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FRANCHISING WORLD
EDITORIAL
Publisher
Matt Haller
Associate Publisher
Jennifer Brandeen
Editor-in-Chief
Courtney Pettinella
MARKETING & PRODUCTION:
Creative Director
Heather Bartlow
Graphic Designer Catherine Marinoff
ADVERTISING & CIRCULATION:
Advertising Senior Director
Carly Wooley
Technology & Operations Director
Sara Williamson
Manager, Advertising Lauren Anderson
Franchising
For
Franchising
From the Desk of IFA President and CEO Matt Haller
The new year may be young, but it’s already been action packed for IFA in our mission to protect, enhance, and promote the franchise model now and for future generations. And now, we are thrilled to kick off the 2026 IFA Annual Convention! There is no other occasion that brings together the entire franchise community, and we look forward to three days of lasting impact as we discuss the ways franchising has evolved and how we are strengthening the business model together to carry it well into the future.
IFA has been hard at work to bring the incredible power of franchising into the spotlight — whether that’s through elevating members stories through the Franchise Means Local campaign, our expanded platforms and events with Franchise Update Media, or advocating for the bipartisan American Franchise Act to protect franchise owners for the long term.
Last month, IFA put franchising front and center on Capitol Hill when multiple franchise champions appeared before the U.S. House Small Business Committee, including Angie Katsanevas, better known as “Angie K,” founder and franchise owner of Lunatic Fringe salon and star of The Real Housewives of Salt Lake City, as well as incoming IFA Board member and Maryland-based franchisee Clement Troutman.
During the hearing, Angie and Clement highlighted the need for Congress to pass the American Franchise Act, which has strong bipartisan support in both chambers of Congress and would protect franchising for the long-term. This hearing became the talk of Washington and even the national news — bringing unprecedented mainstream attention to franchising and small business ownership.
Last month, in partnership with Oxford Economics, IFA released new research called the Value of Franchising, highlighting how franchising delivers stronger jobs, greater entrepreneurial opportunities, and deeper local community investment than other types of businesses. The data show that franchise employees see faster wage growth, more generous benefits, and higher retention than non-franchise employees. While we knew much of this to be true, the data and the stories together bring the reality of franchising to life.
Now, it is time to celebrate this powerful business model at the IFA Convention, featuring an all-star lineup of speakers, including Daymond John of Shark Tank, Codie Sanchez of Contrarian Thinking, Andrew Cathy of Chick-fil-A, and many more.
As we gather this year during our country’s 250th birthday, let’s take a moment to celebrate one of our nation’s oldest business models that is engrained into the fabric of our history. Our model is responsible for nearly 9 million direct jobs here at home, jobs that create better opportunities for people from all walks of life. Prioritizing spreading the message of franchising will unleash its power and allow more people to start their own journey toward the American Dream.
Thank you for all that you do for those you serve, and we look forward to supporting you in that journey!
Matt Haller President & CEO
IFA’S MISSION
The International Franchise Association protects, enhances and promotes franchising.
IFA’S VISION
The preeminent voice and acknowledged leader for franchising worldwide.
EXECUTIVE COMMITTEE
Sam Ballas, CFE East Coast Wings +Grill/ Sammy’s Sliders Chair
Gary Robins The G & C Robins Company Vice Chair
Dave Mortensen
Purpose Brands, LLC
Second Vice Chair
Mary Kennedy Thompson, CFE BNI
Immediate Past Chair
Bill Hall, CFE Treats Investment, LLC
Treasurer
Catherine Monson Propelled Brands Chair, IFA Foundation Board of Trustees
Meg Roberts Head to Toe Brands Vice Chair, IFA Foundation Board of Trustees
Jesse Keyser, CFE Keyser Enterprises Chair, Franchisee Forum
Emma Dickison, CFE Home Helpers Home Care Chair, Franchisor Forum
Abby Schmidt Paychex Chair, Supplier Forum Advisory Board
John Lancaster Choice Hotels International 2026 Chair, Diversity Institute Board
Rolf Lundberg
Choice Hotels International
Ned Lyerly, CFE Starheel Ventures, LLC
Daniel Mormino
InfinitiHR
Shelly O'Callaghan
International Dairy
Queen
David Ostrowe
O&M Restaurant Group
Todd Recknagel PCRK Group, National Envy Development
Al Rodriguez
Sport Clips
Nadia Sarangi IHG Hotels & Resorts
Jyoti Sarolia Ellis Hospitality Group
Karen Satterlee, CFE
Hilton Worldwide Holdings, Inc.
Heidi Schauer
The Wendy's Company
Michael Seid, CFE MSA Worldwide
Stephen Shields Express Employment
Joe Sieve
Omar Simmons Exaltare Capital Partners
Christine Son
Dine Brands Global
Jeffrey Sopp
Kensington Hill Partners
Cheryl Stanton BrightStar Care
Brad Stevenson Neighborly
Sam Tatevosyan
McDonald's Corporation
John Teza
Carolyn Thurston
Wisdom Senior Care
Clement Troutman
Tropical Smoothie Café
Larisa Walega, CFE Ziebart
Charles Watson
Richard Weissman
The Learning Experience
Steve White, CFE PuroClean
Gabby Wong
FranConnect
Tom Wood
Floor Coverings International
Tony Zaccario
Stretch Zone
MORE THAN A JOB It’s Your Future.
Franchise Ownership Means Freedom, Proven Success, and Unmatched
A Roofing Business Built for Growth
Bumble Roofing brings quality, professional and affordable roofing solutions to homeowners through a simple process offering high ROI potential.
The First Irrigation Franchise
Founded on the principles of water conservation, Conserva is an eco-friendly franchise opportunity with recurring revenue streams serving both residential and commercial properties.
Smart Investment. Real Impact.
Koala Insulation is a rewarding business in a booming $50 billion industry, all while making a real difference for homeowners and the environment.
The Leader in Landscape Lighting
A full-service outdoor lighting company transforming homes and businesses after dark, OLP is a low-investment opportunity with multiple recurring revenue streams.
Bumble
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Fast, reliable SBA loan pre-approvals franchisors can trust.
99.6% OF FRANFUND PRE-APPROVALS FUND ONE CAPITAL PARTNER, EVERY SOLUTION
Smart capital solutions and a full spectrum of options, structured to align with franchise brand standards.
EXPERT OVERSIGHT AT EVERY STAGE FASTER GROWTH, NATIONWIDE COVERAGE
Hands-on guidance that reduces friction, strengthens deals, and drives approvals.
ROBS combined with SBA accelerates timelines, supported by 100+ lenders across all markets and geographies.
PROVEN GUIDANCE. REAL GROWTH.
by over 800 franchisors –3 years in a row
PEOPLE & NEWS
Top 5
People ON THE MOVE
Justin Ghadery
EverSmith Brands has appointed Justin Ghadery as chief executive officer.
Wei Manfredi
Wei Manfredi is now the senior vice president of AI and architecture for IHG Hotels & Resorts.
Steve Kennedy
Steve Kennedy is now the chief marketing officer for Marco’s Pizza
Christina Parsons
United Franchise Group has appointed Christina Parsons as chief intelligence officer.
Cathy Tang
Cathy Tang is now chief legal officer of Qdoba
Brands Expanding
JETSET Pilates has opened two studios in Philadelphia. These dual openings, in the city’s Graduate Hospital neighborhood and in Haverford along the Main Line, mark the first phase of a planned 12-studio regional expansion, bringing JETSET’s signature Pilates experience to communities across Greater Philadelphia.
Celebree School marks its debut in Wisconsin, with the first location in a multi-unit signed agreement set to open in fall of 2027. Owned and operated by Arpita and Snehasish Maity, the new schools aim to nurture, educate, and empower children while supporting families. Arpita brings a strong background in technology, operations, community engagement, and early learning, along with a bachelor’s degree in art. Snehasish serves as the Chief Information Officer at Fincantieri Marine Group, where he leads major digital transformation and innovation initiatives. Together, the Maity family is committed to bringing high-quality early education to their communities.
Kilwins ended 2025 with significant growth, opening 19 new locations, entering a new market and achieving a 10 percent year-over-year increase in total store count. With 31 new franchise agreements signed and 187 stores across 29 states, the brand enters the new year with strong momentum. Earlier in Q4, the brand opened locations in Dallas, Texas, owned by franchisee Shaikh Kadar, and in Emerald Isle, N.C., owned by franchisee Paul Musco. In December alone, Kilwins expanded its presence across a variety of key markets, opening seven new locations in Ocala, Fla., Northville, Mich., Willis Square, Ga., Canton, Ga., Arlington, Va., Webster Groves, Mo., and Boca Raton, Fla.
Express Employment Professionals closed out 2025 with 54 new and resale franchise agreements, bringing the system to nearly 900 locations worldwide. Over the course of the year, Express hosted 12 Discovery Days, providing prospective owners an in-depth look at the brand’s mission to connect businesses with qualified talent and job seekers with employment opportunities. These events resulted in 38 new franchisees joining the system, while five existing franchise owners expanded their portfolios by acquiring additional locations, signaling continued confidence in the Express franchise model.
Mergers & Acquisitions
Transom Capital Group, a Los Angeles–based private equity firm specializing in operational transformation, has acquired WellBiz Brands, Inc. (Drybar, Elements Massage, Amazing Lash Studio, Fitness Together, and Radiant Waxing). The partnership brings new investment and deep operational expertise to accelerate WellBiz’s growth, improve profitability, enhance franchisee support, and further strengthen its franchisee system.
Franchising Gives Back
Kiddie Academy Educational Child Care has announced a new sponsorship of Johns Hopkins Children’s Center, which includes a $100,000 donation to the center’s child life department and a commitment to staff volunteer opportunities.
Founded in 1912 as the children’s hospital at Johns Hopkins, Johns Hopkins Children’s Center offers one of the most comprehensive pediatric medical programs in the country, with about 65,000 patient visits and 9,000 admissions each year.
Kiddie Academy’s donation will directly support the child life department at Johns Hopkins Children’s Center, which will use the funds to develop resources and staffing focused on providing developmental and emotional support as well as therapeutic play to pediatric patients being seen at the Children’s Center for radiology procedures. Kiddie Academy corporate employees will also volunteer at different events and activities throughout the year.
PEOPLE & NEWS
Awards & Honors
British Swim School gathered with their system of 200 franchise owners, operators, and team members in Dallas, Texas, for its annual convention held November 12–14. Throughout the three-day event, franchisees participated in interactive workshops, strategic planning sessions, and peerto-peer learning designed to strengthen day-to-day operations while keeping the mission front and center. A highlight of the convention was the presentation of British Swim School’s annual awards, recognizing franchise owners who set the bar through strong leadership, service, and operational excellence, elevating both their communities and the system as a whole. Winners include:
• Rita Goldberg Legacy Award –Amy Joyner
• BSS Gives Back Award – Joel & Marnie Gannon
• Ripple Effect Award – Freddy & Susie Hunt
• Fastest Off the Block Award –Gerald Vetter & Ivette Ferrero
All 19 of Neighborly®’s North American franchise brands have once again been recognized on Entrepreneur’s 2026 Franchise 500® ranking. This marks the second consecutive year every eligible Neighborly franchise brand has been recognized on the industry’s most comprehensive and competitive franchise list. The achievement reflects Neighborly’s continued momentum and the strength of its diversified portfolio, spanning repair, maintenance, restoration and home improvement services. Notably, seven Neighborly brands — Aire Serv, Dryer Vent Wizard, Glass Doctor, Mr. Electric, Mr. Rooter Plumbing, Precision Garage Door Service and Real Property Management — earned the No. 1 ranking in their respective franchise categories.
United Franchise Group™ (UFG) is celebrating five of its brands that are recognized among the top franchises in Entrepreneur’s Franchise 500 — Transworld Business Advisors, Signarama, Office Evolution, Fully Promoted, and Exit Factor. These brands were selected for outstanding performance in areas including unit growth, financial strength and stability, operational and marketing support, and brand power.
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NO EQUITY SOLD / NO DEBT TO REPAY
Cheba Hut Founders / Management realize a massive liquidity event while retaining 100% ownership control
Diversified Royalty Corp’s (“DIV”) innovative royalty structure allowed Cheba Hut to:
• Retain 100% ownership & control
• Continue controlled, sustainable growth
• Keep their brand soul intact for decades to come
Zero impact on franchisee relations as there is no change in control. Sell incremental EBITDA to DIV based on a pre-determined formula to all for annual monetizations.
Cheba Hut is a fast-casual, cannabis-themed toasted sub sandwich chain, with 79 locations, operating in 20 states.
We’d been approached by private equity funds numerous times over the past decade. DIV understands that leaving us in control keeps us in the best position to sustain growth and care for our crew, partners, and customers — just like we have since 1998.
— Scott Jennings, Founder, Cheba Hut
Contact – Greg Gutmanis | Ron Feldman info@diversifiedroyaltycorp.com
FROM THE BACK ROW TO THE GAVEL
By IFA Staff
East Coast Wings founder Sam Ballas
reflects on a 20-year franchising journey—and his vision as chair of the
IFA Board of Directors.
“H
ow cool is this — to be part of the rank-and-file franchising world for more than 20 years, navigate through the noise, build a brand, stay true to my goals and strategy — to becoming the chair of the board?”
From a career that began in finance then spanned into commercial real estate investments to transforming a local restaurant into one of the region’s most highly acclaimed casual dining franchises, it’s been quite a professional journey for the 60-year-old Ballas.
As the Founder and CEO of East Coast Wings + Grill and Sammy’s Sliders, Ballas recalls looking for information on the internet about how to franchise when he came across IFA’s website.
“I called Washington, D.C. to learn more about what the IFA does to help franchise systems, and I got invited to come to my first IFA convention in 2006 — right after I became an IFA member in 2005. I didn’t know anybody. In exactly 20 years, I’ve gone from the back row of a breakout session to have the honor in holding the gavel in the IFA Board room.”
In two decades, it’s all come full circle.
An early career in financial advisory and real estate brokerage taught Ballas the importance of a sound business strategy and strategic planning. His franchising journey began in 2001 when he acquired a locally owned wing restaurant in Winston-Salem, and East Coast Wings + Grill was born.
From the beginning, Ballas’ goal was an experience that welcomed families and sports fans alike, with a menu focused on legendary Buffalo-style wings and a family-friendly atmosphere that felt inviting to everyone. “I wanted to transform it from a beer joint to a dining experience,” he recalls.
