Franchise Canada July/August 2024

RYAN SMOLKIN’S LIFE & LEGACY

HOME SALES, RENO, AND RESTORATION BRANDS

MEMBER BRANDS FRANCHISEES LOVE JULY | AUGUST 2024

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STRIKING GOLD

Our 2024 Franchisee of the Year award winners share their journeys from franchise curiosity to rewarding business ownership

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JULY/AUGUST 2024

13 COVER STORY

Clean Sweep Whether in clients’ homes or offices, these cleaning franchises We Are the Champions This past April in Montreal, the Canadian Franchise Association (CFA) distributed areand removing dirtpursuit and grime Join us awards in offering our who have gone above to six franchisees beyond in their of their and dream of congratulations business ownership through the power of financing. adding peaceThe ofFranchisee mind of wholehearted the Year award celebrates their accomplishments and recognizes their business to the 2024 CFA Franchisees performance, community service, and overall involvement in their franchise brand. of the Year, each of In launching andwhom nurturing their franchised small businesses, they have found success in going into business for themselves, but not by themselves. have reigned victorious in their Get Movin’!

Turn within the pagetheir to learn more about the 2024 Gold, Silver, customers and Bronze winners territories, chosen Whether areand what makes them unique in the burgeoning franchise community. franchise system, and now on searching for a dream a national level among their location or repairing a beloved Franchise Canada July | August 2024 13 industry peers childhood home, these four franchises offer services that take the apprehension out of FEATURES what can be some of the most stressful times in life

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A Winning Combination The CFA’s 2024 Awards of Excellence Grand Prize winners share their secrets to success

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Franchisee Favourites Across Canada Highlighting the CFA member brands that have been awarded the Frachisees' Choice Designation for multiple years in a row

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Marketing’s Inclusion Revolution By putting diversity and inclusion at the forefront of your marketing and hiring efforts, your small business can reach all-new audiences

www.cfa.ca | www.FranchiseCanada.Online

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A Larger-than-Life Legend The CFA was honoured to present the Smoke’s Poutinerie team with Ryan Smolkin’s Lifetime Achievement Award at the 2024 CFA Awards Gala. Here, we look back on his aspirational achievements and the lasting effect he’s had on the franchise industry

SPECIAL FRANCHISE FOCUS

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Special Focus: CFA Award Winners A look back at those who were recognized at this year's CFA Awards in Montreal

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DEPARTMENTS

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HOMEGROWN & LOCALLY OWNED 100% Canadian Franchise Systems

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NEXT GENERATION IN FRANCHISING Making the Grade Millennial franchisee Marco Zhao's Inspiration Learning Center franchise is more than a source of income—it’s the cornerstone of his family’s life, and his hope for the future

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LEADERSHIP PROFILE Carving Out a Niche Sometimes the best way to find opportunity is to make it for yourself, which is exactly how Megha Karia launched—and continues to grow—the UCMAS Canada brand

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A DAY IN THE LIFE Tackling a Taboo Subject How UROSPOT franchisee Kris Ouimet is overcoming uncomfortable topics by helping clients regain control of their health and lives every single day, from the pelvic floor up

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THE FIRST YEAR Taking the Reins There is immense value in purchasing a resale franchise location instead of starting anew—just ask Karin Vierhuis, a Print Three franchisee who found success in this model

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ICONIC BRAND The Eat Fresh Refresh Subway®, the classic sandwich franchise, is moving into the future, one made-to-order foot(long) at a time

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GIVING BACK International Impact For Osmow’s Shawarma, making a difference in the lives of others is a worldwide endeavour, from the Canadian communities in which it operates to nations experiencing humanitarian crises

SEASON 8 NOW STREAMING!

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SHOW ME THE MONEY 4 Franchises for $150K-$250K

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FRANCHISE TUTORIAL Tutorials 13 & 14 This issue: • Intro to Insurance • Intro to Recruitment

COLUMNS

8 CFA CODE OF ETHICS 9 INDUSTRY NEWS 94 ASK THE EXPERTS 100 MARKETP­LACE 103 ADVERTISERS’ INDEX 104 FRANCHISE ROUNDUP

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July | August 2024

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PUBLISHER’S MESSAGE

I

AND THE WINNER IS …

t feels a bit disingenuous to call our July/August edition “The Excellence in Franchising Issue.” Not because the brands contained in these pages don’t warrant the title—many are 2024 CFA Award winners, and deservedly so—but, because of the high standards and code of conduct that all CFA members adhere to, we believe each and every member is truly a cause for celebration. From new brands on the market to established systems, CFA members embody what the association stands for: a dedication to continuous learning and improvement, and a willingness to share best practices.

Of course, there are certainly plenty of standouts within this jam-packed issue. At the 32nd CFA National Convention in Montreal this April, we handed out awards to the individuals and brands that exemplify the characteristics the CFA and its members hold in high esteem.

On page 13, you can learn about the hardworking franchisees who captured the Gold, Silver, and Bronze Franchisee of the Year awards for 2024. Up next, on page 20, Franchise Canada sat down with the brands who eclipsed the others to become this year’s Grand Prize Awards of Excellence winners. Be sure to read this article if you want insight into what makes an award-winning franchise system—you may be surprised at what Willowbrae Academy and MaidPro report!

We also take you behind the scenes to our awards gala luncheon and dinner in our Special Focus on the 2024 CFA Award winners (page 25). In this section, along with the awards finalists, we’ve highlighted the CFA Membership Milestone designees (those who have been members for five years or longer) and the brands that have received the Franchisees’ Choice Designation this year.

The franchisees of these companies have championed the benefits of their franchise system, reflecting their stellar relationships with and support for their franchise owners—you can find out even more about the brands across Canada that have received the designation for multiple consecutive years on page 47. Congrats to these fantastic franchisors and their systems!

We also take a moment to reflect on the life and legacy of Ryan Smolkin, Smoke’s Poutinerie’s exuberant founder and “chief entertainment officer,” and the recipient of the CFA’s 2024 Lifetime Achievement Award. After passing last October at the age of 50, he has left an indelible hole in the franchise industry, and at the CFA. On page

70, read a tribute to an amazing leader who continuously advocated for the franchise model and regularly took start-up brands under his wing, imparting his invaluable knowledge and expecting nothing in return.

Along with features packed to the brim with franchise success, our regularly scheduled content dives into some of our member brands that offer cleaning services, from residential to commercial and beyond, on page 60. Four other companies, each of which contribute to the home sales and moving industries, tell us what makes their business unique on page 64—if you’re interested in an investment that can stand the test of time, this one may be for you.

In this edition, we also profile a few unique and notable franchise opportunities. UROSPOT is likely a familiar name to Franchise Canada readers, as it operates in a unique sector: pelvic floor health. Franchisee Kris Ouimet brings us through a typical day in her clinic on page 81. Later, we explore the history of one of the most recognizable sandwich brands in the world when we sit down with Subway Canada to discuss how it reached its iconic status (page 87). And on page 78, UCMAS Canada founder Megha Karia tells us why she felt it important to bring attention to issues surrounding diversity and equality here in Canada and in other areas of the world.

When any of our member brands are recognized for their efforts, whether through the CFA’s awards, other industry honours, or word-of-mouth referrals, the franchise community wins too. The more people who understand the benefits of franchising—for themselves, their communities, and our country—the more we can emphasize the reality that business ownership is within reach for everyday Canadians, thanks to franchising. And in the end, isn’t that what the CFA is all about?

Sherry McNeil President & CEO Canadian Franchise Association

6 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

CFA BOARD OF DIRECTORS BOARD CHAIR Ryan Picklyk, A&W Food Services of Canada Inc. PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association 1ST VICE CHAIR Todd Wylie, Master Mechanic PAST CHAIR David Druker*, The UPS Store Canada SECRETARY & GENERAL COUNSEL

Darrell Jarvis*, Fasken Martineau DuMoulin LLP

PUBLISHER

Canadian Franchise Association (CFA) SENIOR MANAGER, CONTENT & MARKETING

TREASURER Lyn Little, BDO Canada LLP

Lauren Huneault

CHAIR, FRANCHISE SUPPORT SERVICES

EDITOR Rachel Debling

Paul daSilva, RBC

CONTENT PRODUCER Daniel McIntosh

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

GRAPHIC DESIGNER Andrea Lee

Andraya Frith, Osler, Hoskin & Harcourt LLP DIRECTORS

Andrew Arminen, Metal Supermarkets Chuck Farrell, Pizza Pizza John Gilson, COBS Bread Dixie Ho, MBI Brands Joel Levesque, McDonald’s Restaurants of Canada Limited Ken Otto, Redberry Restaurants Nathan Oxford, Jani-King Canada Gary Prenevost, CFE, FranNet John Prittie, TWO MEN AND A TRUCK Canada Thomas Wong, CFE, Kevito Group *Executive Committee member

ADVERTISING SALES Stephanie Philbin AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

Georgie Binks, Suzanne Bowness, Kirstyn Brown, David Chilton Saggers, Rachel Debling, Roma Ihnatowycz, Joelle Kidd, Daniel McIntosh, Jordan Whitehouse, Kym Wolfe FOR ADVERTISING INFORMATION:

Stephanie Philbin sphilbin@cfa.ca

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visit www.FranchiseCanada.Online

The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year.

Find out more about these companies at www.cfa.ca/sponsorship

We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or cfa.ca/ franchisecanada/franchise-questions.

© 2024, Canadian Franchise Association.

All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

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LAW FIRMS:

SHOWCASED FRANCHISE

Legal Disclaimer The opinions or viewpoints expressed herein do not necessarily reflect those of the Canadian Franchise Association (CFA). Where materials and content were prepared by persons and/or entities other than the CFA, the other persons and/or entities are solely responsible for their content. The information provided herein is intended only as general information that may or may not reflect the most current developments. The mention of particular companies or individuals does not represent an endorsement by the CFA. Information on legal matters should not be construed as legal advice. Although professionals may prepare these materials or be quoted in them, this information should not be used as a substitute for professional services. If legal or other professional advice is required, the services of a professional should be sought.

Franchise Canada July | August 2024

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CODE OF ETHICS

T

he Canadian Franchise Association (CFA) is dedicated to encouraging and promoting excellence in franchising in Canada. Each member of the Association agrees to abide by the CFA Code of Ethics and to further the Association’s goals of encouraging and promoting ethical franchising in Canada. Each member of the Association agrees to comply with the spirit of this Code of Ethics in its general course of conduct and in carrying out its general policies, standards, and practices. The following are considered by the Association to be important elements of ethical franchising practices: 1.

Franchise system and franchise support services members should fully comply with Federal and Provincial laws, and with the policies of the Canadian Franchise Association.

2. A franchisor should provide prospective franchisees with full and accurate written disclosure of all material facts and information pertaining to the matters required to be disclosed in advance to prospective franchisees about the franchise system a reasonable time [at least fourteen (14) days] prior to the franchisee executing any binding agreement relating to the award of the franchise.

3.

A ll matters material to the franchise relationship should be contained in one or more written agreements, which should clearly set forth the terms of the relationship and the respective rights and obligations of the parties.

4.

A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, personal qualities, and financial resources adequate to perform and fulfil the needs and requirements of the franchise. Franchise systems and franchise support services members of the Association should not discriminate based on race, colour, religion, national origin, disability, age, gender, or any other factors prohibited by law.

5. ­­­ A franchisor should provide reasonable guidance, training, support, and supervision over the business activities of franchisees for the purposes of safeguarding the public interest and the ethical image of franchising, and of maintaining the integrity of the franchise system for the benefit of all parties having an interest in it.

6.

Fairness should characterize all dealings between a franchisor and its franchisees. Where reasonably appropriate under the circumstances, a franchisor should give notice to its franchisees of any contractual

default and grant the franchisee reasonable opportunity to remedy the default.

7. A franchisor and its franchisees should make reasonable efforts to resolve complaints, grievances, and disputes with each other through fair and reasonable direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms.

8. A franchisor and a franchise support services member should encourage prospective franchisees to seek legal, financial, and business advice prior to signing the franchise agreement.

9. A franchisor should encourage prospective franchisees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise.

10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining, or participating in any franchisee association, or penalize a franchisee who does so.

11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.

LOOK FOR EXCELLENCE As you investigate the many franchise opportunities available to you, you will see a special logo featured in franchise literature, on franchising websites and in franchise tradeshow booths. This logo identifies franchise systems and franchise support service suppliers as members of the Canadian Franchise Association (CFA). You should be on the lookout for this symbol when researching franchise systems or assembling a team of franchise support professionals to assist in your search. CFA encourages and promotes excellence in franchising in Canada and members of the Association voluntarily agree to follow the CFA’s Code of Ethics in pursuit of these goals. Start your search for your franchise dream with a CFA member.

For more on our members, visit LookforaFranchise.ca today.

8 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising Wendy’s Canada Accelerates Growth in Quebec, Doubling its Restaurant Footprint in 2024 Wendy’s Restaurants of Canada Inc. announced progress to accelerate its growth across Quebec, expecting to double its restaurant footprint in 2024. Further, Wendy’s is on pace with commitments to reach its goal of more than 50 restaurants serving Wendy’s favourites to fans across Quebec by 2030, with four new franchisees and two existing franchisees slated to open new restaurants over the next several years.

“The commitment to grow from all franchisees operating in Quebec allows Wendy’s to bring high-quality food and career opportunities to even more communities across the province,” says Dana Calvert, vice president and chief development officer, international for Wendy’s. “This is an important milestone as we expand the brand’s footprint in Quebec and continue to pave a path for entrepreneurs to grow with Wendy’s.”

Many Quebecois haven’t yet tried Wendy’s classics, including the signature Frosty; iconic hamburgers made with fresh, never-frozen Canadian beef and greenhouse-grown produce; or the best-quality breakfast in the game. With only 15 restaurants currently operating in the province, Wendy’s has committed to growing its footprint through relationships with new and existing franchisees to reach even more customers.

“We know Canadian consumers are craving Wendy’s great-tasting, high-quality food, and we see so much opportunity for the brand in Quebec,” says John Ribson, the brand’s president of quick serve restaurants. “Even as a 30-year veteran of the Wendy’s system, the company continues to provide unmatched

support as we enter a new province.

I’m confident in the success of this market and ready to break ground on our 19 restaurants over the next few years.”

All franchisees operating in Quebec have committed to opening new restaurants by 2025, with 12 locations planned to open over the next 18 months. In 2024, Wendy’s franchisees have already opened two restaurants in Sherbrooke and Papineauville, with the newest Wendy’s opening in Thetford Mines on May 24. All new restaurants feature Wendy’s design standard, Global Next Gen, which features an updated modern design and an optimized layout and technology built for the digital age. The global restaurant design standard was created to deliver convenience, speed, and accuracy, benefiting franchisees, restaurant crew members, and customers.

Metal Supermarkets Calgary Celebrates 30-Year Anniversary Metal Supermarkets, the world’s largest supplier of small-quantity metals, is celebrating 30 years of proudly operating in Calgary, Alberta, serving as the one-stop shop for local professionals, businesses, and hobbyists alike.

First opened in January 1994 by franchise owner Robert Fraser, Metal Supermarkets Calgary was among the brand’s first franchised locations in Canada. Robert recognized a unique opportunity to join the Metal Supermarkets network, applying his experience as a metallurgical engineer to establish a convenience store for businesses and consumers to purchase metal.

Metal Supermarkets Calgary has always been a family-run operation.

Robert passed the store operations mantle to his daughter, Catherine

Franchise Canada July | August 2024

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INDUSTRY NEWS Fraser, who continued the tradition of expert customer service matched with a wide variety of small-quantity metal products. In 2017, store management was taken on by her sister, Jean Anne Fraser.

“We’re honoured to be a fixture of the Calgary business community— it’s all thanks to our customers, our community, and the staff,” says Jean Anne. “My father saw an opportunity 30 years ago to sell metal to machinists and tradespeople, but that quickly evolved to meet the everchanging needs of the growing city.”

Metal Supermarkets Calgary has been a vital business partner to the community, responding to the need for metal to rebuild after the flood of 2013 and supplying materials for health services and emergency providers during the COVID-19 pandemic. Metal Supermarkets Calgary also shows community support each year for non-profit groups, technical institutions, and universities, in addition to special events.

In 2017, Metal Supermarkets Calgary moved to a new location with an expanded physical space, more

employees, and the ability to more readily access metal products to meet increased customer demand.

In 2023, Metal Supermarkets Calgary renovated its storefront for a more updated, modern business appeal.

With a veteran team, Jean Anne has led the store to be recognized within the Metal Supermarkets network for outstanding customer sales.

Additionally, Metal Supermarkets Calgary has been certified for COR®, the occupational safety and health accreditation program endorsed by the Canadian Federation of Construction Safety Associations.

“We’ve matured over the past three decades by offering professional support backed by wellrooted experience,” says Jean Anne.

“In addition to providing great customer service as an established business, I’m proud and grateful for being the premier small-quantity metals supplier for Calgary’s businesses and customers for 30 years.”

“From when the store was first opened by Robert, to the current success overseen by Jean Anne, the Fraser family has shown just how

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integral Metal Supermarkets can be to local businesses and consumers,” says Stephen Schober, president and CEO of Metal Supermarkets.

“I’m thrilled to congratulate the Fraser family and their skilled store team for the success they have achieved in the Calgary market. We very much appreciate our long-term relationship and look forward to celebrating many more milestones and successes with them.”

With a veteran staff matched with outstanding expertise, Metal Supermarkets continues to deliver its signature, world-class customer service as the trusted metals supplier for local manufacturers, machinists, maintenance and repair, artists, hobbyists, tool and die shops, and more in Calgary.

Ricky’s Restaurants Open New Location in Edmonton's Clareview Neighbourhood Ricky's All Day Grill, one of Canada's most popular family-style restaurants, opened a brand-new location in Edmonton on June 11.

Designed in a modern, casual, and comfortable style, residents of the Clareview area can enjoy a delicious sit-down breakfast, lunch, or dinner with family and friends, or they can conveniently grab their favourite meals to go.

Since 1962, Ricky's has established over 85 locations in Canada, from B.C. to the Yukon to Manitoba, and became well-known and loved for its quality breakfasts, including great starts of the day, such as Bennies, Signature Brekkie-Bowls, and Big Breakfasts. Additionally, lunch and dinners have also become guest favourites with mouth-watering sandwiches, signature salads, and Ricky's classics like their homestyle turkey dinners and beer-battered Ocean Wise fish and chips. Ricky's also serves fresh, never-frozen Alberta beef burgers, signature clubhouse sandwiches, hand-battered chicken tenders, and traditional pasta.

INDUSTRY NEWS Clareview is the newest addition to the Ricky's Family Group, run by seasoned local restaurant franchisees Faiz and Shahin Patel, who have been long-time operators at this location, beginning when it was a Humpty's Big Plate Diner. "We are very excited to be bringing Ricky's restaurant to the Clareview area,” explain the Patels. “We want to invite the community to visit us and enjoy a hearty breakfast, lunch, or dinner that we will serve with a smile."

Pizza Nova Tees Off in Support of Villa Charities at 27th Annual Golf Fundraiser Pizza Nova and its partners took to the greens on June 11 to raise funds for Villa Charities as part of its annual charity summer golf event— and while the scores will remain on the course, the total funds raised came in higher than expected at $56,887.

“We hoped to raise some dough, both in the kitchen and on the greens, and we drove it way over the goal,” says Domenic Primucci, president of Pizza Nova. “We could not be more grateful to our partners for their continued generosity and to Villa Charities for their critical work in the community.”

Held at the Station Creek Golf Club in Gormley, Ontario, the event was attended by more than 215 participants including franchisees, suppliers, partners, family members, and friends. The funds raised will support the Villa Colombo Toronto long-term care home, which houses over 391 residents.

Pizza Nova’s partnership with Villa Charities spans over 26 years, during which time the company has raised more than $765,000 for the organization.

“These funds help us to enrich the lives of elderly Italo-Canadian citizens in our long-term care homes,” says Marco DeVuono, president and CEO of Villa Charities Inc. “The dedication we’ve seen from Pizza Nova

and its partners over the years has been nothing short of inspirational and a true blessing to the people we help. Grazie mille!”

Hand & Stone Brings Self-Care to Waterloo, Ontario’s The Boardwalk Shopping Centre Hand & Stone Massage and Facial Spa opened its newest location on June 1 in Waterloo, Ontario, under the ownership of seasoned franchisees Layton and Erin Phillips. The spa, located at 350 The Boardwalk in Waterloo, is the Phillips’ second location with the Hand & Stone brand, having opened their inaugural spa in Guelph late last year. The father-daughter entrepreneurial duo is proud to elevate their community’s self-care offerings with Hand & Stone’s premier spa services.

“Joining this industry has been an adventurous challenge for us to expand our scope as business owners,” says Layton. “Bringing this exceptional brand to the community we live in has allowed us to focus more on our values of community, professionalism, and lifelong learning.

“We learned even more about the importance of self-care after opening our first spa and are grateful to provide a place for the members of our community to relax, unwind, and connect with themselves on a deeper level. We can’t wait to meet our new members at Hand & Stone The Boardwalk!”

The newest Hand & Stone at The Boardwalk brings high-quality professional massage services, including Swedish, Himalayan salt, sports, deep tissue, oncology, and prenatal massages to The Boardwalk community. Guests can also visit the new spa to enjoy Hand & Stone’s signature hot stone massage and best-in-class facial and hair removal treatments tailored to an individual's needs or skin concerns, with a wide range of services available for women, men, and teens.

Like all Hand & Stone spas nationwide, the new location at The Boardwalk offers advanced skincare and spa services that incorporate new technologies at the forefront of the wellness market to enhance each guest’s overall experience.

Franchise Canada July | August 2024

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INDUSTRY NEWS These advanced services include NuFACE microcurrent lifting facial, BT Micro ultrasonic enhancements, microdermabrasion exfoliation, and LED phototherapy facial, as well as innovations such as muscle-soothing treatments, cold stone facial treatments, OxyGeneo 3-in-1 Super Facial, and partnerships with awardwinning skincare lines like Dermalogica® and ClarityRX. All Hand & Stone services are performed by experienced certified estheticians and registered massage therapists. The brand’s commitment to the guest experience has translated to an unparalleled level of expertise at each location, supported by best-in-class training and ongoing education resources.

At Hand & Stone The Boardwalk, members will have access to a team of wellness experts who specialize in providing exceptional whole-

body wellness treatments, ensuring a tranquil, relaxing, and comfortable environment.

JDI Cleaning Services Hosts Comprehensive Training Program for Local Franchisees JDI Cleaning Services has announced the successful completion of its latest comprehensive local franchise training program. Held the week of June 10, the sessions were tailored to equip franchisees with the knowledge, skills, and tools they need to deliver top-notch services while upholding JDI’s mission to help brands and people shine.

“We are powered by people and our brilliant local franchise owners are the heart and soul of our mission to help brands shine,” says Anita Elliott, president of JDI Cleaning Services. “At JDI, our franchise owners are paramount. We are

continuously fine-tuning our systems, support, and procedures to help our franchisees not only excel in their business but build a solid foundation for themselves and their families.”

A standout feature of the training was the dedication to excellence and knowledge sharing from training managers Juan Arboleda and Paola Montoya, who collectively have over 40 years of experience in the commercial cleaning industry.

As JDI Cleaning Services continues to expand across Canada, the brand remains dedicated to providing ongoing support and development opportunities for our franchisees. This latest training program is just one example of how JDI empowers its network to achieve excellence and build thriving businesses.

G R AZ IE TO OU R

F R A NC H ISE E S Proud recipient of the Gold Award of Excellence as well as the Franchisee Choice Designation Award for 14 consecutive years

12 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

COVER STORY

WE ARE THE CHAMPIONS

Join us in offering our wholehearted congratulations to the 2024 CFA Franchisees of the Year, each of whom have reigned victorious in their territories, within their chosen franchise system, and now on a national level among their industry peers

BY RACHEL DEBLING

This past April in Montreal, the Canadian Franchise Association (CFA) distributed awards to nine franchisees who have gone above and beyond in their pursuit of their dream of business ownership through the power of financing. The Franchisee of the Year award celebrates their accomplishments and recognizes their business performance, community service, and overall involvement in their franchise brand.

In launching and nurturing their franchised small businesses, they have found success in going into business for themselves, but not by themselves.

Turn the page to learn more about the 2024 Gold, Silver, and Bronze winners and what makes them unique in the burgeoning franchise community.

Franchise Canada July | August 2024

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COVER STORY

TRADITIONAL FRANCHISE

Alicia Baker

DermaEnvy Skincare, St. John’s, Newfoundland and Labrador

Learn more at LookforaFranchise.ca

W

hen Alicia Baker first heard she was a finalist for the 2024 Franchisee of the Year Award, she was understandably shook—in the best way possible.

“As soon as I saw an email that was titled ‘Congratulations,’ I stopped,” she recalls. “I was born in the social media generation, so I know a lot about email scams and such. So as soon as I saw it, I was like, ‘Oh, great.’ You know, another cruise [contest scam].”

After quickly confirming it wasn’t a hoax, she reached out to her DermaEnvy Skincare franchisor, Cohen MacInnis, who agreed that they shouldn’t pass up the opportunity to attend the awards ceremony. Before she knew it, her flight was booked to attend the 2024 CFA National Convention in Montreal.

“I had been once, literally for one day, and I really enjoyed it,” she says of learning she’d be travelling to historic Montreal. “I've been looking for an excuse to go back ever since, so this was perfect.”

Fast-forward to the CFA Awards Gala Dinner on April 8, and Baker was blown away yet again when she heard her name announced as the Gold Franchisee of the Year award winner in the Traditional Franchise (a business with a brick-and-mortar location) category.

As it had been throughout her entire franchise journey, DermaEnvy Skincare was exceptionally supportive of Baker, celebrating her nomination and subsequent win both within the system and publicly. And Baker has nothing but positive things to say about the brand, from its steadfast support of her and her location to the benefits it offers franchisees from across Canada.

Another of her biggest cheerleaders is none other than her father, who Baker looks to as a lifelong source of inspiration.

“My dad raised my brother and I on his own; our mother passed away when we were both quite young,” she explains. “He has always worked harder than hard, harder than humanly possible. He has always not just taken whatever kind of job he can get, but whatever would be the best to help my brother and I.” Because of her father’s determined, hard-working nature, both she and her brother (who is a marine engineering systems designer) were motivated to find successful, satisfying careers.

