Franchising World - July/August 2026

Learn more about the Franchise Ascension Initiative on page 8

FOUNDATIONS OF CHANGE: THE FRANCHISE DIVERSITY ISSUE 5 Tips for Women in Franchising PG. 10

Paving the Way: Lessons in Leadership from a Woman in Franchising PG. 12

A Seat at the Table: One Woman’s Reflections as a First-Time FAC President PG. 16

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CONTENTS JULY/AUGUST 2026 • VOLUME 58 • ISSUE 4

FEATURES 8

Turning Opportunity Into Ownership: How the Franchise Ascension Initiative Is Building the Next Generation of Franchisees By the IFA Foundation

10

5 Tips for Women in Franchising

By Marla Mock, Poolwerx

12

Paving the Way: Lessons in Leadership from a Woman in Franchising

By Danielle Scott, Alliance Franchise Brands

16

A Seat at the Table: One Woman’s Reflections as a First-Time FAC President

By Jennifer Collins, Kidcreate Studio

VETERANS IN FRANCHISING

16 INDUSTRY SPOTLIGHT 29

Industry Spotlight: Child Services

By Khadija Cochinwala, FRANdata

32

Industry Spotlight: Automotive

20

VetFran: Opening Doors to Business Ownership for America’s Veterans

By Wendy Kunz, IFA

24

From Service to Success: Finding a New Mission Through Franchising

By Kevin Moon, Fastest Labs

2 FRANCHISING WORLD / July/August 2026

By Khadija Cochinwala, FRANdata

34

The Trends Fueling Automotive Restyling Growth

By Andrew Titus, United Franchise Group

36

Protect, Don’t Replace: How Preventative Care is Shaping the Future of Automotive Franchising

By Thomas A. Wolfe, Ziebart

38

48

By Steve Buors, Reshift Media

By Tony Padulo, Arthur Murray Dance Studios

Navigating Fragmented Franchise Marketing

Where Is Your Next Franchisee Coming From?

40

EDITORIAL:

“Marketing as a Service”: Arming the Local Entrepreneur for Market Dominance

Publisher Matt Haller Associate Publisher Jennifer Brandeen

By Ben Cohen, French Florist

Editor-in-Chief Courtney Pettinella

MULTI-UNIT FRANCHISING 43

The Multi-Concept Advantage: Why & When Pairing Concepts Is a Smart Franchisee Strategy

By Mark Neuman, Purpose Brands

MARKETING & PRODUCTION:

FRANCHISING OUTLOOK 50

Franchising in 2026: Growth Opportunities Remain, but the Regulatory and Economic Landscape Is Reshaping the Expansion Model

By Paul Woody, UB Greensfelder

COLUMNS FRANCHISE INSIGHTS 46

What Prospective Franchisees Should Know Before Taking the Leap

By Sam McCrady, Express Employment Professionals

FRANCHISING

®

FRANCHISE DEVELOPMENT

WORLD

MARKETING

Creative Director Heather Bartlow Graphic Designer Catherine Marinoff

ADVERTISING & CIRCULATION: Advertising Senior Director Carly Wooley Technology & Operations Director Sara Williamson Manager, Advertising Lauren Anderson

4

From the Desk of IFA’s President and CEO

6

People & News

Franchising World (ISSN 1041-7311) “Volume 58, Number 4,” is published by the International Franchise Association, 1201 New York Ave., NW, Suite 300A, Washington, DC 20005.

54

For advertising information, call: IFA Advertising Department (202) 628-8000.

Featured Franchisees

58

FranPAC Report Card

60

Welcome New IFA Members

Franchising World welcomes views and comments from its readers.

Correspondence should be addressed to Editor, c/o Franchising World at 1201 New York Ave., NW, Suite 300A, Washington, DC 20005. Franchising World reserves the right to edit letters for publication and also reserves the right to refuse advertising.

With the publication of Franchising World, IFA is not offering legal, financial or any other professional advice or endorsements. Readers are encouraged to seek advice from professionals in specialized fields before acting on any information published herein. The views and opinions expressed in Franchising World are those of the author(s) and do not necessarily reflect the views and opinions of IFA members or staff. Supporting photography and illustrations sourced from stock.adobe.com and Adobe Firefly.

Copyright © 2026 International Franchise Association.

July/August 2026 / FRANCHISING WORLD 3

From the Desk of IFA President and CEO Matt Haller

Franchising's Moment

I

want to tell you why I'm genuinely excited right now, not just doing my job as a champion for franchising. Franchising is having a moment — and it all starts with the businesses and brands that make up this powerful business model.

Every time I visit franchise locations around the country, I see some version of the same story: a veteran a few years out of service who wanted something that was finally his own. A first-generation entrepreneur building something to hand down to their kids. A local owner hiring people from their own neighborhood. None of that happened by accident — it's people taking a real risk because they believed it would pay off, and it did. That's the part of this business model I never get tired of.

Brands have tied their affinity into nostalgia, major national media is focusing on our business model and giving attention to the opportunities our business model creates, and we have seen franchises as some of the first places our international visitors from around the world want to experience when they are here.

But I'd be lying if I said I wasn't worried about it too.

Too many people in Washington still don't really understand how franchising works — what makes it different from just "big corporate business" — and that misunderstanding keeps showing up in policy that puts real people's livelihoods at risk.

That’s why we set out to pursue the American Franchise Act last year — to provide much-needed long-term certainty on the joint employer issue that has plagued franchising for over a decade. The bill would protect franchise owners' independence and give brands the certainty they need to keep growing their businesses without wondering if the rules are about to shift under them. It's not abstract policy — it's protecting the thing that's let hundreds of thousands of people build something of their own.

The encouraging part is that we're not shouting into the void. Thanks to our work and the voices of our members, more lawmakers get it every month with over 130 bipartisan lawmakers backing the bill. That support has happened because people show up and tell their own stories. Hearing it from an actual franchise owner lands differently than hearing it from someone like me.

Which brings me to my ask for you: come to Washington with us, September 14–16, for the IFA26 Advocacy Summit. Bring your story. Sit across from your representative and tell them what franchising actually means to you and your community and why they need to protect it. I promise it matters more than you think.

With all of the challenges facing businesses every day, this is our one shot to make a lasting change.

I'd love to see you there this September and hear your voice to get this bill signed into law. Register today at franchise.org/2026-ifa-advocacy-summit/.

Matt Haller President & CEO International Franchise Association

4 FRANCHISING WORLD / July/August 2026

IFA’S MISSION

The International Franchise Association protects, enhances and promotes franchising.

IFA’S VISION

The preeminent voice and acknowledged leader for franchising worldwide.

EXECUTIVE COMMITTEE Sam Ballas, CFE Bill Hall, CFE East Coast Wings +Grill/ Treats Investment, LLC Sammy’s Sliders Treasurer Chair Catherine Monson Propelled Brands Gary Robins Chair, IFA Foundation The G & C Robins Board of Trustees Company Vice Chair Meg Roberts Head to Toe Brands Dave Mortensen Purpose Brands, LLC Vice Chair, IFA Foundation Second Vice Chair Board of Trustees Mary Kennedy Thompson, CFE BNI Immediate Past Chair

Jesse Keyser, CFE Keyser Enterprises Chair, Franchisee Forum Emma Dickison, CFE Home Helpers Home Care Chair, Franchisor Forum Abby Schmidt Paychex Chair, Supplier Forum Advisory Board

BOARD OF DIRECTORS Robin Gagnon Paul Russell Tushaar Agrawal 7-Eleven Marriott International We Sell Restaurants Nate Garn Nadia Sarangi Jerry Akers Sizzling Platter IHG Hotels & Resorts Great Clips & The Joint Matt Haller Jyoti Sarolia Ellis Hospitality Group Tiffany Atwell IFA Ecolab Karen Satterlee, CFE Daniel Halpern Tom Baber Jackmont Hospitality Hilton Worldwide IHOP/Money Mailer Dustin Hansen, CFE Holdings, Inc. Heidi Schauer Marcus Banks InXpress The Wendy's Company Wyndham Hotels Jon Hixson and Resorts, Inc. Michael Seid, CFE Yum! Brands Bill Bode Harvey Homsey, CFE MSA Worldwide Planet Fitness Express Employment Stephen Shields Express Employment Rob Branca International Branded Management Earsa Jackson, CFE 2026 Vice Chair, Group, Inc. Clark Hill Strasburger Franchisee Forum Mitch Cohen Joe Sieve Tam Kennedy Jersey Mike's Subs; Twin City TJs Omar Simmons Sola Salon Suites Exaltare Capital Charles Keyser Ashley Coneff, CFE Partners Neonwax, LP Inspire Brands Christine Son Aslam Khan Adam Contos Dine Brands Global Falcon Holdings Area 15 Ventures Jeffrey Sopp Kevin King John Crawford Kensington Hill Donatos Pizza Jani-King Partners Ali Kraus International, Inc. Benetrends Financial Cheryl Stanton Randy Cross 2026 Chair, Women's BrightStar Care Fish Window Cleaning Franchise Committee Brad Stevenson Kimberly Crowell Neighborly John Lancaster Kalo Companies Choice Hotels Sam Tatevosyan Steve Danon International McDonald's Restaurant Brands 2026 Chair, Diversity Corporation International Institute Board John Teza Lynette Eaddy Smith Rolf Lundberg Carolyn Thurston Chick-fil-A, Inc. Choice Hotels Wisdom Senior Care International Clint Ehlers Clement Troutman FASTSIGNS of Ned Lyerly, CFE Tropical Smoothie Willow Grove, PA Starheel Ventures, LLC Café and Cherry Hill, NJ Daniel Mormino Larisa Walega, CFE Tim Evankovich InfinitiHR Ziebart Oasis Senior 2026 Vice Chair, Charles Watson Advisors Franchise Supplier Forum System, LLC Richard Weissman Advisory Board The Learning Shane Evans, CFE Shelly O'Callaghan Experience Heights Wellness International Retreats (Massage Steve White, CFE Dairy Queen Heights Franchising) PuroClean David Ostrowe Sean Falk, CFE Gabby Wong O&M Restaurant Just For Your FranConnect Group Paws, LLC Tom Wood Todd Recknagel Rocco Fiorentino, CFE PCRK Group, Floor Coverings Benetrends Financial National Envy International Development Lane Fisher 2026 Vice Chair, Fisher Zucker Franchisor Forum Al Rodriguez Sport Clips Greg Flynn Tony Zaccario Flynn Group Stretch Zone

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PEOPLE & NEWS Top

5

People ON THE MOVE

Nick Evans

James Franks

Christy Johnson

Tint World has appointed Christy Johnson as chief marketing officer.

Michael Abramson

EverSmith Brands has appointed Michael Abramson to chief operating officer.

Brands Expanding MassageLuXe is prioritizing Nashville for multi-unit franchise growth as part of its broader national expansion strategy.

Nashville has emerged as a high-potential market for

6 FRANCHISING WORLD / July/August 2026

Home Helpers Home Care has appointed Nick Evans as chief financial officer.

James Franks has been named chief franchise officer at Unleashed Brands.

MassageLuXe due to its strong population growth, thriving local economy and increasing consumer demand for accessible, membership-based wellness services. As more consumers prioritize self-care and recurring wellness routines, the brand sees significant opportunity to scale its footprint across the greater Nashville area with experienced multi-unit operators. MassageLuXe has already established a presence in Tennessee, where its spa locations have demonstrated the strength of the brand’s recurring revenue model and ability to drive consistent guest engagement.

Paul Eulette

Code Ninjas recently named Paul Eulette as vice president of partnerships.

The Joint Corp. has officially entered Rhode Island, marking the brand’s expansion to its 44th state with the grand opening of a new clinic in Warwick. The new clinic, at 300 Quaker Lane c10, is owned and operated by power couple Sarah and Yosef Perfido. Sarah serves as the CEO and driving force of the day-to-day operations and Yosef supports her as a seasoned entrepreneur; graduate of the Citadel, the military college of South Carolina; graduate of the U.S. Naval War College; and member of the U.S. Navy. The Rhode Island clinic represents the couple’s second location within The Joint Chiropractic network, joining an existing clinic in Groton, CT, alongside plans to continue expanding.

Bumble Roofing plans to launch their business into their 17th state: Oklahoma.

Expansion into The Sooner State gives the company access to a skilled and growing workforce with their established, successful franchise model.

Bumble Roofing is targeting a market that demands quality roofing solutions. The historic homes of Tulsa and surrounding areas in West Oklahoma are exposed to the dangers of mature trees and complex rooflines, making them susceptible to roof damage and in need of reliable roofing.

New residential areas in Oklahoma City such as Edmond, Yukon, Moore, and Norman, set the company up for long-term success and franchise growth as the areas face shorter roof lifespans due to the threat of tornadoes, hail, and extreme winds.

PEOPLE & NEWS Brands Expanding

Awards & Honors

JETSET Pilates is officially expanding into Nevada.

Entrepreneurs and husband-and-wife duo Melinda Swan and David Milheim have signed an agreement to bring three new studios to the Las Vegas area, marking the brand’s first-ever entry into the state, with the first targeted to open in spring 2027. The couple bring diverse professional experiences to the elevated reformer business.

Kilwins has been named the No. 1 Best Dessert/Treat Chain in the United States in USA TODAY’s prestigious 10Best Readers’ Choice Awards. The “10 Best” awards by USA Today are an annual highlight in the culinary world, showcasing the most beloved establishments across various categories as voted by readers. Kilwins earned the top spot among nationally recognized dessert brands, reflecting the loyalty of its guests and the enduring appeal of its timehonored sweets and immersive in-store experience.

Kidcreate Studio is seeking franchise partners throughout Texas as families increasingly prioritize hands-on, screen-free activities. Kidcreate currently operates six studios across Texas in Houston, Cypress, Austin, San Antonio, Mansfield and Brownsville, providing a strong proof of concept for continued statewide expansion. Texas is home to over 3 million families with children under 18. With that in mind, there is a clear need for accessible child programming that provides families with meaningful enrichment opportunities.

Kidcreate believes this demand creates significant opportunities for entrepreneurs interested in bringing artsbased education to their local markets.

PuroClean recognized two top-tier franchise locations during its Annual International Convention. These businesses represent dramatically different, but equally impressive, growth stories. In Fort Payne, Alabama, Jerral & Chrystal Ingle of PuroClean Restoration Services grew their rural-market business from approximately $200,000 in annual revenue to a projected $5.3 million operation, earning the prestigious Franchise of the Year award. In Ankeny, Iowa, John Alessio and Shawn Kelly of PuroClean of Des Moines – Central, generated more than $775,000 in first-year sales volume and are already building momentum toward the $1 million mark, earning Rookie of the Year recognition.

Franchising Gives Back Celebree School honors those who have served the United States with its Veteran Incentive Program designed to support veterans pursuing franchise ownership within the growing education sector.

As part of the program, qualified veteran franchise owners will receive $20,000 off the Initial Franchise Fee for their first Celebree School location.

This incentive reflects the company’s continued commitment to supporting service members transitioning into business ownership and expanding access to franchise opportunities built around purpose-driven leadership and local impact.