Ballas worked hard to reimagine the décor, expand the menu, and make East Coast Wings + Grill a full-service dining destination. With close to 40 locations across five states in the Southeast, it’s clear he succeeded.
In late 2023, as the COVID-19 pandemic faded, Sammy’s Sliders was born, with locations in Winston-Salem and Kernersville, and with additional growth throughout 2025 in the Triangle region. According to IFA’s 2025 Franchising Economic Outlook, North Carolina ranks among the top 10 fastest-growing states for franchise growth.
With his deep roots in finance and real estate, Ballas is a numbers man heavily driven by both EBITDA (earnings before interest, taxes, depreciation, and amortization) and unit-level economics. He does not believe in "ballpark" figures, and calls EBITDA the "ironclad benchmark" and predictive model used to measure and plan for the company's future. “I’m laser focused on the details and the nuts and bolts,” he said.
Ballas’ other north star is putting franchisees in a position to succeed, emphasizing operational tools and a focus on unit-level economics. “I truly believe in creating environments where others can thrive,” he said.
Ballas has always been interested in sharing his experience with others on their own franchise journey, which inspired him to found a franchise coaching and investment firm called ZorAbility in 2016. Based in Winston-Salem, ZorAbility provides financial and investment strategies, primarily to emerging franchise brands. Ballas calls it his “passion project.”
In 2024, Ballas co-founded Dine Growth Group (DGG), a franchise sales organization established to support the growth of restaurant brands. DGG's model emphasizes sustainable, relationship-driven growth and aims to help brands flourish in a competitive landscape.
Ballas is committed to responsible franchising, recalling writing the first Uniform Franchise Offering Circular (UFOC) — now known as the Franchise Disclosure Document (FDD) — in his basement by hand before bringing the 200-page document to his franchise attorney.
“I’m built a little different. I’ve got to dig into the details and really understand the mechanics.”
Above all, for Ballas, franchising means family. “I have been married 33 years, and my spouse is my comptroller. I see her every day at the office. I am a CEO who gets paid by my wife. My son has also decided to get out of the corporate structure and become an East Coast Wings + Grill franchisee, and my three daughters are engaged at the unit level or managing pieces of our social media,” he said. “My ecosystem is unique.”
During a conversation in the fall of 2025, Ballas was already thinking about his convention speech in Las Vegas at the upcoming IFA Convention in February. “I am the emerging brand story, and that is where my passion lies.
I had an idea that was working, and then franchising helped me grow it. IFA helped me reach the next level.”
“I’m very methodical, patient and laser-focused on the right plan.”
Asked about his vision as IFA’s chairman, Ballas is bullish. “I have participated in IFA for 20 years now. Under {IFA President and CEO} Matt Haller’s leadership, we are the best positioned that I have ever seen.”
Ballas specifically cites Haller’s “approachability” for emerging brands.
Other goals for the coming year include elevating the new IFA web site, as well as highlighting an important — and, in Ballas’ view, under-talked about — phase in the franchising journey: the re-emerging class.
“Franchising goes through four steps: emerging stage, re-emerging stage, then growth and then mature. During the re-emerging phase, you make mistakes, lose locations, pick wrong franchise owners, hire wrong talent. Then you fix all that, and you re-emerge stronger, better, and more responsible for it. I’d like to put attention on that re-emerging phase and ensure we help brands navigate it.”
Of course, Ballas is laser-focused on advocacy and the bipartisan American Franchise Act, the landmark legislation locking in a clear, franchising-specific joint-employer standard to end years of regulatory whiplash that has raised costs and legal risk for brands and local owners.
“How cool is it to have legislation potentially become law that the IFA helped develop? It’s an open window of opportunity. It changes the dynamic of our voice,” Ballas said. “With the American Franchise Act, not only are we addressing joint employer for the long-term viability of franchising, but we’re establishing franchising as a critical voice in Washington. Success on the AFA creates opportunities in the future. It changes our perception and how the franchise community is treated in D.C.”
THE 2026 IFA BOARD OF DIRECTORS
Sam Ballas, CFE East Coast Wings + Grill/ Sammy’s Sliders Chair, IFA Board of Directors
Bill Hall, CFE Treats Investments, LLC Treasurer
Catherine Monson Propelled Brands Chair, IFA Foundation Board of Trustees
Meg Roberts Head to Toe Brands Vice Chair, IFA Foundation Board of Trustees
Jesse Keyser, CFE Keyser Enterprises Chair, Franchisee Forum
Gary Robins The G & C Robins Company Vice Chair, IFA Board of Directors
Abby Schmidt Paychex Chair, Supplier Forum Advisory Board
Emma Dickison, CFE Home Helpers Home Care Chair, Franchisor Forum
Mary Kennedy Thompson, CFE BNI Immediate Past Chair, IFA Board of Directors
Dave Mortensen Purpose Brands, LLC Second Vice Chair, IFA Board of Directors
Tushaar Agrawal Marriott International
Jerry Akers Great Clips & The Joint
Tiffany Atwell Ecolab
Tom Baber IHOP / Money Mailer
Marcus Banks Wyndham Hotels and Resorts, Inc.
Bill Bode Planet Fitness
Branded Management
Mitch Cohen Jersey Mike’s Subs; Sola Salon Suites
Ashley Coneff, CFE Inspire Brands
Adam Contos Area 15 Ventures
John Crawford Jani-King International, Inc.
Randy Cross Fish Window Cleaning
Kimberly Crowell Kalo Companies
Steve Danon Restaurant Brands International
Lynette Eaddy Smith Chick-fil-A, Inc.
Clint Ehlers FASTSIGNS of Willow Grove, PA and Cherry Hill, NJ,
Tim Evankovich Oasis Senior Advisors Franchise System, LLC
Harvey Homsey, CFE Express Employment International
Earsa Jackson, CFE Clark Hill Strasburger
Tam Kennedy Twin City TJs
Charles Keyser Neonwax, LP
Aslam Khan Falcon Holdings
Kevin King Donatos Pizza
Ali Kraus Benetrends Financial Chair, Women’s Franchise Committee
John Lancaster Choice Hotels International Chair, Diversity Institute
Rolf Lundberg Choice Hotels International
Ned Lyerly, CFE Starheel Ventures, LLC
Daniel Mormino InfinitiHR Vice Chair, Supplier Forum Advisory Board
Shelly O’Callaghan International Dairy Queen
David Ostrowe O&M Restaurant Group
Todd Recknagel PCRK Group, National Envy Development
Al Rodriguez Sport Clips
Nadia Sarangi IHG Hotels & Resorts
Jyoti Sarolia Ellis Hospitality Group
Karen Satterlee, CFE Hilton Worldwide Holdings, Inc.
Heidi Schauer The Wendy’s Company
Michael Seid, CFE MSA Worldwide
Stephen Shields Express Employment Vice Chair, Franchisee Forum
Joe Sieve
Omar Simmons Exaltare Capital Partners
Christine Son Dine Brands Global
Jeffrey Sopp Kensington Hill Partners
Cheryl Stanton BrightStar Care
Brad Stevenson Neighborly
Sam Tatevosyan McDonald’s Corporation
John Teza
Carolyn Thurston Wisdom Senior Care
Clement Troutman Tropical Smoothie Café
Larisa Walega, CFE Ziebart
Charles Watson Richard Weissman The Learning Experience
Steve White, CFE PuroClean
Gabby Wong FranConnect
Tom Wood Floor Coverings International Vice Chair, Franchisor Forum
Tony Zaccario Stretch Zone
HALL OF FAME AWARD
GREG FLYNN
Founder, Chairman & CEO, Flynn Group LP
he IFA Hall of Fame Award is the association's most prestigious and oldest award presented to an IFA member who has contributed significantly to the advancement of franchising and the franchising community. The 2025 recipient is Greg Flynn, Founder, Chairman & CEO of Flynn Group LP.
When I founded Flynn Group in 1999, I could never have predicted just how far this journey would take us. What began as a bold leap of faith has grown into the largest franchise operation in the world, with more than 2,900 Applebee’s, Taco Bell, Panera, Arby's, Pizza Hut, Wendy’s, and Planet Fitness locations across 44 states and now, three countries. Today, our brands generate over $5 billion in annual sales and create meaningful work for more than 78,000 people. To lead this organization is not just a responsibility — it is the privilege of my lifetime.
that we never lose sight of the “own it” mentality that drives high-performing teams.
I’ve often said that our 27 year story reads like a book, and now we’re writing chapter four. Chapter one began with Applebee’s — eight locations and a vision that demanded grit, patience, and belief. Chapter two expanded our portfolio into brands that reflected the broader restaurant experience, welcoming Taco Bell, Arby’s, Panera, Pizza Hut, and Wendy’s. Chapter three took us beyond restaurants and beyond borders, driving growth into adjacent categories and international markets, including Australia and New Zealand.
Franchising, to me, represents one of the most powerful engines of opportunity ever created. It is a business model rooted in partnership, aspiration, and shared success. At Flynn Group, we’ve always placed two priorities above all else: attracting and retaining exceptional people and providing world-class support for our operators. Our real differentiator — the secret sauce that fuels our culture — is the deep trust and empowerment we extend to our teams. When people feel ownership, when they are encouraged to lead, innovate, and grow, excellence naturally follows.
While expansion is a natural indicator of success, we’ve built Flynn Group on a different belief: greatness isn’t defined by getting bigger, but by getting better. That mindset of continuous improvement, relentless accountability, and a commitment to raising the bar, anchors our organization. It strengthens our partnerships, sharpens our focus on daily operations, and ensures
Chapter three is defined not only by scale, but by potential with our new Flynn Growth division which will focus on partnering with concepts on the verge of exponential growth. Through Flynn Growth, we’re channeling nearly three decades of experience into emerging brands like 7 Brew, which we’ve committed to developing 160 new locations with. The possibilities ahead are limitless, and we’re energized by the opportunity to help shape what their next chapters can become.
Receiving the Hall of Fame Award from the International Franchise Association is deeply humbling. It is one of the most meaningful honors in our industry, but I see it primarily as a testament to the thousands of people who have helped build Flynn Group over the years. My work has always been about people — those who work beside us, partner with us, and place their trust in us.
Building organizations that empower individuals, strengthen communities, and expand opportunity remains my driving purpose. As we continue writing this next chapter, that mission will stay at the center of everything we do.
Congratulations, Flynn Group Founder, Chairman and CEO,
Greg Flynn
We’re proud to partner with one of the industry’s very best on this truly well-earned IFA Hall of Fame induction.
ENTREPRENEUR OF THE YEAR AWARD
LEN FISCHER
Founder and Chairman of the Board, Benetrends Financial
he Entrepreneur of the Year Award is presented each year to an individual who exemplifies the “entrepreneurial spirit,” which is a key element of franchising. The 2025 recipient is Len Fischer, founder and chairman of the board, Benetrends Financial.
Len Fischer’s career has been defined by a belief that access to capital should not stand in the way of entrepreneurship. For more than four decades, he has worked to expand opportunity for aspiring business owners, reshaping how franchising is funded and opening doors for tens of thousands of entrepreneurs.
Fischer’s journey began with a realization that many qualified, capable individuals were sidelined by a system that limited how retirement funds could be used. Despite having experience, vision, and drive, prospective business owners often lacked access to startup capital without taking on early debt. Drawing on his background as an ERISA attorney, Fischer pioneered the Rollovers as Business Startups (ROBS) funding strategy, creating a compliant, tax-advantaged way for entrepreneurs to invest their retirement funds into starting or purchasing a business.
solution across franchising, fundamentally expanding access to business ownership and reshaping how startups are financed.
For Fischer, the impact has always mattered more than the recognition. “To say I’m overwhelmed by this award would be an understatement,” he shared.
“But the real success is knowing there are tens of thousands of people in business today who might not have been able to do so without this program.”
Those who work alongside him describe a leader deeply committed to both innovation and people. “Len has an unmatched ability to stay excited about entrepreneurship,” said Michael Minitelli, Chief Development Officer at Benetrends. “He believes in what he created and in the people it serves, and that passion is contagious.”
Rocco Fiorentino, President and CEO of Benetrends, echoed that sentiment. “Len never lets anyone give up on their dream,” Fiorentino said.
“He’s one of the most visionary people I’ve ever met, and his impact on franchising is unmatched.”
At the time, the concept was unconventional and met with skepticism. It required years of education, advocacy, and persistence to gain acceptance across regulatory, lending, and franchising communities. Fischer remained steadfast, driven by his belief that responsible access to capital could change lives.
That belief has helped more than 30,000 entrepreneurs fund businesses through Benetrends, many of whom may not have otherwise had the opportunity to pursue ownership. Today, ROBS is a widely recognized funding
Behind the scenes, Fischer’s wife and business partner, Cheryl Fischer, has been with him from the beginning, helping educate entrepreneurs and build Benetrends into a trusted leader in franchise funding. Together, they have demonstrated that belief, integrity, and persistence can build something lasting.
As the first supplier to receive the IFA Entrepreneur of the Year Award, Fischer’s recognition reflects not only a personal milestone, but the enduring influence of his work on franchising as a whole. His legacy is measured not just in innovation, but in the thousands of businesses, livelihoods, and dreams made possible along the way.
RONALD E. HARRISON DIVERSITY AWARD
OMAR SIMMONS
Managing Partner
Exaltare Capital Management RAYNYA
h Ronald E. Harrison Diversity Award
highlight organizations or individuals that have made significant contributions to diversity in franchising, whether it be through their organization or on a larger scope. Omar Simmons, managing partner and Raynya Simmons, marketing strategist for Exaltare Capital Management are the 2025 recipients of the Ronald E. Harrison Diversity Award.
SIMMONS
Marketing Strategist
Exaltare Capital Management
professional, entrepreneur, and philanthropist. She is passionate about creating opportunities for others while inspiring individuals to become their best selves through meaningful connection, spiritual renewal, and creating joy. When time allows, Raynya supports strategic marketing initiatives at Exaltare Capital Management, while primarily focusing her leadership, organizational, and operational expertise on managing Team Simmons.
