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Brad Adams
John Logan
Aaron Proulx
Mary Gerschke
By Michael Hull, Buzz Franchise Brands
By Keith Gerson, CFE,
EDITORIAL:
Publisher
Matt Haller
Associate
Jennifer Brandeen
Editor-in-Chief
Courtney Pettinella
MARKETING & PRODUCTION:
Creative Director
Heather Bartlow
Graphic Designers
Catherine Marinoff & Courtney Pettinella
ADVERTISING & CIRCULATION:
Advertising
Director Carly Wooley, CFE
Technology & Operations Director
Sara Williamson
Manager, Advertising Lauren Smith, CFE
From the Desk of IFA President and CEO Matt Haller
Anew year brings fresh opportunities for the entire franchise community, and the International Franchise Association (IFA) has already hit the ground running on our mission to protect, enhance, and promote the franchise model. While the new political make-up of Washington addresses certain immediate regulatory concerns, IFA believes 2025 is the year to go on offense and achieve meaningful long-term results. Now is the time to advocate for and implement policies that will bolster franchise growth and provide certainty while keeping a watchful eye on the potential of harmful policies at all levels of government — as we continue modernizing the association to set IFA and our members up for the future of franchising and building on our strength from within.
We are excited to welcome you all to Las Vegas for the 65th IFA Annual Convention — the premier franchising event of the year. With an all-star lineup of speakers, including Atomic Habits author James Clear, Hilton’s Danny Hughes, Main Street Millionaire author Codie Sanchez, and political insider Bruce Mehlman to name a few, plus many of the greatest minds in franchising. We will celebrate incredible leaders with the IFA Major Awards and the largest number of Franchisee of the Year recipients to date. We will also welcome a new chair, Mary Kennedy Thompson, CEO of BNI, who will share why she is “bullish” on franchising and plans to build on the progress we made in 2024. The IFA Convention is a chance to not only network with industry leaders, but an opportunity to learn from and trade notes with other entrepreneurs on their franchise journey.
Back in Washington, we have identified five specific federal policy priorities to support and spur the growth of franchising. These include: a permanent common-sense joint employer standard to promote franchisee independence and protect franchisee equity; preserving a tax code that supports franchise development and wage growth by extending the 2017 Tax Cuts and Jobs Act; improving franchise disclosure to promote responsible franchising practices; ensuring Main Street fairness by stopping burdensome regulations; and preventing the spread of misguided state-based policies at the federal level.
Following the Convention, keep an eye out for other marquee IFA events this year, including the launch of the IFA World Franchise Show, a new approach to franchise expos, bringing franchisors together with qualified prospective franchisees interested in their next business venture in Miami, May 9-10.
Local franchised businesses play a significant role in nearly every community around the country, and IFA is here to tell their stories with the people who need to hear them most. This year will mark the fourth year of the Open for Opportunity campaign, where IFA will bring together key stakeholders with members of the franchise community to learn the ins and outs of the opportunities provided by the business model. Stay tuned for upcoming stops on the Open for Opportunity Roadshow — and don’t hesitate to reach out to share your franchise story.
We look forward to supporting you every step of the way on your franchise journey. The future of our model is bright, and the opportunities are endless.
Matt Haller President & CEO
International Franchise Association
IFA’S MISSION
The International Franchise Association protects, enhances and promotes franchising.
IFA’S VISION
The preeminent voice and acknowledged leader for franchising worldwide.
EXECUTIVE COMMITTEE
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
BOARD OF DIRECTORS
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
Lynette Eaddy Smith Chick-fil-A, Inc.
Clint Ehlers FASTSIGNS of Willow Grove, PA and Cherry Hill, NJ
Tim Evankovich Oasis Senior Advisors Franchise System, LLC
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
Meg Roberts Head to Toe Brands
Laura Roberts, CFE Bojangles’ Restaurants, Inc.
Al Rodriguez
Sport Clips
Azim Saju
Ark Holdings Group
Jyoti Sarolia, CFE Ellis Hospitality Group
Karen Satterlee, CFE Hilton Worldwide
Heidi Schauer
The Wendy’s Company
Abby Schmidt Paychex
Michael Seid, CFE MSA Worldwide
Stephen Shields
Express Employment
Omar Simmons
Exaltare Capital Partners
Richard Snow
Bremer Bank
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
Steve White
PuroClean
Tim Williams
Williams Fried Chicken
Gabby Wong
FranConnect
Tony Zaccario
Stretch Zone
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2025 is here, bringing significant regulatory, compliance, and legislative updates that could impact your business. Join Paychex compliance professionals for an in-depth webinar to ensure you’re prepared for the year ahead.
From actionable tips to practical advice, we’ll cover everything you need to know to keep your business compliant. Topics include changes in:
• Tax Policy: potential updates to tax credits and corporate tax rates
• Paid Family Leave: state and federal requirements for paid leave programs
• Wage and Hour Laws: overtime rules, minimum wage increases, and pay transparency laws
• Retirement: SECURE 2.0 provisions and state-mandated retirement programs
• AI and Privacy: regulations that could impact the use of AI in your business
On-demand Webinar
PEOPLE & NEWS
People ON THE MOVE Top 5
Tracy Christman
Tracy Christman is now the chief operating officer of Budget Blinds.
Julie Hauser-Blanner
Hand & Stone has appointed Julie Hauser-Blanner as chief spa officer.
Tricia Petteys
Tricia Petteys is now the chief executive officer of Payroll Vault.
Mark Lubin
Celebree School has named Mark Lubin as chief development officer.
Kevin King
Kevin King is now the CEO and president of Donatos Pizza.
Brands Expanding
Home Franchise Concepts
(AdvantaClean®, Aussie Pet Mobile®, Bath Tune-Up®, Budget Blinds®, Concrete Craft®, Kitchen TuneUp®, Lightspeed Restoration®, PremierGarage®, The Tailored Closet®, and Two Maids®) is celebrating an exceptional year of growth. With more than 250 territories sold across its entire portfolio in 2024, Home Franchise Concepts is building upon this momentum and is already well on its way to achieving its ambitious 2025 growth goals.
New territories represented more than half of all development sales in 2024. The franchisor has surpassed its development goals by achieving nearly 150 new territories by the
mid-year mark and exceeded year-end projections well before the end of Q4.
Unleashed Brands (Urban Air Adventure Park, The Little Gym, Sylvan Learning, Snapology, XP League, Class 101 and Premier Martial Arts) has achieved a remarkable year of growth in 2024. Across the platform of brands, the company awarded more than 200 new franchises, opened 116 new locations and welcomed 185 new team members to the home office team, while also promoting several key leaders from within the organization to drive the next phase of expansion.
Scooter’s Coffee, LLC, plans to open three additional world-class coffee kiosks — the result of new franchise agreements signed in November 2024.
The new signings are the latest boost to the Scooter’s Coffee network of more than 800 stores in 30 states as the brand strives to become the #1 drivethru specialty coffee franchise system in the nation.
Expansion agreements include:
• Illinois: 1 new franchise (Antarix J. Kothadia & Jimmy H. Garala in Channahon, IL)
• Missouri: 2 new franchises (Callie & Jack Coorts in Rogersville, MO and Jennifer & Dant Allison in Eldon, MO)
Altitude Trampoline Park is celebrating a remarkable year of development. The franchise continues to grow with more agreements, extending its reach to new and existing markets, including Long Island, South Florida, and the Bay Area, continuing its mission to deliver unforgettable family experiences.
Throughout the year, Altitude Trampoline Park strengthened its presence with multi-unit agreements in Connecticut and South Carolina, paving the way for three new parks in each state. The year also saw multiple park openings in California, Florida, Texas and Georgia, driving the brand’s continued growth.
Awards, Honors & Achievements
Neighborly has announced that all 19 of its North American brands were recognized among the top 500 franchises in Entrepreneur’s Franchise 500®, the world’s first and most comprehensive franchise ranking. This marks the first time in Neighborly’s history that all its brands have been named to this prestigious list. This award is a testament to the unwavering commitment and support of the company’s North American franchise owners.
Entrepreneur magazine has named five brands of United Franchise Group™ (UFG) to its prestigious Franchise 500® list. Placing on the 2025 list were Transworld Business Advisors®, Signarama®, Fully Promoted®, Office Evolution and Venture X®
Franchising Gives Back
Marco’s Pizza has earned a spot on Newsweek’s 2025 list of America’s Best Customer Service. This prestigious award, presented by Newsweek and Statista Inc., underscores Marco’s unwavering commitment to delivering exceptional guest experiences. Notably, Marco’s is the only brand among America’s top five pizza chains to secure a spot on this year’s list, rising to No. 3, a climb from the 2024 ranking.
Scenthound has announced its debut on Entrepreneur Magazine’s Franchise 500®. Ranking at #321, this recognition caps a record-breaking 2024, spotlighting Scenthound’s innovative approach to pet hygiene and wellness care and its significant strides in reshaping the dog wellness industry.
Pet Supplies Plus & Wag N’ Wash
Pet Supplies Plus and Wag N’ Wash partnered with TerraCycle to help keep 27,000 pounds of pet product packaging from ending up in landfills and incinerators in just the first year of their nationwide sustainability project. It’s estimated that the world produces 57 million tons of plastic pollution every year, which threatens ecosystems, wildfires, and human health alike. As the pet industry continues to grow with nearly 66 percent of U.S. households having a pet, there is an immediate need to take action to ensure plastic packaging from various pet items does not end up in landfills.
MY SALON Suite
MY SALON Suite has surpassed its goal to raise more than $123,000 in 2024 for St. Jude Children’s Research Hospital through the brand’s Suite Relief Fund™, an annual fundraiser held in September in honor of Childhood Cancer Awareness Month. This marks the sixth year of the fundraiser, and the fourth consecutive year the brand has raised more than $120,000.
Since launching the Suite Relief Fund™ in 2018, MY SALON Suite has contributed over $775,000 to support St. Jude’s mission. These ongoing financial donations help provide lifesaving treatment, travel, housing, and meals to more than 400,000 children with cancer worldwide each year at no cost to their families.
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A CONVERSATION WITH
Mary Kennedy Thompson
THE NEW IFA BOARD CHAIR ON LEADERSHIP, FRANCHISING, AND HER VISION FOR 2025
Mary Kennedy Thompson, CFE CEO, BNI Chair, IFA Board of Directors
In 2025, Mary Kennedy Thompson, CFE, will become Chair of the International Franchise Association (IFA) Board of Directors. In this exclusive interview, she shares insights into her professional journey, her leadership philosophy, and her vision for IFA. Mary’s experience spans the military, entrepreneurship as a franchisee, corporate leadership, and serving as the CEO of BNI (Business Network International), the World’s Largest Referral Networking Organization, since July 2024. Now, she’s ready to bring her life experience and unique approach to franchising to lead and serve IFA. Let’s dive into her plans for the association and the 800,000 small businesses and 9 million workers it supports.
Q: Congratulations on becoming Chair of the IFA Board of Directors in 2025. What does this new role mean to you personally and professionally?
Mary Kennedy Thompson: As leaders, we are here to serve others and inspire them to be the best version of themselves. It’s an absolute honor to serve as Chair of the IFA Board. Franchising has been such a big a part of my life — half of my life in fact — and it has created so many opportunities for my family while also giving me the opportunity to provide that to other families through franchise ownership. It has allowed me to work alongside amazing human beings. It sounds like a cliché, but it really rings true: in franchising, you’re in business for yourself, but not by yourself. It’s been everything I could have ever imagined and then some. I think about the time I got the first brochure with information on starting my franchise journey, my heart skipped a beat because I knew I wanted to control my own destiny. I knew I wanted to lead, but I didn’t know how I was going to get there. Franchising showed me the way, and it’s been my life now for more than three decades.
Q: That’s amazing. You’ve had an impressive career across multiple industries — from leading Neighborly as its COO to now being the CEO of BNI. What have you learned and how have those experiences shaped your approach to leadership?
Mary Kennedy Thompson: I tell everyone that will listen — I started my journey as a franchisee and the day that I forget what it felt like to be a franchisee is the day that I will leave this business. Our franchise owners are the lifeblood of what we do, and the reason we do what we do. They put everything they have into it — money, time, sweat equity and so much more. I am a “ground up” learner. My first franchise was Cookies By Design. It taught me how to make cookies, how to sell cookies and how to make money selling cookies, and that was a big thing. I was a Marine, and no one in my family ever had their own business or even been in business. I felt like I got my undergraduate degree in franchising when I was a franchisee, I earned my Master’s when I was on the franchisor side, and I got my doctorate when I joined Neighborly, helping it become the world’s largest home services company. I was blessed to have had 18 years at Neighborly — it’s a remarkable company.
The only thing more amazing than the company is the people. It’s this great group of smart and passionate leaders, and I loved every minute of it. I learned at the heels of some great people like Mike Bidwell (the former CEO of Neighborly who passed away in 2023) and Dina DwyerOwens (Brand Ambassador of Neighborly). I thought Neighborly was going to be the last place I worked, but I also think it’s important for leaders to know and understand when it’s time for a changing of the guard. Change creates new ideas and new thoughts. When the opportunity to work with BNI arrived, I realized I still wanted to serve, and I had something to give. And what BNI needed is exactly what I had to give. I am most motivated by the opportunity to make a difference, especially after a good friend of mine told me it was time to move from success to significance. It really hit me, and I made the leap of faith that took me from Neighborly to BNI last summer.
Q: Your background in the U.S. Marine Corps is unique for a franchising leader. How has that military experience influenced your leadership style?
Mary Kennedy Thompson: I always knew I would go into the military because my father served, and I grew up in a military family. I didn’t even know what civilians did! I chose the Marine Corps because I thought it was the hardest thing I could do, and I’ve often said I’d rather be the worst person on the best team than the best person on the worst team. I thought the Marine Corps would teach me things, and it certainly did. It taught me how to deal with pressure under fire (literally and figuratively). There I learned how to lead a group toward a common mission and what service to others looks like in action. It has helped me in everything I have done, in my time in franchising, especially when we lost our leader, Mike Bidwell. Being able to help hold our team together in the early days of our loss had been shaped earlier in my Marine Corps days when I had experienced stressful leadership experiences and learned how important grace under fire is for a team and its leaders.
Q: You were originally supposed to take over as chair last year. Tell us about how you were able to navigate that time and adapt to be there for Neighborly.
Mary Kennedy Thompson: I was originally set to take over as chair last February, but had to push it a year to
focus on helping Neighborly navigate our loss. God bless outgoing IFA Chair Steve Hockett who agreed to step up earlier than expected. IFA President and CEO Matt Haller and his team, along with successive IFA chair volunteer leaders, have put together a strong plan. And when you have a strong plan and a change arises, we can pivot more easily. Steve was supposed to come after me, but Neighborly needed me when we lost Mike, and it was my responsibility and honor to step in. Steve did an amazing job this past year and led IFA with a steady hand, wisdom, and grace.
Q: As the new IFA Board Chair, what are the key issues you plan to address in 2025, and how will you measure success?