SPONSORED BY

Franchisees from Evive Brands’ Assisted Living Locators and Executive Home Care networks came together during Alzheimer’s & Brain Awareness Month to recognize caregivers across the country, demonstrating how locally owned businesses can create meaningful community impact through a coordinated national initiative.

In partnership with Loved01 Cares, selected franchisees presented “Live Like a Legend” caregiver gift sets to family and professional caregivers who have made extraordinary contributions to individuals living with Alzheimer’s disease, dementia and other aging-related challenges.

Rather than simply recognizing caregivers, franchisees shared personal stories from their communities, highlighting the compassion, resilience and sacrifice demonstrated by those caring for aging loved ones and clients every day.

Predictive Performance Executive Search

www.capodice.com (941) 906-1990 Ranked Among America’s Best Executive Search Firms July/August 2026 / FRANCHISING WORLD 7

FEATURE

TURNING OPPORTUNITY INTO OWNERSHIP: HOW THE FRANCHISE ASCENSION INITIATIVE IS BUILDING THE NEXT GENERATION OF FRANCHISEES By the IFA Foundation

Franchising has long been one of America’s most powerful engines of entrepreneurship — a proven model for building wealth, creating jobs, and strengthening communities.

B

the education, mentorship, resources, and support needed to successfully launch a career in franchise ownership.

The program is built on the belief that franchising is a viable path to wealth creation for all — and that the first and most important step on that path is education.

FAI is built around three interconnected components designed to prepare participants for long-term success in franchising. The first is Education, delivered through structured online courses that cover franchise fundamentals, business management, leadership, and other essential topics, while fostering engagement with instructors and fellow participants. The second is Mentorship, where each participant is paired with an experienced franchise professional with at least 10 years of industry experience, providing personalized guidance,

ut for many talented, motivated individuals from underrepresented backgrounds, the path from aspiration to ownership has remained out of reach. Too often, the barriers aren’t a lack of ambition or capability — they’re a lack of access: access to capital, to networks, to the knowledge and mentorship that can make all the difference.

The IFA Foundation launched the Franchise Ascension Initiative (FAI) to change that.

A Program Built for Real Readiness

FAI is a six-month accelerator program designed to equip qualified individuals from underrepresented groups with

“The program is built on the belief that

franchising is a viable path to wealth creation for all — and that the first and most important step on that path is education.”

practical insights, and ongoing support throughout the program. The third component is Access to Networks, achieved through participation in two IFA conferences, where participants connect with franchise executives, entrepreneurs, and industry leaders, expanding their professional network and gaining firsthand exposure to

8 FRANCHISING WORLD / July/August 2026

the broader franchise community. The program is fully funded for participants, with no cost to apply or participate.

That design is intentional. By removing financial barriers to the program itself, the FAI helps remove barriers to entering and succeeding in the franchise industry.

Cohort 2: By the Numbers

The 2025–2026 cohort, the program’s second class, has delivered results that speak for themselves.

Every single graduate increased their understanding of franchise sourcing, evaluating, and funding. That’s a 100 percent improvement in knowledge across the three domains most critical to making an informed ownership decision. Ninety-six percent of participants said they would recommend the program to others.

And 86 percent reported that they intend to pursue franchise ownership immediately following graduation.

Perhaps most strikingly, participants’ professional networks grew by 400 percent over the course of the program. In an industry where relationships are currency, that kind of network expansion isn’t just meaningful, it’s transformative. These graduates aren’t entering the franchise landscape alone. They’re entering it connected.

The cohort also reflected the diversity the program was designed to cultivate, with women, U.S. Veterans, and military-connected families represented among the graduates, drawn from 16 states across the country.

What Participants Said

The numbers tell a compelling story, but the voices of graduates bring it to life.

“Before FAI, I had a more limited understanding of what financial success looked like,” said Alaa El-Bashir, a member of the 2025–2026 cohort.

“The financial sessions forced me to think like an owner and helped me build confidence in evaluating opportunities, asking smarter questions, and recognizing that financial literacy is empowerment.”

For Brooke McGilvery, the program opened doors she hadn’t imagined. “This opportunity has been beyond anything I could have imagined,” she reflected. “Having access to so many resources, mentors, and lived experiences has been remarkable. I am an inner-city girl from Dallas, Texas, with a vision that once only existed in my mind, and now I have the opportunity to bring that vision to life.”

These aren’t just success stories, they’re proof of concept. When opportunity, mentorship, and determination intersect, lasting impact follows.

What This Means for the Industry

FAI isn’t just good for participants. It’s good for franchising.

The franchise industry grows stronger when more people have access to it, specifically when the next generation of owners reflects the full breadth of American entrepreneurial talent. Every FAI graduate who goes on to open a location, hire employees, and serve their community is adding to the economic vitality that franchising creates nationwide. Every mentor who invests their time in a cohort member is helping build the bench strength that will define franchising’s future.

“The program is fully funded for participants, with no cost to apply or participate.”

The program is made possible by a committed group of founding sponsors and partners — companies and individuals who understand that investing in diverse ownership is investing in the long-term health of the franchise model itself.

The Path Forward

The 2026–2027 cohort begins in August 2026. The program welcomes candidates from a wide range of backgrounds: college graduates and students, experienced business managers, existing business owners exploring conversion franchising, professionals navigating career transitions, and high-performing franchisees ready to scale.

FAI is rooted in a simple belief: the American Dream of business ownership should be accessible through franchising to anyone with the drive to succeed. Cohort 2 proved that when aspiring entrepreneurs are equipped with the right knowledge, mentorship, and support, opportunity follows. As the program continues to grow, so does its potential to open doors for more individuals, strengthen communities, and make the promise of franchise ownership more accessible than ever before.

To learn more or join the program’s interest list, visit franchise.org/franchiseascension-initiative.

July/August 2026 / FRANCHISING WORLD 9

FEATURE

5 TIPS FOR WOMEN IN FRANCHISING

By Marla Mock, Poolwerx

Throughout my career, I’ve learned that leadership is rarely defined by one big moment.

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ore often, it’s shaped by the choices you make every day, the people you surround yourself with and your willingness to keep growing.

Growing up on a farm in Texas taught me the value of hard work from an early age. Those lessons carried with me through college leadership roles, into my professional career and now into my role as Chief Operating Officer at Poolwerx USA. Along the way, I’ve had the privilege of working with talented franchise owners and mentors who have influenced the way I lead.

For women considering a career in franchising or looking to take the next step in their leadership journey, I’ve found that a few principles continue to serve me well.

1

Have Clear Goals

Every career benefits from direction.

When you know what you’re working toward, your decisions become more intentional, and opportunities become easier to evaluate.

I’ve also learned that goals should evolve. As your career grows, your priorities often grow with it. Revisiting those goals regularly allows you to stay aligned with what matters most while remaining flexible enough to embrace new opportunities.

10 FRANCHISING WORLD / July/August 2026

Having a destination in mind doesn’t mean you’ll get there overnight - it simply gives each step greater purpose and something to aim for.

2

Know Your Strengths (and Your Weaknesses)

Self-awareness is one of the most valuable qualities a leader can develop.

Understanding your strengths helps you recognize where you create the most value. Equally important is recognizing the areas where someone else may bring expertise that complements your own. Every successful organization depends on people with different experiences, perspectives and skill sets.

Throughout my career, I’ve found that the strongest teams are built by people who appreciate what each individual brings to the table. That starts with understanding yourself first.

Knowing your strengths also gives you confidence when new opportunities arise. Knowing your weaknesses encourages curiosity, continuous learning and collaboration. Those qualities create stronger leaders and stronger organizations.

3

Never Settle

Growth requires a willingness to keep moving forward.

I have always chosen to pursue opportunities that challenged me, expanded my perspective and helped me develop new skills. Every experience contributed to the leader I am today.

Professional growth happens over time through consistent effort and a mindset that welcomes new experiences. Use the knowledge, the skills, the lessons and grow on it.

I encourage women to continue raising their hand for opportunities that align with their goals.

Trust the experience you’ve built, stay committed to learning and give yourself permission to continue growing throughout your career.

“

Throughout my career, I’ve found that the strongest teams are built by people who appreciate what each individual brings to the table. That starts with understanding yourself first.”

4

Be Open

I have navigated leadership roles across various home service brands which are sectors traditionally viewed as “male-dominated.” But my success didn’t come from staying within those selfimposed boundaries; it came from refusing to limit my potential based on outdated industry stereotypes.

Franchising is built on collaboration, and the trades, in particular, are starving for the unique operational insights and leadership perspectives that women bring to the table. Be open to try new things and open to breaking the status quo. Some of the most valuable ideas I’ve encountered have come from listening closely to people whose experiences differed from my own.

An open mindset also creates room for innovation.

Industries evolve, customer expectations change

and businesses continue finding better ways to serve their communities. Leaders who remain curious are better positioned to recognize new opportunities and help others succeed along the way.

Every conversation offers the chance to learn something new. Approaching those conversations with openness has made a meaningful difference throughout my career.

“

I have always chosen to pursue opportunities that challenged me, expanded my perspective and helped me develop new skills. Every experience contributed to the leader I am today.”

5

Build Strong Relationships

Every meaningful opportunity in my career has been connected to people.

Strong relationships create trust, encourage collaboration and provide support during every stage of your professional journey.

Building relationships takes time. It starts with showing genuine interest in others, following through on commitments and creating an environment where people feel respected and valued. Those small actions establish credibility and strengthen teams over time.

I’ve been fortunate to learn from mentors who generously shared their knowledge and from colleagues who challenged me to think differently.

Those relationships have shaped my leadership style in lasting ways, and I continue to value every opportunity to learn from the people around me.

Ultimately, these tips are useful for anyone — CEO or entry level, franchisee or franchisor, man or woman. For women in franchising, I believe it’s especially important to embrace your unique perspective and trust the value you bring. Set meaningful goals, invest in your own growth and build relationships that encourage others to succeed alongside you. Leadership is a journey, and every experience along the way helps prepare you for what’s next.

Marla Mock is the COO of Poolwerx. For more information about IFA franchisor member Poolwerx, please visit franchise. org/franchise-opportunities/poolwerx/.

July/August 2026 / FRANCHISING WORLD 11

FEATURE

PAVING THE WAY: LESSONS IN LEADERSHIP FROM A WOMAN IN FRANCHISING

By Danielle Scott, Alliance Franchise Brands

In franchising, growth is often measured in units, territories, revenue, and expansions.

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ut as Chief Development Officer, the most meaningful growth can’t be found on a spreadsheet. It is reflected in the leaders we develop, the teams we trust, the culture we cultivate, and the people who become more capable because we chose to invest in them.

My own path was non-linear; it was shaped by drive, failure, humility, and understanding that leadership doesn’t always mean being the smartest person in the room. It is about building a room full of smart, prepared, empowered people — and then having the wisdom to listen to them.

Fail, Then Grow and Change Accordingly

I took a significant fall early in my career. At the time, I was young, confident, and convinced that success meant having all the answers myself. I was smart enough to move quickly, but not yet wise enough to understand that speed without constraint could lead to my downfall.

That failure became one of the most important professional lessons of my life. It forced me to stop confusing control with strength. It taught me that listening is the heart and soul of leadership

12 FRANCHISING WORLD / July/August 2026

and success. Once I began approaching people with more humility, I could relate more deeply to the realities that business owners, franchisees, employees, and emerging leaders face every day. I became more patient, more curious, and more committed to building success with others rather than simply driving toward it on my own.

Invest in Your Successor

One of the most distinctive signs of a strong leader is the ability to prepare someone else to step into your role. Early in my career, I thought advancement was about proving I was indispensable. Over time, I learned the opposite is true.

Without someone to succeed you, the path forward narrows.

As a Chief Development Officer, I see development as more than external growth. Yes, we develop markets, partnerships, and opportunities. But internally, we must also teach people with the same focus. The only sustainable way to move up is to lift someone else into the space you are currently in. That requires mentorship, transparency, patience, and a willingness to share both the work and the wisdom behind it.

For women in franchising, this responsibility carries even greater weight. We know what it means to enter rooms where representation is still evolving. Investing in successors is both a business strategy and a commitment to widening the path for the next generation of leaders. We should be actively seeking out new talent, inviting women into bigger conversations, and making professional development a cultural expectation rather than an occasional benefit.

Trust Your People Enough to Let Them Lead

The strongest leaders don’t hire talented people and then shrink their capacity through micromanagement. They hire experts, give them context, clarify the end goal, and then trust them to do the work they were brought in to do. When people understand where the organization is headed and how their contributions matter, they become more than employees executing tasks. They become partners in overall progress.

Trust does not mean distance. It means giving people ownership while keeping them connected to the broader vision. Leaders should pull teams into what they’re working on, what challenges the organization is navigating, and where new opportunities are emerging. That openness creates alignment, but it also creates invitation. It tells people: your perspective matters here, your ideas are welcome here, and your voice can help shape what comes next.

July/August 2026 / FRANCHISING WORLD 13

Take the Temperature Before You Move

While momentum can be powerful, it can also be distracting. Before moving forward with a new initiative, strategy, or major decision, I have learned the value of taking the temperature of my team. The people closest to the work often see opportunities, risks, and cultural signals long before they reach the executive level.

Collaborative leadership is informed by the people who understand the daily realities of the business best.

If a problem is rising, I shouldn’t be the last to know.

If a process is slowing people down, I want the team to

feel comfortable enough to tell me.

If someone has a better idea, I want them to have the confidence to put it on the table.

Those temperature checks also promote and protect cultural alignment. They help ensure that people aren’t simply working within the same company but moving in the same direction. A healthy culture requires more than mission statements, slogans, and mantras. It takes repeated moments of listening, shifting gears, and demonstrating that feedback does not derail progress; it guides us forward.

Stay Connected to What Grounds You

KEEP BUILDING THE LEGACY FRANCHISEE BENEFITS INCLUDE:

Part of a global franchise network Gym layout and equipment selection Online and in-person training and education Dedicated online franchisee portal Continuous franchisee support Preferred vendor partnership program Website access and digital marketing asset library Marketing support To learn more? Contact us at: FranDev@worldgym.com

Our work can consume as much of our personal lives as we allow it to. That is why it is important to stay connected to the passions, causes, and communities that remind us who we are outside of our titles. For me, that includes community involvement, affordable housing, philanthropy, and helping people better understand business as a vehicle for opportunity. Those commitments make me a more rounded leader because they keep me rooted in purpose, rather than profit.

The most rewarding part of leadership extends far beyond reaching a higher position. It is using the influence of that position to create access, confidence, and possibility for others. In franchising, where entrepreneurship and local ownership can change the lives of families and communities, that responsibility is especially profound.

When I look back on my career so far, the lessons that matter most are not the ones that made me appear stronger. They are the ones that made me more open, more empathetic, and more committed to others.

Progress is never just about what we build.

It is about who we lift up along the way.

Danielle Scott is the chief development officer of Alliance Franchise Brands.

14 FRANCHISING WORLD / July/August 2026

control your future

Business Built to Last

With A

Home improvement isn’t about creating demand — it’s about meeting it. Homeowners are already investing in upgrades, repairs, and renovations that protect and enhance their properties - our franchisees are there to serve them.

