will turn your passion into a winning business. For more information contact Alex Trachtman at: Phone: 214-505-6973; Email: Alex.trachtman@confie.com or visit www.freewayfranchise.com
customer-first values back to the boating world. Built by a lifelong fisherman from Babylon, NY, Hi-Tech Deck combines durable, non-skid materials with industry-best turnaround times and a commitment to treating every customer like family. At Hi-Tech Deck, we don’t just install decks—we deliver peace of mind. Our rapid seven-day turnaround, precision workmanship, and deep respect for maritime tradition have made us one of the most trusted names in the business. Whether you’re a commercial captain or a weekend angler, we believe your boat deserves the best. Hi-Tech Deck: Built from experience. Powered by integrity. Designed for life on the water.
With daily practice, Kumon’s son gradually expanded his mastery of mathematical skills and by sixth grade was able to solve differential equations and integral calculus problems. Today, at locations throughout North America, Kumon franchisees apply this method of daily practice and self-paced advancement to children’s math and reading skills. Phone: 201-928-0444 Website: Kumonfranchise.com
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F R AN C H I S E & S E R V I C E S DI R E C TO R Y
NerdsToGo Build a future with the computer service industry pioneers and accomplish your business dreams with NerdsToGo! Computers, handheld devices, tablets, and mobile phones are all things that only continue to grow and change the landscape of the technology industry in the 21st century. That is why NerdsToGo is such a lucrative concept. With businesses, homeowners, and individuals continuing to rely
OHM Fitness OHM Fitness is a franchise that provides a revolutionary fitness experience using wireless electrical muscle stimulation (EMS) technology integrated into a small group setting. The EMPower Suit allows customers to complete an intense 2–3-hour workout in just 25 minutes. It is a low-impact workout that puts minimal stress on the joints, ligaments, and muscles, making it suitable for all fitness levels. OHM Fitness is the first fitness franchise to offer this wireless EMS technology in a group setting.
Pillar To Post Home Inspectors At Pillar To Post we are the leader in the Home Inspection Industry, as we have more owners and inspectors than any other home inspection company, highest average invoice, more million-dollar producers, more innovations, more hours of training, and more coaches than any other brand. We offer an executive model, where the franchise business owner has full-time involvement in the business but does not have to be a home inspector.
Randy’s Donuts Randy’s Donuts: A Franchise Built on Iconic History and Fresh Opportunity Founded in 1952, Randy’s Donuts is world-famous for its giant rooftop donut and handmade treats. The brand has grown from a Southern California icon to a global sensation featured in film, TV, and pop culture. Since 2015, under the Kelegian family’s leadership, Randy’s has modernized operations while preserving its legacy of quality and freshness. With over 70 years of donut-making expertise, the brand has earned top franchise rankings and continues expanding through
Rhea Lana’s Franchising Systems, Inc. Rhea Lana’s is the nationally recognized, awardwinning children’s consignment franchise that helps families save money, earn income, and shop highquality items for their kids. Founded in 1997, our mission is to serve families with excellence by hosting seasonal, week-long consignment events that feature gently used, name-brand clothing, toys, baby gear, and more at a fraction of retail prices. Consignors earn a generous percentage on their items, while shoppers enjoy
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on technology, handling the repairs, computer service and support, and other computer services that can accompany a technologically based society seems like second nature. This means franchise owners can tend to the high demands of a reliable customer base and reap the financial benefits by taking advantage of a constantly innovative, inventive, and lucrative industry. Contact us today to learn why NerdsToGo is one of the fastest growing computer service and technology franchises in the United States!