Omar L. Simmons is an entrepreneur, private equity investor, husband, and father. He is the founder and president of Exaltare Capital Management (ECM), a consumer-focused investment firm with a diversified portfolio of franchise and multi-unit businesses. Omar currently serves as Chairman of the Board of the franchisor UniK Wax, the largest Good Feet Store franchisee, and a leading Urban Air Adventure Park franchisee. He is also the founder, former CEO, and Executive Chairman of ECP-PF, one of the largest Planet Fitness franchise platforms, which grew to more than 100 locations across North America before the sale of a controlling stake in 2021.
Over the course of his career, Omar has closed private equity transactions totaling more than $2.6 billion in aggregate value. Prior to founding ECM and ECP-PF, he worked at several leading private equity firms, including Windjammer Capital Investors and Summit Partners. Omar graduated from Princeton University and Harvard Business School, with honors. At Princeton, he was co-captain of the men’s track team and an Olympic Trials quarterfinalist. A proud Boston native, he remains an avid supporter of the Celtics, Red Sox, and Patriots.
Raynya Simmons is a devoted wife and mother, accomplished singer, marketing and public relations
Raynya proudly served the City of Boston during the Menino administration and built a strong foundation in advertising through her work at Leo Burnett’s urban advertising agency, Vigilante, and at Burrell Communications Group, a leading multicultural firm in Chicago.
Among Raynya’s most notable accomplishments was being selected to sing on Oprah Winfrey’s 21-Day Mediterranean Harpo Cruise, singing the national anthem at a Red Sox game and opening for James Taylor at the Boston Arts Academy annual gala HONORS 2024. Raynya played a pivotal role in helping build one of the nation’s largest Planet Fitness franchise platforms along with her husband, Omar. Above all, Raynya considers raising three independent, faith-centered sons her greatest achievement.
Together, Omar and Raynya Simmons are deeply committed to service and philanthropy, supporting Christian ministries, the arts, education, and racial justice organizations. They share a strong belief in the power of entrepreneurship as a pathway to opportunity and economic mobility. In partnership with the International Franchise Association, they co-founded the Franchise Ascension Initiative (FAI) to expand access to franchising, cultivate diverse franchisee talent, and help build generational wealth in underrepresented communities.
WILLIAM ROSENBERG FOUNDATION LEADERSHIP AWARD
JEFFREY KOLTON
amed in honor of the man whose vision and leadership led to the creation of the IFA Foundation, the William Rosenberg Leadership Award is presented each year to an individual with outstanding contributions and leadership in advancing the mission of the IFA Foundation. The 2025 recipient of this award is Jeffrey Kolton, founder & principal at Franchise Market Ventures, LLC.
In the world of franchising, where personal stories and entrepreneurial spirit often take center stage, Jeffrey Kolton has spent over 35 years ensuring that those stories are backed by the weight of undeniable truth. This year, the International Franchise Association proudly recognizes Jeffrey Kolton with the William Rosenberg Foundation Leadership Award, honoring a man who transformed the industry from one based on anecdotes into one built on empirical excellence.
Reflecting on the honor, Kolton is characteristically humbled. "Franchising is an amazing industry," he notes. "Everyone is fun, they work together, and they want to educate the world about their impact. I have been privileged to meet its members, travel the world, and make lifelong friends." This sense of community has been the backdrop of a career dedicated to protecting the very model that fosters such connections.
Kolton’s journey to becoming a pillar of the IFA was guided by two pieces of parental wisdom from his vibrant 92- and 93-year-old parents. From his mother, he learned to "be nice to everyone," a vital trait in a sector where people and positions move frequently. From his father, he took the anatomical lesson: "You were born with two ears and one mouth — use them proportionally."
that led Kolton to identify a critical vulnerability in the 1980s: the franchise sector lacked credible, objective data. Inspired by Sherlock Holmes’ maxim that "it is a capital mistake to theorize before one has data," Kolton abandoned a successful legal career at DLA Piper to found FRANdata Corporation in 1989. He understood that without data, advocates are prone to "insensibly twisting" facts to fit theories.
This dedication to empirical truth saved the industry during high-stakes legislative battles. Appearing before the U.S. Congress twice on behalf of the IFA, first in 1992 at the LaFalce hearings to refute attempts to dismantle the Franchise Rule and later with his "Item 20 Turnover Study." Finally, his authoritative "Franchising in the Economy" study became the industry’s shield against regulatory overreach. He also worked directly with the SBA to create the Franchise Registry, a move that unlocked financing for countless franchisees. Kolton also testified before the FTC, allowing the ophthalmic industry to franchise.
Beyond the numbers, Kolton’s leadership within the IFA has been foundational. As Chairman of the Supplier Forum and an IFA Board member, he mediated complex disputes over dues and secured greater representation for suppliers. His creative philanthropy led to the founding of the Summer Wine Auction, which raised over $700,000 for the IFA Educational Foundation.
Today, as a Principal at Franchise Market Ventures, LLC, Kolton remains a mentor and a historian for the next generation. By honoring him with the William Rosenberg Foundation Leadership Award, the IFA recognizes a leader who taught the industry not just how to fight for its future, but how to win — by educating others and letting the data speak for itself.
WOMEN’S LEADERSHIP AWARD
EMMA DICKISON
CEO & President, Home Helpers
he Women’s Leadership Award was created to recognize a woman who consistently demonstrates expertise and professionalism throughout her field, as depicted through the growth of her business, service to community and the mentorship she provides to other women in franchising. The 2025 honoree is Emma Dickison, CEO & President, Home Helpers Home Care.
For Emma Dickison, leadership has never been about standing at the front of the room — it's about standing alongside the people who make the work possible.
That's why receiving the 2025 IFA Women's Leadership Award feels less like a personal achievement and more like a shared celebration with the mentors who invested in her, the franchisees who trusted her vision, the caregivers who inspired her, and the team members who've shaped her journey throughout her 30+ years in franchising.
Emma's connection to franchising started with a leap of faith as a single mom in 1990, when she joined Blockbuster Video at approximately 150 locations. Over 14 years, she was part of the growth into a global powerhouse with more than 8,800 locations and over $1 billion in annual sales.
When Emma joined Home Helpers in 2007, she brought close to two decades of franchise experience — and something deeper: personal caregiving experience. Having helped care for aging loved ones beginning in elementary school and continuing into adulthood, Emma knew firsthand the challenges families face.
"This work is personal for me," she shares. "I've lived it."
To continue to educate herself within the franchise industry, in 2009, Emma earned her Certified Senior Advisor (CSA) credential. A year later, she earned her Certified Franchise Executive (CFE) designation.
Over the last 18 years, Emma has guided Home Helpers through record-breaking growth to serve over 1,500 communities across 40 states and one province in Canada with more than 385 franchises. Through 2025 alone, the network awarded 41 new territories and opened 32 new offices.
But for Emma, the numbers tell only part of the story.
"What keeps me going isn't the growth — it's the
people," she says. "It's hearing from a franchisee who just helped a family navigate one of the hardest seasons of their life. That's what this is really about."
Emma's leadership is grounded in a simple belief: innovation should always serve people. That's why she's championed programs like Direct Link™, a 24-hour monitoring system that helps seniors stay safe at home, and Cared4SM, a comprehensive care program that includes wellness checks, meal and nutrition planning, and 24-hour monitoring providing peace of mind for clients and families even when a caregiver is not in the home.
"Caregivers are everything," Emma says. "If we're not supporting them, we're not doing our job."
When COVID-19 hit, Emma had just stepped into leading the Home Care Association of America (HCAOA) Board of Directors. The first priority was advocating policy changes to protect caregivers and clients. "We had to show up for our people," Emma says simply. "That's what leadership is."
As a woman leading a franchise organization where more than 50 percent of franchisees are women, Emma serves on the Board of Directors for the International Franchise Association (IFA) and has been recognized with multiple awards, including The Crystal Compass Award from The IFA Women's Franchise Committee (WFC), which recognizes individuals who exemplify leadership and have made significant contributions to franchising, and Home Health Care News Executives to Watch.
But when asked about her proudest accomplishment, Emma doesn't mention the accolades.
"It's the relationships," she says. "It's the franchisees who call to share good news. It's the caregivers who feel valued. It's the families who tell us we made a difference. That's what I'm most proud of."
For Emma, receiving the IFA Women's Leadership Award is a reminder of the people who've made her journey possible. "This award is a tribute to them — and a reminder of a guiding principle I learned from my dad: 'You must always work hard to do things right, and you must always do the right thing.
Home Helpers® Home Care celebrates CEO & President, Emma Dickison
Congratulations, Emma, on being honored with the prestigious IFA Women's Leadership Award! Your visionary leadership, unwavering dedication to caregivers and families, and commitment to the people who make the work possible are truly inspiring. This well-deserved recognition celebrates your remarkable journey through 30+ years in franchising and the transformative impact you've had on the home care industry, the Home Helpers® franchise family, and the communities you proudly serve.
Here's to your extraordinary achievements and the bright future you're shaping for generations to come — empowering caregivers to provide exceptional care and helping families navigate life's most challenging seasons with dignity and support.
Know What’s Working
Understand Your Marketing ROI and Drive More Revenue
We hear it every year: advertising is getting more and more expensive, while franchisors are left wondering how to reach revenue goals. To maximize their return, business owners need to understand if their marketing is working, why it’s working–or isn’t–and how to get more out of their marketing spend. Success may look different for every owner, but franchisors and franchisees seeing the most success know which marketing channels deliver revenue and maximize results.
Not All Leads Are Created Equal
While generating leads is important, it’s important to recognize that lead quality significantly impacts your bottom line. Focusing solely on cost-per-lead (CPL) provides an incomplete picture. To truly optimize your marketing spend, you need to understand:
ⅼ Lead Value: Which leads are most likely to convert into paying customers?
ⅼ Revenue Generation: Which leads ultimately drive the most revenue for your business?
ⅼ Return on Investment (ROI): Which marketing channels deliver the highest return on your investment?
By analyzing these factors, you can identify and prioritize high-value leads, ensuring that your marketing efforts are focused on attracting the right customers.
Connecting Marketing Metrics with Revenue
Integrating your marketing data with revenue data provides valuable insights into the ROI of each advertising channel. It’s important to consider that a higher CPL may sometimes be justified if the channel generates a higher volume of qualified leads or leads with a higher customer lifetime value.
For example, a channel with a lower CPL might generate a high volume of leads, but if those leads have a low conversion rate, the overall ROI may be lower than a channel with a higher CPL but a higher conversion rate.
By analyzing lead cost, conversion rates, and revenue generated by each lead, you can make data-driven decisions to optimize your marketing spend and drive revenue growth.
Integrating Your Marketing and Revenue Data: A Powerful Combination
Marketing agencies delivering the most value for their customers are now leveraging technology to bridge the gap between marketing activities and revenue outcomes. By integrating marketing data with a franchise’s Customer Relationship Management (CRM) system, businesses gain a comprehensive view of their marketing ROI. For example, Scorpion offers a revenue dashboard and roll-up reporting that provides franchise businesses with valuable insights into the effectiveness of their marketing efforts. Scorpion integrates with leading CRMs, like ServiceTitan, to further enhance this capability by providing robust metrics and reporting.
Roxanne Conrad, Chief Operating Officer of Premium Service Brands, highlights the value of this integration: “The integration between Scorpion and ServiceTitan has been tremendously impactful for us.”
This one-of-a-kind partnership between Scorpion and ServiceTitan empowers franchise owners with a centralized view of their data, enabling them to make informed decisions and maximize their marketing strategies and investments.
Using Data to Drive Continuous Improvement
By connecting marketing metrics with revenue data, you can gain a deeper understanding of your marketing performance and identify areas for improvement. This allows you to:
ⅼ Optimize Budget Allocation: Invest in the channels that deliver the highest ROI.
ⅼ Enhance Marketing Strategies: Refine your campaigns based on data-driven insights.
ⅼ Improve Operational Efficiency: Identify and address bottlenecks in the customer journey.
Courtney Spain, Director of Marketing at Premium Service Brands, emphasizes the transformative impact of this data-driven approach: “The partnership with Scorpion and ServiceTitan has really revolutionized the way that our franchisees have access to their metrics and their data.” By focusing on revenue generation and analyzing integrated data, franchisors can have greater transparency in performance, allowing them to create hyper-local marketing strategies for franchisees. This approach can make it easier to scale marketing efforts across locations and realize results.
BUILDING WHAT’S NEXT: LEADERSHIP, LEGACY, AND A NEW ERA FOR WOMEN IN FRANCHISING
By Ali Kraus, CFE, Benetrends Financial and Chair of the Women’s Franchise Committee
This past year marked my second year serving as vice chair of the Women’s Franchise Committee (WFC), working alongside Larisa Walega.
Stepping into that role gave me a front-row seat to both the strength of what has already been built and the responsibility that comes with moving it forward. It was a year of listening, learning, and intentionally asking how we continue to evolve while staying rooted in the mission that has defined the WFC for decades.
Before looking ahead, it’s important to acknowledge the foundation that made this moment possible.
Larisa’s impact on the WFC cannot be measured by a single term as Chair. She has been a committed member of this committee for more than ten years, and her leadership has shaped not just our programming, but our culture. She brought discipline, thoughtfulness, and long-term vision to a group that spans brands, roles, and experiences across franchising.
Under Larisa’s leadership, the WFC introduced meaningful initiatives that strengthened both our identity and our reach. From refreshing our brand and messaging to launching Take the Lead Tuesday webinars, she ensured the committee stayed relevant, visible, and grounded in purpose. Perhaps most importantly, she helped formalize how we listen. Strategic planning sessions, task forces, and satisfaction surveys became part of our rhythm, not just checkboxes, but tools to ensure we were serving the community effectively and thoughtfully.
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That structure allowed us to ask bigger questions: Who are we creating space for? Who hasn’t been invited in yet? And how do we ensure leadership within franchising remains accessible, not reserved for a familiar few?
One of my personal priorities this year was bringing new faces and new voices into the franchise leadership conversation. For many women, mentorship and opportunity don’t always appear organically. We felt strongly that it’s not enough to encourage women to lead, we have to design pathways that make leadership attainable. We worked closely with our local Women’s Franchise Network chapters to encourage succession planning and the
Leadership grows strongest when it’s shared and supported.”
thoughtful use of term limits. The goal wasn’t to replace experienced leaders, but to create intentional space for emerging ones. We wanted to see younger, less senior, high-energy women step into leadership roles while also ensuring mentorship existed both above and below them. Leadership grows strongest when it’s shared and supported.