Mary Kennedy Thompson: We’ve got a clear plan to execute our mission of protecting, enhancing, and promoting franchising. We will be leveraging our new branding to get smart stories out to not just lawmakers, but the broader public so they can best understand the true impact franchising makes in the U.S. and across the globe, as well as how it changes lives. It is our job to make sure they understand franchising is not big business — it’s small business done in a big way. The franchise community touches everyone: we’re Republicans and Democrats and Independents. We’re men and women. We are global and we are local. We are not just one thing. Something I have always loved about franchising is no one has ever cared about the color of my skin or my gender. They cared about whether I could create results and make something happen. I want to help us stay focused on the mission and tell our incredible story across all party lines.
Q: What have you found to be one of the most common misconceptions about franchising?
Mary Kennedy Thompson: Many people don’t realize franchising is locally owned and operated. It’s a family that has decided to control its own destiny. Franchisees are there to take care of and serve their communities. Sometimes people think of major brands like McDonald’s or Marriott without realizing franchisees in those markets are locally owned and operated. I was more successful in my entrepreneurial
journey because I started as a franchisee. We need to tell these stories and correct misconceptions by telling our franchise story in a big way, which is exactly what is on the horizon at IFA.
Q: What trends do you see shaping the future of franchising?
Mary Kennedy Thompson: I am an optimist, so I see plenty of positive trends. One is that franchisors are thinking about the unit-level economics of their franchisees, and what we can do to help them. The conversations we are having now are much more franchisee-centric than they were 30 years ago. I see more and more senior leaders who started as franchisees and understand at the most important level this experience. I see more collaboration and ways that we can serve one another. I am very bullish on franchising, especially with younger generations like millennials who may be seeking entrepreneurial journeys but with a degree of safety around them — and that’s exactly what franchising offers.
Q: What does responsible franchising mean to you?
Mary Kennedy Thompson: I prefer the term “good franchising” because responsible franchising is nothing more than good franchising. The root of good franchising is understanding the best possible profile for our system and bringing it to life by matching the best people to the best places. As franchisors, we are there to coach our franchise owners and understand that a coaching relationship is different than a nursing relationship. Coaches help their teams and their members grow through consistent and direct coaching. Good franchising is about being brave enough to have tough conversations when things aren’t working. Good franchising is about making sure people are following the system so more customers want to use the brand. It’s about knowing the customer experience and putting that first. It’s about saying what we mean and meaning what we say and giving our franchisees what they need so they can be the best version of what they need to be.
Q: Do you have any policy goals for the year ahead?
Mary Kennedy Thompson: The changing administration in Washington is an opportunity for us to reach across all party lines. There is a shift happening in government right now, and this is the time to find common ground across all parties in how we grow jobs and serve our communities. I’m excited for the year ahead as we bring to life the franchise story in meaningful ways for policymakers across the country and on both sides of the political aisle. And I hope every IFA member will join us in this effort.
Fun Facts
• Following in the footsteps of her father, Mary started her career a logistics officer in the U.S. Marine Corps where she served from 1984 to 1993.
• She began down the franchising path as a multi-unit franchisee of Cookies By Design.
• She went on to serve as president of Mr. Rooter plumbing (earning her plumbing license during that time), ultimately being promoted to the parent company Neighborly as COO, helping grow it from six brands to 30.
• Mary also advocates for military spouses, emphasizing how franchising offers stability and a strong support network. She helps to empower veterans and their families to succeed while they navigate the unique challenges of military life.
• Last March, she testified on behalf of the IFA before the U.S. House Small Business Subcommittee on franchising oversight, investigations and regulations.
2025 IFA Board Members
Jerry Akers Great Clips & The Joint Board Member
Tom Baber IHOP / Money Mailer Board Member
Tiffany Atwell Ecolab Board Member
Marcus Banks Wyndham Hotels and Resorts, Inc. Board Member
Mitch Cohen Jersey Mike’s Subs; Sola Salon Suites Board Member
Ashley Coneff Inspire Brands Board Member
Adam Contos, CFE Area 15 Ventures Board Member
John Crawford Jani-King International, Inc. Board Member
Randy Cross, CFE Fish Window Cleaning Board Member
Kimberly Crowell Kalo Companies Board Member
Steve Danon Restaurant Brands International Board Member
Jay Duke BDO USA, LLP Board Member
Lynette Eaddy Smith Chick-fil-A, Inc. Board Member
Clint Ehlers FASTSIGNS of Willow Grove, PA and Cherry Hill, NJ Board Member
Tim Evankovich Oasis Senior Advisors Franchise System, LLC Board Member
Emma Dickison, CFE Home Helpers Home Care Board Member & Vice Chair, Franchisor Forum
Sean Falk, CFE Just for Your Paws, LLC Board Member
Greg Flynn Flynn Restaurant Group Board Member
Nate Garn Sizzling Platter Board Member
Rocco Fiorentino, CFE Benetrends Financial Board Member
Michael Gonda McDonald’s Board Member
Daniel Halpern Jackmont Hospitality Board Member
Dustin Hansen, CFE InXpress Board Member
Jon Hixson Yum! Brands Board Member
Harvey Homsey, CFE Express Services, Inc. Board Member
Earsa Jackson, CFE Clark Hill Strasburger Board Member
Tam Kennedy Twin City TJ’s Board Member
Aslam Khan Falcon Holdings Board Member
Jesse Keyser Keyser Enterprises Board Member & Vice Chair, Franchisee Forum
2025 IFA Board Members
Kevin Morris Domino’s Pizza LLC Board Member
Dave Mortensen Purpose Brands, LLC Board Member
David Ostrowe O&M Restaurant Group Board Member
Meg Roberts Head to Toe Brands Board Member
Laura Roberts, CFE Bojangles’ Restaurants, Inc. Board Member
Al Rodriguez Sport Clips Board Member
Azim Saju Ark Holdings Group Board Member
Jyoti Sarolia, CFE Ellis Hospitality Group Board Member
Heidi Schauer The Wendy’s Company Board Member
Abby Schmidt Paychex Board Member & Vice Chair, Supplier Forum Advisory Board
Michael Seid, CFE MSA Worldwide Board Member
Stephen Shields Express Employment Board Member
Omar Simmons Exaltare Capital Partners Board Member
Richard Snow Bremer Bank Board Member & Chair, Diversity Institute Board
Christine Son Dine Brands Global Board Member
Jeffrey Sopp Kensington Hill Partners Board Member
John Teza Hand & Stone Franchise, LLC Board Member
Carolyn Thurston, CFE Wisdom Senior Care Board Member
Larisa Walega, CFE Ziebart International Corporation Board Member & Chair, Women’s Franchise Committee
Charles Watson Board Member Steve White PuroClean Board Member
Gabby Wong FranConnect Board Member
Tim Williams Williams Fried Chicken Board Member
Tony Zaccario Stretch Zone Board Member
Lillian Kirstein 7-Eleven Board Member
Rolf Lundberg Choice Hotels International Board Member
Ned Lyerly, CFE Starheel Ventures Board Member
Dennis Maple Goddard Systems, LLC Board Member
Caroline Oyler Papa John’s Board Member
Sarah Powell GoTo Foods Board Member
Todd Recknagel PCRK Group, National Envy Development Board Member
Karen Satterlee, CFE Hilton Worldwide Holdings, Inc. Board Member
HALL OF FAME AWARD
PATRICK DOYLE
Executive Chair of the Board, Restaurant Brands International (RBI)
Franchisees: The Heart of Every Successful Franchised Business
I’m often asked how we should measure success in franchising.
My answer is always the same — by franchisee profitability. If franchisees thrive, the franchisor thrives — it’s that simple. This belief has shaped my professional career, from the decisions I make to the conversations I have with my teams. Profitability is everything. Period. Franchisees are not just operators. They are entrepreneurs, employers, and community leaders. They invest their resources, take on risk, and create opportunities for others. As franchisors, our responsibility is to ensure their hard work results in strong, sustainable profitability. And every great franchisee has worked their tail off to earn their success. With that focus, I’ve always prided myself on knowing exactly where franchisee profits are, often down to the dollar. And then to continue to drive that profitability, you have to make those numbers public. Transparency isn’t optional — it’s essential. At Domino’s, and now at RBI, we’ve made franchisee profitability a clear and public measure of success not only for our team and our franchisees, but to our investors as the primary measure of our success as a franchisor.
At its core, franchising is about trust. It’s about franchisors believing in the capabilities of their franchisees and franchisees knowing that while they may not agree with every decision made by their franchisor, they are confident that those decisions are being made to benefit the franchisee. That trust is earned every day — through clear communication, consistent support, and a shared commitment to doing what’s right, even when it’s hard — especially when it’s hard! The restaurant industry will always face challenges. Economic headwinds, changing consumer behaviors, and operational hurdles are constants in this business. But the strength of the franchising model lies in its resilience. It’s the combined efforts of dedicated franchisees and supportive franchisors that allow us to navigate these challenges and emerge stronger.
It’s a tremendous honor to be inducted into the International Franchise Association’s Hall of Fame. This recognition is a reflection of the incredible people I’ve worked with for over 25 years in the restaurant industry. But, above all, it’s a tribute to the franchisees who are the foundation of every great franchised business.
This philosophy needs to drive decision-making. Whether it’s investing in advertising, technology, or restaurant remodels, the goal is always the same: to equip franchisees with the tools they need to grow their business and serve their guests. These investments aren’t about short-term wins; they’re about creating a foundation for long-term success.
This partnership is a two-way street. In return for our focus on creating a great business model for them, franchisees must bring great leadership, build strong teams, and execute flawlessly. The franchisor must set a high bar, and franchisees must strive to constantly exceed that bar. Together, we create an environment where everyone has the opportunity to succeed.
Thank you for allowing me to be part of this incredible journey.
About Patrick Doyle
Patrick Doyle has been Executive Chair of the Board of Restaurant Brands International (RBI) since late 2022. He spent nearly a decade as CEO of Domino’s Pizza, following leadership roles overseeing domestic and international operations for over 14 years. Previously, he served as an executive partner at Carlyle Group, focusing on the consumer sector, and as Chairman of the Board at Best Buy Co., Inc., where he was a director for almost 10 years. Mr. Doyle holds an MBA from the University of Chicago Booth School of Business and a BA from the University of Michigan.
Congratulations Patrick Doyle
on your induction into the IFA Hall of Fame!
Thank you for your exceptional leadership and impact on franchising.
TENTREPRENEUR OF THE YEAR AWARD
RICHARD WEISSMAN
Co-Founder, CEO, and Chairman of The Learning Experience® (TLE®)
he Entrepreneur of the Year Award is presented each year to an individual who exemplifies the “entrepreneurial spirit,” which is a key element of franchising. The 2024 recipient is Richard Weissman, co-founder, CEO, and chairman of The Learning Experience®. Richard Weissman has been a pivotal figure in early childhood education. His journey from working in his family’s childcare center to leading the fastest-growing childcare franchise in the U.S. exemplifies entrepreneurial spirit and dedication to positively impacting children and their families.
Early Endeavors and Entrepreneurial Growth
In 1980, Weissman’s parents established a private preschool in Boca Raton, Florida. As a teenager, Weissman contributed by performing various tasks, including mopping floors. In 1987, he and his father acquired Tutor Time, a childcare company they expanded to more than 200 centers across 25 states and four countries before retiring from the venture in the late 1990s. After a period on Wall Street, Weissman returned to the family business with his parents, establishing The Learning Experience brand in 2002 with franchising beginning in 2003. The Weissman family focused on providing high-quality childcare combined with a proprietary early education curriculum. Weissman’s mother Linda developed the concept of using a character called Bubbles the Elephant® to engage and educate children. This established the foundation for a learning experience like no other.
Innovations in Childcare and Education
Weissman’s innovative approach has been instrumental in TLE’s success. He introduced a unique real estate model, collaborating with developers to build centers tailored to TLE’s specifications, ensuring consistency and quality across all locations. Additionally, Weissman emphasized the integration
of technology in education. The popularity of the brand’s mascot, Bubbles the Elephant, has led to the creation of the “Bubbles and Friends” animated series on YouTube, boasting over 450 episodes and almost half a billion subscribers, extending TLE’s educational reach beyond the classroom.
TLE’s one-of-a-kind philanthropy curriculum reflects Weissman’s belief in an innovative mindset that challenges traditional educational models. By introducing philanthropy at an early age, TLE has modernized how values education is approached in childcare centers. Through this curriculum, TLE sets itself apart in the childcare industry, demonstrating how education can shape not only bright minds but also compassionate hearts.
Recognition and Future Vision
Over the last two decades, TLE has received numerous recognitions and has topped franchise rankings in Franchise Business Review and Entrepreneur magazine, reflecting Weissman’s commitment to building long-term value through innovation and purpose-driven growth.
Weissman is also committed to philanthropy. As a longserving board member of Make-A-Wish Southern Florida, he has played a crucial role in granting wishes for children with critical illnesses. Through TLE’s partnership with MakeA-Wish, the company has donated more than $7 million, positively impacting numerous children and their families.
Under Weissman’s leadership, TLE has experienced significant growth. As of 2024, the franchise operates more than 400 centers across 35 states in the U.S. and has expanded internationally with centers in the U.K. The company has more than 250 locations under development, reflecting its robust expansion strategy.
Looking ahead, Weissman continues to focus on expanding TLE’s reach and enhancing its educational offerings. With a mission to make a positive difference in the lives of children, their families, and the communities they serve, TLE is poised to remain a leader in early childhood education under Weissman’s visionary guidance.
The Learning Experience celebrates Co-Founder, Chairman,
and
CEO, Richard Weissman
Congratulations, Richard, on being honored with the prestigious IFA Entrepreneur of the Year Award! Your entrepreneurial vision, unwavering passion for early childhood education, and dedication to the children and families we serve are truly inspiring. This well-deserved recognition celebrates your remarkable commitment to excellence and the transformative impact you’ve had on the childcare franchise industry, the TLE brand family, and the communities we proudly support.
Here’s to your extraordinary achievements and the bright future you’re shaping for generations to come—empowering children to grow not only as brilliant minds but also as kind and compassionate hearts.
BONNY LEVINE AWARD DAWN KANE
CEO & Co-Founder, Hot Dish Advertising
The Bonny LeVine Award was created to honor a wonderful IFA member and Postal Instant Press co-founder, Bonny LeVine. This award has great significance in recognizing a woman that consistently demonstrates expertise and professionalism throughout her field, as depicted through the growth of her business, service to the community and the mentorship she provides to other women in franchising. The 2024 honoree is Dawn Kane, CEO & co-founder of Hot Dish Advertising.
Dawn Kane’s journey into the franchise world started with a simple idea: helping brands tell their story in a way that resonates. As the co-founder and CEO of Hot Dish Advertising, she’s spent over 25 years doing just that — working hand-in-hand with franchise companies to build their brands and grow their businesses.
ensures her team stays both connected and motivated, even in remote settings.
In short, under her leadership, the agency not only survived, but thrived, emerging stronger and more innovative after each challenge they faced together.
For Dawn, it’s about more than just advertising. It’s about creating meaningful connections, lifting others up and giving back to the communities she’s a part of. Her leadership, passion and commitment to collaboration have made her a trusted partner and a driving force in the franchise industry.
