Franchise Canada January/February 2022 (UNLISTED)

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DIRECTMAIL Franchise businesses win by integrating the marketing channels effectively Direct Mail, integrated properly, can provide great returns on your marketing investment. Just look to Disney, Amazon, UberEats, HelloFresh, Sephora, Wayfair and other successful brands. Learn how to put this to work for your franchise. Book your free, no obligation marketing chat with Steve.

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Book a quick chat with Steve Falk. Start planning for 2022 success. He’s the President of Prime Data and Chief Strategist Of All Things Marketing. (You might also recognize Steve as being a recent CFA presenter in 2021)

Scan QR code, visit, or book a chat with Steve

Steve Falk • • 800.261.2584 x.301


the future is frozen As more people turn to meals prepared at home, M&M Food Market has become the franchise to own. Times are changing and our stores are changing right along with them. Never standing still, innovating, and adapting to the challenges of today while

preparing for tomorrow has been a key to success in our 40 year history.

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Start a business for yourself with the support of a credible franchise system! With hundreds of franchise opportunities, is the most comprehensive online directory of legitimate franchises available in Canada. We make searching for a franchise easy – you can find franchises by company name, location, investment, or industry. Begin your search now and realize the dream of running your own business.

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Join Franchise Canada as we dive into trends, forecasts, and insights on what the next year will bring

20 New Year, New



Q&A: Franchisee Trends & Transitions

24 Q&A: Franchising Looks Ahead

26 Franchise System



Canada Continues on the Bumpy Road to Economic Recovery

30 Inflation Nation 33 Snapshot of a

Prospective Franchisee

34 Pick Up and Go



Food Service Innovations Five brands within the food service franchise industry share how they adapted to keep serving communities


Edge of Innovation Four franchise brands examine how they’ve adapted and innovated their businesses in response to the pandemic— and what changes are here to stay


Taking the Confusion Out of Insurance What you should know as a franchisee about insurance policies for your small business


Home Improvement Franchises Across Canada Explore franchises that provide home improvement, renovation, and restoration services from coast to coast



Quick Service Restaurants Learn why you should consider a franchise in this growing and resilient sector

4 Canadian Franchise Association | www.FranchiseCanada.Online

Franchise Canada is published by the Canadian Franchise Association | www.FranchiseCanada.Online



HOME-GROWN & LOCALLY-OWNED 100% Canadian Franchise Systems


NEXT GENERATION IN FRANCHISING Spread Your Wings Millennial WingsUp! franchisee Vitul Patel is expanding his franchise ownership with new take-out only locations across southern Ontario


LEADERSHIP PROFILE The Code to Success Code Wiz founder and CEO Ruth Agbaji shares her vision of reaching one billion children worldwide


A DAY IN THE LIFE Families Helping Families Brother-and-sister duo Aleena and Bilal Zaidi dive into what a typical day looks like at their Angus Valley Montessori School franchise


THE FIRST YEAR Signed, Sealed, Delivered Franchisee Al Junaidi explains how InXpress ticked all the boxes for the first year of his franchise journey


ICONIC BRAND Fresh-Squeezed Franchising Booster Juice has made a splash in the healthy food market, serving juices and smoothies to guests for more than two decades


SHOW ME THE MONEY 4 Franchises for $500K+



FRANCHISE FUN Out of this world education 2inspire’s Shafik Mina on leadership, his passion for franchising, and inspiring children through education


FRANCHISE TUTORIAL Tutorials 7 & 8 This issue: • Intro to Initial Training • Intro to Ongoing Training




Tune in to the Franchise Canada Chats Podcast! Available on Google Play, iTunes, SoundCloud, Spotify, and Stitcher Radio Visit to find more information about the franchises featured in this issue.