The technology helps individuals work their muscles more effectively than with conventional workouts, producing better results in less time. OHM Fitness is ideal for health enthusiasts looking for real results without enduring the high-intensity stress of HIIT training. It is also a perfect fit for those in recovery or fitness newbies, as well as busy parents and professionals. It doesn’t produce damaging cortisol spikes associated with stress, making it ideal for everyone. Contact: Doug Payne Phone: (480) 582-2900 Email: franchisees@ohmfitness.com Website: www.ohmfitness.com
The owner is focused on building a Scalable locale team. With an established brand of 450+ franchises in the US and Canada, with a reputation for integrity and professionalism, inspiring our clients to trust us in every market. By focusing on these values, we have become the largest home inspection franchise in North America and we’re proud of our rapid growth. We are also under the FirstService Brands umbrella alongside Floor Coverings International, CertaPro Painters, Paul Davis, and California Closets. https://franchise.pillartopost.com/
a proven hub-and-spoke model ideal for multi-unit investors. Franchisees benefit from flexible formats, no corporate markups on supplies, and hands-on training and support. From onboarding to grand opening and beyond, Randy’s provides tools, proprietary recipes, and ongoing guidance to help owners thrive. Backed by strong brand recognition, a focus on quality, and multiple revenue streams, Randy’s Donuts offers a one-of-a-kind opportunity to grow with one of the most beloved brands in the world. https://randysdonuts.com
incredible value. With locations nationwide, Rhea Lana’s has become a trusted name in communitybased resale, combining a professional, organized shopping experience with a heart for giving back through charitable donations. Our proven business model offers franchise owners flexibility, profitability, and the opportunity to make a meaningful impact in their communities. For more information contact Riley Norman at: Ph: (501) 499-0009 Email: rileynorman@rhealana.com Web: www.rhealana.com
Established in 1995, Rodizio Grill® The Brazilian Steakhouse™ is the first authentic Brazilian steakhouse in the U.S. Founded by Ivan Utrera, who wanted to bring this popular Brazilian Churrascaria concept, along with cherished family
ServiceMaster Restoration by Ciocea ServiceMaster Restoration by Ciocea, established in 2019, is a leading provider of comprehensive restoration and recovery services for both residential and commercial properties. We specialize in water damage restoration, fire damage restoration, mold remediation, and complete reconstruction. Our expert team also offers pack-out and content management services, weather damage restoration— including storm, flood, and wind damage—and trauma and biohazard cleanup. Additionally, we provide
recipes, to the USA from his home country of Brazil. Rodizio Grill’s all-inclusive menu offers unlimited Brazilian sides, over 30 gourmet salads, and rotisserie grilled meats and grilled items, carved tableside by Rodizio Gauchos. For more information, visit Rodizio.com.
professional hoarding cleanup and board-up services to protect properties from further damage. Whether you’re facing unexpected damage or preparing for future protection, ServiceMaster Restoration by Ciocea is committed to delivering prompt, reliable, and highquality services to restore your property to its pre-loss condition. With a focus on customer satisfaction, efficiency, and industry-leading techniques, our team is available 24/7 to handle emergencies and offer peace of mind during challenging times. We also work closely with insurance providers to ensure a seamless process throughout.
Stratus Building Solutions
technology, and back-office support so you can focus on growth, recruiting and leadership.
Stratus Building Solutions offers one of the most powerful Master Franchise opportunities in the industry. Ranked consistently among the top commercial cleaning franchises, Stratus empowers entrepreneurs to build scalable businesses by granting exclusive regional rights to develop their own network of unit franchisees.
This isn’t just another franchise it’s a business empire in a box. With more than 93 Master Franchise territories awarded across North America, Stratus is changing the way ambitious professionals enter franchising, offering stability, scalability and true legacy-building potential. If you’re ready to control your future, Stratus is the opportunity that puts you at the top.
As a Master Franchise Owner, you step into a proven $100+ billion industry with multiple recurring revenue streams, low overhead, and recession-resistant demand. Stratus provides unmatched training, marketing,
For more information contact Rob Lancit at: Phone: 516-551-4773 Email: rlancit@stratusclean.com Web: www.stratusfranchsing.com
Victra
members who handle Consumer, Business, and Customer Care calls, along with Victra store support. As a company, Victra employs thousands of people and serves guests in more than 1,600 locations nationwide. The Victra team is proud of its legacy of creating secondto-none customer experiences and is excited about the future.