What started as a small agency in 1999 has turned into a trusted partner for franchisors nationwide, thanks to Dawn’s leadership and vision. By 2001, Hot Dish had zeroed in on franchise advertising, a focus that positioned the agency as a leader in the industry. Over two decades, Dawn guided Hot Dish through significant challenges, including 9/11, the 2008 financial crisis and the COVID-19 pandemic.
As the visionary of Hot Dish, Dawn oversees strategic planning, business growth, and service expansion. She spearheaded the adoption of the Entrepreneurial Operating System (EOS) in 2019, which formalized the agency’s management structure and built a strong leadership team. This transformation allowed Hot Dish to grow while fostering a fun, collaborative “play-to-win” culture — a hallmark of the agency. As a firm believer in the power of culture, Dawn has cultivated an environment at Hot Dish that prioritizes clear communication, shared goals and celebrations. From weekly leadership meetings to fun initiatives like Hot Dish swag bags and Slack kudos, she
Dawn’s influence extends beyond her professional achievements. She is a pillar of the franchise community, having served as chair of the International Franchise Association’s (IFA) Supplier Forum and on key committees like Membership and Marketing. Currently, she co-chairs the Twin Cities Women’s Franchise Network and the Franchise Business Network, championing collaboration and mentorship. Her leadership has been recognized by Insight Success Magazine, which named her one of the “Most Successful Businesswomen to Watch” in 2021.
Dawn’s commitment to community service further underscores her role as a well-rounded leader. She has dedicated her time and expertise to organizations such as Goodwill of Greater Minnesota, House of Charity, Park Square Theatre and the Salvation Army, serving in various roles across all.
Dawn’s advice to aspiring women entrepreneurs reflects her own journey: “Franchising is built on entrepreneurship, so if that excites you, this industry offers endless opportunities to learn, grow and make an impact.” Her career is a testament to that sentiment, demonstrating the heights one can achieve with passion, perseverance and a commitment to excellence.
Dawn Kane’s story is one of collaboration and leadership — a testament to how a shared vision and determination can create a lasting impact on an industry and beyond.
WIN, DAWN!
You’re an inspiration to Hot Dish and the entire franchising community.
“Work hard, play harder –that’s your mantra! This award celebrates your fearless leadership, unstoppable drive, and knack for making big wins and the journey equally unforgettable. Cheers to crushing goals and having a blast doing it!”
- Jen Campbell, CFE President, Hot Dish Advertising
Ronald E. Harrison Diversity Award JAVIER SOLIS, CFE
Co-Founder, Toro Taxes Franchise
The Ronald E. Harrison Diversity Award was created to highlight organizations or individuals that have made significant contributions to diversity in franchising, whether it be through their organization or on a larger scope. Javier Solis, CFE, co-founder of Toro Taxes Franchise, is the 2024 recipient of the Ronald E. Harrison Diversity Award.
Javier left Ecuador when he was 22 years old. In 1990, Javier experienced his first tax season, which was the beginning of his entrepreneurial journey. In 2000, Javier opened his first tax office in Brooklyn, and by 2005, he had a few thousand clients by creating a marketing strategy focused on the Latino community.
In 2007, due to the lack of a tax brand for Latino taxpayers, Javier founded Los Taxes Franchise as the first Latino franchise of tax preparation in the nation. For several years, Javier grew the brand on the East Coast. In March 2019, Javier and two more entrepreneurs founded his second franchise, Toro Taxes Franchise, which became the largest Latino-owned franchise in the nation in any industry with over 250 units and 300 in development — another milestone in Javier’s life as an entrepreneur. In 2022, Entrepreneur magazine ranked Toro Taxes among the 500 best franchises in the world, and once again, they did it in 2023. Javier is a leading partner for a new Franchise Concept called “Wild Kids Acres.” This is the first farm franchise with a focus on kids’ entertainment.
In 2005, Javier and other real estate professionals in NY started the National Association of Hispanic Real Estate Professionals — NAHREP NYC Chapter — where he served as its president. In 2007, Javier founded the NAHREP Metro DC Chapter, where he served as its president. Javier also served as a member of the NAHREP National Corporate Board of Governors. He also served as the Treasurer and Executive Board member at the New York City Hispanic Clergy Association for Justice, Inc. Javier served as a volunteer guest speaker for several community organizations in several states. Javier was an executive board member of the U.S. Hispanic Youth
Entrepreneur Education Foundation Inc. and the current Maryland Hispanic Business Conference President. Javier was Telemundo’s financial advisor for 13 years. He was part of the Evening News Segment “Su Dinero con Javier Solis.” In 2014, the U.S. Small Business Administration honored Javier Solis with the SBA Small Business Person of the Year. In 2018, Maryland’s governor appointed Javier to the Maryland State Board of Individual Tax Preparers. In 2018, the Maryland Hispanic Chamber of Commerce awarded Los Taxes as the Small Business of the Year in the State of Maryland. Javier has received awards from The Brooklyn Borough President, the U.S. Senate, the U.S. House of Representatives, the Baltimore County Executive, the City of Baltimore, and many others.
In 2019, Javier completed the Sandford University School of Business’ Latino Entrepreneur Initiative hosted by the Latino Business Action Network. The same year he completed the Montgomery Leadership Program in Maryland. He also earned the Georgetown University School of Business Certificate in Franchise Management and the IFA’s Certified Franchise Executive program. In 2022, after attending the IFA Annual Conference, Javier saw how many Latino concepts were used as franchises, but Latinos owned none of those brands. He addressed the concern with IFA President Matt Haller, and soon, the IFA’s Hispanic Leadership Council was born. Javier is currently the president, focusing on bringing the franchise system to successful Latino entrepreneurs.
In 2020, Javier published his first Book, “Tu Decides,” which became a best seller on Amazon. He is about to publish his second book to legalize the registered mark of the book series “Tu Decides.”
In 2021, Javier entered the tourism industry at his wife’s native country El Salvador, building Mariposa Beach Club, a luxurious beach complex with Santorini architectural style. In 2022, Javier co-founded Grupo SunTech in El Salvador, a Panel Solar company providing services in Central America.
William Rosenberg Foundation Leadership Award DAN MONAGHAN Managing Partner, Clear Summit Group
Named in honor of the man whose vision and leadership led to the creation of the IFA Foundation, the William Rosenberg Leadership Award is presented each year to an individual with outstanding contributions and leadership in advancing the mission of the IFA Foundation. The 2024 recipient of this award is Dan Monaghan, the managing partner of Clear Summit Group (CSG).
While most kids were dreaming about sports and summer fun, young Dan Monaghan had his nose buried in Entrepreneur magazine, fantasizing about owning a Dairy Queen franchise. This early fascination with franchising would later blossom into a remarkable entrepreneurial journey that would help shape the digital marketing landscape worldwide.
After cutting his teeth with a Dickie Dee ice cream franchise that helped fund his education at Wilfrid Laurier University, Monaghan’s true entrepreneurial story began in 1995. At age 27, together with his younger brother Paul, he founded WSI (We Simplify the Internet) two years before Google existed. With just $50,000 in capital from friends and family, they launched what would become the world’s largest digital agency network.
The early years of WSI were marked by pioneering spirit and missionary zeal. In an era when fax numbers were the standard of business communication, Monaghan and his team embarked on an ambitious global journey to educate business leaders about the coming information age. They would purchase round-the-world tickets that allowed unlimited stops as long as they kept traveling east, enabling them to conduct seminars in cities across the globe for skeptical business leaders about a revolutionary technology called the Internet. “I would explain that in the years to come, everyone would have an email address on their business card the way they have a fax number today,” Monaghan recalls. “Most would stare at me with
either confusion or disbelief.” Those blank stares would eventually turn to understanding as WSI’s vision proved prescient. Three decades later, WSI has developed over 500,000 sites and solutions for companies worldwide.
Building on this foundation of digital innovation, Monaghan founded Clear Summit Group (CSG), a franchise accelerator that manages seven brands across 80 countries with over 1,500 franchises. His portfolio includes numerous transformative success stories, with several brands growing from small emerging franchises to hundreds of locations across multiple countries under his leadership.
What sets Monaghan apart is his commitment to meaningful impact through business. All CSG ventures are service-based and designed to make a difference in their communities. Monaghan’s investment philosophy centers on long-term collaboration and mutual growth. “We are bringing capital to the table, but it is more about building a collaboration among partners,” he explains. “We are learning as much from our CEO peers as they are learning from us.”
His influence extends beyond his own business ventures, serving as Past Chair of the IFA’s Foundation and currently sitting on the IFA Board of Directors, while actively supporting Canada’s growing role as a franchising hub. He is also the founder of the Make Child Poverty History program, a humanitarian initiative developed in conjunction with World Vision. Monaghan is particularly passionate about Canada’s potential as a franchise incubator, especially in harnessing technology for business innovation.
Through three decades of technological revolution, Monaghan’s ability to anticipate and harness change, while nurturing exceptional teams and maintaining a relentless focus on customer success, has created a legacy of innovation that continues to evolve and inspire the next generation of entrepreneurs.
EMPOWERING WOMEN IN FRANCHISING: A YEAR OF REFLECTION AND RENEWED PURPOSE
By Larisa Walega, CFE, Ziebart International Corporation & Chair, Women’s Franchise Committee
Reflecting on my first year as Chair of the Women’s Franchise Committee (WFC), I am honored by the opportunity to champion the advancement of women in franchising.
This year has been a pivotal time of learning, reflection, and laying the foundation for meaningful impact for the future of women in franchising.
A Year of Listening and Learning
From the start, my priority was to listen — gaining insights from committee members, industry peers, and the broader franchise community. These conversations revealed both inspiring stories of women’s achievements and persistent challenges that need addressing.
While more women are stepping into leadership and franchise ownership roles, data shows significant strides are still needed to ensure equity and support at all levels of franchising.
2024 CRYSTAL COMPASS AWARD WINNER
Robin Gagnon Co-Founder We Sell Restaurants
Taking Time to Regroup
Amid our fast-paced industry, the WFC took a deliberate pause to evaluate our initiatives and priorities. Are we meeting the needs of today’s women in franchising? Are our resources effective? Are we fostering environments where women feel empowered to lead? This introspection highlighted areas for improvement and reaffirmed our commitment to creating an inclusive, supportive environment where women thrive.
Refreshing Our Mission
With clarity from our regrouping efforts, we renewed our focus on initiatives driving meaningful change. Key priorities for the coming year include:
1. Leadership Growth & Mentorship: Expanding leadership education and mentorship programs to help women navigate paths to leadership roles within their organizations and the franchise community.
2. Work-Life Balance & Support: Addressing the unique challenges women face as caregivers and offering guidance, education, and support.
3. Breaking the Glass Ceiling: Tackling gender disparities in the C-Suite by fostering conversations with current leaders and developing strategies to remove barriers for women in leadership and development roles.
We encourage everyone in franchising to share experiences and insights with the WFC to inspire, engage, and educate the community on these topics in the coming year.
Looking Ahead
As we move forward, I’m excited by the potential to amplify the voices of women in franchising. The WFC is not just a committee — it’s a movement powered by collaboration, innovation, and a shared belief that empowering women strengthens the entire industry.
At this year’s Annual Leadership Conference curated by the WFC, our theme, “The Power of Five,” focuses on the five key pillars of franchising and how these pillars work together to drive forward the industry we all know and love. We look forward to presenting the prestigious Crystal Compass Award to Robin Gagnon,
CFE, CEO & Co-Founder of We Sell Restaurants. This award was established to honor women and men who have made significant contributions through their leadership within franchising and who champion and support the mission of the WFC. The Crystal Compass Award recognizes individuals like Robin Gagnon who have paved the way for progress.
Together in Las Vegas, we will celebrate the strides we’ve made and a future where diverse voices are not only embraced but are integral to the success of franchising.
To the women leaders, franchisees, and allies supporting our work — thank you. Your passion inspires us daily. To those just starting your franchising journey — know you have a community ready to support and uplift you. Let’s continue this important work, united by a shared vision of empowerment and equity.
Larisa Walega, CFE, is the chief growth officer of Ziebart International Corporation and the chair of the Women’s Franchise Committee. For more information about IFA franchisor member Ziebart International Corporation, please visit franchise.org/franchise-opportunities/ziebart
CRUSH CONFERENCE SEASON: A PLAYBOOK FOR FRANCHISE SUPPLIER PROS TO WIN BIG
By Jamie Izaks, All Points Public Relations
As the franchise industry prepares for conference season, franchisors, franchisees, and suppliers are gearing up to enhance their attendance to its fullest potential.
These gatherings offer attendees the chance to network with industry leaders, gain insights from expert sessions, explore innovative solutions, and build meaningful connections that drive new business opportunities. From pre-convention groundwork to post-event follow-ups, the following will explore how you can maximize your convention experience.
Lay the Groundwork
Attending a conference can be a formative experience. For those who prepare ahead of time, work the floor accordingly, and follow up promptly, the time and financial commitment of attending a
franchise conference will pay off. However, attending these events without adequate preparation is akin to entering “The Big Game” without a playbook.
If you’re researching an attendee before the conference, chances are they’re doing the same to you. Make sure your LinkedIn profile is up to date. It’s vital to have your LinkedIn profile polished and ready well before the event. Spend a bit of time working on the ‘About’ section on your profile and have a high-quality, recent photo. The same goes for your company page. Furthermore, start connecting with potential attendees on LinkedIn in advance. A thoughtful message accompanying your request can make a world of difference. This proactive approach not only builds familiarity but also opens the door for meaningful conversations during the event.
In addition to LinkedIn, proper email communication is essential. Sending targeted, personalized emails to key contacts ahead of the convention shows professionalism and intent. Highlight why you’d like to meet, what value you bring and suggest a time to connect. This groundwork ensures you’re not scrambling to schedule meetings once the event begins. Many conventions, including the International Franchise Association’s Annual Convention, offer dedicated apps to help attendees navigate the event. Leverage these tools to map out your schedule, identify high-priority contacts, and even initiate chats before arriving. These apps are invaluable for staying organized and maximizing your time on-site.
Equally important is preparing your marketing collateral. From presentations to handouts, every piece of material should not only align with your brand and speak to your expertise but should be readily available to share with potential contacts as well.
Master the Two-Minute Drill
Once the convention is underway, your networking strategy will be put to the test in real time. Remember that first impressions matter and a disingenuous or overly aggressive approach can quickly alienate potential clients or partners. Networking is not about the hard sell; it’s about relationship-building and reputation management.