When it comes to why and how she was selected for the honour, Baker is humble, giving the greatest credit to her franchise system and team.

“Something that makes us stand out is that all our franchisees are typically local to their area. I think clients really appreciate that, when we go the extra mile to say ‘Oh, I remember it was your grandson's birthday, what did he get up to,’ and so on. I think people really do appreciate the personality we bring to the business as well as great service.”

Now 25, Baker believes that receiving this recognition is good for both her brand and for other young entrepreneurs looking to enter the franchise industry, as it sets an example of what can be accomplished in one’s twenties.

“I think franchising is a great opportunity and a great option for anybody who is interested in being their own boss,” she insists. “Franchising itself is so special because you always have a team around you, and you have a system that is built to hold you up.”

And as she proudly holds up her own trophy, an award that represents the hard work she’s put into her business, Baker is the ideal example of the wonderful, sometimes unexpected places that the franchise industry can take you.

14 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

COVER STORY

NON-TRADITIONAL FRANCHISE

Candice Parent

MOLLY MAID Canada, Windsor, Ontario

Learn more at LookforaFranchise.ca

C

andice Parent has seen her fair share of messes, both in her former life as a teacher and in her current role as MOLLY MAID Canada’s Windsor, Ontario, franchisee. But since her business’ launch two years ago, she has received accolade after accolade within the brand and beyond, culminating in her recent Gold win for the CFA’s Franchisee of the Year Award for Non-Traditional Franchises (mobile systems and home-based businesses that don’t have a set office).

After 20 years in the education field, Parent was considering going back into the classroom full time but was dismayed to find that if she wanted to change school boards, she would be starting at the bottom, with zero seniority. Thankfully, an opportunity opened up in the form of a MOLLY MAID franchise in her area being sold by its owner.

“I always thought it would be great to own my own business, but I thought it would be more in the educational sector, or even the event sector,” says Parent. (During COVID, she attended college online for event planning.) Still, her curiosity was piqued, and she reached out to MOLLY MAID and the location owner at the time to dive into the opportunity. After speaking with several franchisees, some of whom had been with the brand for 20-plus years, and discussing the ins and outs of the franchise model, she was sold—literally.

One thing that drew Parent to MOLLY MAID was the number of female franchisees—though she notes there are also many successful male owners, the fact that so many women were successful in the system really drove home its strength. And during the launch phase of her business, which happened only in 2022 (the same year Parent won MOLLY MAID’s Rookie of the Year award), MOLLY MAID offered immense, consistent guidance, which helped her and her partner, Doug Vollans, as they embarked on this exciting new milestone.

“There was so much support leading up to [the launch of the franchise], not only from the person who would eventually be my business coach, but all the way up to Aaron Abrams, our CEO,” explains Parent.

And the kudos haven’t stopped rolling in for Parent since she launched her business. Earlier this year, just before the CFA National Convention, she was awarded the Purpose Award at MOLLY MAID’s own convention and awards gala. The award, she explains, is to recognize a franchisee who exemplifies “the true spirit of providing joy and comfort where people live, work, and play.”

Looking at all that Parent has accomplished in such little time, it’s clear that this is just the beginning of a long and lauded second act. But that hasn’t stopped her from remaining as down to earth as ever—in fact, when asked the secret to her success, she points to those around her.

“All these accomplishments, it's a Team Windsor thing, because without the team, there is no me,” insists Parent. “They work so hard every day, and I'm very grateful and appreciative.”

Her franchise system family was there the day her name was announced to help her celebrate, too.

“It was really quite unbelievable for so many reasons,” she says about the CFA Awards Gala. “It was great that Doug was there to share that moment. I remember the first thing that happened is he jumped up and gave me a kiss.

And then after that, Fiona jumped up, and Aaron jumped up, and we were all hugging.”

Though Parent has set the bar exceptionally high with this Gold win, both she and her MOLLY MAID team are ready for whatever other hardware will be thrown their way—but in the meantime, she’s keeping herself busy delivering the highest quality residential cleaning services she and her crew can offer, and she’s sure to be cleaning up more awards along the way.

Franchise Canada July | August 2024

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COVER STORY

TRADITIONAL FRANCHISE

Neelam Bandali

Kumon Math & Reading Centres, Edmonton, Alberta

T

o own a thriving education business, you can’t just do it—you have to believe in it. And when it comes to championing the Kumon Method, the company’s Edmonton franchisee, Neelam Bandali, is the quarterback, wide receiver, and cheerleader of the brand’s approach to math and reading.

“One thing that stands out and truly attracted me toward Kumon is the self-learning aspect of it,” explains Bandali. “Other programs offer tutoring and one-on-one support. However, Kumon offers an opportunity for students to self-learn. As instructors, we help students recognize their potential to be independent learners.

“I feel blessed that I have an opportunity to make a difference in students' lives and the community as a whole.”

Kumon is also one of the longest-running educational programs in the game, she adds, which provides a level of clout not often found in the field.

And Bandali would know first-hand: her uncle was a Kumon franchisee, and she cut her teeth working at his centre early in her career.

Prior to joining the system, her husband—an engineer and therefore a huge fan of spreadsheets—helped her build her initial business plan, which she lists as one of the necessary steps to franchise success.

“We did a business plan to see if it was feasible,” recalls Bandali. “Like, do we have enough savings if it doesn’t work out? Can we sustain [our lives] on only one income?”

Fortunately, Bandali found success. But being prepared for the worst, she advises, can go a long way to ensuring you can sustain the financial, emotional, and mental toll that business ownership can take.

Of course, the sheer number of upsides that come along with being a franchisee, especially a Kumon franchisee, are what keep her ploughing ahead and delivering the superb tutoring and teaching support that her clients need.

“Thank God I went in and there were not many surprises,” she says, thinking back. “In fact, I was really lucky that the location that I picked [grew] really fast.”

For those who are looking to follow in her footsteps, Bandali recommends taking the same levelled approach that she did when investigating her business ownership options and always having your support system ready to lean on when you need them most.

In the end, though recognition through awards such as the CFA Franchisee of the Year are welcomed and appreciated, Bandali stresses that she is but a single gear in the Kumon machine.

“I am honoured and grateful to be a part of a global franchise and to have been recognized as one of the top franchisees in Canada by the CFA,” she says. “I am a very small piece of the puzzle but am humbled to have played my part in this recognition.”

Though she may consider herself a small piece in the grand scheme of things, one thing is for sure: her contributions shine as brightly as her silver 2024 CFA Award—and are just as valuable.

Learn more at LookforaFranchise.ca

16 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

COVER STORY

NON-TRADITIONAL FRANCHISE

Justin Callon, Billy Van Wyck, and Andrew Jackson ServiceMaster Restore of Niagara, St. Catharines, Ontario

“W

e bleed yellow.”

That’s how Andrew Jackson describes the winning attitude behind his and his business partners’ successful ServiceMaster Restore location in St. Catharines, Ontario, which serves the Niagara region of the province. Some seven years ago, Jackson moved from Grande Prairie, Alberta, to settle in the Golden Horseshoe area, closer to where he grew up.

Along with Justin Callon and Billy Van Wyck, who Jackson had worked with at ServiceMaster in Grande Prairie, the trio made their first steps in taking over the St. Catharines location from a previous long-time owner. They already knew ServiceMaster inside and out, thanks to their previous years as employees in the system, which was foundational to their success.

Now, nearly a decade later, and after finally getting “off the tools” two years into their endeavour, they are more than settled in the region, commanding industry-leading numbers and pushing their business forward with aplomb.

Still, this doesn’t mean they’ve resigned to complacency.

Being part of a company that provides restoration services in the wake of disasters means that the trio and their team could be called into action at any point, anywhere, to help out their fellow ServiceMaster franchisees. Case in point: 2022’s Hurricane Fiona, which had Callon and Van Wyck heading to Nova Scotia to roll up their sleeves and help on the frontlines. “Having a good support system at home is key to doing what we’ve done,” notes Callon.

Jackson echoes that sentiment, with thank-yous reserved for their respective significant others as well as Callon’s parents, who ponied up an initial investment to help get the group off the ground.

“Probably the hardest decision I've had to make is the willingness to borrow money from my old man, because I knew how miserable it would make my life,” Callon jokes.

“Worked out for the best, though.”

When it comes to cultivating an award-winning franchise, like their ServiceMaster Restore location, the recipe is simple, according to Jackson: trust the system, follow the system, and stick to the brand. “But you also need to go above and beyond what home office expects,” adds Van Wyck.

Visibility is one of the main drivers of their profitability, explains Jackson, pointing back to the company’s iconic, eye-catching, yellow-branded trucks. Plus, they go above and beyond in the community, ensuring that everyone from the nearby U.S. border to the neighbouring Hamilton region are aware of their presence, sponsoring “every yellow-themed sports team” from AAA hockey right down to kids’ soccer. And in a crowded market, being that visible takes a bit of creativity.

“We found a yellow fire truck on Kijiji, and we put it in every single Christmas parade there was,” says Callon.

“That’s one way we get out in front of a large audience.”

The other, perhaps more important facet of gaining notoriety is by continuing to deliver the quality service that the ServiceMaster name is known for, and above all, having a passion for what they do. Between that and the brilliantly coloured vehicles they’re recognized for, it’s certainly hard for anyone to ignore their brand on the streets of the Niagara area.

And while the group is thrilled about being a finalist in the 2024 Franchisee of the Year awards, it’s of little surprise that they are using it as another personal catalyst.

As Jackson teases, “Next year, it’ll be Gold.”

Learn more at LookforaFranchise.ca

Franchise Canada July | August 2024

17

COVER STORY

TRADITIONAL FRANCHISE

Lawson and Wanda MacEachern

Hallmark, Prince Edward Island

Learn more at LookforaFranchise.ca

T

hough many of Hallmark’s biggest sales seasons revolve around holidays—think Mother’s Day, Valentine’s Day, and of course, Christmas— franchisees Wanda and Lawson MacEachern have made it their mission to ensure that their franchise location is resistant to the natural ebbs and flows of the calendar year. One way they are doing that is by welcoming a selection of locally made goods, such as chocolates and other gift items, into their Charlottetown, Prince Edward Island, store. Another recent undertaking is a bit more technologically advanced.

“We have a new laser engraver,” enthuses Wanda. “It’s catching on really well because not a lot of places on Prince Edward Island do this.”

This new addition ties into one of the aspects of Hallmark ownership that Wanda and Lawson appreciate the most: the ability to customize their offerings to meet the needs to their local community. The new engraving system means that customers can shop from over 200 products in the store’s engraving section and have them inscribed with names, initials, and sentiments— and as a bonus, the cost of engraving is included in the purchase price 99 per cent of the time. Plus, it adds an element of entertainment.

“We do the engraving right on the floor, while the customer watches and waits,” explains Lawson. Or, preferably, while they do some more shopping amongst the aisles.

It's this ingenuity that has allowed their Charlottetown store to shine for more than a decade, along with their other P.E.I. location, situated in the County Fair Mall in Summerside. Their warm and welcoming attitude lends well to the nature of their business, where people can shop for anything from a mug for a number-one dad to a card of condolence for a coworker. Life’s highs and lows are experienced within the walls of their stores, so the customer experience needs to be adjusted based on the client’s needs.

“It has to, 100 per cent,” explains Wanda. “Our staff knows that. It’s our philosophy. You can go anywhere [to purchase a card]—big box stores, the drug store, the dollar store.” It’s the amount of care and compassion they show shoppers that sets them apart, she believes.

Being named the Bronze winners in the Traditional category for the 2024 CFA Franchisee of the Year award was a point of pride for the couple. Like many franchisees who count their spouse as business partner, the lines between their work and personal life can be blurry—but they wouldn’t have it any other way.

“We work really, really well together,” notes Wanda. “And it’s nice that even when we go to the Summerside store at least once a week, we drive over there together. We unload the truck together—well, really, he unloads the truck and I'll start sorting the product.

“Even if we have to do an order in the nighttime, we're still working together.

We'll be watching TV while Lawson’s doing sales on his computer.”

It’s this comfortable balance—perhaps the coziest example of business ownership one can imagine—that drives everything the MacEacherns do in their Hallmark locations and allows them to find success in the small things, each and every day.

“Obviously we want to make money, because you know, we’re a business,” says Lawson. “But we’re not looking to overprice anything, and we want to set a good example [for the community].”

With their balance of family and work, and their constant drive to improve the in-store experience, visitors to their stores would certainly agree that the MacEacherns can consider that goal met.

18 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Photo Credit: Maggie McLaren Photography

COVER STORY

NON-TRADITIONAL FRANCHISE

Kristelle Campbell

PropertyGuys.com, Halifax, Nova Scotia

Learn more at LookforaFranchise.ca

S

ince joining the PropertyGuys.com franchise system in 2018, Kristelle Campbell has seen her fair share of work-life changes. One of the biggest? Changing professions altogether.

“My husband and I and the kids were living just outside Halifax at the time,” she explains. “We were both working. I was a lawyer, and my husband was working in the trades as a millwright.” During the time between having her first and second child, Campbell took notice of how her husband’s selfowned business had been progressing and thought that there was something to it. Dreading the prospect of going back to the office full-time after maternity leave, she decided to take the leap into business ownership, in the form of PropertyGuys.com.

“It was my husband who first started looking into buying a franchise,” she recalls. And it was thanks to the brand’s solid digital marketing strategy that her interest was piqued. “I think he did a quick Google search, and one of the first things to come up was PropertyGuys.com.”

It was kismet, to some degree, as only a year prior the couple had been in the same shoes as their now-customers, trying to sell their home the “traditional way,” with the help of a real estate agent. She immediately recognized the benefit of not only using the PropertyGuys.com system but owning their own franchise: by cutting out the middleman and putting the power to sell in the homeowner’s hands, she could help those in her community save thousands of dollars during what could potentially be one of the most stressful periods of their lives.

“What we liked about [PropertyGuys.com as a couple selling their home] was the control,” explains Campbell. “We could log in and see everything that was going on with our account. Obviously the cost savings was huge, too.”

It turned out that it was the right choice for both her and her family, and the PropertyGuys.com business model had another, unexpected benefit: they were able to “stay open” during the entire pandemic, even attracting clients from other provinces who were looking to sell property they owned in the area.

From there, the business continued to grow and expand, and the PropertyGuys.com head office team took note. After the first year in operation, Campbell and her husband were nominated for the brand’s Rookie of the Year award, and only a year later in 2020, they took the plunge and purchased their second territory. With that territory, they landed the top awards honour in the PropertyGuys.com system earlier this year, and then a few short months later, Campbell was informed she was a finalist for the CFA Franchisee of the Year awards.

“That was the icing on the cake,” she says of the appreciation and recognition she has amassed. “It’s been a really, really great year.”

That appreciation extends all the way up the ranks of her franchise system.

Ken LeBlanc, president and CEO of PropertyGuys.com, couldn’t be prouder of Campbell’s accomplishments.

“Kristelle epitomizes the essence of a top-notch, world-class franchisee,” he says. “Her unwavering commitment to her customers, her team, her fellow franchisees, and the greater good of our franchise system is truly exemplary.

“She embodies the values and our code of conduct we hold dear at PropertyGuys.com, and we are proud to have her as part of our franchise team."

Whether it be her and her team’s charitable initiatives, such as community cleanups and drives to help Habitat for Humanity, or her day-to-day passion for helping homeowners, Campbell has shown that an amazing business opportunity can have ripple effects across one’s life. And for those looking to join a franchise system, remember: the right fit might be as close as your next Google search.

Franchise Canada July | August 2024

19

A Winning Combination

The CFA’s 2024 Grand Prize Awards of Excellence winners share their secrets to success

BY RACHEL DEBLING

Want to know what makes an award-winning franchise system in Canada? Just follow the example of these Grand Prize Awards of Excellence winners.

Each year at the CFA National Convention, the Canadian Franchise Association (CFA) awards two brands the Awards of Excellence Grand Prize distinction, based on feedback from their franchisees and as a reflection of their high standards across leadership, business planning, and franchisee relationships. This year, the CFA was pleased to present this honour to Willowbrae Academy in the Traditional Franchise category (those with brick-andmortar locations) and MaidPro in the NonTraditional Category (usually mobile or homebased businesses).

Franchise Canada sat down with representatives from the two companies to discuss their approach to training and supporting franchisees, what they attribute to the satisfaction of their location owners, where they see the brand going in 2024 and beyond, and how other franchise systems can attain the coveted title.

20 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

A WINNING COMBINATION Grand Prize – Traditional Franchise Willowbrae Academy Take a quick look around and you’ll notice there are plenty of franchise brands within the tutoring and education space. What sets Willowbrae Academy apart from the rest is its mix of sterling franchisee support and a program that delivers results to all types of learners. And clearly, the results reap rewards. Willowbrae won the Awards of Excellence Grand Prize in the Traditional Franchise category at the 2024 National Convention.

One of the main reasons that Willowbrae has managed to capture the hearts and minds of its customers and their children is its willingness to embrace novel methods of teaching, with a heavy emphasis on up-and-coming high-tech applications.

“Childcare as a segment has been one of the slowest to adapt [to changing] technology,” explains Shawn Pattison, president and principal of Willowbrae Academy. “Traditionally, it’s typically seen as a very low-tech environment. You know, you rent some space, or you have a house or a basement, and you furnish it with some toys and some learning materials and a couple of nice carpets.”

Luckily, Wayne Cochrane, the founder of Willowbrae and its current director of technology, has been leading the charge in bringing STEM-based programming into its curriculum. This allows the company to stay competitive in the supplementary education sector while delivering the quality of lessons they are experiencing in the classroom, all while utilizing technology that the students are already familiar with.

Case in point: Willowbrae launched its proprietary communications software called Braeview back in 2011—long before many similar companies had hopped on board.

From there, the SEEDS program—which stands for Standard of Excellence, Education and Resources, Exercise and Life Skills, Delivery and Operations, and Safety and Security—was brought into the mix, stressing the brand’s commitment to delivering 360-degree quality. SEEDS then became an integral part of the Creative Kids program in 2015, a facet of the curriculum that focused on “artistic and cultural activity,” shares Pattison. Later, in 2017, Willowbrae launched the Young Scholars program to boost literacy, math, and science development.

(Continued on page 23.)

“What was cool, what was accepted, and what was considered standard 12 years ago, 13 years ago, is a lot different.”

Shawn Pattison

“I wanted something that, once it was up and running, I could be relatively hands-off and not need to be on site all the time.”

Kathleen Gilgan

Franchise Canada July | August 2024

21

A WINNING COMBINATION

“We really want to know who our customers are. We want to know their pets and their families and their cleaning specifications.”

Emily Estes

Grand Prize – Non-Traditional Franchise MaidPro Having access to people’s homes, often when the owner isn’t there, is a huge responsibility. This duty of care is at the heart of the residential cleaning industry, and a belief that the team behind MaidPro, the 2024 CFA Awards of Excellence Grand Prize winner in the Non-Traditional Franchise category, takes very seriously.

Just ask Emily Estes. Estes has been a brand leader for MaidPro for two years, and with good reason: her 14-year history with the company had her dabbling in everything from consumer sales to coaching and has given her an all-encompassing view of the operations.

“It’s been a wild ride,” she says with a laugh, “but I really do love the brand. We're a good business to be in because everybody needs their house cleaned.”

As legend goes, MaidPro’s founder was desperate to find a high-quality cleaning service after his cat was accidentally locked in a bathroom—without a litter box, unfortunately—by a cleaner.

“It was kind of a lightbulb moment for him,” explains Estes. The incident set him on a path to develop a cleaning company with significantly higher attention to customer care and experience as a driving factor. “We really want to know who our customers are. We want to know their pets and their families and their cleaning specifications. We really just want to take care of our clients.”

MaidPro opened its first location in 1991, and six years later, the company entered the franchise industry. MaidPro began franchising in Canada in 2009, and the brand now has 250 locations across North America. And its presence is growing, especially north of the

22 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

A WINNING COMBINATION border, which is why Estes says the MaidPro team was so pleased to hear about their Grand Prize placement.

To stand out in a saturated market, MaidPro has made above-and-beyond franchisee support a cornerstone of its business model.

“It’s not easy to start a business,” she says. “And I think that's why people look into franchising, because there is an outline and guidance, and there is somebody with you every step of the way. We've really worked on perfecting it over the past several decades.”

What sets MaidPro apart is an extensive proprietary approach to its service standards. “We have what we call a 49-point checklist,” explains Estes. “It’s something we do every time we come out to a client’s home, and it includes a really thorough cleaning of each room in the home. We list out each task, so you know what we’re doing.”

Plus, MaidPro offers a 24-hour guarantee. If any aspect of the cleaning process isn’t up to the customer’s standards, they can approach the brand and they will make it right within a day. “It helps keep us accountable to our own standards,” notes Estes. “We want to build that value and build that trust with our clients.”

For its devoted franchisees, the brand offers marketing support to help local owners reach potential clients in their own backyards. A custom platform, built on the popular and robust customer management system Salesforce, also ensures that MaidPro owners are set up for success, right from the start.

“It’s a one-stop shop,” says Estes. “You’re able to give an estimate, schedule a clean, send out a follow-up email, assign an employee to a job. I think it’s a huge differentiator because we try to make it as seamless as possible for our franchisees to run a very efficient business.”

The importance of this recognition from the CFA isn’t lost on MaidPro, maintains Estes, and is proof that the company is moving in the right direction. In addition to numerous other recent accolades, including landing on Entrepreneur’s Franchise 500 and receiving its Top DEI, Top Multi-Unit, and Top Franchises for Less Than $150,000 designations this year, winning Grand Prize with the CFA will only push the company to strive harder to maintain and even improve the quality of its offerings.

“We're an established brand. Sixty per cent of our franchisees have been in business for over six years, and 40 per cent for over 10.” With franchisees that are in it for the long haul, and Estes’ clear vision for the future, it’s clear that MaidPro will be polishing up its services for years to come.

Learn more at LookforaFranchise.ca

(Continued from page 21.)

Keeping up with the fast-evolving world of technology in education wasn’t a “do or don’t” decision for Willowbrae—it was a question of when.

“It's not just our business: parents are changing as well,” says Pattison. “What was cool, what was accepted, and what was considered standard 12 years ago, 13 years ago, is a lot different.”

Kathleen Gilgan can personally speak to Willowbrae’s enduring nature: she was one of the first to own a franchise location, having thrown the doors open on her Willowbrae franchise in 2012, only two years after the company’s first academy opened. And, as luck would have it, she stumbled into the business itself by sheer happenstance.

“My husband is a Taekwondo instructor and Wayne Cochrane was his student,” remembers Gilgan. “And at the time, I just happened to be looking for an investment.

I wanted something that, once it was up and running, I could be relatively hands-off and not need to be on site all the time.”

After meeting with Cochrane, discussing the ins and outs of the system, and recognizing the quality and differentiators that Willowbrae offered when compared to other franchises in the same category, Gilgan leaped at the opportunity to open her own centre. And she was blown away by the level of support she was offered at every step. “It was everything from finding the site, understanding the financial model, helping get your business plan written and in place. I mean, as a new business owner, these things can be very daunting.”

Now with more than 11 years of Willowbrae ownership under her belt, Gilgan is the biggest proponent of the franchise. And the 2024 CFA Award Grand Prize win only solidifies what she’s been preaching.

“It’s a lot of work, and it looks easy,” says Pattison on what makes an award-winning franchise. “But if you've ever watched a gymnast, a world-class gymnast, and they're on the floor and they’re doing flips, they're making it look effortless. And I think that when you look at these really high-performing companies, these high-performing franchises, they do make it look easy because there's experience in the background. There's a lot of dedication and thought that goes into whatever they're implementing.”

In other words, Willowbrae is a childcare company “where children come to grow” (which also happens to be the brand’s motto), at least according to those like Pattison and Gilgan who know it best.

Learn more at LookforaFranchise.ca

Franchise Canada July | August 2024

23

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CFA Award Winners Plus, these quality systems to look out for:

Franchise Canada July | August 2024

25

SPECIAL FRANCHISE FOCUS

Exemplifying Excellence in Franchising

T

he Canadian Franchise Association (CFA) has always upheld the importance of fostering tightly knit relationships between franchisors and their franchisees. For 32 years, the Association has celebrated this synergy by highlighting exceptional franchise systems that live up to our collective value of Growing Together ® with the CFA Awards of Excellence.

This year’s winners span a number of franchise sectors, from education to foodservice to home repair, but they all share a common goal: to educate Canadians that franchising is a worthwhile and effective way in which to own your own business. From our Franchisee of the Year award winners to the recipients of our CFA Recognition Awards, we celebrate the brands and their champions that have walked the walk when it comes to franchise excellence. We also take the time to recognize

those brands that have reached significant Membership Milestones with the CFA, as well as those that have received kudos from their location owners through the Franchisees’ Choice Designation. All these accolades are testament to the commitment of these brands to the mission and standards of the CFA, at every level of their organization.

Help us celebrate the winners of the 2024 CFA Awards in this special franchise focus. These winning franchises, from new and emerging to established household names, have provided high-quality service and immense, consistent support to their franchisees, in addition to going above and beyond in often imaginative and immersive ways. Read on to learn more about these award-winning brands and how they achieved the highest honour in Canadian franchising.

26 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

You don’t have to be a hairdresser to franchise a Just Cuts salon! 90% of our franchisees are investors from diverse backgrounds.

With over 30 years of experience, our proven no-appointment, inclusive and affordable, fixed-price model lets you own a successful salon without being a hairstylist, and helps address a much needed gap in the Canadian market that is looking to be filled.

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Don’t miss out on this unique opportunity to join our successful franchise family and receive topnotch training in an incredible setting!

SPECIAL FRANCHISE FOCUS

2024 Franchisees’ Choice The Canadian Franchise Association announces the 2024 Franchisees’ Choice Designees

T

ake a look at the brands on the following pages. Though you may not initially see a pattern, they all have some very important characteristics in common. Hailing from a variety of sectors and areas of the country—and sometimes even the world—these franchise systems have been highly ranked by their franchisees, making them worthy of the Franchi­sees’ Choice Designation.

These Canadian Franchise Association (CFA) member brands voluntarily took part in an independently administered survey of their franchisees, who rated the company in key areas of the franchise business model. These areas include franchisor leadership, business planning and marketing, training and support, ongoing operations, and the strength of the franchisor-franchisee relationship.