Strong foundations & Proven demand STARTS HERE: Bumble Roofing

A Roofing Business Built for Growth Bumble Roofing brings quality, professional and affordable roofing solutions to homeowners through a simple process offering high ROI potential.

Average Revenue:

Average Profit:

$4.8M

$669K**

**

Koala Insulation

Smart Investment. Real Impact.

Koala Insulation is a rewarding business in a booming $50 billion industry, all while making a real difference for homeowners and the environment.

Average Revenue:

Average Profit:

$1.2M*

$211K*

Conserva Irrigation

Outdoor Lighting Perspectives

The First Irrigation Franchise Founded on the principles of water conservation, Conserva is an eco-friendly franchise opportunity with recurring revenue streams serving both residential and commercial properties.

The Leader in Landscape Lighting A full-service outdoor lighting company transforming homes and businesses after dark, OLP is a low-investment opportunity with multiple recurring revenue streams.

Average Revenue:

Average Profit:

Average Revenue:

Average Profit:

$813K

$168K

$818K

$172K*

*

*

*

To Learn More about all of our brands, scan the QR code or visit us at

empowerfranchising.com * Numbers from 2026 Franchise Disclosure Document. AVG Profit is Revenue Less Disclosed Expenses. ** Numbers from the corporate owned location.

FEATURE

A SEAT AT THE TABLE: ONE WOMAN’S REFLECTIONS AS A FIRST-TIME FAC PRESIDENT

By Jennifer Collins, Kidcreate Studio

Nobody hands you a voice in franchising; you earn it by working hard and providing an incredible service to your community, and then you spend it on the owners coming up behind you.

16 FRANCHISING WORLD / July/August 2026

W

hen Kidcreate Studio established its first Franchise Advisory Council (FAC), I was asked to serve as its inaugural president. I’ll admit, I walked in with a tidy idea of what that meant: that the title came with an authority that would let me speak and be heard. But I had it backward… The seat didn’t give me a voice; the voice is what got me the seat.

As I’m sure franchisees across all systems can attest, nobody hands you authority in this business. You earn it, working day in and day out, providing great service to your customers. I have been one of the top-performing studios in our system since

we opened our doors in early 2022, and that track record, not the title, is what lets me sit across from corporate leadership, say the hard things, and have it connect.

I think this sentiment is especially important for women in franchising. Plenty of us know the feeling of having to prove something before we’re really listened to; of needing the numbers in hand before the room pays attention. That can be a huge frustration, but there’s a silver lining: once the proof exists, it’s unarguable; the results don’t care who delivered them. I built a business that performs and made an argument no one in the room can talk over.

Being the first to hold the role meant there was no template and, frankly, that someone was always watching how I’d handle it. I decided early that the most valuable thing I could model wasn’t deference; it was candor done well. We did the messy work in private, hashed out what wouldn’t survive the high expectations our customers have come to know and love, and brought things forward only once they were ready. That kind of honesty only works if you’ve earned the right to it. People give weight to hard feedback when it clearly comes from someone who’s delivering.

So, what do you do with a seat once you’ve earned it?

You use it. When leadership brought plans to the council, my job wasn’t to nod along or to ferry complaints up the chain. It was to pressure-test the thinking before it reached the field; to show where a plan would hold up, where it wouldn’t, and what it would cost the owners whose livelihood depended on it. That isn’t negativity; it’s the most useful thing an experienced operator can offer: telling you where the plan falls apart while there’s still time to fix it.

I learned to separate authority from volume, too.

Being credible is not the same as being the loudest person on the call. The owners who move a system forward

aren’t the ones who complain most colorfully; they’re the ones whose feedback you can take to the bank because it’s grounded in what happens when the doors open.

I’d rather be useful than heard, and the funny thing is that being useful is exactly what gets you heard.

If I’m being honest, the hardest part isn’t holding the seat; it’s the fear of not living up to it. There was no path laid out for me and no one who had done the job before, and I hold myself to a high standard. My competitive streak doesn’t leave much room for anything short of excellence, so stepping into that much of the unknown was daunting. What kept me steady was that the results came first and stood on their own; the title was never the source of my standing, my studio was. That let me speak freely because I wasn’t protecting a position; I was worried about growing a business. As FAC president, my single focus is what will work for all of us to grow, both financially and in the number of families we serve.

And here’s the part I care about most: earned authority is meant to be spent, not hoarded. Once I had a voice in the room, the point wasn’t to guard it; it was to use it for the owners who didn’t yet have one and to carry the perspective of my fellow franchisees who would never be in that meeting, and to advocate for the newer owner still building her numbers. That same intentionality matters closer to home, with my own team and the people I care about most.

Much of what I do is deliberate: I pass on what I’ve learned to my employees and help them grow, personally and professionally, within our business. Whether it’s a fellow franchisee or someone on my staff, the aim is the same: to make the path a little clearer for whoever’s coming up.

Being the first to hold a chair teaches you that the chair was never the point; the work was. If I could tell the next woman one thing, it would be this: don’t wait to be handed a voice. Go build something that performs, let the results make your case, and then spend the standing you’ve earned on the people coming up behind you. That’s how a seat at the table becomes a table with more seats.

Jennifer Collins is a Kidcreate Studio franchise owner in Houston and the first president of the brand’s Franchise Advisory Council. For more information about IFA franchisor member Kidcreate Studio, please visit franchise.org/franchiseopportunities/kidcreate-studio/.

July/August 2026 / FRANCHISING WORLD 17

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Using my most recent sales report create an email to go out to all managers detailing which products sold the most.

Own a business at the center of the AI revolution* Businesses are investing in AI, but they need experienced advisors to help them do it the right way.

CMIT Solutions equips franchise owners with proven services, training, and support to help clients adopt AI securely while strengthening their technology foundation.

CMIT Solutions Veteran Franchise Owner 4

Join the largest IT service provider in North America.

Become part of an established brand with a proven business model, recurring revenue, and the resources to help you grow in one of the fastest-moving industries.

• • • •

Recurring revenue AI opportunities Low investment cost Proven model

• • • •

National support Vendor discounts Business coaching Expert training

Continue leading. This time as a business owner.

Veterans bring leadership, discipline, and the ability to solve complex challenges. Those same qualities make exceptional franchise owners. Build a technology business backed by recurring revenue, national support, and one of North America’s leading IT franchise brands.

Veterans get 20% off.

Scan to see available territories. www.cmitfranchise.com/lp/veteran

Build an AI strategy for a manufacturing company using CMIT’s AI collateral...

VETERANS IN FRANCHISING

SPOTLIGHT

YOUR MISSION BEGINS WITH CMIT SOLUTIONS You have led with purpose. Now take command of your future. CMIT Solutions empowers veterans to turn their service into successful business ownership through IT support franchising. With a proven business model, in-depth training, and a strong support network, you will have everything you need to serve small businesses in your community. This is more than a job. It is your next mission. If you are ready to lead again and build something that matters for you and your family, CMIT Solutions is the opportunity you have been looking for.

”After flying missions in the Navy and navigating years in corporate America, I wanted something with real purpose.

CMIT gave me the chance to lead again, serve my community, and build a business I truly believe in.”

—Steve Gray, CMIT Franchisee

VETERAN DISCOUNT We proudly honor those who have served by offering a 20% discount toward franchise ownership. Your IMAGEleadership, discipline, and commitment to service 86 x 86 px align perfectly with our mission — empowering small and mid-size businesses across the country.

Let’s build something meaningful, together.

20%

VETERANS IN FRANCHISING

VETFRAN: OPENING DOORS TO BUSINESS OWNERSHIP FOR AMERICA’S VETERANS

By Wendy Kunz, IFA

For more than three decades, VetFran has stood as one of franchising’s most impactful initiatives, helping military veterans transition from service to successful business ownership.

W

hat began as a commitment by a handful of franchise leaders has evolved into a nationwide movement that continues to create economic opportunity for those who have served our country.

Founded in 1991 by Don Dwyer, Sr and the International Franchise Association (IFA), VetFran was established with a simple but powerful mission: provide veterans and military spouses with access to franchise ownership opportunities, education, and support. Today, the program includes more than 600 franchise brands that offer financial incentives, training, and resources designed to help veterans enter the franchise community.

The connection between military service and franchising is a natural one. Veterans often possess the leadership, discipline, adaptability, and operational expertise that are critical to business success. Franchising, meanwhile, offers a proven business model, established systems, and ongoing support that can ease the transition from military life to entrepreneurship.

“

Thousands of veterans have become franchise owners, operators, and employees through the program.”

“Veterans bring exceptional skills and experience to franchising,” says Matt Haller, president and CEO of the International Franchise Association. “Through VetFran, we’re helping service members translate those strengths into successful businesses that create jobs and strengthen communities across the country.”

The impact of VetFran can be seen in communities nationwide. Thousands of veterans have become franchise owners, operators, and employees through the program.

Many have leveraged their military experience to build

20 FRANCHISING WORLD / July/August 2026

thriving businesses in sectors ranging from home services and automotive care to foodservice, health care, and professional services.

For veterans considering entrepreneurship, one of the greatest barriers can be access to information and capital. VetFran addresses both challenges. Participating franchise brands offer discounts on franchise fees and other financial incentives, while educational programs help prospective owners understand the franchise business model and evaluate opportunities that align with their goals and experience.

The program’s commitment extends beyond initial ownership opportunities. Through partnerships with franchise brands, lenders, and veteran support organizations, VetFran helps connect aspiring entrepreneurs with mentorship, networking opportunities, and business resources that support long-term success.

“

Veteran-owned franchise businesses contribute to local economies, create employment opportunities, and foster community engagement.”

Military spouses have also become an increasingly important focus of VetFran’s efforts. Frequent relocations and career disruptions can create professional challenges for military families. Franchising offers a flexible pathway to business ownership and career growth that can move with military families from assignment to assignment.

Many participating brands now extend incentives

and support specifically to military spouses, recognizing their entrepreneurial potential and resilience.

As the franchise industry continues to grow, VetFran remains committed to expanding access and opportunity. Recent efforts have focused on increasing awareness among transitioning service members, strengthening partnerships with military support organizations, and promoting success stories that inspire the next generation of veteran entrepreneurs.

VetFran’s success is proven not just by the pathways it creates to individual business ownership.

Veteran-owned franchise businesses contribute to local economies, create employment opportunities, and foster community engagement. Many veteran franchisees continue their commitment to service by hiring fellow veterans, supporting military causes, and mentoring other aspiring business owners.

Looking ahead, VetFran is well positioned to build on its legacy. As new generations of service members transition into civilian careers, the need for entrepreneurial pathways remains strong. Franchising offers a compelling option for veterans seeking independence while benefiting from the support and structure of an established brand.

More than 30 years after its founding, VetFran continues to embody the franchise community’s commitment to those who have served. By connecting veterans and military spouses with opportunities, resources, and a supportive network, the program helps transform military experience into business success.

For veterans seeking their next mission, VetFran provides more than a pathway to business ownership — it offers the opportunity to continue leading, serving, and making a difference in communities across America.

Wendy Kunz is the director of veteran programs for the International Franchise Association.

July/August 2026 / FRANCHISING WORLD 21

Red, White, & Groom.

VETERANS W E LC OME D

Zoom into the hottest franchise opportunity on four legs.

Now you can take ownership of your future with the fastest growing mobile pet grooming franchise in the U.S. It’s a perfect fit for veterans looking to change careers, find independence, and establish a new and lucrative investment.

45K 3-4

$

FRANCHISE FEE

MONTHS TO LAUNCH

1,613% 310+

+

UNIT GROWTH ‘23-’25

VANS NATIONWIDE

165B

$

U.S. PET INDUSTRY SPEND

94M

HOUSEHOLDS OWN PETS

Why choose Zoomin Groomin? As an owner/operator, you will have hands-on support, business platforms, marketing, and all the tools you need to build a successful, fast-growing operation. Paws to discover your next big opportunity today.

- AS RECOGNIZED BY -

To discover your growth potential, scan here.

franchise.zoomingroomin.com

“Come be part of a bigger vision.”

John T. Hewitt Founder & CEO Zoomin Groomin USA LLC. 780 Lynnhaven Pkwy, Suite 240, Virginia Beach, VA 23452.

New York Residents: This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by the Department of Law. MN Registration #9751 & 9752.

VETERANS IN FRANCHISING

SPOTLIGHT

Zoomin Groomin is a full-service mobile pet spa that brings comfort and convenience to pets and pet parents everywhere. Our environmentally friendly pet grooming systems are 100% safe for pets, the planet, and a community-first franchise that engages one-on-one with pet families. Our franchise opportunities and models provide marketing, business platforms, and support through Loyalty Brands, led by entrepreneurial leader and franchise innovator, John T. Hewitt. Franchise growth is Zooming, with over 1,613% growth over the past three years. As a Zoomin Groomin owner, you’ll receive comprehensive training, enjoy the freedom of a homebased business, and create new opportunities to expand your scalable, fast-growing business.

Learn more at franchise.zoomingroomin.com.

Marine Veteran Danny Calderon and wife Kimmie have expanded their Zoomin Groomin franchise and are set to have their first million-dollar year in 2026, not even four years after starting their journey. Proving that the franchise is a lucrative and affordable option for veterans and others, Danny has excelled at reaching the goals and meeting the playbook.

“If you follow the playbook, follow the steps and use the massive network Zoomin Groomin provides, there’s no reason you can’t succeed.”

IMAGE

10%

86 x 86 px

VETERAN DISCOUNT ZoominGroomin proudly offers a 10% discount on your franchise fee today to honor your service to our country.

VETERANS IN FRANCHISING

FROM SERVICE TO SUCCESS: FINDING A NEW MISSION THROUGH FRANCHISING

By Kevin Moon, Fastest Labs

After serving 30 years in the United States Air Force, I learned that leadership isn’t just about accomplishing the mission — it’s about building teams, solving problems, and others to succeed.

A Special Thank You to Our Veterans FastestLabs.com/Franchise

T

hose lessons carried me through a career in military service, into government work, and ultimately into entrepreneurship. Looking back, I realize every chapter prepared me for the next.

Following my retirement from the Air Force, I joined the Defense Information Systems Agency (DISA), where I continued supporting our nation’s mission in a civilian capacity. While I enjoyed the work, my wife, Lisa, and I always dreamed of building something we could call our own — a business that reflected our values of integrity, service, and excellence.

That opportunity came when we launched Perfected Logistics, an Amazon Delivery Service Partner (DSP). Operating a logistics company was challenging, rewarding, and fast-paced. Like every DSP, maintaining a safe, drug-free workforce was essential, which introduced us to Fastest Labs.

At the time, we were using traditional laboratory drug testing that often took three to four days

24 FRANCHISING WORLD / July/August 2026

to return results. Every delayed result meant another delay in getting qualified drivers behind the wheel. Then we discovered Fastest Labs.

The difference was remarkable. Instead of waiting days, we had reliable screening results in under five minutes. That level of efficiency transformed our hiring process and gave us firsthand experience with the value Fastest Labs delivered to employers.

Although our Amazon contract concluded in October 2023, it unexpectedly opened the door to our next chapter.