Start with genuine conversations that showcase your knowledge and passion for your field. Be an active listener, show interest in others’ challenges, and offer insights that add value to the conversation. To maximize your first impression, bring your elevator pitch out of storage ahead of time and give it a refresh. Memorable pitches are bite-sized verbal interactions that infuse a little bit of personality. Emphasize what makes you — or your business — unique, ensuring that you can hold the attention of the person on the other side of the conversation. Let your skills and services speak for themselves. Highlight your expertise without coming across as boastful or pushy. For suppliers, this means being prepared to articulate how your offerings solve specific problems or meet unique needs within the franchising industry. Beyond the booth, look for opportunities to position yourself as a thought leader. Trade shows often include educational seminars and panels,
“
Networking is not about the hard sell; it’s about relationship-building and reputation management.”
which present immense marketing benefits and the chance to showcase your expertise. All that said, avoid turning every encounter into a sales pitch; instead, aim to establish trust and relationships. Be mindful of cultural cues and individual personalities to ensure your approach is well-received. One common pitfall is coming across as insincere or “slimy,” especially when interactions feel overly transactional. Networking done right can set the stage for meaningful, long-term business relationships.
Turning Contacts into Connections
The real work begins after the convention ends. Follow-ups are crucial to solidifying the relationships you’ve started to build. It’s vital to stay connected with those you’ve met and see as potential clients or networking partners during the conference. Reiterate your value proposition, provide additional resources, and outline clear next steps for collaboration.
“
Remember, this isn’t a one-size-fits-all approach. Every prospect has unique needs, and your proposals or next steps should reflect that.”
The key to successful follow-ups is specificity. Generic outreach can feel insincere and fall flat, so it’s essential to tailor your communication to reflect the conversations you had and the challenges you observed.
Remember, this isn’t a one-size-fits-all approach. Every prospect has unique needs, and your proposals or next steps should reflect that. Be sincere and thoughtful in your outreach, especially if you’re proposing visits, collaborations, or solutions. This personalized touch signals genuine interest and leaves a lasting impression that can turn conference introductions into valuable long-term relationships.
Start by referencing the specific details — whether it’s scheduling a presentation, a topic that resonated, or even any potential travel plans discussed. Customized follow-ups demonstrate that you were engaged and attentive, setting the foundation for a meaningful partnership.
By taking the time to set up your LinkedIn profile, organize pre-convention communications, and perfect your marketing collateral, you’ll set a strong foundation.
Prioritize genuine connections over the hard sell, ensuring your networking efforts enhance your reputation rather than detract from it. Capitalize on post-event opportunities with thoughtful follow-ups that turn introductions into long-term relationships.
Jamie Izaks is the president of All Points Public Relations. For more information about IFA supplier member All Points Public Relations, please visit franchise.org/suppliers/all-points-publicrelations-llc
FUELING THE FUTURE OF FRANCHISING: YOUR PARTNER IN GROWTH
PAGE 38
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BUSINESS SERVICES INDUSTRY SPOTLIGHT
By Huaiyi Jiang, FRANdata
The business services industry encompasses a broad range of sectors, including professional services such as accounting, consulting, and legal solutions, as well as personnel management, printing and publications, security services, and operational support like logistics, telecommunications, and storage.
The largest sectors in the business services industry are Advertising and Promotions (10 percent of franchised brands) and Full-time/Temporary Personnel (8.0 percent). This diversity highlights the industry’s crucial role in supporting companies as they navigate essential operational challenges.
AI, Digital Ads, and Post-Pandemic Shifts Drive Industry Growth
In 2024, the business services industry experienced steady growth, supported by factors such as increased outsourcing, technological advancements, and evolving market demands.
• Rise of Automation and AI: Companies are embracing AI-powered tools such as recruitment platforms, predictive analytics, and automated payroll systems to enhance efficiency and reduce costs.
• Shift Toward Digital Advertising: Digital channels now account for over 68 percent of U.S. ad spending, signaling a significant evolution in the advertising and promotions sector.
Franchises in this space are leveraging innovative strategies to deliver personalized campaigns, aligning with the
growing demand for measurable results and ROI.
• Post-Pandemic Transformation: The pandemic led to notable changes in workforce dynamics, consumer behavior, and business operations. As a result, companies are increasingly relying on professional services — such as financial consulting, IT support, and compliance management — to address these evolving challenges and adjust to the new business landscape.
Modest Growth in Units, Strong Revenue Gains Driven by AI, and Evolving Market Demands
According to FRANdata, the number of franchised establishments grew modestly, increasing from 37,955 in 2019 to 40,031 in 2023, at a CAGR of 1.3
Source:
FRANdata Research
percent. In 2023, the business services industry achieved an average unit revenue of $960,704, representing a compound annual growth rate (CAGR) of 5.2 percent from $826,288 in 2020. While revenues peaked at $1,054,659 in 2022, a slight decline occurred in 2023.
More specifically, the personnel services segment generated $3.2 million in average unit revenue in 2023, with a CAGR of 4.5 percent from 2020, making it the largest contributor to industry revenue growth. Some sub-sectors, such as Full-Time/Temporary Personnel Services, have seen growth due to labor shortages and the increasing need for businesses to adopt more flexible workforce solutions to address difficulties in finding qualified labor. What’s worth noting is that, with rising labor costs, staffing companies are turning to AI-powered recruitment platforms to cut costs and improve hiring efficiency, while also diversifying into areas like workforce training, compliance management, and employee wellness to expand market opportunities.
Franchises in the advertising and promotions segment have also shown greater growth compared to others, with average unit revenue reaching $442,756 in 2023, growing at a steady CAGR of 11.4 percent since 2020.
With a 22.4 percent CAGR in average unit revenue for the accounting and financial sector, and a 26.2 percent CAGR in average unit revenue growth for the information, payroll, and research services sector, these trends reflect businesses’ increasing reliance on outsourced financial expertise.
Emerging Trends Shaping the Industry
There are also emerging trends that are likely to transform the business services landscape:
• Sustainability as a Strategic Focus: Franchises are offering eco-friendly solutions and operational strategies to help businesses align with environmental regulations and consumer
expectations. For example, packaging and shipping brands offer eco-friendly solutions, including biodegradable or reusable packaging materials.
• Franchises are increasingly adding 3D printing options to streamline on-demand production. For example, The UPS Store has integrated 3D printing to enable faster turnaround times for custom orders.
• Subscription-based pricing models have become more common for franchises in the business services industry, offering clients predictable costs and ongoing access to services. This trend is particularly evident in IT support, payroll management, and marketing solutions.
As companies are still facing rising operational costs and persistent labor shortages, many businesses now rely on temporary staffing companies for outsourced HR solutions, which have increased competition among franchises that offer such services. Additionally, AI-powered solutions have reduced the demand for traditional services, such as tax services. Franchises that fail to invest in new technology or adapt their offerings risk losing market share in this competitive environment.
In the coming years, the business services industry is expected to see significant growth in cybersecurity services as businesses prioritize data protection and digital security. The rise of remote and hybrid work will also increase demand for virtual workforce support, including remote onboarding and collaboration tools. Additionally, franchises offering employee wellness programs and mental health solutions will gain traction as businesses prioritize work-life balance. Blockchain technology is poised to transform sectors like logistics and accounting by enhancing transparency and efficiency, while the push for sustainability will create opportunities for green logistics services, such as carbon-neutral shipping and eco-friendly packaging.
Huaiyi Jiang is a credit analyst at FRANdata. For more information about IFA supplier member FRANdata, please visit franchise.org/suppliers/frandata
The total number of franchise establishments showed an increasing trend from 2019 to 2023. (Source: FRANdata)
Average Unit Revenue steadily increased from 2020 to 2022 before declining in 2023. (Source: FRANdata)
Know What’s Working
Understand Your Marketing ROI and Drive More Revenue
We hear it every year: advertising is getting more and more expensive, while franchisors are left wondering how to reach revenue goals. To maximize their return, business owners need to understand if their marketing is working, why it’s working–or isn’t–and how to get more out of their marketing spend. Success may look different for every owner, but franchisors and franchisees seeing the most success know which marketing channels deliver revenue and maximize results.
Not All Leads Are Created Equal
While generating leads is important, it’s important to recognize that lead quality significantly impacts your bottom line. Focusing solely on cost-per-lead (CPL) provides an incomplete picture. To truly optimize your marketing spend, you need to understand:
ⅼ Lead Value: Which leads are most likely to convert into paying customers?
ⅼ Revenue Generation: Which leads ultimately drive the most revenue for your business?
ⅼ Return on Investment (ROI): Which marketing channels deliver the highest return on your investment?
By analyzing these factors, you can identify and prioritize high-value leads, ensuring that your marketing efforts are focused on attracting the right customers.
Connecting Marketing Metrics with Revenue
Integrating your marketing data with revenue data provides valuable insights into the ROI of each advertising channel. It’s important to consider that a higher CPL may sometimes be justified if the channel generates a higher volume of qualified leads or leads with a higher customer lifetime value.
For example, a channel with a lower CPL might generate a high volume of leads, but if those leads have a low conversion rate, the overall ROI may be lower than a channel with a higher CPL but a higher conversion rate.
By analyzing lead cost, conversion rates, and revenue generated by each lead, you can make data-driven decisions to optimize your marketing spend and drive revenue growth.
Integrating Your Marketing and Revenue Data: A Powerful Combination
Marketing agencies delivering the most value for their customers are now leveraging technology to bridge the gap between marketing activities and revenue outcomes. By integrating marketing data with a franchise’s Customer Relationship Management (CRM) system, businesses gain a comprehensive view of their marketing ROI. For example, Scorpion offers a revenue dashboard and roll-up reporting that provides franchise businesses with valuable insights into the effectiveness of their marketing efforts. Scorpion integrates with leading CRMs, like ServiceTitan, to further enhance this capability by providing robust metrics and reporting.
Roxanne Conrad, Chief Operating Officer of Premium Service Brands, highlights the value of this integration: “The integration between Scorpion and ServiceTitan has been tremendously impactful for us.”
This one-of-a-kind partnership between Scorpion and ServiceTitan empowers franchise owners with a centralized view of their data, enabling them to make informed decisions and maximize their marketing strategies and investments.
Using Data to Drive Continuous Improvement
By connecting marketing metrics with revenue data, you can gain a deeper understanding of your marketing performance and identify areas for improvement. This allows you to:
ⅼ Optimize Budget Allocation: Invest in the channels that deliver the highest ROI.
ⅼ Enhance Marketing Strategies: Refine your campaigns based on data-driven insights.
ⅼ Improve Operational Efficiency: Identify and address bottlenecks in the customer journey.
Courtney Spain, Director of Marketing at Premium Service Brands, emphasizes the transformative impact of this data-driven approach: “The partnership with Scorpion and ServiceTitan has really revolutionized the way that our franchisees have access to their metrics and their data.” By focusing on revenue generation and analyzing integrated data, franchisors can have greater transparency in performance, allowing them to create hyper-local marketing strategies for franchisees. This approach can make it easier to scale marketing efforts across locations and realize results.
THE CURRENT STATE AND FUTURE TRENDS OF BUSINESS SERVICES FOR FRANCHISE BRANDS
By Justin Ghadery, EverSmith Brands
Franchise brands operate today in a complex environment characterized by regulations, heightened customer expectations (as well as franchisee needs to meet them), and increased competition.
One industry to note is the kitchen exhaust cleaning industry, where safety is a top priority. This encompasses a myriad of things, from fire prevention to hygiene standards and complying with local, state, and federal health codes. This is on top of exceeding ever-changing customer experience demands. Traditional safety solutions at commercial kitchens often rely on manual processes or outdated technologies that struggle to keep pace with modern needs and overall business expectations.
Like many franchise businesses, there’s always a new and better way to do it — introducing Kitchen Guard.
Kitchen Guard launched its B2B franchising concept in late 2023 with a focused mission to enhance and standardize the commercial kitchen exhaust and cleaning safety protocols for restaurants and other businesses that cook and serve food commercially.
Kitchen Guard exemplifies how emerging business service providers can drive value for franchises and customers by simply doing it better in a fragmented market. Its solutions enhance safety and reduce downtime, liability risks, and operational costs — a combination that appeals to franchise owners seeking sustainable growth and standards.
Emerging Trends in Business Services for Franchise Brands
• Compliance-Centric Solutions: With regulatory frameworks becoming stricter, franchise brands need service providers that understand and anticipate compliance requirements and changes. Kitchen Guard’s systems are designed to meet stringent fire safety and health regulations (established by the standards established by the National Fire Protection Association), offering peace of mind to restaurant owners without hassle.
• Sustainability and Environmental Responsibility: Franchise brands prioritize sustainability to align with consumer values and meet environmental standards. Kitchen
Guard’s eco-friendly Green Steam is an additional service with both an operational benefit and an aesthetic appeal, focused on the front and back of house areas, including kitchen floors, outdoor patios and dumpster areas, parking garages, and more. This added service offering delivers operational benefits that go above and beyond the kitchen.
• Customizable and Scalable Offerings: Like a chef, we know a good artisan never blames the tools. And as a business grows, it needs diversity. Business service providers must offer solutions that are both customizable and scalable. Kitchen Guard’s modular service systems, including hood cleaning, filter exchange, green steam, and fan maintenance and repair, allow restaurant franchises to scale their safety infrastructure
FRANCHISOR FOUNDERS:
as they expand, ensuring consistent protection across locations.
The Future of Business Services for Franchise Brands
Kitchen Guard’s trajectory hints at what the future holds but celebrates the true human element of community-based relationship building, partnership, and a superior customer service attitude. As we refine our brand and service offerings and adopt emerging technologies, we’re well-positioned to set new standards in the B2B landscape when possible.
GET LIQUIDITY. KEEP CONTROL.
Justin Ghadery is the COO of EverSmith Brands.
EXIT STRATEGIES AND PRACTICAL TIPS FOR BUSINESS SERVICES FRANCHISE OWNERS CONSIDERING SELLING OR BUYING
By Mike Cline, Alliance Franchise Brands
With years of experience in the print and marketing industry, I’ve had the privilege of supporting entrepreneurs at every stage of their business journey.
Whether you’re a seasoned business owner looking to sell or an aspiring entrepreneur ready to buy, planning a successful transition requires strategic foresight and careful execution.
For business services franchise owners, the print and marketing industry presents unique opportunities for both buyers and sellers. Here are some practical tips and insights to guide you.
Sellers: Craft a Thoughtful Exit Strategy
Selling your business can be a deeply emotional process, especially if you’ve dedicated years to building and nurturing its success. However, with proper preparation, it’s possible to achieve a transition that honors your legacy while securing a promising future for your business.
1. Start Planning Early: A wellthought-out exit strategy can take months to implement effectively. Consider factors like financial goals, the valuation of your business, and the ideal timeline for transitioning.
2. Focus on Financial Health: Buyers are drawn to businesses with strong financials. Before listing your business for sale, ensure your books are in order and profitability trends are clear. Consider addressing any operational inefficiencies that might lower the perceived value.
3. Find the Right Buyer: Partnering with someone who shares your vision and values is crucial. Many sellers find success by working with structured programs that connect them with qualified buyers. Take, for example, the story of
Paula Fargo, the longtime owner of Curry Printing in Baltimore. After years of success, Paula was ready for her next chapter but wanted to ensure her business would land in the right hands. Through Alliance Franchise Brands’ MatchMaker Program, she connected with Ketan Bhalani, an entrepreneur eager to make a mark in the print and marketing industry. The transition resulted in a new chapter for Curry Printing, ensuring its legacy continues while adapting to the evolving marketplace as it transitioned to an Allegra Marketing Print Mail.