“By recognizing our Franchisees’ Choice Designees, we honour the fundamental principle of franchising: collaborating in synergy, achieving mutual success, and thriving together,” says Sherry McNeil, president and CEO of the CFA. “We extend our heartfelt congratulations to this year’s Franchisees’ Choice Designees for earning the trust and admiration of their franchisees through their exceptional efforts and commitment.”

In the due diligence process of investigating a franchise opportunity, speak­ ing with existing franchisees about the opportunity being explored is essen­ tial. For prospective franchisees, the Franchisees’ Choice designation identi­ fies that a franchise brand has received solid endorsement and ratings from its franchisees in areas such as: • Franchisee selection process • Franchise information package • Leadership • Training and support • Operations and improvements • Franchisor-franchisee relations Regardless of any awards or recognitions a franchise system may receive, CFA and Franchise Canada strongly recommend that prospective franchisees conduct thorough due diligence to help ensure that a franchise is the right fit for them.

Find out more about the Franchisees’ Choice Designation and this year’s recipients at https://cfa.ca/blog/2024-franchisees-choice-designation/.

28 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

THE FRANCHISEES’ CHOICE LOGO Franchisees’ Choice winners receive a special logo to identify them as having achieved high rankings in franchisee satisfaction. As you explore franchise opportunities as part of your due diligence process, be on the lookout for this logo to discover the franchise systems that have been recognized for placing an emphasis on building first-class relationships with their franchisees.

FASTSIGNS of Kitchener, ONT

Make Your Statement in Signs & Graphics.

As a growing $29 billion industry, signage and graphics will be in demand as long as businesses need to be seen. FASTSIGNS® will be there to create captivating, high performing visuals for businesses around the world.

• Over 775 locations in 9 countries • Business-to-Business hours • Low staffing requirement

"We’ve had a great experience with FASTSIGNS. They are really excellent, and if I were to go back, I’d do everything the same way. If you’re willing to work hard and stay focused, FASTSIGNS can open many doors."

• Professional business clientele • Seeking Domestic & International Franchisees

Jackie Raymond & Donna Bilodeau FASTSIGNS of Windsor, ONT

• 50% Off Franchise Fee for Veterans and First Responders

FASTSIGNS® is part of the Propelled Brands™ portfolio.

For more information: Mark Jameson | 214-346-5679 | mark.jameson@propelledbrands.com

www.fastsigns.com

SPECIAL FRANCHISE FOCUS

The 2024 Franchisees’ Choice Designees Are: (in alphabetical order)

30 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

mollymaid.ca

OWN YOUR OWN BUSINESS TODAY! LOOKING TO OWN A STABLE, NEW OR PREVIOUSLY ESTABLISHED BUSINESS IN 2024?

THIS IS YOUR CHANCE.

• A low-risk investment opportunity in a high-growth industry • An experienced team at the MOLLY MAID Support Office, dedicated to helping you succeed • Market-leading brand awareness • Proven business systems • Pandemic and recession resistant industry

Your Future Starts With Us!

Contact Fiona Styant to learn more.

855.248.0355 FranchiseOpportunities@mollymaid.ca

SPECIAL FRANCHISE FOCUS

Celebrating an Ongoing Commitment to Franchise Excellence A number of franchises have earned the Franchisees’ Choice Designation multiple years in a row, demonstrating an ongoing commitment to franchise excellence and strong franchisor-franchisee relations. In recognition of their achievement, the CFA has created special logos that these franchise systems can use to display their consistently high scores from their franchisees.

THE 2024 FRANCHISEES’ CHOICE 14-YEAR DESIGNEES ARE:

THE 2024 FRANCHISEES’ CHOICE 11-YEAR DESIGNEES ARE:

THE 2024 FRANCHISEES’ CHOICE 7-YEAR DESIGNEES ARE:

• CertaPro Painters

• BeaverTails

• Inspiration Learning Center -

• COBS Bread

• Fire-Alert Franchising Ltd.

Tutoring and Private School

• Edo Japan

• Pizza Pizza

• Oxford Learning Centres

• Mary Brown’s Chicken

• Print Three Franchising Corporation

• Paul Davis Restoration

• Pizza Nova • PropertyGuys.com

THE 2024 FRANCHISEES’ CHOICE 10-YEAR DESIGNEE IS:

• Symposium Cafe Restaurant & Lounge • TWO MEN AND A TRUCK Canada • UCMAS Canada

• A&W Food Services of Canada Inc.

THE 2024 FRANCHISEES’ CHOICE 13-YEAR DESIGNEE IS: • PuroClean

THE 2024 FRANCHISEES’ CHOICE 9-YEAR DESIGNEES ARE: • Hickory Dickory Decks • Scholars

THE 2024 FRANCHISEES’ CHOICE 12-YEAR DESIGNEES ARE:

THE 2024 FRANCHISEES’ CHOICE 8-YEAR DESIGNEES ARE:

• FASTSIGNS International • SpeedPro Canada

• Driverseat • Triple O’s

32 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

• Right at Home Canada • Wendy’s Restaurants of Canada Inc. THE 2024 FRANCHISEES’ CHOICE 6-YEAR DESIGNEES ARE: • Jani-King Canada • WP Creations LifeCasting & Jewelry Studios THE 2024 FRANCHISEES’ CHOICE 5-YEAR DESIGNEES ARE: • Massage Addict • MaxWell Realty Inc. • Prep’n Sell • Quesada Burritos & Tacos • Willowbrae Academy

Thank You Franchisees for building an incredible community of owners and members across North America.

Jennifer Harrison Owner, Jensen Lakes Studio

Our systems simplify the complexities of delivering a dynamic yoga and fitness program, giving your studio a competitive edge Established Brand Exclusive Yoga Fitness Fusion Programming Methodized Instructor Training State-of-the-art FAR Infrared Heat Network of Owners Sales, Marketing, Software & Operations Support 200 HR Yoga Teacher Training Accredited by Yoga Alliance

beyourownboss@oxygenyogafitness.com franchise.oxygenyogaandfitness.com

SPECIAL FRANCHISE FOCUS

Awards of Excellence The highest standard of franchising excellence in Canada, the CFA Awards of Excellence recognize franchise brands that have demonstrated superior franchise relations, leadership, business planning, marketing, training and support, ongoing operations, and communications in the Traditional Franchise and Non-Traditional Franchise categories.

Learn more about our Grand Prize winners by turning to page 20.

GRAND PRIZE WINNER TRADITIONAL FRANCHISE Willowbrae Academy

GRAND PRIZE WINNER NON-TRADITIONAL FRANCHISE MaidPro

MaidPro

John Evans, EverLine Coatings and Services

Josh Stevenson, New Creations

NON-TRADITIONAL FRANCHISES 6-15 FRANCHISEES

NON-TRADITIONAL FRANCHISES 16-29 FRANCHISEES

NON-TRADITIONAL FRANCHISES 30+ FRANCHISEES

GOLD MaidPro

GOLD EverLine Coatings and

GOLD New Creations

SILVER Wise Cracks BRONZE Prep’n Sell

Services

SILVER TWO MEN AND A TRUCK

Canada

BRONZE CertaPro Painters

34 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

SILVER Paul Davis Restoration BRONZE Right at Home Canada

SPECIAL FRANCHISE FOCUS

Cecilia Chen and Angel Kuang, Inspiration Learning Center

TRADITIONAL FRANCHISES 6-15 FRANCHISEES GOLD Inspiration Learning Center –

Ashley Caldwell, McKenzie Lake Lawyers (accepting on behalf of Willowbrae Academy), and Kathy Steffan, Welch LLP (presenter)

TRADITIONAL FRANCHISES 16-29 FRANCHISEES

Tutoring And Private School

GOLD Willowbrae Academy

SILVER Megamind Learning Centre

SILVER MaxWell Realty Inc.

BRONZE UROSPOT

BRONZE Symposium Cafe

Restaurant & Lounge

Triple O’s

Pizza Nova

TRADITIONAL FRANCHISES 30-99 FRANCHISEES

TRADITIONAL FRANCHISES 100+ FRANCHISEES

GOLD Triple O’s

GOLD Pizza Nova

SILVER Print Three Franchising

SILVER A&W Food Services of

BRONZE Edo Japan

BRONZE Mary Brown’s Chicken

Corporation

Meet the CFA’s 2024 Franchisees’ Choice Designees!

Are you looking to partner with a top franchise that’s committed to your success? If so, you’re in the right place!

Find the full list of winners at cfa.ca/ lookforafranchise/ top-franchises/

Canada Inc.

Franchise Canada July | August 2024

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SPECIAL FRANCHISE FOCUS

Franchisee of the Year The CFA Franchisee of the Year Award is presented to franchisees who have demonstrated an overall star quality within their franchise. Awards are presented to Gold, Silver, and Bronze franchisees in the Traditional category (brick and mortar locations) and in the Non-Traditional category (mobile or home-based franchises), all of whom have been franchising with their brand for at least two years.

Want to know more about these award winners? Read their franchise journey stories on page 13.

TRADITIONAL FRANCHISES

NON-TRADITIONAL FRANCHISES

GOLD

GOLD

SILVER

SILVER

Alicia Baker, DermaEnvy Skincare

Candice Parent, MOLLY MAID Canada

Neelam Bandali, Kumon Math & Reading Centres

Justin Callon, Andrew Jackson, and Billy Van Wyck, ServiceMaster Restore of Niagara

BRONZE

Alicia Baker, DermaEnvy Skincare

BRONZE Candice Parent, MOLLY MAID Canada

FOCUS ON S SPECIAL WINNER CFA AWARD JULY | AUGUS

NT ROVEME CANADA HOME IMP S ACROSS SERVICE

ECTION HOME INSP S SERVICE

Wanda and Lawson MacEachern, Hallmark

POWER YOURSEARCH WITH FRANCHISE

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FREE DIGITAL SUBSCRIPTION To receive a FREE digital subscription to Franchise Canada Magazine, subscribe to Franchise Canada E-News for FREE now.

36 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Kristelle Campbell, PropertyGuys.com

CFA Silver Award of Excellence and 11th Consecutive Franchisees’ Choice Winner Join an award-winning franchise that has been rated one of Canada’s best by its franchisees. for an eleventh consecutive year. Print Three Canada thanks you for rating us highly for our leadership, business planning and marketing, training and support, ongoing operations, and the relationships we’ve built with our franchisees. We are proud to receive thess honours from our very own franchisees: together we are successful because of your hard work and dedication!

Get in touch now for a FREE information package from the award-winning Print Three 1-800-335-5918 franchiseopportunities@printthree.com

SPECIAL FRANCHISE FOCUS

Membership Milestones Every time a franchise joins and renews its CFA membership, it amplifies the voice of the collective and commits to excellence in franchising. And membership helps the CFA represent more than 550 corporate members from coast to coast as the authoritative voice of franchising. Membership milestone achievements honour members for their ongoing commitment to the CFA’s pursuit of strengthening franchising in Canada.

Congratulations and thank you to the following members, who are celebrating membership milestones in 2024!

35 YEAR MILESTONES • Dentons Canada LLP • M&M Food Market • Sotos LLP • TD Canada Trust • Witten LLP

30 YEAR MILESTONES • Borden Ladner Gervais LLP • Fasken Martineau DuMoulin LLP • FASTSIGNS International

25 YEAR MILESTONES • Academy for Mathematics & English • Alepin Gauthier Avocats • Gowling WLG • Medicine Shoppe Canada • Mr. Lube Canada • Print Three Franchising Corporation • Ricky’s All Day Grill

20 YEAR MILESTONES • Canadian School of Natural Nutrition • Comfort Keepers • Jones & Co. • McKenzie Lake Lawyers LLP • Panago Pizza Inc.

15 YEAR MILESTONES • Beyond Digital Imaging • Crepe Delicious • Fire-Alert Franchising Ltd. • Heart To Home Meals • McInnes Cooper • Premier Printing Limited • Presse Café • Robins Appleby LLP • Smoke’s Poutinerie • Telpay Inc. • UCMAS Canada

10 YEAR MILESTONES • 9Round Franchising of Canada, Inc. • Bloomtools Canada Inc. • Econolease Financial Services • Oxygen Yoga & Fitness • Prep’n Sell

38 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

5 YEAR MILESTONES • Aisle 24 • Angus Valley Montessori Schools • Au Pain Doré • DermaEnvy Skincare • MaxWell Realty Inc. • MBH & Associates, Ltd. • MFV Expositions • MODERN Canada • New Creations • ONESource Moving Solutions • PiinPoint • PIRTEK CANADA • Plan A Long Term Care Staffing & Recruitment • Prairie Donair • Transition Squad Downsizing Services • Trapped Canada • We Wash Windows • Yum! Brands

SPECIAL FRANCHISE FOCUS

Recognition Awards The CFA’s Recognition Awards celebrate individuals and franchise systems for their outstanding achievements, contributions, and philanthropic endeavours in the franchise community.

Distinguished Franchise Support Services/Supplier Award

Diversity & Inclusion Champion Award

Recognizes a person or company for their efforts and contributions in supporting the Canadian Franchise Association and the franchise industry at large.

Recognizes a company or individual for extraordinary leadership and contribution toward improving and promoting diversity and inclusion within their workplace and the franchise community in Canada.

Royal Bank of Canada (RBC)

UCMAS Canada

Since joining the CFA in 1980, RBC has been an active participant in various CFA committees, including the National Convention Program Committee, the Franchise Support Services/ Supplier (FSS) Committee, and other educational programming committees. The organization’s involvement in these committees has demonstrated its commitment to advancing the CFA and the Canadian franchise industry at large.

Representatives from RBC regularly speak at CFA events and franchise tradeshows. They have also assisted many CFA members in navigating the franchise financing process, providing expertise in the areas of franchise funding and government programs available to both franchisors and franchisees.

RBC’s support of the CFA’s Franchise Your Business webinar series has been invaluable, providing aspiring franchisors with necessary information on business funding and the knowledge to become successful.

RBC’s involvement during the COVID-19 pandemic was instrumental in supporting the franchise industry.

Following the pandemic, RBC representatives have been a wealth of help to the CFA membership, thoroughly explaining government programs such as the Canada Emergency Business Account (CEBA) program.

For years, Megha Karia, CEO of UCMAS Canada, has focused on helping new immigrants be their own boss and find success in Canada. Megha has also been a champion of promoting women in business, encouraging them to be financially independent and to tap their full potential.

Almost 100 per cent of UCMAS’s franchisees are immigrants from 20 different countries, and nearly 70 per cent of UCMAS franchise owners are women.

Furthermore, Megha has run the entire network of close to 90 UCMAS centres across Canada through her head office team, half of whom are women. Over the years, Megha has been instrumental in changing the lives of nearly 700 women by encouraging them to become course instructors at UCMAS centres across Canada.

Megha’s actions illustrate her belief that women and immigrants in Canada are in need of additional support, and by dedicating her career to champion these workers, Megha has helped lead UCMAS in its goal of uplifting Canadians from all backgrounds.

40 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

SPECIAL FRANCHISE FOCUS Hall of Fame Award

Lifetime Achievement Award

Presented to a franchise company in recognition of outstanding performance over a significant period of time, high brand recognition, and solid business performance.

This award recognizes a franchisor, franchisee, or support services provider who demonstrates exceptional achievement and contribution to Canadian franchising and the community at large throughout one’s lifetime and career in franchising.

Subway Canada The brand’s story began in 1965 when 17-year-old Fred DeLuca asked his family friend, Dr. Peter Buck, a nuclear physicist, for advice on how to pay his college tuition. With an idea to open a submarine sandwich shop and an initial $1,000 investment from Dr. Buck, the two formed a business partnership that would ultimately change the landscape of the quick service restaurant industry. The partners opened their first restaurant in Bridgeport, Connecticut, in August of 1965, where they served freshly made, customizable, and affordable sandwiches to local guests.

Today, Subway has grown to become one of the world’s largest restaurant brands, serving its signature sandwiches, wraps, and salads to millions of guests every day, across more than 100 countries, in more than 37,000 restaurants. Subway restaurants are owned and operated by a franchisee network that includes more than 20,000 dedicated entrepreneurs and small business owners who are all committed to delivering the best guest experience possible in their local communities. The first Canadian Subway restaurant opened its doors in 1986 in St. John’s, Newfoundland, and there are now more than 2,800 restaurants in Canada.

Ryan Smolkin Ryan Smolkin, founder and CEO (chief entertainment officer) of Smoke’s Poutinerie, passed away on Sunday, October 29, 2023. Ryan was an active CFA volunteer and shared his knowledge, best practices, and expertise as a speaker at many CFA events. As the passionate, gregarious, and highly recognizable leader of Smoke’s Poutinerie, Ryan made a tremendous impact on the CFA community and everyone he met.

Throughout his career, Ryan mentored many new and emerging brands in the CFA community, helping others achieve the success that he experienced. His actions, especially through his innovative marketing endeavours, benefitted the brands he worked with while highlighting the opportunities available within the franchising landscape at a national level.

“Ryan was a pillar of the CFA franchise community: an entrepreneur, franchisor, brand builder, and advocate for franchising,” says Sherry McNeil, CFA president and CEO. In 2016, Ryan created the World Poutine Eating Championship (WPEC) in support of We Care, an organization dedicated to sending kids with disabilities to fully accessible camps throughout Canada. The annual event also includes the CEO Challenge, which sees executives from across Canada compete in a poutine eating content. Ryan became a director of the We Care board in 2018, and in his memory the event will be known as The Ryan Smolkin CEO Challenge in Support of We Care.

Franchise Canada July | August 2024

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SPECIAL FRANCHISE FOCUS Outstanding Corporate Citizen Award

Volunteer Leadership Excellence Award

Given to a franchise system that has demonstrated genuine and ongoing concern and support for a community or social service group(s), based on their philanthropic innovation, support, and impact to the community whether on a local, regional, national or global scale.

In the spirit of passion for franchising and the Association, this award is given to an individual who, through their volunteer activities and work as an ambassador for franchising, helps the CFA grow, evolve, and deliver on its Purpose and Mission.

Larry Weinberg, Cassels Brock & Blackwell LLP

Osmow’s Shawarma Osmow’s Shawarma was founded in 2001 with one location in Streetsville, Ontario. Since then, it has grown to more than 145 locations in major provinces such as Ontario, British Columbia, Alberta, and Quebec, and is expanding into new provinces this year. The company has also begun expansion into the U.S., with its first location opening in Miami, Florida, in 2022 and additional rollouts planned for this year. As the largest Middle Eastern brand in North America, innovation continues to be Osmow’s driving force, and its team continues to ideate and release new products that attract a wider audience and gain market share.

In 2020, the Osmow’s Hope Fund was created to help impoverished communities both locally and abroad. The initiative’s work has included providing funds to homeless shelters and food banks throughout the Greater Toronto Area and other regions.

International efforts have included partnerships with charities in Zambia, India, and Pakistan.

Through its charitable efforts (resulting in over $500,000 in donations and food), Osmow’s has been able to feed more than 3,000 children daily in places of learning, and the corporation has matched funds raised at the restaurant level.

Cassels Brock & Blackwell LLP joined the CFA in 1997. Over the past two decades, Larry Weinberg has been an active participant in various CFA committees, including the CFA Board of Directors, CFA Franchise Law Day Committee, Legal & Legislative Affairs Committee, National Convention Program Committee, Nominating Committee, B.C. Labour Relations Board Committee, the Changing Workplaces Review Task Force, and the Education Advisory Committee, and has spearheaded innumerable subcommittees and task forces supporting the CFA’s advocacy and government relations on behalf of the Canadian franchise community. Larry’s involvement in these committees has demonstrated his commitment to advancing the CFA and the Canadian franchise industry at large. In addition, Larry’s support of the CFA’s Franchise Your Business webinar series has been invaluable, providing aspiring franchisors with the necessary tools and knowledge to become successful.

Cassels Brock & Blackwell, Larry’s franchise group, has also contributed significantly to the CFA’s educational programming, with staff regularly speaking at events and contributing articles to the CFA’s publications. The group has assisted many CFA members in navigating the franchising process, providing expertise in disclosure documents, franchise agreements, trademarks, and more. Cassels Brock & Blackwell also supports the CFA’s programming yearround as a CFA National Sponsor.

For his tireless work, commitment to the industry, encouragement of his team to participate in industry matters, and dedication to volunteer leadership, Larry is a deserving recipient of the Volunteer Leadership Excellence Award.

42 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

SPECIAL FOCUS ADVERTORIAL

FASTSIGNS Reveals Ambitious Plans for Future Growth

A

s the leading sign, graphics, and visual communications organization in North America backed by nearly 40 years of industry experience, FASTSIGNS International Inc. is a top choice for aspiring Canadian entrepreneurs eager to launch a successful business. With over 770 independently owned and operated sign shops in 10 countries, the brand is set to continue its growth trajectory across Canada, offering a range of business opportunities including cobrands and conversions.

The comprehensive suite of tools FASTSIGNS provides its franchisees, from strategic direction to marketing, vendor relations, technology, and more, has fuelled remarkable growth for franchisees at every FASTSIGNS location worldwide.

FASTSIGNS offers effective training, support

from the brand’s extensive network, and a mutually beneficial structure, emphasizing dedication to growing franchisee profitability. Additionally, the brand creates opportunities for veterans and first responders, offering incentives including an impressive 50 per cent franchise fee reduction and serving as a member of the International Franchise Association’s VetFran program.

“When I first moved to Canada, I decided that I wanted to be in charge of my own destiny and work for myself,” says Jose Azavedo, FASTSIGNS franchisee of South Mississauga/Oakville, Ontario. “Being new to the area, I needed an established franchisor to guide and support my entrepreneurship, and FASTSIGNS stood out for its professionalism and ability to aid my business’ growth.”

FASTSIGNS consistently earns recognition for franchisee satisfaction, including several top honours in 2024. Ranked number one in its category on Entrepreneur’s competitive Franchise 500 ® List for the eighth consecutive year and named a Bestin-Category Franchise by Franchise Business Review for the sixth consecutive year, FASTSIGNS continues to lead the industry. As the brand expands its footprint in Canada, it also received CFA’s Franchisees’ Choice Designation for the 12th consecutive year. ■ For information about FASTSIGNS franchise opportunities in Canada, contact Mark Jameson at mark.jameson@propelledbrands.com or 214-346-5679, or visit www.fastsigns.com.

Physiotherapist Restyles His Career with Just Cuts

A

s a Just Cuts multi-salon owner who has purchased five salons in five years across Australia since 2018, Anthony Belcher says working on your business, not in it, and embracing franchisor support is key.

After selling his previous franchise business, Belcher wondered why multi-unit owners seemed so much more excited and satisfied with their businesses when they’d surely have much less time to spend.

“The technology we have as Just Cuts owners means we can work from anywhere, because you can run your business completely digitally,”

says Belcher. “It feels a bit selfish to say but I love how autonomous my work-life balance is now. I still have the piece of paper I did five years ago with my goal of five salons in five years—it’s a strange feeling to have achieved my goal and to read it now.”

He says Just Cuts is also unique as a fixed-fee franchise, as his previous was royalties-based. “This model rewards franchisee success, as you maximize your benefit from the revenue and profitability you work with your team to build.”

Belcher continues, “You don’t have to work in your business, but hair is a dynamic industry, so you can’t be a passive owner. That’s where Just Cuts’ technology brings you a strong small-business advantage by streamlining day-to-day operations.”

Employing over 50 stylists, Belcher says Just Cuts is also well positioned to recruit dedicated staff.

“Just over half of your costs are wages, so your people are key to your success. Another business benefit of the national brand awareness is that, as a Just Cuts owner, you recruit the right kind of person automatically.

My stylists are generally middle-aged mothers with kids who want flexibility, which suits Just Cuts perfectly.”

Belcher also credits Just Cuts’ brand equity in the key promise of ‘no appointments,’ and a uniquely transparent, fixed pricing structure in the market for his sustained success.

“Since the pandemic, there’s been growing demand for Just Cuts as many other independent and chain salons shut their doors. And with the investments the brand continues to make in recruitment initiatives, technology, and salon-exclusive Justice retail products, we’re well positioned despite the economic headwinds to grow our revenue.” ■

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SPECIAL FOCUS ADVERTORIAL

MOLLY MAID Canada: Join an $8 Billion Industry

R

ecent research shows that the residential cleaning industry in Canada is now worth an astounding $8 billion annually, which provides an incredible opportunity for you to become your own boss! MOLLY MAID was established in Mississauga, Ontario, in 1979, and today is recognized as the largest and most trusted residential cleaning company in Canada. There are three very distinct franchise opportunities available: traditional, neighbourhood, and established franchises.

When you are awarded a MOLLY MAID franchise, you gain access to the most well-known trademark in the residential cleaning industry and proven business systems that have been developed to provide you with a competitive advantage. You are granted an exclusive geographic

territory, comprehensive training on our proprietary business systems and software, and ongoing coaching and support.

• A traditional franchise is owneroperated in an urban or suburban market. You would hire teams to clean as well as manage the business.

• A neighbourhood franchise is a low-cost opportunity in smaller markets, where you start out as a hands-on operator and cleaner in the business.

• An established franchise is an existing business that is available for purchase. There are existing clients, employees, revenue, and profit.

Owning a MOLLY MAID franchise isn’t just about making a profit—it’s about making a difference. You’ll be creating jobs, supporting local

families, and giving people the gift of free time. Imagine the joy of helping a busy parent spend more quality time with their kids or helping a senior age comfortably in their own home.

If you’re passionate about helping people, have a strong entrepreneurial spirit, and believe everyone deserves a clean home, then a MOLLY MAID franchise might be the perfect fit for you. MOLLY MAID franchise partners must operate from an office within the territory—either a home office or a rental space—and must be committed to operating the business full time and have a valid driver’s license. Contact Fiona Styant today, and she will guide you toward fulfilling your entrepreneurial dreams while making a positive impact on your community. ■ Contact Fiona at 1-855-248-0355, or franchiseopportunities@mollymaid.ca.

Get on Board the Gravy Train with Smoke’s Poutinerie

J

oin Smoke’s Poutinerie on its quest for “Global Domination” and be a part of this original quick-serve poutine revolution! Smoke’s Poutinerie is a cool, unique concept with a broad menu focusing on poutine and other over-the-top creations! Why bother opening another boring pizza or burger joint, or an over-saturated sub or burrito franchise, when you can open

an award-winning concept! Smoke’s Poutinerie’s goal is to bring the authentic, classic Canadian dish to the rest of the world in an original and unique way. It’s more than just fries, curds, and gravy—Smoke’s Poutinerie is an entertainment company!