At the committee level, we expanded representation by welcoming a franchisee voice and adding a Canadian member to the WFC, broadening our perspective and
reinforcing that women in franchising don’t share a single story or path. We challenged our podcast team to look beyond familiar names and feature women who hadn’t yet been spotlighted, creating room for new stories and new perspectives to be heard.
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The WFC is not static, it’s a living, evolving community shaped by those willing to invest in it.”
perspectives you haven’t heard before, and from seeing yourself reflected in someone else’s story for the first time.
The excitement around this year’s ALC isn’t just about programming changes, it’s about what they represent. Growth. Renewal. And a commitment to ensuring the next generation of leaders feels welcomed, prepared, and supported.
2025 CRYSTAL COMPASS AWARD WINNER
Dr. Kathleen Gosser, PhD
Yum! Brands Associate Professor of Franchise Management Practice Director, Yum! Center for Global Franchise Excellence Management & Entrepreneurship Department College of Business, University of Louisville
We also made a conscious effort to highlight the leadership happening within our own community. Committee members and WFN leaders were celebrated for their work in local communities, industry publications, and panels across franchising. Through social media and shared platforms, we elevated those stories not for recognition alone, but to show what leadership looks like at every level. All of this momentum has led us to an exciting evolution of the Annual Leadership Conference (ALC). This year’s ALC reflects the same intention we’ve applied throughout the committee, bringing fresh voices, new brands, and leaders who may be new to many in the room. The faces on stage will look different, and that’s by design. There is a unique energy that comes from discovery, from hearing
One of the most meaningful moments this year will be honoring our 2025 Crystal Compass Award recipient, Dr. Kathleen Gosser, Ph.D. I first met Dr. Gosser in 2019 when she was my professor at the University of Louisville while I was earning my Certified Franchise Executive designation. Since then, I’ve watched her quietly and consistently champion women in franchising through education, mentorship, and unwavering support. Dr. Gosser has spent her career advancing leadership development, diversity, and academic excellence within franchising, and yet she never seeks the spotlight. For the past two years, she has supported our ALC case study work behind the scenes, contributing her time, insight, and energy simply because she believes in women and the power of this community. I consider her a friend, a mentor, and a force for women in franchising and beyond. I could not be more proud to see her recognized as this year’s Crystal Compass Award winner, an honor that perfectly reflects her impact and legacy.
As I look ahead, I do so with deep gratitude for Larisa’s leadership and confidence in what comes next. The WFC is not static, it’s a living, evolving community shaped by those willing to invest in it. When we honor the legacy that built this committee while intentionally opening doors for what’s next, we strengthen not just women in franchising, but the industry as a whole.
Leadership is not about holding space. It’s about making space. And that is the work we are proud to continue.
Ali Kraus, CFE, is the CMO at Benetrends Financial and Chair of the Women’s Franchise Committee. For more information about IFA supplier member Benetrends Financial, please visit franchise.org/suppliers/benetrends-financial/
HOW TO PLAN NETWORKING GATHERINGS THAT ACTUALLY DELIVER VALUE
By Jamie Izaks, All Points Public Relations
The franchise industry thrives on relationships built through trust, shared experiences, and collaboration.
With so many stakeholders — from franchisors and franchisees to suppliers and media — there’s a tremendous opportunity to build meaningful connections. The question isn’t whether networking matters; it’s how to create events that people are drawn to and leave feeling their time was well spent. Too often, networking events default to generic formats that feel transactional or forgettable. Over the years, I’ve seen that the most successful events aren’t the ones with the biggest guest lists, but the ones designed with intention at every step. Below are proven strategies franchise leaders can use to plan and execute networking events that foster meaningful connections and measurable outcomes.
Build the Right Room
It’s natural to think about networking in terms of who you want to reach, whether that’s potential clients, partners, or prospects. But the most effective events are built around a broader view of relationships, including who you can learn from, collaborate with, and stay connected to over time. Before planning the format or topic, consider who needs to be in the room for the gathering to deliver real value to everyone attending. When your guests leave having made a meaningful connection with someone else in the room, the event is more successful, and your credibility as a connector grows. Focused audiences with shared interests,
often driven by a topic, theme or format that provides a framework, create the best environment for meaningful connections — allowing participants to move beyond surface-level introductions and toward conversations and relationships that extend well beyond the gathering.
Networking Needs Direction
Successful networking rarely happens by accident. Simply bringing people together in a room and hoping conversations take off will lead to surfacelevel exchanges and missed opportunities.
The most effective networking events provide attendees with a clear starting point. This might be a shared challenge, a guiding question, or even a simple intention, such as giving people time and space to get to know one another. When attendees know why they’re there and what they’re meant to engage around, interactions feel more natural and productive.
Providing direction doesn’t mean over-structuring the experience. It means creating enough context to replace awkward small talk with relevant, purposeful dialogue while still leaving room for relationships to develop organically.
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Once the audience and direction are clear, the format you choose can be the difference between a room full of names on badges and a room full of meaningful relationships.”
Create Formats That Drive Connection
Once the audience and direction are clear, the format you choose can be the difference between a room full of names on badges and a room full of meaningful relationships.
In our work hosting events for the Northern Illinois Franchise Association and the International Franchise Association’s (IFA) Chicagoland Franchise Business Network (FBN), we’ve found that fireside chats and moderated panels paired with audience Q&A work especially well for mixed rooms of franchisors, franchisees and suppliers. These formats provide enough structure to spark meaningful discussion, while still leaving space
for attendees to engage with one another around shared challenges. Just as important is building in dedicated time for networking, both before and after programming. The content may draw people in, but it’s the conversations that follow where lasting connections are formed.
Meals and happy hours play a similarly strategic role, particularly in conference settings. When attending larger industry events, we often choose smaller dinners or casual drinks as a way to intentionally connect with current clients, prospective partners, colleagues, and longtime friends in the industry.
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Follow-up is critical.”
These settings encourage organic conversation and create space for relationships to develop naturally. Small touches — like hosting at the local hot spot or creating a shared experience such as an entertainment venue — can elevate the moment and give people a reason to linger. In many cases, these informal gatherings create stronger, more lasting connections than any formal session ever could.
Designing for What Happens After
The real payoff often comes after the event, when attendees have the chance to turn introductions into partnerships or actionable strategies. Follow-up is critical. I’ve found that personalized messages referencing specific conversations or even simply sharing a photo from the moment reinforce trust and show that the interaction was meaningful.
Events are most successful when they are part of a broader engagement plan. Sharing recap emails, key takeaways, or relevant resources keeps the conversation alive and provides a bridge from the event to ongoing collaboration.
Offering opportunities for continued engagement ensures momentum is maintained and relationships continue to grow, reinforcing the main goal of networking in franchising: every event should feel like the beginning of a network, not just a single moment of connection.
How to empower franchise localization without sacrificing brand alignment
Ali Shabdar, Zoho Corp
Inspired by the “buy local” movement, consumer preferences are shifting in ways that carry significant implications for franchises. Today's franchisees face increasing pressure to balance the need for an authentic, community-focused presence with adherence to corporate branding standards. Successful localization offers significant strategic value at the corporate level, extending a brand's reach and impact across regions. However, localization must be carefully managed to avoid diluting or conflicting with the brand's overall image, values, and messaging.
53% of consumers are more likely to make a purchase following a local ad, compared with 13% who are more responsive to national campaigns.
(The Harris Poll, 2024)
This requires more than established guidelines or approval processes (though these are crucial for maintaining brand alignment). Rather, franchisors should play a collaborative role in adapting the brand to local audiences, proactively connecting franchisees with relevant tools, resources, and stakeholders. This helps ensure that each franchisee's efforts feel like part of a broad and cohesive brand strategy, rather than disjointed individual campaigns.
Why a unified brand experience matters
When franchises succeed, it is often because they've crafted a message that resonates with a broad audience, or created widely appealing products, services, or experiences. Effective localization can
deepen connection and relevance for a given audience—but it shouldn't compromise the franchise’s ability to deliver on customer expectations.
Consistent messaging and experiences across locations can be powerful drivers of customer loyalty, helping to:
• Clearly define the brand's identity, strengthening its market position and deepening emotional connections with the target audience
• Build trust and prevent confusion by delivering familiar and intuitive experiences, no matter where or how customers engage
• Reinforce the brand's core values and USP
According to the World Economic Forum, 70% of consumers prefer to shop with brands that share their values
How to align localization initiatives with brand strategy
Franchisees often have unique insights into the aspects of the brand that resonate with the communities they serve—and the opportunities for engagement that have yet to be leveraged. They may, for example, want to reference local landmarks in their marketing materials, sponsor a local charity, or run promotions when the local sports team wins a game. Working closely with franchisors, they can develop meaningful localization efforts that align with the brand's big-picture strategies and goals.
Four steps to effective localization
3 2 1
4
Define non-negotiable brand elements
Create highly visible guidelines
Promote stakeholder collaboration
Track impacts of localization
Clear and ongoing communication is essential to any successful collaboration. Using a universal knowledge base, intranet system, or cloud-based presentation tool, franchisors can share style guides and guidelines for localization, and open the door to further discussion with franchisees. Enabling wide visibility, these tools serve as a "single source of truth," providing franchisees with clear instructions and timely updates on corporate expectations. In doing so, they promote consistency around core messaging and branding, ensuring critical market differentiators are preserved during the localization process.
Moreover, clarity around which aspects of the brand are and are not negotiable will help franchisees determine an appropriate scope for their localization projects, and ensure they're allocating their time and resources toward practical and realistic changes. For instance, a restaurant chain may allow franchisees to feature local artists' work in the dining room, but require a specific exterior look to ensure instant recognition among customers.
A hands-on approval process involving stakeholders from across departments can also help to ensure brand alignment without stifling creativity or withholding opportunities. Implementing software that supports transparent collaboration between stakeholders and franchisees can bring structure, accountability, and transparency to this process. This might mean setting up a unified marketing platform, where local campaigns can be viewed and discussed, or a CRM
RESULT
RESULT
Promotes brand consistency and customer recognition
Empowers localization within established parameters
Drives optimized strategies that adhere to corporate standards
Preserves the customer experience and protects brand reputation
(customer relationship management system) that acts as a single source of truth and reflects the impacts of local variations on customer experience. Ideally, making the approval process more engaging for all involved will lead to opportunities that broaden, rather than significantly alter, customer expectations.
Tracking localization performance
When there are a significant number of locations and franchisees to manage, tracking the impacts of localization can be challenging. This is why it's essential to establish a system for monitoring and analyzing performance in relation to localization. A unified analytics platform can help with this, enabling corporate stakeholders to automate reports and dashboards for tracking successes, as well as adverse impacts.
However, it is important to note that raw data doesn't always tell the whole story. community events, seasonal fluctuations, regional economics and a variety of other factors can impact the way customers respond to local campaigns and promotions—so it's important to check in with franchisees periodically to bring context to data trends. In doing so, franchisors are not only able to assess localization results more realistically; they can also demonstrate their willingness to work alongside franchisees and build solutions that resonate with consumers at the local level, while still supporting the brand's bottom line.
TURNING CONFERENCES INTO CATALYSTS: HOW FRANCHISE LEADERS CAN MAXIMIZE INDUSTRY EVENTS AND EXPAND THEIR INFLUENCE
By Richard Huffman, Celebree School
For many franchise leaders, industry conferences and networking events pop up on the calendar as routine obligations; something to “attend,”shake a few hands at, and then return to business as usual.
But in my experience, these events are far more valuable than that. When approached with intention, they become accelerators for growth, recruiting, innovation, and brand credibility.
I launched Celebree School more than 30 years ago with a single location and a mission rooted in culture and community. Today, we serve families across multiple states, and many of our most meaningful partnerships, strategic insights, and growth opportunities can be traced back to conversations that started at industry events.
Success at conferences is not about collecting badges or business cards, it’s about clarity, preparation, and purposeful follow-up. Here are the strategies I’ve found most effective for turning events into tangible business outcomes and expanding your influence within the franchise community.
Arrive With a Mission, Not Just an Itinerary
Too many leaders walk into conferences with a schedule, but not a strategy. Before stepping on a plane, I ask my team three questions:
1. What do we want to learn?
2. Who do we want to meet?
3. What narrative do we want people to walk away with about our brand?
That clarity changes how you navigate every interaction. Rather than drifting between sessions, your time becomes intentional; you target the workshops that sharpen your priorities, and you make a beeline for the conversations that matter.
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Influence
is built through meaningful, substantive interaction, not volume.”
For franchise organizations, event objectives often fall into a few key categories:
• Expanding franchise development pipelines
• Strengthening vendor and supplier relationships
• Benchmarking operational strategies against industry peers
• Increasing leadership visibility
• Building credibility as a thought leader
Once your objectives are defined, reverseengineer your plan around them. Research attendees, speaking lineups, and participating brands ahead of time. Make a short list of priority relationships, not 40 names, but five, and focus on fostering those connections. Influence is built through meaningful, substantive interaction, not volume.
Lead With Value, Not With a Sales Pitch
One of the fastest ways to close a door at a networking event is to walk in and immediately pitch your brand. The strongest connections I’ve built over the years began with listening first I approach conversations with curiosity:
• What challenges are other leaders facing?
• Where are they investing resources?
• What keeps them up at night?
When someone feels heard, the conversation shifts to trust and that is where influence begins.
Too often, networking is treated as transactional. In reality, it’s relational. Offer insight. Share lessons learned. Exchange ideas without expectation. When you lead with contribution rather than promotion, people remember you and they seek you out later.
Turn Panels and Presentations Into Platforms
Speaking opportunities are one of the most effective ways to expand your influence at industry events, not because they showcase authority, but because they demonstrate transparency and experience. When I take the stage, I don’t just list all of the reasons why Celebree School is great. I talk about the mistakes we made, the turning points we experienced, and the
FRANCHISE AND
• Expertise in revising USA documents for New Zealand legal conditions
• 40 years of experience in franchising law
• Master franchise agreements, area development agreements and unit franchise agreements
• SGL is the pre-eminent Franchise Law firm in New Zealand
• Stewart Germann is listed in the International Who’s Who of Franchise Lawyers and is the only lawyer qualified in New Zealand as a CFE
philosophies that shaped our growth. That openness and vulnerability bridges the gap between speaker and audience member, creating relatability and key takeaways. Audiences don’t want polish, they want true perspective. If you’re looking to position yourself as a thought leader:
• Choose topics that educate the industry, not promote your brand
• Ground insights in real operational experience
• Be candid about challenges and learning curves
Panels don’t just elevate your visibility, they create opportunities for deeper conversations afterward. Some of our strongest partnerships have developed from people who approached us following a session because something that we said resonated with their journey.