Franchise Canada

January | February 2022 5




ith a new year in front of us, it’s always intriguing to look into the future. While the COVID-19 pandemic has taught us that unexpected challenges can and will occur, ultimately, we know that the best strategy is to look ahead, make a plan, and be realistic. This issue of Franchise Canada magazine is our annual Trends Issue. To examine trends that will shape the future of franchising, turn to our cover story package (page 19). There you’ll find insights from franchise consulting experts, economic forecasts, insights on consumer trends, data on the benefits of franchising, and more—necessary information as you start or expand your entrepreneurial journey in 2022. The past two years have shown that franchising is a resilient business model, and in many cases offers advantages over independently owned small businesses. Franchise systems have adapted to changing regulations and the “new normal” of life to meet the needs of their customers and franchisees. You’ll see examples of some of these creative innovations on page 42. This issue includes an inspiring feature on franchise systems that have innovated their business models—whether in response to customer needs, franchisee feedback, or the changing nature of the pandemic. We also share stories of franchise systems operating in different categories of the food service industry on page 36. Find out what’s in store for food franchises in the next year and beyond. Along with these features, this issue highlights success stories from franchisees, which is a great way to learn about the challenges and opportunities that franchising offers. We take you through an in-depth look at a day in the life of siblings Aleena and Bilal Zaidi, who own an Angus Valley Montessori School franchise (page 87). New franchisee Iyad Al Junaidi shares what he learned in his first year as a superstar running an InXpress franchise (page 90). On page 81, we share the inspiring story of millennial WingsUp! franchisee Vitul Patel, who went from working behind the counter as an employee to owning three WingsUp! locations in southern Ontario. We also take you behind the scenes at iconic brand Booster Juice, to learn how the company has grown over two decades of serving Canadians healthy juices

6 Canadian Franchise Association

and smoothies (page 92). CEO of Code Wiz Ruth Agbaji is the featured in this issue’s Leadership Profile, sharing the story of her youth in Nigeria and her dream of bringing coding skills to one billion children around the world (page 84). This issue also contains helpful resources for those considering franchising, or just starting out on a franchising journey. Insurance broker Jennifer Tyrwhitt-Gory shares the ins and outs of insurance for franchisees on page 70. Legal expert Dixie Ho provides a breakdown of what to look for in a franchise agreement (page 98), and CIBC finance expert Neil Roy answers the question, ‘What do I need to know about borrowing to finance my franchise business?’ (page 99). If you’re considering franchising as the path to business ownership, don’t forget that FranchiseCanada.Online is here to help. The website is your online resource for franchise information, inspiring success stories, learning videos, podcasts, and more. Sign up for Franchise Canada E-news for franchising updates delivered right to your inbox, and follow us on Facebook, Twitter, Instagram, LinkedIn, and TikTok. By turning these pages and digging into the franchise opportunities available, along with expert advice and vital information in this Trends issue, you could change your career future and change your life. If you have the dream of owning your own business, now is the time to make this dream a reality. Make 2022 the year your dreams come true!

Sherry McNeil President & CEO Canadian Franchise Association | www.FranchiseCanada.Online

HELPING YOU DO MORE BUSINESS IS OUR BUSINESS Create a consistent payment experience across your franchise locations. Welcome our Consumer, Small Business and Corporate Cardmembers at your franchise locations. When franchisees accept American Express Cards, they get access to complimentary marketing programs such as American Express Maps®¹ so Cardmembers know you welcome their business.

To learn more about the benefits of accepting American Express, and how we can support your marketing efforts, visit

1. American Express Maps features eligible American Express Card accepting small merchants and is intended for general reference purposes only. It does not represent a comprehensive list of all Card accepting merchants. Data is updated from time to time and may not be 100% accurate. For a list of eligibility criteria or to access Frequently Asked Questions please visit

CFA BOARD OF DIRECTORS BOARD CHAIR Gerry Docherty*, Good Earth Coffeehouse PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association 1ST VICE CHAIR David Druker*, The UPS Store 2ND VICE CHAIR Ryan Picklyk, A&W Food Services of Canada Inc.