Rather than viewing the end of our logistics business as a setback, Lisa and I saw it as an opportunity to pivot into an industry we had already come to respect.

We knew there was tremendous value in helping businesses hire faster while maintaining safe workplaces.

In September 2023, we formed KLM Solutions LLC and began preparing to open Fastest Labs of South Baltimore. After months of planning and training, we celebrated our soft opening in January 2024, followed by our Grand Opening in March with the support of the North Anne Arundel County Chamber of Commerce.

One of the proudest moments of that day was receiving recognition from our local councilman, Pete Smith, in front of our family, friends, and community partners. It wasn’t simply the opening of another business — it represented the beginning of a new mission centered on serving our community.

Like many entrepreneurs, I initially viewed our services primarily through a business lens. Drug testing, occupational health, and DNA testing were valuable services employers needed. Then one experience permanently changed my perspective.

One of our first legal paternity tests resulted in the alleged father being excluded as the biological parent.

Delivering those life-changing results was emotionally difficult. Behind every specimen and every report are real people, real families, and real lives. It became impossible to think of our work as simply processing tests. We were helping people navigate some of the most important moments of their lives with professionalism, compassion, and accuracy.

That experience reinforced something I had learned throughout my military career: meaningful work isn’t measured by the task itself but by its impact on people.

Since opening our doors, we’ve continued expanding our services to meet the needs of employers and government agencies alike. In addition to drug and alcohol testing, we’ve added DOT physical examinations and fingerprinting services, allowing us to become a more comprehensive workforce compliance partner.

We’ve also been honored to grow into federal drug testing by serving as a subcontractor supporting agencies

including the Federal Aviation Administration (FAA), Transportation Security Administration (TSA), Federal Railroad Administration (FRA), Federal Motor Carrier Safety Administration (FMCSA), Offices of Inspector General (OIG), and other federal organizations.

For someone who spent decades serving the federal government, it’s especially rewarding to continue supporting critical public safety missions in a new capacity.

Throughout this journey, one constant has been the strength of the Fastest Labs franchise system.

From the beginning, the corporate team has been committed to our success — not only through initial training but through ongoing coaching, operational guidance, and a genuine willingness to help franchisees overcome challenges. Just as valuable has been the franchise community itself.

One of the greatest strengths of Fastest Labs is the culture of collaboration among franchise owners. Rather than competing with one another, owners openly share ideas, best practices, operational improvements, and lessons learned. That spirit of continual improvement creates an environment where everyone grows stronger together.

As a veteran, that sense of teamwork feels familiar.

Success isn’t achieved individually; it’s built through shared knowledge, trust, and a common commitment to excellence.

If there’s one lesson my journey has taught me, it’s that careers don’t always follow a straight line. A military career led to government service. Government service led to logistics. Logistics introduced us to Fastest Labs.

And today, we’re privileged to serve employers, families, and federal agencies throughout our community.

Franchising gave us more than a business opportunity — it gave us a proven system, a supportive network, and a new mission. For Lisa and me, opening Fastest Labs of South Baltimore wasn’t simply about becoming business owners. It was about continuing a lifetime of service, just in a different uniform.

Kevin Moon is the co-owner/operator of Fastest Labs of South Baltimore. For more information about IFA franchisor member Fastest Labs, please visit franchise.org/franchise-opportunities/ fastestlabs-the-drug-testing-franchise/.

July/August 2026 / FRANCHISING WORLD 25

20%

Franchise Fee Discount for Qualified Military Veterans

Join America’s #1 Childcare Franchise Award-Winning Brand Proven Historical Performance Turnkey Business with Full Training & Support

GROWTH IS THE NORM

66%

of centers are owned by multi-unit franchisees

• Proven systems and structured support • Turnkey model – no prior childcare experience required • Opportunity to lead a team and serve your community Over 650 centers open or under development. We have centers available now and ready to open this year!

TO START YOUR NEXT MISSION, VISIT:

www.tle-franchising.com

VETERANS IN FRANCHISING

SPOTLIGHT

THE LEARNING EXPERIENCE is a top-ranked, familyfounded early education franchise with over 430 centers open and 240 in development across the U.S. and U.K. Serving 52,000+ children, its proprietary curriculum promotes cognitive, social, and emotional growth. The brand extends learning through Bubbles and Friends, an award-winning edutainment platform.

Recognized for innovation and franchise success, it was named the No. 1 childcare franchise by Entrepreneur and the No. 1 education franchise by Franchise Business Review in 2025. With a mission to positively impact children, families, and communities, The Learning Experience offers a purpose-driven, scalable opportunity for franchisees.

Learn more at www.TheLearningExperience.com

“After retiring from the Army, we wanted a purpose driven business. The Learning Experience stood out. They aligned to our values. Their exceptional curriculum, the way it’s brought to life, and their strong culture gave us an opportunity to impact young lives at multiple locations.”

- Arnold and Lasandra Talleyrand,

The Learning Experience Franchisees

IMAGE

20%

VETERAN DISCOUNT

86 x 86 px The Learning Experience proudly offers a 20%

discount on our franchise fee to franchisees who have served in our country’s military.

VETERANS IN FRANCHISING

SPOTLIGHT

Since 1920, SNAP-ON TOOLS has led the professional tool industry with premium products, a proven franchise model, and a legacy of excellence. Headquartered in Kenosha, Wisconsin, Snap-on Tools operates globally with more than 4,600 franchisees and 55,000 items across its product line.

Veterans bring discipline, leadership, and a missiondriven mindset — qualities that align naturally with Snap-on’s franchise opportunity. Snap-on participates in the IFA-affiliated VetFran committee and supports veterans’ transition into business ownership. For qualified honorably discharged veterans, Snap-on offers a $25,000 discount on their initial tool inventory.

Recognized as the #1 Franchise for Veterans by Entrepreneur Magazine for four consecutive years, Snap-on continues to be a standout opportunity for those who served and are ready for their next mission in franchising.

“One of the best reasons I wanted to go with Snap-on Tools is because we’re an Americanmade company. This was the best opportunity I could have done after retiring from the military.

When you own a Snap-on franchise, what you put in is what you get out. To any other vet thinking about this opportunity, it’s a lot of hard work but worth every bit of it.”

— George Hamilton, Snap-on Tools Franchise Owner

IMAGE

$25k

VETERAN DISCOUNT

86 x 86 px Snap-on offers qualified honorably discharged

veterans a $25,000 discount on their initial tool inventory.

Snap-on Tools Company LLC, Kenosha, WI | Minnesota Franchise Registration No. F-2327

INDUSTRY SPOTLIGHT: Child Services

INDUSTRY SPOTLIGHT: CHILD SERVICES

By Khadija Cochinwala, FRANdata

The child services industry is forecast to experience the highest output increase among all sectors in franchising at a year-over-year growth of 3.2 percent reaching $22.7 billion, according to the 2026 IFA Economic Outlook Report.

Number of Franchised Establishments— Child Services 16,000

Thousands

15,500

a 3-Ye

15,000

GR r CA

1% = 5.

14,500 14,000

Growth Drivers and Trends

13,500 13,000

Source: FRANdata

B

etween 2023 and 2025, FRANdata recorded more than 250 active child services franchise brands operating more than 15,500 units, representing a 3-year location expansion of 5.1 percent, demonstrating solid parental demand for specialized child-focused programs.

In terms of number of brands, enrichment centers focused on youth extra-curriculars (sports/athletics and arts/music/drama instruction) comprised the largest sub-sector at 31.2 percent, followed by children’s educational programs offering academic tutoring and support at 26.4 percent. Preschool/childcare was the third-largest segment at 20.0 percent. In 2025, general child services brands (offering grooming, apparel, toys, and accessories) averaged the most franchised units (94), while recreational services facilities (offering children’s entertainment and party avenues e.g., game arcades/inflatable playgrounds) averaged the fewest (20).

2023

2024

2025

Demand for child services is supported by higher female workforce participation, rising household incomes,

July/August 2026 / FRANCHISING WORLD 29

Brand Distribution by Sector— Child Services 15.2%

Average System Size by Sector— Child Services Recreational Facilities

7.2%

Child Related—General 26.4%

20.0%

31.2%

Pre-School/Child Care

56

Enrichment Centers

Enrichment Centers

56

Pre-School/Child Care

Educational Programs

90

Child Related—General

94

Education Programs

Recreational Facilities

Source: FRANdata

after-school needs, and growing interest in early learning, STEM, and supplemental education for holistic child development. In the current pressured macroeconomic environment, families are placing more value on program quality, curriculum transparency, low teacher-to-child ratios, accreditation, technology-light programs, and measurable developmental outcomes in addition to proximity, price and safety protocols. Many also prefer niche models such as Montessori, Reggio, faith-based and STEM-focused programs over generic care. With extended workplace hours, families are moving towards flexible/full-day operating schedules, including early mornings, evenings, and weekends.

Industry Pressures

The industry faces persistent labor shortages due to low compensation, high turnover, policy enforcements, and strict background check requirements. Franchise business operators continue to balance affordability, service quality, and system expansion while navigating rising operating costs, evolving

30 FRANCHISING WORLD / July/August 2026

20

Source: FRANdata

funding dynamics, high upfront investment requirements, limited availability of suitable real estate, complex licensing and compliance standards while meeting expectations from an increasingly demanding and better-informed parental population. In addition, publicly funded Universal Pre-K (UPK) may further impact enrollment for operators reliant on the 3–5 age child cohort. Geographic inequality/ “childcare deserts” also persist where demand exceeds supply capacity.

Outlook

The franchised childcare services industry benefits from resilient long-term demand as parents increasingly prioritize quality early education, structured developmental support, and reliable childcare solutions. Franchised brands often maintain competitive advantages over independent operators through standardized curriculum, established operating systems, training infrastructure, and stronger brand recognition.

While the expansion of Universal Pre-Kindergarten (UPK) programs may create additional competitive

pressure for operators heavily concentrated in pre-K education, private franchised systems can differentiate themselves through expanded infant and toddler care offerings, extended operating hours, lower student to teacher ratios, and year-round programming designed to support working families to strengthen customer retention.

In addition, geographic imbalances in childcare supply create expansion opportunities in underserved markets with unmet demand.

Overall, the franchised childcare sector demonstrates attractive recurring revenue characteristics, with long term performance heavily influenced by operational execution, service quality, customer satisfaction, and brand reputation.

Khadija Cochinwala is a research analyst at FRANdata. She is part of a team of analysts who measure, track, and analyze franchisor performance. She graduated with a degree in Communications and enjoys gardening and visiting exotic destinations around the world whenever she isn’t researching data. For more information about IFA supplier member FRANdata, please visit www.franchise.org/suppliers/frandata.

Ready to leave the corporate world and make an impact in your community?

Owning a Celebree School franchise is your next right move!

CE LE BREESCHOOL.COM / F R AN CH ISIN G | 410. 2 5 2 . 5 646

INDUSTRY SPOTLIGHT: AUTOMOTIVE

INDUSTRY SPOTLIGHT: AUTOMOTIVE

By Khadija Cochinwala, FRANdata

The franchised automobile industry largely encompasses sectors focused on the automotive aftermarket segment including general repair and maintenance of vehicles, auto detailing & car washes, auto parts retailing, appearance & restoration services, used/new auto rentals and leasing, tire stores and gas stations.

Number of Franchised Establishments— Automotive Industry 19,400 19,200

Thousands

19,000

a 3-Ye

18,800

GR r CA

% = 1.9

18,600 18,400 18,200 18,000 17,800

2023

Source: FRANdata

32 FRANCHISING WORLD / July/August 2026

2024

2025

T

he majority of the brands in the industry belong to the general auto repair services sector (40.3 percent) offering services such as transmission, auto body repair, brake services, oil-changes etc. In 2025, the gas stations sector had the highest average franchised unit count exceeding 700 units.

Between 2023 and 2025, FRANdata recorded more than 130 active franchised brands with a 3-year unit growth of 1.8 percent and operating more than 19,100 units.

Growth Drivers and Trends

The 2026 IFA Outlook projects stable growth for the automobile industry with output reaching $41.3 billion, up 0.5 percent from 2025. With higher new-car prices (averaging $45,000), consumers are keeping their existing vehicles, with an average age of 13 years, sustaining the demand for repair services. Rising EV/hybrid adoption and implementation of Advanced Driver Assistance Systems (ADAS) in vehicles is accelerating the need for techintensive diagnostics,

Brand Distribution by Sector— Automotive Industry

Tire Stores and Retreading

8.2% 5.2% 15.7%

40.3%

Auto-General Auto Appearance Services Car Washes Auto Parts

Average System Size by Sector— Automotive Industry New/Used Auto Rental/Leasing

14.2%

94

General Auto Repair Services

5.2% 5.2% 6.0%

198

Gas Station Car Washes

General Auto Repair Services New/Used Auto Rental/Leasing Tire Stores and Retreading

Gas Station

720 59

Auto Parts

138

Auto Appearance Services

80

Auto-General

54

Source: FRANdata

Source: FRANdata

favoring expertise of franchised networks over independent operators.

Supplychain disruptions have driven franchisees to diversify and onshore while carrying higher inventories.

Franchises are actively incorporating AI in customer service, inventory, and product development while technology-enabled scheduling, digital inspections, and membership-style offerings are improving customer retention and operational efficiency.

are also facing margin pressures with rising real estate, equipment, and compliance/insurance related costs.

Inflationary pressures are driving value-seeking customers towards lowercost parts and services without compromising on quality expectations, thereby forcing franchisees to offer adaptive pricing while simultaneously increasing market competition.

Industry Pressures

The demand for automotive services remains steady due to an aging vehicle fleet and consumer need for essential maintenance. Customers prefer trusted national franchised brands over independent shops because of standardization, pricing

Current industry challenges include technician shortages and retention while keeping up with evolving vehicle technology, especially EVs and advanced diagnostics. Franchisors

201

transparency, and warranties. While labor shortages persist, operators are attracting talent by upgrading compensation and boosting training opportunities. In 2026, with disposable-income growth slowing, franchises that emphasize value, reliability, and distinctive services will be better positioned to succeed.

Outlook

Khadija Cochinwala is a research analyst at FRANdata. She is part of a team of analysts who measure, track, and analyze franchisor performance. She graduated with a degree in Communications and enjoys gardening and visiting exotic destinations around the world whenever she isn’t researching data. For more information about IFA supplier member FRANdata, please visit www.franchise.org/suppliers/frandata.

July/August 2026 / FRANCHISING WORLD 33

INDUSTRY SPOTLIGHT: AUTOMOTIVE

THE TRENDS FUELING AUTOMOTIVE RESTYLING GROWTH

By Andrew Titus, United Franchise Group

The automotive restyling industry continues to experience significant growth as consumers increasingly invest in vehicle customization, protection, and appearance.

T

oday, the industry has grown into a $10.5 billion market, driven by rising demand for services that help vehicle owners personalize and preserve their investments. From window tint and paint protection film to ceramic coatings and color change car wraps, consumers are seeking solutions that enhance style, comfort, privacy, and long-term value.