Buyers: Start Strong with a Proven Model
For aspiring franchise owners, buying an existing business can offer a head start thanks to an established customer base, experienced staff, and proven operations. Here are tips to guide the buying process:
1. Do Your Research: Look for opportunities in industries with stable growth. Reports say the global printing market, for example, is estimated at $740 billion, with the U.S. market poised for steady expansion. Digital printing in particular
is a high-growth segment with increasing demand.
2. Seek Support: Collaborate with sellers and experts who can guide you through the purchasing process and help you navigate the complexities of ownership transitions.
3. Plan for a Smooth Transition: Collaborate with the seller to understand the nuances of the business. Retaining key staff and maintaining continuity in customer service are critical during the ownership change.
The Key to Successful Transitions
Strategic transitions benefit both buyers and sellers by creating
opportunities for growth and continuity. Whether you’re seeking a pathway to retirement, or the start of a new business journey, careful planning and collaboration are essential.
The transition from independent ownership to a new chapter is not just about maintaining a legacy — it’s about unlocking the potential for even greater achievements. With the right strategy, support, and mindset, both buyers and sellers can achieve their goals while contributing to the growth of the business services industry.
Mike Cline is the chief development officer of Alliance Franchise. For more information about IFA franchisor member Allegra Marketing Print Mail, please visit franchise.org/franchise-opportunities/allegramarketing-print-mail
Application.
Applications may be completed online at franchise.org/cfe
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!
PROTECT YOUR BRAND BY STRENGTHENING CYBERSECURITY ACROSS YOUR FRANCHISE SYSTEM
By Carl Udler, Hughes
Franchise systems feel the ripple effect from a cyberattack perhaps more than any other business model.
Whether it’s the franchisor or a franchisee that’s hit, the impacts — including breach costs, business interruptions and reputational damage — can spread in every direction, often pulling the brand and its entire franchise system into the fray. With so much at stake, it’s important to ensure that every location, system and network access point is protected against a cyberattack. Helping franchisees understand how to protect themselves enables a stronger cybersecurity posture at every level and reduces your brand’s risks, too.
Cyberattacks at Scale: Emerging Threats Are Crippling and Expensive
The proliferation of Internet of Things (IoT) devices and the growing use of QR codes are just two of the many digital doors attackers might try to pry open. An extensive syndicate of bad actors exists to steal, repackage and sell pilfered user credentials and access. Advanced tools, including Artificial Intelligence (AI), enable these groups to scale and deploy ransomware and similar attacks on a shoestring budget. For victims, however, the costs are
increasing. If a franchise location is hit, it may be unable to transact orders or conduct business, creating severe financial strain for the owner. Reputational harm can also kill sales in the short term and reduce revenue over time as customer trust sags. In highly competitive verticals, even small contractions in the customer base can mean the difference between being profitable and losing money. Add in legal fees, regulatory penalties, and costs to provide services like credit monitoring for victims, and it’s easy to see how a single breach can cost the brand millions of dollars.
Mandates Enable Stronger Cybersecurity Across the Franchise System
A mandate effectively strengthens every location’s cybersecurity posture and provides some uniformity across the franchisee base. By establishing thoughtful minimum standards, your brand can implement effective protection of critical business systems while ensuring brand-wide security.
Including cyber requirements or guidelines in the Franchise Disclosure Document (FDD), technology fee or standard operating procedures are options that can reinforce the mindset that critical infrastructures,
“
The right training can empower workers to identify phishing links in emails, for example, and teach them to refuse entry to anyone who claims to be an outside vendor or IT rep but shows up without an appointment.”
POS systems and other platforms are protected within the overall cybersecurity strategy. The franchisee also benefits by being able to use the chosen solution for additional local purposes that fit their unique needs. A carefully crafted system-wide approach fosters a supportive environment for improving cybersecurity and provides flexibility to suit individual financial capabilities and risk profiles. A well-crafted requirement can also strike the important balance of maintaining brand control while providing additional security to franchise systems.
A Robust Cyber Posture Blends
Technology, Human Engineering and Expert Support
Tools and technologies are one
form of protection in a comprehensive cybersecurity strategy. Employees also play a vital role in defending the franchise’s business and your brand against bad actors. Gartner says that companies using security behavior and culture programs (SBCPs) see reductions in unsecure behaviors, along with other benefits. The right training can empower workers to identify phishing links in emails, for example, and teach them to refuse entry to anyone who claims to be an outside vendor or IT rep but shows up without an appointment.
A trusted technology partner, such as a managed services provider (MSP), is another valuable resource in applying cybersecurity across franchise environments. An experienced MSP can support the franchise in implementing highly effective tools, such as multi-factor authentication, for tighter control over network access and automated detection and response solutions to spot and shut down potential malware or other attacks quickly. They can also recommend platforms to suit your brand’s unique cybersecurity needs.
AI Delivers Powerful Protection Against Quickly Evolving Attacks
Whether your brand enforces baseline cybersecurity requirements or opts to offer recommendations to franchisees, you should consider the benefits of AI in helping owners enhance their cyber defenses without significantly increasing hardware or software expenses. For example, most
traditional ransomware protection tools must match suspicious behaviors to known patterns. AI ratchets up the effectiveness by identifying and thwarting new attacks that may differ from previous ones. Its deep learning capabilities provide franchises with a powerful defense tool, as AI can quickly analyze
“
A full-scope cybersecurity strategy is key to preserving your brand reputation and ensuring franchises can continue to drive their business forward.”
and isolate potential threats before they infect a single device.
Help Your Franchise System Build an Effective and Efficient Cyber Posture
Many franchises have physical stores. Others work out of their homes. Some are mobile. Each environment has cybersecurity exposures and requires a security approach that’s proactive and proven. An MSP brings broad expertise to help ensure your entire franchise network has the tools and support to defend against the latest attacks. A full-scope cybersecurity strategy is key to preserving your brand reputation and ensuring franchises can continue to drive their business forward.
Carl Udler is the senior director of marketing for Hughes. For more information about IFA supplier member Hughes, please visit franchise.org/suppliers/hughes
Brand Management Platform
HARNESSING DATA ANALYTICS FOR FRANCHISE SUCCESS
By Michael Hull, Buzz Franchise Brands
In today’s competitive franchise landscape, leveraging data analytics is no longer optional — it’s essential.
For franchise systems, data can unlock critical insights that drive efficiency, improve customer experiences, and enable more informed decision-making.
Thanks to the work of our dedicated finance and analytics team at Buzz Franchise Brands, both corporate teams and franchisees are equipped with the tools needed to thrive in an increasingly data-driven world. Here’s how we’re using analytics to transform decision-making, boost customer engagement, and elevate performance across our multi-brand portfolio.
Informed Decision-Making
Data analytics provides a clear window into operational efficiencies and inefficiencies. Our analytics platform provides us with up-to-date insights and data to empower our team to best support our franchisees while also providing our franchisees the proper tools to drive revenue and operate efficiently.
We carefully track and analyze seasonal trends, customer retention, and staff efficiency to ensure optimal operations and decision-making across our brands. For instance, during the peak opening and closing seasons for our Pool Scouts franchisees, we utilize historical data to help franchisees anticipate and plan for staffing and operational needs. Pool Scouts offers a wide range of services, from ongoing pool cleaning and maintenance to one-time services like pool openings, closings, and equipment repair. By analyzing metrics such as the number of jobs completed daily, average time per job, and product inventory requirements, we equip both our corporate team and franchisees with actionable insights. This data-driven approach ensures that the business is prepared to efficiently manage resources, meet customer demand, and deliver exceptional service throughout the year.
Improving Customer Engagement
Leveraging data analytics to understand customer behavior is critical to enhancing engagement. At Buzz Franchise Brands, we track customer interactions across our digital platforms, including mobile apps, websites, and social media for each brand. For British Swim School for example, if data shows that there is a significant interest in young adult and adult swim programs in a particular market, we create targeted promotions for these classes for franchisees serving those markets.
Customer feedback is another goldmine. Sentiment analysis of reviews and social media posts provides valuable insights into customer opinions and preferences, enabling business owners to recognize trends, address concerns proactively, and tailor strategies to enhance customer satisfaction and loyalty. With Home Clean Heroes, we identified how much customers appreciate our focus on first responders through our first responders discount program and corporate policy of donating to first responders with every clean. This led to the introduction of voluntary customer donations toward our partnership with the First Responders Children’s Foundation. This personalization has improved customer satisfaction and provided an additional level of purpose to the brand.
Enhancing Overall Performance
At Buzz Franchise Brands, all our rich performance data is centralized in a Tableau environment, an interactive dashboard that provides real-time data visualization and seamless access to critical insights for both franchise owners and corporate employees.
(KPIs) like average transaction value, customer return rates, and service frequency. For example, at British Swim School, we found that increasing the class availability within certain weekdays and time slots led to an increase in capacity utilization. By benchmarking these against industry standards or our own historical data, we can identify areas for improvement at the location level. Beyond tracking metrics, our analytics platform enables predictive modeling to forecast future trends. For instance, predictive analytics forecasted an end of summer enrollment drop-off at British Swim School,
prompting us to launch a proactive ‘Back to Pool’ campaign aimed at
retaining students during the backto-school season. This foresight positioned us ahead of competitors in addressing swim school seasonality.
Implementation Challenges and Solutions
While the benefits are clear, implementing a robust analytics system has its challenges. In our organization we rely on our trusted third-party partners and cloud service providers to stay secure and current with the tools available in the market. We’ve developed a centralized data management system that integrates seamlessly across all our brands, allowing for a unified view of our operations.
To overcome integration issues, we’ve employed APIs that facilitate data flow between different software systems used by our various brands. Continuous training for our team is
crucial; we’ve tailored our franchise business coaching calls with franchisees and staff to leverage the business intelligence dashboards, understand analytics tools, and make data-driven decisions.
Sustaining Success With Data Analytics
In conclusion, data analytics is not just a tool but a strategic asset. By adopting a data-centric approach, we are not only improving operational insights but also fostering a culture of innovation and responsiveness to market dynamics. Through continuous learning, adaptation, and application of data analytics, Buzz Franchise Brands is set on a path of sustained growth and customer satisfaction.
A
franchise owners
Michael Hull is the chief finance officer at Buzz Franchise Brands, a multi-brand franchising company based out of Virginia Beach, VA.
THE COST OF TURNOVER — EFFECTS OF HIRING THE WRONG CANDIDATES
By Peter Capodice, Capodice & Associates
Hiring can be a double-edged sword — while finding the right candidate is one of the best investments for a company, hiring the wrong one can be a significant setback.
In fact, a bad hire could cost as much as 30 percent of that employee’s first-year earnings. But it’s not just about the financial implications.
Bad hires impact team morale, slow down productivity, and can lead to turnover cycles that affect the entire organization. So, what does it really cost to bring on the wrong fit, and how can you avoid this pitfall?
Unfilled positions can impose significant costs on an organization. When responsibilities are not clearly assigned, they often shift to other team members, resulting in diminished productivity and decreased job satisfaction. Employees who assume additional duties to compensate for an open role may begin to feel overworked and undervalued. Furthermore, if these positions remain vacant for an extended duration, it can lead to increased turnover rates, creating additional vacancies and fostering dissatisfaction within the team.
In light of the current
circumstances, the desire to expedite the hiring process is understandable. However, while it is crucial to fill positions promptly, hastily hiring an inappropriate candidate can be even more detrimental in the long run. The following recommendations can assist in avoiding poor hiring decisions.
The Financial Cost of Bad Hires
Did you know that studies suggest replacing an employee can cost anywhere from 50 percent to 200 percent of their annual salary?
These costs are associated with onboarding and training, lost productivity, disruption to workflow, and employee turnover. These costs aren’t just about wages and salaries, but the time and effort it takes your team to clean up after a bad hire and ultimately find a suitable candidate to replace them.
A bad hire isn’t just a line item in the budget — it’s a loss that
impacts the whole organization. Here’s a look at some of the direct and indirect costs associated with hiring the wrong candidate:
• Direct Financial Losses: When a bad hire doesn’t work out, your company incurs losses from wasted salary payments, benefits, onboarding, and training. Every hour spent on these activities adds up, ultimately affecting your bottom line.
• Replacement Hiring Costs: When that initial hire doesn’t work out, you’re back at square one. From job postings and recruiting time to redoing interviews, the costs of replacing a bad hire can quickly multiply.
• Hidden Financial Impacts: Beyond the visible expenses, there are hidden costs, like reduced team productivity and missed business opportunities that occur when a weak link
slows the pace. In some cases, a poor hire can even lead to customer dissatisfaction, hurting revenue in ways that aren’t always immediately obvious.
Define the Ideal Candidate
Without clearly defining the knowledge, skills, and capabilities necessary for succeeding in a role, you won’t be able to gather the right information to make the best hiring decision. In fact, you might not even have the opportunity to interview the top candidates. Without an understanding of the required competencies, your interviewers may screen people using the wrong criteria, eliminate good-fit candidates, and allow less-experienced candidates to proceed in the process. It is essential to possess a clear understanding of the role and its accompanying responsibilities. It is important to acknowledge that job descriptions may evolve over time; what was pertinent six months ago may no longer align with the organization’s current needs. Spending considerable effort searching for candidates only to discover divergent expectations from the hiring manager can be counterproductive. Moreover, it is advisable to maintain a focused list of qualifications to ensure a manageable number of candidates while avoiding unnecessary constraints.
Stay Objective
Subjectivity can significantly affect hiring decisions, leading to suboptimal choices. Despite best intentions, biases often influence candidate assessments. For example, learning that a candidate hails from one’s hometown or shares an allegiance to the same sports team may unintentionally afford them an unwarranted advantage. To
mitigate bias, the implementation of “blind” recruitment techniques that obscure identifiable information during evaluations is recommended. Additionally, incorporating multiple individuals into the interview process and assessing applicants based on a consistent set of criteria can prove beneficial.
Seek Essential Traits
One of the primary reasons positions remain unfilled for extended periods is that hiring managers frequently pursue the ideal candidate. This excessively specific approach can result in considerable “cost of vacancy” expenses, which could be better invested in training individuals who may not fulfill every precise qualification but possess traits conducive to success. Instead, it is wise to consider candidates who demonstrate essential attributes such as proactivity, curiosity, and strong communication skills. These qualities can often hold greater value than specific experience, as they indicate a candidate’s potential for learning and growth within the role.
Hiring involves a series of sequential steps, each greatly impacting the end result, and improving the process demands a holistic view. By taking a broad perspective, your organization can assess the hiring
experience from start to finish, identify gaps and pitfalls, and implement measures to choose the best candidates who help the business thrive. Being deliberate when filling an opening is a great way to avoid the cost of a bad hire. Your team might be thinly spread with one fewer employee than usual, but a bad hire isn’t a solution to that. While a quick hire may temporarily alleviate your problems, it may ultimately put you back at square one. Take your time and avoid a costly bad hire.
Peter Capodice is the CEO of Capodice & Associates. For more information about IFA supplier member Capodice, please visit franchise.org/suppliers/capodice-
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GEN Z COMING INTO THEIR OWN: 3 BENEFITS FOR YOUNG ENTREPRENEURS JOINING A HOME SERVICE FRANCHISE
Big
plans!