Founded in 2009 by creative genius Ryan Smolkin, Smoke’s Poutinerie is the world’s largest and original

44 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Poutinerie. Representing ‘80s Canadiana culture and known for its signature lumberjack plaid and glam rock music, Smoke’s Poutinerie serves over 30 varieties of its famous poutine.

The brand is excited to extend the opportunity to other poutine lovers to launch their own Smoke’s Poutinerie. Their team is looking for likeminded individuals who are fun, energetic, social, hard-working, service-oriented people who share the same vision and fit the atmosphere of the restaurant and brand.

Are you passionate? Check! Driven, ambitious? Check, check! Is your favourite meal poutine? Do you secretly rock out to Poison and Twisted Sister tunes when nobody’s looking?

Then you’ve got what Smoke’s Poutinerie is looking for in the ultimate franchisee! Get on board the brand’s weird, wild, and wacky rock ‘n’ roll gravy train! ■

SPECIAL FOCUS ADVERTORIAL

Oxygen Yoga & Fitness Master Franchisee Eyes U.S. Expansion

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xygen Yoga & Fitness (OYF) Ottawa master franchisee Dimitri Aramouni is expanding his reach to Tampa Bay, Florida, bringing his passion for fitness and wellness to a new region. Aramouni’s journey with OYF began with a simple problem: how to repurpose unused restaurant space post-pandemic. Since then, Aramouni has successfully opened three OYF studios in Ottawa, with a fourth studio in Rideau set to launch in fall 2024. This decision has set off a chain reaction that has positively impacted both his career and the well-being of OYF members.

Reflecting on the domino effect of positive habits, Aramouni shares, “You do a really good workout, then you want to hydrate after. You don’t want to have a coke or, you know, something unhealthy.” He believes

that OYF can be the catalyst for members to adopt healthier lifestyles. “We can be the initial pull to that sort of mindset, and then they start eating clean, coming to more classes, and spreading the word. That’s what I want when people leave the class.

That’s how I want them to feel.”

Before joining OYF, Aramouni was entrenched in the restaurant industry, revitalizing the Mexi’s franchise in Ottawa. When the pandemic reshaped the restaurant landscape, Aramouni saw an opportunity to explore the fitness sector. His background in university football and yoga informed his decision, leading him to discover the benefits of infrared technology, and ultimately, OYF. Meeting OYF CEO Jen Hamilton was pivotal. “She believed in me to help carry the brand in Ottawa,” Ara-

mouni recounts. His commitment deepened after experiencing a class at the Oshawa studio. Now, as the master franchisee for both Mexi’s and OYF in Ottawa, Aramouni leverages his franchise knowledge to foster success. ■

More Than Your Standard Print Shop

S

ince 1970, Print Three Franchising Corporation has been doing it all: colour copies, business cards, brochures, posters, outdoor signage, invitations, engineering drawings, promotional products, direct mail, variable printing data, and one-toone direct marketing. (That’s right— services that go way beyond print!)

Print Three is dedicated to outstanding quality, flexibility, and affordability. Its team is dedicated to your products: as they say, they are dedicated to your business, and dedicated to you. “We’re Print Three!”

The printing landscape in Canada is changing, and if you’re interested in an exciting opportunity to grow and develop within the print industry, Print Three can help!

As a Print Three franchise owner, you’re in business for yourself, not by yourself. Print Three provides support, training, and the backup to help

you succeed in the changing landscape of print in Canada. With Print Three, you gain access to established branding, marketing strategies, and systems. You also gain membership

in its coast-to-coast network of fellow franchise owners working in their communities, locally, and in the Print Three community, to build a strong and sustainable future. ■

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Franchisee Favourites Across Canada A franchise system’s partners are truly the backbone of their business, which is why each year the Canadian Franchise Association awards a selection of franchisors the prestigious Franchisees’ Choice Designation. This achievement reflects a positive franchisor-franchisee relationship, assessed through a survey sent to the brand’s franchisees.

Join us in congratulating the following member brands, who have been awarded the designation for multiple years in a row. Within their ranks, you may find the perfect fit for your own franchise journey.

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FRANCHISEE FAVOURITES ACROSS CANADA

A&W Food Services of Canada Inc. With more than 1,000 Canadian locations and annual sales of more than $1.5 billion, A&W is one of the country’s most enduring quick service restaurant franchises. Showcasing a commitment to “good food farmed with care,” A&W provides suitable franchisees with support in marketing, operations, restaurant development, and financing, including the help of its opening team and the mentorship of a dedicated operations specialist.

Approved franchisees can purchase a location with an investment of $450,000 to $700,000, and entrepreneurs who are looking to pioneer the brand, especially in smaller-town markets, are of special interest.

BeaverTails A Canadian tradition since 1978, BeaverTails offers franchisees a flexible business model with ongoing support to help ensure their success. The brand has locations spanning North America, with more than 200 franchises in Canada alone. Though famous for its eponymous pastries, its menu appeals to a wide range of demographics with homegrown favourites like poutine and BeaverBites®, and locations can be established under one of three models: either as a shop, an express mobile location, or an express amusement park kiosk. Dedicated “hunting” territories are reserved for you, ensuring that your territory is your own, and BeaverTails’ head office assists franchisees in multiple aspects of their business, from recruitment and management to sales analysis and business development.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

CertaPro Painters

COBS Bread

For more than 30 years, CertaPro has been offering residential and commercial painting services across North America, to the tune of 450-plus locations. The company offers franchisees thorough support: lead generation and online marketing, branded uniforms and business materials, vendor discounts and recommendations, and much more. As a bonus, CertaPro has established relationships with Sherwin-Williams and Benjamin Moore to provide special rates for the brand’s franchisees.

COBS Bread operates with a focus on the delivery of exceptional products, friendly service, and a welcoming environment for all customers. This attitude extends to its franchisees and their communities, with the brand donating more than $560 million in unsold products to local charities since its inception in 2003.

Investments start at $133,300 with low overhead, making it an attractive option for both first-time and seasoned franchise investors. And with a plethora of industry awards and consistent system-wide growth, franchisees have the backing of a system that continues to expand.

Now with more than 170 franchise locations in Canada and more than 700 bakeries in its native Australia and New Zealand, the brand continues to grow. As an added incentive, the company waives the initial franchise fee for new-build bakeries and always provides an extensive 16-week training program that covers business planning, human resources, marketing, maintenance, finance manages, and other areas important to the sector.

Learn more at LookforaFranchise.ca

48 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

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FRANCHISEE FAVOURITES ACROSS CANADA

Driverseat

Edo Japan

Not just another transportation service, Driverseat specializes in ground passenger transportation specializing in small to medium-sized groups.

Franchise partners build a fleet of vehicles and chauffeurs to provide wedding shuttles, corporate event transportation, employee commuter shuttles, tours, airport trips and Care+, which is tailored for the vulnerable sector. Being focused on the experience first allows Driverseat to operate in several verticals across multiple industries, resulting in significant top-line revenue opportunities and an innovative transportation business model.

Serving more than 11 million meals each year and with 200 locations across Canada, Edo Japan’s franchisees have the advantage of both its menu (comprised of traditional teppanyaki-style cooking, sushi, ramen, and bubble teas) and its long-standing reputation within the country. Canadian-owned for 45 years, Edo Japan is one of the fastest-growing quick service Asian restaurant chains in the country.

Learn more at LookforaFranchise.ca

The brand sets its franchisees up for success with five weeks of required training for two people (a franchisee and a manager), completed in a training location with certified trainers. Home office helps new investors train their restaurant staff and supports all facets of the opening. They can also help potential franchisees connect with professionals to aid in financing.

Learn more at LookforaFranchise.ca

FASTSIGNS International

Fire-Alert Franchising Ltd.

These signs are a can’t-miss. A recognized name in custom signage and graphics, FASTSIGNS International has been helping franchisees attain a piece of the lucrative $29 billion signage industry for nearly 40 years. The brand rewards the creativity of its franchisees, as its business hinges on the execution of one-of-a-kind visuals. More than just a store, each FASTSIGNS location offers valuable services to its customers and their communities, and offers franchisees the backing of a wellrecognized brand with over 775 locations in nine countries.

They also provide veterans and first responders with a special discount on the initial franchise fee, plus other incentives, to help them achieve their franchise dreams.

In the event of a fire, safety, preparation, and protection are key, and that starts with having the right equipment. The experts in fire extinguisher services for more than 35 years, Fire-Alert equips its franchisees with a unique, on-demand, mobile business that serves a wide range of residential, commercial, and industrial properties. The brand provides franchisees with all the tools needed to achieve a fast return on investment, and territories are currently available in all provinces.

Learn more at LookforaFranchise.ca

Fire-Alert’s detailed training program and required certifications bring its investors up to speed on the technology and safety requirements of owning a business of this nature. The training itself is comprised of both classroom and practical training at the company’s headquarters in Orleans, Ontario. Plus, ongoing support following launch is available to assist in all aspects of the business.

Learn more at LookforaFranchise.ca

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FRANCHISEE FAVOURITES ACROSS CANADA

Hickory Dickory Decks For prospective franchisees looking for a way to meld their love of the outdoors with the freedom of owning their own business, Hickory Dickory Decks offers all this and more. Leveraging a proven marketing system, Hickory Dickory Decks franchisees benefit from numerous promotional materials, such as the company’s website (www.decks.ca), brochures, digital marketing programs, uniforms, truck and trailer graphics, yard signs, and its instantly recognizable mascot.

The company’s key franchise development team provides support from sign-on to opening day and beyond, with assistance in design, pricing, sales, business plans, permits, inspections, and more. Plus, franchisees meet for a three-day convention each year to get investors prepped for the upcoming season—2024 marks the brand’s 38th year in operation.

Inspiration Learning Center – Tutoring and Private Schools Investing in an Inspiration Learning Center franchise means benefiting from five income streams: tutoring, high school credits, education consulting, retail, and its Ivy League program with Harvard and MIT. The company also recently introduced another franchise program with an online tutoring franchise.

Both franchise concepts have an approach that combines elements of both Western and Eastern education traditions to empower students in a variety of areas and appeal to a wide customer base.

Since its founding in Toronto in 2003, the brand has helped more than 3,500 students graduate, with an additional 15,000 currently enrolled. With a clear approach to higher learning for our children’s future, and a clear and lean business model with low risk, franchisees are equipped to succeed from the moment they sign on.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Jani-King Canada

Mary Brown’s Chicken

Jani-King Canada’s owner-operator concept means franchisees get the freedom of being a mobile business owner without the large labour overhead. The largest international commercial cleaning franchise system, Jani-King has more than 7,000 franchises in 10 countries, serving tens of thousands of customers worldwide each year.

As Canada’s largest chicken-based quick service restaurant, Mary Brown’s franchisees benefit from an enduring reputation in the Canadian food landscape and its foodie following. The company has received consistent accolades, from being awarded the CFA’s Franchisees’ Choice Designation for 14 years in a row to being named one of Canada’s best-managed companies for multiple years. Plus, it has achieved 18 consecutive years of same-store sales growth.

Opportunities are available for single-unit franchisees across Canada, with additional opportunities for master franchisees in Newfoundland, Saskatchewan, and Thunder Bay, Ontario. The brand’s online investment calculator further helps prospective franchisees determine if ownership is the right fit for them.

For those who do join the company, ongoing support is offered in a variety of areas, including customer invoicing, accounts receivable, administration, and operations management.

To join the franchise success, Mary Brown’s looks for a liquid capital of $300,000, plus a $30,000 start-up fee, with the average total start-up cost at around $850,000-plus. Selected franchise partners will receive training and assistance in operations, real estate and construction, marketing, and supply chain.

Learn more at LookforaFranchise.ca

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FRANCHISEE FAVOURITES ACROSS CANADA

Massage Addict

MaxWell Realty Inc.

Massage Addict is a 100 per cent Canadianowned and operated company, with over 115 franchise locations across the country. A low start-up cost and minimal overhead make it an attractive option for first-time franchisees, as well as the best-in-class initial and ongoing support offered by head office which includes real estate selection; training in operation, sales, and customer service; operational procedures and policies; marketing; and more.

Since its launch 25 years ago, MaxWell Realty has continued to develop its reputation as a respected, 100-per cent Canadian real estate brand. The company’s network expands across the country, supporting approximately 1,100 agents across Western Canada.

And Massage Addict offers room to grow, with more than half of its franchisees owning multiple units and 83 per cent of clients returning to experience its five therapeutic services: massage, reflexology, acupuncture, chiropractic care, and custom orthotics.

Learn more at LookforaFranchise.ca

Oxford Learning Centres Discover a career that makes a difference as an Oxford Learning franchisee. Oxford Learning franchisees are part of a network of Canadian business owners linked by the common goal of helping students get better grades.

A background in education is not a prerequisite: its unique cognitive programs, proprietary curriculum, and comprehensive training, combined with a drive to succeed, are the only requirements! Join an education tutoring franchise leader with a unique cognitive model and over 40 years of proven success in Canada.

Franchise costs range from $132,700 to $232,175, depending on location, with a suggested $50,000 for working capital. A satisfactory financial rating is also required.

Learn more at LookforaFranchise.ca

MaxWell Realty provides its franchisees with cutting-edge technology, experience, training, and systems to grow their business quickly and sustainably. Depending on the investor’s needs, the brand provides customized support, including access to dedicated advisors; coaches; administrative, technical, web, and social media support; and much more.

Learn more at LookforaFranchise.ca

Paul Davis Restoration Paul Davis is a powerhouse in the North American full-service emergency restoration, mitigation, and reconstruction services, with over 300 locations across Canada. More than just a restoration company, franchisees come from all backgrounds and have successfully built businesses that have provided a considerable return on their investment.

The company’s varied customer base includes insurance, residential, and commercial clients, meaning franchisees have multiple revenue streams. An ideal Paul Davis franchisee has a head for business and a passion for helping others— interested parties can participate in a Paul Davis Discovery Day to determine whether the brand is a good fit for them and vice versa.

Learn more at LookforaFranchise.ca

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FRANCHISEE FAVOURITES ACROSS CANADA

Pizza Nova

Pizza Pizza

Since Sam Primucci and his brothers founded Pizza Nova in 1963, the brand has expanded exponentially across Ontario. In their 150-plus locations, franchisees bring their communities’ pizza fans authentic flavour combinations and steaming hot pizzas, quickly and without compromising on quality. Known for fresh toppings, high-quality ingredients, and a wide range of authentic Italian menu items including lasagna, panzerotti, Italian sandwiches, chicken wings, and arancini. They also have a line of Primucci-branded products featuring extra virgin olive oil, homestyle tomato sauce, Italian hot peppers, spicy green olives, and sundried black olives. All these elements combined invite its hungry customer base—including prospective franchisees—to “taste the difference!”

Many Canadians know Pizza Pizza from its earworm jingle, and a Pizza Pizza franchisee benefits from that strong brand recognition and a proven business model, along with a network of more than 730 fellow franchisees across the country.

The company is searching for prospective owners who possess a strong work ethic, great people skills, a self-motivated mindset, and the ability to make a financial commitment to the brand. After being approved, securing financing, and finding a suitable location with the help of Pizza Pizza pros, franchisees participate in eight to 12 weeks of training, during which they learn food prep, business management and human resources procedures, and much more, with ongoing professional development offered following launch.

Learn more at LookforaFranchise.ca

Prep’n Sell A leader in the home improvement services sector, Prep’n Sell works with real estate agents and their clients to prepare homes for sale, while its RENOmagic brand works with buyers and homeowners. The company provides its home-based franchisees with a proven method, training, sales call processes, digital lead generation, and many more supports.

With low overhead and eye-catching branding and graphics, Prep’n Sell franchisees are well set to stake a claim in their territory and truly be their own boss. Selected franchisees also benefit from entering a strong, secure industry, with 14 per cent of Canadian families moving each year and the average homeowner spending $10,000 on home renovations.

Learn more at LookforaFranchise.ca

Print Three Franchising Corporation Almost 55 years ago, the first Print Three shop opened its doors, and in the decades since, the company has prided itself on keeping up with the technologies that influence the printing industry.

Print Three’s national network of 40-plus owner-run shops across Canada has the added benefit of providing its franchisees with access to cutting-edge digital print and procurement technology. Prospective investors should believe in the company’s mantra: print is a living medium, and now more than ever, what we print matters.

Learn more at LookforaFranchise.ca

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FRANCHISEE FAVOURITES ACROSS CANADA

PropertyGuys.com

PuroClean

A standout and mainstay in the Canadian real estate industry for more than 25 years, PropertyGuys.com offers a unique business model that empowers sellers to reach new markets and homeowners to take their sales journey into their own hands.

To date, 54 PuroClean franchisees have not just found the right job, but the right business for them. A PuroClean franchise offers a recessionresistant business model with in-demand services ranging from fire and smoke damage to mould removal and beyond.

Franchisees are provided with assistance in launching their location, along with the tools needed to thrive. With exclusive territories, a value-based product, and a network of passionate franchisees to lean on, PropertyGuys.com is an attractive option for those looking to make their business ownership dreams a reality.

Territories are available across Canada for investors who are capable of and interested in balancing numerous relationships daily—brokers, policy holders, claims managers, adjusters, and employees—and who have a minimum of $230,000 to invest.

Plus, its easy-to-learn system is designed to generate leads, and mentorship opportunities are available to new franchisees, allowing them to benefit from the experience of their fellow business owners.

Learn more at LookforaFranchise.ca

Quesada Burritos & Tacos For franchisees with an interest in dishing out savoury Mexican cuisine, look no further than Quesada Burritos & Tacos.

Featuring a low-cost investment along with high-quality support, Quesada is on the hunt for franchisees who mesh with their brand identity and are dedicated to serving top-notch foods and ingredients. Now with more than 200 locations in eight provinces, half of which are owned by multiunit franchisees and a portion of which are in post-secondary institutions and hospitals, Quesada offers investors a fantastic opportunity to make a splash in their communities.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Right at Home Canada By providing important services to seniors, the injured, and other in-need clients and their families, Right at Home Canada franchisees are filling an important role in their communities. Due to an aging population, homecare will continue to be a necessary industry for Canadians, and Right at Home’s international network of more than 700 locations, including more than 50 in Canada, provides a solid foundation for its franchisees.

Taking a cooperative training method, wherein owners learn alongside the company as the location is set up, Right at Home directs franchise owners to independence, for the benefit of the franchisee and the brand at large. With 24/7 administrative support and corporate contracts that help drive passive revenue to franchisees, owning a Right at Home business means worklife balance is within reach.

Learn more at LookforaFranchise.ca

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FRANCHISEE FAVOURITES ACROSS CANADA

Scholars

SpeedPro Canada

For 25 years, Scholars has been providing tutoring and supplemental education services to students of all ages. Now, with more than 60 locations across North America, Scholars has been expanding thanks to the strength of its franchisee network and its research-backed education method.

Providing business-to-business marketing graphics and signage to Canadian companies for 32 years, SpeedPro offers a lucrative business model that has been embraced by more than 170 North American entrepreneurs.

The brand works hand in hand with new franchisees, offering its real estate experience and ability to pinpoint ideal local markets to set its small business owners on the path to success. And by using a leading digital marketing agency, Scholars is able to help its franchise partners reach as many students and parents as possible.

Franchisees receive unwavering support throughout their business ownership journey and are subject to a 12-step approval process that includes analysis of costs and financing, support, training, and help in identifying location and staff. For those interested in becoming a franchisee, note that a minimum net worth of $400,000 is required.

Learn more at LookforaFranchise.ca

Symposium Cafe Restaurant & Lounge With nearly 30 years of restaurant experience, Symposium Cafe Restaurant & Lounge offers franchisees a solid footing for success in the casual dining sector. Now with 29 locations across Ontario, with additional locations slated to open, the company is looking to bring its high-quality diner fare to even more cities in the province.

The required investment for a new turnkey restaurant ranges from $665,000 to $730,000, depending on location, with existing franchise location sales reaching up to $2 million per year. Extensive training for approved franchisees lasts for three months at an existing restaurant for three selected individuals (the franchisee and two employees), and upon successful completion, a transition tutor is provided for 10 weeks to assist during the opening stages. This helps fortify the location’s team, customer base, and sales, putting the franchisee in a position to thrive.

Learn more at LookforaFranchise.ca

Triple O’s Triple O’s is a division of White Spot Hospitality, Canada’s longest-running restaurant chain founded by Nat Bailey in 1928, which operates the White Spot brand of 52 casual full-service restaurants in British Columbia, and the Triple O’s brand of 65 premium quick service restaurants throughout British Columbia, Alberta, and Ontario, along with five mobile “On the Go” food trucks. Triple O’s guests enjoy the tastiest premium burgers, fries, and milkshakes, with signature touches—like their Secret Triple “O” Sauce and iconic pickle, and commitment to ingredients, like 100-per cent fresh Canadian beef, fresh-cut fries, and hand-scooped ice cream.

Triple O’s restaurants offer a casual and authentic West Coast dining experience at gas stations, freestanding restaurants, arenas, universities, and BC Ferries. Be part of a proven, premium QSR brand with a profitable model, over 95 years of history, and franchisee support ranging from supply management, to marketing, to operational excellence.

Learn more at LookforaFranchise.ca

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FRANCHISEE FAVOURITES ACROSS CANADA

TWO MEN AND A TRUCK® Canada The largest franchised moving company in North America, TWO MEN AND A TRUCK® offers its franchisees a recognized name backed by quality service. The company has more than 3,000 trucks on the road, making it a highly identifiable brand, and a 96 per cent customer referral rate, adding to its success. And with half of Canadians having moved within the last five years or with plans to move within the next five, its customer base shows no signs of shrinking. Plus, TWO MEN AND TRUCK® proudly announced in April that it completed its 10 millionth move!

Territories are currently available in Ontario, B.C., and New Brunswick, and top-performing franchisees can reach more than $2.5 million annual gross sales. With a global network of franchisees from diverse backgrounds, owning upwards of 380 locations worldwide, TWO MEN AND A TRUCK® provides a solid foundation for its partners’ success through comprehensive training and a world-class system.

Learn more at LookforaFranchise.ca

Wendy’s Restaurants of Canada Inc. Since opening its first Canadian location 40 years ago, Wendy’s and its signature square beef patties have experienced steadfast support from its customers and its franchisees. Their business model leverages impactful advertising, strategic menu innovation, socially responsibility business practices, and evolving how the consumer accesses the brand through investments in restaurant design and technology.

Ideally, Wendy’s franchisees will have single- or multi-unit quick service restaurant experience, proven leadership skills, a growth-driven mindset, and access to adequate capital.

The company can also connect new franchisees with financial lenders and supports them throughout their franchise journey in a variety of ways, with training, franchise advisory groups, advocacy, supply chain, marketing, and more.

Learn more at LookforaFranchise.ca

UCMAS Canada For more than 30 years, UCMAS has been delivering its Universal Concept Mental Arithmetic System (UCMAS) to more than three million children in more than 6,000 centres across 80 countries. On the home front, UCMAS Canada is now represented in six provinces, with plans to expand further across the country.

Though it’s not necessary for a UCMAS Canada franchisee to have a background in education, they do require a passion for education in a child-centric environment, as well as strong communication, leadership, and management skills. Territories where new locations can be opened are available across all provinces and are reflected on the company’s website.

Learn more at LookforaFranchise.ca

Willowbrae Academy For those who want to make an impact in children’s lives, Willowbrae Academy offers an attractive investment opportunity. Delivering a sterling experience to parents, childcare professionals, and students alike, Willowbrae has the knowledge to guide its franchisees along the pathway to prosperity and the pride of being part of a world-class organization.

The Willowbrae model hinges on a non-operator approach, wherein the franchisee hires an experienced childcare director to oversee the day-to-day hands-on educational work while they focus on the management of the business, marketing, and finances. Its detailed training system includes all aspects of business operations and offers its franchisees continuous mentoring and coaching for ongoing improvement.

Plus, Willowbrae’s proprietary software Braeview helps the franchisee keep a visual on every aspect of their business with real-time data.

Learn more at LookforaFranchise.ca

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FRANCHISEE FAVOURITES ACROSS CANADA

WP Creations LifeCasting & Jewelry Studios Launched in 2001, WP Creations is a home-based franchise system that provides investors with an unconventional business model and balance between one’s personal and professional lives.

Opting for a WP Creations franchise means providing cherished memories to those in your community—more than just business owners, its franchisees are artists, creating keepsakes that will be passed down through generations.

New owners are paired with a business coach who will walk them through all aspects of operations, along with a marketing coach to help them promote their services to the community.

Virtual training makes it even easier to come on board, and WP Creations’ work-at-home models offer a range of options, no matter the investment level. Prospective franchisees who are flexible and possess “determination and grit” will fit the brand’s mould perfectly.

Here’s to 35 More!

Thirty-five years ago, in 1989, the CFA welcomed Dentons Canada LLP, M&M Food Market, Sotos LLP, TD Canada Trust, and Witten LLP to their membership. (For the full list of membership milestones, turn to page 38.) Here are some other amazing milestones that occurred in 1989.

• Motorola launches a nine-inch cellphone, the smallest to date, at $3,000 • Nintendo’s Game Boy is released at a price of $89.99 • Baywatch and The Simpsons debut • Paula Abdul (“Forever Your Girl”) and Bette Midler (“Wind Beneath My Wings”) climb the charts Source: Historic Newspapers

1989

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See franchise success by subscribing to the CFA on YouTube.

Subscribe for exclusive content, extended franchisee stories, and behind-the-scenes content!

Watch and Be Inspired!

www.youtube.com/c/CanadianFranchiseAssociation

56 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Marketing’s Inclusion Revolution By putting diversity and inclusion at the forefront of your marketing and hiring efforts, your small business can reach all-new audiences

O

ften the first exposure that a customer has to a business is through its marketing. This isn’t just TV, podcast, print, or social media advertising; this can extend to its out-of-home advertising, like in-window or location signage, among other touchpoints.

When you purchase a franchise, you’ll receive help from your franchisor in determining the right marketing mix. The brand will usually provide system-wide marketing materials to ensure consistency across locations, helping franchisees adhere to the brand image and voice, and reflect its values.

But that doesn’t mean you can’t make a splash on a local level by putting a spin on the tried-and-true advertising that your franchise system invests in regionally or nationally. Keep your eyes open and analyze how to best work within your marketing budget for maximum impact. Does your store experience a lot of foot traffic?

Window signage that is eye level or sidewalk pop-ups may pay in dividends. Or, if your clientele is largely millennials or Gen Z, a paid Instagram or TikTok campaign might be in order.