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Audiences don’t want polish, they want true perspective.”
Bring Your Team and Develop Future Leaders
Conferences shouldn’t just be executive-level experiences. They’re invaluable professional development opportunities for emerging leaders. At Celebree School, I encourage regional leaders, operations executives, and development team members to attend selectively chosen events. Involving your entire team in industry events paves the way for three things; developed bench strength with team members returning more confident and connected, a shared learning opportunity where the team can bring back mutually learned insights and implement them faster, and strengthened culture by showing the team how their roles contributed to the broader industry. Events shouldn’t only be about who you meet outside the organization, they should also inspire the people inside it.
Network Beyond the Ballroom
The best conversations rarely happen inside the main ballroom. They happen in quiet corners after a breakout session, over early morning coffee, during evening receptions, and in impromptu hallway discussions. Influence is built in the unscripted moments of true human connection. Make space in your schedule for organic conversations, don’t overpack your agenda. Some of the most valuable
insights I’ve gained have come from spontaneous exchanges with peers navigating similar challenges.
Those conversations reinforce something important: franchising is a community, not a competition.
Follow Up Like a Partner
The value of an industry event is determined after you leave it.
Within 48 hours, my team and I debrief:
• What did we learn?
• Who should we follow up with?
• What ideas should we test or refine?
Then we send thoughtful follow-ups, not generic messages, but context-rich outreach that references the conversation and offers next-step value.
Influence grows when people recognize that you’re not simply passing through their inbox, you’re building a relationship.
Influence is built in the unscripted moments of true human connection.”
Anchor Every Interaction in Purpose
At Celebree School, our mission has always been clear: grow people, strengthen communities, and build leaders.
Industry events are simply another place where that mission lives. Whether I’m connecting with fellow franchisors, suppliers, developers, or franchise owners, my intent remains the same; to learn, contribute, collaborate, and elevate our industry.
Because when the franchise community strengthens one another, everyone benefits: our brands, our teams, and the communities we serve.
Conferences and networking events are no longer about presence, they’re about purpose. Show up prepared. Lead with value. Invest in relationships. Share what you know. Listen even more. Do that consistently, and industry events stop being dates on a calendar, they become catalysts for influence, growth, and long-term impact.
Richard Huffman is the founder, president and CEO of Celebree School, a franchise leader in early childhood education that provides infant and toddler care, preschool, before and aftercare, and summer camp programs. For more information about IFA franchisor member Celebree School, please visit franchise.org/ franchise-opportunities/celebree-school/
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RETHINKING FRANCHISE DEVELOPMENT IN A COMPETITIVE, TECH-DRIVEN LANDSCAPE
By Don Tarinelli, Franchise FastLane
While franchising has been recognized as an effective pathway for scaling businesses since the mid-1900s, the mechanics of franchise growth itself are evolving.
With 2026 underway, franchisors are facing a more competitive development landscape, increasingly sophisticated franchise candidates, and heightened expectations around brand consistency. As a result, the traditional “sell more units” mindset is giving way to a more strategic, measured approach to franchise development, one that prioritizes alignment, sustainability, and long-term success over just rapid expansion alone.
This shift is especially evident across business services, where success depends not only on market demand but also on systems, processes, and data-driven decisionmaking. Now franchise leaders are placing a greater emphasis on candidate quality, territory planning, and the systems required to support new owners once agreements are inked. In our experience working with business services, the most successful systems view franchise development as a long-term investment that is supported by both human expertise and advanced technology, rather than a short-term sales function.
“
Effective franchise development demands a comprehensive and forward-thinking approach.”
Technology and AI have become essential tools in modern franchise development. From CRM platforms that track and qualify leads to AI-powered analytics that help identify ideal markets and candidate profiles, franchisors are increasingly relying on data to guide smarter growth decisions. These tools allow brands to move beyond intuition and volume-based selling, enabling more precise targeting, improved candidate experiences, and stronger alignment between franchisor and franchisee expectations.
It is within this evolving franchise development environment that Franchise FastLane has positioned itself as a strategic growth partner for franchisors at every stage of expansion. As Chief Development Officer, I’ve seen firsthand how aligning development strategy with a brand’s values and operational readiness can dramatically impact its long-term performance. Sustainable growth requires more than momentum, it requires discipline, clarity, and the right framework to support both franchisors and franchisees. Effective franchise development demands a comprehensive and forward-thinking approach. From refining franchise offerings and identifying ideal franchisees to executing targeted development and managing the sales process, there are numerous components that must align for successful expansion. It is when all these elements work together that franchisors are better equipped to attract the qualified candidates that are truly prepared for ownership.
It is just as important to recognize that no two franchise systems are alike. Emerging brands often need guidance when establishing a scalable development foundation, while more proven systems may focus on refining processes or recalibrating after rapid expansion. In both cases, having an experienced development partner helps to provide perspective and structure.
As the franchising industry continues to mature in 2026, the role of strategic franchise development leadership is becoming increasingly critical. Growth is no longer defined by speed alone, but by the strength, resilience, and intelligence of the systems that are being built. For franchisors looking ahead, investing in thoughtful development strategies and the leadership behind them will be essential to long-term success.
Don Tarinelli is the chief development officer of Franchise FastLane. For more information about IFA supplier member Franchise FastLane, please visit franchise.org/suppliers/franchise-fastlane/
$2.7 mil average systemwide AUV* (All stores—not just the top quartile) *2025 FDD, Item 19
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SCALING SMART: THE STRATEGIC ROLE OF MSPS IN FRANCHISE EXPANSION
By Carl Udler, CFE, Hughes
Technology
is essential
to scaling a franchise, but there’s more to growth than selecting the right software.
Profitable and sustainable growth is built on a comprehensive strategy centered on maximizing investment value, optimizing operations, and attracting high-performing franchisees. Managed service providers (MSPs) sit in that strategic layer, enabling scale by helping franchisors solve the operational aspects that make technology work across a growing organization.
Want to scale?
You need consistency and control.
When brands have a handful of locations, it isn’t an issue if different franchisees have their own ways of doing things. Franchisors can often
focus on larger issues of growth and leave operational decisions, such as how to connect to cloud-based systems and what kind of cybersecurity tools to use, to franchisees. This flexibility makes small portfolios more agile and helps encourage system growth by reducing barriers to entry.
That changes once a brand crosses a threshold, usually 50 or 100 units, when the needs of both franchisor and franchisees begin to shift. Expectations, capabilities, and risks change. Internet
connectivity suddenly matters more, because it must be reliable and robust enough to support data flows between multiple advanced systems. Cybersecurity becomes a higher priority as the network endpoints multiply. Operational consistency gains prominence as customers and employees expect to see your brand’s values reflected in every touchpoint.
The complexities of growth stress smaller franchises’ ad hoc systems.
Troubleshooting and technical support are a nightmare when hundreds of locations each have unique technology stacks and connections. Internal teams that easily handled a handful of franchisees now feel the weight of dozens or more seeking help with Wi-Fi equipment, system logins, internet services, POS terminals, and digital signage updates. A fractional CIO without a full internal group, and even a full-time CIO with limited staff, will likely be unable to act on requests and issues effectively. An MSP is the essential partner you need to understand and manage this risk as your brand grows.
Protection as a Strategic Priority
Cybersecurity is another area where scale creates additional risk for brands. A sprawling franchise network is an attractive target for criminals, with potential vulnerabilities lurking in each location. But data breaches and other incidents don’t reflect on franchisees the same way they do on franchisors. It’s the brand’s name that’s splashed across headlines and used in offers of credit monitoring to affected customers. Without direct financial motivation, few franchisees will invest in cybersecurity independently.
“
Troubleshooting
and technical support are a nightmare when hundreds of locations each have unique technology stacks and connections.”
Working with an MSP enables franchisors to elevate cybersecurity to the brand level. You can establish mandates to ensure cybersecurity tools, processes, and training are robust enough to protect your network and your reputation. This strategy empowers franchisees to understand their role in protecting the business and gives them incentives to maintain good security practices.
Innovation as a Growth Tool
Scaling strategically means more than adding locations. It also means empowering franchisees with technologies to help make them more
efficient, more resilient, and more profitable. For example, AI can be used to save employees time and to deliver a better customer experience, too. But rolling out new technologies across hundreds or thousands of locations is labor intensive. Working with franchisees to implement, train, and support new platforms isn’t something many brands want to tackle with internal staff. An MSP experienced in franchising can provide experts to manage new rollouts efficiently. They have the tools to predict potential problems, monitor existing systems, proactively avoid failures, automatically deploy fixes, and ensure new implementations are secure and performant.
Operations Built for the Future
If you think about your billing process today, can it handle exponential growth without becoming a maze of individual invoices and never-ending reconciliations? Running technology and its operational elements through an MSP empowers you to set baseline requirements and ensure they’re met while streamlining billing and cash flow. Rather than juggling hundreds of invoices for the same thing, a direct relationship with an MSP makes billing franchisees a breeze. All locations are billed on the same invoice, rather than receiving an invoice for each location from a different provider. And when technology requirements are imposed from the brand level down, there’s no question about whether or when franchisees have a proper connection that is up to date. In a highly competitive world, working with an experienced MSP also makes your brand more attractive to franchisees. Multi-unit, multi-branded franchisees are important partners
who understand the value of a strong technology strategy. Today’s robust, mature brands use technology to sell more of their products or services, and to sell them more efficiently and for a lower price. Experienced franchisees know that their success relies on a highly capable technology infrastructure. Strategic alignment of technology and business objectives can be a key selling point for potential franchisees and the foundation of successfully scaling your brand.
“
Working with an MSP enables franchisors to elevate cybersecurity to the brand level.”
Some MSPs are particularly active in the franchise sector, and they prioritize minimizing technical debt and maintaining flexibility to adopt and leverage new tools efficiently and effectively as brands mature. This select group of providers understands the challenges, trends, and opportunities that sit in that strategic layer of franchise growth. They speak at conferences, offering thought leadership based on the experiences gleaned through their extensive customer bases. Franchise-focused MSPs are trusted advisors with the expertise, tools, and support structure to help your brand grow successfully.
Carl Udler, CFE, is senior director at Hughes. For more information about IFA supplier member Hughes, please visit franchise.org/ suppliers/hughes/
MULTI-GENERATIONAL FRANCHISING:
ENGAGING GEN Z & MILLENNIALS AS NEXT-GEN FRANCHISEES AND CONSUMERS
By David Lewis, Wed Society
Franchising has always been a growth engine for ambitious entrepreneurs — or as my late mentor and former IFA Chairman, Bob Funk, once quipped, “semi-entrepreneurs.”
Regardless of the label, the faces around the table are changing. Over the next decade, Millennials and Gen Z (those aged 13 to 44) will dominate both sides of the relationship — as consumers choosing where to spend, and as franchisees choosing where to invest their time, capital, and ambition. For franchisors, this isn’t a soft “branding” consideration. It’s a consequential inflection point. The models, messages, and methods
that worked to attract Boomers and Gen X will not automatically resonate with a 28-year-old franchise prospect who has grown up in a digital-first, values-conscious world.
From “Be Your Own Boss” to “Design Your Own Life”
Traditional franchise messaging has leaned heavily on the promise of “being your own boss” and building
a long-term asset. Those still matter, but for younger entrepreneurs they sit alongside a different set of priorities:
• Lifestyle Design, Not Just Income Millennials and Gen Z are more likely to ask, “What does a typical week look like?” before they ask, “What’s the top-line revenue?” They want control over their time, flexibility in how and where they work, and a business that fits the life they’re trying to build.
• Values Alignment
These generations scrutinize whether a brand’s real-world behavior matches its stated purpose. Emerging generations can spot inauthenticity as easily as they spot a fake filter on a supposedly “candid” post. Sustainability, a sense of belonging, local community impact, and fair treatment of employees aren’t “nice to haves” — they’re filters for whether to engage.
• Skills Growth and Mobility Younger franchisees often view a franchise relationship as a platform
for skill development — leadership, digital marketing, operations, and people management. They want to grow with the brand, not just operate under it.
Digital-First: Not an Add-On, the Operating System
For Gen Z and younger Millennials, “digital” is not a channel. It’s the default operating environment for almost every interaction. They expect:
• Frictionless digital onboarding and training – with video, microlearning, and interactive modules that can be consumed on mobile. Think TikTok, not DVDs.
• Cloud-based systems – from POS to marketing dashboards, with real-time data and minimal manual workarounds. My own teenage children have never held a house key — door codes and mobile phones control access to our homes and vehicles. We book driverless cars on vacation and ask Alexa for the weather instead of watching local news. That’s the environment your model must connect into.
• Self-serve resources — searchable knowledge bases, templates, and playbooks that empower franchisees to solve problems quickly without waiting for head office.
On the consumer side, the same expectations apply:
• Blended digital-physical experiences – booking, ordering, or browsing online — experiencing the brand in person, then reviewing and sharing it online afterwards.
• Speed and transparency — clear pricing, fast responses, and up-to-date information across Google, social media, and websites.
“ They want to grow with the brand, not just operate under it.”
AI-powered search summaries are already reshaping how consumers find answers; they simply won’t wait for basic information.
• Social proof — reviews, usergenerated content, and influencer advocacy often matter more than the brand’s own advertising. Thirdparty credentialing is central to validating the brand experience.
A useful internal question is: If a Gen Z founder were designing this franchise from scratch today, which processes would they immediately put online or automate? The answers often reveal where systems and support need to evolve.
Brand Culture They Can See, Not Just Read
Younger franchisees are unusually good at spotting a gap between what a brand says and what it actually does.
They look for evidence of culture in:
• How franchisees talk about the brand in private conversations, online forums, or associations.
• How transparent head office is about challenges, strategy, and financial performance.
• How decisions are made – and whether franchisee voices genuinely shape the direction of the brand.
For franchisors, there’s a real opportunity here. Brands that can demonstrate a modern, collaborative culture will stand out in a crowded marketplace. That might include:
• Involving younger franchisees on advisory councils and innovation committees, not just a favored group of long-time advocates.
