FOUNDATIONS OF CHANGE: THE FRANCHISE DIVERSITY ISSUE
More Than a Seat at the Table: The Perspectives Women Bring to Franchise Ownership
PG. 11
Called to Lead: My Faith-Fueled Journey Into Franchise Ownership
PG. 14
Opening Doors: How IFA’s Diversity Councils Are Expanding the Future of Franchising
PG. 16
Entrepreneurs and franchisees deserve a funding partner who not only provides capital but genuinely believes in their vision. At Benetrends, we’re committed to working together to fund dreams, foster growth, and fuel success.
At Benetrends Financial, we take pride in our role as a trusted partner in franchising. With over 40 years of expertise and as the IFA's preferred funding partner, we’ve empowered thousands of entrepreneurs to achieve their dreams through innovative funding solutions tailored to their unique needs.
Our offerings include 401(k) Rollovers as Business Startups (ROBS), SBA loans, Business Plans, Incorporation Services, Fleet Financing, and more to help businesses thrive.
We believe that success in franchising is built on strong partnerships and shared goals. That’s why we work closely with franchisors, consultants, and brokers to deliver seamless and
effective funding experiences. Whether you are launching a new business or expanding an established brand, Benetrends is here to provide expert support every step of the way.
With a commitment to excellence and a genuine passion for empowering entrepreneurs, we deliver "Faster Funding, Better with Benetrends."
Let’s work together to drive growth, support innovation, and build the future of franchising.
Michael Minitelli Chief Development Officer mminitelli@benetrends.com
(908) 447-0098
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(Hint: There’s not one type)
Are Woman-Owned or Co-Owned
Mike Davis, Neighborly
Zillennials: Meet the Next Generation of Franchise Owners By Lora Kellogg, CFE, Curious Jane
From Enrichment to Empowerment: Redefining What Kids Need Today By Navin Gurnaney, Code Ninjas
From Corporate to Community: What Franchising Taught Me About Purposeful Leadership By Traci Nocito, Hand & Stone Massage and Facial Spa
Nourishing Connections: How McAlister’s Deli Transforms Franchisees into Builders of Emotional Value, Not Just Efficiency By Danielle Parra, McAlister’s Deli
EDITORIAL
Being Picky: Choosing the Right Franchisees Can Be the Key to Your Brand’s Long-Term Success By Dawn Johnson and Paul Woody, UB Greensfelder
Scaling for Success: Floor Coverings International CEO Shares Lessons Learned After 30+ Years in Franchising By Tom Wood, Floor Coverings
Associate
Editor-in-Chief Courtney
MARKETING
Creative
Heather
Graphic
Catherine
ADVERTISING
Advertising
Carly
Technology
Sara Williamson
Manager,
At the heart of franchising are the people who power it: entrepreneurs, operators, and workers whose stories span industries — from fitness centers and hotels to tax firms and beauty salons. And just as franchising is diverse in its business models, it is equally diverse in its people.
According to IFA’s 2021 Value of Franchising survey, 26 percent of franchises are owned by people of color — compared to roughly 17 percent of non-franchised businesses. This trend holds across key sectors, including food and accommodation, retail, and administrative services. Franchising uniquely opens doors to first-time business owners, veterans, women, and even employees. These are not just statistics. They are proof points that franchising can — and does — serve as a powerful pathway to the American Dream and generational opportunity, especially for underrepresented communities.
That’s why, in 2025, we’re updating our Value of Franchising research in partnership with Oxford Economics. We’re digging deeper to better understand the unique opportunities franchising creates — how the business model is driving growth, uplifting communities and opening doors. Our goal is simple but urgent: provide the real data to better tell the stories of franchisees that show franchising is a small business model that works — and that ownership opportunities for all are central to its success.
This year, we’re also proud to launch a new multi-year campaign to spotlight the real people behind franchise brands — the local leaders, job creators, and community changemakers whose life experiences shape the neighborhoods we live in and the ways they have given back. Too often, franchising is misunderstood or misrepresented as corporate America or big business. The reality? Franchise businesses are small, local, and independently owned. They succeed not because of shortcuts, but because of hard work, grit, and the unique value franchising offers: the ability to be in business for yourself, but not by yourself. That’s what we want the public to know — and champion.
This month’s issue is dedicated to telling those stories. The stories of the diverse faces, ideas, and backgrounds who’ve found their future in franchising. Their journeys may be different, but their message is the same: franchising creates hope, upward mobility, and lasting community impact.
Let’s celebrate that. And let’s keep doing the work to protect, promote, and strengthen this model — because when franchising thrives, communities across the country thrive, too.
Sincerely,
Matt Haller President & CEO International Franchise Association
The International Franchise Association protects, enhances and promotes franchising.
The preeminent voice and acknowledged leader for franchising worldwide.
Mary Kennedy Thompson, CFE BNI Chair
Sam Ballas, CFE East Coast Wings + Grill and Sammy’s Sliders Vice Chair
Gary Robins The G & C Robins Company Second Vice Chair
Steve Hockett Great Clips Immediate Past Chair
Bill Hall, CFE Treats Investment, LLC Treasurer
Ron Feldman, CFE ApplePie Capital Chair, IFA Foundation Board of Trustees
Catherine Monson Propelled Brands Vice Chair, IFA Foundation Board of Trustees
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.
Mitch Cohen
Jersey Mike’s Subs; Sola Salon Suites
Ashley Coneff Inspire Brands
Adam Contos, CFE Area 15 Ventures
John Crawford Jani-King International, Inc.
Randy Cross, CFE Fish Window Cleaning
Kimberly Crowell Kalo Companies
Steve Danon Restaurant Brands International
Emma Dickison, CFE Home Helpers Home Care
Jay Duke BDO USA, LLP
Clint Ehlers
FASTSIGNS of Willow Grove, PA and Cherry Hill, NJ
Tim Evankovich Oasis Senior Advisors Franchise System, LLC
Shane Evans, CFE
Heights Wellness Retreats (Massage Heights Franchising)
Sean Falk, CFE
Just for Your Paws, LLC
Rocco Fiorentino, CFE
Benetrends Financial
Greg Flynn Flynn Group
Nate Garn Sizzling Platter
Matt Haller IFA
Daniel Halpern Jackmont Hospitality
Dustin Hansen , CFE InXpress
Jon Hixson Yum! Brands
Harvey Homsey, CFE Express Services, Inc.
Earsa Jackson , CFE
Clark Hill Strasburger
Tam Kennedy Twin City TJs
Jesse Keyser Keyser Enterprises
Aslam Khan
Falcon Holdings
Lillian Kirstein 7-Eleven
Rolf Lundberg Choice Hotels International
Ned Lyerly, CFE Starheel Ventures
Dave Mortensen Purpose Brands, LLC
David Ostrowe O&M Restaurant Group
Caroline Oyler
Papa John’s
Sarah Powell GoTo Foods
Todd Recknagel
PCRK Group, National Envy Development
Laura Roberts, CFE
Lali Ventures, LLC
Meg Roberts, CFE
Head to Toe Brands
Al Rodriguez Sport Clips
Azim Saju
Ark Holdings Group
Jyoti Sarolia, CFE Ellis Hospitality Group
Rob Branca Branded Management Group, Inc. Chair, Franchisee Forum
Robin Gagnon, CFE We Sell Restaurants Chair, Franchisor Forum
Marcia Mead M Squared Franchise Consulting Chair, Supplier Forum Advisory Board
Karen Satterlee, CFE
Hilton Worldwide Holdings, Inc.
Heidi Schauer
The Wendy’s Company
Abby Schmidt Paychex
Michael Seid, CFE MSA Worldwide
Stephen Shields Express Employment
Omar Simmons Exaltare Capital Partners
Lynette Eaddy Smith Chick-fil-A, Inc.
Richard Snow
Christine Son Dine Brands Global
Jeffrey Sopp
Kensington Hill Partners
John Teza
Hand & Stone Franchise, LLC
Carolyn Thurston, CFE
Wisdom Senior Care
Larisa Walega , CFE Ziebart International Corporation
Charles Watson, CFE Smalls Sliders
Steve White
PuroClean
Tim Williams
Williams Fried Chicken
Gabby Wong
FranConnect
Tony Zaccario
Stretch Zone
Re-Bath isn’t just a bathroom remodeling company. It’s a high-growth business opportunity in a $400B+ home improvement industry. With over 40 years of experience, 140+ U.S. locations, and a 4.8-star customer rating, Re-Bath delivers unmatched brand power and a proven, turnkey franchise model with comprehensive operational support.
Corey Benish is now the president of Home Franchise Concepts
Christina Clarke has joined the Sport Clips Haircuts leadership team as chief marketing officer.
Smalls Sliders has named Clint Penfield as its new chief operating officer.
Weed Man has appointed Laura Baker as its new chief marketing officer.
Eggs Up Grill has named Jennifer Folger as its new vice president of franchise growth.
A Place At Home has opened its first Connecticut location in southern Fairfield County, owned and operated by Perrin Hamilton. Hamilton is filling a growing need for senior in-home care solutions in one of the state’s most densely populated suburbs. His decision to open A Place At Home – Fairfield South was inspired by the challenges his grandparents faced while aging in place.
Altitude Trampoline Park is continuing its Midwest expansion with a new location in Schaumburg, IL. This marks franchise owner Shai Jiwani’s third Altitude park, joining her existing locations in Skokie, IL, and Marietta, GA. Jiwani, recently honored as an International Franchise Association Franchisee of the Year, represents Altitude’s growth trajectory as the brand nears 100 global locations.
MY SALON Suite continues to expand its national footprint with acquisitions and conversions proving to be powerful catalysts for growth. Wes Snyder, a seasoned multi-brand franchisee, recently expanded his MY SALON Suite portfolio through the acquisition of two independent salon suite businesses in Indianapolis, IN. The newly acquired locations in West Carmel and downtown Indianapolis will now operate under the MY SALON Suite name. These locations join Snyder’s existing MY SALON Suite group and complement his ownership of seven FASTSIGNS centers — both brands are under parent company Propelled Brands. In Charlotte, NC, multi-unit franchisees Melanie and John Ludden are scaling strategically across the region. The couple currently owns five MY SALON Suite locations in the area, with a sixth under construction. As part of their growth strategy, they recently converted an existing independent salon suite business into a MY SALON Suite at Concord Mills. They’ve also expanded in Columbia, SC, with two locations open and a third underway.
Always Best Care Senior Services has opened a franchise in New Bern, NC. Led by husband-and-wife team Trinette and David Reo, the new franchise, located at 1335 South Glenburnie Road, will provide high-quality senior care services, including non-medical in-home care and senior living referral services to New Bern’s local population.
Expedia Cruises President, Matthew Eichhorst, was recently honored with the prestigious “Legend of the West” award at the 2025 WAVE Awards. This award recognizes an individual who has made a significant impact on travel and tourism in the Western United States and beyond. Honorees were recognized across 77 categories, including cruise lines, river cruise lines, tour operators, airlines, hotels and resorts, destinations, rail vacation providers, theme parks, tourism boards, technology companies and travel insurance companies. The annual awards give travel advisors the opportunity to recognize the outstanding qualities and services of their travel supplier partners.
Re-Bath has once again earned the No. 1 spot for “Best Bathroom Renovations” by Bob Vila. The 2025 Best Home Renovation Contractors in America ranking highlights top-performing home renovation brands that deliver exceptional value, reliability, and peace of mind to homeowners nationwide.
Moran Family of Brands recently hosted its 2025 convention in Charleston, SC. Complete with franchisee awards and recognitions, a keynote speaker, roundtable discussions, and education sessions, the brand is ensuring the entire system is set up for success for the year ahead.
Franchisee Awards & Recognitions:
• Steve Sargent of Milex Complete Auto Care – Mr. Transmission in Cary, NC and Erich Overhardt of Turbo Tint in Delray Beach, FL received the Franchisee of the Year Award.
• The Consumer Choice Award went to Eric and Richelle Grajo of Turbo Tint in Carrollton, TX and Mike and Jenny Moore of Milex Complete Auto Care – Mr. Transmission in Florence, KY.
• Scott and Amy Pentecost of Milex Complete Auto Care – Mr. Transmission in Greenwood, IN and George and Evelynn Lugo of Turbo Tint in Metairie, LA were recognized with the Most Improved Performance Award.
• The Rookie of the Year Award went to Chris Laverdure of Turbo Tint in Cary, NC and Mike and Jenny Moore of Milex Complete Auto Care – Mr. Transmission in Florence, KY.