One of the biggest factors fueling this growth is that Americans are keeping their vehicles longer than ever before. According to a recent Wall Street Journal article, the average vehicle on U.S. roads is now approximately 13 years old, a 10 percent increase from a decade ago. This trend accelerated as supply chain disruptions and vehicle shortages drove prices higher and made replacing a vehicle more expensive. Kelley Blue Book reports that elevated vehicle prices continue to encourage consumers to hold onto their cars longer and invest in maintenance and upgrades rather than purchasing a new vehicle.

As vehicle ownership cycles lengthen, consumers are becoming

34 FRANCHISING WORLD / July/August 2026

more intentional about protecting their vehicle investments. Brands like Black Optix Tint have watched protection go from a nice-to-have to something customers treat as essential, especially those planning to keep a vehicle for eight or ten years instead of three. Services such as window tinting, paint protection film (PPF), and ceramic coatings help protect vehicles from everyday wear and tear, UV damage, and excessive heat, while improving energy efficiency, privacy, and security. These services not only help maintain a vehicle's appearance but can also contribute to preserving resale value over time.

At the same time, personalization remains a major driver of industry growth. According to the 2025 SEMA Market Report, U.S. consumers spent approximately $52.65 billion on vehicle accessories and modifications in 2024. Today's consumers view their vehicles as an extension of their lifestyle, creating demand for custom color change car wraps, specialty films, and window tint. Increasingly, those worlds overlap: color change paint protection film now lets owners restyle a vehicle and protect the paint

underneath in a single product, often lasting a decade where traditional vinyl wraps lasted only a few years.

Technology has also transformed the automotive industry. As modern films and coatings have advanced, they've helped shift consumer perception of automotive protection from luxury upgrades to practical investments that improve comfort, aesthetics, and vehicle longevity.

As demand for vehicle protection and customization continues to grow, franchise opportunities within the automotive restyling sector are becoming increasingly attractive. Black Optix Tint is capitalizing on these trends. The company offers a range of services, including automotive, commercial & residential window tinting, paint protection film, ceramic coatings, and color change car wraps. With 30 locations across the United States, Black Optix Tint is backed

by United Franchise Group, a global leader in franchising with 40 years of experience helping entrepreneurs build successful businesses.

With consumers investing more in the vehicles they already own and prioritizing both protection and personalization, the automotive restyling industry is well-positioned for continued growth in the years ahead.

Andrew Titus is the president of United Franchise Group.

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INDUSTRY SPOTLIGHT: AUTOMOTIVE

PROTECT, DON’T REPLACE: HOW PREVENTATIVE CARE IS SHAPING THE FUTURE OF AUTOMOTIVE FRANCHISING

By Thomas A. Wolfe, Ziebart

Franchising in the automotive space has always centered around a simple consumer need: people depend on their vehicles and need trusted experts who can help keep them on the road.

I

n today’s economy, there’s a new urgency behind that need. With new cars growing more expensive every year, combined with other budgeting pressures like record gas prices, high financing rates, and costly repairs, consumers are holding onto their vehicles longer.

According to the S&P Global Mobility, vehicles on U.S. roads in 2025 averaged 12.8 years old.

That’s a two-month increase from the previous report, and the second increase in two years. The first thing this tells us is that drivers are delaying new car purchases as they navigate budget constraints. But it’s also a clear indicator that vehicles are being built, maintained, and cared for in ways that are making them last longer.

A Shift in Mindset

Historically, vehicle owners approached maintenance reactively,

36 FRANCHISING WORLD / July/August 2026

only spending money on repairs when something broke or a warning light popped up on the dash. But today’s mindset is becoming much more future-focused. Drivers are asking a smarter question: How can I protect this investment before small issues become larger, more expensive problems?

That “protect, don’t replace” consumer mindset is a shift we’re seeing across the industry, and especially in our stores. It’s creating a meaningful opportunity for automotive franchise brands as consumers look for partners who can educate them and help them make smarter ownership decisions.

As economic pressures intensify, the answer can’t be as simple as trading in a vehicle or taking on a larger monthly payment. Often, the better answer is to extend its life, protect its appearance, preserve resale value, and reduce avoidable repair costs.

The Cost of Waiting Too Long

Failing to stay on top of routine maintenance and inspections can compromise the vehicle’s performance and value. A prime example of this is rust and corrosion.

For vehicles exposed to elements related to seasonable weather changes like rain and road salt, deterioration can accelerate quickly.

If left untreated, rust can lead to irreversible damage by destroying the vehicle’s structural integrity and ultimately reducing its resale value.

As drivers hold onto their vehicles for longer, they are also exposing them to more years of wear, weather, and road conditions. That makes protection against rust and corrosion increasingly important, fueling a constant need that’s strengthening the automotive franchise industry.

Preventative services like rust protection, undercoating, paint protection, and detailing are no longer viewed as cosmetic add-ons, but rather a part of a larger strategy to help consumers preserve their vehicles and protect what they already own.

Thomas A. Wolfe is the president & CEO of Ziebart. For more information about IFA franchisor member Ziebart, please visit franchise.org/franchiseopportunities/ziebart/.

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MARKETING

NAVIGATING FRAGMENTED FRANCHISE MARKETING

By Steve Buors, Reshift Media

As franchise systems grow, marketing is supposed to become easier.

M

ore locations should create more efficiency. More data should improve decision-making. Larger systems should benefit from stronger brand recognition, better buying power, and more operational consistency.

But for many franchise organizations, the opposite occurs.

As brands expand, marketing often becomes more fragmented, more difficult to manage, and increasingly operationally complex. Corporate teams lose visibility into local execution. Franchisee participation becomes inconsistent. Reporting becomes disconnected. And despite larger investments in technology, agencies, and marketing support, systems struggle to scale efficiently.

This challenge is becoming one of the defining operational issues facing franchise brands today.

Typically, the problem is not a lack of effort or expertise. In many cases, franchise organizations have talented teams, experienced vendors, strong creative, and healthy marketing budgets. The real issue is that traditional franchise marketing models were not designed to operate in a digital environment at the scale modern systems require.

38 FRANCHISING WORLD / July/August 2026

How Complexity Quietly Builds Over Time

Franchise systems do not intentionally create fragmented marketing environments. Complexity develops gradually over time.

A new social media platform is added to solve one challenge. A reporting tool is introduced to address another. Franchisees begin working with local vendors. Additional dashboards, approval processes, workflows, and communication channels slowly accumulate.

Over time, systems become operationally disconnected.

At 20 or 30 locations, manual coordination can often compensate for operational inefficiencies. However, at 200, 500, or 1,000 locations, fragmentation becomes a scaling problem.

The Local Execution Gap

One of the biggest challenges in franchise marketing is the disconnect between corporate strategy and local execution.

Corporate teams may create excellent campaigns with strong creative, clear messaging, and

well-defined brand standards. But execution still depends on multiple layers of operational coordination and often ultimately relies on local franchisees for implementation.

This creates a common frustration within franchise systems: corporate teams feel they are delivering a strong marketing strategy, while franchisees often feel overwhelmed by operational complexity and fragmented processes.

As systems grow, maintaining consistency across hundreds of independently operated businesses becomes increasingly difficult without scalable infrastructure supporting the process.

Why Franchisee Adoption Matters More Than Ever

When marketing systems become fragmented and overly complicated, adoption naturally declines. If franchisees are required to manage multiple tools, coordinate with different vendors, navigate manual approvals, or launch campaigns themselves, participation often becomes inconsistent across the network.

This creates significant performance gaps between locations.

Some franchisees fully engage with corporate initiatives. Others participate selectively. Some avoid the systems entirely because the operational burden outweighs the perceived value.

This is why simplifying franchisee workflows has become such an

important priority for leading franchise brands. The easier systems are to use, the more likely franchisees are to participate consistently.

Franchise Marketing Has Become an Infrastructure Challenge Franchise marketing is often viewed as a campaign challenge.

• How do we create better ads?

• Better promotions?

• Better creative?

• Better media buying?

However, the larger challenge is operational infrastructure.

• Can the marketing system scale efficiently as the brand grows?

• Can execution happen consistently across hundreds of locations?

• Can franchisees participate easily without increasing operational burden?

• Can corporate maintain visibility across the entire system?

The future of franchise marketing is increasingly shifting toward centralized systems designed to reduce operational friction while improving scalability.

What Modern Franchise Marketing Looks Like

Rather than relying on manual coordination, disconnected vendors, and fragmented workflows, modern systems are prioritizing: • Centralized infrastructure • Automated execution • Integrated reporting • Programmatic localization • Simplified franchisee participation • Real-time visibility In this model, corporate teams maintain strategic oversight and brand governance while technology simplifies and automates execution across local markets.

Campaigns can be distributed centrally while still allowing for local customization. Reporting becomes unified. Operational visibility improves. Franchisees gain easier access to marketing participation without becoming overwhelmed by complexity. The operational burden shifts away from humans and toward scalable systems.

Automation Is Becoming Essential

As franchise systems continue to grow, manual coordination becomes increasingly unsustainable. Many corporate marketing teams spend enormous amounts of time on: • Approvals • Local customization • Campaign setup • Reporting consolidation • Franchisee support

“

The easier systems are to use, the more likely franchisees are to participate consistently.”

Every manual process creates operational friction.

Automation is now becoming one of the most important drivers of scalability in franchise marketing.

Modern systems can automate: • Campaign deployment • Audience targeting • Reporting aggregation • Brand compliance • Localized content adaptation • Workflow approvals This allows marketing teams to spend less time managing operations and more time focusing on strategy, optimization, and growth.

The Importance of Managed Localization

One of the biggest misconceptions in franchise marketing is that brands must choose between local flexibility and brand consistency.

In reality, the most effective systems create managed localization.

Corporate teams define: • Brand standards • Campaign frameworks • Creative direction Franchisees retain flexibility around: • Local messaging • Offers • Budget allocation • Market-specific adjustments This balance improves both participation and consistency.

Franchisees feel empowered to market locally while corporate teams maintain operational governance across the system.

The Future of Franchise Marketing

Over the next several years, franchise marketing will continue evolving toward: • AI-assisted execution • Programmatic localization • Real-time optimization • Unified reporting The organizations that simplify execution, centralize visibility, and modernize operational infrastructure will be positioned to scale more efficiently than those relying on antiquated and fragmented marketing models.

Steve Buors is the CEO and co-founder of Reshift Media, an award-winning franchise marketing agency recognized globally for its innovative approach to digital marketing and franchise technology solutions. Reshift Media is also the creator of Franify, a leading franchise marketing platform designed to simplify and scale digital marketing specifically for franchise systems. For more information about IFA supplier member Reshift Media, please visit franchise.org/suppliers/reshift-media/.

July/August 2026 / FRANCHISING WORLD 39

MARKETING

“MARKETING AS A SERVICE”: ARMING THE LOCAL ENTREPRENEUR FOR MARKET DOMINANCE

By Ben Cohen, French Florist

The lights come on early.

The doors unlock.

T

here is inventory to count, payroll to meet, and a customer waiting at the counter. This is the reality of the franchise owner.

It is a physical, immediate world, bound by the four walls of the shop and the immediate demands of the day. The franchisor sits a thousand miles away, discussing brand equity and omnichannel acquisition.

There is a fracture here. A disconnect between the idea of the brand and the reality of the floor.

To bridge it, marketing cannot merely be a directive handed down from Headquarters. It must be a utility. It must be a structure that holds. In a successful franchise, the brand is a ubiquitous feeling or ether sustained by rigorous, obsessive detail, and the franchisor is the architect of that detail.

We call the first mechanism “Marketing as a Service.” The phrase is corporate, but the mechanics are blood and bone. The franchisee did not buy a business to become

40 FRANCHISING WORLD / July/August 2026

a digital media buyer. They did not sign the agreement to decipher search algorithms, build landing pages, or manage the daily warfare of online reputation management.

They signed to operate. To deliver the product. To run a profitable business.

Therefore, the franchisor must hold the center. At French Florist, we centralize the complex, the technical, and the brand-critical. We build the infrastructure. We run the paid search. We protect the margins. We do the heavy, invisible digital lifting so the operator can do the one thing we cannot do from headquarters: look the customer in the eye.

But survival requires more than digital traffic. Growth requires partnerships. It often requires business-to-business revenue. Yet, asking a new, overwhelmed owner to cold-call luxury hotels or corporate accounts while simultaneously learning to run their operation is a recipe for failure. It dilutes the focus. Instead, we rely on a model

of “Centralized Sourcing, Local Execution.” Headquarters plays the scout. We look at the map. We identify the targets. We qualify the leads. More importantly, we rolemodel exactly what an on-brand, on-strategy local partner looks like. We source the opportunity and hand it down the line. But the execution, the physical handshake, the bespoke delivery, the relationship, that must be fiercely local. The center sources. The edge executes.

“

In a successful franchise, the brand is a ubiquitous feeling or ether sustained by rigorous, obsessive detail, and the franchisor is the architect of that detail.”

As the network expands, a new tension emerges. It is the tension between the monolith and the neighborhood. A brand is a promise of consistency, but geography is a reality. What resonates on a Tuesday in Los Angeles may ring entirely hollow on a Thursday in Chicago.

Rigidity, at scale, becomes a liability.

The solution is “Glocalization.” It is the strategic allowance of freedom within a framework. We build the guardrails high and thick to protect the core identity: the aesthetic, the standard, the voice. But within those lines, there must be room to breathe.

The local operator must be allowed to adapt, to speak the local dialect, to sponsor the specific community event, to be of their exact place.

We dictate the standard. We let them dictate the neighborhood.

To maintain that standard, the franchisor must act as the laboratory.

You do not guess with other people’s money. It is a simple rule, yet frequently forgotten in franchising.

Marketing ideas are cheap; execution is expensive. Therefore, we “Test, Prove, and Scale.” Hypotheses are dangerous things when tested on the floor. We take the risk at the corporate level. We test the new advertising channel, the new product line, the new retention software. We spend our own capital to find the flaws, to locate the friction.

Only when the math works, only when the return on investment is undeniable and the operational mechanics are smoothed, do we roll it out to the system. We scale what works. We bury what fails. We protect the network from our own untested theories.

In the end, it all comes down to the floor. Retail is detail. A brand is not built in a boardroom. It is built, and it is broken, in a thousand tiny, daily interactions. Because the franchisee is simultaneously running a complex business and acting as the local face of the brand in their

“

Rigidity, at scale, becomes a liability.”

community, the franchisor must be obsessive about simplicity. We must offer plug-and-play strategies.

Tactics that make sense. Activations that do not require a laborious instruction manual to execute.

The execution must be seamless, because the operator has no time for friction. The details matter.

The rhythm matters. When the franchisor provides the exact right tools, and the franchisee provides the exact right execution, the fracture heals. The noise fades. The center holds. And the brand, its promise, and its potential become real.

Ben Cohen is the chief marketing officer for French Florist. For more information about IFA franchisor member French Florist, please visit franchise.org/franchiseopportunities/french-florist.