WBy Colt Florence, Five Star Franchising
ith social media and COVID-19 shaping their childhood, Gen Z is encountering a job market in flux. As they become adults, nothing seems permanent. This shared experience has given young people a strong need to rely only on themselves, which has brought out their entrepreneurial spirit earlier than in previous generations.
That’s what defines Gen Z as they launch themselves into the world around them.
How Entrepreneurship and Franchising Come Together
be strong, particularly with Gen Z. Home service franchises tick many of the positive boxes of being an entrepreneur as they provide safeguards not available for independent businesses. When a person buys into an existing franchise system, they immediately inherit that business plan and the advanced knowledge of what has been successful for others.
When a person gets that entrepreneurship bug, it usually comes with a lot of big goals. But when you back away from your goals to look at the bigger picture, things can be overwhelming. From compiling a business plan and getting your finances together, it can be difficult to know where to start. However, the pull of being your own boss can
Advantages of Franchising Gen Z Can Enjoy
connecting with a customer base and building a thriving operation. The systems in place for an established home service franchise platform frees them to pursue personal and financial goals.
Franchising brings together business owners from all walks of life to coalesce around a singular idea and brand. From executives looking to escape the corporate life to retirees looking for a second act in their career, home service franchises provide the thrill of both opportunity and security. As franchisees, owners experience the rush of opening a new business,
• Ongoing training with a proven business model: One of the biggest reasons for a young entrepreneur to join a home service franchise platform is the proven business model they receive. Overall, franchise locations are more likely to survive their initial years than their individually owned counterparts because the franchise has developed strategies that have garnered success across the platform. Part of that proven model is the ongoing training a young entrepreneur receives upon joining a franchise. With no experience needed to join most franchises, the platform
financial stability and a legacy are added to those initial goals.
can get the young franchise owner up to speed through various trainings. For a home service franchise platform, the system is structured to boost success while lessening the usual risks encountered by independent business owners.
Becoming a franchise owner can fulfill a young entrepreneur’s passion for business ownership. With the wide variety of available home service franchise options, there is something for every individual. The stability of a well-established and respected franchise brand can help you achieve financial and legacy goals.
All that’s left to do is choose the home service franchise that works for you.
• Access to marketing resources and vendor partnerships to reduce overhead costs: One of the biggest expenses encountered by entrepreneurs is the marketing of their new business. If no one knows you’re open, then you can’t grow. The targeted marketing resources provided by a home service franchise platform offer proven messaging produced on a large scale for all of their locations. Plus, the home service franchise platform may also negotiate costs with vendors shared across their organization. This can result in savings for new franchise owners. Gen Z has an interest in value, which means pre-existing vendor partnerships can be an attractive addition that are not a luxury for independent businesses.
brand can provide a reliable ROI. When you open an independent business, what it does not have is an established brand reputation. With the history behind a franchise brand name, you can research its reputation before buying. A strong home service franchise brand with a positive image is a boon to your bottom line.
• Established brand reputation to improve ROI: Opening a new location of an established
Achieving Goals at Speed
Gen Z entrepreneurs want autonomy and flexibility for a work-life balance that can be fulfilled more easily if they control their own destinies. Their business ideas generally allow them to focus on their passions and giving back to their communities. As they move into later adulthood,
Colt Florence is senior vice president of franchise development for Five Star Franchising, a platform of home service brands including Five Star Bath Solutions, Gotcha Covered, Bio-One, 1-800-Packouts, Card My Yard, and Mosquito Shield.
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CHAMPIONING DIVERSITY: GRASONS’ STRATEGIC APPROACH TO BUILDING AN INCLUSIVE FRANCHISE NETWORK
By Craig Tyler, Grasons
In the landscape of American business, where diversity and inclusion are increasingly becoming pillars of corporate strategy, Grasons stands out as a beacon.
Our commitment to building a diverse franchise network is not merely a part of our business ethics; it’s a proven strategy for innovation and community connection. Noteworthy data from the U.S. Census Bureau illustrates this shift, highlighting that 30.8 percent of franchises are minority-owned, in contrast to just 18.8 percent of non-franchised businesses. Grasons proudly exceeds this national average, with 59 percent of our franchisees hailing from minority groups.
Our approach to diversity goes beyond just welcoming franchisees from various backgrounds; it involves actively supporting them to foster an inclusive and empowering business environment. This strategy enhances our brand, deepens our market insights, and enriches our client interactions, making us a stronger competitor and a more cohesive community.
One of the pillars of our diversity strategy is the personal and professional growth it facilitates among our franchisees. Martha Garcia, a Los
Angeles Valley franchisee, attests to the impact of our inclusive culture.
“My association with Grasons has been transformative. Every day I witness the company’s unwavering dedication to
“ Our approach to diversity goes beyond just welcoming franchisees from various backgrounds; it involves actively supporting them to foster an inclusive and empowering business environment.”
diversity, evident in every sale, every conversation, and every initiative,” she shares. This sentiment is echoed by Orange County, CA, franchisee Vincent Stirone, who adds, “Grasons isn’t merely a business prospect; it’s a close-knit community where every member, regardless of their heritage, is held in high regard and cherished. I am immensely proud and grateful to be part of such an embracing family.”
At Grasons, diversity isn’t just about recruitment; it’s about creating pathways to ownership and success for all, underscored by our diversity discount for aspiring franchisees. This initiative is designed to lower the barriers to entry and encourage participation from a broader demographic, reflecting our commitment to a truly representative business model.
Our operational strategies are tailored to ensure that all franchisees, regardless of background, receive the support they need to succeed. This includes culturally aware training programs and marketing materials that resonate across diverse communities, ensuring that our franchisees are well-prepared to meet the needs of a wide range of clients.
The feedback from our franchise community speaks volumes about the effectiveness of our diversity policies. Both Garcia and Stirone highlight a business environment where respect, mutual support, and appreciation for diversity are not just practiced but deeply embedded in every aspect of our operations.
Looking ahead, Grasons remains dedicated to enriching our diversity practices. We continue to refine our
strategies and expand our outreach, aiming to not only sustain but also enhance the inclusivity of our network. This ongoing effort will ensure that Grasons remains at the forefront of the franchising industry, distinguished not only by our services but also by our commitment to diversity and inclusion.
“
The feedback from our franchise community speaks volumes about the effectiveness of our diversity policies.”
At Grasons, we understand that embracing diversity is key to building a resilient and adaptive business. We are committed to maintaining an inclusive environment where all franchisees can thrive, reflecting the diverse world in which we operate.
Craig Tyler is the brand leader of Grasons. Known for his strategic vision and commitment to excellence, Craig leads Grasons with a focus on client satisfaction and operational efficiency. Under his guidance, Grasons continues to expand nationwide. Craig is dedicated to fostering growth through innovative franchise opportunities and supporting franchisees with a proven business model. For more information about IFA franchisor member Grasons, please visit franchise.org/franchise-opportunities/grasonsestate-sales-business-liquidations
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SHAPING SUCCESS: HOW ASSISTED LIVING LOCATORS EMPOWERS WOMEN FRANCHISEES
By Angela Olea, RN, Assisted Living Locators
In an era where women are increasingly prominent in business leadership, Assisted Living Locators stands as a testament to the power and potential of women in franchising.
With a significant portion of our franchise network — 55 percent — comprised of female franchisees, we are proud to champion the role of women as key players in the franchising community. Our journey toward fostering a diverse and inclusive franchise network is rooted in a deep understanding of the unique challenges and strengths women bring to entrepreneurship. Women are often drawn to franchising because of the flexibility and balance it offers, allowing them to manage business ownership alongside personal responsibilities. This is particularly relevant in our senior care industry, where empathy, communication, and relationship-building are paramount.
At Assisted Living Locators, we celebrate the entrepreneurial spirit of women by providing a supportive, growth-oriented environment. Our franchise model is designed to empower women through comprehensive training, ongoing support, and a collaborative community.
“
Our journey toward fostering a diverse and inclusive franchise network is rooted in a deep understanding of the unique challenges and strengths women bring to entrepreneurship.”
The franchise industry has seen significant growth in female ownership, and at Assisted Living Locators, we’ve developed a model that uniquely supports women in balancing professional achievement with personal responsibilities. Our flexible, home-based business model
allows women like LeeAnn Allman, a franchisee from San Gabriel Valley, CA, to successfully manage both her business and family life. During the pandemic, she was able to homeschool her children while building her franchise — a demonstration of the flexible, supportive nature of our business model. LeeAnn’s experience underscores the possibility for women to achieve work-life balance and business success simultaneously.
Moreover, our network boasts inspiring stories from diverse backgrounds, demonstrating the breadth of opportunity available. Female franchisees in our system run the gamut from Wall Street to homemakers their whole lives and everything in between. For instance, Mimi Santry, a former Wall Street financial advisor and now the franchise owner in Greenwich, CT, leverages her extensive financial expertise to assist elderly clients effectively. Another remarkable example is Jasilika Davidson, a franchise owner in Columbus, OH, and a veteran of the South Carolina National Guard. Joining Assisted Living Locators marked a significant and fulfilling transition in her life. “This is the best decision I’ve ever made for my career as a veteran,” she shared, reflecting the profound impact that our franchise opportunities can have.
Franchising offers a unique opportunity for women to own a business with a lower risk profile than starting from scratch. The established processes and strong support networks characteristic of franchising provide a secure foundation on which women can build thriving businesses. This security is coupled with the potential for innovation, allowing women to bring their unique perspectives and ideas to their franchises. Their strong communication skills, networking capabilities, and collaborative approach make them ideal franchise owners.
We are committed to not only increasing the number of women in our franchise network but also ensuring they succeed. This commitment is reflected in our recruiting practices, our support systems, and our
ongoing dialogue with franchisees to continually enhance their experience. Our franchise system offers more than just a business opportunity; it provides a supportive community where women can find professional fulfillment and personal satisfaction.
As we continue to expand our network, we remain dedicated to creating opportunities that cater to the needs and strengths of women, helping them to break barriers and achieve their entrepreneurial dreams.
“ Franchising offers a unique opportunity for women to own a business with a lower risk profile than starting from scratch.”
Assisted Living Locators remains dedicated to breaking down barriers and fostering an inclusive environment where women can succeed. As the franchising landscape evolves, we continue to advocate for diversity and equality, recognizing the invaluable contributions of women to our industry and beyond.
Angela Olea, RN, is the founder and brand president of Assisted Living Locators. As a registered nurse, she witnessed firsthand the challenges that patients faced in finding the right care and support. In response, she founded the first senior placement and referral franchise business in the U.S. and built Assisted Living Locators into a nationally acclaimed placement and referral agency. Assisted Living Locators is now part of the Evive Brands family, delivering high-quality service and ensuring the wellbeing of homes and communities across the U.S. For more information about IFA franchisor member Assisted Living Locators, please visit franchise.org/ franchise-opportunities/assisted-living-locators
Jasilika Davidson
LeeAnn Allma
Mimi Santry
PEOPLE, PLANET & PROFIT: 7 WAYS BENEFIT CORPORATIONS AND B CORPS ARE CHANGING RESPONSIBLE FRANCHISING
By Keith Gerson, CFE, Gerson Advisory Services, LLC
Over
the past few years, the world of franchising has changed drastically, and franchise
buyers’ attitudes and expectations have shifted along with it.
If you want to survive in this ever-evolving world, you must be open to change. Here are seven areas to consider in 2023 and beyond when it comes to the impact of Benefit Corporations, B Corps, and responsible franchising.
Benefit Corporations and B Corps are more than just buzzwords.
Let’s face it, responsible franchising is no longer just a nice-to-have –it’s becoming a necessity. Benefit Corporations and B Corps are two models that have the potential of shaking up the franchise world. A
Benefit Corporation is a legal structure that requires companies to consider their impact on all stakeholders, not just shareholders. B Corps, on the other hand, are certified by the nonprofit B Lab to meet rigorous standards of social and environmental performance. Both models are gaining traction, and franchisors need to sit up and take notice.
Your
franchise’s
purpose needs to go beyond profit.
Gone are the days when making money was enough. Today’s franchisees and customers want to be part of something bigger. Benefit
Corporations are required to pursue a stated public benefit alongside their financial goals. This could be anything from environmental sustainability to community development. B Corps focus on a triple bottom line of people, planet, and profit. As a franchisor, it’s time to ask yourself: what’s your bigger purpose? And more importantly, how are you communicating that purpose to potential franchisees?
Transparency is no longer optional.
3
Both Benefit Corporations and B Corps require a level of transparency that might make some franchisors uncomfortable. Benefit Corporations must produce annual benefit reports detailing their social and environmental performance. B Corps make their assessment scores public. This level of openness can be scary, but it’s also an opportunity. Imagine how powerful it could be to show potential franchisees exactly how you’re making a difference. It’s time to embrace transparency and use it as a selling point.
Legal structure matters more than ever.
Becoming a Benefit Corporation involves changing your legal structure. This isn’t a decision to be taken lightly, but it could be a game-changer for your franchise. It provides legal protection for pursuing social and environmental goals, even if they might not maximize short-term profits. This can be particularly valuable in franchising, where long-term sustainability is crucial. If you’re considering this move, make sure you understand the specific requirements in your state.
Certification can set you apart.
While becoming a Benefit Corporation is about legal structure, B Corp certification is about performance. To become a certified B Corp, your franchise needs to score at least 80 out of 200 points in B Lab’s comprehensive assessment. This covers everything from your governance structure to your environmental impact. It’s not easy to achieve, but that’s the point. In a crowded franchise market, this certification can really make you stand out.
Your franchise sales process needs to evolve.
If you’re embracing these models, your franchise sales process needs to reflect that. This isn’t just about adding a few lines about social responsibility to your pitch. It’s about fundamentally rethinking how you attract and engage potential franchisees. You need content that speaks to your social and environmental goals at every stage of the
sales process. And don’t forget about the power of technology — virtual calls and AI-driven messaging can help you connect with socially conscious franchisees when they’re most engaged.
Measuring impact is the new bottom line.
Both Benefit Corporations and B Corps require you to measure and report on your social and environmental impact. This goes beyond traditional financial metrics. You need to establish systems to track things like your carbon footprint, employee satisfaction, and community engagement across your franchise network. This might seem daunting, but it’s also an opportunity. These metrics can become powerful tools in your franchise sales arsenal.
Now, I know what some of you are thinking: “This all sounds great, but what about the bottom line?” Here’s the thing: embracing these models isn’t just about doing good — it’s good business. Consumers are increasingly choosing to buy from socially responsible companies. Employees want to work for companies that align with their values. And investors are starting to see the long-term value in companies that consider all stakeholders.
But let’s be real — there are challenges. Balancing profit with purpose isn’t always easy, especially in a franchise system with multiple stakeholders. The increased reporting requirements take time and resources. And not every franchisee will be on board with this approach right away.
That’s why it’s crucial to approach this transition thoughtfully. Start by educating your team and your franchisees about these models. Develop a clear strategy for how you’ll implement these principles
across your franchise system. And be prepared to lead by example.