• Additional recognitions included the Legacy Award, celebrating franchisees who have been part of the brand for 30 years or more – an elite group representing 15 percent of the entire franchise system. The Million Dollar Club Award recognized franchisees who achieved $1 million or more in annual sales in 2024, accounting for 27 percent of the franchise network. Finally, the Top Sales Award highlighted multiple franchisees for their outstanding sales performance throughout the year.
Sport Clips Haircuts rallied more than 3,000 stylists, franchisees, and support team members from across the U.S. and Canada at its annual National Huddle. At the event, team members received focused training to
This year’s top awards went to:
• Area Developers of the Year – Duke and Michaelyn Sorensen of Highland, UT; Duke and Michaelyn operate three stores in Utah and two in Alaska, and cover Utah and Idaho as Area Developers.
• Team Leaders of the Year – Jeremy and Lori Aydell, French Settlement, LA
• Area Manager of the Year – Kayla Voight, University Place, WA
• Coach of the Year – Dana Hill, Nampa, ID
• Manager of the Year – Kaisha Prince, North Ogden, UT
• The Logan Trophy – Sport Clips’ Highest Honor –The Logan Family; The Logan’s own 81 stores in AR, OK, NY, NV, and TX, and the winning store is in Hot Springs, AR.
Black Optix Tint, a fast-growing franchise specializing in upscale auto styling and window tinting services, has joined United Franchise Group™ (UFG), a global leader in franchising. UFG partnered with Black Optix Tint to build and diversify its Starpoint Brands division, which includes Signarama and Fully Promoted. Black Optix Tint was founded in 2014 by entrepreneur Randal Moore, who opened a single auto styling shop in his hometown of Richmond, Virginia. Moore built it into a multimilliondollar franchise with the help of Accurate Franchise, Inc. (AFI), a UFG affiliated company that guides emerging brands through the complex journey of franchising.
By Jacqueline Gathers, Pillar To Post Home Inspectors
When I first stepped into the world of franchising, I wasn’t trying to change an industry. I was trying to build a future for myself, my family, and my community. As a Black woman in a male-dominated field like home inspection, I didn’t know anyone who looked like me doing this work. But instead of walking away, I chose to stay and to lead.
After 30 years with the New York City Housing Authority, I retired and found a new way to serve my community: through entrepreneurship. My late husband and I had started exploring franchise ownership together. After he passed, I held the keys to our new business and made the decision to move forward on my own. It was one of the most difficult and transformative decisions of my life.
At the Housing Authority, I worked closely with families navigating the city’s complex housing system. That experience taught me how to listen deeply, communicate clearly, and build trust — all qualities that now define how I serve clients as a franchise owner.
The decision to franchise rather than start a business from scratch was about partnership and standards. I
didn’t want to build everything from the ground up; I wanted a model that worked, a brand that cared, and a system that respected my time. Pillar To Post gave me all three. It gave me the freedom to lead while staying aligned with a network of professionals.
“The decision to franchise rather than start a business from scratch was about partnership and standards. I didn’t want to build everything from the ground up; I wanted a model that worked, a brand that cared, and a system that respected my time.”
I’ve found that consistency is where women often shine. In my business, that means showing up early, dressed professionally, and delivering the same quality experience every time. Our clients know what to expect, which is: no surprises, no excuses. That kind of dependability builds trust fast, especially with first-time homebuyers or those who may not have grown up learning about homeownership. In that way, consistency becomes its own form of leadership.
“ Because when people see someone who looks like them succeeding, their dreams feel possible.”
For many of us, franchising isn’t just about income, it’s also about identity. I’m proud that people now refer to me as “the lady inspector.” I built a brand that reflects who I am: detail-oriented, responsive, and rooted in the community. My son works with me now, allowing me to focus more on marketing and education. I speak at events, sponsor seminars, and lead conversations around Black homeownership, property management, and wealth-building.
There’s something powerful about being visible. I live in Staten Island and work in neighborhoods where real estate offices didn’t always welcome me. But I kept showing up. I brought cookies. I brought professionalism. And I built trust.
Today, I’m still one of the only women — and certainly the only Black woman — inspecting homes in some parts of New York. But I’m not alone. I mentor others, especially women and young people of color, who want to learn this business. Because when people see someone who looks like them succeeding, their dreams feel possible.
Over the years, I’ve received calls from women across the country, many of whom never imagined themselves in home inspection, who saw my story and felt encouraged to pursue it themselves. Representation opens doors, but mentorship
holds those doors open. I’m proud to have mentored several aspiring inspectors, especially women of color, through their first certifications and early business decisions.
Women franchise owners bring more than just business acumen; we bring lived experience. We understand the value of relationships, of empathy, of building something with purpose. For me, franchise ownership isn’t about being the exception. It’s about showing that women at any age, with any background, can thrive when given the tools and opportunity.
Franchising with Pillar To Post gave me that foundation; the structure, support, and community I needed to turn my vision into a reality. I’m proud to be part of a brand that empowers entrepreneurs to lead with confidence and impact.
Yes, we bring unique perspectives. But more importantly, we bring results.
Jacqueline Gathers is a New York State Licensed Home Inspector and a franchise business owner of Pillar To Post Home Inspectors, specializing in educating first-time homebuyers and underserved communities in Brooklyn and Staten Island. For more information about IFA franchisor member Pillar To Post Home Inspectors, please visit franchise.org/franchise-opportunities/pillar-to-posthome-inspectors/
By Clarence Howell, Marco’s Pizza
My journey into franchising began during one of the most uncertain times in recent history, the early days of the COVID-19 pandemic.
For over a decade, I had been working in the oil and gas industry, a solid career that provided stability. But in 2021, as the world seemed to be in chaos and so many lives were upended, I found myself asking a deeper question: What is my why?
I wanted to do more than just work for a paycheck. I wanted to make a positive impact for my family and my community. My wife and I started searching for opportunities that aligned with this calling, and after much research and reflection, we found franchising.
In January 2024, we opened our first Marco’s Pizza location in Crosby, Texas. This milestone represents much more than just a business venture. It’s a fulfillment of a vision grounded in faith, purpose, and legacy.
What drew us to franchising wasn’t just the opportunity to own a business. It was the promise of a proven framework for growth that also allows us to put our personal touch on the work we do every day. Franchising lets everyday people like me experience business ownership without reinventing the wheel. You get to be in business “for yourself, but not by yourself.” It’s a model that scales, offers operational support, and most importantly, empowers us to engage and uplift our local communities.
This path also gives me a chance to teach my sons about hard work, stewardship, and legacy — lessons that I want to pass down through ownership and leadership.
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What drew us to franchising wasn’t just the opportunity to own a business. It was the promise of a proven framework for growth that also allows us to put our personal touch on the work we do every day.”
Transitioning from a corporate career to franchise owner brought a steep learning curve, but faith and discipline kept me grounded.
One of the first lessons I learned was the importance of having a clear, written plan, and sticking to it. Proverbs 29:18 says, “Where there is no vision, the people perish.” That scripture has become a guiding principle in how I lead my business.
I quickly realized that ownership means taking full responsibility for everything including the successes and the challenges. It’s your ship to steer, and you own every outcome.
Understanding the numbers behind the business was another crucial lesson. It’s not just about what’s left in the bank at the end of the month; it’s about knowing the key performance indicators that drive those results. Finally, I learned the value of building the right team. Early on, I thought I could do everything myself, but that approach was holding us back. Surrounding myself with skilled people has been essential for sustainable growth.
The Franchise Ascension Initiative (FAI) was a gamechanger for me. For six months, I was immersed in an environment of franchise excellence and leadership, learning directly from some of the best minds in franchising.
FAI was more than education, it was access. It gave me a seat at the table and helped me clearly define where I want to go on my franchise journey, along with multiple ways to get there.
This program didn’t just teach me how to operate a franchise; it opened my eyes to the strategic thinking, community-building, and servant leadership required to succeed for the long haul.
Surrounding myself with skilled people has been essential for sustainable growth.”
To anyone considering franchising or the Franchise Ascension Initiative, my advice is simple: Just do it (JDI). I didn’t coin the phrase, but it’s one that I’ve adopted a long time ago.
Even if you’re unsure about franchising specifically, the lessons and frameworks you’ll learn will serve you well no matter what path you take. It’s about more than business, it’s about building a legacy and leading with purpose.
Franchising has given me a platform to live out my faith through business and leadership. I am grateful for the opportunity to build something that will benefit my family, my community, and hopefully, inspire others along the way.
The world may still feel uncertain, but through franchising, I’ve found a way to be a force for good, guided by vision, fueled by faith, and committed to legacy.
Clarence Howell is a Marco’s Pizza franchise owner. For more information about IFA franchisor member Marco’s Pizza, please visit franchise.org/franchise-opportunities/marcos-pizza/.
By David Smith, IFA
Over the past six months, the International Franchise Association’s (IFA) Diversity Institute has continued to expand its impact through dynamic programming, insightful conversations, and meaningful community engagement.
The Diversity Institute is comprised of three active affinity group councils: the Black Franchise Leadership Council (BFLC), the Hispanic Latino Franchise Leadership Council (HLFLC), and the Pride Franchise Leadership Council (PFLC). Each council is led by dedicated IFA member volunteers who are committed to sharing resources, elevating voices, and helping more people discover franchising as a path to entrepreneurship, wealth-building, and professional fulfillment. Together, these councils are building bridges between the franchise community and a broader world of diverse business talent.
On Friday, May 9, the HLFLC took center stage at the World Franchise Expo in Miami, FL, where the council hosted a live session titled “The Basics of Franchising.” This entry-level workshop
aimed to demystify the franchise model for firsttime entrepreneurs, offering a practical overview of franchising as a proven path to business ownership.
Speakers included:
• Felipe Osorio, Area Manager – East, Paychex
• Roberto Litwak, Lead Franchise Business Consultant, Domino’s
• Javier Solis, CFE, Co-Founder, Toro Taxes Franchise
• Jeimy Flournoy, Founder, Salon 809
The session attracted a diverse audience of aspiring franchisees and emerging business leaders from across the Hispanic and Latino communities, many of whom were attending their first franchise event. By meeting people where they are and delivering accessible, actionable information, the HLFLC is helping break down barriers to franchise ownership.
On Thursday, May 22, the PFLC hosted a powerful virtual panel discussion titled “Creating Safe Spaces: A Blueprint for Inclusivity.” The conversation brought together franchise leaders and inclusion experts to explore how building welcoming, affirming cultures can strengthen both team engagement and brand performance.
Panelists included:
• Cassidy Ford, Director of Franchise Development, EverSmith Brands
• Lee Braun, Founder & CEO, Perspire Sauna Studio
• Chris Rollins, CEO, The Ripple Effect Leader
• Jenny Nguyen, Founder & CEO, The Sports Bra
The group explored the intersection of inclusive leadership and business growth, offering attendees practical examples of how companies can thrive by prioritizing equity and belonging.
Whether participants identified as LGBTQIA+ or joined as committed allies, the session served as a powerful reminder that inclusive leadership is not a one-time initiative, but an ongoing journey rooted in empathy, awareness, and action.
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By sharing real stories and candid reflections, the BFLC helped HBCU students and alumni envision franchising as a tangible, exciting future.”
On Friday, June 20, the BFLC helped organize a panel at the third annual HBCU Entrepreneurship Empowerment Summit, hosted by the Howard University & PNC National Center for Entrepreneurship. This unique event brought together entrepreneurs, investors, students, scholars, and ecosystem builders to share best practices and build lasting connections.
The session, titled “From Campus to CEO: Building Wealth Through Franchising at HBCUs,” spotlighted successful HBCU alumni who have forged their own paths in franchising:
Speakers included:
• David Smith, Director of Diversity Programs, IFA
• Keith Singletary, Franchisee, Chickfil-A (Cheyney University Alum)
• John Lancaster, Vice President of Franchise Development, Choice Hotels International (Howard University Alum)
• Tisha Skinner, Multi-Unit, Multi-Brand Franchisee (Morgan State University Alum)
The panel showcased franchising as a viable pathway to wealth, leadership, and legacy, especially in Black communities that have historically faced barriers to ownership. By sharing real stories and candid reflections, the BFLC helped HBCU students and alumni envision franchising as a tangible, exciting future.
As the Diversity Institute’s councils continue their work, one message remains clear: franchising has the power to uplift, empower, and include, when we’re intentional about who we reach and how we lead.
From in-person events to virtual panels, from entry-level introductions to franchise ownership pathways, the Diversity Institute is broadening the reach of franchising so that more people from more communities can see themselves in this industry.