• Showcasing real stories of franchisees who have used the model to reshape their lives — not just the highest revenue earners.
• Inviting transparency about brand performance, upcoming initiatives, and even mistakes — and how the system learns from them. When culture is visible and consistent, it becomes a powerful differentiator for both recruiting and retaining next-generation franchisees.
Marketing That Speaks Their Language
If your franchise marketing still assumes a one-sizefits-all message and a single set of materials, you’re leaving value on the table. To connect with younger franchisees as both business owners and consumers, consider:
• Modular, brand-safe marketing kits: Provide franchisees with on-brand, customizable templates for social media, email campaigns, local events, and promotional materials.
• User-generated content strategies: Encourage and equip franchisees to capture real images, testimonials, and local stories. Younger customers respond to authenticity over polish. But avoid the temptation to “stage” that authentic content. Just let the realness flow, even if your marketing team says they need editorial control.
• Cause-aligned campaigns: Build campaigns that connect with causes your brand genuinely supports — local charities, sustainability initiatives, inclusive hiring, etc.
Practical Steps for Franchisors in 2026
For franchisors looking to make tangible progress with multi-generational engagement, a simple roadmap might include:
1. Audit your franchise story: Review recruitment materials, discovery processes, website copy, and presentations. Do they speak to lifestyle design, values, and development — or just financials, canned testimonials, and territory maps?
“
Third-party credentialing is central to validating the brand experience.”
2. Modernize your digital backbone: Identify the three most painful manual processes in your current system — for franchisees and for customers — and prioritize digitizing, automating, or simply eliminating them.
3. Invite next-gen voices in: Create a small, diverse advisory group of younger franchisees and key team members. Ask them directly: “What would make this brand irresistible to someone like you?” Challenge them to disrupt your system.
4. Refresh your marketing ecosystem: Move from static, one-off materials to a living library of brand-safe, locally adaptable assets that reflect how customers actually discover and experience your brand today
5. Measure what matters to them: Add engagement metrics — staff retention, local social engagement, community participation — alongside revenue and profit in how you assess franchisee success.
The core promise of franchising — a proven model, shared risk, and mutual growth — is as powerful as ever. But to fully harness the energy and ambition of Millennials and Gen Z, franchisors must evolve how that promise is packaged, delivered, and lived.
Those who embrace multi-generational design in their systems, culture, and marketing will not only attract the next wave of franchise owners – they’ll build brands that are more resilient, more human, and more relevant to the customers of tomorrow.
David Lewis is the chief growth officer and partner of Wed Society. David is a franchising industry thought leader and a bestselling author on leadership. For more information about IFA franchisor member Wed Society, please visit franchise.org/ franchise-opportunities/wed-society/
85% agree they respect their franchisor*
Independent data consistently shows high levels of confidence among PuroClean Franchise Owners. This level of satisfaction raises an important question: What is PuroClean doing differently?
85% agree Franchise Owners support each other*
82% agree they enjoy operating the business*
HOW TO BUILD & SCALE A BUSINESS FROM MISSION, NOT JUST PROFIT
By Avi Shafshak, Water Wings Swim School
When my wife and I founded Water Wings Swim School over 20 years ago, I wasn’t trying to build a fast-growing company; I was trying to solve a lifeor-death problem.
A
s a long-time swim instructor, I witnessed how quickly water can turn dangerous, especially for young children. Drowning still remains one of the leading causes of accidental death for children. That reality shaped a simple but powerful mission behind what we were building: teach children, teens, and adults how to be safe and confident in the water and save lives in the process.
As Water Wings has grown over the last two decades, I’ve learned that mission-driven businesses like ours scale successfully when three principles stay front and center.
Mission is Always the Start Point
When you’re starting a business, a strong mission can’t be a tagline added after the fact. It has to be the foundation on which it is built. From the beginning, Water Wings was designed around safety-first swim education, not transactional lessons or short-term wins. This meant investing in proven curriculum, maintaining small class sizes, and holding high standards for instructor training, even when it would have been easier or more profitable to cut corners.
“ When you’re starting a business, a strong mission can’t be a tagline added after the fact.”
As we expanded, the mission became our decision-making filter. We asked ourselves whether introducing any new programs or partnerships would allow us to deliver the same level of care and impact. Growth only made sense if it strengthened our ability to protect children and educate families and because of this discipline, we were determined to grow with intention, not urgency.
The Right People Scale the Mission
It’s obvious no mission-driven brand can scale alone, it’s the people behind it that are the force multipliers. At Water Wings, we are deliberate
about who we bring into the business, from the top-down. We look for partners and employees who share our belief that swim education is a critical skill in life and who want to make a difference in local communities.
This core belief created consistency as we grew and developed brand reputation. When employees of the brand believe in the “why,” it becomes more than a business; it evolves into a community resource. When challenges arise, teams who are passionate about the purpose are more likely to problem-solve, adapt, and stay committed to the brand’s long-term impact and performance. Families trust Water Wings because the experience is rooted in the purpose of teaching all ages how to be safe, confident swimmers.
Scaling Requires Partners Who
Protect Purpose
One of the largest turning points in Water Wings’ growth in 2025 was joining Unleashed Brands, a platform company that includes purpose-driven youth enrichment brands. The partnership worked because we shared a core belief: growth should amplify impact on the families and kids we serve, not dilute it. Unleashed Brands provides the infrastructure, operational expertise,
and strategic support that allows Water Wings to expand more efficiently. The platform company respects the founding purpose that made Water Wings successful in the first place. And it’s that alignment which has allowed us to reach more families, enter new markets, and strengthen our life-saving mission without compromising what matters most.
“
When employees of the brand believe in the ‘why,’ it becomes more than a business; it evolves into a community resource.”
Final Thoughts
For entrepreneurs looking to build and scale mission-driven businesses, the lesson is clear; define your mission early, hire and partner with people who believe in it and never outsource your purpose. Profit is important, but it’s not the point. When the mission is treated as the brand’s foundation, it can become a powerful driver in long-term success. Growth will follow and impact lasts. For us at Water Wings, our growth has always been measured in number of confident swimmers we help teach, safer communities we can help establish and number of lives protected — not by revenue or number of locations. It’s that kind of scale that truly matters.
Avi Shafshak is the founder & brand president of Water Wings Swim School. For more information about IFA franchisor member Water Wings Swim School, please visit franchise.org/franchise-opportunities/waterwings-swim-school/
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STREAMLINED AND SCALABLE: WHY FRANCHISE DEVELOPMENT TEAMS ARE TURNING TO TECH
By Mike Rozman, BoeFly
Franchise development is at a tipping point.
In an era where multi-brand ownership is increasingly common, candidates are evaluating franchisors as critically as consumers evaluate brands.
Every interaction — from the first inquiry to the submission of sensitive financial documents — leaves an impression. For development teams, this creates both a challenge and an opportunity: the traditional, manual processes that once sufficed are no longer competitive. Today, technology is the differentiator that allows brands to streamline workflows, enhance security, and accelerate growth.
Over the past 2–3 years, franchise development teams have faced rising pressures that demand smarter technology solutions. Franchisors that fail to modernize risk friction, delays, and missed opportunities. Candidates are savvy, having likely gone through similar processes at other brands. Redundant requests for basic information, or apparent insecure handling of sensitive data, can signal that a franchisor is behind the times. Conversely, a secure, centralized platform that minimizes repetitive steps not only improves the candidate experience, but also
builds trust, positions the brand as professional, and shortens the path from inquiry to franchise award. This level of attention also signals to the candidate that the brand doesn’t award an agreement without due diligence.
Today’s smart franchisors are looking to reduce repetitive tasks, provide real-time visibility into the application pipeline, and ensure security of personal identifiable information (PII). As candidates engage with multiple brands simultaneously, every detail matters: speed, accuracy, and professionalism directly influence conversion rates.
What
Modern Franchise Development
Tech Means in 2026
The conversation around “modernizing” franchise development is about more than automation — it’s about intelligent, secure, and centralized workflows. Key features franchisors should prioritize include:
• Security: Advanced encryption, multi-factor authentication, and secure cloud storage protect sensitive candidate data, reducing risk and building trust.
• Elimination of Redundancy: Platforms that allow candidates to submit data once and share it across relevant forms reduce frustration and increase engagement.
• Pipeline Visibility: Knowing when a candidate started, stopped, or paused their application allows sales teams to tailor follow-up and improve conversion rates.
These capabilities not only support compliance and operational efficiency but also enhance the overall franchisee experience, which is increasingly a critical factor in closing deals.
Digital Applications Transform Onboarding
One tangible example of this trend is the rise of digital application platforms. These tools consolidate workflows, reduce manual steps, and give candidates a responsive, intuitive experience. Our company launched a new digital application tool in 2025 to meet modern franchisors’ needs and early adopters report measurable improvements in both efficiency and candidate satisfaction. Beyond centralizing candidate information, these tools offer analytics, custom branding, and integrated financial verification, all while reducing administrative
burden and allowing sales teams to focus on relationship-building.
Measurable Impact
Adopting the right technology should yield clear, quantifiable results. An analysis of our bVerify platform revealed that the time from franchise disclosure to brand approval dropped by half — from 62 days to 31 days. We could also see that applicants who received financial prequalification were 67 percent more likely to become franchisees than those who did not.
“
Franchisors that fail to modernize risk friction, delays, and missed opportunities.”
These metrics are not unique to BoeFly; they reflect a broader principle: when systems reduce friction, improve visibility, and safeguard sensitive data, the entire franchise development process becomes faster, more efficient, and more predictable.
Best Practices for Implementation
Even the best technology only delivers results if it’s implemented thoughtfully. Successful rollouts include:
• Senior Buy-In: Leaders must champion the change to ensure alignment and adoption across teams.
• Education on “Why”: Users need context on why workflows are changing, not just how.
• Ongoing Training: Follow-up sessions address inevitable questions and build confidence in the platform.
• Feedback Loops: Sales teams often know best what features help or hinder the development process. Listening to them guides continuous improvement.
By following these principles, franchisors can modernize without disrupting day-to-day operations.
Looking Ahead to 2026 and Beyond
The next 12–24 months will bring even more transformative tools. Artificial intelligence will enhance candidate scoring, provide predictive insights, and allow development teams to better understand the ROI of marketing investments. Franchisors will increasingly combine proprietary data with AI to make smarter decisions about where to focus resources and which candidates to prioritize.
Those who remain curious and proactive about integrating these technologies will enjoy not just efficiency gains but strategic advantages in a competitive market. Franchise development is no longer a purely manual, paperbased process. Today’s candidates expect a seamless, secure, and efficient experience. Franchisors that embrace technology to deepen relationships with their candidates will reap measurable rewards: faster approvals, higher conversion rates, and stronger brand perception. The message is clear: modern technology isn’t optional; it’s a strategic imperative for every franchisor looking to grow efficiently and sustainably in 2026 and beyond.
Mike Rozman is the CEO and founder of BoeFly. For more information about IFA supplier member BoeFly, please visit franchise.org/suppliers/boefly-llc/
5 OPERATIONAL ESSENTIALS FOR BUSINESSES TO SCALE
By Don Allen, Zoom Room Dog Training
How to prepare your people, systems, and culture for growth, from a leader who’s been on every side of the table.
Scaling a business is easy to talk about and brutally hard to execute.
Over the past three decades, I’ve experienced growth from nearly every angle. As a multi-unit operator, a franchisee, a franchisor executive, and the person accountable when performance, culture, or profitability slipped. I’ve helped build brands, scale systems across dozens of locations, and unwind growth that happened too fast or without discipline
“ Charisma fuels momentum. Clarity keeps it from spinning out of control.”
The biggest misconception about scale is that it’s driven primarily by capital, ambition, or brand momentum. Those matter, but sustainable growth is built on operational fundamentals that are often underleveraged because they are not flashy or immediately rewarding.
Here are the five operational essentials I’ve seen separate organizations that scale cleanly from those that struggle under their own growth.
1
Charisma ignites growth, clarity sustains
it.
Charisma matters more than many leaders are willing to admit. Charismatic people attract followership, energy, and belief. They elevate teams, carry culture, and inspire action in ways that systems alone never can. Charisma is difficult to manufacture. Skills can be taught. Processes can be trained. Clarity can be created. But charisma
is rare, and organizations that actively seek it gain a real advantage.
That said, charisma without clarity eventually breaks down at scale.
As organizations grow, clarity becomes essential. People need to understand what success looks like, which metrics matter most, what decisions they can make independently, and which standards are non-negotiable. Without that clarity, even the most charismatic leaders create inconsistency.
The strongest organizations invest in both. They recruit and promote people with natural leadership gravity, then surround them with clear expectations and operational discipline. Charisma fuels momentum. Clarity keeps it from spinning out of control.
2
Systems must protect the business from its own
growth.
Growth does not create operational problems. It exposes the ones that already exist.
Too many organizations build
systems for today’s size rather than tomorrow’s complexity. Then they add locations, people, or revenue and wonder why everything feels heavier. Effective systems create consistency without killing autonomy. They reduce decision fatigue at the unit level and allow leaders to coach performance instead of constantly putting out fires.
Franchisees don’t resist systems because they want independence. They resist systems that feel unclear, optional, or disconnected from profitability. When systems are practical, repeatable, and clearly tied to results, adoption follows.
Culture cannot be forced, but it must be designed.
Culture is where growing organizations feel pressure from both sides. Everyone agrees culture matters, so leaders try to mandate it, systemize it, and standardize it. At the same time, culture is deeply human and emotional, and it resists being forced. The truth is culture must live in the middle.
“
When people feel emotionally connected to the brand, performance accelerates in ways no playbook alone can achieve.”
Strong cultures are intentionally designed and reinforced through hiring, promotion, accountability, and leadership behavior. But culture also depends on belief. On emotion. On allowing passion for the brand and the mission to be unlocked within people. Passion and culture are the jet fuel of scale. Systems provide structure, but belief provides energy.
When people feel emotionally connected to the brand, performance accelerates in ways no playbook alone can achieve.
The organizations that scale best respect both sides, designing culture thoughtfully while helping people feel it authentically.
Leaders must evolve faster than the organization.
What makes leaders successful early often limits them later.
Early growth rewards involvement, speed, and instinct. Scale requires delegation, patience, and systems thinking. The transition from doing to leading is uncomfortable and non-intuitive.