July/August 2026 / FRANCHISING WORLD 41

PREFERRED VENDORS

IFA's preferred vendors offer franchisors and franchisees products and services to advance their brands. www.franchise.org/ifa-preferred-vendors

AnswerConnect is an industry leader in live reception services, offering complete support for your entire franchise system—whether it’s franchise development or individual franchisees. Available 24/7/365, AnswerConnect expertly handles calls, sets appointments, qualifies leads, transfers calls, integrates with CRMs, and much more. answerconnect.com/franchise

As the authority in franchise funding, Benetrends has been funding America’s most popular brands for 40 years. Benetrends' innovative and comprehensive suite of funding solutions not only helps franchisees successfully launch their dreams, but also helps catapult growth of franchise systems. www.benetrends.com

Constant Contact simplifies digital marketing for franchisors with an all-in-one platform for email, social, landing pages, and more. Whether you’re an emerging franchise or an established system, our platform empowers franchisors to decide how much control to maintain at the top while giving franchisees the flexibility they need for local marketing success. www.constantcontact.com/partners/ franchise

Consumer Fusion helps franchise systems maintain brand consistency, safeguard their reputation, and accelerate digital growth. From AI-powered reputation management and sentiment analysis to streamlining social media and local SEO, Consumer Fusion delivers franchise-specific technology and strategic support. www.consumerfusion.com

Morrow Hill is a technology-driven commercial real estate firm that exclusively represents tenants with an unbiased, market-true lens. Through our Build + Design + Manage Services, we provide expert site selection, space planning, and project management supported by a dedicated client team. www.morrowhill.com

Paychex is a leading provider of integrated human capital management solutions for payroll, benefits, human resources, and insurance services. We’re a digitally driven HR leader on a mission to help franchise businesses succeed by making complex challenges brilliantly simple. www.paychex.com/franchise

Scorpion is the leader in helping franchises succeed by focusing on what truly matters—driving revenue.

Our digital marketing solutions support your network every step of the way, helping tell your story online, attract more of the right customers, and turn those opportunities into measurable results. www.scorpion.co/ifa

MULTI-UNIT FRANCHISING

THE MULTI-CONCEPT ADVANTAGE: WHY & WHEN PAIRING CONCEPTS IS A SMART FRANCHISEE STRATEGY

By Mark Neuman, Purpose Brands

How thoughtful portfolio design can drive stability, efficiency, and long-term growth

F

ranchisees today want to build a smart portfolio that can withstand every economic turn.

They want to grow, but not just for the sake of growth. Increasingly, operators are turning to multi-concept strategies, pairing complementary brands or diversifying across categories to create resilience, maximize resources, and better serve evolving consumer habits.

At its core, the multi-concept advantage creates balance. With a variety of concepts, risk can be balanced and managed, revenue streams can flow, and operational efficiencies shine.

Strength in Complementary Concepts One of the most compelling reasons to invest in multiple concepts is the ability to create natural synergies with existing similar concepts. Pairing businesses within adjacent industries, such as

“

One of the most compelling reasons to invest in multiple concepts is the ability to create natural synergies with existing similar concepts.”

fitness and recovery or personal care, can amplify customer value while streamlining operations.

For example, a boutique fitness studio franchisee can benefit

from proximity to recovery or wellness services, offering members easy access to a holistic lifestyle experience. From an operational standpoint, complementary concepts often allow for shared staffing models, cross-training employees, and more efficient scheduling. Pairing similar concepts creates alignment around similar consumers and often builds around their regular routines.

Our concepts at Purpose Brands, Orangetheory Fitness, Anytime Fitness, The Bar Method, and Waxing the City, illustrate how recurring, selfcare-driven services can exist within a broader lifestyle ecosystem without competing for the same exact occasion.

July/August 2026 / FRANCHISING WORLD 43

The Role of Habit in Portfolio Design

Centering a multi-concept operation around habit formation can be a strong strategy. Research from the Habit Lab at the University of Southern California suggests that habits drive nearly 45 percent of daily decisions. Businesses rooted in routine — fitness, grooming, and wellness among them — benefit from this behavioral consistency.

These “habitual businesses,” or businesses that become part of people’s routines, can bring in steady, repeat income with returning customers.

Once it becomes a habit, there’s lower customer acquisition friction. When franchisees build portfolios around daily or weekly routines, they tap into dependable demand cycles that are more resistant to economic volatility.

“

Operational complexity increases with each brand and location added, requiring strong systems and leadership.”

To use an example from the fitness world, pairing a 24/7 access model with a more structured concept within the same vertical can strengthen habit-based engagement by supporting both flexible and routinedriven customer behaviors. We can still share the same consumer base, but appeal to overlapping needs.

Diversification Still Has Its Place

While complementary concepts offer efficiencies, diversification across unrelated industries can also be a smart strategy. How often do you hear about diversification in stock portfolios? The same concept applies to business portfolios.

44 FRANCHISING WORLD / July/August 2026

Pairing sectors like fitness and food service, for example, can offset differences in demand cycles and economic sensitivity.

Similarly, combining quick-service restaurants with home services can help balance seasonal trends or consumer spending shifts. Another approach is pairing concepts that serve different demographics, such as childcare or early education alongside senior care, allowing offerings to span distinct life stages, stabilize revenue streams, and even unlock cross-selling opportunities This approach reduces reliance on a single revenue stream and helps insulate franchisees from economic changes.

Another way to expand a portfolio is by adding new or adjacent services to your existing concept. If you’re a seasonal operator, perhaps there is an adjacent concept, service, or offering you can provide in the typical off-season. The same consumers may apply, but the portfolio grows to year-round revenue.

The Equation for the Multi-Concept Advantage

Despite the benefits, multi-concept ownership isn’t without challenges, and it’s not for everyone. Operational complexity increases with each brand and location added, requiring strong systems and leadership. A word to the wise — consider expansion only when:

• There is already a stable, wellperforming core business • Strong operational processes exist • A franchisee has the capacity to manage or delegate effectively • There is a clear, strategic plan for multi-concept growth and implementation Before taking the next step, it’s helpful to pause and assess whether the fundamentals are truly in place.

Here’s a simple way to think about it: Multi-Concept Advantage = F + O + L + S (Foundation, Operations, Leadership, Strategy) If any one of these elements is lacking, growth can quickly become strained rather than strategic. The goal is not to build a collection of brands, but instead to create a cohesive, high-performing portfolio designed for long-term success.

A More Intentional Growth Path Ultimately, the most successful franchisees approach multi-concept ownership with intention. Whether choosing complementary brands that reinforce consumer habits or diversifying across industries to mitigate risk, the strategy should align with both market demand and operational capabilities.

Mark Neuman is the senior director of Global B2B franchise development marketing at Purpose Brands, a portfolio of leading fitness and wellness brands, including Orangetheory Fitness, Anytime Fitness, The Bar Method, and Waxing the City.

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FranchisOR INSIGHTS

WHAT PROSPECTIVE FRANCHISEES SHOULD KNOW BEFORE TAKING THE LEAP

By Sam McCrady, Express Employment Professionals

When people think about franchise ownership, they often focus on the end result: owning a business that builds wealth and creates independence.

W

hat receives less attention is the journey that gets you there and the lessons learned along the way.

My path to franchise ownership was not linear. I entered the staffing industry shortly after graduating from college in 2009, worked my way through various roles, experiencing numerous setbacks.

After a decade of hard work and perseverance, I achieved my goal of becoming the owner of an Express Employment Professionals office in Centralia, Washington.

Looking back, there are several lessons I wish I had fully understood earlier in my journey.

46 FRANCHISING WORLD / July/August 2026

For anyone considering franchise ownership, these lessons may help provide a more realistic picture of what success looks like.

Know Why You Want to Own a Business The most important question a prospective franchisee should ask themselves is the most straightforward one: Why do I want to own a business? Many people pursue entrepreneurship seeking flexibility and more control over their schedule.

Others are focused on the financial independence or the opportunity to create generational wealth.

For me, the answer was never simply to own a business. It was about creating security and having greater control over my future. I wanted the opportunity to build something for myself and my family while creating opportunities for others.

As a mother of two teenagers involved in sports, I understand firsthand the challenge of balancing family responsibilities with business ownership. There have been periods when work demanded more attention and others when family took priority.

Perfect balance doesn’t exist.

When challenges arise, your reason for pursuing ownership becomes incredibly important. A strong sense of purpose can help you navigate uncertainty, make difficult decisions and stay focused on long-term goals.

Before investing in any franchise opportunity, prospective owners should determine what success means to them. Financial goals matter, but so do lifestyle goals, community impact and personal fulfillment.

For me, ownership has allowed me the ability to be present for many of the moments that matter most. In fact, my daughter spent time in the office

with me as an infant, and each of my children have grown up watching the realities of entrepreneurship firsthand.

When considering franchise ownership, think beyond revenue projections and consider how the business fits into the life you want to build. The right opportunity should support both professional and personal goals.

“

As a mother of two teenagers involved in sports, I understand firsthand the challenge of balancing family responsibilities with business ownership.”

Take Advantage of the Franchise Network One of the biggest misconceptions about entrepreneurship is that owners must figure everything out on their own.

While ownership comes with significant responsibility, one of the greatest advantages of franchising is access to a network of people who have faced similar challenges and opportunities.

Throughout my career with Express, fellow franchise owners have consistently shared advice, best practices and encouragement.

Whether I needed guidance on operations, growth strategies or difficult decisions, or simply a word of encouragement, there was always someone willing to help.

That collaborative environment has been one of the most valuable parts of my ownership journey.

When evaluating franchise opportunities, prospective owners should look beyond the brand itself and pay close attention to the strength of the franchise community. The relationships you build within the system can become an important resource throughout your career.

As owners, we are responsible for making decisions that impact employees, clients and the future of the business. While advice and support are valuable, there are times when leaders must move forward with confidence, even when the path isn’t universally supported.

The ability to make thoughtful decisions and stand behind them is an important skill for any franchise owner.

Allow Setbacks to Fuel Your Impact

After several years working in staffing, I was laid off following the loss of a major client. At the time, it felt like a significant setback. I transitioned into human resources and continued building my skills, but I never lost interest in the staffing industry. Eventually, I found my way back and ultimately into ownership with Express.

That experience changed how I think about career setbacks. What once felt like a detour turned out to be a period of growth. The skills I gained outside the staffing industry gave me broader perspective, which I still rely on today as a business owner. It also reinforced to me that career paths are rarely linear, but that doesn’t make them any less valuable.

For prospective franchisees, it’s important not to view setbacks or career changes as disqualifiers.

In many cases, those experiences build the resilience, adaptability and decision-making skills needed to run a business.

That perspective becomes especially important in franchising, where success is ultimately tied to impact. While financial performance is part of ownership, some of the most meaningful outcomes come from helping others move forward in their careers.

In staffing, every placement represents more than a job. It can restore confidence, create stability and give someone a renewed sense of purpose. That impact is what makes the work sustainable over the long term, especially through the inevitable challenges of ownership.

“

For prospective franchisees, it’s important not to view setbacks or career changes as disqualifiers.”

My journey to franchise ownership is something I’m proud of, but the day-to-day work is what gives it meaning. Helping businesses grow and helping individuals find opportunity reinforces why I chose this path in the first place.

Success rarely happens overnight or on a straight timeline, but with persistence and the right mindset, ownership can create opportunities you may not have anticipated at the start.

Sam McCrady is a franchise owner at Express Employment Professionals in Centralia, Washington. For more information about IFA franchisor member Express Employment Professionals, please visit franchise.org/franchise-opportunities/expressemployment-international/.

July/August 2026 / FRANCHISING WORLD 47

FranchisOR INSIGHTS

WHERE IS YOUR NEXT FRANCHISEE COMING FROM?

By Tony Padulo, Arthur Murray Dance Studios

Most franchise systems have a candidate profile that works for them.

T

he challenge is that over time, “what works” quietly becomes the only thing the development process is built to see. Messaging, qualification criteria and the candidate experience are all shaped by whoever the primary channel delivers. Eventually, the funnel gets so dialed into one profile that strong franchise candidates coming from a different direction don’t get recognized. That’s not because they aren’t qualified — it’s because the system was never built to find them.

After more than 45 years in franchise development, I’d argue this is one of the most common and least discussed franchise growth challenges. It’s not a lead volume problem, but a sourcing problem.

48 FRANCHISING WORLD / July/August 2026

The brands that fix it don’t do it by generating more leads — they rethink where their franchisees come from.

The Hidden Cost of One Channel

Portal-based lead generation still works. For many systems it’s the right primary channel. The issue is treating it as the only one.

The risk of single-source dependency is that it doesn’t show up until something changes. For example, an algorithm shifts, or a category gets more competitive. The way candidates research franchise opportunities is evolving, and AI is already influencing decision-making more than most development teams realize. None of

that is within a franchisor’s control, but the exposure is. A development strategy built around one source will always be more fragile than it looks.

When most of your deals come from one place over time, your sense of what a good candidate looks like gets shaped by a narrow sample. You’re not making bad calls, but you’re working from an incomplete picture. That’s a hard thing to notice, and a harder thing to fix.

Don’t Overlook What’s Already Working Inside Your System Before looking outside, the best development opportunity for most franchisors is already inside their system with existing franchisees.

Multi-unit growth from proven owners has advantages. These operators know the brand, they’ve already worked through the learning curve and onboarding moves faster.

When it works, it’s the most efficient deal in franchise development.

The challenge is that being a strong operator and being ready to expand aren’t the same thing. A franchisee can run a great location and not be right for a second one, and that’s usually because their results depend on them being there every day rather than on the team and systems in place.

Look at your top performers and ask whether their business would hold up if they stepped away for a month. That question tells you more about expansion readiness than unit economics will.

“

When most of your deals come from one place over time, your sense of what a good candidate looks like gets shaped by a narrow sample.”

The Candidate Many Systems Haven’t Considered

In many categories, the best franchise candidates are already running businesses — just not franchise businesses. In fitness, personal services, education, home services and experiential concepts, there’s a large pool of independent operators who have done something hard. They built a customer base, delivered a service people keep coming back for, and stayed in business long enough to prove it.

What they typically don’t have is what a franchise system offers — including group purchasing power, proven operational systems, marketing support and a network of operators

who’ve already worked through the problems they’re solving alone.

The conversation with a successful independent isn’t a sales pitch about why franchising is better. That framing doesn’t work because these owners don’t see themselves as people who need rescuing, and they’re right.

The right conversation is about what gets easier with the backing of a system. That means brand recognition, lower costs through group buying and support when they hit the challenges every growing business faces.

At Arthur Murray, a brand with 114 years of history, we recently made a significant shift, opening franchise opportunities to qualified candidates from outside the system for the first time in a long time — including independents. It was a deliberate decision rooted in exactly this thinking. Limiting our candidate pool to one profile meant leaving capable, motivated operators without a path to join the brand.

Culture Is the Standard, Not the Barrier When I talk to franchisors about broadening their development approach, the concern I hear most is about culture. They worry that bringing in new types of franchisees will change brand standards. It’s a fair concern, but it tends to get applied incorrectly.

I’ve seen brands hold on so tight to how they’ve always grown that they pass on great candidates. I’ve also watched brands open things up without a screening framework and award to franchisees who weren’t a good fit. Both outcomes are costly.

The brands that do this well don’t lower their standards. They get clearer about what their standards

are, whether that’s operationally, culturally or financially. Then, they hold every candidate from every channel to that same bar. When you have that clarity, the channel matters a lot less. Fit is the filter.