We invite IFA members and industry professionals to get involved, whether by attending events, mentoring emerging leaders, joining a council, or simply sharing how franchising has impacted your journey.
Together, we’re not just growing brands, we’re growing belonging, ownership, and opportunity for all.
By Shane Evans, Heights Wellness Retreat
When I co-founded Massage Heights in 2004, I didn’t set out to become a “woman in franchising.”
Iset out to build something meaningful, a business rooted in wellness and accessibility, where self-care could become a consistent part of people’s lives. But as the brand grew, and as I found myself navigating boardrooms, franchise conferences, and leadership circles often dominated by men, I began to understand how critical it was to not only build a strong brand, but also to champion the voice and visibility of women within this industry.
Now, 20 years later, as we evolve our brand into Heights Wellness Retreat, the mission is deeper than ever. We’re not just helping people feel better, we’re building a company culture that empowers others, especially women, to rise, lead, and thrive.
When people talk about networking, it often sounds transactional: collecting business cards or shaking hands at an event. But the kind of networking that truly shapes careers is rooted in authenticity and mutual growth.
Some of the most impactful connections I’ve made have started with a shared vulnerability or a simple “same!” moment. Whether it was bonding with another founder over the stress of raising capital or connecting with a young professional building confidence, those human moments create space for mentorship, collaboration, and community.
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We’re not just helping people feel better, we’re building a company culture that empowers others, especially women, to rise, lead, and thrive.”
For women in franchising, especially those just entering the space, it’s not about being in the room, it’s about having someone who welcomes you to the table and says, “Your voice belongs here.”
Mentorship has been instrumental in my growth, and today, I try to be the kind of mentor I wish I had earlier in my journey. That means showing up honestly, being transparent about the challenges, and offering guidance without ego.
I believe mentorship should be accessible, not performative. It doesn’t have to be a formal program, sometimes it’s as simple as a phone call after a tough meeting or sending a note to acknowledge someone’s growth. These small acts create ripple effects.
Women in franchising need to see other women not just surviving, but leading with confidence, clarity, and compassion. We need to normalize ambition and offer each other the tools and support to sustain it.
At Heights Wellness Retreat, we talk about culture as a practice, not a poster. That means creating policies and systems that actually support inclusivity, flexibility, and psychological safety.
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Women in franchising need to see other women not just surviving, but leading with confidence, clarity, and compassion.”
It also means acknowledging that the world is changing. Employees and franchisees today care deeply about purpose and belonging. We can’t just say we care about wellness if we’re not caring for the people inside our business.
That’s why we’ve doubled down on mental health initiatives, community impact partnerships, and pathways for diverse leadership within our system.
If I could offer one message to the next generation of women in franchising, it would be this: You don’t have to fit into a mold to succeed. You don’t have to know everything on day one. What you do need is a clear sense of purpose, a willingness to ask for help, and the courage to build something even if the path doesn’t look like everyone else’s.
And for those of us already in leadership? We need to keep the door open behind us. Say yes to the coffee chats. Invite someone to that strategy meeting. Recommend her name when the panel is being formed. Real inclusion is built in the small, consistent choices we make every day.
Change doesn’t happen in one big, bold move. It happens in the everyday. In the way we lead meetings. In the people we hire, promote, and support. In how we talk about success and how we model balance.
Franchising is a powerful model because it combines structure with the opportunity for personal growth and business ownership. And as more women step into this space, they’re bringing with them new ideas, new energy, and a deeply human-centered approach to leadership.
That’s the kind of change I want to be part of. That’s the kind of industry I want to help build. And if we do it right, together, we’ll create something truly unstoppable.
Shane Evans is the CEO and co-founder of Heights Wellness Retreat (formerly Massage Heights). For more information about IFA franchisor member Heights Wellness Retreat, please visit franchise.org/franchise-opportunities/heightswellness-retreat/
By Somia Farid Silber, Edible Brands
Franchising is an industry rooted in opportunity, a catalyst for entrepreneurs that offers a seat at the table for anyone who is willing to put in the work.
It’s more than a business model, it’s a platform to empower individuals of all backgrounds to become business owners and leaders using a blueprint for success.
As the daughter of an immigrant entrepreneur and now the CEO of the company he founded, Edible Brands, I’ve seen firsthand how franchising can transform lives. My father built this brand with the belief that anyone, regardless of their background, deserves the chance to shape their future through hard work and ownership. That principle still guides our company today as we strive for meaningful inclusion that honors and uplifts people of any background. Franchising offers an incredible path forward, but access alone isn’t enough. For entrepreneurs to thrive, they need to feel seen, supported, and celebrated. Access to entrepreneurship needs to be both intentional and ongoing — woven into every aspect of the business to truly build a scalable model for all.
At Edible Brands, we believe that access is not a separate initiative — it is a fundamental part of our brand and business strategy. As we continue to evolve, expand, and build out our legacy, we’ve placed a greater emphasis on supporting and empowering our efforts to celebrate cultural access, from the communities and guests we serve, to our franchise system. As the industry advances, franchise models must evolve in tandem to reflect the unique needs and perspectives of a diverse and dynamic ownership base.
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For entrepreneurs to thrive, they need to feel seen, supported, and celebrated.”
In order to build out a powerful franchise system, cultural awareness and representation need to be at the core of a brand’s DNA. This goes beyond assembling a diverse team or meeting standard benchmarks — creating a welcoming environment for entrepreneurs of all backgrounds and circumstances needs to be woven into every decision, process, and strategy authentically. In franchising, this must begin from the start, building processes and practices that guide potential franchisees throughout their journey and reflect a deeper respect for the people behind the business. But this support cannot stop once their location is open, it’s paramount to have systems in place to support existing franchisees for them to scale successfully.
Often, potential franchisees, especially those from historically underrepresented backgrounds, are faced with hidden barriers to entry, and it is the responsibility of franchisors to provide education, transparency, and concierge-level support to minimize barriers and promote mutually beneficial partnerships. Building networks that foster connection, mentorship, and community creates an environment where franchisees feel supported and celebrated — not just included. When representation is paired with resources, the result is a stronger and more resilient system for everyone.
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When representation is paired with resources, the result is a stronger and more resilient system for everyone.”
At Edible, we are always searching for new ways to engage with new customers and franchisees, meeting them where they are, and our strategy allows us to connect with a wider range of consumers, authentically. Inclusion is not a short-term goal or box to check — it’s a foundational lens. From product development to customer engagement, we pride ourselves on our culture of innovation and human connection.
As a consumer brand, Edible Brands interacts daily with vendors, suppliers, and potential new partners. Our supply chain is a critical extension of our inclusive efforts. Franchisees rely on franchisors to connect them with trusted vendor partners. At Edible, we’ve made it a priority to identify, partner with, and promote businesses from underrepresented communities. This means identifying and uplifting businesses that reflect the values and lived experiences of the communities we operate in, going beyond demographics to form long-term partnerships grounded in shared purpose.
Building a welcoming franchise system goes beyond numbers — it requires building a community where every franchisee and employee feels seen, heard, and
supported. Transparency, proper training, and continued investments in education and support are crucial in evolving a brand while staying true to its foundational values and mission. As a people-first culture, our franchisees receive marketing expertise, access to cuttingedge technology to streamline operations, real estate and staffing guidance, and robust training programs. For example, we have created a Certification in Franchising program for all new Edible Brands franchisees in partnership with Babson College, renowned for developing some of the world’s most successful entrepreneurs.
As a woman leading a national franchise brand, I understand the power of visibility and representation. When young women and aspiring leaders see themselves reflected in positions of influence, it fosters a sense of belonging and possibility. While the number of women in entrepreneurship and franchising continues to grow, I recognize the responsibility I have to serve as a mentor and example for women in college and those just beginning their careers.
Creating spaces for women in franchising to connect, support each other, and celebrate their wins is crucial in closing the gender disparity gaps in the industry. Continuing to facilitate a platform for women leaders to share their journeys helps to pave the way for others to follow in their footsteps.
While Edible Brands continues to remain at the forefront of the industry, we know that the work for creating a truly inclusive and equitable franchise system is ongoing. Making an unwavering commitment to building out supportive systems for franchisees involves staying adaptable and transparent in communication.
The franchising industry has a unique opportunity to build a more welcoming business world, bringing established business models to local communities through small business owners. When we center inclusion and belonging in our growth strategies, we build a culture of community, unlock potential, and increase performance. At the end of the day, franchising is a people-first business, and when we invest in people, we invest in building a positive legacy.
Somia Farid Silber serves as the CEO of Edible Brands, a role she assumed in October 2024 after a transformative tenure as president. As CEO, Somia is dedicated to guiding her familyowned business into its next phase of creativity and expansion, steering the strategic direction for Edible Brands and its subsidiaries. For more information about IFA franchisor member Edible Brands, please visit franchise.org/franchise-opportunities/edible-arrangements/
By Betsy Schmandt, Meredeth Jones and Amanda Potts, A&W Restaurants
Franchising is experiencing a cultural and operational shift.
As the industry continues to evolve, so does ownership and franchisor management. Franchising is no longer one-size-fits-all, and buyers aren’t cookie-cutter.
The industry’s evolution over the last decade has been remarkable. What was once largely a top-down, mandatedriven relationship between franchisors and franchisees has transformed into a more collaborative partnership. It’s a positive change that drives innovation and resilience. Modern franchising is more inclusive, innovative, and diverse, driven partly by the rise of women in leadership and ownership.
One of the most unifying beliefs among owners is the desire to go into business for themselves, but not by themselves. Many owners dream of building an independent life, spending time with their loved ones and fueling their passions doing something they love.
Who embodies this entrepreneurial spirit has changed and ownership looks different, now including more women, younger operators, and second-career entrepreneurs.
Women entering business are among the largest contributors to this shift, accounting for nearly a third of all franchises. Women are no longer dependent on their counterparts, and in many cases, they are claiming leadership roles and taking care of themselves. Women are pushing past barriers to entry, beginning their journey through entrepreneurship, family businesses, and corporate transitions.
“The unique perspectives women bring are proving invaluable in franchising,” said Amanda Potts, vice president of marketing at A&W Restaurants. “Ultimately, the franchisor-franchisee dynamic is a relationship, and women are exceptionally adept at cultivating and navigating these connections. It’s truly a superpower that drives stronger, more collaborative partnerships.”
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Modern franchising is more inclusive, innovative, and diverse, driven partly by the rise of women in leadership and ownership.”
Women are bringing new approaches to customer service, operations, and team building. Business is built on the ability to understand and connect with others, fostering relationships that will ultimately lead to business success. Business is no longer black and white; owners are leading with empathy, strategy, and innovation to make decisions and see real business impact.
Women in franchising are focusing on important areas like community impact, values-driven leadership, and employee engagement. Creating a space for women has fostered an environment for relationships to grow and businesses to flourish. According to research by Franchise Business Review, 88 percent of female franchise owners enjoy running their business. Leaders who prioritize female representation are creating more engaged, confident and successful franchisees who are passionate about their work and the communities they serve.
“The A&W leadership team is made up primarily of women. Our CEO, VP of Marketing and VP of Franchise Development are headed by women who are dedicated to the success of our franchisees,” said Meredeth Jones, VP of franchise development. “We’ve created an environment that not only supports women in leadership but also values people from all walks of life. We uphold our values with our DEI task force, which focuses on inclusion first and emphasizes the importance of building a workplace that allows everyone to show up authentically.”
Inclusivity can impact how we tell stories, market to target audiences, and develop teams. Innovation thrives when brands create a space where women can see themselves welcomed and celebrated.
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Franchising is no longer one-size-fits-all and is flexible to new candidates who are more than just financially qualified.”
Franchisors set the stage for diversity and how inclusivity is practiced within the organization. Inclusivity should be reflected in the franchisees who own and operate locations and in the leadership and staff that support and equip owners with the tools to grow. Intentional programs, training, mentorship and resources help create a space for women and other diverse demographics to enter business ownership and grow in franchising.
“A&W Restaurants has been a pioneer for the QSR industry and upheld a legacy for more than 105 years. We continue to grow and expand with passionate first and multi-generational owners because we’ve created a One Team culture at A&W that values diversity and inclusivity,” said Betsy Schmandt, CEO of A&W Restaurants. “Our franchisees are an active part of every conversation because they deserve to be heard, supported and met where they are to make their business goals and aspirations come true.”
Established franchisors with a strong understanding of the importance of female representation are attracting
the next generation of female owners and leaders who will continue to uphold these values and grow the business.