Victra was founded as a partnership by Richard and David Balot in October 1996 in Wilson, North Carolina. Victra was incorporated as ABC Phones of North Carolina, Inc. in 1999. Today, Victra is independently owned and operated in Raleigh, North Carolina, with more than 200 people in the Store Support Center. In 2020, Victra opened its Victra Contact Center in Greenville, NC, employing hundreds of team
Wings Etc. Founded in 1994 in northern Indiana, Wings Etc. Grill & Pub began as a single location dedicated to creating a casual, welcoming atmosphere where friends and families could enjoy great food, ice-cold beer, and sports on TV. Over three decades later, Wings Etc. has grown into a thriving brand with more than 80 locations in 13 states, offering a community-focused alternative to big-box sports bars and trendy micropubs. Guests know us for our award-winning jumbo and
F R AN C H I S E & S E R V I C E S DI R E C TO R Y
Rodizio Grill
For more information contact Michael Dugger on: 774-253-9387, Michael.dugger@victra.com or visit: Total.victra.com
boneless wings, in a variety of signature sauces and rubs. Our menu also features hand-smashed diner-style burgers, grilled and crispy chicken sandwiches, wraps, salads, and an incredible lineup of appetizers. Kids’ meals, daily specials, local craft beers and signature cocktails round out an experience everyone can enjoy. From our laid-back atmosphere to our Big-Flavor menu, we’re proud to be the neighborhood spot for “Good Food, Great Times” over 30 years—and counting. For more information contact George Pasick at: gpasick@wingsetc.net https://wingsetcfranchise.com/
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Get the App COVER STORY: Camp Bow Wow
Pawsitive MoMentuM: HOw Camp BOw wOw’S BRand REfRESH and nEw mOdEl aRE UnlEaSHing nEw UniT gROwTH For over 20 years, Camp Bow Wow has been the gold standard in pet care, setting the benchmark for safety, fun, and reliable service in the $152 billion pet industry.
From Corporate Grind to Canine Champion For Tyler, the passion for Camp Bow Wow started, as it so often does, with a dog. “My introduction to Camp Bow Wow began over 13 years ago when my fourmonth-old Goldendoodle, Graham, required a dog daycare,” remembers Tyler. “I had heard great things about the downtown Nashville location, so I tried it out. It quickly became part of me and Graham’s daily life, especially as I was working in corporate finance and pulling long hours. Graham was always happy coming home from Camp.” This simple, powerful bond planted a seed. 10 Franchising MagaZinE Usa
Why Now Is the Time to Join the Pack The pet industry continues to see explosive growth, and Camp Bow Wow—with its new investment model, flexible real estate options, and compelling new brand identity—is poised for dominance in the industry. For both single and multi-unit operators looking for an opportunity, the timing couldn’t be better.
Tyler Keith, Multi-Unit Franchisee, with his dog Tucker
• Proven Demand: The foundational model is very successful, as evidenced by the rapid growth of owners like Tyler Keith.
But even an industry leader needs a fresh leash now and then. Recently, the iconic brand has rolled out its most significant transformation yet: a stunning brand refresh, a new business model, and a reduced investment range, all designed to make single and multi-unit ownership more accessible and profitable than ever. Driving this excitement is the success story of franchisees like Tyler Keith, a multiunit owner with three locations across Tennessee and Florida, who is already well on his way to securing plans for his fourth Camp in 2026. Tyler’s journey from corporate finance to multi-unit pet-care mogul is a testament to the enduring, recession-resistant appeal of Camp Bow Wow.
with the new model is strong testimony, taking advantage of 20 years of brand recognition and reinvigorating it with not only a fresh look but also a more streamlined investment strategy.
Ready to leave the demanding corporate world, Tyler sought a path that would give him entrepreneurial control and link him to something he truly loved. “Fast-forward a few years, when I was ready to leave the corporate world, I knew I wanted to be my own boss, and I have a deep love for dogs, so the Camp Bow Wow franchise was the clear answer,” he says. Tyler opened his first Camp Bow Wow in Mt. Juliet, a suburb of his hometown of Nashville in 2018. It was an instant success and confirmed he made a great decision. A few years later, he opened his second Camp in Chattanooga, Tennessee, a town close to his heart because of deep family ties. To further his multi-unit journey, in 2024, he expanded his portfolio with a third Camp in Jacksonville, Florida. Tragically, Tyler recently lost Graham,
who lived a full life of 13.5 years, but his legacy remains the foundation of Tyler’s enterprise. “Graham is the reason I found out about Camp Bow Wow and the reason I love it so much,” Tyler reflects. “We also have Tucker pictured on the cover, who is about to turn nine, and he’s such a good boy who loves Camp too!” Tyler’s trajectory from solo-camp success to a three-unit portfolio and the active pursuit of a fourth is precisely the one Camp Bow Wow hopes to replicate with its new growth strategy.