TREASURER Lyn Little, BDO Canada LLP

Canadian Franchise Association (CFA)



Larry Weinberg*, Cassels Brock & Blackwell LLP

EDITOR Lauren Huneault (on leave),

PAST CHAIR John DeHart*, Hartify Franchise Consulting

Joelle Kidd (interim)



Darrell Jarvis*, Fasken



Stefanie Ucci

Kirk Allen, Reshift Media




Steve Collette, 3rd Degree Training Chuck Farrell, Pizza Pizza John Gilson, COBS Bread Andrew Hrywnak, Print Three Franchising Corporation Rimma S. Jaciw, CFE, WSI Digital Joel Levesque, McDonald's Restaurants of Canada Ken Otto, Redberry Restaurants Gary Prenevost, FranNet John Prittie, TWO MEN AND A TRUCK Stephen Schober, Metal Supermarkets Family of Companies Frank Stanschus, Little Kickers Thomas Wong, Chatime Todd Wylie, Master Mechanic *Executive Committee member

The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year. Find out more about these companies at


Georgie Binks, Suzanne Bowness, Jessica Burgess, Gina Makkar, David Chilton Saggers, Stefanie Ucci, Jordan Whitehouse, Kym Wolfe FRANCHISE FUN ILLUSTRATION Sam Gorrie FOR ADVERTISING INFORMATION:

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We invite your comments, questions and suggestions. Please contact us at or franchisecanada/franchise-canadamagazine/.

© 2022, 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. Publications Mail Agreement No. 41043018 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 said 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.


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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

10 Canadian Franchise Association

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 services/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. Visit today. | www.FranchiseCanada.Online

Connect with the Leader in Home Services Franchising. Benefit from over 40 years of our brands’ collective experience delivering training and systems for digitally savvy marketing, cutting edge technology and easy to follow operations. Gain the foundation to begin your journey toward successful business ownership and a more flexible lifestyle.

Discover which of our franchise brands is right for you. Visit: • Call today: 866-687-1106 This advertisement should not be construed as an offer to sell any franchises. The offer of a franchise can only be made through the delivery of a franchise disclosure document by or on behalf of one of the Neighborly brands 1010 N. University Parks Dr. Waco, TX 76707, 254-745-2444. In addition, certain states regulate the offer and sale of franchises. We will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your state. The filing of an application for registration of an offering prospectus or the acceptance and filing thereof by the NY Department of Law as required by NY law does not constitute approval of the offering or the sale of such franchise by the NY Department of Law or the Attorney General of NY. Not all franchise brands are available in Canada.


Your source for what’s happening in Canadian franchising A&W Partners with Coca-Cola Canada to Launch ‘Exchangeable Cup’ Test Across Vancouver A&W Canada launched the A&W Cup Crew, an exchangeable cup pilot at restaurants in the Greater Vancouver Area in October. The launch of A&W Cup Crew reflects A&W’s continued strategic commitment to reduce its environmental impact through a conscious use of packaging, energy, waste, and water. A&W Canada is committed to finding a way to limit the number of single use cups used at its restaurants. Understanding that sustainability requires partnership throughout the supply chain, it partnered with The Coca-Cola Company to bring the program to life. The exchangeable cup can be used for both hot and cold drinks and is made from recyclable polypropylene that’s BPA free. To join the pilot program, guests can simply purchase an A&W Cup Crew exchangeable cup for $3 when they order a beverage at any participating restaurant in the Greater Vancouver Area. The A&W Cup Crew pilot program is a fully circular model—guests are encouraged to exchange their used exchangeable cup each time they visit an A&W restaurant, eliminating the need for single use paper cups. A&W Cup Crew members will receive a $0.20 cent discount each time they return their exchangeable cup and will be served in a new cleaned and sanitized exchangeable cup. “A&W has a long history of taking actions to reduce our environmental impact—from being the first QSR in North America to eliminate plastic straws, to using compostable packaging, real mugs, plates and cutlery,” says Susan Senecal, A&W Canada’s president and CEO.