Women in franchising are creating a more flexible, technologically advanced, and values-driven business model. The competitive franchising landscape means that franchise development marketing must appeal to a wider audience. Women are often skilled communicators and community builders with a unique ability to problem-solve and think strategically. Women leaders are mastering the ability to execute rapid strategic shifts and operate on extended annual planning cycles. They bring to franchising a willingness to adapt menus, technology, and team structures to meet changing consumer and employee expectations. Franchising is no longer one-size-fits-all and is flexible to new candidates who are more than just financially qualified.
Franchising’s evolution is ongoing, and challenges remain, but diversity and inclusion shouldn’t be a hurdle to success. Equitable growth and systemic change should continue to be top of mind in the evolution of franchising and women are leading the charge in preparing the table for the next generation of female owners and executives. The more franchisors adapt to being more diverse, the stronger franchise brands and the communities they serve will be. Women are changing the face of franchising, and the industry is better for it.
Betsy Schmandt is the CEO & president of A&W Restaurants, Inc., her leadership experience extends across multiple renowned food, beverage and retail brands. Meredeth Jones is the vice president of franchise development and design, with more than 15 years of experience in franchise development. Amanda Potts is the VP of marketing and innovation, with more than 20 years of experience working with retail and restaurant brands. For more information about IFA franchisor member A&W Restaurants, Inc., please visit franchise.org/franchise-opportunities/aw-restaurants-inc/
Britt Riley is revolutionizing childcare through Haven, a groundbreaking franchise that combines fully licensed childcare, workspace, and fitness under one roof for the whole family. As CEO and founder, her six-year journey stems from a deeply personal mission to support parents during their children’s most formative years. Since establishing three thriving communities in 2019 and launching a comprehensive franchise network, Britt has created spaces where families can truly flourish together. Her vision addresses the heart of work-life integration, empowering parents to pursue their careers while being present for their children’s first five years. Recognized by Harvard Business School’s Startup Partners program and honored as a Childcare Champion by Moms First and the U.S. Department of Commerce, Britt has earned features in Newsweek, Parents, and Bloomberg. She’s expanding Haven’s purposeful model nationwide, fundamentally reshaping how families balance professional aspirations with meaningful family connections.
“As a founder, I created Haven to be the space I wish I had as a working parent — where families can thrive personally and professionally. I believe every community deserves an early childcare solution that truly serves the whole family. Each Haven location becomes a beacon of hope, showing that when we reimagine childcare, we nurture entire communities. That’s why we’re expanding the Haven Collection nationwide, gently reshaping an industry that has long needed fresh perspective. Through franchising, we’re empowering passionate entrepreneurs to bring this transformation to their own communities, fostering connection and growth through their own Haven club.”
By Brooke Janousek, GarageExperts
How
In franchising, success is never achieved alone. As Chief Marketing Officer, I’ve learned that the heartbeat of any franchise system is its people, especially the franchisees who bring a brand’s promise to life in their communities. My leadership philosophy is rooted in a simple but powerful idea: when franchisees feel supported, seen, and heard, everything from NPS to unit performance improves. But true empowerment isn’t just about encouragement, it’s about strategy, clarity, and co-creation.
Franchisees are far more than operators; they are brand builders and local ambassadors. The most successful franchise systems recognize that empowering these entrepreneurs isn’t a “soft” leadership skill, it’s a strategic imperative. When you invest in your people, the business moves faster and farther. I firmly believe that if the team knows the direction we’re heading, the “why” behind it, and how their unique contributions impact overall success, you end up with a highly engaged and accomplished network.
One of the most common hurdles for franchisees is marketing. For many, it’s the most intimidating part of running a business. My goal as a leader is to make marketing digestible, not daunting. I often train franchisees using a simple PDF that breaks down how to dedicate just one hour a day to marketing activities. By making the process approachable, we help franchisees build confidence which breeds consistency.
The best ideas often come from the field, and I view franchisee feedback as a vital resource.”
We’ve also invested in tools and training that demystify content creation, digital marketing, and performance tracking. Our monthly webinars, for example, are designed to break down complex topics into actionable steps. Whether it’s explaining the basics of social media or showing how to interpret analytics, we want every franchisee to feel empowered to confidently promoted themselves and connect with their local market. When franchisees understand the “how” and “why” behind their marketing, they become more effective advocates for the brand.
Empowerment also means co-creating success, not mandating it. The best ideas often come from the field, and I view franchisee feedback as a vital resource. Advisory councils, regular surveys, and informal conversations all help shape our brand’s direction. When franchisees see their input reflected in national campaigns or operational changes, it builds trust and a sense of shared ownership.
In today’s crowded marketplace, brand differentiation isn’t just about clever copy or a viral stunt. It comes down
We want you to feel like running your GarageExperts® franchise is both fun and rewarding! However, there may be times when it feels like the business is running you — and we’re here to help! Your Franchise Business Coach (FBC) should be your first point of contact whenever you have questions or need support.
We’ve also created this quick cheat sheet of daily tasks that you can complete in under an hour to keep your business running smoothly and your stress levels low!
We want you to feel like running your GarageExperts® franchise However, there may be times when it feels like the business is running Your Franchise Business Coach (FBC) should be your first point questions or need support.
We've also created this quick cheat sheet of daily tasks that you to keep your business running smoothly and your stress levels low!
Check these tasks off your list to ensure leads keep coming in and your brand remains strong and reputable in the market!
10 min
Check Nextdoor for posts and comments related to our industry (epoxy and polyaspartic flooring, garage floor coatings, garage renovations). Reply with an offer to provide a free estimate.
Check these tasks o your list to ensure leads keep coming in and your brand remains
5 min
Review any new Google Business Profile (GBP) reviews and respond accordingly. Escalate any negative reviews to your FBC if you need help crafting a response.
15 min
Check Nextdoor for posts and comments related to our industry (epoxy and polyaspartic garage renovations). Reply with an o er to provide a free estimate.
Review and respond to comments on all your social media channels and post a new “before and after’ picture of the day.
15 min
Log into your CRM to review monthly leads against your goals. Escalate anything out of line to your FBC.
Review any new Google Business Profile (GBP) reviews and respond accordingly. FBC if you need help crafting a response.
Extra time?
Drive around and put out yard signs in key areas.
©2025 GarageExperts® GarageExperts.com
Review and respond to comments on all your social media channels and post a new
to values in action. Your brand is what people experience. How you make them feel. It’s not just what you say, but what you do. We’ve invested in customer research that proves our values are a true differentiator. Customers remember how they’re treated, the quality of the service, and the authenticity of the people behind the brand.
Log into your CRM to review monthly leads against your goals. Escalate anything
That’s why we focus heavily on earned trust, not just paid reach. While digital ads and national campaigns are important, the most powerful form of marketing is a satisfied customer sharing their experience. We encourage our franchisees to be customer-focused. Understanding the “why” they chose to call us. Why do they want to redo their garage? We encourage them to provide top-tier service that will turn into a 5-star review. We also encourage community involvement which might mean sponsoring a local event or volunteering with a neighborhood organization. These actions build relationships that last, and they turn customers into brand advocates who refer business.
Data-driven decision making is another cornerstone of our approach. By providing franchisees with transparent reporting and actionable insights, we help them understand their markets, optimize their marketing spend, and measure what matters. This shared access to information not only builds trust but also encourages a spirit of experimentation and continuous improvement. When franchisees can see the impact of their efforts, they’re more likely to innovate and invest in new ideas.
Franchising is evolving, and women are leading the way. But for women’s leadership to truly thrive, we need more than good intentions, we need intentional support and space. Creating pathways for women isn’t about checking a box; it’s about supporting, elevating, and most importantly, listening to the women in your system and on your leadership team.
As a woman in franchising, I know firsthand the balancing act many of us navigate — between ambition and caregiving, between professional drive and personal responsibilities. It’s time to normalize flexible leadership models that reflect this reality. Supporting women means more than mentorship, it means creating opportunities for advancement, advocating for their voices at the table, and recognizing the unique perspectives they bring.
“Creating pathways for women isn’t about checking a box; it’s about supporting, elevating, and most importantly, listening to the women in your system and on your leadership team.”
Visibility is powerful. By highlighting the achievements of women franchisees and executives, we inspire others to aim higher and challenge outdated notions of what leadership looks like. I make it a priority to mentor emerging female leaders and to create forums where their ideas are not only heard but acted upon. I respond to every LinkedIn message for a chat and always make time for rising stars.
Leadership today is about creating clarity and courage for others, whether it’s helping a franchisee feel confident about a new marketing campaign or backing a female leader. My personal mantra is: “You’re never wrong if you choose yourself.” Authenticity isn’t just a feel-good concept; it’s the foundation of a strong, resilient culture. When leaders show up as their true selves, it encourages everyone in the organization to do the same.
Looking ahead, I’m optimistic about the future of franchising. The most successful brands will be those that prioritize people, purpose, and progress. Brands that empower their franchisees, live their values, and champion inclusion at every level. Franchising is about opportunity: the opportunity to build a business, serve a community, and create a legacy. By choosing empowerment, authenticity, and inclusivity, we can unlock that opportunity for everyone.
Entrepreneurship can often feel out of reach, but the Franchise Ascension Initiative (FAI) is rewriting the rules — and expanding access.
This six-month accelerator, powered by the International Franchise Association (IFA) Foundation, equips individuals from underrepresented, economically disadvantaged, and military-connected communities with the tools, mentorship, and access needed to succeed as franchise owners. The goal? Transform the future of franchising by catalyzing the success of diverse franchise talent.
Launched in 2024, FAI is more than just a training program. It’s a guided journey into the heart of the franchising industry. The inaugural cohort of 17 participants — diverse in geography, gender, background, and military service — logged over 250 hours of hands-on franchise education. That training was delivered through a dynamic hybrid model: weekly self-paced online modules, three major IFA event experiences, one-on-one mentoring with experienced franchise professionals, and topical “kitchen table” discussions.
Participants didn’t just learn the ins and outs of successful franchise ownership — they built community. From the IFA Advocacy Summit in Washington, D.C., to the Emerging Franchisor Conference and the IFA Annual Convention, cohort members cultivated meaningful networks to further the knowledge and support system catalyzing their success. They met industry leaders, engaged in conversations on the hottest topics in franchising, and began to see their own potential reflected in the success stories around them.
Following the culmination of the first cohort in February, FAI alumni are becoming those success stories: Michael Gatewood and Clarence Howell, among
others, are actively working to build and expand their franchise portfolio. A number of alumni from the cohort are likewise making strides toward franchise ownership — connecting with brands, identifying concrete opportunities for ownership, working to secure capital — and hope to share news of new ownership or expansion in the near future.
Clarence Howell and C-A Washington, both inaugural FAI class members, were invited to speak at the World Franchise Show in Miami — an incredible recognition of their growth and perspective. Meanwhile, Chandler Hayden, another graduate, was promoted to Franchise Development Manager at Taco John’s.
The common thread across these stories is the program’s unmatched support network.
“With access to resources and extensive training, FAI established an environment of continuous support long after program completion,” said Ava Holt, a graduate. “I feel confident that I can navigate the challenges of franchising and accelerate my future franchise ownership.”
That continuity of support is by design. The IFA Foundation is committed to tracking each cohort’s progress beyond their initial six-month program, ensuring alumni have the ongoing tools they need to launch and grow their franchises. For many, the mentorship component — a cornerstone of FAI —was pivotal.
“I am not alone in the process. The expertise and resources are accessible and available,” one participant shared.
The impact of FAI isn’t just individual — it’s systemic. By lowering barriers to entry and emphasizing representation, FAI is helping build a more equitable franchising ecosystem.
“This program did not simply educate me in purchasing a franchise — it inspired me to think owner-minded,” said Sharonda Faison. “To operate with intention, and to consider opportunities in the context of long-term viability.”
The IFA Foundation will welcome a new class of 30 rising franchise leaders in August 2025. Stay tuned for an upcoming announcement introducing the second Franchise Ascension Initiative cohort — and don’t miss your chance to meet them in person at the IFA Advocacy Summit this September.
By Justin Ghadery, EverSmith Brands and 2nd Vice Chairman, VetFran
When service members transition from military life to civilian careers, they often face a daunting question: “What’s next?”
Many veterans are eager to apply the discipline, leadership, and technical expertise gained in the armed forces to a new professional path — one that allows them the freedom to continue serving their communities with purpose. For an increasing number of veterans, franchising presents a compelling option. And speaking from experience, franchisors continue to prioritize attracting, connecting with, and incentivizing Veterans to join their network.
So, the question is, why is franchising a good fit for Veterans and former service members?