Rosen Karol Salis, PLLC
Providing legal services in the franchise field for over 40 years.
Rosen Karol Salis, PLLC has delivered premier legal counsel in the franchising industry for more than 40 years. The firm advises franchisors, franchisees, and franchisee associations across the full spectrum of franchise law, serving clients nationwide from its New York City headquarters.
Our practice spans the complete franchise lifecycle—from structuring and launching franchise systems to entity formation, regulatory compliance, and the drafting and negotiation of franchise agreements, multi-unit development agreements, disclosure documents, and related ancillary agreements. We regularly represent clients in mediation, arbitration, and complex litigation in both state and federal courts. The firm also advises on lease negotiations, financing arrangements, and real estate matters related to franchise acquisitions and dispositions.
Richard L. Rosen
Rosen Karol Salis represents clients across a wide range of industries, including restaurants, real estate brokerage, healthcare, quick-service restaurants, fitness, energy, hospitality, education, health and beauty, telecommunications, senior care, courier services, apparel, and many more.
The firm is widely recognized for its thought leadership in franchise law. Rosen Karol Salis is the author of numerous national and international features on Franchising, including recently, the U.S. franchise law chapter of the 2020-2026 Editions of the International Comparative Guide to Franchise Law, and the upcoming Chambers and Partners Global Practice Guide on: Franchising Law (Q&A) and Trends and Developments. The firm is consistently top-rated by Martindale-Hubbell, and its principals—Richard L. Rosen, John Karol, and Len Salis—have received numerous honors for excellence in franchise law.
ROSEN KAROL SALIS, PLLC
110 East 59th Street, 23rd Floor | New York, NY 10022
Tel: 212-644-6644
Email: rlr@rosenlawpllc.com
The leaders who scale well stop being the hero inside the business and become the architect around it. Growth demands that leaders change first. If leadership capacity does not scale, neither will the organization.
Measurement creates momentum, not micromanagement.
Metrics don’t create pressure. Poor communication around metrics does. High-performing multi-unit organizations use data as a coaching tool, not a compliance weapon. They focus on a small number of leading indicators that actually drive results. Franchisees want accountability when it’s fair, consistent, and paired with support. Transparent measurement creates alignment, improves performance, and strengthens relationships.
The Human Side of Scale
Scaling is not just an operational challenge, it’s a human one.
Yes, businesses must invest in systems, clarity, and measurement. But they must also honor charisma, emotion, belief, and passion. The organizations that find the right blend of structure and soul are the ones that unlock extraordinary growth.
Get the fundamentals right and light the emotional engine behind them, and scale becomes a multiplier.
I’ve lived both.
Don Allen is the chief operating officer of Zoom Room Dog Training. For more information about IFA franchisor member Zoom Room Dog Training, please visit franchise. org/franchise-opportunities/zoom-room/
THE MISSING LEG IN FRANCHISING AND THE CURRICULUM THAT FOLLOWED
By Robin Gagnon, Chair of the IFA Franchisor Forum
An
interview with Greg Nathan,
psychologist and author of “Profitable Partnerships” and “The Franchise E-Factor.”
Franchising is often discussed in the language of growth: unit economics, development pipelines, marketing calendars, operational playbooks. Yet when systems wobble, stall, or fracture, the root cause is rarely a missing checklist. More often, it is a relationship breakdown that quietly grew into conflict, mistrust, and misalignment.
That reality is exactly why Greg Nathan’s work continues to resonate decades after he first developed the E-Factor model in 1992. Nathan, a psychologist who has spent his career studying the franchisor-franchisee relationship, led a workshop on franchise relationships at the International Franchise Association Convention that drew strong feedback from franchisor leaders.
What happened next is worth highlighting: the Franchisor Forum built a year-long curriculum around it. Through every-other-month webinars, the Forum guided franchisor leaders through the stages of the franchise relationship, from early optimism to mature partnership. That content now lives on as an ongoing resource for IFA members.
How the E-Factor Began: Conflict as a Signal
Nathan traces the origins of the E-Factor model to the early 1990s. Corporate restructuring had pushed many talented middle managers into franchise ownership. At the same time, founder-led franchise networks were
eager to grow fast and, in many cases, over-promised and under-delivered.
The Franchise Association of Australia began receiving complaints from franchisees who felt misled and unsupported. The organization asked Nathan to help educate both sides on what the franchise relationship requires. That work became his first publication, “Managing the Franchisor-Franchisee Relationship,” followed by “Profitable Partnerships” in the late 1990s, and eventually “The Franchise E-Factor.”
A consistent theme ran through all of it: the franchise relationship is not a simple transaction. It is an ecosystem that includes commercial goals, legal obligations, and human psychology.
The Three-Legged Stool
Nathan offered a simple image that immediately clarifies why many systems struggle. He calls it the “three-legged stool” of the franchise relationship.
The first leg is legal. The contract exists to bring clarity about who is responsible for what. In theory, that prevents confusion
and reduces conflict. In practice, contracts can become so complex that they create confusion instead.
The second leg is commercial. Both franchisor and franchisee enter the relationship to achieve goals: return on investment, risk reduction, stability, growth, and profit.
But even a strong legal framework and a strong commercial model are not enough. That leads to the third leg, the one many leadership teams overlook because it is invisible.
“The third leg is the psychological leg,” Nathan said. “It’s all about trust and commitment.”
Trust and Commitment: What Franchisors Cannot Mandate
Nathan defines trust as psychological safety, the belief that the other party is truthful,
genuine, and not looking to cause harm. In a franchise system, trust is built through consistent follow-through, transparency, and evidence that the franchisor is committed to franchisee success.
Commitment is different. Commitment is the willingness to take action, to invest time, energy, or resources in response to a request. A franchisee can trust the franchisor and still resist action if they do not see the priority, the fairness, or the rationale.
This distinction explains why some systems have good relationships but struggle to execute initiatives. Trust alone does not create alignment. Commitment turns trust into movement.
Nathan also points out something every experienced franchisor has seen: once you start saying “the franchise agreement says,” you may win the argument, but you often lose the relationship.
Why Stages Matter: Two Journeys Are Happening at Once
One of the most useful insights from the interview was Nathan’s reminder that two journeys are happening simultaneously.
The first is the business journey: franchisees move from low competence to high competence as they build a location, hire staff, reach break-even, and mature over five to seven years.
At the same time, the franchisee is on a relationship journey with the franchisor. Over the course of the year, the Franchisor Forum explored the six relationship stages Nathan identified: Glee, Fee, Me, Free, See, and We (see p. 66 sidebar). Each stage represents a predictable shift in how franchisees perceive the relationship and what they need from their franchisor.
Early on, franchisees can be optimistic, grateful, and highly satisfied.
The Six Stages of the Franchisor–Franchisee Relationship
Glee
1
The honeymoon stage. Franchisees are excited, optimistic, and highly trusting. Energy is high and expectations are being formed, which makes this stage powerful and risky at the same time.
2
Fee Reality arrives. The financial and emotional weight of ownership becomes clear. Franchisees are investing heavily and pressure increases. Communication and transparency are critical here to protect trust.
3
Me Independence grows. Franchisees see themselves as true business owners and want autonomy, influence, and respect. This is often where conflict appears if leadership relies too heavily on control instead of collaboration.
Over time, as real-world challenges emerge and competence grows, expectations collide with reality. If the early expectations were inflated or misaligned, the system pays for it later.
Respect, Fairness, and Communication
Nathan returned repeatedly to two psychological needs that show up in every franchise network: respect and fairness.
Franchisees want to be treated with status and dignity. When new executives enter a system focused only on objectives, they can unintentionally come across as patronizing.
Fairness is just as powerful. Nathan noted that fairness is processed in the
Free
empathy should be treated as a core leadership skill in franchising, not a personality trait.
“Empathy is the superpower of franchisors,” he said.
Franchisees push against the boundaries of the system and may resent what feels like interference. This is the most volatile stage. Franchisees either break through to a new perspective or get stuck in ongoing resentment and conflict.
See Perspective broadens. Franchisees begin to understand the system beyond their individual unit and can see how decisions support the brand as a whole. Alignment becomes easier when fairness and communication are strong.
4 5 6
We
Mature partnership. Trust and commitment are high. Franchisor and franchisees operate as true partners with shared goals, shared responsibility, and a strong sense of mutual respect.
brain alongside disgust, which is why perceived unfairness can trigger visceral reactions. The solution is not simply “be fair,” but also “be seen to be fair.”
That requires clear communication about the why, the evidence, and the intended outcome of initiatives.
Empathy: The Skill That Prevents Escalation
Nathan was direct about what stress does to human interpretation. When franchisees are in distress, the brain shifts into fight-flight mode. People stop thinking clearly and begin to assume the worst. That is why Nathan believes
He defines empathy as making a genuine effort to understand another person’s perspective in a helpful way. Without understanding, help can become clumsy and patronizing. Without a helpful intent, understanding becomes manipulation.
Empathy also requires caring detachment. Leaders can be compassionate without absorbing the emotional weight of every crisis.
A Resource That Lives Beyond the Webinar
The Franchisor Forum’s year-long curriculum matters beyond last year’s calendar. These are leadership fundamentals that must be revisited, reinforced, and operationalized.
Nathan suggested a simple rhythm: return to the threelegged stool regularly and ask, as a team, how you are doing on each leg. Legal clarity. Commercial performance. Psychological health.
The Forum’s webinar series gives IFA members a ready-to-use framework and shared language they can bring back to their executive teams, field teams, and franchise advisory structures. When leaders can name what is happening, they can manage it.
The goal is not to soften standards. The goal is to strengthen the psychological leg so standards can be implemented with alignment instead of friction.
In a system built on long-term partnership, that may be the most strategic discipline of all.
Robin Gagnon is the co-founder of We Sell Restaurants and chair of the IFA Franchisor Forum. For more information about IFA franchisor member We Sell Restaurants, please visit franchise.org/franchiseopportunities/we-sell-restaurants/.
Celebrating 30 Years
Celebrating 30 Years
For 30 years, Bush’s Chicken has grown, evolved, and welcomed new faces into the family, but the heart of the business has never changed. While our footprint has expanded, the heart of what we do has stayed the same: serving great food, friendly service, and giving back to the communities we serve continues to guide everything we do.
As we celebrate 30 years, we’re proud to honor the team members who built this brand from the beginning and those who carry it forward today. Here’s to the stories we’ve shared, the lives we’ve touched, and the next chapter we’ll write together.
For 30 years, Bush’s Chicken has grown, evolved, and welcomed new faces into the family, but the heart of the business has never changed. While our footprint has expanded, the heart of what we do has stayed the same: serving great food, friendly service, and giving back to the communities we serve continues to guide everything we do.
As we celebrate 30 years, we’re proud to honor the team members who built this brand from the beginning and those who carry it forward today. Here’s to the stories we’ve shared, the lives we’ve touched, and the next chapter we’ll write together.
In 1996, Bush’s Chicken opened with a simple idea:
Bush’s Chicken was born in the ‘Heart of Texas’ on the outskirts of Waco in 1996. Keith and Charlene Bush opened their first restaurant with one goal: serve great chicken and treat people right. Several years later, in 2005, they began franchising, and over time, the business grew into a chain of restaurants across the Lone Star State.
Bush’s Chicken was born in the ‘Heart of Texas’ on the outskirts of Waco in 1996. Keith and Charlene Bush opened their first restaurant with one goal: serve great chicken and treat people right. Several years later, in 2005, they began franchising, and over time, the business grew into a chain of restaurants across the Lone Star State.
The Bush family created a uniquely marinated, flavorful product served in a friendly, welcoming atmosphere where people feel comfortable bringing their families and friends. For guests on the go, Keith introduced a smart approach to the drive-thru, sending team members to multiple cars at once, which meant faster service and happier customers.
The Bush family created a uniquely marinated, flavorful product served in a friendly, welcoming atmosphere where people feel comfortable bringing their families and friends. For guests on the go, Keith introduced a smart approach to the drive-thru, sending team members to multiple cars at once, which meant faster service and happier customers.
Franchising Opportunities
Franchising Opportunities
Bush’s Chicken is inviting new partners to join us in sharing our recipes, values, and hometown experience with more communities. Franchising opportunities are available across the country for those ready to grow with us.
Bush’s Chicken is inviting new partners to join us in sharing our recipes, values, and hometown experience with more communities. Franchising opportunities are available across the country for those ready to grow with us.
By joining the Bush’s Chicken family, you’re not just opening a restaurant, you’re becoming part of a legacy built on quality, service, and community. We provide support, training, and the tools to help you succeed while staying true to the values of Bush’s Chicken alive in your community.
By joining the Bush’s Chicken family, you’re not just opening a restaurant, you’re becoming part of a legacy built on quality, service, and community. We provide support, training, and the tools to help you succeed while staying true to the values of Bush’s Chicken alive in your community.
For more franchise information please contact us at: franchising@bushschicken.com
For more franchise information please contact us at: franchising@bushschicken.com Bush’s Chicken
For informational purposes only. Not an offer to sell a franchise.
FEATURED FRANCHISEES
The International Franchise Association is proud to celebrate our franchisee members. See below to learn more about some of our Featured Franchisees — why they got into franchising, their unique backgrounds and how they contribute to their local communities.
Ted & Wendy Randall, Expedia Cruises Franchisees, Round Rock, Texas
Husband-and-wife duo Ted and Wendy Randall are living proof that with a clear vision, anything is possible. After spending more than a decade immersed in the fast-paced worlds of business development, venture capital and the oil industry in
Saudi Arabia, the couple set out to redefine their next chapter upon returning to the U.S. Guided by a shared love of travel and a desire to build something lasting together, they were introduced to franchising, which aligned naturally with their experiences and goals.
In 2021, Ted and Wendy became franchise owners of Expedia Cruises in Round Rock, Texas, transforming years of worldwide travel into a people-first travel business. By taking a systematic approach, the Randalls positioned themselves for success in their second career, mapping out a clear three-year plan focused on learning, refining operations and innovation. This discipline has led to strong customer satisfaction and meaningful growth for the brand.
Drawing on backgrounds that span oil, finance and strategic growth, Ted and Wendy bring complementary strengths to the business, blending operational precision with relationship-driven service. Their firsthand international travel experience allows them to offer clients guidance that is authentic, insight-driven, and customized.