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More information on the A&W Cup Crew pilot program, and the list of participating restaurants can be found on College Pro Launches 50 Summers Commemorative Event and Franchise Expansion Opportunities Tony Valle, CEO of College Pro and longtime company executive of the brand, launched in November the franchise organization’s 50 Summers event to commemorate current and former owners, franchisees, friends, and family. The North American virtual call marked the brand’s 50-year history, and also provided those interested in franchise ownership with College Pro to learn more about new opportunities and speak directly with Valle and his team. According to Valle, during 50 years in business, College Pro has provided entrepreneurial training and real-life business experience to more than 20,000 youth and businesspeople in Canada and the U.S., becoming an integral part of each community they serve. “College Pro continues to be a sophisticated way to approach building lifelong business and life skills needed in a fast-moving world. Our entire team has proven they can provide an outstanding service with a disciplined approach which focuses on helping build problem solving expertise in a real-world setting,” says Valle. “We deliver residential services that a customer will accept from an often younger, diverse demographic. Our track record is consummate as we continue to attract and inspire current and future business leaders.” Currently with 125 student franchisees, and several multi-year franchisees set to launch, Valle is expanding opportunities with a | www.FranchiseCanada.Online

select group of interested parties, including young people seeking to start their own business alongside seasoned professionals looking for a new career or business opportunity. Milestone Celebrations Held at Three Angus Valley Montessori School Franchises The Angus Valley Montessori Schools (AVM) corporate team, together with its franchise owners of the Pickering, Vaughan, and Milton, Ontario locations held celebrations in mid-October. Ribbon-cutting ceremonies attended by local politicians, parents, educators, and children marked the one-year anniversary of Pickering and the official grand openings of Milton and Vaughan. The three GTHA locations are the first franchises to begin operations for this Canadian education franchise concept. “We’re very proud of these schools. The welcome they’ve received from local families has been outstanding,” says Murtaza Hasan, founder speaking on behalf of the franchisor. “If we can complete construction, set-up classrooms, train franchisees, and safely open these pre-schools all during COVID19, then we’re uniquely prepared to achieve our goal to expand in the next couple of years,” he adds. AVM Schools are licensed for approximately 130 children. Stimulating and nurturing infant care is available for children over six months old. AVM Schools deliver a specially planned Montessori curriculum applying Gardiners Theory of Multiple Intelligence for children up to six years. Schools offer beforeand after-school care for ages four to 12 years as well as the fun-filled Kids Camp in the summer months, March break, and December.

INDUSTRY NEWS The schools are designed to support the many facets of a Montessori program for each age group. Classrooms are orderly, and well equipped to nurture children’s physical, social, intellectual, and emotional development. Every location has secured, private playgrounds, as well as a library/resource centre. Pet Valu and Don't You Want Me Project Celebrate Transgender Awareness Week, Announce Canadian Tour In celebration of Transgender Awareness Week, which took place from November 13 to 20, The Don’t You Want Me Project (DYWM) and Pet Valu announced that they’re bringing DYWM’s social impact project to Canadians from coast to coast. The project couples compelling images and personal narratives of LGBTQ+ people and the transforma-

tive impact their rescue dogs have on them. The two organizations are inviting members of the LGBTQ+ community to apply to sit for a photo session and share their story when the project visits their community. “The bond between queer people and their rescue dogs, and the stories and personal growth that spring from that non-judgmental, loving bond form the backbone of DYWM,” says co-founder Jack Jackson, who’s transgender. “To date, half of the participants in the project are nonbinary or trans. Thanks to Pet Valu’s support, I’m able to gather more stories of transformation, grow DYWM, and bring these much-needed voices to the wider public when I travel with the project across Canada.” The cross-Canada tour will begin in Barrie, Ontario in February 2022, then travel to Vancouver and Halifax in March, Calgary in April, Winnipeg

in May, and conclude in Toronto in June. In each city, the project will be displayed in a Pet Valu store. The public is invited to visit the store, view the exhibit, and speak with Jackson, who’ll be on site. Admission is free, although those who wish can make a donation online to DYWM. At each stop on tour, Jackson will interview, photograph, and film new local participants for the project. Individuals who identify as being part of the LGBTQ+ community and have rescued a dog and experienced firsthand how their dog changed their life are encouraged to apply to participate.