Welcome to Camp Life Camp Bow Wow is taking advantage of the huge demand in the pet segment by making strategic changes that significantly reduce the barriers to entry and enhance profitability for franchisees. The most visible change is a complete
• Real Estate and Design Flexibility: refresh of the brand. In mid-2025, Camp Bow Wow revealed a new logo, an exciting The new construction design allows for new tagline, and a stunning new design greater flexibility in real estate options concept for its camps, including a new and scalability in capacity. This design lobby that is bright, inviting, and optimized shift lets franchisees more easily and for the modern pet parent. This makes effectively source ideal locations in a for a strategic positioning wherein the variety of markets. More importantly, COVER stORy brand will be seen as forward-thinking the design is inherently flexible; it and sophisticated, appealing to a broader enables Camp owners to update and demographic of customers while retaining adjust dog capacity and infrastructure as its trusted, fun-filled spirit. their business and local market demand hoW camp BoW WoW’S Brand refreSh grow. Introducing Flexibility and and neW model are unleaShing neW • New Revenue Streams: The rising unit groWth Accessibility demand and evolving trends in the The most impactful changes for pet care industry have created new prospective franchisees come in the form opportunities for additional revenue, of the business model itself. The new Camp announcementS allowing Camps to successfully expand Bow Wow model has been specifically from the induStry their overall potential through a high designed for three crucial points: reduced adoption rate of these new services. investment, real estate flexibility, and “It’s been such a fun and exciting ride additional revenue streams. getting to be a multi-unit owner and having • Reduced Footprint, Lower Investment: a positive impact on so many dogs, their By strategically implementing value humans, and all of our staff that we have engineering alongside the innovation on our teams,” says Tyler. “I truly love of a reduced-footprint facility model, what I do, and I’m hoping to secure my we have significantly lowered the initial fourth location for a Camp in 2026. The investment range required to open more dogs that we get to play with, the a Camp. This critical cost reduction more positive impact we are making on makes this proven franchise opportunity dogs and their humans’ lives.” accessible to a wider pool of aspiring
camp BoW WoW
Pawsitive MoMentuM:
WhatS neW!
SaleS in the age of total tranSparency
Be curiouS, not Judgmental:
entrepreneurs.
Why the moSt SucceSSful Tyler’s ambition to open his fourth unit franchiSe oWnerS think like inveStorS, not conSumerS
• Increased Accessibility: The narrower range of investment and the smaller footprint model reduce the barriers to VOL 14,who ISSUE 1, JANUARY 2026 entry for qualified candidates want to scale up their businesses. • Modern Appeal: The new branding will ensure that Camps have a fresh, modern look and feel to prepare them for capturing the next generation of pet parents. As Tyler summarizes: “It’s all about the dogs.” In providing a premium, reliable service, the Camp Bow Wow opportunity is not merely running a business-it’s elevating the lives of pets and their people. If you’re an entrepreneur looking for a high-growth, recession-resistant industry with the backing of a revitalized, marketleading brand, Camp Bow Wow is ready to help you unleash your potential. Camp Bow Wow is seeking enthusiastic, driven individuals to join the next generation of Camp Bow Wow owners. With a model proven to work and exciting new incentives, now is the time to become part of the pack. Territories available nationwide. For more information on franchising opportunities with Camp Bow Wow, contact Mark L. Jameson, Chief Development Officer, at 214-346-5679 or Mark.Jameson@propelledbrands.com Franchising MagaZinE Usa 11
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health, fitneSS & Beauty franchiSeS Franchising MagaZinE Usa 1 The magazine for franchisees • WWW.franchisingmagazineUsa.com
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