“

Before looking outside, the best development opportunity for most franchisors is already inside their system with existing franchisees.”

Start With the Right Question

The most useful shift a development team can make isn’t about tactics. It’s about the question they’re asking.

Asking how to find more candidates is the starting point. The better question is which candidates you’re not finding, and why.

That question points you at the ceiling in your current channel, the existing franchisees who are ready to grow and the operators in your category who have never been approached the right way.

The growth most systems are chasing isn’t out of reach. It’s in channels they’ve been looking past.

Tony Padulo is the chief development officer for Arthur Murray Dance Studios. For more information about IFA franchisor member Arthur Murray Dance Studios, please visit franchise.org/franchiseopportunities/arthur-murray-dance-studios/.

July/August 2026 / FRANCHISING WORLD 49

FRANCHISE DEVELOPMENT

FRANCHISING IN 2026: GROWTH OPPORTUNITIES REMAIN, BUT THE REGULATORY AND ECONOMIC LANDSCAPE IS RESHAPING THE EXPANSION MODEL

By Paul Woody, UB Greensfelder

Franchising continues to expand in 2026, but franchisee expectations and regulatory oversight are changing what is required for franchised brands to succeed.

G

rowth remains available, but it increasingly depends on disciplined disclosures, proven and replicable unit economics, more sophisticated operator selection, and the diligence to meet evolving compliance obligations. Legal developments around fee disclosure, franchise broker regulation, joint-employer risk, noncompetes, and governing-law requirements will likely affect how franchise systems structure and execute growth.1

1

Industry Growth Continues, but the Expansion Model Is Tightening

The 2026 franchise outlook remains favorable in macro terms. The International Franchise Association and FRANdata project that U.S. franchising will reach approximately 845,000 establishments with more than 12,000 new franchised businesses, generate more than $921 billion in output, and support nearly 8.9 million jobs in 2026, reflecting continued resilience despite tighter credit, uneven consumer demand, and persistent margin pressure at the unit level.2 The strongest regional growth is expected in the Southeast and Southwest, and the fastest-growing sectors include child services and commercial and residential services. However, FRANdata also notes that growth is occurring 1

2

50 FRANCHISING WORLD / July/August 2026

FTC, “FTC Takes Action to Ensure Franchisees’ Complaints Are Heard, Protect Against Illegal Fees” (July 12, 2024). ftc.gov; NASAA Franchise Project Group, “Impact of Shifting Market and Economic Factors on Franchise Disclosures” (August 6, 2025). nasaa.org; Virginia HB 69 / SB 240, effective July 1, 2026. lis.virginia.gov; California DFPI, Franchise Investment Law updates. dfpi.ca.gov.

International Franchise Association / FRANdata, Franchising Economic Outlook 2026. franchise. org; frandata.com.

against a backdrop of constrained discretionary spending, tighter lending standards, and continuing pressure on unit margins.3 As a result, franchisors are increasingly expected to justify expansion not merely through white-space availability, but through demonstrable unit-level economics, operational scalability, and realistic opening assumptions. Growth capital, franchise candidates, and multi-unit operators increasingly favor brands that show operational resilience over novelty or sales momentum.4

2 Technology, Fees, and FDD

Accuracy Are Now Front-and-Center Risk Areas

Many systems are leaning harder on technology, automation, and AI to improve processes such as ordering and inventory management. IFA has expressly identified AI investment as one of the factors supporting the model’s 2026 growth outlook.5 However, modernization raises disclosure compliance challenges.

Recent staff guidance from the FTC stated that franchisors cannot lawfully impose and collect fees that were not previously disclosed, including fees added or increased through unilateral changes to operations manuals, such as technology fees, payment processing fees, marketing expenses, and other 3

4

5

International Franchise Association / FRANdata, Franchising Economic Outlook 2026. franchise.org; frandata.com.

International Franchise Association / FRANdata, Franchising Economic Outlook 2026. franchise.org; frandata.com.

International Franchise Association / FRANdata, Franchising Economic Outlook 2026. franchise.org; frandata.com.

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July/August 2026 / FRANCHISING WORLD 51

required charges.6 We advise clients to either set a fee formula tied to the franchisor’s actual costs, or cap such fees for the term of the agreement.

In addition, on August 6, 2025, NASAA’s Franchise Project Group issued guidance on the impact of shifting market and economic factors on franchise disclosures, emphasizing that changing economic conditions do not excuse inaccurate, incomplete, or stale FDD disclosures — making clear that generalized “market uncertainty” disclaimers are not a substitute for updated disclosure.7

3 Multi-Unit Ownership and

Operator Sophistication Continue to Rise Franchising is becoming more institutional. FRANdata’s 2026 ownership landscape reports that 57 percent of franchised units were operated by multi-unit owners, following growth across all major multi-unit ownership categories from 2010 to 2025.8 This trend informs successful franchisors’ priorities. The buyer profile in many systems is shifting from the traditional owneroperator to an operator with more capital, more leverage, and greater expectations around deal structure and transparency.9 Multiunit and multi-brand operators typically focus on issues such as transfer rights, development schedules, default remedies, 6

7

8

9

FTC, “FTC Takes Action to Ensure Franchisees’ Complaints Are Heard, Protect Against Illegal Fees” (July 12, 2024). ftc.gov.

NASAA Franchise Project Group, “Impact of Shifting Market and Economic Factors on Franchise Disclosures” (August 6, 2025). nasaa.org.

FRANdata, New Multi-Unit Franchising Landscape 2026. franchise.org.

FRANdata, New Multi-Unit Franchising Landscape 2026. franchise.org.

52 FRANCHISING WORLD / July/August 2026

Standards 5 Labor Are Narrower

territory density, labor flexibility, and portfolio-level economics.

Federal Enforcement Risk Is More Than Theoretical

4

In March, the FTC announced a settlement with Xponential Fitness, imposing $17 million in franchisee redress, citing it as the largest amount ever returned to consumers in a franchise case. According to the FTC, the alleged violations included misrepresentations about opening timelines and failures to disclose required information regarding executives, litigation, and other material matters.10 Although every case relies on its facts, the Xponential matter is a notable reminder that regulators remain willing to scrutinize franchise sales practices and FDD disclosures where they believe prospective franchisees were deprived of material information.11 In parallel, Congress continues to consider legislation that could increase franchisor exposure if enacted. The Franchisee Freedom Act (H.R. 4614) seeks to create a private right of action for violations of the FTC Franchise Rule and would prohibit franchisors from restricting franchisees’ association with one another. The bill was introduced in July 2025 but has not been enacted.12

at the Federal Level— for Now

In February, the NLRB formally withdrew the vacated 2023 jointemployer standard, leaving the narrower 2020 joint-employer rule in effect. Under that framework, joint-employer status turns on whether an entity possesses and exercises substantial direct and immediate control over essential terms and conditions of employment.13 Also in February, the U.S. Department of Labor published a proposed rule that would rescind the 2024 independent-contractor framework and replace it with a more streamlined analysis giving greater emphasis to control and opportunity for profit or loss. Implementation of this proposed rule is still pending.14 At the legislative level, the IFA-supported American Franchise Act (H.R. 5267) would codify a narrower federal joint-employer standard for franchising. It, too, remains proposed legislation.15

Law 6 State Divergence May

Be the Most Important Long-Term Growth Constraint Virginia and California have led the charge on new state franchise sales regulations in 2026.

Federal Register, “Withdrawal of 2023 Standard for Determining Joint-Employer Status” (February 27, 2026). federalregister. gov.

14 U.S. Department of Labor, proposed rule on independent-contractor status (February 27, 2026). federalregister.gov.

15 American Franchise Act, H.R. 5267, introduced September 10, 2025. congress.gov.

13

FTC, “FTC Secures Settlement Against Xponential Fitness for Franchise Rule Violations” (March 18, 2026). ftc.gov.

11 FTC, “FTC Secures Settlement Against Xponential Fitness for Franchise Rule Violations” (March 18, 2026). ftc.gov.

12 Franchisee Freedom Act, H.R. 4614, introduced July 22, 2025. congress.gov.

10

Virginia

As of July, Virginia law now requires covered franchise agreements to be governed by Virginia law and prohibits post-term competition restrictions in many retail franchise agreements, subject to a limited carveout tied to a voluntary sale of a franchise.16

California

California’s SB 919, which includes franchise broker registration, will go into effect on July 1, 2027, now that the legislature has appropriated funding for its implementation.17 16

17

Virginia HB 69 / SB 240, effective July 1, 2026. lis.virginia.gov; California Department of Financial Protection and Innovation, Franchise Investment Law updates. dfpi. ca.gov.

Virginia HB 69 / SB 240, effective July 1, 2026. lis.virginia.gov; California Department of Financial Protection and Innovation, Franchise Investment Law updates. dfpi. ca.gov.

THE PATH TO BECOMING A CERTIFIED FRANCHISE EXECUTIVE TM (CFE) APPLY TODAY! BEGIN TODAY! Visit: franchise.org/certification Email: cfe@franchise.org

These developments reflect a broader issue: multi-state expansion now requires more awareness as well as state-specific contract planning, broker channel review, and sensitivity to relationship-law divergence.18

fragmentation.19 Brands can improve their odds by getting performance and process right before they franchise, working closely with counsel, and ensuring they have the resources to support franchisees from day one.

Conclusion

Franchising in 2026 remains a growth story, but the growth is increasingly disciplined. The systems best positioned to expand are likely to be those that combine strong unit economics with effective disclosure controls, thoughtful labor-risk management, and a realistic appreciation for state-law

ub-greensfelder/.

19

18

Virginia HB 69 / SB 240. lis.virginia.gov; California DFPI, Franchise Investment Law updates. dfpi.ca.gov.

Paul Woody is partner in UB Greensfelder’s Franchising group.

For more information about IFA supplier member UB Greensfelder, please visit franchise.org/suppliers/

International Franchise Association / FRANdata, Franchising Economic Outlook 2026. franchise.org; Virginia HB 69 / SB 240. lis.virginia.gov; FTC, “FTC Takes Action to Ensure Franchisees’ Complaints Are Heard, Protect Against Illegal Fees” (July 12, 2024). ftc.gov.

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!

July/August 2026 / FRANCHISING WORLD 53

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.

Nicole Pierce, British Swim School Franchisee, South Florida

NICOLE PIERCE

54 FRANCHISING WORLD / July/August 2026

Everyone’s franchise journey is unique. For Nicole Pierce, who just opened her 5th British Swim School location in South Florida, it started when she got an unexpected call from the the brand’s founder, Rita Goldberg, inviting her to interview for an instructor role.

“I went in for that interview, and I never left,” Pierce said. Nicole went on to become the longest serving aquatics director in the system, holding the role for nearly nine years before transitioning into ownership.

It’s easy to see why she was drawn to British Swim School. She began swimming at age eight and went on to compete at high levels, including Junior Olympics and Empire State Games. Her passion for the water led to a collegiate swimming career and as an ocean rescue lifeguard, before later serving as the National Aquatics Director for British Swim School.

Her nearly two decades of aquatic expertise have been the catalyst to develop deep community roots with a mission driven business committed to drowning prevention and advocacy. She forms close relationships with parents who lost children to drowning and supports scholarship initiatives and special needs programming.

When she had the opportunity this year to buy the historic Pembroke Pines, Florida, location — one of founder Rita Goldberg’s original schools — she felt compelled to preserve her mentor’s legacy. Today, she leads with a clear vision for water survival education for people at every age and every stage of life.

FEATURED FRANCHISEES

THANO AND NICOLE EMERICK

Thano and Nicole Emerick, Exit Factor Franchisees, Western Chicagoland, Illinois

Thano and Nicole Emerick are on a mission to reduce the number of failed, disappointing, and unplanned business exits. The husband-and wife team grew up working in their families’ businesses, where they developed an appreciation for the grit and sacrifice required to build a successful small business.

After graduating from the University of Michigan, Thano built a career helping solve complex business challenges and later joined an early-stage consulting firm that grew through acquisitions, private equity investment, global expansion, and successful exits.

Nicole began her career in commercial banking, founded and sold a media company serving young professional women, and went on to lead marketing and communications teams at a global ad agency.

She later became a certified executive coach and continues to assist owners with business transitions; she has a special passion for working with women to build, buy, and eventually exit their businesses.

The two entrepreneurs discovered that most owners were not prepared to exit on their terms. “We knew we wanted to help solve this problem because too many owners have their wealth, identity, and future tied up in a business that isn't truly transferable,” Theo said.

Added Nicole, “So many business owners are struggling because they’re trying to do everything alone. We chose franchising because we believed Exit Factor and United Franchise Group had already built the playbook, processes, and support system that would allow us to make a bigger impact for business owners, faster.”

NICK MARCO

Nick Marco, Hand & Stone Multi-Unit Franchisee, New Jersey and Ohio

Nick Marco never planned to become a franchisee. He was training as a nurse anesthetist in Philadelphia when a phone call from his father changed the course of everything.

Growing up as the son of Hand & Stone founder John Marco, Nick was never far from the brand. He worked at the original Toms River location in high school, and at just 14, suggested the name “Hand & Stone” to his father after listening to him talk about hot stone massage as a signature differentiator. John was so excited he registered it in the middle of the night.

When a nearby Hand & Stone franchise opportunity fell through for another candidate, Nick and his sister stepped in and never looked back. He was still picking up ICU shifts at the time, but franchising claimed him. Growing largely through strategic acquisitions, Nick now owns 12 spas and supports 25 more across New Jersey and Ohio as Regional Developer, building a portfolio that generates more than $25 million in annual revenue and employs approximately 600 people.

What drives him is simple — when people feel cared for, everything else follows. Nick hires for connection over credentials, invests in his managers and measures success as much by retention as revenue.

He is also an outspoken advocate for inclusive franchise ownership, believing diverse franchisees make brands stronger and communities better.

Now serving as Chairman of the 2026 Multi-Unit Franchising Conference, Nick Marco is proof that the best franchise businesses are built on people first.

July/August 2026 / FRANCHISING WORLD 55

FEATURED FRANCHISEES

CHARLES WATERMAN

Charles Waterman, Closets by Design Franchisee, SE Pennsylvania

After becoming an industrial engineer for Texas Instruments and working in that space for several years, Charles Waterman decided to make a transition into the world of franchising. He believed in the franchise model and wanted to do something where he could make a bigger impact on people, both customers and employees.

Ultimately, he became a franchisee of Closets by Design, attracted to the breadth of the business and profitability potential. This opportunity allowed him to be more hands-on and get involved in numerous areas of the business, from marketing to installation to customer experience.

Twenty years later, he has been able to serve hundreds of homeowners across Southeast Pennsylvania and Northern Delaware, as well as community members with employment opportunities or outreach programs. Charles doesn’t just live in the community, he actively looks for ways to build it up.

As he reflects on the past two decades, what he is most proud of is the culture he has created within his business and the impact he’s been able to make on so many individuals and families. Charles has watched the kids of his employees grow up or some even buy a car for the first time, two things he never thought he’d witness as a business owner but were made possible by the franchise model and support of the Closets by Design franchising team.