Here’s a pro tip: while there may not be many direct tax benefits for Benefit Corporations or B Corps at this moment, but keep an eye out for local incentives. For example, Philadelphia offers a $4,000 tax credit to certified B Corps. It’s not much, but every little bit helps, right?
Look, at the end of the day, the franchise landscape is changing. Consumers are demanding more from businesses. Franchisees want to be part of something meaningful. And regulators are starting to pay attention to corporate social responsibility.
Benefit Corporations and B Corps offer a roadmap for navigating this new terrain. They provide a framework for building a franchise system that creates value for all stakeholders — not just shareholders. And in doing so, they can help you build a more resilient, more attractive, and ultimately more successful franchise.
So, are you ready to lead the charge in responsible franchising? It’s time to put these ideas into action. Develop muscle memory for this. Hold your team accountable for implementing these principles. And most importantly, “inspect what you expect.”
With these recommendations in hand, I believe that the future of franchising can be both profitable and purposeful. Let’s make it happen!
Keith Gerson, CFE, is the president & CEO of Gerson Advisory Services (GAS) and a highly respected expert in the franchising industry. With 50 years of experience, Keith offers unparalleled insights and strategic guidance to franchisors worldwide. His thought leadership and visionary approach have shaped successful franchise systems across the globe, cementing his reputation as a go-to authority in the field. For more information about IFA supplier member Gerson Advisory Services, please visit franchise.org/suppliers/gerson-advisory-services
CREATING A MEMORABLE CUSTOMER EXPERIENCE BY ENGAGING ALL FIVE SENSES
By Dr. Jason Helfrich, 100% Chiropractic
In today’s competitive franchise landscape, creating a memorable customer experience is vital to development and long-term success.
One effective way to achieve this is through engaging the five senses, which can deepen the connection between customers and a brand.
While sensory engagement is commonly used in the restaurant industry, at 100% Chiropractic, we’ve applied this approach to our franchise model since 2004, proving that it extends beyond hospitality, restaurants, or retail. With 125 locations now exceeding national averages in both patient numbers and income, it’s clear that engaging the senses can enhance customer experience across sectors, contributing to consistent growth and franchise development success.
Sight: Prioritize Visual Appeal and Branding Consistency
A lesson we carried over from the restaurant industry is the importance of visual appeal. This starts with your marketing and real estate. Strategic partnerships ensure our clinics are situated in areas that will most benefit from 100% Chiropractic services, not to mention areas where they will be seen.
“If you build it, they will come” doesn’t apply in franchising. Everybody knows if your business isn’t easy to find, you won’t be able to draw in customers.
You also need to have eye-catching marketing, which can include social media ads, TV spots, and of course the signage in front of your store. Ensure that you have a strong marketing team in place to execute on these parts of the customer journey and prime them for their first visit into your business.
Beyond marketing, just like a restaurant’s atmosphere, a visually appealing healthcare setting enhances the client experience from the moment they walk through your doors. Intentional lighting, including warm lights, indirect art lights, pendants and dimmable sconces, help create a welcoming environment.
has the potential to significantly enhance customer satisfaction.
Smell: Create a Calming Atmosphere
In our chiropractic massage rooms, we use subtle, soothing scents like lavender to set a peaceful tone, creating a welcoming environment. While the rest of the clinic remains neutral in scent, the targeted use of calming aromas helps elevate the massage experience.
Regardless of your industry, the right scent can have a powerful impact on customer behavior and satisfaction. Whether you’re running a retail business or a service-based franchise, integrating pleasant, intentional scents into your environment can help shape the comprehensive experience. It’s an often-overlooked detail that
Hearing: Curate Your Sound Environment
Just as music enhances a dining experience, background music can positively influence a healthcare setting. In our clinic offices, the music reflects the energy of each office. Some choose upbeat tunes, while others opt for a more relaxed, coffeehouse vibe. It’s up to the doctor and team to create an environment that best suits their clientele.
If you’re a franchisee or business owner, consider how sound shapes your organization’s atmosphere. Background noise, music, or even the absence of sound, can significantly impact how your business feels. Tailoring the auditory experience to suit your brand can go a long way in creating a welcoming environment. For a clothing store, that might include light pop-rock music to get a customer’s guard down so they try on some outfits. For a fitness studio, owners can enhance the sense of sound with energetic house music that pumps up their members for the challenging workout they have coming up.
Then your employees need to match that music or ambiance with their voices to round out the auditory experience. Since a service like chiropractic care can be intimidating for first-timers, speaking in a soft and welcoming tone is important to help
soothe nerves and help clients push past barriers that might be preventing them from reaching their wellness goals.
Touch: Invest in Comfort and Quality
From cozy seating to high-quality treatment tables, the tactile experience plays a major role in how individuals perceive an experience. Comfort and quality should be top considerations, which can in turn increase satisfaction and build lasting trust in your business. Whether you’re investing in durable, comfortable furniture or ensuring clients have a positive hands-on experience with massage, acupuncture, or assisted stretching, tactile elements can significantly impact customer satisfaction. Focusing on the details that are physically interacted with might be the most impactful of the five senses on customer experience and can build loyalty if implemented correctly.
Taste: Ensure a Consistent Brand Experience
While “taste” in the healthcare industry is usually metaphorical, at 100% Chiropractic we actually engage this sense through our beverage center.
Guests can enjoy complimentary fresh fruit, fruit-infused water, coffee, tea, juice boxes for the kids and special treats on occasion. Some offices even feature a café table where clients can sit and relax with their drink, adding to the warm, inviting atmosphere.
“
To extend the life of a customer’s experience with your brand, diversification of service or product offerings can be game-changing.”
Beyond the literal sense of taste, the focus is on delivering a consistent and “tasteful” brand experience across all touchpoints, applicable to any business. The thoughtfully designed interiors of 100% Chiropractic clinics, with their modern, upscale aesthetic, elevate the brand experience, making them more refined and inviting than the typical medical office environment. This attention to detail, from décor to overall ambiance, helps build trust and ensures that clients receive the same high standard of care at every location.
Integrate Strategic Partnerships and Diversified Offerings
The customer journey does not stop after they are struck by the five senses on their first visit. To extend the life of a customer’s experience with your brand, diversification of service or product offerings can be game-changing. As long as those services or products are in your
wheelhouse and make sense with your brand, they can enhance the customer experience and help drive growth and long-term success.
At 100% Chiropractic, we’ve enhanced the client experience by expanding our services in the wellness space. Beyond chiropractic care, we introduced supplements that support overall wellness, as we know this is important to our consumer base. This expansion allows us to cater to a broader range of needs, helping franchisees’ bottom line and increasing client satisfaction and loyalty.
The same logic can work in every industry. If you own a restaurant, think about third-party delivery, pre-packaged goods, or a spin-off concept that can complement your cuisine. If you own a fitness studio, think about what modalities you can offer in the same space that complement your members’ health needs and journey so they’re not taking their business elsewhere. The possibilities are endless.
Focus on Client Experience to Outperform
From our days in the restaurant industry to running a nationwide chiropractic franchise, one thing has remained clear: the
key to outperforming in any industry is providing a valuable client experience. By engaging the five senses and maximizing your brand’s role in and impact on the customer journey, you can create an experience that exceeds client expectations and sets your business apart in a crowded marketplace, driving long-term success.
Dr. Jason Helfrich is the co-owner and founder of 100% Chiropractic. For more information about IFA franchisor member 100% Chiropractic, please visit franchise. org/franchise-opportunities/100-chiropractic
FRANCHISE AND BUSINESS
• Expertise in revising USA documents for New Zealand legal conditions
• 40 years of experience in franchising law
• Master franchise agreements, area development agreements and unit franchise agreements
• SGL is the pre-eminent Franchise Law firm in New Zealand
• Stewart Germann is listed in the International Who’s Who of Franchise Lawyers and is the only lawyer qualified in New Zealand as a CFE
Scooping Up Growth: HANDEL,S HOMEMADE
ICE CREAM BROADENS FRANCHISING HORIZONS
Handel’s Homemade Ice Cream has been in the business of making and selling fresh ice cream, handmade in stores, since 1945. Founded in Youngstown, Ohio, the Handel’s legacy was created by Alice Handel and cultivated by Lenny Fisher, who grew the brand from a single scoop shop into a flourishing chain using fresh ingredients and upholding a commitment to quality.
Each batch of Handel’s ice cream is made fresh, using secret recipes, with ingredients, equipment, and methods that are exclusive to Handel’s. There are 48 flavors available daily.
The result is the legendary and high-quality ice cream that so many customers have fallen in love with, which has led to our growth from coast to coast and from generation to generation.
“At Handel’s, our guests can savor our premium flavors, which are made fresh in our stores, setting us apart from other ice cream shops that make products offsite in large manufacturing facilities, deep freeze, and ship to stores. The freshness and high-quality of our ice cream is noticeably different, and something guests can taste…and love! This tradition dates to our founder, Alice Handel, who handpicked berries from her backyard to create her ice cream,” said Jennifer Schuler, CEO of Handel’s. “With 140 flavors developed for 80 years, we are committed to timeless and nostalgic flavors that are simple and universally loved.”
interview here: bit.ly/schulerinterview). “There’s something about the simplicity. You can’t hold your phone and eat an ice cream cone.”
In today’s dynamic quick-serve market, one thing remains certain: consumers love indulgent snacks. Made with premium ingredients and a steadfast commitment to quality, our ice cream is the perfect indulgence at any time of the day.
“There really is something to that timeout moment. Our frenzied digital lives are faster than ever. So, I think people value slowing down and they like the highly visceral, simple experience of eating an ice cream cone and sharing it with your family,” Schuler said in an interview with Nation’s Restaurant News (read full
For our franchisees, this is an unparalleled opportunity. As the snacking category continues to flourish, Handel’s is not only positioned to satisfy consumers’ cravings for a sweet escape but also to deliver strong returns on investment. With a nearly 80-year legacy and streamlined success, Handel’s offers a unique blend of tradition and innovation, providing a solid foundation for franchisees to build their businesses.
“Joining Handel’s means becoming part of a thriving franchise system with a proven track record of profitability,” said Erin Snyder, Vice President of Franchise
Development. “Our nearly 80-year history, combined with our robust support system and growth potential, offers a rare opportunity for individuals to capitalize on a brand that’s both established and still ripe with opportunities for expansion and success.”
We’re looking for franchisees who want to make delicious ice cream with proven recipes and procedures, maintain our commitment to the highest quality, provide an exceptional customer experience, engage actively in their communities, and pursue excellence and sustained growth in their business. Our minimum financial requirements are a net worth of $500,000 and unrestricted capital of $250,000. Previous food or franchise experience is a strong advantage.
Many target markets have been identified throughout the US. Our preferred locations are near dense retail trade areas with superior real estate position in comparison to competition. We offer a variety of model types, from walk-up to walk-in, with a typical parlor build-out between 1,600 to 2,200 square feet. Additionally, outdoor seating with a dedicated patio preferred.
At Handel’s, we support our franchisees in several key aspects of their business. We connect you with preferred lending partners for your financing needs, assist with site selection by connecting you to a local broker and support the design and construction process by providing consultation with your general contractor. Our comprehensive 10-day training program prepares you with the tools needed to run your parlor. We provide dedicated on-site operational and marketing support ahead of and during your store’s grand opening. Additionally, we offer ongoing support and share best practices and create tailored marketing collateral.
Our remarkable brand momentum has supported us in making QSR’s Top 50 Contenders list for 2024, fueled by our strong unit economics, impressive franchisee ROI, and on-trend consumer brand appeal. We are also experiencing significant same-store sales growth with just over 150 units, providing ample white space for future growth opportunities.
For the last 3 years, Handel’s ranked in Franchise Times’ Top 400 list, recognizing the largest franchise systems in the United States, and its “Fast & Serious,” a list of the smartest-growing franchises for the year. The brand is also recognized by TasteAtlas for one of the top 100 Most Iconic Ice Creams of the World.
Joining our expanding brand as a franchisee means becoming part of a thriving franchise system with a
proven track record
Handel’s has been named #1 Ice Cream on the Planet by National Geographic, one of the Top 10 Best Ice Cream Businesses by USA Today, one of the Top 500 Restaurants in America by Nation’s Restaurant News, and Top 500 Franchises by Entrepreneur Magazine.
Schuler, CEO of Handel’s Homemade Ice Cream, and Erin Snyder, VP of Franchise Development, pictured with franchisees at the Glendora, California, opening in June 2024.
Handel’s currently has over 150 locations across 15 states with plans for continued expansion.
To learn more about Handel’s franchise opportunities, scan this QR code.
Jennifer
FEATURED FRANCHISEES
The International Franchise Association is proud to celebrate our franchisee members. See below to learn more about some of our Featured Franchisees — why they got into franchising, their unique backgrounds and how they contribute to their local communities.
Leo Gonzalez, Little Caesars Multi-Unit and International Franchisee, California and Mexico
From humble beginnings as an employee in his neighborhood Little Caesars in North Hollywood in 1988, Leo Gonzalez’s rise through the ranks of franchising is nothing short of remarkable. Leo was promoted to Assistant Manager at the age of 17, eventually becoming a Store Manager, Training Manager, and Area Supervisor across various locations in LA and the San Fernando Valley. In 2001, he joined the Manage to Own Program, a brand initiative that provides the opportunity for colleagues to obtain ownership in a business they have helped build through years of service. This was a pivotal moment for Leo, allowing him to purchase multiple Little Caesars locations, including Santa Maria, Lompoc, and Santa Barbara, California. Leo’s strategic vision and market insights led him to further expand Little Caesars’ footprint outside the U.S. — tapping into regions across Mexico. Today, Leo oversees a network of 12 stores in the United States and is set to open his 13th store in Baha California, Mexico, bringing his total portfolio to an impressive 21 Little Caesars in just three years. Leo’s goal is to operate at least 40 stores spanning both countries.
Beyond the numbers, Leo takes pride in the impact his business has on the community, providing employment opportunities for over 500 individuals and supporting numerous families. His dedication to excellence is evidenced by accolades such as the Santa Maria store’s consistent recognition for yearly sales.
Abby & Eli Power, Benjamin Franklin Plumbing of Phoenix and One Hour Heating & Air Conditioning of Montrose Franchisees
When Abby and Eli Power began working for Abby’s dad in the early 90s at Montrose Plumbing and Heating soon after graduating from high school, they never imagined that 28 years later they would be running two successful home service franchises. In 1996, Abby’s father decided he was ready to retire, and the Powers made the bold move to purchase the company from him at a young age. While they continued to expand their business and reach new homeowners across Montrose and neighboring towns, they knew there was a greater need for professional HVAC and plumbing services elsewhere, including in Grand Junction. However, they felt their name — Montrose Plumbing and Heating — may be holding them back. When the option to franchise their business with Benjamin Franklin Plumbing and One Hour Heating & Air Conditioning presented itself, they jumped at the opportunity. Having valuable access to resources and tools to help convert their businesses into franchises, the Powers have built robust companies that not only provide long-term career opportunities for employees, but also reliable services homeowners can count on year-round.