Franchising combines entrepreneurship (read: “freedom to control their destiny”) with a proven system — something that deeply resonates with those who have thrived in structured, mission-driven environments,
like military service. Veterans bring a unique skill set to the table, positioning them for long-term success in franchising, particularly in Business-to-Business (B2B) industries that value operational excellence (reliability and dependability), team coordination, hands-on tactical work, and accountability for relentless execution.
Military service instills qualities that align perfectly with what franchisors seek in their franchise partners: discipline, leadership, adaptability, and a drive to succeed under pressure.
• Discipline and Structure: Veterans are used to following standard operating procedures (SOPs) while also making smart decisions in the field. This mirrors the franchise model, where franchisees operate within established systems but are expected to demonstrate initiative in managing operations and leading their teams with unwavering composure when problems arise.
• Leadership and Team Management: From leading small units to managing logistics for large operations, veterans are trained to lead with integrity and motivate others. These leadership skills are crucial in running a franchise, especially in service-based and B2B sectors, where team performance directly impacts client satisfaction.
• Problem Solving and Mission Focus: Veterans excel at assessing risks, solving problems on the fly, and achieving objectives — often with limited resources. These traits translate seamlessly into entrepreneurship, where resilience and strategic thinking are key to long-term success.
• Attention to Detail and Compliance: Many franchises operate in highly regulated environments, whether that’s food safety, facility services, or fire protection. Veterans, particularly those with experience in maintenance, engineering, or logistics, bring a high level of attention to detail and a respect for safety protocols that are essential in these industries.
• Networking and Community Support: Veterans often have established networks within their military community and beyond, which can be invaluable for seeking advice, finding mentors, and securing business opportunities. They are also often committed to giving back to their communities, which can attract customers and build goodwill.
• Resourcefulness and Self-Sufficiency: Veterans have developed a sense of resourcefulness and self-sufficiency, often taking on responsibilities and projects independently. This ability to work independently and make things happen on their own is an asset for entrepreneurs.
As veterans channel their military experience into the franchise world, they unlock opportunities to apply their skills while building businesses that align with their values and aspirations. Franchising becomes not just a career but a mission-driven endeavor that allows them to thrive and continue to contribute to their communities.
While retail and food service franchises are typically the first to come to mind when seeking a franchise business opportunity, B2B (business-to-business) franchising presents an often-overlooked opportunity that’s especially well-suited for veterans. Business-to-business models often operate with fewer employees, with the owner serving as an active operator. Additionally, they offer recurring revenue and emphasize and prioritize customer relationships, process control, and operational excellence — areas where veterans are strong.
Take Kitchen Guard, for example, one of the emerging franchise companies under the EverSmith Brands portfolio that specializes in the B2B commercial facilities sector.
Kitchen Guard is a commercial kitchen exhaust cleaning franchise that provides essential fire prevention services to commercial kitchens, namely restaurant owners, facility managers, and institutional kitchens. The brand offers a mission-driven approach: helping businesses prevent kitchen fires, comply with fire codes, and operate safely and efficiently.
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Military service instills qualities that align perfectly with what franchisors seek in their franchise partners: discipline, leadership, adaptability, and a drive to succeed under pressure.”
For veterans with experience in mechanical systems, logistics, or facility operations, Kitchen Guard presents a natural extension of their expertise. But beyond technical alignment, it’s the model and the mission that resonate. This company provides vital services that protect lives, livelihoods and community icons — as restaurants are often cultural landmarks of a community. Veterans often seek careers where they can continue making a difference, and the professional service Kitchen Guard provides delivers that opportunity.
To help more veterans explore franchise ownership, the International Franchise Association (IFA) created VetFran, a strategic initiative designed to reduce barriers for veterans entering the franchising industry. Through VetFran, over 500 member franchises offer financial incentives, mentorship, and educational tools to help veterans identify and pursue the right opportunity. Here are some of the key benefits the VetFran program provides:
• Franchise Fee Discounts: Many participating brands offer reduced initial fees and startup costs to honor veteran service and encourage ownership.
• Resource Library: VetFran offers guides on evaluating franchise opportunities, financing options, and the “ins and outs” of day-to-day operations.
• Networking and Mentorship: Veterans can connect with fellow veteran franchisees and franchisors to ask questions, share experiences, and receive guidance and support.
Programs like VetFran are vital in helping veterans make informed decisions and avoid costly missteps in their post-service business journey.
Veterans possess the grit, leadership, and operational excellence to succeed in franchising. When paired with the right franchisees, especially in one that aligns with their values and leverages their skills, Veterans thrive. Whether it’s securing restaurants from fire hazards with Kitchen Guard or operating another community-serving B2B franchise, veterans bring unmatched dedication and resilience to their ventures. Franchising is not just a business model; for many veterans, it’s a continued mission.
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You have led with purpose. Now take command of your future. CMIT Solutions empowers veterans to turn their service into successful business ownership through IT support franchising. With a proven business model, in-depth training, and a strong support network, you will have everything you need to serve small businesses in your community. This is more than a job. It is your next mission. If you are ready to lead again and build something that matters for you and your family, CMIT Solutions is the opportunity you have been looking for.
”After flying missions in the Navy and navigating years in corporate America, I wanted something with real purpose. CMIT gave me the chance to lead again, serve my community, and build a business I truly believe in.”
—Steve Gray, CMIT Franchisee
20%
86 x 86 px
We proudly honor those who have served by offering a 20% discount toward franchise ownership. Your leadership, discipline, and commitment to service align perfectly with our mission — empowering small and mid-size businesses across the country. Let’s build something meaningful, together.
Many veterans value structure but crave independence after active duty. A CMIT franchise offers proven systems and support with the freedom of entrepreneurship.
• Use your leadership to build a business
• Follow a proven model with full support
• Turn service experience into ownership
• Join a mission-driven network of owners
Veterans get 20% off. Scan to learn more.
Steve Gray Lieutenant (O-3), U.S. Navy
THE LEARNING EXPERIENCE is a top-ranked, familyfounded early education franchise with over 430 centers open and 240 in development across the U.S. and U.K. Serving 52,000+ children, its proprietary curriculum promotes cognitive, social, and emotional growth. The brand extends learning through Bubbles and Friends, an award-winning edutainment platform. Recognized for innovation and franchise success, it was named the No. 1 childcare franchise by Entrepreneur and the No. 1 education franchise by Franchise Business Review in 2025. With a mission to positively impact children, families, and communities, The Learning Experience offers a purpose-driven, scalable opportunity for franchisees.
Learn more at www.TheLearningExperience.com
“After retiring from the Army, we wanted a purpose driven business. The Learning Experience stood out. They aligned to our values. Their exceptional curriculum, the way it’s brought to life, and their strong culture gave us an opportunity to impact young lives at multiple locations.”
- Arnold and Lasandra Talleyrand, The Learning Experience Franchisees
The Learning Experience proudly offers a 20% discount on our franchise fee to franchisees who have served in our country’s military.
Since 1920, SNAP-ON TOOLS has led the professional tool industry with premium products, a proven franchise model, and a legacy of excellence. Headquartered in Kenosha, Wisconsin, Snap-on Tools operates globally with more than 4,600 franchisees and 55,000 items across its product line.
Veterans bring discipline, leadership, and a missiondriven mindset — qualities that align naturally with Snap-on’s franchise opportunity. Snap-on participates in the IFA-affiliated VetFran committee and supports veterans’ transition into business ownership. For qualified honorably discharged veterans, Snap-on offers a $20,000 discount on their initial tool inventory. Recognized as the #1 Franchise for Veterans by Entrepreneur Magazine for two consecutive years, Snap-on continues to be a standout opportunity for those who served and are ready for their next mission in franchising.
“I’m a very analytical person by nature, so I approached this next step like any mission: methodically and thoroughly. I looked at everything from quick service restaurants to auto repair concepts, and most importantly, spoke directly with local franchise owners. Eventually, I took a closer look at Snap-on and did three ride-alongs with franchisees — it didn’t take long to see that this was different, that it was right.”
— Fred Martin, Snap-on Tools Franchise Owner
$20k
86 x 86 px
Snap-on offers qualified honorably discharged veterans a $20,000 discount on their initial tool inventory.
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By Alka Sinha, FRANdata
Few industries achieve the rare balance of purpose, passion, consistent consumer demand, and economic resilience quite like the child-related services industry.
Within franchising, the child-related industry spans three primary categories:
• early childcare and educational programs, which account for 66 percent of all childrelated franchise brands;
• youth fitness and recreation, representing 22 percent;
• and a diverse mix of other child-focused services ranging from babysitting to retail.
The industry is witnessing a powerful combination of rising demand, demographic shifts, and
increasing parental investment in child development. The childcare market alone is valued at an impressive $71.7 billion this year, having grown at a steady annual rate of 2.6 percent1 over the past five years. This sustained growth is fueled by several key societal and economic trends reshaping family life and workforce participation.
• Increased focus on early childhood development: Parents are placing greater emphasis on early education, recognizing the first five years as foundational for cognitive and socio-emotional development, fueling demand for structured, skill-focused programs.
• Return to in-person workplaces: The return to in-person work is accelerating demand for dependable, high-quality childcare solutions.
1 IBISWorld. “ Day Care in the US .” IBISWorld, 10 Jun. 2025.
• Rising Female Workforce Participation: More women are joining and remaining in the workforce, further driving the need for accessible childcare and educational services.
• Evolving Family Structures and Higher Incomes: The rise of dual-income and single-parent households, along with increasing disposable incomes, is reshaping family needs and expectations for child-related services.
While demand in the childcare segment has grown significantly, supply is gradually catching up. One of the key hurdles for new entrants is the upfront investment, particularly in securing the right real estate. With commercial rents rising in many urban and suburban areas, prime locations can be costly. However, leading franchisors are actively supporting franchisees by forming strategic partnerships with real estate firms to help franchisees secure ideal sites at more favorable rates. Many also offer comprehensive site selection support, lease negotiation guidance, and access to pre-approved property lists, making it easier and more cost-effective for new operators to enter the market with confidence. Several brands in the child-related industry, particularly in the Child Care Centers sector, have demonstrated some of the highest historical unit success rates in franchising. This reflects both the strong and sustained consumer demand and the robust franchise systems established by their franchisors.
While childcare remains the cornerstone, the child-related franchise industry is rapidly diversifying into enrichment, education, and recreation. Parents are increasingly investing
Number of Franchised Businesses (Child-Related Industry)
Source: FRANdata
in extracurricular programs, from STEM-based tutoring to creative arts and sports, as part of a broader focus on holistic child development. Educational and tutoring brands offering coding, robotics, and science-focused curricula are seeing strong growth as parents seek to prepare children for a tech-driven future. Similarly, the youth fitness and sports category, spanning swim schools, soccer academies, and even esports leagues, has also seen extensive growth. Some brands have successfully partnered with schools and community centers, minimizing infrastructure costs while maximizing local reach.
As families become more healthconscious and developmental goals become more personalized, the youth recreational services, which include fitness, sports, and enrichment activities, represent a $1.47 trillion industry in the U.S., and is expected to grow by 53 percent over the next decade.2 This projected boom is supported by a generation of parents eager to provide well-rounded opportunities
2 D1 Training FD. “ The Youth Fitness Industry Checks All the Boxes for Big Business .” D1 Training, 2 May 2024.
for their children and backed by strong consumer spending power.
In franchising, fueled by continued consumer engagement and favorable market trends, the number of franchise establishments in the child-related industry is estimated to growth at a CAGR of 3.5 percent, rising from 10,660 in 2021 to more than 11,810 in 2024.
The industry has demonstrated strong post-pandemic momentum, with a notable influx of new operators. The number of new brand launches grew from 9 in 2021 to 19 in both 2022 and 2023, rising further to 23 in 2024. This upward trend highlights strong demand for child-related services and a rapidly expanding addressable market for scalable, franchise-driven concepts.
Fitness and amusement centers have seen the strongest unit growth in the past three years, fueled by rising demand for experiential, activity-based offerings for children. High-growth brands such as M14Hoops (600 percent unit growth in 2023 and 86 percent in 2024), Kidokinetics (236 percent in 2023), Ultimate Ninjas (200 percent in 2023), and Big Blue Swim School (114 percent in 2023, after 600
Source: FRANdata
percent in 2022) are driving category momentum. Other high-growth concepts include Nutty Scientists (400 percent in 2023), Sit Still Kids Salon (183 percent in 2023, 200 percent in 2022), Club SciKidz (129 percent in 2023), and Little Kitchen Academy (200 percent in 2023)
Analysis of average unit revenues highlights the sector’s resilience, with a 32 percent rebound in 2021, just a year post-pandemic, followed by 17 percent growth in 2022. By 2023, the sector settled into a more stable growth rate of 5.6 percent.