He took a chance to become a franchisee of Closets by Design and through many lessons learned along the way, has built a business rooted in care, commitment and authenticity.

56 FRANCHISING WORLD / July/August 2026

RUDY MORENO

Rudy Moreno, PJ’s Coffee Franchisee, Laredo, Texas

Rudy Moreno has spent his lifetime serving others.

Long before he became a PJ's Coffee franchise owner, he learned the value of hard work in the fields alongside his family as a migrant worker from Mexico.

As a child, he picked cotton, tomatoes, cantaloupes and watermelons, and even sold mangos on street corners to earn spending money. Those early lessons in perseverance and the leadership opportunities he embraced as president of his high school rodeo club shaped the foundation for everything that followed.

Motivated to serve his country, Rudy enlisted in the U.S. Army during the Gulf War era, where he was named “Soldier of the Quarter” and took pride in leading by example. After his military service, he built a career protecting communities as both a police officer and U.S. Border Patrol agent before retiring to pursue a new mission alongside his wife, Melanie.

That mission led them to PJ's Coffee.

After researching opportunities in the growing coffee industry, Rudy was drawn to PJ’s Coffee because of its regional flavors and high-quality product. Today, at their Laredo café, he still believes the best leaders never ask others to do work they're unwilling to do themselves. Whether he's working alongside employees, mentoring young team members or greeting guests by name, Rudy is committed to creating the kind of neighborhood coffee shop where everyone feels like family.

UPCOMING IFA EVENTS IFA ADVOCACY SUMMIT

Sept. 14-16, 2026 | Washington, DC

THE IFA WORLD FRANCHISE SHOW

Sept. 25-26, 2026 | Ft. Lauderdale, FL Partnership event with Business Show Media

FRANCHISE LEADERSHIP AND DEVELOPMENT CONFERENCE October 6-8, 2026 | Atlanta, GA

EMERGING FRANCHISOR CONFERENCE November 16-18, 2026 | Nashville, TN

IFA26 SCALE

November 18-19, 2026 | Nashville, TN

IFA27 ANNUAL CONVENTION

February 22-24, 2027 | Las Vegas, NV

INTERNATIONAL FRANCHISE SHOW LONDON April 16-17, 2027 | London, England Partnership event with Business Show Media

MULTI-UNIT FRANCHISING CONFERENCE

April 27-30, 2027 | Las Vegas, NV

Scan here to learn more about these events and plan your year with IFA!

franchise.org/events

FRANPAC’S CURRENT FINANCIAL SUPPORT OF FEDERAL CANDIDATES AS OF JULY 17, 2026. =

REPORT CARD

IFA’s political action committee, FranPAC, supports pro-franchise, pro-business candidates for U.S. Congress.

2025-2026 Cycle Expenditures: $408,750

Republicans............$257,000 (62.3%) Democrats............. $147,750 (35.8%) U.S. House of Representatives NAME

STATE PARTY

Rep. Adam Gray

CA

Democratic

$1,250

Rep. Ami Bera

CA

Democratic

$5,000

Rep. Donald Norcross

NJ

Democratic

$2,500

Rep. Ed Case

HI

Democratic

$1,500

Rep. Eugene Vindman

VA

Democratic

$1,000

Rep. Gilbert R. Cisneros Jr.

CA

Democratic

$1,000

Rep. Greg Landsman

OH

Democratic

$1,000

Rep. Greg Stanton

AZ

Democratic

$2,500

Rep. Hakeem Jeffries

NY

Democratic

$10,000

Rep. Henry Cuellar

TX

Democratic

$5,000

Rep. Hillary Scholten

MI

Democratic

$5,000

Rep. Jake Auchincloss

MA

Democratic

$1,000

Rep. Janelle Bynum

OR

Democratic

$1,000

Rep. Jim Costa

CA

Democratic

$8,000

Rep. Jimmy Gomez

CA

Democratic

$2,000

Rep. Jimmy Panetta

CA

Democratic

$3,000

Rep. Johnny Olszewski Jr.

MD

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$4,000

Rep. Josh Gottheimer

NJ

Democratic

$4,000

Rep. Josh Harder

CA

Democratic

$2,500

Rep. Kristen McDonald Rivet

MI

Democratic

$1,000

Rep. Lou Correa

CA

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$5,000

Rep. Madeleine Dean

PA

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$2,500

Rep. Mary Gay Scanlon

PA

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$2,500

Rep. Morgan McGarvey

KY

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$1,000

Rep. Pete Aguilar

CA

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58 FRANCHISING WORLD / July/August 2026

AMOUNT

Rep. Rob Menendez

NJ

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$1,000

Rep. Scott Peters

CA

Democratic

$6,500

Rep. Shomari C. Figures

AL

Democratic

$500

Rep. Troy Carter

LA

Democratic

$7,500

Rep. Kevin Kiley

CA

Independent

$3,000

Rep. Aaron Bean

FL

Republican

$1,500

Rep. Addison McDowell

NC

Republican

$1,000

Rep. Andrew Garbarino

NY

Republican

$6,000

Rep. Andy Harris

MD

Republican

$1,000

Rep. Ashley Hinson

IA

Republican

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Rep. Barry Moore

AL

Republican

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Rep. Beth Van Duyne

TX

Republican

$5,000

Rep. Brett Guthrie

KY

Republican

$1,000

Rep. Brian T. Jack

GA

Republican

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Rep. Bryan Steil

WI

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Rep. Carlos A. Gimenez

FL

Republican

$1,000

Rep. Carol Miller

WV

Republican

$1,000

Rep. Dan Meuser

PA

Republican

$2,500

Rep. David Kustoff

TN

Republican

$2,500

Rep. David Valadao

CA

Republican

$1,000

Rep. Gabe Evans

CO

Republican

$1,000

Rep. Gary Palmer

AL

Republican

$1,000

Rep. Jack Bergman

MI

Republican

$2,500

Rep. Jake Ellzey

TX

Republican

$1,000

Rep. James Comer Jr.

KY

Republican

$1,000

Rep. Jason Smith

MO

Republican

$1,000

Rep. Jason Smith

MO

Republican

$1,000

Rep. Jeff Crank

CO

Republican

$1,000

Rep. Jen Kiggans

VA

Republican

$1,000

Rep. Jim Banks

IN

Republican

$1,500

Rep. Joe Wilson

SC

Republican

$1,000

Rep. John Joyce

PA

Republican

$1,000

Rep. Juan Ciscomani

AZ

Republican

$2,000

Rep. Julie Fedorchak

ND

Republican

$1,000

U.S. Senate

Rep. Kevin Hern

OK

Republican

$10,000

NAME

STATE PARTY

Rep. Lance Gooden

TX

Republican

$2,500

Sen. Angela D. Alsobrooks

MD

Democratic

$5,000

Rep. Laurel Lee

FL

Republican

$1,000

Sen. Ben Ray Luján Jr.

NM

Democratic

$1,000

Rep. Mariannette Miller-Meeks IA

Republican

$2,000

Sen. Chris Coons

DE

Democratic

$5,000

Rep. Mark Alford

MO

Republican

$1,000

Sen. John Hickenlooper

CO

Democratic

$1,000

Rep. Mark Harris

NC

Republican

$500

Sen. Maggie Hassan

NH

Democratic

$1,000

Rep. Mark Messmer

IN

Republican

$1,000

Sen. Mark R. Warner

VA

Democratic

$1,000

Rep. Matt Van Epps

GA

Republican

$1,000

Sen. Angus King Jr.

ME

Independent

$5,000

Rep. Max Miller

OH

Republican

$1,000

Sen. Ashley Moody

FL

Republican

$5,000

Rep. Michael Baumgartner

WA

Republican

$3,000

Sen. Bill Cassidy

LA

Republican

$8,000

Rep. Michael Rulli

OH

Republican

$1,000

Sen. James Lankford

OK

Republican

$3,000

Rep. Michelle Fischbach

MN

Republican

$2,500

Sen. John A. Barrasso

WY

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$1,500

Rep. Mike Carey

OH

Republican

$1,000

Sen. John Thune

SD

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$5,000

Rep. Mike Johnson

LA

Republican

$15,000

Sen. Jon A. Husted

OH

Republican

$3,000

Rep. Mike Lawler

NY

Republican

$4,000

Sen. Josh Hawley

MO

Republican

$5,000

Rep. Nathaniel Moran

TX

Republican

$1,000

Sen. Kurt Alme

MT

Republican

$1,000

Rep. Nick LaLota

NY

Republican

$5,000

Sen. Mike Rounds

SD

Republican

$4,000

Rep. Nick Langworthy

NY

Republican

$5,000

Sen. Rand Paul

KY

Republican

$1,000

Rep. Pat Fallon

TX

Republican

$1,000

Sen. Roger Marshall

KS

Republican

$5,000

Rep. Pete Stauber

MN

Republican

$1,000

Sen. Shelley Moore Capito

WV

Republican

$7,500

Rep. Richard Hudson

NC

Republican

$2,000

Sen. Susan Collins

ME

Republican

$3,500

Rep. Riley M. Moore

WV

Republican

$7,500

Sen. Tim Sheehy

MT

Republican

$1,500

Rep. Rob Bresnahan Jr.

PA

Republican

$3,000

Sen. Tom Cotton

AR

Republican

$7,500

Rep. Roger Williams

TX

Republican

$2,500

Rep. Rudy Yakym III

IN

Republican

$1,000

Party Committees & Leadership PACs

Rep. Russell Fry

SC

Republican

$2,000

NAME

PARTY

AMOUNT

Rep. Stephanie Bice

OK

Republican

$1,000

NRSC

Republican

$15,000

Rep. Steve Scalise

LA

Republican

$5,000

NRCC

Republican

$25,000

Rep. Tim Walberg

MI

Republican

$5,000

MODERATE DEMOCRATS PAC

Democrat

$5,000

Rep. Tom Cole

OK

Republican

$1,000

Democratic Congressional Campaign Committee Democrat

$5,000

Rep. Tom Emmer Jr.

MN

Republican

$5,000

New Democrat Coalition Action Fund

Democrat

$5,000

Rep. Virginia Foxx

NC

Republican

$10,000

CHC BOLD PAC

Democrat

$5,000

Rep. William Timmons IV

SC

Republican

$1,000

CBC PAC

Democrat

$2,500

Rep. Zach Nunn

IA

Republican

$1,500

DSCC

Democrat

$15,000

Rep. Ryan Edward Mackenzie

PA

Republican

$1,000

Blue Dog PAC

Democrat

$5,000

AMOUNT

July/August 2026 / FRANCHISING WORLD 59

WELCOME Franchisors

Polar Tint LLC

Frantech-Solutions

St. Petersburg, Florida Contact: Mark Boohaker www.barberitos.com/contact

Real Producers

iWallet

RSVP Advertising, LLC

Jakiro, Inc.

Saladworks

Kaemark

Barberitos Franchising, Inc.

barre3

Portland, Oregon Contact: Ms. Emerald Lopez, Ph.D. www.barre3.com

BeLocal

Irving, Texas Contact: Domenique Schmitt www.belocalpub.com

Doodle Bugs! Children’s Learning Academy Cheektowaga, New York Contact: Ms. Bridget Wolff www.doodlebugs.com

Frutta Bowls

Freehold, New Jersey Contact: Ms. Brooke Gagliano www.fruttabowls.com

Galardi Group

Tustin, California Contact: Mrs. Amy Elder

Garbanzo Mediterranean Grill, LLC Centennial, Colorado Contact: Mr. James Park www.eatgarbanzo.com

HomeVestors of America, Inc.

Dallas, Texas Contact: Mr. Michael Oberholtzer www.homevestors.com

Inter-State Studio Franchise LLC Sedalia, Missouri Contact: Emily Broadfoot www.inter-statefranchise.com

Little Diggers

Dublin, Ohio Contact: Isaac Bowers www.littlediggersplayspace.com

Luckin Coffee

Singapore, Contact: Terry Cai www.luckincoffee.com

N2 Franchising

Irving, Texas Contact: Matthew Davis www.n2co.com

60 FRANCHISING WORLD / July/August 2026

Henderson, Nevada Contact: Sean Kiffor polartintfranchise.com Irving, Texas Contact: Domenique Schmitt www.realproducersmag.com Greenville, South Carolina Contact: Mr. Tom Baber www.rsvpadvertising.com St. Petersburg, Florida www.woworksusa.com

Stroll/Greet

Irving, Texas Contact: Domenique Schmitt www.strollmag.com

Wienerschnitzel

Tustin, California Contact: Mrs. Amy Elder www.wienerschnitzel.com

WOWorks

St. Petersburg, Florida Contact: Mr. James Walker woworksusa.com

Zoup!

Southfield, Michigan Contact: Mr. Eric Ersher www.zoupfranchise.com

Suppliers AdsWizz DBA AudioGo Oakland, California Contact: Ian Murphy www.audiogo.com

Claromentis Ltd

Brighton, Contact: Nigel Davies www.claromentis.com

eb3.work

New York, New York Contact: Mr. John Dorer eb3.work

Fountain

San Francisco, California Contact: Arielle Ahladianakis www.fountain.com

Lexington, South Carolina Contact: Ms. Danielle Page www.frantech-solutions.com San Francisco, California Contact: Laura Vendillo iwallet.com New York, New York Contact: Dane Jordan jakiro.ai Giddings, Texas Contact: Melissa Scheffer www.kaemarkcommercial.com

Liberty Insurance Agency Pittsburgh, Pennsylvania Contact: Scott Geiger www.libertyins.com

Method CRM

Toronto, Ontario Contact: Allan Yue www.method.me

Mitsubishi HC Capital America Minneapolis, Minnesota Contact: Lacy Nelsen www.mhccna.com/en-us

Openforce

Contact: Jaimie Kowalski www.oforce.com

Oracle

Austin, Texas Contact: Kate Daniels www.netsuite.com

Pilot.com

San Francisco, California Contact: Maebellyne Ventura pilot.com

Ramp

New York, New York Contact: Sam Sawchuk www.ramp.com

Steinbrecher & Span LLP Los Angeles, California Contact: Lisa Atwood www.steinbrecherspan.com

IFA ADVOCACY

PLAYBOOK

Click to view the IFA Advocacy Playbook for links and info to help pass the American Franchise Act!

1

2

3

LEARN about the American Franchise Act

CONTACT Your Lawmakers in Congress

BOOK your hotel in D.C. for Sept.

4

REGISTER FOR THE IFA26 ADVOCACY SUMMIT

5

6

7

SHARE an “I’m Attending” graphic or video

BRING your franchisees!

TAG your Brand!

ATTEND the pre-event webinar on Sept. 10

THE ULTIMATE

FRANCHISE AUTHORITY

#1

3.9MM^

71.4%*

resource for reaching qualified franchise buyers

highly affluent readers — 70% of which are looking to start or buy a business within 1 year

of Entrepreneur readers have $1 million or more in household assets

ADVERTISE WHERE IT COUNTS Brent Davis VP, Franchise Sales (949) 622-7126 bdavis@entrepreneur.com Sources: *Ipsos 2025. ^MRI Spring 2025 and Entrepreneur Survey.