You can also help steer how the brand as a whole markets itself, based on your personal experience and research. How? Become involved in the committees that

your franchise system offers (such as franchise advisory councils), reach out to the departments and individuals who contribute to the company’s strategic plan, and speak up when talking to those who have pull at the franchisor level. After all, you invested in the system, and therefore have a vested interest in its overall success.

While you’re required to follow the processes provided by your franchisor or laid out in the franchise disclosure document, you can help influence future business decisions by providing real-world feedback.

On a local scale, being aware of and sensitive to the growing need for representation and diversity is of the utmost importance. Keep an eye on trending topics and hashtags among the customer base you wish to reach.

When your brand appears invested in your customers’ interests, this can create a positive connection in their minds. Partnerships are also a great way to connect with new audiences and generate local business. Consider collaborating with individuals, organizations, and influencers who have increased exposure to customers you wish to capture. For example, a food franchise may partner with a mukbang YouTuber, leading potential customers to make a link between their favourite influencer and a potential new favourite restaurant. By being cognizant of the demographics and desires of your customers, you

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MARKETING’S INCLUSION REVOLUTION can better speak to them through advertising campaigns and hiring practices that allow them to truly see themselves in your brand.

The following information was taken from “Building a Culture of Inclusion,” an Elevate & Empower webinar hosted by Amy Silverstein, senior director of people at Pizza Pizza. In your own business ownership, check with your franchisor for the parameters you must adhere to when marketing your location.

Why should I care about inclusivity in marketing?

By participating in inclusive marketing practices, franchise systems and their franchisees will create stronger and more empathetic relationships with current and prospective clients and customers.

Inclusive marketing: - Reflects a variety of cultures, identities, and lifestyles - Allows a brand to appeal to a wider audience - Brings a level of authenticity to a brand’s image (when executed correctly) - Helps franchise locations recruit employees from different backgrounds - Helps franchisors to enter new markets

The best ways to succeed at inclusive marketing 1) Engage your community—and know it inside out.

What local events, from sports tournaments to farmers’ markets, are in your franchise location’s area?

Mark your calendars, contact the organizers, and see how you can have your brand represented through sponsorships, giveaways, etc. If you’re present at a booth or are attending the event in person, utilize the feedback you receive from community interactions to shape your business strategies.

2) Tailor the messaging. Your marketing materials should be reflective of the full scope of people who are soliciting your company for its products and services. For the most part, that means it includes a variety of ages, ethnicities, genders, and cultures.

Your target audience should be reflected in both the language and visuals of your advertisements.

3) Don’t be stagnant. Your franchisor is constantly adjusting its approach to better the business— shouldn’t you be doing the same? Check regularly to ensure that you’re keeping up with your community’s evolving demographics.

4) Get to know your neighbours. Are there any organizations or groups that reflect your brand’s values?

own a lOCAL

bakery

start something good with cobs If you are driven, energetic, and have the entrepreneurial spirit to build your own perfect bakery, we want to hear from you!

ZERO Franchising Fees 16 weeks of comprehensive training program A multi-million dollar marketing fund

58 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

MARKETING’S INCLUSION REVOLUTION Supporting them is the perfect way to tell your prospective customers that you care about the same things they do.

How to elevate diversity in your business 1) Walk the walk. When hiring, note that having employees who reflect your customer base can go a long way in broadcasting that you understand their needs.

2) Ensure welcoming messaging in your job postings.

Utilize inclusive wording in all communications, especially when recruiting for open positions. Also, use a variety of websites and outlets to advertise that you’re hiring—not everyone is active on LinkedIn! Job fairs and employee referrals are also great ways to get leads.

3) Implement unbiased candidate screening and interviews. Before reviewing resumes, ask a staff member or other party to remove identifying information and other pieces of information that could create bias, such as graduation year, so you can focus on their experience. In interviews, use standardized questions for all candidates to create an even playing field, and enlist the help of a rating system and evaluation form to analyze candidates.

4) Set up employee resource groups (ERGs). Employee resource groups provide employees with a formal structure to support their needs related to specific personally identifying characteristics. For example, an ERG focused on disability may set its focus on improving accessibility around the office. ERGs are one way to guide inclusivity from within.

The Data Behind the Diversity Drive • According to the 2021 Census, more than 450 ethnic or cultural origins were reported.

• It also showed that nearly one in four citizens have been a landed immigrant or permanent resident at some point in their lives.

• In a 2020 survey by Statistics Canada, 92 per cent of Canadians aged 15 and older agreed that ethnic or cultural diversity is a Canadian value.

• The 2022 Canadian Social Survey found that 79.5 per cent of immigrants placed importance on their ethnic or cultural origins, compared to 47.6 per cent of non-immigrants.

Source: Statistics Canada

Make a Career Helping Students Get Better Grades Opening Your Own Oxford Learning Location Starts Right Here.

Join us! With four decades of proven success in Canada, Oxford Learning is paving the way for a better future for Canadian students and successful franchise owners.

• • • • • •

Fully-Integrated System Unparalleled Training & Support International Brand Recognition Personal Fulfillment & Financial Security Award-Winning Marketing Proprietary Curriculum and Processes

Invest in Brighter Futures As A Franchisee

franchise.oxfordlearning.com 1.888.559.2212

Proudly Canadian

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Clean Sweep Whether in clients’ homes or offices, these cleaning franchises are removing dirt and grime and adding peace of mind

BY SUZANNE BOWNESS

We all need to eat. We all need to do our taxes. And we all need to keep our spaces clean. When seeking a franchise, identifying services that most humans need on a regular basis is a clear advantage.

Fortunately, the cleaning industry offers lots of choice, from residential-focused operations to commercial cleaners to specialty cleaning (looking at you, windows!).

Here are three to consider.

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CLEAN SWEEP Merry Maids Who among us hasn’t looked around our home and wondered if a cleaning service might be a worthwhile investment? For Stephanie Applejohn, owner of the Ottawa location of Merry Maids, the evidence is in her business growth, from eight to 25 staff since buying her location in 2015. (She’s worked for the franchise since 2008, and calls herself a “second-generation franchisee,” as her in-laws previously owned Merry Maids of Ottawa and Service­ Master of Ottawa, where her husband is currently employed.)

While a majority of her clients are residential (her teams also clean some small offices), Applejohn says her most common services are vacuuming, mopping floors, dusting, and cleaning bathrooms and kitchens. Clients most often request visits weekly or biweekly, although she also does a number of larger one-time cleans; for example, for a spring clean, or someone who is moving in or out of a home.

Applejohn admits that there’s quite a variety in living spaces and services requested. “Every house is different, and all clients have different preferences in terms of what we focus on,” she says.

A standout feature of the company is that clients get a call or text reminder two days before cleaners arrive, plus it offers a 24-hour worry-free promise on service.

While there are competing franchises, Applejohn considers private cleaners to be her main competitors and believes that Merry Maids stands out because her cleaners are insured, and there’s no stoppage in service for when she or her staff go on vacation.

Merry Maids also provides its franchisees with ample support both in terms of technology and marketing, notes Applejohn. “We get a lot of support from [the] brand, they have all this wonderful technology like (field service management softwares) Dispatch and Salesforce—if

you were to go on your own, you wouldn’t have that,” she says. On the marketing end, Google AdWords and social media support helps her to build her client roster. Franchisees keep in touch through monthly and quarterly online meetings, plus twice-annual meetings in person.

Staff training is also provided online, with an app for cleaners to refresh their memory if they forget what supplies to use on different surfaces.

Besides being an owner, Applejohn is also Merry Maids’ regional franchise coordinator for North America.

She says the key to franchisee success is being a people person, as well as adaptability. Background is less important (Applejohn’s own background was in recreation and leisure, then early childhood education), although you do have to like cleaning. For Applejohn, upsides to being a franchisee are her relationships with her team and fellow franchisees. While client interaction can be tough, especially when it comes to receiving harsh feedback, Applejohn adds that client relationships can also be a highlight. As an owner, her day includes meetings, scheduling, doing payroll, greeting her staff and customers (the franchise now has a physical office), plus work related to her corporate role.

Of course, you can’t end a call with a cleaning expert without asking for insider tips. Applejohn’s best advice?

Take a peek at the hidden places we all forget, from dusty blinds to window ledges to baseboards. And with that, as you ponder which cleaning franchise suits you best, feel free to go grab a cloth and put Applejohn’s advice into action.

Learn more at LookforaFranchise.ca

Stephanie Applejohn

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CLEAN SWEEP MODERN Canada Established in 1997 by parent company GDI Integrated Facility Services, MODERN Canada’s website declares that it has grown to service 70 million square feet of commercial space every night across 4,500 locations from coast to coast.

Despite its longevity, MODERN also proves that even a seasoned company can try new things. Three years ago, the franchise launched a new territory approach to franchising, in addition to its operations-focused multi-unit franchise model. “We now offer a more complete approach to running a business, where the business owner has an unlimited opportunity to grow business in a defined territory, instead of being given accounts,” explains Gavin Bajin, vice president of territory franchising for MODERN Canada, adding that this new model reorients the franchisee as a business owner rather than an operator.

To kickstart the new territory approach, Bajin is steadily filling 100 franchise spots across Canada. Territories are based on postal codes and business population, generally in two categories of 1,500-to-3,000 and 3,000-plus businesses, and with opportunities in major centres as well as smaller cities. The company’s most common service offering is recurring light-duty janitorial, which includes vacuuming, dry and wet mopping, bathroom cleaning, and garbage removal. Additional specialty cleaning is also available, including floor refinishing, carpet maintenance, window cleaning, and air duct cleaning.

So, what is Bajin looking for in a franchisee? A business mindset is more important than cleaning experience. “Are they entrepreneurial? Do they have innovative

thinking? Can they understand the nuances of our sales process?” he says in describing his ideal franchisee. “The cleaning function is easy to train, but the franchisee has to be hungry, driven, sales-focused, and coachable.”

MODERN’s onboarding package includes online video training, plus a week-long intensive that focuses on sales, marketing, operations, human resources, and financials.

After starting their business, franchisees then receive weekly coaching sessions for eight to 12 weeks, then follow-up support.

MODERN’s method of generating business is still fairly traditional, based on direct marketing. It offers a telemarketing service to help franchisees get started, providing two to four hours of calls per day for six to 12 months, to help book appointments that owners then use for sales purposes. Yet another standout support is the company’s random photo spot checks on cleaning work, which has helped boost customer satisfaction. “A comprehensive software platform allows us to hold our end cleaners more accountable and deliver transparency to the customer,” he says.

No surprise then that being recession-proof is a top argument made by Bajin as he pitches potential franchisees. Others benefits include the low cost to buy in and the reliability of franchise systems. (That last one is a win for franchising, full stop.)

Gavin Bajin

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CLEAN SWEEP We Wash Windows If you’ve ever admired the clarity of a freshly sparkling window, perhaps We Wash Windows will catch your eye.

For Calgary franchise owner Lynden Brass, five years as a company employee solidified his desire to be a franchisee. He signed up in 2022, and today owns two locations, one in south Calgary and the other in the north.

We Wash Windows provides traditional window washing services with ladders and poles, something that Brass considers a competitive advantage in an age where technology is changing. “A lot of competitors use water-fed cleaning, but if you have a window that’s dreadful, it’s hard to get detailing done,” says Brass, adding that the secret is really elbow grease. With a clientele that’s 95 per cent residential, Brass works with two or three employees. Customers book online, mostly for an annual cleaning, with some people signing up for several years at a time.

While Brass did his learning on the job, the standard We Wash Windows offer is two weeks of training at headquarters, two weeks of training at the franchise location, an owner’s manual, and regular support via connections with other franchisees. Asked to describe an ideal franchisee, Brass says the lifestyle requires two main strengths. “Somebody who enjoys manual work—it’s a very physical job—and someone who enjoys talking to people all day, because it’s client after client.”

Brass has built his business through 100 per cent word-of-mouth referrals, with only his wrapped vans serving as advertisement. As an owner, he loves the control that he has over his life and business, but like any business, finding good employees who are trainable with good attitudes proves challenging. He also has to keep a

regular eye on numbers and costs, and weather can also be a challenge with this mainly outdoor franchise.

If it’s stating the obvious to note that you have to enjoy cleaning, that’s no small matter to Brass. In fact, it’s one of the recurring moments of satisfaction in his day. “I really enjoy it. I get gratification from a crystal-clear window.”

Learn more at LookforaFranchise.ca

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Get Movin’!

Whether customers are searching for a dream location or repairing a beloved childhood home, these four franchises offer services that take the apprehension out of what can be some of the most stressful times in life

BY JOELLE KIDD

64 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

GET MOVIN’!

MaxWell Realty Inc. For customers looking to buy or sell a home, partnering with a known brand with a trustworthy reputation is a go-to. That’s why brokers like Gary Zimmel choose to buy into a MaxWell Realty Inc. franchise.

Zimmel has been in the real estate industry for three decades, including 24 years as a broker. One of the things that drew Zimmel to MaxWell was that the franchise is 100-per-cent Canadian-owned. In fact, “our corporate head office is probably five to 10 miles from my office,” the Edmonton, Alberta-based owner says.

The brand helps realtors deliver quality service and the best possible return for their clients through the use of proprietary tools, says Zimmel. This includes technology that pulls the multiple listing service (MLS) data of a realtor’s listing to build videos and social posts that will give the property better exposure, access to virtual staging tools, and cutting-edge customer relationship management (CRM) software.

MaxWell’s training also makes the brand unique.

“This has all been set up to help the realtor do a better job,” explains Zimmel. New franchisees take digital training courses at MaxWell University, which Zimmel likens to “drinking from a firehose.” Then they gain access to MaxWell’s suite of tools to learn more and sharpen their expertise.

Zimmel says his favourite part of being a franchisee with MaxWell is how all of the brokers in the system collaborate. “Even though we’re all competitors, we still want to work together,” he says. “If you have more people, you

“Even though we’re all competitors, we still want to work together.” get more done.” He also appreciates the support the corporate office offers to help brokers compete in a challenging industry.

“Whether you’re one day or 15 years in the business, you still need tools. [This industry] has a high attrition rate, but if we have the support from corporate, which we do, we can raise that level.”

Brokers interested in franchising with MaxWell should have relevant experience, a good attitude, and willingness to work as a team, Zimmel says.

“I tell newer brokers, just remember rule number one: if we don’t take care of the clients, somebody else will.”

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GET MOVIN’!

New Creations At New Creations, the concept is simple: repair, restore, renew.

“Instead of replacing damaged items, we restore them to their original quality,” says Henry Truong, a multi-unit franchisee who owns two New Creations locations in the Vancouver, British Columbia, area. “This approach saves the customer time and money and lessens the load in landfills.”

Truong, an early addition to the brand’s team, got his start working for a New Creations franchise before buying his own location. This August will mark his 18th year with the brand.

“My journey involved expanding the property aspect of the business,” Truong explains. The brand was originally focused on automotive interior repair, but when its team found business slowing during the 2008 recession, they had an idea: why not bring some of the same tools and processes to work on home repairs? Along with a small group of colleagues, Truong helped develop many new products and repair methods that expanded the number of surfaces New Creations could repair.

“I thought to myself, man, if I can mix my own [paint] colour, why am I so constricted to leather and vinyl and plastics? Why not a hardwood floor?” Truong recalls.

He set to work on repairing a floor scratch in his own home and was thrilled with the results. “It actually took me four hours for this small scratch,” he says with a laugh. Sixteen years later, he has the process down to an art, and New Creations has expanded into a range of repairs that includes all types of flooring, countertops,

leather furniture, and basically any surface a customer brings in.

Clients who are moving or renovating their home now make up a large portion of Truong’s business. His favourite part is working on things that hold sentimental value for the customer and restoring important pieces of their homes to their pristine original states. Seeing the joy on a customer’s face and hearing them say, “Wow, you can repair that?” is irreplaceable, he says.

An ideal New Creations franchisee would be someone who is good with their hands, is a problem-solver, and has the ability to think outside the box, according to Truong. The comprehensive training and continual support offered by the franchisor also means that success in the business is available to anyone who wants to work hard, regardless of their background, he adds.

For Truong, whose family came to Canada as refugees when he was eight, difficulty with the language and a new country limited his educational opportunities. “As someone [for whom] the school system wasn’t really for me, New Creations has been such a blessing. I’m so grateful for it, because it’s given me an opportunity to live my life and feed my family,” he says.

“I just think, you’ll never be out of a job, because everywhere you go there’s a surface that has to be repaired.”

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GET MOVIN’!

Paul Davis Restoration Though much of his company’s services address postdisaster restoration and involve working with insurance companies to restore homes to their previous glory, Bruce Galts names certain types of residential work as the most emotionally impactful. Specifically, those instances in which his team has the difficult task of rehabilitating a dilapidated home that a loved one may not want to leave.

“In the very least, it’s disruptive [for the client], and at most, traumatic,” explains Galts, owner of Paul Davis Restoration franchise locations in Lethbridge, Alberta, and Okanagan Valley, British Columbia. These tense situations can sometimes be spurred by the need to move older family members into long-term care, or when concerned kin call on his services because of hoarding issues that have made living in the space untenable.

“The business is usually less emotional—the sewer backed up, the water main broke in my store and I need to get open again as fast as possible,” he says. “There’s some emotion there, but it’s more about dealing with the facts.

“I’m pretty impressed with our team. They’re not social workers by background. They come from all walks of life, and they’ve learned to manage those situations pretty well.”

Dealing with sensitive moments is something that Galts has dealt with time and time again over his career.

In his previous life as the owner of a homebuilding company (which Galts still sometimes dabbles in, though not as frequently), he and his team had the pleasure of helping customers create their dream homes, though he notes that it still came with its own set of barriers.

Now several years into his Paul Davis ownership journey (which began at the start of the pandemic— unlucky timing at best, Galts jokes), he has continued to see growth, despite the added challenge of straddling

“It’s hard, but it’s also reward­ing. I’m happy that it’s Paul Davis that I signed a contract with. We’re growing very steady, and quite rapidly.” two provinces, each with their unique certifications and standards. But Galts has taken every roadblock (sometimes literally) in stride and doesn’t hesitate to espouse the benefits of joining a franchise system like Paul Davis.

“I don’t want anybody to think that to start a restoration business, or any kind of franchise, it’s just ‘throw that the doors open,’” he stresses. “It’s hard, but it’s also rewarding. I’m happy that it’s Paul Davis that I signed a contract with. We’re growing very steady, and quite rapidly. “[To be successful], the one thing that you need to do is care about the people who work for you, as well as the people who you work for.” Between Galts’ approach to management and his ongoing work in the community, it’s clear that he has that aspect of restoration business ownership down pat. – Rachel Debling

Learn more at LookforaFranchise.ca

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GET MOVIN’!

Prep’n Sell In a competitive housing market, every client wants to put their home’s best foot forward. But to get a home ready for listing, it usually means realtors and prospective home sellers have to work with multiple contractors in a short time frame to get everything polished and ready.

That’s where Prep’n Sell comes in. “We set everything up in advance, and we have those contractors available—we are basically able to help find a quick solution to what can often be a lengthy problem,” says Ian Rothera, Prep’n Sell franchisee for Vancouver Island, British Columbia.

This idea of efficiency was what drew Rothera to the franchise in the first place. “I’d been looking for a franchise for quite a while, but I hadn’t found anything that really interested me,” he explains. “I have a project management background, and [experience] in construction, so everything that Prep’n Sell does is familiar to me. I thought it was a very simple idea that I hadn’t seen in the market before, which always makes it a good idea.”

Rothera bought his franchise in late 2023 and officially opened for business January 1. His first year has been busy but rewarding, he says.

“The difference between us and everybody else is, we’ll do everything,” says Rothera. This means painting, drywalling, landscaping—anything the customer needs to get their home ready to sell. “I’ve just had one customer, referred by a realtor, who said, ‘I’m going away for three weeks, and I need everything done by then.’ He came back and he was thrilled with what he saw. To me, that’s what makes it worthwhile.”

Rothera takes pride in finishing everything above and beyond his customers’ expectations. As a new franchisee,

his challenges are building a roster of contractors who share this passion and expertise and can be relied upon.

“I have a good team, but as I expand, I’ll need more than one team,” he notes. Right now, Rothera runs the Nanaimo franchise and plans to expand to Victoria.

New franchisees with the brand complete comprehensive training and have access to the franchisor to answer any questions as they arise. “One of the good things about this franchise is that they’re open to sharing knowledge,” notes Rothera. “We have forums, so if anybody comes across something that would help others, we share it. I think it’s really important that the franchisee can offer just as much to the franchise as the franchisor can offer to the franchisee.”

Rothera says his advice for prospective franchisees is to be positive. “It’s a proven system,” he says, so “go forward with the expectation that you’re going to be successful and embrace it.”

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FIND YOUR FRANCHISE AT FRANCHISE.ORG

Unleash your potential as a franchise business owner. At the International Franchise Association’s website, franchise.org, you can search, select and compare thousands of franchise businesses by industry, investment level and keywords. Check it out today and be in business for yourself, but not by yourself.

A LARGER-THAN-LIFE LEGEND

The CFA was honoured to present the Smoke’s Poutinerie team with Ryan Smolkin’s Lifetime Achievement Award at the 2024 CFA Awards Gala. Here, we look back on his aspirational achievements and the lasting effect he’s had on the franchise industry

BY RACHEL DEBLING

T

he phrase “once in a lifetime” is one that can admittedly be overused. Every day, every minute, every second is unique, and once it’s gone, it’s truly gone. When adopting that mindset, every moment can be considered extraordinary.

Ryan Smolkin is a person who represented that dichotomy of the fleeting, ethereal nature of time and the enduring impact that one can have long after they’re gone. His life and career represent this appreciation for the ‘now’ perfectly, while the lasting effect he created within the franchise industry, both here and abroad, is truly once in a lifetime: a testament to the power of branding, a wellthought-out franchise system, and the belief that every moment is, and should be, momentous.

“If you met Ryan and had the opportunity to be in his presence, you wouldn’t forget him,” says Mark Cunningham, president and COO of Smoke’s Poutinerie, and a coworker and friend of Ryan’s for more than a decade.

“He would be kind of loud, and all branded out, and he would really engage with anyone he met.”

As the founder of Smoke’s Poutinerie—who championed the hearty fry-based snack and elevated it to a gourmet meal—Ryan made the act of serving poutine into a well-branded art, creating an iconic red-and-black motif and memorable icon that has captured the attention of lovers of the quintessential Canadian dish, near and far. And his gregarious nature certainly garnered attention, wherever he and his team went. After all, the Smoke’s Poutinerie team doesn’t call their customers “fans” for no reason.

“The foodservice industry in Canada is big, yet small,” Mark points out. “In about a 12-to-18-month span, other founders, CEOs, and new brands were able to meet him and get to know him very well.”

Not only was he a commanding presence on tradeshow floors and in boardrooms, but Ryan held a natural confidence that lent well to the social media scene that was growing alongside his brand. Mark notes that he was a talented communicator, gifted in a way that transcended mediums and generations—the ideal approach for a franchised brand.

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“HE WAS VERY SUPPORTIVE OF THE FRANCHISE COMMUNITY, WHETHER FOR FOODSERVICE OR FOR ANY OTHER FRANCHISING OPPORTUNITIES.” “I think he enjoyed the role that he played, and I wouldn’t even call it a character—everything you’ve heard and seen about Ryan is him, his personality,” says Mark. “He was an easy person to like—friendly, approachable, always high-energy.”

It’s well known that Ryan’s goal for Smoke’s Poutinerie was “Global Domination,” a target that he proudly proclaimed to anyone who would listen. And Mark, along with the rest of the Smoke’s Poutinerie crew, rallied behind his objective via the company’s expansion into new and exciting markets through the franchising model.

“He was very supportive of the franchise community, whether for foodservice or for any other franchising opportunities,” recalls Mark. “He saw the need [for] support from other members [of the industry], being able to give their time and support to initiatives.”

It was this hands-on approach to franchisees and the industry at large that allowed the brand to blossom and flourish, with Ryan guiding the recruitment, training, and location launches from behind the scenes. A true leader in this regard, he had experienced the power that their brand yielded, and wanted to bring it to the masses.

Experimenting with different franchise models, including non-traditional channels like on-the-go trucks and locations in airports and on post-secondary campuses, also pushed forward the narrative that poutine is for everyone, wherever they may be.

Of course, “Global Domination” wasn’t the only passion that occupied Ryan’s time. Charitable endeavours took up a considerable amount of his energy, especially those with We Care, where he served on the board of directors, beginning in 2018. As was his M.O., Ryan and his team supported We Care in unique and memorable ways. Smoke’s Poutinerie World Poutine Eating Championship was the company’s crowning glory, and since its launch in 2010, the event has become a landmark event for competitive eaters and has raised hundreds of thousands of dollars for We Care to send

children with disabilities to camp. (The 2024 edition will be held on August 10 at Yonge-Dundas Square in Toronto, a conspicuous venue that will undoubtedly help garner even more money for the cause.) In the past, this Major League Eating-sanctioned competition has been embraced by the world’s top professional eaters, including Joey Chestnut and Miki Sudo, and has inspired C-suite executives to support the cause through the CEO Poutine Eating Challenge, held during the championships. Today, the event is one of the largest eating competitions worldwide, second only to Nathan’s Famous International Hot Dog Eating Contest, and it owns the title of the largest poutine eating competition in the world.

Mark knows better than anyone the hole that Ryan’s absence has left in the hearts of his team, and the company’s fans around the world. But, as with any legend, Ryan’s actions and infectious approach to business and life will forever pave the way for the Smoke’s Poutinerie brand and its passionate network of franchisees.

“We wanted [our franchisees] to be a part of everything that we were building, whether that was playing the air guitar in the restaurant or being able to tell our brand story,” explains Mark. “Ryan’s energy and passion for the brand, [other franchisors are] able to build that into their own business model, whether in Kelowna, Saskatoon, or St. John’s.”

But there’s a bigger impact that Mark hopes Ryan’s example will have on the industry: simply loving what one does and being grateful for the opportunities that come one’s way. When reflecting on the CFA Lifetime Achievement award he helped accept on Ryan’s behalf in Montreal earlier this year, Mark knows he would have had a blast amongst his industry friends.

“Ryan for sure did not have an ego,” he says. “But he liked the limelight. He would have been front and centre on that stage, very proud of what he and the team has accomplished.”