The child-related services sector is experiencing accelerated consolidation as platform companies and private equity firms respond to sustained, resilient demand. Strategic acquisitions are bringing together complementary brands under unified portfolios to drive operational efficiency and scalable growth. For example, in January 2025, Unleashed Brands (backed by private equity) acquired Water Wings Swim School, expanding
Source: FRANdata
into swim instruction and further strengthening its portfolio in tutoring, STEM, and recreational enrichment. The sector’s appeal lies in its economic durability, with parents consistently prioritizing investments in their children’s development. At the same time, it is advancing through the integration of technology including interactive learning platforms, digital progress tracking, and parent communication tools, enhancing operational efficiency and parental trust. Flexible and hybrid service models are also addressing the needs of families with nontraditional schedules. As demand for high-quality care and education continues to grow, brand recognition and consistency have become key differentiators. There is also growing demand for franchises that prioritize safety, health, inclusion, and sustainability, reflecting parents’ heightened concerns for their children’s well-being and the environment.
However, increased competition, especially in a still-fragmented market, requires franchise operators to continually invest in curriculum upgrades and program innovations to appeal to both parents and children who are increasingly
influential in the decision-making process. Additionally, regulatory and licensing requirements add another layer of complexity. Established franchised systems are particularly well-positioned, benefiting from strong community trust and proven operational frameworks that support efficient scaling and regulatory compliance. Looking ahead, the sector’s combination of economic resilience, innovation, and mission-driven impact positions it for sustained growth. Entrepreneurs and investors who can adapt to evolving market needs, embrace technology, and deliver consistently high-quality experiences are poised to thrive. Ongoing consolidation and the emergence of innovative models are transforming the franchised child-services sector into an attractive investment landscape offering strong returns alongside long-term impact on child development and family well-being.
Alka Sinha is a senior research analyst at FRANdata. For more information about IFA supplier member FRANdata, please visit franchise.org/suppliers/frandata/
Multi-Unit growth with Lightbridge Academy
• $2.6M average and median gross revenue*
• 160+ centers open or in development across 15 states
• 40% of franchisees own more than one location with 75% of centers owned by Multi-Unit Operators
• Comprehensive support from site selection to grand opening
• Multi-Unit incentives & growth-friendly territories available
“Our biggest motivation in pursuing a franchise was to create a better worklife balance and be more present for our children. Just as important was finding a franchise brand with deep expertise in child care—a trusted partner we could grow with and learn from.”
Bhavna Ajwani | Franchise Owner
By Michael Browning Jr., Unleashed Brands
Parents
today are navigating a different
world than the one they grew up in — one where kids are bombarded by screens, social pressures, and a pace of life that often leaves little room for joy, movement, or self-discovery.
At Unleashed Brands — the leading youth enrichment platform serving 20 million kids annually — we recently conducted a national survey of 1,000 U.S. parents to better understand their mindset and what services they are looking for as consumers. The numbers make one thing clear: there is strong demand for enrichment experiences that go beyond screens, supporting emotional development and helping kids discover who they are destined to be. This data is important when talking about the demand present within the child service industry. Parents aren’t just looking for something to fill time. They’re searching for opportunities to help their kids grow into strong, confident, and emotionally healthy people.
Parents today are more intentional than ever about how their children spend their time. Out of the group of school-aged parents surveyed, our
research found that 64 percent of parents are concerned about excessive screen time, along with other fears such as negative peer influence and social exclusion. These concerns reflect more than fleeting frustration; they point to a deeper desire for experiences that help kids learn, grow and thrive in the real world. And families are actively seeking programs that hit these marks, they want their children to be involved in environments that are interactive, emotionally safe, and drive meaningful development.
Even during uncertain economic times, there’s a trend in parents showing a strong willingness to invest in programs their children love, particularly those that feel purposeful and offer visible developmental benefits. The interest in enrichment programs remains strong. Parents continue to prioritize activities that build creativity, confidence, and mental wellness. When
families do scale back, it’s rarely from a lack of interest. It’s typically driven by affordability challenges or convenience barriers like timing and logistics. That’s an important note for entrepreneurs and franchise operators in the children’s services space; the demand is strong and accessibility is key to driving growth.
Parents are most willing to invest when a program is something their child genuinely loves, feels purposeful, and shows visible developmental benefits. Whether it’s martial arts, gymnastics, swimming, STEAM projects, today’s families prioritize what builds lasting passion with their children, not just short-term entertainment.
We’re at a turning point in the children’s services industry. Over the next decade, it won’t be about offering more; it will be about doing more with meaning. Families are hungry for enrichment brands that help build better humans.
At Unleashed Brands, we believe that when we invest in our kids, we invest in the future. And that’s a mission worth building a business around.
By Navin Gurnaney, Code Ninjas
The
needs of today’s families are changing, and the role of supplemental education is evolving in response.
As technology advances and the future of work becomes less predictable, parents are seeking more than after-school enrichment. They want learning experiences that are engaging, skill-building, and designed to help their children grow into confident, capable individuals. This shift is reshaping how the children’s services industry operates, and it is creating new expectations around how we support the next generation.
Parents are becoming more selective about how their children spend time outside of school. With students in the classroom for fewer than seven hours a day, families are looking for ways to
extend learning through meaningful educational experiences. The focus is shifting toward programs that build long-term skills like critical thinking, creativity, and confidence.
Families increasingly value experiences that feel relevant to real life. They want their children to connect what they are learning to how the world works and to see progress through outcomes they can understand and feel proud of.
Hands-on, experiential learning is gaining momentum across the industry. According to a study by the Aspiring Scientists Summer Internship Program (ASSIP) at George Mason University, students retain more information and stay more motivated when they are actively involved in solving problems, working on projects, or creating something from scratch.
At Code Ninjas, students learn to code by building video games, experimenting with robotics, and working through real-world challenges. This approach encourages independence, persistence, and collaboration. It also gives kids a chance to see how effort leads to achievement, which builds both skill and self-belief.
Technology is now a constant in children’s lives. About 90 percent of children use digital learning materials or devices outside of school, according to a recent study by Deloitte, and a study by Samsung Solve for Tomorrow shows that 88 percent of parents believe knowledge of AI will be crucial
in their children’s future education or career. However, using technology is not the same as understanding it or using it meaningfully.
Families are seeking programs that help their kids become active creators with technology rather than passive consumers. Coding, in particular, offers a way to build digital fluency while strengthening logic, creativity, and problem-solving. These are foundational skills that will serve kids well in many areas of life.
AI isn’t going anywhere — it’s reshaping the workplace and creating a new reality for the next generation. The jobless rate for recent graduates is currently at 5.8 percent — it’s highest since 2021 — while internship postings have fallen by 11 percent from last year according to the New York Federal Reserve. Some projections suggest that up to half of all entry-level white-collar jobs may be automated soon.
Equipping children with AI skills today prepares them to collaborate alongside technology instead of competing against it. This expertise is quickly becoming a key consideration for employers, with 80 percent of hiring managers stating they prefer candidates who are comfortable and proficient in using AI as a tool in their work.
The global children’s education market is projected to surpass $500 billion in the coming years, according to Business Research Insights. This growth reflects a rising demand for learning that is engaging, practical, and empowering. As we look ahead, one thing is clear: the future of the children’s industry belongs to those who see it not just as a market, but as a mission.
Navin Gurnaney is the CEO of Code Ninjas. For more information about IFA franchisor member Code Ninjas, please visit franchise.org/franchiseopportunities/code-ninjas-llc/
By Traci Nocito, Hand & Stone Massage and Facial Spa
At the beginning of my career, I spent 30 years in mortgage banking operations.
These were years filled with tight deadlines, complex logistics, and the kind of structure that defines a corporate environment. I never imagined I’d one day be running wellness spas, helping people relax and recharge. And yet, here I am! My transition into franchising wasn’t part of my long-term plan. It grew organically from something much simpler: repeatedly receiving spa treatments from Hand & Stone and seeing the benefits in real life. My husband Anthony and I had been Hand & Stone members for years before considering franchise ownership. Eventually,
we shared the same sentiment: “This really works, and more people should have access to it.”
In 2017, Anthony and I acquired our first two Hand & Stone locations in Pennsylvania. Today, we’ve grown our business to include several locations across the state, as well as in the Myrtle Beach, South Carolina market. Along the way, I’ve learned countless lessons about operations, hiring, leadership, trust, and purpose. If you’re an aspiring entrepreneur or franchise professional figuring out your next step, here are a few insights from nearly a decade as a Hand & Stone franchisee.
At first glance, mortgage banking and spa management seem to have nothing in common. But when we opened our first location, I quickly realized how transferable my skills were. Managing a team, organizing operations, handling financials, and staying on top of compliance were all skills I’d already built. The daily operations changed, but the foundation was there.
“
At
first glance, mortgage banking and spa management seem to have nothing in common. But when we opened our first location, I quickly realized how transferable my skills were.”
I think a lot of people entering franchising for the first time underestimate the value of what they already know. Just because you’re entering a new industry doesn’t mean you’re starting from scratch. Your professional background is often a head start — if you know how to leverage it.
One of the most important steps we took before becoming Hand & Stone franchisees was simply being dedicated customers. When we regularly got massages at our local Hand & Stone, we weren’t evaluating
Our commitment to creating an inclusive business extends beyond our office walls through daily interactions with our clients, to promote a more diverse industry and equity for all. We serve and protect franchisees and special and select markets with insurance solutions and valuable resources.
the brand from a spreadsheet — we were living it, week after week. Being active members gave us an honest perspective on what worked, what didn’t, and how we’d want to run our own Hand & Stone. If you’re considering franchise ownership, I’d encourage you to become a customer of the brand you’re interested in. Use the service as a regular. Pay attention to how you’re treated, how the experience feels, and whether the brand’s values align with yours. Build relationships with the staff and understand how the brand operates. It’s easier to lead when you genuinely believe in what you’re offering.
“ And no amount of advertising can compete with the kind of trust you earn from showing up for your community.”
When people ask what drew us to wellness, I usually say, “We needed it.” Life gets busy, and stress builds. Anthony and I saw how impactful regular self-care was in our own lives, and we wanted to help others access that same experience.
However, as regular Hand & Stone customers, we learned that running a spa is about more than massages and facials. It’s about creating a space where people feel safe, respected, and heard, a philosophy that applies to both our guests and our staff. With our locations, we’ve tried to build a
culture where people enjoy coming to work, where their growth is supported, and where everyone is valued. You don’t need to be in the wellness industry to lead your franchise with that kind of purpose. Whatever your business is, ask yourself: “Why does this matter to the people I serve? How can I make that experience more meaningful for them?”
As Anthony and I have scaled our portfolio with Hand & Stone, one thing has remained constant: our focus on being part of the local community wherever our spas open. We attend chamber meetings, support local causes, and stay visible in the neighborhoods we serve. This is how we both find fulfillment as entrepreneurs and build lasting customer relationships. When people know you’re genuinely invested — not just opening another storefront — you build trust. And no amount of advertising can compete with the kind of trust you earn from showing up for your community.
Often in franchising, there’s pressure to keep expanding once you’ve found success. I’ve never subscribed to that mindset. Instead, we’ve chosen to grow gradually and only when we feel confident in our team and systems.
Scaling can be exciting, but it can also dilute what made you thrive in the first place. For us, quality has always come before speed. Every time we open a new spa, we consider whether we have the right people on the team and whether we’re capable of delivering the quality experiences members expect. If the answer isn’t yes, we pause.
Sometimes people view career transitions as a total reinvention. I don’t see it that way. My time in a fast-paced, detail-driven field helped me bring structure and strategy to a service-based business — and I’ve learned just as much from this chapter as I did in the last.
If you’re considering a new path in franchising, don’t focus only on the industry. Focus on whether the business model allows you to grow and whether the mission resonates with you. If the values line up, you can turn your passion for the brand into a thriving business.
Franchise ownership isn’t one-sizefits-all. But for people who want to lead with purpose, serve others, and apply their experience in new ways, it can be incredibly fulfilling. You don’t need to have all the answers on day one. You need the willingness to learn, belief in what you’re building, and a commitment to showing up your people, every single day.