ABBY & ELI POWER
LEO GONZALEZ
Richard and Michelle Lee, Bad Ass Coffee of Hawaii Multi-Unit Franchisee, Virginia
Richard and Michelle Lee, a dynamic husband-andwife team, are the driving force behind the success of Bad Ass Coffee of Hawaii in Alexandria, VA. As second-generation entrepreneurs with roots in immigrant families — Richard as a first-generation ChineseAmerican and Michelle originally from Korea — they are blending their heritage, professional expertise, and entrepreneurial passion to make their mark in the franchise world.
Richard’s background in engineering, consulting, and real estate, paired with Michelle’s experience in healthcare and dentistry, brings a complementary mix of skills to their business journey. After opening their first location in March 2023, the Lees are already preparing to expand with three additional locations in Virginia, including one in Arlington.
Their shared vision for Bad Ass Coffee was shaped by a commitment to offering premium Hawaiian coffee while fostering a family-oriented culture, values they saw reflected in the franchise’s leadership. By embracing challenges with resilience and dividing responsibilities — Michelle leading daily operations and Richard focusing on strategy and finances — the Lees have turned their coffee shop into a thriving community hub.
With a strong belief in perseverance and adaptability, the Lees are building a lasting legacy while staying true to their entrepreneurial roots.
For the Lees, Bad Ass Coffee represents more than a business, it’s a shared vision rooted in resilience, family values, and community. Together, they are building a thriving coffee portfolio that blends culture, passion, and purpose.
FEATURED FRANCHISEES
Mike and Adie Walls, Caring Senior Service Franchisees, Brazoria County, Texas
Mike and Adie Walls’ journey as franchise owners began in 2009 when Mike joined Caring Senior Service as a Franchise Development Manager. His primary role was to sell franchises. At the time, his wife, Adie, was a stay-at-home mom, and she accompanied him to conferences and events, where she met the leadership team and learned more about the franchise system. She became increasingly invested in Caring Senior Service’s mission, which eventually led to their decision to become franchise owners in 2014.
Their motivation was personal. Inspired by Adie’s grandfather’s battle with Alzheimer’s disease, Mike and Adie moved back to her hometown of Lake Jackson, Texas, to open their Caring Senior Service location. Their goal was not only to provide care for her grandfather but also to serve the local community.
As the face of the company, in 2018, Adie was honored as Franchisee of the Year, a testament to her exceptional contributions to the franchise and her dedication to providing excellent care and service.
MIKE & ADIE WALLS
RICHARD & MICHELLE LEE
FEATURED FRANCHISEES
Marcel Clarke, Marco’s Pizza Multi-Unit Franchisee, Virginia
Marcel Clarke
is an entrepreneur on a mission, recently signing a three unit franchise agreement to expand Marco’s Pizza in Virginia. With a diverse background in real estate development, commercial cleaning, stock market and cryptocurrency investments, joint ventures, and executive coaching, Clarke is well-positioned to grow Marco’s in an untapped market.
From near homelessness to empire builder, Clarke’s journey to entrepreneurship comes from humble beginnings. Growing up, life didn’t offer him a safety net — only lessons learned the hard way. He faced trouble with authorities, was schooled in the streets, and watched his father’s successful businesses fold as a result of a misjudged partner. But it was in those struggles that Clarke discovered his edge: an unshakable grit and a hunger to rise above. Today, those roots fuel his relentless drive as he builds a business empire defined not by where he started, but by how far he’s come.
“Regardless of our origin story, success hinges on courage and consistency — principles I’ve applied to my own journey,” said Clarke. “I aim to use my life as a blueprint to show others just how to transition to entrepreneurship to gain success with authenticity and ease. I’m always looking to grow and build my business platform, but only with opportunities I feel passionate about and see potential in. That’s where Marco’s came into the picture. Not only does my family drive near and far for the product, but with Marco’s business model, there’s a clear path to building a multi-store portfolio. As a generational entrepreneur, this was something that was immensely important to me as I build toward a future.”
Steve Gray, Big O Tires Multi-Unit Franchisee, Utah
Steve Gray embarked on his impressive 30-year journey with Big O Tires, starting as a tire technician at the Provo, Utah, store. His dedication and exceptional work ethic quickly propelled him through the ranks, allowing him to transition into roles as a salesperson, manager and eventually franchise owner in 2019.
Under Steve’s early leadership as manager, the Provo store experienced significant growth in 2018, necessitating a move to a larger facility to meet the increasing demand. The following year, when the shop’s existing franchisee decided to retire, Steve saw the potential and purchased the Provo franchise location, marking the beginning of his journey into small business ownership. His success spurred further expansion, leading to the acquisition of an additional Big O Tires store in Pleasant Grove, Utah in 2021.
Steve was recognized as a top performer at the 2024 Big O Tires annual convention, earning him the title of Multi-Store Franchisee of the Year, based on metrics such as total sales, community involvement, and peer feedback from within the franchise system. Steve also serves as president of the franchisee advertising group in Utah and as a member of the Big O Tires Dealers of America (BODA).
Steve’s passion for the Big O Tires brand and its motto, “The Team You Trust®,” is evident in his approach to customer service. He is deeply committed to community engagement and creating an environment at his shops where employees and customers feel like part of the family. Looking ahead, Steve is eager to continue growing with Big O Tires while remaining a strong presence in his community.
STEVE GRAY
MARCEL CLARKE
The annual Multi-Unit Franchising Conference (MUFC) is the premier event attended by leading multi-unit franchisees in the food, hospitality, retail and service sectors – along with developers, chain store operators and private investment groups looking to build and expand multi-unit operations. This is the ultimate dealmaking event for Franchisors, Multi-Unit Franchisees and Service
The Franchise Customer Experience Conference (FCXC) is a powerful event created for the unique needs of franchisors as they serve their multiple customers of consumers, franchisees and employees. FCXC brings together leaders in operations, marketing and technology, along with CEOs and Presidents leading the charge to deliver an outstanding customer experience. The event features compelling content and top speakers that help drive alignment across func-
The Franchise Leadership & Development Conference (FLDC) is the premier networking event for franchise growth and development. Only FLDC brings together leading franchisor executives and their teams to learn, collaborate and network to deliver fresh ideas and insights to drive growth. FLDC is where franchising leaders network and learn best practices to drive growth at every level of the organization. Exclusive to
For more information on becoming a conference sponsor, contact (800) 289-4232 x202 or sales@franchiseupdatemedia.com
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Providers. Our exhibit hall is the central meeting place for Multi-Unit Franchisees to explore new brands and supplier services. With world-class speakers and timely learning sessions, this is the must-attend event every year for Multi-Unit Franchisees looking to grow their operations and expand their portfolios.
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tions, along with focused learning tracks in each area to sharpen skills and network with other franchising leaders in similar roles. If you’re a supplier looking to strengthen or create new relationships with Franchisor leaders responsible for growth through customer experience, you do not want to miss this once-a-year event. Exclusive to franchisor attendees and supplier sponsors. Scan the QR code for more details.
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FLDC is the full day CEO Summit, the Annual Franchise Development Report review and the Annual Star Awards Extravaganza, where the brightest stars in franchise development are acknowledged. If you are a supplier looking for growth in the franchise industry you don’t want to miss this annual event. Exclusive to franchisor attendees and supplier sponsors. Scan the QR code for more details.
AS OF DECEMBER 9, 2024.
REPORT CARD
IFA’s political action committee, FranPAC, supports pro-franchise, pro-business candidates for U.S. Congress.
$797,000 (73%)
U.S. House of Representatives
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Mike Lawler NY 6000 Republican
Laurel Lee FL 2000 Republican
Debbie Lesko AZ 1500 Republican
Julia Letlow LA 2000 Republican
Kevin Lincoln CA 1500 Republican
Barry Loudermilk GA 5000 Republican
Zoe Lofgren CA 1000 Democratic
Blaine Luetkemeyer MO 1000 Republican
Frank Lucas OK 1000 Republican
Nicole Malliotakis NY 5000 Republican
Lucy McBath GA 5000 Democratic
Rich McCormick GA 5000 Republican
Kevin McCarthy CA 5000 Republican
Lisa McClain MI 7500 Republican
Michael McCaul TX 1000 Republican
Morgan McGarvey KY 10000 Democratic
Cathy McMorris Rodgers WA 10000 Republican
Carol Miller WV 7500 Republican
Mary Miller IL 1000 Republican
Marc Molinaro NY 10000 Republican
John Moolenaar MI 2000 Republican
Barry Moore AL 1000 Republican
Blake Moore UT 3000 Republican
Dan Meuser PA 1000 Republican
Gregory Murphy NC 2000 Republican
Dan Newhouse WA 2000 Republican
Donald Norcross NJ 4000 Democratic
Zach Nunn IA 2500 Republican
Jay Obernolte CA 3500 Republican
Burgess Owens UT 1000 Republican
Jimmy Panetta CA 5000 Democratic
Chris Pappas NH 2500 Democratic
Greg Pence IN 1000 Republican
Scott Peters CA 2000 Democratic
August Pfluger TX 1000 Republican
Guy Reschenthaler PA 1500 Republican
David Rouzer NC 5000 Republican
Steve Scalise LA 2500 Republican
Brad Schneider IL 2000 Democratic
Hillary Scholten MI 3000 Democratic
Austin Scott GA 1000 Republican
Keith Self TX 1000 Republican
Terri Sewell AL 1000 Democrat
Adrian Smith AL 1000 Republican
Chris Smith NJ 3000 Republican
Jason Smith MO 10000 Republican
Lloyd Smucker PA 10000 Republican
Pete Stauber MN 5000 Republican
Michelle Steel CA 10000 Republican
Elise Stefanik NY 10000 Republican
Bryan Steil WI 5000 Republican
Haley Stevens MI 1000 Democratic
Tom Suozzi NY 1000 Republican
Glenn Thompson PA 2000 Republican
Mike Turner OH 1000 Republican
Dina Titus NV 2000 Democratic
David Valadao CA 2000 Republican
Beth Van Duyne TX 10000 Republican
Jeff Vandrew NJ 1500 Republican
Nydia Velazquez NY 1000 Democratic
Tim Walberg WI 1000 Republican
Brandon Williams NY 10000 Republican
Nikema Williams GA 5000 Democratic
Roger Williams TX 1000 Republican
Rudy Yakym IN 1000 Republican
PREFERRED VENDORS
IFA's preferred vendors o er franchisors and franchisees products and services to advance their brands.
SCAN TO LEARN MORE ABOUT IFA’S PREFERRED VENDORS
SECOND PLACE
One Complimentary 1/2 Page Advertisement in IFA’s Franchise Opportunities Guide
Awarded to:
Dave Hood, Ph.D. President, iFranchise Group
43,875 points 14 members
FIRST PLACE
One Complimentary Full-Page Advertisement in IFA’s Franchise Opportunities Guide
Awarded to: Zack Fishman Chief Growth Officer, Fishman PR
132,250 points 17 members
THIRD PLACE
One Complimentary 1/2 Page Advertisement in Franchising World magazine
Awarded to: Steven Beagelman, CFE CEO/Founder SMB Franchise Advisors
38,757 points 7 members
WELCOME NEW IFA MEMBERS
Franchisors
Alloy Wheel Repair Specialists LLC
Contact: Tammey Sigmon http://www.awrswheelrepair.com Peachtree Corners, GA
Blue Nose Aerial Imaging
Contact: Mr. Tanner Harris www.bluenoseaerial.com Denver, CO
Burn Boot Camp
Contact: Mr. Ed Yancey, CFE http://www.burnbootcampfranchise.com Cornelius, NC
Lucia Lash and Brow Franchising
Contact: Tomoe Moore
https://lucialashandbrow.com/franchising/ Philadelphia, PA
Suppliers
AdPipe
Contact: Nate Saylors https://adpipe.com/ Atlanta, GA
All Point Retail
Contact: Sean Quinn https://www.allpointretail.com/ Sarasota, FL
Alliant
Contact: David Gaudreau https://alliantinsight.com/ Brewster, NY
Bon’s Eye Marketing
Contact: Stephen Bon https://bonseyeonline.com/ Wilmington, NC
Brand Networks
Contact: Josh Gelfat https://bn.co/ Rochester, NY
Carney Contracting Services, Inc.
Contact: Mr. Michael Carney http://www.carneycontracting.com/ Newton, PA
CDC Small Business Finance
April Lewis www.cdcloans.com San Diego, CA
Copper Run Capital
Contact: Mr. Jeremy Wallace www.copperruncap.com Columbus, OH
D.A. Davidson & Co.
Contact: Austin Black dadavidson.com Irvine, CA
Design Huddle
Contact: Carlee Benito https://www.designhuddle.com/ Portland, OR
Easil
Contact: Mrs. Grant McDonald https://about.easil.com/franchises/ Houston, TX
EverConnect
Contact: Jenna Goeke www.everconnect.com Denver, CO
Flatiron Search Partners
Contact: Mr. Joe Miller https://www.flatironsearch.com/ Denver, CO
Incline Marketing
Contact: Caden Underwood https://inclinemktg.com/ St. Petersburg, FL
Katalyst Group Inc.
Contact: Tate Fisher https://katalystgroupinc.com/ North Kansas City, MO
Leashed AI
Contact: Josh Yohnke www.leashedai.com Salt Lake City, UT
Contact: Ali Spiric https://www.voxie.com/ Atlanta, GA
EXPANDING TO CANADA
DISCOVER THE POWER OF THE CFA IN PERSON AT THE 2025 CFA NATIONAL CONVENTION!
Full Page Ad
Sheraton Fallsview Niagara Falls, Ontario
April 5-7, 2025
*Become a CFA member and attend for Free!
If you want to grow your franchise in Canada, the Canadian Franchise Association (CFA) is here to help!
At the CFA, we are committed to providing support, learning resources, and growth opportunities for our community of members through:
COMMUNITY
Connect with other members of the Canadian franchise community and discover the power of learning and Growing Together®
BRAND AWARENESS
We connect our members with everyday Canadians to help them realize their dreams of building their own business through the power and opportunity of franchising
CORPORATE OFFERINGS
Free resources, programs, and services for our members operating in over 50 different sectors
ADVOCACY
Protecting and advancing the franchise business model from issues like joint employer through successful lobbying and relationship-building with Canadian government officials
EDUCATION & INFORMATION
Providing the best information and training to 1,500+ attendees at the CFA’s educational events every year
Learn more at https://cfa.ca/membership/ or contact Lou Gervasi at 416-419-3100 / lgervasi@cfa.ca or Shivam Sharma at ssharma@cfa.ca
Follow Us!
@canadianfranchiseassociation
Canadian Franchise Association
@CFAFranchise
@cfafranchise
@cfafranchise
become a member today. Tomorrow’s franchise leaders are counting on you. Join the Titus Center Advisory Board
The Titus Center Advisory Board was created to engage, educate, and inspire current and future franchise leaders. Through classroom talks, meetand-greets, and other educational events, we connect you with the next generation of franchise professionals. Twice annually, members convene to discuss the top issues in franchising and ensure the Titus Center is priming students for success.