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HOMEGROWN & LOCALLY OWNED

100% CANADIAN FRANCHISE SYSTEMS

Sometimes one standout location is all it takes for an allCanadian system to prove itself. Before long, it has expanded into every region of the country and is offering a unique proposition for franchisee and customer alike, as these success stories demonstrate. BY DAVID CHILTON SAGGERS

6ixty Wings

The casual dining market is booming, says Gobe Jeganathan, who started 6ixty Wings in 2021 with his brother Neepan in Brampton, Ontario. And evidence of that boom can be found in the growth of their system, which now has seven franchises up and running in Ontario communities such as Ottawa, Mississauga, Woodbridge, Caledon, and elsewhere; two new stores expected to open in Toronto; and another 14 stores under construction. In all, 6ixty Wings plans to have 30 franchises across Canada by the end of this year. Beyond that, says Jeganathan, 6ixty Wings already has one location being readied in Texas, and Europe, the U.A.E., and India are also in his sights.

6ixty Wings, as its name suggests, is a premier chicken wing franchise named after the 60 flavours on its menu.

Also on the menu are in-house seasoned French fries, burgers, wraps, quesadillas, and bites—as Jeganathan says, there’s something for everyone to enjoy. But it’s wings that hit the spot, as they are most popular with younger customers. 6ixty Wings’ core customer segment is comprised of 15- to 40-year-olds as well as the important sports enthusiast market. An average lunch costs $23.

Jeganathan says when he’s considering franchisees, he looks for individuals who are passionate about the food his system serves, share 6ixty Wings’ commitment to high standards, and buy into its vision and values.

Previous experience in the hospitality or retail sectors is also welcome but not a requirement.

“Most of our franchisees were [once] our customers,” says Jeganathan, although he adds there are now all kinds of people looking to invest in his system, priced at $250,000 to $450,000 for a location. Training takes place at 6ixty Wings’ training centre in Brampton where new franchisees are introduced to the system’s brand culture and operational processes, covering everything from food preparation and safety to management practices and customer service.

Among the benefits of investing in a 6ixty Wings franchise are a successful business model and the support the system provides, says Jeganathan. There’s also the strength of the brand, known for its unique flavours that stand out in the category and have led to strong customer loyalty and satisfaction. Jeganathan adds that investing in a 6ixty Wings franchise means joining a group of passionate entrepreneurs who collaborate with and support each other.

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Pokerrito

Despite being a budding franchise, Pokerrito has some ambitious plans. Paul Chun, director of operations, says the next market the B.C.-based brand is looking toward is Toronto, and Mexico and London, England, are also up for consideration.

Pokerrito began in Vancouver in 2016 and “that first location got a lot of traction,” Chun explains. Two more corporate stores opened in the Vancouver market, with franchising beginning in 2017, again in Vancouver. There are now 10 locations altogether, three in its home city and the rest on British Columbia’s Lower Mainland. Each location is designed to embody the brand’s philosophy of offering healthy, customizable meals.

Most of Pokerrito’s locations are new builds, says Chun, and the system’s preferred spots are streetfronts in areas where there are lots of local workers looking for lunch or dinner. Most stores are 700 to 1,500 square feet inside, with 1,000 square feet being ideal. As for who his franchisees are, Chun says they come from diverse backgrounds and share a common passion for the brand. Ideally, prospective franchisees approach the brand with some business experience, but Chun says it’s not a requirement.

Training takes three weeks in total, with one week in Vancouver and the other two on location before the store officially opens. Training differs depending on whether the franchisee is an owner-operator or an investor. Either way, Pokerrito’s franchise training system ensures that even those new to the foodservice industry can confidently manage a franchise, says Chun of the system’s

easy-to-implement procedures. A franchise unit costs between $350,000 and $400,000.

Pokerrito offers both dine-in and takeout, and its target customers are health-conscious people in their early 20s to late 60s. “Our business model is to make fast food healthy,” says Chun. Pokerrito’s menu offers pan-Asian cuisine (the “rrito” is borrowed from “burrito”) in bowl form and sushi-like rolls, among other items, with bowls usually costing $17 to $20. For instance, the system’s Hawaiian Classic bowl is a mixture of Ahi tuna, seaweed salad, sweet corn, pineapple, alfalfa, radish coins, sesame seeds, crispy tempura, and shoyu sauce, but customers can also create their own ingredient mix. As a bonus for franchisees, Pokerrito locations are serviced by a central kitchen with its own product checks, which allows the system to track quality.

As for the benefits of investing with Pokerrito, Chun says the system has its own supply chain, which means franchisees benefit from unit pricing, and much lower labour costs too, since as few as two people can operate a store.

There’s also the menu itself—a mixture of Asian foods including hot bowls, seafood bowls, and innovative sushi burritos—a very good communications system that allows franchisees to communicate instantly with head office, and a strong, competitive place in its market segment.

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Tommy Gun’s Original Barbershop

Growing from a single storefront in the small Alberta city of Red Deer, Tommy Gun’s has shot to the top of its market segment after it doubled its target sales in its first year of business at its first location. A men’s barbershop that offers a unique blend of the modern and the nostalgic, there are now over 80 Tommy Gun’s franchises in Canada and more than 100 in total with the system’s stores in the U.S., Australia, and New Zealand. And, as managing partner Keenan Fisher says, more expansion is planned in Ontario where there are currently 10 stores, the least of any province.

Tommy Gun’s got its start in 2009 when Fisher’s father Ken, who has long had ties to the professional hair care business as a hairdresser, business owner, and entrepreneur, spotted a “huge gap” in the market. By 2012, the system had moved its head office to Kelowna, British Columbia. That was the year Tommy Gun’s began “external” franchising, says Fisher, who runs the business with his brother-in-law Cory Anderson, also a managing partner. Before that, franchisees had family or hair industry connections.

Fisher emphasizes that potential franchisees don’t need barbershop or hair care experience to invest with him, but a business or managerial background is welcome. He’s also looking for investors who are motivated and competitive and have the ability to lead a team. His lineup of franchisees is nearly an even split between men and women, Fisher explains, and about 80 per cent of them are multiple unit holders. Initial training is in Kelowna for seven to 10 days, with addition on-site training provided the five days leading up to opening. Ongoing support, training, and education is continually provided.

The cost of a franchise is $495,000.

Cory Anderson (left) and Keenan Fisher (right).

“Our store’s perfect size is 1,200 square feet,” says Fisher, adding that he looks for high-traffic areas in power centres, at streetfront sites. As for his customers, he says the bulk are males 16 to 45, “but it’s a very wide net that we cast. [Our stores] attract an extensive range of people.”

As for the benefits of an investment with Tommy Gun’s, Fisher says, “We have an industry-leading concept, and there’s a dedicated franchisor to support you. We create value without sacrificing what we’re about.” As well, he continues, his system is financially strong and there is a focus on return on investment for franchise owners.

“We have the most locations, barbers, and highest overall sales as compared to any of our competitors,” says Fisher. “Tommy Gun’s is a platform for all to succeed.”

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NEXT GENERATION IN FRANCHISING

Making the Grade

Millennial franchisee Marco Zhao’s Inspiration Learning Center franchise is more than a source of income—it’s the cornerstone of his family’s life, and his hope for the future

BY GEORGIE BINKS

I

t’s a long way from Beijing, China, to Newmarket, Ontario, but it’s a journey Marco Zhao is happy to have made. The owner of Inspiration Learning Center’s Newmarket location, Zhao, who grew up in Beijing, is thankful his background led him to his eventual career as a franchisee, though it wasn’t necessarily a straight-line trajectory.

Zhao studied multimedia and 3D design in Australia at the University of Technology Sydney before arriving in Canada 10 years ago. His first “real” job was working for an arts education company. “It laid the foundation for what I do now,” he explains. And what he’s doing now, along with his wife, Limin Yang, is running the highly successful education franchise in the picturesque community of Newmarket, northeast of Toronto.

Zhao explains the franchise is his first venture into business. Married with two young children, he’s aware of the value of a good education.

“I firmly believe the education industry holds the most promising prospects,” he says. “I chose to join Inspiration Learning Center because I was deeply drawn to its unique educational concept. It offers personalized education, which aligns perfectly with my educational philosophy.

“I believe every child is unique, with their own learning styles and needs. As an art student, I understand the importance of creativity, and I hope to help more children discover their potential and achieve their dreams through the educational model of Inspiration Learning.”

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International influence Inspiration Learning Center was founded by Angel Kuang in 2003 in Scarborough, Ontario, and now has 13 locations across the country, providing supplemental education to students from kindergarten to Grade 12, and even extending to university students and adults. The franchise’s concept revolves around personalized education combining the academic rigour of the East with the Western emphasis on imagination.

“We believe in tailoring our teaching approach to meet the unique needs and learning styles of each student.

What sets us apart is our focus on holistic development,” Zhao explains. “Our programs not only aim to improve academic performance but also foster critical thinking, creativity, and confidence in our students.”

The franchise offers a wide range of subjects, including math, English, French, and all enrichment courses.

Zhao, a millennial who will celebrate his 37th birthday this fall, says being a young person working in franchising has its benefits and challenges. “As a young person, I’m more open to new ideas and technologies,” he shares.

“I can adapt quickly to changes, and I’m willing to try new methods to improve the business. For example, in marketing, I tend to use social media and digital marketing strategies, which help attract more potential customers.”

At the same time, being younger has its challenges, of which Zhao is well aware. “I may lack some experience and industry knowledge,” he admits. “Sometimes, I face challenges when communicating with older employees or franchisees. But I overcome these challenges by continuously learning and listening to their advice, gradually gaining more experience.”

In the thick of things A typical day in his franchise is busy, to say the least.

After getting his two children off to school, Zhao and his wife, Yang, head for work. Yang is the school director of the Inspiration Learning location, and the two run the

school together. “My wife spends more time in the operation of the centre than I do,” says Zhao. “She is very hardworking and a great wife and mother, providing the most important support to this family.”

Zhao oversees daily operations in the brightly painted classrooms at his Newmarket location. That job includes managing staff, ensuring quality control, and providing excellent customer service. The franchise has a special app to manage the class schedules of students and teachers. Zhao also interacts with parents and students, addressing any concerns or questions they may have.

Zhao also takes the lead on overseeing the curriculum, constantly reviewing and monitoring the educational programs offered at the centre, ensuring they align with their standards and meet the needs of students. He’s also responsible for marketing and outreach. “I participate in local marketing efforts to promote the centre and attract new students, as well as maintain relationships with local schools and organizations.” He adds that his role as a franchisee is to ensure that Inspiration Learning Center provides a high-quality educational experience for students while also maintaining efficient operations and fostering a positive learning environment.

Success for Zhao comes in big and small victories. As he explains, “For me, milestones can be big, such as our students getting offers from their target universities. Or it could be something smaller, like finding a good teacher or getting a student an actual score improvement on a recent exam.”

Zhao says after launching his location earlier this year, he has faced some hurdles, one of which was figuring out how to successfully manage his time for work-life balance. “As a dad of two kids, I need to strike a balance between work and family,” he says. “To address this challenge, I have created detailed schedules, prioritized the most important tasks, and collaborated with my wife and team members to share responsibilities.”

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He says another challenge is fierce market competition. “In the education industry, we face many competitors, so we need to continuously improve our services and marketing strategies. To overcome this challenge, I actively participate in local community events to build brand awareness, while sharing experiences with other franchisees and learning from each other’s successes.”

Big effort, bigger benefits Zhao says he has found working in a franchise system extremely rewarding. “Being part of a franchise allows me to benefit from a proven business model and established brand reputation, which provides a sense of security and support.” But what he enjoys most about working in a franchise system is the sense of belonging to a larger network and the opportunity to collaborate with other franchisees, share best practices, and learn from their experiences.

There are many benefits to joining a franchise like Inspiration Learning Center, according to Zhao. He says the business model is mature and provides him with sufficient support, reducing his risks. Brand awareness is also a bonus, and the training the brand provides has been great. “We participated in two weeks of online and offline training, which allowed us to transition smoothly in the early stages of opening. The headquarters helped with marketing and promotion—plus, the franchise’s flexible hours are attractive to people with families.”

For those considering franchising, Zhao has these words to share. “Franchising is an exciting opportunity, but it also requires hard work and commitment,” he advises. “Choose a brand that aligns with your values and interests, making it easier for you to become invested and committed to success. Conduct in-depth research on the market situation to ensure there’s a sufficient potential customer base in the area. Maintain communication with other franchisees, learn from their experiences, and support each other.”

He says the final key is perseverance. “Success takes time and effort. Be patient and keep working hard. Don’t give up easily.”

Zhao says it’s been a wonderful experience. “Joining Inspiration Learning Center is the first step towards realizing my educational dream,” he insists. “I can leverage my strengths to provide high-quality education services to more children, while creating a passionate and fulfilling career for myself.

“I am a lucky guy. I have a career I love, and a family that supports and loves me.”

Learn more at LookforaFranchise.ca

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LEADERSHIP PROFILE

CARVING OUT A NICHE

Sometimes the best way to find opportunity is to make it for yourself, which is exactly how Megha Karia launched—and continues to grow— the UCMAS Canada brand

BY JORDAN WHITEHOUSE

78 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

LEADERSHIP PROFILE

M

egha Karia knows all too well the catch-22 of trying to land a job as an immigrant. In 2004, she and her husband had just arrived to Canada from India, eager to build a new life. But as they searched for work, they kept getting the same question from potential employers: “Do you have Canadian experience?” They didn’t, of course, and they ironically couldn’t get it without first getting Canadian jobs.

It was a demoralizing time, Karia remembers, but the two didn’t give up. Instead, they created their own jobs, launching a Canadian branch of the Universal Concept Mental Arithmetic System (UCMAS). It’s a popular child development program for kids aged five to 13 that’s based on mental math and abacus skills and has flourished in over 6,000 centres across more than 80 countries.

The couple had launched and managed three UCMAS locations in India, so they knew the concept well. But this time they weren’t just doing it for themselves. Their vision was for UCMAS Canada to be a springboard for others facing the same employment paradox they had. “We believed that immigrants like us, with our enthusiasm, our dreams, all of our different experiences from our own countries, could give back to this one,” says Karia.

Fast forward two decades, and that belief has become reality. Beginning with just one location in Toronto in 2004, UCMAS Canada now has nearly 90 centres nationwide. Almost all their Canadian franchisees are immigrants from over 20 different countries, and nearly 70 per cent of them are women. Half of the head office team are also women, and close to 700 women have served as course instructors.

In April, UCMAS Canada received the 2024 Diversity & Inclusion Champion Award at the CFA’s National Convention in Montreal. “I was really excited to get that,” says Karia. “Working with immigrants, working with women, is something that we’ve been doing forever, so to get recognized was just amazing.”

It’s an amazing time for the franchise in general, adds Karia, who is now the CEO of UCMAS North America.

Not only is the company looking to spread into smaller markets across Canada, but they want to make an even bigger splash south of the border. There are already a handful of locations in the U.S., but the company hopes to keep expanding.

From vision to reality Although UCMAS wasn’t foreign to the duo when they launched that first centre in Toronto, the early years weren’t easy. “There was basically no income,” says Karia. Part of the problem was that supplementary schooling wasn’t all that popular with Canadian parents at the time. Another was that similar programs in Canada weren’t usually centred on math.

None of it was strange to the Karias, however. For years, they had seen what UCMAS could do for the kids they taught back in India. Since its beginnings in Malaysia in 1993, the program has always had the abacus at its centre. Students initially use the tool to visualize numbers and perform rapid math calculations. As they progress, they move on to mental calculations by picturing the abacus in their minds. This blend of visualization and active learning is what proponents of the system say

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“WE BELIEVED THAT IMMIGRANTS LIKE US, WITH OUR ENTHUSIASM, OUR DREAMS, ALL OF OUR DIFFERENT EXPERIENCES FROM OUR OWN COUNTRIES, COULD GIVE BACK TO THIS ONE.” leads to dramatically higher levels of speed, efficiency, and accuracy—and not just in mathematics.

As UCMAS Canada slowly grew in the 2000s, one big reason for its early success was that parents were spreading the word about the program’s impact on their kids’ academics. Eventually, graduates who had gone on to some of the top universities in Canada—and the world—returned with stories of enhanced recall capacity, increased confidence, and good grades, with big thanks to UCMAS Canada.

The program works because it’s based on a holistic approach, says Karia. “It combines mathematical techniques with brain development strategies, which makes it go beyond any kind of tutoring.”

UCMAS Canada has also expanded into many new educational territories, as Karia explains. “In today’s times, it’s become extremely crucial to cater to market needs, to have a good range of options for our clients (students) and an additional way for our franchisees to grow,” she says.

To that end, the company has begun to offer new soughtafter courses. “Robotics and coding through OBotz Canada is our recent offering designed for the STEM needs of the market. We also have i-Maths, an early enrichment concept-based math program for students aged three to seven, to get a head start in kindergarten and elementary school.” The company will also be releasing an English language program for students to enhance their reading, writing, comprehension skills, and more.

Another key to the franchise’s success has been its tight-knit community of mostly female franchisees and instructors. “With many women, their intuitiveness is so fast that it enables quick actions, lots of empathy towards children, and good micromanagement,” she says. Plus, the program demands attention to detail, an area where women tend to excel.

Those skillsets and sense of community proved huge during the pandemic. Switching to virtual learning wasn’t stress-free, but it helped that franchisees and instructors were already adaptive and flexible. “That made it easier to solve problems so much sooner and quicker,” says Karia.

Confidence 101 That adaptability and flexibility also goes the other way, says Karia. Many franchisees and instructors have other jobs or responsibilities at home, so the company has designed its structure to accommodate these demands.

What that means on the ground can vary from centre to centre, but it could look like franchisee training sessions held after 8 p.m. or allowing instructors to reschedule classes when necessary.

Passion, however, remains non-negotiable. “That’s a big one for us,” says Karia. “Passion for teaching, passion for dealing with young children, being driven by seeing successful children.”

It’s also crucial for franchisees to know the dynamics of their local communities, she explains. This is especially true now as the company tries to expand into small, emerging markets across Canada and in the U.S. As for the future, UCMAS Canada plans to keep the holistic approach, with a particular focus on skills training. “Information alone is no longer power, because everyone has it at their fingertips,” reflects Karia. “Enhancing skills—that’s what matters today, and that’s what we’re able to do for children through this program.”

One example is the recent launch of new digital classroom modules, where the aim is to help ensure students have the technological know-how they’ll need in the real world. Another is a new early enrichment program for kids as young as three and a half. “That one is really meant for those COVID babies who might really need that conceptual learning early in life,” says Karia.

Looking back on it all, Karia says she couldn’t be prouder of how far the franchise has come and how wide its impact has been. Its students are proof of that, but so are the hundreds of women and newcomers to the country who have found their employment footing through UCMAS Canada.

Karia’s advice to other aspiring franchisees: find your confidence. That’s not always easy, she admits, and she says she could have been “much more confident” when all this began. But trusting the franchise system can go a long way.

“People can lose that consistency with the system— they start finding shortcuts. But a program like this one [takes the time] to show you success as a business. So, if you’re confident in yourself, and confident in the program, you will see results.”

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The UROSPOT Ottawa leadership team, clockwise from top left: Abby Dutra, head of training; Kassandra Haynes, head of administration; Kris Ouimet, franchise owner; and Rachel Everett, client care manager.

A DAY IN THE LIFE

TACKLING A TABOO SUBJECT How UROSPOT franchisee Kris Ouimet is overcoming uncomfortable topics by helping clients regain control of their health and lives every single day, from the pelvic floor up

BY KIRSTYN BROWN

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D

espite a successful career in the pharmaceutical industry for over 20 years, Kris Ouimet had always dreamed of working for herself. When she stumbled upon UROSPOT, a pelvic health clinic that fuses health care with innovative, non-invasive techniques to treat pelvic floor conditions, she practically jumped at the opportunity to become a franchisee.

“I had always thought that I wanted to be selfemployed, but I didn’t really know what that ‘one thing’ was for me,” says Ouimet, who now owns and operates a UROSPOT location in Ottawa, Ontario. “I knew I was driven and competent and would be successful at what I did, but I didn’t really have anything in particular to sell.”

Ouimet discovered UROSPOT in 2021. During the pandemic, corporate life had lost its lustre, and she was considering a career change. “I wasn’t getting out into the field as much because of COVID, and I was starting to feel frustrated with the same meetings day after day, the same topics. I never felt like I was getting anywhere.”

One day, she was checking out the LinkedIn profile of a former colleague, Erin Craven—the founder and CEO of UROSPOT—and was instantly intrigued by the clinic’s concept. “As a woman in her 40s who has four children, I’m familiar with how challenging pelvic floor issues can be and how they’re so disruptive to your everyday life,” she says. “I looked at my husband and said, ‘I think this is what I should do.’”

Not wasting any time, Ouimet contacted Craven to learn more about the franchise. She started the discovery process in August 2021, and only one month later in September, signed the franchise agreement.

“I just knew this was it; this was the brand for me,” says Ouimet, who jokes that she was probably the fastest UROSPOT franchisee to sign the paperwork. “It’s healthcare, it’s women’s health, it’s something I’m very passionate about.”

Pelvic health goes public For Ouimet, part of what made the company so intriguing is that UROSPOT isn’t your average health clinic.

Founded in 2019, UROSPOT offers an intimate, almost spa-like atmosphere where women (and men) who suffer from symptoms of pelvic floor dysfunction, such as bladder leaks and prolapse—subjects that have been historically taboo—receive treatment.

“I know that my mother’s generation didn’t talk about [pelvic health dysfunction]. But I’m a big proponent for women’s health and there’s nothing to be embarrassed about,” says Ouimet. “I think women today, we’ve made such progress. We talk about menopause, we talk about bladder leaks, we talk about mental health issues. All these things are no longer off limits, and I think a brand like UROSPOT is really helping to drive that change.”

So, how does it work?

In addition to hands-off physiotherapy and lifestyle coaching, UROSPOT’s unique treatment includes sitting (fully clothed) on a high-tech chair known as the “Kegel Throne,” a device that uses electromagnetic energy to produce up to 11,000 Kegels in 28 minutes to help strengthen and restore pelvic floor muscles.

With 95 per cent of patients in a clinical trial reporting a significant improvement in quality of life after undergoing treatment, UROSPOT presented an opportunity for Ouimet to make meaningful changes in people’s lives.

“It’s a way to make a difference directly for clients,” she says. “It’s a way to see the happiness and joy on their faces every day; to employ other young women and help train them and help them grow their careers.”

And her instincts were spot on. Upon opening the doors in July 2022, Ouimet’s clinic was booked solid. (She partly credits its success to the prime location: a city of active individuals with excellent health coverage.)

The clinic was so busy that less than a year later, she had to add a third treatment room to help accommodate the growing client roster. And she’s already looking into opening a second location in the fall.

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Taking the lead As with any new business, running a UROSPOT location had a learning curve. Ouimet says things like payroll and bookkeeping were somewhat new challenges that required extra focus to figure out.

But the biggest lesson she learned when starting out? “Each potential client is precious,” she says, recalling that bookings suddenly dried up in September 2022 because she hadn’t been following up on cancelled consultations. After contacting every single person who had either not shown up to their initial consultation or cancelled their appointment, Ouimet was able to bring half of them back to the clinic. “And that’s really what I’m focused on now, never taking a single one of those leads for granted,” she says. “Every lead is gold.”

On that note, nurturing leads is a big part of her daily routine—among a number of other tasks that make up her day. After an early workout, she starts her mornings by reviewing metrics—lead data, conversion rates, and ROI on various marketing initiatives—followed by examining the clinic’s rating and reviews, calling clients, and then heading into the clinic for a few hours to help where needed.

“I pop into treatment rooms to check on clients, help to cover breaks, check cleanliness of the clinic and washroom, private talk with staff as needed or requested,” she says. “Sometimes I bring in lunch or treats for the staff room.”

Afternoons are what she refers to as the “kitchen sink” time of day, where she might go out into the field to meet with doctors and nurses who have requested more information about the Kegel Throne’s technology. Additionally, she’ll attend franchisee meetings, scout real estate for her second location, recruit new staff, or take care of the bookkeeping (the latter being one aspect, she admits, that is not her cup of tea).

And although it’s a lot of work, Ouimet finds the range of roles all very rewarding. “In the end, I think I’m so lucky that my work doesn’t feel like work,” she says. “Everything I do, save bookkeeping, is fun and exciting to me.”

Of course, she doesn’t go it alone. Ouimet credits her tight-knit and passionate staff—a team of 10 that includes registered nurses, a client care manager, and physiotherapy assistants—for making the business run efficiently.

“I’m very fortunate, my clinic runs incredibly well. I’m sure [all UROSPOT locations] do, but I have wonderful staff. They are my legs. They’re the ones that are making sure everything’s running smoothly.”

Invest in yourself Although Ouimet’s pharmaceutical career may have given her an edge in terms of skills and industry experience, she says a background in healthcare isn’t a prerequisite for becoming a UROSPOT franchisee. Rather, a solid work ethic and a desire to help others is the secret sauce of success. “I think that you have to be a very driven person. You have to really, really care about your clients, and you can’t be afraid of hard work. You have to want to change people’s lives.”

For those who are interested in joining UROSPOT’s ranks as a franchisee, Ouimet offers this additional advice: spend money to make money. “When leads were down, I chose to spend more money on marketing and started TV commercials. Our leads skyrocketed,” she says. “You need to really invest upfront because with that growth comes more people who will refer their friends.

So don’t shortchange your business in the early days.”

Learn more at LookforaFranchise.ca

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THE FIRST YEAR

Taking the Reins

There is immense value in purchasing a resale franchise location instead of starting anew—just ask Karin Vierhuis, a Print Three franchisee who found success in this model

BY KYM WOLFE

S

ome people may think that in today’s digital world there’s no need for print services.

Not true, says Karin Vierhuis, who has owned the Print Three franchise in Orangeville, Ontario, since October 2019.

“I saw potential for growth in the industry,” she says. “Our clients are using a mix of media, not totally digital—print is still a very valuable tool.”

That was really driven home in Vierhuis’ first year, when the pandemic shut down so much of the world. Remember all the signage that sprung up in every public place, ensuring people were masking, distancing, and taking other precautions to stay safe? “We were lucky because we also had a courier depot and rental mailboxes on-site, and those along with printing were all considered essential services,” says Vierhuis.