Traci Nocito is a multi-unit franchisee of Hand & Stone Massage and Facial Spa. For more information about IFA franchisor member Hand & Stone Massage and Facial Spa, please visit franchise.org/franchiseopportunities/hand-stone-massage-and-facial-spa/
By Dawn Johnson and Paul Woody, UB Greensfelder
Whether you are a start-up, emerging or mature franchisor, identifying and attracting the right franchisees is critical.
Failing to Develop an “Ideal Candidate” Profile Before Marketing the Franchise
Early-stage franchisors often overlook the crucial step of determining the traits of their ideal franchisee. This can result in choosing family members, friends, and others who exhibit a passion for the brand but are not ideal franchisees.
Undisciplined or inexperienced salespeople or franchise brokers sometimes exaggerate earnings potential, ease of operation, or the required level of owner involvement, in an effort to close a deal. However, effective sales teams are aware of the risks of setting unrealistic expectations and/or providing information that conflicts with the Franchise Disclosure Document or sales regulations. Beyond the legal risks, misrepresenting
the franchise opportunity can cause disgruntled franchisees and challenging franchise relationships.
Not fully disclosing all fees, costs, and risks associated with the franchise can erode trust and create legal liability. Prospects expect clear, honest communication, including information about initial investments and operational challenges. Beyond legal issues, failing to inform prospects about increases in discretionary fees, plans for costly system changes, or volatility in key inventory costs undermine trust and franchisee satisfaction and can result in litigation.
Failing to rigorously vet potential franchisees can result in mismatches between the franchisor’s expectations and the prospect’s actual capabilities or commitment. Poorly matched franchisees often struggle, requiring disproportionate resources and harming the brand’s reputation.
A generic or poorly defined brand story can make it hard for prospects to see what sets the franchise apart. A well-developed brand story can increase franchisee buy-in and the sense of community among franchisees.
Prospects seek systems that provide ongoing training, marketing support, and operational assistance. Franchisors with developed support infrastructures should emphasize this support in their marketing. Emerging franchisors developing support structures should articulate a plan for providing adequate support in the short term and bolstering their franchisee support apparatus as the system grows.
Inconsistent follow-up or a lack of responsiveness during the sales process can make prospects feel undervalued and raise questions about the strength of the system. Structured, timely communications help maintain momentum and build confidence in the franchisor.
Ideal franchisees have adequate capital or access to financing, sufficient understanding of basic business operations and financial statements, and the ability to manage day-to-day operations while weathering any initial challenges. Smaller systems should seek candidates who are financially stable but motivated to use the franchise opportunity to further obtain financial success. Larger systems, or systems seeking multi-unit candidates capable of meeting the desired development schedule, may seek candidates who have access to large amounts of capital and who have experience managing multiple locations successfully.
Ideal franchisees are motivated, proactive, and passionate about their business. They are willing to invest the time and energy required to make the franchise successful. They also seek the advantage of operating under a developed business model. Franchisees who want to do things their way can quickly grow disgruntled if the franchisor insists that they follow the system rather than permit them to operate differently than the other outlets. A successful franchisee values established processes and guidelines with a clear understanding of the franchisee’s and franchisor’s respective roles under the franchise agreement.
Ideal franchisees share a commitment to the franchisor’s mission, culture, and customer service philosophy. This alignment is critical for protecting the brand’s integrity and uniformity of customer experience and can be key to maintaining the franchisee’s commitment through the inevitable ups and downs of operating their business.
Franchising often involves managing staff and interacting with the community, so effective communication, people management, and networking skills are important for most concepts.
Since industries and markets evolve, the best franchisees are lifelong learners who actively seek feedback, training, and opportunities to improve within the established framework.
Rigorous Qualification Process:
Utilize detailed application forms, financial disclosure statements, and business background checks to identify candidates who are aligned with the franchisor’s financial and experiential criteria.
Structured Interviews and Discovery Days:
Conduct interviews and pre-sale discovery days to assess a candidate’s personality, cultural fit, and genuine interest in the brand.
Assessment Tools and Questionnaires:
Use personality assessments tailored to evaluate a candidate’s alignment with the franchisor’s values. These tools can spotlight candidates who match the brand’s ideal profile and reduce bias.
Contact those who have worked with the candidate in the past to verify their track record and integrity. Franchisors can hire companies to perform background checks, including litigation history. This diligence can reveal insights into a prospect’s actual experience and strengths and flag potential warning signs.
Evaluation
Ideal candidates have an intimate understanding of their local market. Assess their knowledge of, and contacts within, the community.
Dawn Johnson is a partner and co-lead of the Franchise & Distribution practice at UB Greensfelder and Paul Woody is a partner in the group. For more information about IFA supplier member UB Greensfelder LLC, please visit franchise.org/suppliers/UBGreensfelder/
Acceptance.
Applicants will receive email notification regarding acceptance of CFE candidacy and next steps to launch your CFE journey.
Acquire credits.
You will be provided with a CFE Getting Started Guide that explains the program requirements and details for selecting the education courses that best fit your schedule and goals.
Program completion.
Program requirements can be satisfied through a combination of professional franchise experience, approved event participation, and authorized education courses.
Congratulations!
You’re a Certified Franchise Executive! You now join the ranks of thousands of franchise leaders worldwide who have earned the esteemed CFE designation!
By Mike Davis, Neighborly
A quick story — one that shaped my entire career.
Ionce found myself as the only person in the office with the CEO, a leader who would go on to have the greatest impact on my professional growth. At the time, I was a VP, eager to learn and move up, so when he asked if I’d like to grab lunch, I jumped at the chance. Over that meal, he shared some of the most valuable career advice I’ve ever received.
1. Sit next to me in meetings. He wanted me to see his thought process in action — to watch what he was writing down, track the logic behind his notes, and learn the pattern recognition that took him years to master. His exact words? “Cheat off me.” He encouraged me to steal his insights and absorb them as fast as possible.
2. Read and stay educated beyond your own industry. He pushed me to develop a broader perspective, one that would allow me to bring new ideas, strategies, and solutions into my own field.
Both pieces of advice were about one thing: shortcutting the experience curve. Instead of waiting for exposure to come naturally over time, he challenged me to actively seek it out, to place myself in environments where I could absorb knowledge faster, and to surround myself with people who were willing to share their wisdom. That experience reinforced something crucial: the best leaders don’t hoard knowledge — they pass it down. I was fortunate to work for someone who believed in sharing wisdom, and it’s a quality I always look for in mentors, leaders, and career opportunities.
It’s also important to acknowledge our individual role in having a mentor invest in you. That happens through hard work, a positive attitude, and, maybe most importantly, being intellectually inquisitive.
Franchising, at its core, is built on this exact principle. A franchise system is a structured way to gain exposure instantly — without having to wait
years to figure things out on your own. Just like I was able to “cheat off” my CEO and accelerate my learning, franchisees get to do the same by following the proven systems and strategies laid out by the franchisor.
In a traditional career or independent business, exposure often takes years to develop, and many people never get the chance to learn from the best. But in franchising, you skip that wait — you immediately gain access to the experiences, insights, and battle-tested strategies of those who have already walked the path.
When franchisees fully engage with the system — following the model, learning from those ahead of them, and leveraging the mentorship available — they compress decades of learning into months or years. The magic of franchising isn’t just in the brand or the playbook; it’s in the shortcut to exposure that allows
“
The magic of franchising isn’t just in the brand or the playbook; it’s in the shortcut to exposure that allows entrepreneurs to operate at a high level much faster than they ever could alone.”
entrepreneurs to operate at a high level much faster than they ever could alone. I regularly meet with franchise owners, often in the same meeting, whose performance varies dramatically year-over-year. In the majority of cases, it’s about the person. This group of owners, with mixed performance, has the same system, same website, same product/service, same go-tomarket strategy, and so on.
Take one of our most successful owners, Mr. Electric’s Keith Pinkerton. He’ll gladly tell other owners that his success came from attending every Dwyer/Neighborly meeting, listening in on every call, and using nuggets that aligned with his business, shortening the experience curve.
It’s true “entrepreneurial crime” to not use the paths paved by so many founders and franchise owners before you!
That’s why franchising works. It’s why royalties are worth it, if YOU leverage it! And it’s why those who fully embrace the system win — and win big.
Mike Davis serves as CEO of Neighborly, leading a portfolio of more than 30 home service brands with 5,500 franchise locations across North America and Europe, focused on being remarkable with consumers and franchise owners.
The first women-run auto repair franchise in the U.S. We’re breaking barriers and redefining the auto industry one franchise at a time.
By Lora Kellogg, CFE, Curious Jane
Wondering who the next generation of franchise owners and leaders will be? My money is on the zillennials.
Born between 1990 and 2000, zillennials comprise the microgeneration that spans the generational cusp between millennials and Gen Z. Zillennials are digitally savvy and qualityconscious, and they are looking for brands they believe in and that come personally recommended to them.
Drawn to products, services and companies that align with their beliefs, zillennials are acutely aware of the fact that the brands they support and associate with affect how the world sees them. They value authenticity and want to understand who they are doing business with. They prize “personal” recommendations — whether they are getting them from friends or social media influencers.
Already wielding influence as consumers, as zillennials gain work experience and the resources necessary to become business owners, they certainly have the potential to make waves in the franchise world.
“
Unlike Gen Z’ers, who can become overwhelmed by the large quantity of information available, zillennials appreciate having a vast amount of content at their fingertips.”
What does that mean to franchise development executives? It means now is the time to ensure your franchise development website is buttoned-up and that every aspect of your fran dev program — from emails to recruiters — is showing that personal touch.
Unlike Gen Z’ers, who can become overwhelmed by the large quantity of information available, zillennials appreciate having a vast amount of content at their fingertips. To satisfy their desire to understand and be fully aligned with brands they associate with, your fran dev website will need to be on point. Zillennials are not going to call you to find out about a franchise opportunity. They are going to look online and do their own research. They will want in-depth answers to every question in your FAQ section as well as information on your core values, corporate priorities and philanthropy. Although zillennials are not as price conscious as millennials tend
to be, they are financially savvy. This audience is going to pore over financial information. Eventually zillennials will likely have the resources to outspend both millennials and Gen Z. Your franchise website also will need a personal touch, such as testimonials from happy franchisees and a message from the CEO.
Zillennials want to make it personal. They pay close attention to influencers and place high value on recommendations from their friends and family. They want to share their thoughts and recommendations, too, so it would be advisable to create content that can be shared one-to-one about franchising or your brand’s franchise opportunity.
This goes beyond using first names in an email. Zillennials will appreciate your recruiter’s efforts to reach out individually by email, text message or DM. They will want to get to know your brand by connecting with your fran dev team or through validation calls with franchisees.
“
Zillennials are digitally savvy and quality-conscious, and they are looking for brands they believe in and that come personally recommended to them.”
Messaging about proactively taking control of your career path and investing in yourself resonates with this audience, so discussing the benefits of owning your own business is a natural conversation starter.
So, are you ready to recruit the next generation of franchisees? Pump up your website and tell your recruiters to brush up on their interpersonal skills. The zillennials are coming, and they mean business.
Lora Kellogg, CFE, is president and CEO of Curious Jane. For more information about IFA supplier member Curious Jane, please visit franchise.org/suppliers/curious-jane-ad-agency/
By Danielle Parra, McAlister’s Deli
Franchising has long prioritized speed and automation — often at the expense of human connection.
As restaurants increasingly adopt digital tools and automation, this efficiencyfirst mindset has only deepened. We believe that nourishing genuine connections differentiates our brand and is the heart of where our emotional intelligence meets operational strategy in franchising. It’s not just a point of differentiation — it’s the future of franchising. While many brands are still chasing the next tech upgrade or delivery shortcut, McAlister’s Deli is leaning deeper into its hospitality ethos — one that positions warmth and attentiveness as foundational business practices. We blend the comfort of casual dining with fast casual efficiency, creating a new “Fast Casual Plus” experience built on presence and emotional resonance. We’re proving that what truly drives customer loyalty and franchise profitability isn’t just what’s on the plate, but how people feel when they’re served.
Traditional franchise training typically focuses on measurable outputs: speed of service, consistency and process adherence. While these elements remain essential at McAlister’s Deli, we go further. We empower our franchisees and their teams to view every guest interaction as a chance to build emotional value. Our ‘a little something extra’ philosophy — those small, thoughtful touches that let guests know they’re truly noticed and appreciated — isn’t just a nice idea; it’s a core part of our operational playbook and woven into everything we do.
“ Many brands are beginning to refocus on hospitality, recognizing that technology alone can’t fix the emotional disconnect that automation creates.”