Family is also central to the Randalls’ operation. Their four daughters play active roles in the franchise, fostering a collaborative, values-driven environment built on trust and shared goals. Beyond traditional travel planning, Ted and Wendy continue to think creatively, organizing themed sailings and niche experiences that attract new audiences and spotlight their agency.
For the Randalls, Expedia Cruises represents more than a business; it’s a reinvention, a family legacy and a testament to the power of thoughtful systems paired with bold vision.
TED & WENDY RANDALL
“Joining Vicky Bakery as a franchise means becoming part of a time-tested brand built on authenticity, culture, and community.”
“Joining Vicky Bakery as a franchise means becoming part of a time-tested brand built on authenticity, culture, and community.”
- George Barriere, CEO of Vicky Bakery
- George Barriere, CEO of Vicky Bakery
Support & Training
Support & Training
Vicky Bakery provides franchise partners with robust operational and marketing support, including:
Vicky Bakery provides franchise partners with robust operational and marketing support, including:
• Pre-opening training in bakery operations and management
• Pre-opening training in bakery operations and management
• Ongoing marketing, supply-chain, and technology support
• Ongoing marketing, supply-chain, and technology support
• Grand-opening launch support
• Grand-opening launch support
• Menu innovation and seasonal product guidance
• Menu innovation and seasonal product guidance
• Flexible real estate formats including in-line, end-cap, drive-thru, and ghost kitchen models
• Flexible real estate formats including in-line, end-cap, drive-thru, and ghost kitchen models
A Brand Ready to Grow
A Brand Ready to Grow
Vicky Bakery currently operates 30+ locations and is focused on expansion throughout Florida and the Southeast U.S., with targeted development opportunities in Georgia, Texas, and beyond.
Vicky Bakery currently operates 30+ locations and is focused on expansion throughout Florida and the Southeast U.S., with targeted development opportunities in Georgia, Texas, and beyond.
Vicky Bakery is actively seeking owner-operators who are passionate about hospitality, quality, and community engagement.
Vicky Bakery is actively seeking owner-operators who are passionate about hospitality, quality, and community engagement.
Ready to Own a Piece of the Legacy?
Ready to Own a Piece of the Legacy?
Vicky Bakery is seeking hands-on, owner-operators who are ready to uphold the brand’s high standards and be actively involved in daily operations.
Vicky Bakery is seeking hands-on, owner-operators who are ready to uphold the brand’s high standards and be actively involved in daily operations.
Learn more about Vicky Bakery’s franchise opportunities. Scan the QR code or apply today.
Learn more about Vicky Bakery’s franchise opportunities. Scan the QR code or apply today.
For Michele Carlton, owner of PJ’s Coffee in Pensacola, Florida, running her café is more than a business — it’s a homecoming. Born and raised in New Orleans, Michele grew up visiting PJ’s Coffee and vacationing with her family in Pensacola. Years later, she combined both worlds by opening her own PJ’s, bringing the small-town warmth and soulful energy of her hometown café to the Gulf Coast.
In a competitive coffee market, Michele’s store has become a local favorite by staying true to PJ’s New Orleans roots — serving beignets and chicory coffee with a side of genuine hospitality. Working alongside her son, who manages the staff and baristas, Michele focuses on community connection and long-term growth.
That approach has earned her PJ’s Coffee’s Community Involvement Award and a regular spot among the brand’s top 10 cafés systemwide. Active as a Chamber Ambassador and Junior League of Pensacola member, Michele also partners with local organizations like Habitat for Humanity and the Governor’s Office to host events that strengthen community ties.
For Michele, every cup is a chance to serve her neighbors — and share a little bit of New Orleans heart in Pensacola.
Brad Haag, A Place at Home Franchisee, Overland Park, Kansas
When Brad Haag opened A Place At Home in Overland Park, Kansas in January 2023, he wasn’t a typical first-time business owner. He brought years of healthcare experience to the table – medical device sales, surgical device sales, pharmaceutical sales – but zero background in running a company. That gap is exactly why he chose franchising.
Brad knew he wanted to build something of his own, but he also knew he didn’t want to figure everything out from scratch. He wanted a proven roadmap, real support, and people he could call when things got messy. A franchise consultant originally steered him toward a different concept, but as they talked more about his vision, she came back with a better fit: A Place At Home.
What sealed it for Brad wasn’t a glossy brochure. It was meeting the founders and corporate team and realizing they shared the same outlook on care and leadership. He saw a people-first culture, strong systems, and a collaborative network of franchisees who actively help each other.
In a Kansas City market crowded with big brands and independents, Brad’s office has already carved out a reputation for “doing things differently.” His team leans hard into communication, both with families and within the caregiver team. They focus not only on safety and daily tasks, but on conversations, activities, and engagement that keep clients mentally stimulated and emotionally connected.
As Brad puts it, the goal is simple: help every client “live their best life possible” and make a real, lasting impact in someone’s day.
MICHELE CARLTON BRAD HAAG
PREFERRED VENDORS
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Constant Contact simplifies digital marketing for franchisors with an all-in-one platform for email, social, landing pages, and more. Whether you’re an emerging franchise or an established system, our platform empowers franchisors to decide how much control to maintain at the top while giving franchisees the flexibility they need for local marketing success. www.constantcontact.com/partners/ franchise
AnswerConnect is an industry leader in live reception services, o ering complete support for your entire franchise system—whether it’s franchise development or individual franchisees. Available 24/7/365, AnswerConnect expertly handles calls, sets appointments, qualifies leads, transfers calls, integrates with CRMs, and much more. answerconnect.com/franchise
Morrow Hill is a technology-driven commercial real estate firm that exclusively represents tenants with an unbiased, market-true lens. Through our Build + Design + Manage Services, we provide expert site selection, space planning, and project management supported by a dedicated client team. www.morrowhill.com
Paychex is a leading provider of integrated human capital management solutions for payroll, benefits, human resources, and insurance services. We’re a digitally driven HR leader on a mission to help franchise businesses succeed by making complex challenges brilliantly simple. www.paychex.com/franchise
Consumer Fusion helps franchise systems maintain brand consistency, safeguard their reputation, and accelerate digital growth. From AI-powered reputation management and sentiment analysis to streamlining social media and local SEO, Consumer Fusion delivers franchise-specific technology and strategic support. www.consumerfusion.com
Scorpion is the leader in helping franchises succeed by focusing on what truly matters—driving revenue. Our digital marketing solutions support your network every step of the way, helping tell your story online, attract more of the right customers, and turn those opportunities into measurable results. www.scorpion.co/ifa
FEATURED FRANCHISEES
Rob & Lauren Powers, Shoot 360 Franchisees, St. Louis, Missouri, Frisco & Grapevine, Texas
Rob and Lauren Powers are the husband-wife duo rapidly emerging as standout multi-unit operators within Shoot 360, the premier tech-powered, gamified basketball training franchise. After careers in medical sales (Rob) and stay-at-home motherhood (Lauren), the St. Louis–based couple set out in 2024 to build something of their own.
They researched more than 60 franchise concepts before discovering Shoot 360, but it was a visit with their sons that sealed the decision. After a single session, the boys walked out saying, “I’ve never worked that hard and had so much fun.” Drawn to the brand’s blend of advanced performance analytics, personalized coaching, youth development, and a mission they believed in, the Powers opened their first unit in April 2024.
The response was immediate. Within 12 months, their St. Louis location scaled to more than 500 members, including 250+ in the first 90 days, fueled by grassroots marketing, local partnerships, and hands-on leadership from both owners. Their early success, and reputation for building culture and operational discipline, soon caught the attention of the broader franchise system.
In 2025, the Powers acquired two Texas locations in Frisco and Grapevine, becoming multi-unit operators. Around the same time, Rob retired from a 20-year medical device career to go all-in on their growing portfolio. Today, the Powers are scaling at the intersection of surging youth-sports spending, franchising growth, and tech-enabled athlete development — helping shape the future of how young players train, compete, and build confidence both on and off the court.
Madison Butler, Color Me Mine Franchisee, Arlington, Texas
Madison Butler is redefining what young entrepreneurship looks like at just 23 years old. Butler is based in Arlington, Texas, and is the youngest franchisee of Color Me Mine. She is a standout example of how mentorship, passion, and determination can turn a part-time job into owning her own thriving business.
Butler took on a part-time job at Color Me Mine while she was studying psychology at the University of Texas at Dallas. Within months, she had advanced into a shift lead and eventually a manager. She began to educate herself on leadership operations and community-building. After she attended a management conference, she realized that many of the leaders she admired owned their own studios. She knew then that she wanted to go down the entrepreneurial path.
Soon after graduation, Butler, with the support of her parents, signed a franchise agreement at 21 and opened her own Color Me Mine location in June of 2025 when she was just 22 years old. Since opening, she has gained loyal customers through her trenddriven social media strategy and hands-on community involvement.
After working on the studio floor six days a week, Butler has grown close relationships, even learning some customers by name, which has helped drive strong repeat business and rapid growth with her revenue tripling from month one to month three.
Butler is already planning for the future with her sights set on opening a second location independently from her parents. She has overcome age barriers and has created a business with practical insight into franchising, mentorship, and building a community-centered brand from the ground up.
MADISON BUTLER
ROB & LAUREN POWERS
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FEATURED FRANCHISEES
Scott Franasiak, Wonderly Lights Franchisee, Buffalo, New York
After nearly three decades in corporate HR at a bank, Scott Franasiak knew it was time for a change. He wanted to do something meaningful — with his family.
After seeing an ad for Mosquito Joe in an airline magazine, the Buffalo native made a call in 2014 that changed his family’s life — franchising. “We went from training to making revenue in a 6-week period. That would not have happened outside of the franchise model.”
Scott, his wife, son Joel, and daughter all worked alongside each other building the business. Because of their great experience with Buzz Brands (Mosquito Joe’s parent company), the Franasiak’s were first in line when the brand rolled out the Wonderly Lights franchise opportunity in 2022.
“We saw it as a complement to summer pest control,” says Scott, who operates in the Greater Buffalo and Rochester areas. “From day one, we knew this could become a year-round premium lighting service. The structure of the franchise model — especially from a brand we trust — was exactly what we needed.”
This year, the Franasiak’s sold their Mosquito Joe franchise and are laser focused on building Wonderly Lights into a thriving family business. Joel serves as General Manager, leading operations and installation and Scott is realizing a childhood dream of entrepreneurship.
“What I love most is working alongside my family and seeing the magic our lights bring to customers and whole neighborhoods.” Scott says. For Scott, franchising wasn’t just a career pivot, it was a path to purpose for his whole family. “Wonderly Lights is a blessing — and we’re just getting started.”
Josiah Wiley, Exit Factor Franchisee, Atlanta (North), GA
After two decades of leading and growing companies, Josiah Wiley recognized a recurring pattern. Owners were pouring their lives into their businesses without a clear strategy for exiting or gaining freedom from daily operations. That realization led him to Exit Factor, one of the affiliated brands of entrepreneurship powerhouse United Franchise Group.
Exit Factor partners with business owners to maximize company value and build exit-ready organizations, whether they plan to sell now or in a few years — or just want to thrive with greater freedom today.
“Franchising with Exit Factor allowed me to combine my passion for business growth with a scalable model that empowers us to help owners create transferable value,” said Wiley, a constant innovator who has spent his career helping organizations scale and create lasting enterprise value. He holds 10 U.S. patents in engineering and product design and was named to the “40 Under 40” list in the HVAC/R industry. He also hosts The Freedom to Exit, a podcast featuring entrepreneurs and investors sharing their exit journeys.
Advisors at his Atlanta North franchise use Exit Factor’s proprietary 72-point valuation process and unique methodology to help clients identify growth gaps, reduce risk and position their companies for premium exits. On average, he said, Atlanta North clients see a 56 percent increase in business value and a 25 percent increase in profit.
It’s almost as rewarding for Wiley to see clients double their free time as they gain more operational control.
“After all,” he said, “it’s not the life you put into your business, but the life your business provides to you.”
JOSIAH WILEY
SCOTT FRANASIAK
AS OF DECEMBER 12, 2025.
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DISCOVER THE POWER OF THE CFA IN PERSON AT THE 2026 CFA NATIONAL CONVENTION!
The Westin Ottawa Ottawa, Ontario
April 18-20, 2026
*Become a CFA member and attend for Free!
If you want to grow your franchise in Canada, the Canadian Franchise Association (CFA) is here to help!
At the CFA, we are committed to providing support, learning resources, and growth opportunities for our community of members through:
COMMUNITY
Connect with other members of the Canadian franchise community and discover the power of learning and Growing Together®
BRAND AWARENESS
We connect our members with everyday Canadians to help them realize their dreams of building their own business through the power and opportunity of franchising
CORPORATE OFFERINGS
Free resources, programs, and services for our members operating in over 50 di erent sectors
ADVOCACY
Protecting and advancing the franchise business model from issues like joint employer through successful lobbying and relationship-building with Canadian government o cials
EDUCATION & INFORMATION
Providing the best information and training to 1,500+ attendees at the CFA’s educational events every year
Learn more at https://cfa.ca/membership/ or contact Ozit “Zee” Bittner at 416-625-3035 / obittner@cfa.ca or Shivam Sharma at ssharma@cfa.ca
UPCOMING IFA EVENTS
MULTI-UNIT FRANCHISING CONFERENCE
March 24-27, 2026 | Las Vegas, NV
INTERNATIONAL FRANCHISE SHOW - LONDON
April 17-18, 2026 | London, England
Partnership event with Business Show Media
IFA LEGAL SYMPOSIUM
May 17-19, 2026 | Washington, DC
IBA/IFA JOINT CONFERENCE
May 19-20, 2026 | Washington, DC
FRANCHISE CUSTOMER EXPERIENCE CONFERENCE
June 2-4, 2026 | Atlanta, GA
IFA ADVOCACY SUMMIT
Sept. 14-15, 2026 | Washington, DC
THE IFA WORLD FRANCHISE SHOW
Sept. 25-26, 2026 | Ft. Lauderdale, FL
Partnership event with Fortem International
FRANCHISE LEADERSHIP AND DEVELOPMENT CONFERENCE
October 6-8, 2026 | Atlanta, GA
EMERGING FRANCHISOR CONFERENCE
November 16-18, 2026 | Nashville, TN
Scan here to learn more about these events and plan your year with IFA!