The mailboxes and courier were a legacy from the store’s previous owner, who operated an independent print shop before Vierhuis purchased it and rebranded it as Print Three. When she approached Print Three about purchasing a franchise, they supported her through the process of buying and converting the Orangeville shop to a Print Three location.

84 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

THE FIRST YEAR Andrew Hrywnak

A blueprint for prosperity Print Three’s current expansion strategy is to convert existing print shops, which offers new franchisees several benefits, says the company’s franchise president Andrew Hrywnak: primarily a lower initial investment in building and equipment, an already-established customer base, lower operating costs due to Print Three’s purchasing power for equipment and supplies, and the ability to offer a full range of services from day one by tapping into Print Three’s extensive network.

“If people are investing their life savings, we can give their new business a good kick-start,” he says. “From day one, the business is profitable or at least break-even.”

Vierhuis purchased her store from an older gentleman who was ready to retire. Print Three helped her find the shop, inventoried and assessed the existing equipment, smoothed the transition for taking over leases, and advised her on the best options for procuring equipment that needed to be updated or replaced.

“The shop had some technology gaps and outdated processes, so we focused heavily on improving that,” she says. “With Print Three, I got preferential payments and pricing. I believe my click fee (per copy cost) is about 25 per cent lower than the previous owner paid as an independent.”

A franchise rep was in-store with Vierhuis for the first two weeks of operation, and she also negotiated to have the previous owner stay on for a two-month transition period. That support augmented the initial in-class and practical training that she received from Print Three.

The majority of the three-week training is done at each franchisee’s new location, says Hrywnak, ensuring they and their staff are fully trained on the equipment they will actually be using.

“I can’t stress enough how effective the conversion model is.

It eliminates a lot of the stress of an initial start-up.”

- Karin Vierhuis

From the beginning, Vierhuis planned to hire a manager to oversee the daily operations, but she also went through the training to ensure she understood all aspects of the business and would be able to step in as needed.

“I had some experience in an in-house print shop when I worked for a real estate office, so I understood the technical aspects, but it’s not my job to be on-site every day,” she explains. “I was lucky to find a general manager with 20 years of experience to run the store and handle production. I handle the marketing, sales, vendor selection, and more, and although I initially did my own bookkeeping, I found that especially during the start-up year I was so busy I needed to hire a bookkeeper.”

It’s not a large operation, at less than 1,200 square feet, with one part-time staff member in addition to the manager, and Vierhuis recognizes that there is a lot of room to expand capacity.

“Before COVID, we did a lot of printing for events— posters, tickets, programs, etc. That part of the business

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never bounced back,” she explains. “We also found that after COVID some of the products that we had produced heavily were no longer in demand. We had to adapt our strategy and target new customers. The Print Three team connected me with other stores in comparable markets to see what was working for them and helped me take a look at marketing programs within the franchise that I hadn’t been leveraging.”

Vierhuis believes it’s important for anyone starting a new business to hire the appropriate experts (like a bookkeeper) and to also ensure they understand the demographics and expectations of their customer base.

“For example, my first instinct was I have a store so I need to have regular retail hours, but Print Three’s bread and butter is B2B, which means there are not many customers on a Saturday.” Accordingly, she shifted her store hours to be open until 5 p.m. during the week and closed on weekends.

The benefits of the takeover Looking back on her first year, Vierhuis says, “I can’t stress enough how effective the conversion model is.

It eliminates a lot of the stress of an initial start-up.

Our contractor had worked on other Print Threes and recommended some small details that have made a big difference—for example, wider doors to accommodate moving equipment in and out, not just initially but in the future. All the renos were done in 48 hours, so we only lost one business day. Print Three set up best practices, and the franchisor and its staff are very supportive and friendly.”

“The other Print Three owners are more than willing to answer questions and help out,” she adds. “The larger network gives you access to equipment you may not have on-site, so I was able to offer the full range of Print Three services from day one.”

“Having a supportive franchisor is priceless,” continues Vierhuis. “The team is constantly sharing new industry information and helping to make sure we have the most up-to-date equipment and product offerings. They have great partnerships with vendors and industry partners to help you grow your business.”

Vierhuis did find herself overwhelmed with the range of available options during her first year, but now she has time to step back and reconsider them. She’s decided to add digital marketing and brand consultation services to her mix this year; Print Three has partnerships with digital providers, and Vierhuis knows there is demand among her small business clients who don’t have the resources to set up their own in-house staff to do that work. It’s one more thing she can offer as she builds her full-service shop.

“The more products and services they are buying from you, the ‘stickier’ the customer,” she says.

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ICONIC BRAND

THE EAT FRESH REFRESH

Subway®, the classic sandwich franchise, is moving into the future, one made-to-order foot(long) at a time

BY DANIEL MCINTOSH

W

hether you know it as a grinder, hoagie, hero, or torpedo, one sandwich franchise stands out for its platonic ideal of a submarine sandwich in a convenient, handheld, low-stakes, high-flavour package.

Now with more than 37,000 locations worldwide, Subway stands tall as one of the world’s largest quick service franchises. The brand has even taken over the seas and the skies. There are Subways as far as Alaska, and at different points the brand had units in a church, on a cruise ship, and on a blimp. The company entered Canada through St. John’s, Newfoundland, in 1986, and the growth hasn’t stopped, with more than 2,800 locations across Canada. Subway’s Canadian presence is so pronounced that today, at any given point, Canadians are at most four kilometres away from the nearest franchise.

But how did a humble sub shop outgrow its Connecticut roots, and after nearly 40 years in Canada, how does the brand move forward?

The first slice Subway’s story begins in 1965 with Fred DeLuca, then 17 years old, trying to scrounge up tuition money ahead of his first year in college. He consulted a family friend, Dr. Peter Buck, who convinced him to start a sandwich shop.

His advice came with a gift: $1,000 in investment funding.

Pete’s Subway, as the brand’s first iteration was named, opened shortly thereafter in the shoreline community of Bridgeport, Connecticut.

A lot has changed since that first location opened its doors nearly 60 years ago. Twenty-one years after its launch, the brand entered Canada, and since then it’s gained even more ubiquity. Now the brand is reintroducing itself, with new flavours, designs, and a new way to order for the next generation of consumers who are meeting the brand in new and exciting ways.

The early days were not without challenges. When Buck and DeLuca revealed their concept, they emerged into an arena of cold-cut sandwiches—a product so simple that

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Courtney Hindorff

the competition seemed endless. They needed a way to tweak their offering into a unique standout. One notable way was by investing in a speedy toaster that set the hotand-ready subs apart from the competition.

By 1974, DeLuca and Buck were full-fledged partners with 16 locations between them. That year, they turned the business into a franchise, spelling the first wave of success for the emerging brand.

For today’s internal staff, like managing director Courtney Hindorff, it was franchising that turned the duo’s modest growth into exponential success. “Together with our franchisees—thousands of entrepreneurs and small business owners dedicated to delivering exceptional experiences for our guests worldwide—Subway has become one of the world’s largest quick service restaurant brands,” he explains.

But although the company’s growth was as fast as its service, its sandwiches delicious, and its stores successful, Subway faced the growing pains of a growing brand.

Along with the widespread pandemic-related decline of recent years and other challenges, Subway had a long way to go to earn new customers and draw back old customers, and Hindorff has been instrumental in the brand’s novel changes over the last few years.

New menus, new look In 2021, Subway launched a multi-year strategy to improve its food and guest experience through menu innovation, restaurant modernization, and digital and international expansion.

Take, for example, the Subway Series, launched in 2023, which Hindorff says is the biggest menu overhaul in Subway Canada’s history. With it came a radically updated menu, building on its fan favourites by drawing from global flavours, with international-inspired sauces, proteins, and toppings. Guests at Subway locations can now partake in a Tandoori Twist, a Cuban Crunch, or even a Nashville-Style Hot Chicken sandwich. In addition, a new name and number ordering

“WE’RE DRAWN TO INDIVIDUALS WHO EMBODY THE ESSENCE OF HOSPITALITY AND POSSESS KEEN BUSINESS ACUMEN, READY TO EMBARK ON A JOURNEY OF GROWTH WITH US.” system brought the build-your-own ordering process into the digital age.

In many ways, Subway faced the same challenges as any other food brand in the aftermath of the pandemic: rising food costs, labour issues, and a customer base less willing to part with their hard-earned dollars—no matter how accessible the offering. So, the brand adapted by boosting its online ordering and delivery systems to remind customers of the brand they know and love.

“We’ve continued to double down on online functionality, which is a priority for our business and guests, and we’ve seen great success,” says Hindorff. “Digital sales were up by double digits globally in Q1, compared to the same period last year.”

The brand even launched a loyalty program, Subway MVP Rewards, which has grown to more than 37 million members in North America in just nine months. Finally, Subway met customers where they were financially, introducing value-driven promotions and menu innovations to win back old customers and make fans out of new ones. “We also focus on quality and affordability, ensuring we stay accessible for Canadians,” explains Hindorff.

Furthermore, the brand began to optimize in-store labour and food costs by improving staff training and sourcing toppings and ingredients from the Independent Purchasing Cooperative, a franchisee co-op established in 1996, to procure equipment and suppliers at cost-effective prices.

“By leveraging collective buying power and expertise, Subway franchisees also enjoy a low-cost initial investment, scalable concepts, extensive growth opportunities, and in-market support and resources, [along with] Subway’s flexible footprint and ability to operate almost anywhere—in addition to our low operating costs and initial investments,” says Hindorff.

The whole idea is to make it easy for prospective franchisees to join the fold and share the good with their neighbourhood. Hindorff notes that the ideal Subway franchisee is guest-oriented, entrepreneurial, passionate

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ICONIC BRAND

Kam Dhanda

about the brand’s crave-worthy products, and eager to create a great experience for guests.

“In our search for franchisee partners, we’re drawn to individuals who embody the essence of hospitality and possess keen business acumen, ready to embark on a journey of growth with us.” It doesn’t hurt to have a background in foodservice and hospitality as well, with experience owning previous restaurants or franchises.

A strong franchise foundation Franchisees like Kam Dhanda have answered the call. In 1992, freshly after immigrating to Canada from England, Dhanda stopped by San Francisco, California, where his family owned a Subway franchise. He was captivated by the simplicity and the quality of the menu. “I’ve always had a passion for business, and from a young age, dreamed of owning my own,” says Dhanda. Seeing his family members actualizing his dream spurred him into action. “I wasted no time, and just weeks after arriving in Canada, I joined the Subway family.”

Dhanda opened his first location in Surrey, British Columbia, and after 32 years, he’s still with the brand, having grown steadily through the years to 32 units that he still owns and operates. He says his long-term success with the brand lies in the ability to take advantage of the social and ongoing training opportunities presented by the brand. “The introduction of the ‘University of Subway,’ a digital training app for franchisees and team members, has been particularly impactful, offering continuous learning and educational resources at your fingertips,” he notes.

Attending conferences, regional meetings, and conventions, while participating on the brand’s franchisee advisory boards, has also been rewarding. “One of the most rewarding aspects of these events is the chance to exchange insights and best practices with fellow franchisees,” reminisces Dhanda.

But franchising still has its fair share of challenges, including the influx of new competition in quick service

sandwich restaurants. Hindorff says the new strategy, plus the brand’s continued international expansion, has proved highly successful at fending off evolving competitive landscapes and meeting guest preferences.

The future of footlongs Looking to the future, Hindorff says Subway will continue to roll out modernized store remodels and enhance the in-store experience for customers. With new changes rolling out to Canada’s 2,850 Subway locations, the brand is continuing to reinforce its presence in the Canadian franchise landscape. Soon, older locations will be updated to the brand’s “Fresh Forward” model, which aims to create a modern, inviting atmosphere that reflects the brand’s commitment to innovation and quality.

And for readers in the communities that aren’t in the four-kilometre radius of a Subway shop, fear not, as Hindorff says the brand is expanding to new communities.

And more supports are coming for franchise partners as well. “We’re launching programs to support our franchisees with enhanced training, innovative marketing, and evolving menu offerings,” he explains. All Subway needs is new franchisees who are bold and ready to challenge the status quo of the sandwich market.

“Feel empowered to make choices, be accountable, and infuse fun into relationships with your guests and team members,” Hindorff advises current and prospective franchisees. “Seek support when needed; don’t hesitate to reach out to Subway’s corporate team and other franchisees for advice and assistance. Sharing experiences and solutions can help overcome challenges and create a better Subway for everyone.”

Learn more at LookforaFranchise.ca

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GIVING BACK

International Impact

For Osmow’s Shawarma, making a difference in the lives of others is a worldwide endeavour, from the Canadian communities in which it operates to nations experiencing humanitarian crises

BY ROMA IHNATOWYCZ

W

hile many franchisors show tremendous generosity in their charitable initiatives, Osmow’s Shawarma took it to the next level when in 2020 the brand set up its own charity, Osmow’s Hope Fund. The impetus was simple: the Mediterranean and Middle Eastern food franchise wanted to fully “walk the talk” and contribute as much as it could from its fundraising efforts.

“We wanted to have a charity that allowed us, both locally and abroad, to help others and to have something where 100 per cent of the proceeds are given to charity,” says Bernadette Farag, president and chief marketing officer for Osmow’s Shawarma. “Osmow’s covers all the administrative costs in order to ensure that we give 100 per cent of what we receive and collect, and what we ourselves contribute.”

Last year alone, Osmow’s raised $108,000, a number that it is confident it will surpass by the time the year comes to a close. And the company’s generosity in helping others has not gone unnoticed: it was recently awarded the 2024 Canadian Franchise Association’s Outstanding Corporate Citizen Award, a well-deserved honour.

From the very start, says Farag, giving back to the community has been an integral part of the company’s ethos and something that its founder, her father, exemplified in his daily life. Originally from Egypt, Sam Osmow is known as someone willing to help those in need and remains humble about his efforts.

“Growing up, my brother Ben [Osmow, CEO and head of franchise operations] and I always heard of our father doing extremely kind things,” says Farag. “People would come up to us and say, ‘Did you know he helped me with this? Did you know he bought us that?’ It was very eyeopening and inspiring.”

A successful business professional in his home country, and later in Kuwait, Sam also knew what it was like to start life over in a new place, from the bottom up. When he arrived in Canada, he initially worked in a gas station while his wife worked in a factory, until they were able to save enough money to achieve their dream of owning their own business.

That eventually led to the launch of Osmow’s Shawarma, a quick service restaurant selling savoury Middle Eastern and Mediterranean specialties including its delicious namesake shawarma dish, straight off the rotisserie. The brand has now grown to over 175 locations in multiple provinces, including Ontario, its home province, as well as B.C., Alberta, Manitoba, Quebec, and Nova Scotia. Recently, it started expanding into the U.S., with locations in Miami and Buffalo, and more to come soon.

Focus on giving From the very start, Osmow’s has operated with a social conscience. Given the nature of the restaurant business, the brand’s philanthropy often revolved around helping feed people in need. “We have our own plant and make our own food, so we make sure that we regularly supply local shelters and food banks,” says Farag.

With the launch of Osmow’s Hope Fund, Osmow’s now engages more actively in charitable initiatives abroad, something that is close to the family’s heart, given their own background. “We come from Egypt, and we’ve always known what [developing] countries are like in terms of poverty, so we wanted to create a charity that allowed us to help both locally and abroad,” says Farag.

Through its fund, Osmow’s charitable efforts have extended as far as Zambia, India, Pakistan, and Egypt. “In Zambia and India, we are feeding children in their places

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GIVING BACK

of learning,” explains Farag. “It costs approximately $31.70 to feed one child daily for the entire school year, so we’ve been able to feed over 2,200 children daily thus far, and the number is increasing.”

This year, proceeds from the Osmow’s Hope Fund will go to creating access to clean water wells, building kitchens and schools, and in Egypt, helping construct an outpatient clinic. “It’s about creating sustainability,” points out Farag. “But it’s not just about looking at [developing] countries. It’s also about focusing locally and being able to provide on both spectrums.”

The company raises funds for these and other humanitarian initiatives in a number of ways—sports tournaments, website drives, an employee opt-in program that allows them to donate out of their payroll, and an annual “Roundup November” campaign that gives Osmow’s customers the opportunity to round up the total of their meal purchase, with excess change going to the charity.

According to Farag, it’s been a huge success.

“We have a prominent poster up in our locations to create awareness, and employees are trained to say, ‘Would you like to round up for Osmow’s Hope Fund?’

There is also a flyer there to tell [customers] all about it,” she says. “The response has been great overall because it really resonates with people. I also honestly think that the fact that 100 per cent of the proceeds go directly to the cause is a big factor in why people are interested.”

Franchisee buy-in That interest extends to Osmow’s franchisees, some of whom come from developing countries themselves and have seen the impact of extreme poverty first-hand. In addition to the annual November drive, franchisees can make their own contributions to the fund or participate in an annual cricket tournament, as well as a volleyball tournament, organized by Osmow’s. All money raised goes to Osmow’s Hope Fund.

Nakul Nandrajog, a franchisee with five Osmow’s locations in the Greater Toronto Area, contributes $1,000 annually to the fund from each of his restaurants and actively promotes the annual Roundup November campaign. He says the response to the campaign from

customers has been strong. Nandrajog also played in the Osmow’s cricket tournament last year. His team, made up of staff from his restaurants and his business partners, even made it to the finals.

“I want to help out as much as I can,” says Nandrajog, who is originally from India. “For me, it’s important to help out people in need. I want everyone to have at least one meal a day, and it gives me satisfaction to know that at least I did something for someone.”

Nandrajog credits Osmow’s warm and approachable management style not only for the brand’s business success but also for inspiring franchisees like himself to get actively involved in their charitable efforts. “The Osmow’s head office is like a family, and they always take good care of their franchisees,” he says. “It’s not a big corporation, it’s a family-run business. I can call anyone there and they’re always available—Sam’s available, Bernadette, and Ben. It’s a positive environment to work in, so you naturally want to help.”

Having the franchisees onside is important for Osmow’s, and weekly business memos sent out to them always include information on its charitable work. More importantly, the company has started incorporating this information into its initial meetings with new franchisees and its training program, so awareness of their humanitarian efforts is created from the start.

“We want to ensure that it’s embedded, so we started looking at the initial touchpoints we have with our franchise partners—because we want to attract like-minded people,” says Farag. “I really believe it makes Osmow’s more attractive to prospective franchisees.”

With a strong, supportive team keen to help others, Osmow’s is growing a successful business while also doing its bit to help ease hunger, both at home and abroad, one meal at a time.

Learn more at LookforaFranchise.ca

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SHOW ME THE MONEY

4 FRANCHISES FOR $150K TO $250K Franchising is about diversity, and opportunities can be found in nearly every industry and business sector. It’s a great way for Canadians from all walks of life to go into business for themselves but with the support of a franchise system behind them.

One of the most important considerations for a prospective franchisee is investment level, including figuring out a budget that fits with your financial situation and goals. Here, Franchise Canada showcases franchise systems in which you can invest $150K to $250K. Active Green + Ross

Express Employment Professionals

With more than 65 locations in Ontario, Active Green + Ross offers its customers a complete selection of tires from internationally renowned manufacturers, along with a full suite of general automotive service and repairs for most makes and models of cars and light trucks.

After 65 years in operation and 40 years in the franchise industry, Active Green + Ross continues to be a recognized and trusted name amongst car owners.

Technical training, ongoing support, and proprietary point-of-sale software are just some of the benefits of becoming an Active Green + Ross franchisee.

Flexible weekday hours, a professional business setting— Express Employment Professionals offers its franchisees consistent support to help their location grow, while helping other businesses achieve the same.

By becoming an Express business owner, franchisees align themselves with an international network of entrepreneurs that provide localized staffing solutions to their communities, to the tune of 10 million people since the company’s inception. Join its 700-plus North American franchisees for a business opportunity with real-world benefits.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Chiquicuts Kids Hair Salon

Rainbow Restoration

Offering its clientele a unique salon-based service that caters to kids aged six months to preteens, Chiquicuts Kids Hair Salon is a fantastic investment option for those who want to grow alongside their customers.

With two salon options—Chiquicuts Salon Express and Chiquicuts Salon and Party venues—prospective franchisees will find the perfect fit for their goals.

Regarding investment levels, the Express option ranges from $95,000 to $120,000, while the Party venue starts at $160,000 and goes to $210,000.

Disasters happen. That’s the backbone of Rainbow Restoration, a Neighbourly company that specializes in restoring hope and order to home and business owners in the wake of a disaster. More than 300 enterprising franchisees have discovered the rewards of owning a location, from the assistance they offer their customers to the work-life balance they have achieved. More than an investment, Rainbow Restoration is a franchise that takes care of its community.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

92 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Everything you need to create your franchise future!

Buying a franchise can be an overwhelming process.

The good news is you don’t have to do it alone. Franchise Canada is here to guide you through the franchise process, with everything you need in one spot.

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Franchising 101: Easy-to-read resource articles and tutorials can help kick-start your franchise success!

LookforaFranchise.ca: Explore the wide range of available franchise opportunities in our online directory Ask the Expert: Hear first-hand from franchise professionals as they answer common questions from prospective franchisees

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ASK A LEGAL EXPERT As a franchisee in Ontario, what do I need to know about employee terminations?

MANY ENTREPRENEURS BEGIN their commercial journey by opening a franchise. As first-time business owners, navigating the laws that govern employment relationships can be challenging. Often the most challenging aspect is navigating the requirements of legally terminating an employment relationship.

Below, we’ll set out the general principles that franchisees should consider when contemplating employee terminations in Ontario. Whether your franchise location is within Ontario or in another province or territory, sourcing legal advice prior to taking the first steps toward termination is always recommended.

The basics of termination There is no “at-will” employment in Canada, meaning franchisees cannot terminate employees without reason or notice. Employees are entitled to notice of termination or pay in lieu of notice, unless their employment was terminated “for cause,” or justified for a legitimate, specific reason. Cause, as described below, is an extremely high threshold for an employer to satisfy.

Generally, there are two sources that dictate an employee’s entitlements at termination: (i) the applicable employment standards legislation, and (ii) the employment contract.

Provincial employment standards legislation sets out minimum requirements for notice of termination and/ or pay in lieu of such notice, as well as severance pay (if applicable). For example, in Ontario, an employee with three months to one year of service is entitled to one week of notice. Employees with one to three years of service are owed two weeks of notice of termination.

Employees with three-plus years of service are entitled to one week of termination notice per year of service, up to a maximum of eight weeks.

The second source of entitlement at the time of termination is the employment contract. The parties can agree in a written contract at the start of employment on what the entitlements will be at the time of termination.

The main caveat is that the agreement cannot be for less than what is required by the employment standards legislation—if that happens, the termination language that was agreed to will become void and unenforceable. Where there is no contractual language, or the language is void, a court will assume that the parties intended the employee be provided “reasonable notice” of their termination. This is otherwise known as “common law” reasonable notice.

Common law notice is determined by a court on the basis of past cases with similarly situated employees.

Specifically, a judge considers the employee’s position,

years of service, age, salary, and ability to find a comparable job. There is no strict rule, but common law notice is often one month per year of service (which is inclusive of any statutory entitlements). There are notable outliers, such as employees in senior positions and, counterintuitively, employees with very short service.

Note that when a court is awarding damages for common law reasonable notice, these will be calculated to include all forms of compensation the employee could have received over the notice period, including the value of any base salary, group benefits, bonuses, and allowances.

“Just cause” standard to terminate In Ontario, there are two “just cause” definitions governing employee terminations with cause.

An employee may be terminated due to willful misconduct, disobedience, or willful neglect of duty that is not condoned by the employer, as defined in the Employment Standards Act. This is a very difficult standard to meet, but where it is met, the terminated employee is not entitled to any termination notice at all. Performance issues or poor behaviour alone almost never satisfy the “for cause” threshold. To rise to the level of cause, an employee’s conduct must be egregious, and the breach must be significant, deliberate, and purposeful (i.e., committing fraud, theft, or workplace violence).

In addition, an employee may be terminated for cause at common law, which has a broader just cause definition and is not as prescriptive as the established standards prescribed in the Employment Standards Act discussed above. The common law threshold is also high, and employees who are terminated for cause at common law must still be provided with their statutory termination notice under the Employment Standards Act. In order to be successful in carrying out a termination for cause, franchisees should have a documented and progressive disciplinary record against the employee (i.e., increasingly severe penalties are enacted against the employee as their misconduct continues, from a verbal warning up to a suspension). In determining the existence of cause at common law, courts consider various factors including the employee’s seniority, role, and

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Fatimah Khan Associate Dentons Canada LLP fatimah.khan@dentons.com

ASK A LEGAL EXPERT performance, as well as the nature of the franchisee’s business, relevant policies, and the level of trust in the employee. Courts also assess whether the misconduct can be resolved within the employment relationship or if it is sufficiently severe enough to cause a breakdown in the employment relationship.

Where an employer unsuccessfully asserts termination cause (under either the statutory or common law definitions), it becomes liable to pay the employee’s common law reasonable notice entitlement.

Takeaway for franchisees When establishing their franchised businesses, franchisees should consult with their counsel and invest

the time to prepare compliant and appropriate employment contracts and policies for their staff; neglecting to do so may have significant consequences. It is exceedingly important for employers to get it right when drafting termination provisions in employment contracts. If the termination provision is drafted correctly, franchisees can limit employee termination entitlements at common law to statutory minimums. If it is not drafted correctly, the employer can become liable for the larger common law termination amounts.

Similarly, franchisees should exercise caution when taking a just cause position during an employee’s termination, as failure to meet the relevant definitions of cause can also result in significant exposure.

ASK A FRANCHISE EXPERT What should I consider before investing in an emerging franchise brand?

FRANCHISING HAS LONG BEEN A PATHWAY to entrepreneurial success, offering individuals the opportunity to run a business with a proven model and established brand. While well-known franchises often dominate discussions, emerging franchises present another avenue into the industry for potential franchisees. Evaluating these opportunities requires a nuanced approach and careful consideration of various factors to mitigate risks and maximize potential returns.

Understanding emerging franchises Emerging franchises are businesses that are relatively new to the local franchising scene or are rapidly expanding their franchise network. These may be either arriving in the Canadian marketplace from another country as a result of an expansion plan, or a new brand altogether. Unlike established giants, they may not have a long track record of success or widespread local brand recognition. This aspect can both attract and deter prospective franchisees, as they offer the allure of entering a potentially lucrative market early but also pose higher risks.

Key considerations for potential franchisees 1. Market potential and trends Assessing the market potential is crucial for analyzing an emerging franchise. Understanding industry trends, customer demographics, and the competitive landscape can provide insights into the franchise’s growth prospects.