We teach team members to notice the little things, read nonverbal cues and truly listen. For instance, if a regular walks in during a hectic lunch rush, frontline team members know how to make their experience special. This commitment comes to life through initiatives like Club MCA, our loyalty program that reimagines what it means to create meaningful guest relationships at scale.
Club MCA enables team members to deliver VIP-level service through simple, brand-consistent gestures like handwritten notes, complimentary treats or warm acknowledgments. When a loyalty member places
an order, subtle cues, like a green table number, prompt elevated attention. It’s a thoughtful blend of personalization and efficiency, reinforcing that every guest matters. We’ve codified this model into scalable systems, ensuring it delivers results. With structured training, continuous coaching and leadership development rooted in our culture, franchisees are empowered to implement these practices consistently across all locations. This is a revenuedriven discipline that strengthens unit economics and community bonds.
Even the biggest names in the business are realizing that focusing only on efficiency has its limits. Industry customer experience leaders have seen a drop in sales after leaning heavily into digital tools. Many brands are beginning to refocus on hospitality, recognizing that technology alone can’t fix the emotional disconnect that automation creates.
The key difference? We’ve always kept hospitality at our core. From day one, it’s been a fundamental part of who we are. Technology supports our guest-first approach; it doesn’t replace it. Whether it’s our window-side pickup adding a personal touch to convenience or our order-ahead features designed to save time while maintaining the friendly feel of in-store service, we blend innovation with genuine care. In a space increasingly dominated by AI and self-service, we’re betting on warmth, connection and presence — and winning.
“ While almost every process can be automated, connections can’t. And that’s precisely where opportunity lives.”
It’s not just philosophy. It’s a proven model that performs. In 2024, McAlister’s Deli reached $1 billion in systemwide sales while maintaining a loyalty program participation rate of 30 percent. Our new locations are experiencing first-week sales that reflect a model which values emotional intelligence alongside operational efficiency. Our approach shows especially strong results in emerging and new markets, where hospitality is essential. By nourishing connections within their communities, our franchisees build trust quickly and consistently strengthen their competitive
position, outperforming nearby fast-casual and casual restaurants. Franchisees report improved morale, lower turnover and higher engagement — factors that contribute directly to financial performance. Operators consistently find that embracing emotional engagement drives repeat visits, strengthens team culture and increases profitability. When hospitality is purposeful and strategic, it brings value for everyone involved; growing guest satisfaction and value scores and turning that loyalty into additional profits at the franchisee level.
Emotional intelligence will be the next great differentiator in franchising. While almost every process can be automated, connections can’t. And that’s precisely where opportunity lives. The brands that succeed tomorrow will be those that invest in people today. We’re proud to offer a model that proves emotional value can be just as measurable as operational output. Our franchisees aren’t simply managing businesses. They’re leading teams that make people feel welcomed and appreciated.
With plans to open in new U.S. markets and expand our footprint internationally, we’re doubling down on our commitment to peoplefirst operations. We’re enhancing training, scaling systems that support human-led service and leaning into technology that empowers, rather than replaces, hospitality.
Our growth is intentional and purpose-driven, from university towns that foster lifelong loyalty to strategic transfers that strengthen brand density in priority markets. We’re expanding where our model can truly nourish communities. As the franchise landscape evolves, McAlister’s Deli offers a people-first blueprint for sustainable, scalable success. Franchising doesn’t have to be transactional. It can be transformational for communities, guests and entrepreneurs who bring our brand to life every day. At McAlister’s Deli, we’re not just nourishing appetites. We’re nourishing connections, and that’s a strategy built to last.
Danielle Parra is the chief brand officer of McAlister’s Deli. For more information about IFA franchisor member McAlister’s Deli, please visit franchise.org/ franchise-opportunities/mcalisters-deli/
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By Tom Wood, Floor Coverings International
I entered franchising at the age of 18, operating a home services franchise.
Over the past 30 years, I’ve built my career in the industry, evolving alongside the changing landscape to remain competitive and impactful. While many aspects have changed in how brands are built, operate, and scale, I’ve found that three essential principles have remained consistent in building a long-term, scalable brand: staying true to your core values, putting your people first, and leading as a visionary. Through these tactics I’ve managed to successfully scale the number one flooring franchise in North America.
Scaling a brand shouldn’t come at the expense of culture. In fact, growth makes it even more critical to embed your brand’s DNA into every corner of the business. At Floor Coverings International (FCI), our
vision statement isn’t just words on a wall; it’s a daily compass for every team member, from the C-suite to franchisees to those in the field. It guides every decision we make, and we hold ourselves, and each other, accountable for it.
As we’ve grown our franchise network, we’ve ensured that our franchisees are aligned on our vision statement and our five core values. Our culture is the fabric of our organization, and if that is not reiterated throughout every stage of our scaling process, we will not be successful.
Don’t scale just for the sake of scaling. Sustainable growth requires knowing when both the brand and franchisees are truly ready to expand. It’s easy to chase every opportunity, but if the timing or fit is off, it can undermine long-term success. Profitability must come first, for both
the franchisor and franchisees, and growth should only happen when the entire system is aligned with the brand’s vision. If most franchisees aren’t growing, it’s a clear signal to pause and reassess. Building a strong, lasting brand takes discipline, strategy, and time. There are no shortcuts.
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Our culture is the fabric of our organization, and if that is not reiterated throughout every stage of our scaling process, we will not be successful.”
As the industry has evolved and navigated unprecedented times over the decades, one fundamental truth has become clear: people are franchising’s greatest assets. That’s why franchisors have a responsibility to invest and reinvest in every team member through training, support, and development opportunities. At the franchisee level, this means creating a roadmap to help guide success and a business model that is proven. It also means providing hands-on support not only through the buildout process, but after a franchisee is established to ensure they are receiving the resources they need to grow their profitability.
At FCI, we invest heavily in leadership development. We’ve implemented a three-tiered developmental program for franchisees based on their business maturity, with each group receiving exclusive tailored training. We recognize that
you can’t take a blanket approach to supporting franchisees. In creating concierge-level support that helps franchisees meet their individual goals, we’re not just scaling our business; we’re scaling entrepreneurs. In implementing this program, we’ve seen our franchisees evolve and grow due to their hands-on training and guidance.
Disciplined leadership cultivates greatness. As a leader, it’s essential to set clear standards and expectations, and consistently lead by example. Clarity of direction paired with unwavering commitment to core values is what drives high-performing teams and lasting success. I’ve developed a “play-to-win” mentality, embodying a proactive and determined approach to achieve success. This means taking calculated risks, making investments, and stepping outside of my comfort zone in the pursuit of growth. This mentality has been adopted system-wide and has driven our brand to embrace innovation to remain competitive.
Tough decisions are part of building a strong, sustainable brand. To set your company up for success, you need to ensure the right people are in the right roles. Recognizing when someone has reached their
limit and can no longer grow with the organization is a crucial reality — and making that call is sometimes necessary. At the end of the day, the focus has to remain on the long-term success of the brand, your franchisees, and staying at the top of your industry. Franchising is a human-centric
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Disciplined leadership cultivates greatness.”
industry, driven by strong values, streamlined systems, and decisive leadership. After three decades of growth and transformation, the future holds even greater opportunity, positioned to empower the next generation of entrepreneurs to scale faster, diversify smarter, and make a lasting impact in their communities.
Tom Wood is the president and CEO of Floor Coverings International (FCI). After serving three years as a vice president of FirstService Brands, Tom joined FCI in 2005, leading the company’s overall strategy and operational direction, growing the franchise system, and supporting the success of franchisees. For more information about IFA franchisor member Floor Coverings International, please visit franchise. org/franchise-opportunities/floor-coveringsinternational/
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.
Many of her senior clients came in needing help with basic tasks like balancing checkbooks or sorting through their mail, leading Debbie to realize her desire to offer a higher level of assistance to others than her role in banking could provide. In her own time, Debbie continued supporting seniors with nowhere else to turn — sometimes uncovering signs of elder abuse or financial exploitation. Driven to make a deeper impact, she began exploring home care and soon discovered the Home Helpers Home Care franchising opportunity.
What stood out to Debbie was the brand’s proven track record, established reputation and robust training program. Home Helpers Home Care felt like the right fit — one built on trust and compassion. Nearly two decades later, Debbie has grown a thriving operation built around that mission... but she hasn’t done it alone.
Before opening Home Helpers Home Care of Clearwater in 2007, Debbie Humphrey built a 20+ year career in financial management. While the role sharpened her leadership and customer service skills, it was the day-to-day interactions with elderly clients that planted the seeds for a more meaningful career in the home care franchise industry.
Debbie’s Home Helpers Home Care franchise location has truly become a family affair: her daughters, Laura and Sarah, work alongside her as do her three granddaughters, Natalie, Emalee, and Olivia, helping manage operations, patient services and continuing the legacy of care and service she started. Together, they’ve created a business that not only supports their community but also brings their family closer through shared purpose. Debbie’s journey is a testament to what happens when business and heart align. She didn’t just pivot careers — she followed a calling to help others within her community. And through Home Helpers Home Care, she continues to empower others to age with dignity and independence.
Darshana Patel was at a local McDonald’s with a friend when the idea about owning her own business came up in conversation. Teaching had always been a passion for Patel. She loved math and was working as a software developer at Motorola at the time. The idea of owning her own business was already a goal.
“A friend, whose friend owned a Kumon Center for many years, introduced me to the opportunity,” she said. “We were at McDonald’s while our kids were playing, and she planted the seed of owning a business and following my passion for math and instruction through the Kumon Method.”
She opened the Kumon Math and Reading Center of Carrollton-Northwest in Texas in 2003. Patel has a bachelor’s degree in computer engineering from the University of Illinois at Chicago. Before that, she received a bachelor’s degree in electronics and a diploma in computer applications in India.
“Instruction and math have always been my passion, as I come from a family of educators,” she said. “My uncles were math professors in my hometown, and they were my role models growing up, and I wanted to follow in their footsteps.”
The educator in her found instruction to be the more natural part of joining Kumon. The business side wasn’t as easy, Patel said. “With my technical background, learning business planning and customer service was initially difficult.”
The extensive training from Kumon helped close that gap for her to run a successful business while she can also focus on her passion for teaching, she said. “I love teaching the students and making a positive impact in their lives.”
After years in high finance, Dartmouth-educated Andrew Boules made a bold pivot from managing Wall Street portfolios to helping K-12 students master math. In 2023, he opened his first Mathnasium Learning Center in California’s South Bay. Less than two years later, his portfolio has grown to six thriving locations and a track record of community-centered impact.
Today, Andrew operates Mathnasium centers in Rancho Palos Verdes, Bixby Knolls, Torrance, West Torrance, Los Altos, and Seal Beach. Combining new builds with high-performing turnarounds, his network is now generating over $1.5 million in annual revenue — and growing fast.
What makes his journey especially meaningful is its full-circle nature. Andrew grew up in the area and launched his business in the very community that raised him. That personal connection drives his mission, and serves as a reminder that anyone, from any background, can build something with real impact.
One of his proudest accomplishments is a free tutoring program created in partnership with Signal Hill Petroleum and the Signal Hill Public Library. Designed to support Title I students, the initiative led to a dramatic improvement in scores — jumping from 31 percent to 69 percent in just a few months. Now, city officials and corporate partners are working with Andrew to expand it across L.A. County.
Andrew’s centers also serve as a model for inclusive leadership. He empowers managers with ownership opportunities, turning employees into equity holders, and cultivating a culture of purpose-driven growth.
As a fresh college graduate, Matt Morello immediately jumped into franchising with a dessert concept as he had an interest in entrepreneurship. After several years, he wanted to make a change and started to look for another retail brand. A pet lover himself, he was drawn to Pet Supplies Plus.
While the concept intrigued him, Morello knew he wanted to join the system after meeting the corporate team and opened his first Pet Supplies Plus location in Philadelphia, PA, in 2017 at age 29.
From signing to financing to site selection and beyond, he credits the support of the Pet Supplies Plus team for putting him on the right trajectory. Now, he owns another location in the Philadelphia area, one in Cherry Hill, NJ, and is building his fourth store in Sarasota, FL.
Morello prides himself on creating an environment that people want to be and stay in and believes in growing from within. His coach-like mindset has enabled him to open additional locations as he’s built solid teams that keep the stores running.
Because he invested in a concept that aligns with his interest and passion for pets, Morello has built a successful business that he can continue to grow in.
OF
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Churromania International Holding LLC Miami, FL
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Adminify AI Lehi, UT
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Checkr, Inc. San Francisco, CA
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New Braunfels, TX
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