Franchise Canada January | February 2022 13


How To Stay Calm in the Face of Year-End Payroll BY NETHRIS


hether you’re going through the year-end process for the first time or not, it’s important to know and understand the numerous tasks at hand to ensure a smooth year-end. Staying calm in the face of year-end is possible! Preparation is key. Demystifying the year-end Year-end in payroll is generally a busy and stressful period for entrepreneurs. You’re required to prepare countless documents to close the current calendar year, as well as meet governmental requirements. As part of the administrative and legal process, you must verify and transmit to the governments the data pertaining to all wages paid to your employees, and determine the frequency of source deduction remittance for the upcoming year. You must also prepare certain documents and transmit them to your employees so they can file their income tax return. During the year-end period, you’re not only required to close the current payroll year, but you must also be prepared for the next one, which is only a few weeks away. In this respect, planning around the different government deadlines and verifying that your source deduction

calculations are accurate is in your best interest. An error can bring you its share of unpleasant surprises, such as penalties. If you would like to head into year-end as calmly as possible, we suggest that you follow certain recommendations that can help you better understand your obligations, to end the year in style. Producing income tax slips Year-end in payroll is synonymous with income tax slips. Indeed, you’re required to produce and remit employee T4s and T4As by the last day of February. There are several distribution options, however, online remittance has been gradually replacing conventional methods. Giving online tax slip access is practical for both you and your employees, as a digital version of these documents is always readily available. It’s important to ensure tax slip data accuracy, as errors could incur fees, such as government penalties. Don’t underestimate the importance of keeping your employee files up to date! Additionally, you must transmit your documents to the government. Note that these tasks could be greatly simplified by availing yourself of the services of a payroll provider. They can take over certain

responsibilities, such as the production and transmission of employee tax slips, as well as data and federal summary transmission to the Canada Revenue Agency (CRA). In certain cases, your payroll provider allows you to delay income tax slip production to give you more time to adjust or transmit data. Don’t forget to authorize tax slip production by February 12 at the latest, so that they can be produced and transmitted by the deadline. We recommend that you download the CRA’s Income Tax Package regarding the filing and submitting of your T4s and federal summary. We send our clients year-end bulletins, and they can refer to our online guides in the User Help. Validating your payroll processing schedule It’s important to validate, before the end of the current year, if your payroll schedule has the correct number of pay periods for the upcoming year. You must also confirm the payroll processing and payable dates for the last payroll of the current year and the first payroll of the upcoming year. This step ensures that you’ve planned adequately for the two most important payrolls of the year-end period. Furthermore, please respect the processing deadline for the last


payroll of the year. If you’re late, your payable date could end up going into the following year. Make sure to verify that the payroll processing dates for the upcoming year don’t conflict with the statutory holidays, in which case you’ll have to make the necessary modifications. It’s also time to modify and validate the contribution rates for inhouse deductions such as pension plans, unions, etc. Verifying your remittance frequency The remittance frequency is determined by the different government levels (federal and provincial). It’s normally updated in the months of November and December, during the year-end period, to come into effect in the new year. If you don’t know what the remittance frequency is or don’t receive any information in this regard, we invite you to contact the government. At the federal level, there are four remittance frequencies that are determined based on the remitter type. We recommend that you refer to the CRA’s website. Note that only the government can authorize a new remittance frequency. If you have a payroll provider and your frequency has changed, you must inform them and provide the official government notice. Staying up to date Among the numerous tasks to accomplish, some of them may be of an administrative nature and seem mundane, but they’re important nonetheless. You can start by verifying that your business and employee information is up to date because, in reality, this legal information is of utmost importance. For example, we recommend that you ensure that all your employees

have a valid social insurance number (SIN). This information is mandatory. In the same vein, verify that their personal information is still accurate: home address, telephone number, etc. This information may be required in the event that you must send documents to them. Note that if you need to make address changes, you must do so prior to income tax slips production. To the extent possible, adjust your employee year-to-date amounts before the end of the year: bonuses, vacation, group insurance amounts paid by an employee on sick leave, etc. During the year-end period, you must also validate the personal income tax credits and tax reductions for the upcoming year. If certain employees are entitled to tax credits or reductions other than the basic personal amounts, it’s your responsibility to update this information in their employee file before the first payroll of the new year.