Conducting thorough market research helps you to evaluate whether the franchise concept aligns with current consumer preferences and if there is adequate demand to sustain the business.

2. Financial stability and performance Unlike established franchises, emerging ones may not have a proven financial track record. Potential franchisees should meticulously review the franchisor’s financial health, including audited financial statements and performance metrics of existing franchise units. This may be a challenge, especially for new franchise systems that have to rely heavily on a corporate location with proven success.

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ASK A FRANCHISE EXPERT 3. Franchisee support and training A robust support system is critical for franchise success, especially in emerging franchises where operational processes may still be evolving. One major red flag is if the owner of the franchise system is exclusively involved in the day-to-day operations of the business (or even worse, is still working another day job) and lacks a support team, including outsourced support. It’s critical to have someone to answer the call when you need business support or franchisor guidance, day or night. Evaluate the training programs, operational support, marketing initiatives, and ongoing assistance provided by the franchisor. Strong franchisor support can mitigate risks and enhance the chances of achieving profitability within the early stages of the franchise.

4. Legal considerations and contracts Franchise agreements are legally binding documents that outline the rights, obligations, and responsibilities of both the franchisor and franchisee. Prospective franchisees should seek legal counsel to review the franchise disclosure document (FDD) thoroughly and understand the terms of the agreement, including territorial rights, renewal conditions, and exit strategies. Clarifying any ambiguities upfront can prevent potential disputes in the future and can go on to become standard practice for future franchisees as the system develops.

5. Brand reputation and growth strategy Assessing the franchisor’s reputation and long-term growth strategy is crucial. Investigate the brand and its leadership team’s reputation among consumers and within the industry. Review the franchisor’s expansion plans, market penetration strategy, and commitment to innovation. A clear vision and proactive approach to market challenges indicate a franchisor’s ability to sustain growth and support franchisee success.

•S peak with existing franchisees. Directly contacting current franchisees provides first-hand insights into their experiences, challenges, and satisfaction with the franchisor’s support.

•C onduct due diligence. Beyond financial documents, you should conduct site visits, observe operations, and speak with local stakeholders to gauge community perception and market potential.

•E valuate innovation and adaptability. Emerging franchises should demonstrate agility and innovation in response to market changes. Evaluate the franchisor’s ability to adapt and capitalize on emerging trends.

•E xamine the founder’s success path. Your franchisor should have a vision, purpose, and guiding mission for their system and be clear as to what they wish their franchise to accomplish. It’s okay to interview your franchisor and ask questions surrounding this and other important topics such as their long-term goals and purpose statement.

Entering the world of franchising with an emerging franchise requires a balanced approach of optimism and caution. Potential franchisees must conduct thorough due diligence, assess market potential, evaluate financial stability, and scrutinize the franchisor’s support and growth strategies. While the risks are higher compared to established franchises, the potential rewards for early market entry can make it a compelling opportunity for aspiring entrepreneurs. By carefully evaluating all aspects of an emerging franchise, potential franchisees can position themselves for success in a dynamic and competitive market landscape.

Mitigating risks in emerging franchises While the potential rewards of investing in an emerging franchise can be enticing, mitigating risks is paramount.

Consider these additional strategies to safeguard your investment.

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Angelee Brown Founder and CEO FranOvation angelee@franovation.com

FRANCHISE TUTORIAL

TUTORIAL 13: THE FUNDAMENTALS OF FRANCHISING

INTRO TO INSURANCE WHEN OPENING A BUSINESS AS A FRANCHISEE, you’ll want to ensure that you’re adequately insured.

Proper insurance allows you to recover from a financial loss during the occurrence of a specific event. Such events might consist of an employee or customer being injured at the business premises, business interruption due to fire or flood, theft, or even employee fraud. Each of these events can cause the franchisee to have a loss of income and also cause the franchisor to incur a loss of royalties.

As you make tenant improvements and stock inventory prior to opening your business, you’ll want to have insurance coverage commence immediately upon taking possession of the premises.

Typically in a franchise agreement, or within the operation manual, there will be specific insurance requirements that you’re obligated to get from insurance providers. Typical insurance requirements include: • Comprehensive public liability insurance: Coverage in case a customer, employee, or any other person suffers bodily injury while on your premises or as a result of your service or products • Product liability insurance: For physical loss or damage to inventory • Property damage insurance: For property damage due to fire, flood, smoke, vandalism, etc.

• Business interruption insurance: For financial loss from closing of the business due to damage or destruction of property • Employment practices insurance: Coverage arriving from such claims as discrimination, wrongful dismissal, or harassment • Workers safety insurance: Coverage for employees at the workplace • Auto insurance: Coverage for delivery vehicles, etc.

The franchise agreement will normally require the franchisee to add the franchisor as an additionally insured third party to the insurance policy and provide a copy of the insurance certificate for the franchisor’s records. These requirements are in place to protect the franchisee and the system as a whole and typically don’t cost anything more to the franchisee. This also allows the franchisor to claim any lost royalty payments from the insurance company and to protect themselves

against lawsuits (which may arise against them through no fault of their own) as a result of such things as personal injury. The franchisee is required to indemnify the franchisor from all fines, suits, claims, or actions of any nature related to the operation of the franchisee’s business. Without adding the franchisor, you would be assuming the financial risk, which defeats the purpose of the insurance. It allows the franchisor to operate efficiently and protects them from potentially spending financial resources on issues that are at an individual franchisee location level.

The cost of insurance will vary depending upon numerous factors including, but not limited to, the geographical area, type of business, deductable amounts, and the dollar amount of the coverage. Franchise systems that have reached a certain size will often negotiate a group policy with a preferred supplier in order to pass savings on to the franchisee. The franchise agreement will often state that the franchisee may be required to purchase insurance from a preferred supplier. This allows all franchisees in the system to take advantage of the franchise system’s size and buying power.

In addition to the required business insurance, franchisees will want to look at optional insurance packages to further protect themselves and/or their employees.

For example: • Life insurance • Disability insurance • Critical illness insurance • Health plan insurance Employees are increasingly expecting and seeking higher standards for medical service and financial security. Group insurance and benefit plans for employees allow employers to be competitive and attract and retain good employees. A group plan is significantly lower in cost compared to individual coverage.

This article is by no means an exhaustive list of the insurance available. Not all coverage will apply to your specific circumstance. Your specific insurance needs will vary depending upon the nature of the business and exposure to potential liabilities. Consult with your franchisor to determine the specific needs required and consult with an insurance broker. They will be able to assess your specific circumstances and provide advice as to what products are best for you and your business.

Be sure to have them fully explain the specific details of

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FRANCHISE TUTORIAL the insurance policy and the coverage and the restrictions that apply. A list of insurance companies specializing in the franchise model can be found on www.cfa.ca.

Ultimately insurance is planning for worst-case sce-

narios. With insurance in place, you can focus your energies on building a successful business and not be worried about financial loss due to hardships that are often outside your control.

TUTORIAL 14: THE FUNDAMENTALS OF FRANCHISING

INTRO TO RECRUITMENT AS A FRANCHISEE, one of the roles you’ll spend a lot of time in is the area of recruiting staff. Unless you’re running a one-person operation, this will be an important part of your business. Recruiting staff is an ongoing function of management and well-selected employees can dramatically improve the success of the business.

Although some franchisors will assist the franchisee in hiring staff during the start-up phase of a new location, it’s typically the franchisee’s responsibility once the location is up and running. Most franchise agreements will clearly state that you’re required to maintain a sufficient number of staff, you must take the necessary steps to ensure that they’re trained, and that staff represent the brand well to ensure good customer relations. The franchise agreement will typically further clarify that, as a franchisee, you’re responsible for all decisions related to hiring, firing, training, wages, hours supervision, and discipline. The employees are clearly working for you and not the franchisor.

Staff requirements vary depending on the type of business you invest in. A full-service restaurant may have as many as 80 to 100 employees, whereas retail concepts may require only one or two. Staffing requirements may also vary depending upon seasonal variations. For example, retail tends to have higher staffing needs during the Christmas shopping season.

In industries where there is a high need for labour, progressive franchisors have developed recruitment departments to address current labour shortages in Canada and have programs to bring in foreign workers.

Progressive franchisors also look at ways to reduce the labour needs of the franchisees through outsourcing certain aspects of the operations.

The type of staff you require will vary depending upon the business model. Often the business will rely on you and your staff’s ability to build relationships with customers and sell your product. As a result, you’ll typically want employees who are people-oriented. You’re looking for

staff that reflect that brand’s values, have the ability to learn, and are available the hours required. The more flexible employees are, the easier scheduling will be.

Have clarity on the staffing needs of the business before hiring your staff. The franchisor will often provide details of staffing needs in the operation manual, as well as provide specific job descriptions and tools to assist you in the recruitment process. The franchisor will also typically provide tools in the form of leadership training, staff surveys for feedback, and recognition programs for staff retention.

The recruitment process will vary but typically involves the following steps: 1. Advertising to generate enquiries 2. Reviewing resumes or applications 3. C onducting interviews, either individually or by groups 4. Checking references 5. Orientation and training The franchisor, based on the experience of existing franchisees, can provide you with best practices for the entire recruitment process.

What you pay employees is dictated by labour laws as well as what is required to attract employees in your specific market. Today’s market is competitive and you’ll want to be aware of what other companies are paying by doing a quick survey of the market.

The cost of employees goes beyond the paycheque.

Depending upon the business and market, there will be the costs of employment taxes, workers compensation, and benefits. But the biggest cost is the cost of employee turnover. You’ll want to ensure that you take the time to hire the right employees and then provide a great work environment that will encourage good employees to stay.

You can improve staff retention and reduce your hiring costs by becoming an “employer of choice.” Employees today are looking for:

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FRANCHISE TUTORIAL • Career development and advancement opportunities • Ongoing and progressive training • Recognition • A fun environment • Flexible work hours and time • Fair treatment • Involvement and consultation with management Throughout the recruitment process, you need to be aware of the employment standards and labour laws that are applicable to your area. Provincial human rights codes prevent employers from discrimination when hiring and managing employees. There are certain questions that cannot be asked during the recruitment process such as those regarding race, age, sexual orientation, and religion. Instead you need to focus on

the position being filled and identifying the characteristics that a successful candidate needs to fill this role.

There are also privacy laws to be aware of. You don’t want to disclose your employees’ personal information.

It’s the franchisees’ responsibility to become familiar with all applicable laws and to adhere to them.

Your business success is dependent upon you finding the right people who will deliver great customer service.

No matter how good your employees, it doesn’t diminish the need for you to be involved in the business. Sales and customer satisfaction often increases when a franchisee is actively involved in the day-to-day operations. All franchisors will agree that there’s nothing that can replace the dedication and commitment of a franchisee who has a vested interest in the success of the business and who has made a financial investment.

STUDY QUESTIONS TUTORIAL 13

TUTORIAL 14

1. Typically in a franchise agreement, or within the operation manual, there will be specific insurance requirements that you’re obligated to have including: a) home owner’s insurance b) travel insurance c) auto insurance

1. Most franchise agreements will clearly state: a) that you are required to maintain a sufficient number of staff b) who you can and cannot hire c) t hat all staff are employees of the franchisor

3. A group plan with the franchise system is significantly lower in cost compared to individual coverage. True or False? a) True b) False 4. A ll insurance needs are the same for all franchised businesses. True or False? a) True b) False

2. T he cost of employees goes beyond the paycheque. Some other costs are: a) per diems, profit shares, and RRSP contributions b) clothing allowances, transportation reimbursements, and housing c) employment taxes, workers compensation, and benefits 3. A s a franchisee, your employees work for you and not the franchisor. True or False?

a) True

b) False

4. Provincial

human rights codes prevent employers from discrimination when hiring and managing employees. True or False? a) True b) False

Answer Key: 1) a 2) c 3) a 4) a

2. P roper insurance allows you to recover from a financial loss during the occurrence of a specific event such as: a) employee or customer injury b) business interruption from fires or floods c) theft and fraud d) all of the above

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Answer Key: 1) c 2) d 3) a 4) b

MARKETPLACE

JOIN A BRAND ON THE RISE • A trusted brand – With nearly 700 locations worldwide and 35-plus years of experience franchising, we are the fastestgrowing bakery in Canada • A robust model – COBS Bread is built on providing exceptional products, friendly service, and a welcoming environment for all customers • Community-focused – All bakeries donate to hundreds of local schools, groups, and charities across Canada • Authenticity – We operate with honesty and transparency, building trust through genuine practices • Get ready to roll – Utilize our national marketing fund and benefit from a comprehensive training program and ongoing support • No initial franchising fee for new bakeries • Flexible financing options Contact the COBS Bread Franchising Team E franchise@cobsbread.com P 1-844-369-COBS (2627) W www.cobsbread.com/franchising

Signage has never been more important. Right now, businesses are looking for new and better ways to compete. Industries are revamping to meet compliance standards. And advertisers are expanding their reach into new media, like digital signage and mobile websites. Join the franchise that’s leading the next generation of business communication. Now more than ever, businesses look to FASTSIGNS® for innovative ways to connect with customers in a highly competitive marketplace. Our high standards for quality and customer service have made FASTSIGNS the most recognized brand in the industry, driving significantly more traffic to the web than any other sign company.

We also lead in these important areas: • Entrepreneur – #1 in Category, 2024 • Franchise Business Review – Best in Category, 2018, FBR 50 Award 2006-2024 • CFA Franchisees’ Choice Designation 2013-2024 Mark L. Jameson, Chief Development Officer FASTSIGNS International Inc. 2542 Highlander Way, Carrollton, TX 75006 U.S. 214-346-5679 (office) mark.jameson@fastsigns.com www.fastsigns.com

Just Cuts is the largest hairdressing company in the southern hemisphere, and we’re coming to Canada! When you join the Just Cuts franchise network, you enjoy the benefits of running your own business combined with the backing of a globally recognized brand.

At KPMG Private Enterprise™, we are proud to support emerging and established entrepreneurs, franchise business owners, private companies, and family businesses. We offer tax, audit and assurance, advisory, and law services to businesses of all sizes across Canada and around the world.

Based on a no-appointment, just-walk-in system, Just Cuts offers affordable style cuts for the whole family and performs over 100,000 weekly cuts in Australia, New Zealand, Taiwan, and the UK. The Just Cuts franchising family currently stands at over 230 businesses and employs over 3,500 stylists.

Whether you are looking to grow, expand internationally, strengthen, or exit your business, we understand what it takes to be successful at each stage.

With over three decades of small business success in different global markets, the Just Cuts franchise model offers you a proven pathway to small business success. Our fixed price model just works—regardless of the economy, hair never stops growing, and high-quality haircuts at great prices positions our salons a cut above the rest.

We’re here to help make your business even better.

Contact us to learn more: www.kpmg.com/ca/privateenterprise

You don’t need any hairdressing industry experience to own a successful Just Cuts salon, and over half of our franchise owners own more than one.

Contact us today: David Mathie, Head of Franchising E: davidm@justcuts.com P: 905-267-3377 W: https://canada.justcuts.com/

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MARKETPLACE

After over 40 years of providing easy-to-prepare, top-quality foods, M&M Food Market has become a trusted and iconic Canadian brand that customers have come to rely on for a uniquely convenient and welcoming shopping environment.

Canadians looking to serve real food at home that fits with their busy lives has never been more prevalent. We offer innovative products for those looking for new and different meal solutions, including more than 35 gluten-free products spanning every category. Our customers can trust they’ll find something that suits their dietary needs. The initiatives that we implemented during our recent brand transformation, such as our new store design, food innovation, digital marketing, and e-commerce (including in-store, curb-side pick-up, and delivery), along with our industryleading loyalty program, have put M&M Food Market in a position to continue to serve our loyal customer base when they need us the most. For our newest partners, we offer a comprehensive training program and ongoing operational support, along with head office support to help ease the transition into business ownership. All this, and we are growing! We have new store opportunities available across Canada. Reach out today to find out about opportunities near you!

Recent research shows that the residential cleaning industry in Canada is now worth an astounding $8 billion annually, which provides an incredible opportunity for you to become your own boss! MOLLY MAID was established in Mississauga, Ontario in 1979, and today is recognized as the largest and most trusted residential cleaning company in Canada. We offer market-leading brand awareness, business management software, marketing programs, human resources tools, and an experienced support office team dedicated to helping franchise partners succeed.

Our franchise partners are the reason for our success because “businesses aren’t successful, people are!”

Franchise fee: $30K Franchise units in Canada: 83 Investment required: $48K+ In business since: 1979 CFA member since: 2016 www.mollymaid.ca

For more information, visit our website at www.mmfoodmarketfranchise.com or call us at 1-800-461-0171.

Celebrating 40 Years of Helping Canadian Students Succeed Oxford Learning® is passionate about our mission to help children achieve their highest potential. We achieve this mission using a cognitive learning model for all programs, which helps students develop new and better pathways to learning.

Unlike traditional tutoring, a cognitive approach leads to lasting educational changes. This shift in the approach to tutoring makes Oxford Learning stand apart from other supplemental education options, leading to academic achievement for students, satisfaction for parents, and success for franchisees.

Founded in 1984, we are an award-winning franchise system with 130 locations across Canada.

Oxford Learning® celebrates multiple CFA awards, including: · Franchisees’ Choice Designation, 7-Year Designee (2018 - 2024) · Awards of Excellence Gold (2021); Silver (2022) · Franchisee of the Year 2020 (Gold); 2022 (Bronze) · Lifetime Achievement (2020) for Oxford Learning’s founder A background in education is not a prerequisite—our unique cognitive learning programs, proprietary curriculum, and comprehensive training, combined with your drive to succeed, are the only requirements!

Join the leaders in Canadian supplemental education with 40 years of helping students.

Explore the Oxford Learning opportunity today!

1-888-559-2212 or franchise@oxfordlearning.com

Oxygen Yoga & Fitness’ systems take the complexities out of delivering a dynamic yoga and fitness program and give your studio an edge.

• Exclusive yoga fitness fusion programming • Methodized instructor training • State-of-the-art FAR-infrared heat • Network of owners • Sales, marketing, software, and operations support • 200-hour yoga teacher training accredited by Yoga Alliance Franchise fee: $48,500 Start-up capital required: $250K-$350K Available territories: Various globally Training: Yes Franchise units in Canada: 130 In business since: 2011 CFA member since: 2014 If you are ready for health and wealth, it’s time for you to put your passion to work. Become our next franchisee by filling out the application at https://franchise.oxygenyogaandfitness.com/

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MARKETPLACE

The Pizza Nova story began in 1963 when a young Italian family opened the very first Pizza Nova restaurant. Still family-owned, we have helped hundreds of families open and operate our 150-plus locations across Ontario and specialize in hand-tossed, artisan-style pizzas that are complemented by an extensive menu of proven favourites.

Our 60-plus years of success continues as a direct result of our uncompromising commitment to providing quality ingredients and product innovation. In 2015, we became the first Canadian pizza company to introduce pepperoni sourced from beef and pork raised without the use of antibiotics or added hormones. We have since expanded our “Raised Without Antibiotics” profile to include bacon, chicken wings, chicken pollini, grilled chicken, and smoked ham. In 2021, we introduced the first pea protein-based pepperoni as a plant-based alternative to our diverse menu, as well as plant-based chick’n bites, thus further expanding our reach to include vegans, vegetarians, and flexitarians alike.

We provide comprehensive training, easy ordering from our HAACPapproved commissary, location identification and design, operations support, and innovative marketing initiatives that bring customers through your door.

Pizza Nova is the Official Pizza of the Toronto Blue Jays™, Toronto International Film Festival, and the CNE. For more information on franchise opportunities, please contact John Consales, Senior Franchise Development Manager at 416-439-0051 ext. 1016 or john.consales@pizzanova.com.

“You can’t stop progress.” We know that from first-hand experience! The first Print Three shop opened in 1970, long before personal computers, mobile phones, or social media. By 1980, the small chain of privately owned copy shops had begun franchising, and soon Print Three stores began opening all over Canada. For over five decades, we’ve seen the world change around us, and we’ve changed with it. We believe that print is a living medium, and now more than ever, what we print matters.

Franchise fee: $40K Franchise units in Canada: 42 Investment required: $375K In business since: 1970 CFA member since: 1999 www.printthree.com

TORONTO BLUE JAYS™ bird head design and all related marks and designs are trademarks and / or copyright of Rogers Blue Jays Baseball partnership, used under licence.

Come join a trusted national network with over 70 years of experience in disaster restoration services. We provide our franchisees with access to the tools they need to build a successful business and stay on the cutting edge technically, ongoing industry and managerial support, comprehensive training programs, industry resources, a peer support program, and much more!

Franchise units in Canada: 75 Franchise units in USA: 3,000+ Franchise fee: $72.5K Investment required: $250K+ In business since: 1953 www.servicemaster.ca

Join Smoke’s Poutinerie on our quest for “Global Domination” and be a part of this original quick-serve poutine revolution!

Smoke’s Poutinerie is a cool, unique concept with a broad menu focusing on poutine and other over-the-top creations! Why bother opening another boring pizza or burger joint, or the an over-saturated sub or burrito franchise, when you can open our award-winning concept! Our goal is to bring the authentic, Canadian classic dish to the rest of the world in an original and unique way. We are more than fries, curds, and gravy—we are an entertainment company!

Franchise fee: $30K Franchise units in Canada: 70 Investment required: $350K-$450K In business since: 2008 CFA member since: 2009 www.smokesfranchising.com mark@smokespoutinerie.com

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MARKETPLACE

Join The UPS Store franchise network and count on the support from our experienced home office and in-field teams to get you to your grand opening and beyond. Many offer printing or shipping services, but our dedication to innovation and convenience are what keep The UPS Store at the top of our industry. With over 385 franchise locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee, you will enjoy an established system to get your business started off on the right track, in-depth training programs and ongoing support to make sure you continue to succeed, and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. We are proud to have been designated as an essential business at a time Canadians needed us most.

Visit us at www.theupsstore.ca. We print, ship, and more!

Locations in North America: Over 5,000 Locations in Canada: Over 385 Minimum cash investment: $100,000 Total cash investment: $199,250 to $218,500 plus working capital.

We’ve been operating since 2001 and have taken the time to ensure we’ve navigated any potential problems a franchisee might encounter.

Our concept has us creating professional window cleaners with a desire to do business well and works best as a home occupation.

We’ve refined our systems, from scheduling to ladder setups and more, for maximum efficiency. We’ve found we’re very competitive within the market, and busy! When most companies are booking 1.5 weeks out, we’re booking eight to nine.

To learn more, don’t hesitate to reach out.

Franchise fee: $10K Franchise units in Canada: 1 Investment required: $35K-$65K In business since: 2001 CFA member since: 2019 www.wewashwindows.ca

For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.

ADVERTISERS’ INDEX Business Exchange.. ................................................................................................24 www.BizSold.com

Oxford Learning....................................................................................................... 59 franchise.oxfordlearning.com

COBS Bread................................................................................................................... 58 www.cobsbread.com/franchising

Oxygen Yoga & Fitness....................................................................................... 33 franchise.oxygenyogaandfitness.com

FASTSIGNS®.. .................................................................................................................. 29 www.fastsigns.com

Pizza Nova.........................................................................................................................12 www.pizzanova.com

Fishman Canada .................................................................................................... 46 www.fishmancanada.com

Print Three Canada................................................................................................ 37 www.printthree.com/own-a-franchise/

Just Cuts.. ........................................................................................................................... 27 canada.justcuts.com

ServiceMaster. . ............................................................................................................. 11 www.servicemaster.ca

International Franchise Association. . ................................................ 69 www.franchise.org

Smoke’s Poutinerie. . ............................................................................................... 39 www.smokesfranchising.com

KPMG. . .................................................................................................................................... 10 kpmg.com/ca/financeplus

The UPS Store................................................................... Inside Front Cover www.theupsstore.ca

M&M Food Market.. ..................................................................................................... 3 www.mmfoodmarketfranchise.com

We Wash Windows. . ................................................................................................... 9 www.wewashwindows.ca

MOLLY MAID ..................................................................................................................31 www.mollymaid.ca

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FRANCHISE ROUNDUP

Insights, ideas, and opportunities to keep on your radar FRANCHISE AV CLUB Veronica and Warren D’Silva are the franchisees behind Allegra Marketing Print Mail’s downtown Toronto location. Franchise Canada TV was on-site to learn about a day in their life, how their printed products and services have changed after 24 years in business, and tips for future entrepreneurs who want to find success through franchising. Check out the interview on YouTube.

FRANCHISING

BY THE NUMBERS

13.2%

The number of self-employed working Canadians. The most common reported reason for self-employment was “to have autonomy and control over work hours, wage rate, or location.”

18.2%

The involuntary part-time rate— workers who could not find a full-time job due to poor business conditions—in May.

$8.9M

The record-breaking amount of donations to this year’s McDonald’s McHappy Day. Donations go toward Ronald McDonald House Charities Canada and other local charities.

7.3%

The increase of Mediterranean flavours on limited-service restaurants’ breakfast menus, according to Technomic’s Insight Menu Sample Report. More Greek yogurt and pita to come.

$56K

The amount raised by Pizza Nova in support of Villa Charities at its annual golf fundraiser.

(Sources: StatsCAN; StatsCAN; McDonald’s Canada; Technomic; Franchise Canada)

THE CFA RECOMMENDS A&W Restaurants 100th Anniversary Book. Looking for a casual, inspiring read? Originally released as a physical book in 2019 to commemorate the brand reaching its century mark, this keepsake is available as a free downloadable PDF. Peruse classic pictures from the company’s archives and learn a thing or two about this long-standing burger brand by visiting https://awrestaurants.com/blog/download-free-copy-aw100th-anniversary-book.

IN THE NEXT ISSUE

UPCOMING EVENTS

The September/October 2024 issue of Franchise Canada magazine is the Food Issue. In this issue, Franchise Canada is serving up a heaping helping of tasty franchise options, from the international food brands making their way into Canada to the influx of value menus that are meeting Canadian consumers where they are. Plus, read even more great content in our regular features.

July 17, 2024, 1 PM ET Learn & Grow: Selling Happiness: How to Create Customer Experiences That Inspire Loyalty and Increase Sales, Virtual

104 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Discover three key strategies to ensure customers leave happy and staff feel appreciated, balancing high customer satisfaction with operational efficiency and helping franchises navigate the landscape of better service, lower prices, premium quality, and free support, without compromising profitability.