Businesses in Québec: particularities for payroll

Relief measures for 2021 Certain relief measures were put in place in 2020 due to the pandemic, notably regarding taxable benefits in the context of telework. As of writing, the CRA has not yet announced if these measures will be extended to 2021. However, you may refer to the web page detailing these measures for 2020. In 2020, the CRA issued specific guidelines for the filing of the T4s, requiring that income from specific periods of the year be reported in boxes 57 to 60. There are no such requirements for 2021. For 2021, the workers compensation boards (WCB) for British Columbia, Alberta, Ontario, and Québec, have waived the WCB premiums on wages paid to employees on leave, who are eligible for the Canada Emergency Wage Subsidy (CEWS).

Certain relief measures put in place in 2020 due to the pandemic are also applicable to 2021. Revenu Québec has not mentioned an end date for the special treatment of taxable benefits pertaining to telework and to COVID-19. Therefore, parking provided at the regular workplace is not considered a taxable benefit during the months the employee is working from home because it cannot be accessed due to telework. Computer and office equipment for teleworking, reimbursable up to a maximum of $500, is not considered a taxable benefit for the employee, since it mainly benefits the employer. However, if this amount exceeds $500, then the excess becomes a taxable benefit.

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If you’re in Québec, you must produce and submit both T4 and RL-1 income tax slips. The deadline is the last day of February for the RL-1 slips as well. If you have a payroll provider, they can produce and submit this document for you. The RL-1 Summary – Summary of source deductions and employer contributions (RLZ-1.S-V), however, is your responsibility, due to the fact that it must include information that only you possess. In addition, Revenu Québec provides you with many guides and forms to which you can refer. As previously mentioned, it is your responsibility to consult government updates regarding remittance frequency. However, Revenu Québec generally contacts you if the remittance frequency of employer contributions and source deductions differs from their estimate. You will find additional information to this effect on the page provided for this purpose.

In the context of the CEWS program, the federal government offers Québec a credit on employer contributions (QPP, CPP, EI, QPIP) on wages paid to employees on leave. The Government of Québec waives the HSF contribution on these same wages.




ver the last few years, stimulated by the demand for after-school activities and the growing investment by savvy entrepreneurs, children’s services franchises have grown in popularity. A recent study has revealed that a whopping 77 per cent of parents are happy to invest their hardearned cash in after-school activities for their children*. The majority of these parents are spending more than £28,000 (approx. $47,000 CAD) on their children’s hobbies before they reach the age of 18. Funding cuts in mainstream education have led parents to take matters into their own hands by investing their disposable income into extra-curricular activities for their children. Matthew Wing, franchisee and principal at Stagecoach Performing Arts Chingford, can certainly vouch for the increase in parents opting for after-school activities for their children. “I first took over operations of my Stagecoach franchise 11 years ago,” explains Matthew. “Back then, I had 140 students—now I have 440. As a parent of two myself, I understand parents’ frustrations with the apparent lack of performing arts opportunities in schools. Funding is no longer as available as it once was, meaning state educators aren’t able to offer the opportunities they once could. Therefore, it would make sense that more parents than ever are looking into extra-curricular performing arts opportunities for their children.”

Passion for making a difference and child enrichment With over 30 years’ experience, we’ve seen more than one million students unlock their potential, which is something they’ll value for their whole life. “A key component of running a successful children’s services franchise is a passion for child enrichment and making a difference in the community. Even if you come with no on-the-job experience of working with children, you must be invested in their development and equipping them with the confidence needed to perform in life,” says Andy Knights, COO of Stagecoach Performing Arts. Brand recognition Stagecoach is the UK’s largest network of extra-curricular performing arts schools for children, with more than 2,000 schools worldwide. In the UK, we’re the preferred choice in part-time performing arts for children.** “At Stagecoach, we live by our motto, ‘Creative Courage for Life.’ We feel this truly encompasses our commitment to our students. Our franchisees live and breathe this concept, which has a knock-on effect on our network of teachers and assistants,” says Andy. “Stagecoach is one of the most internationally-recognised performing arts schools in the world. Their brand position has placed me well in the local community—my schools are known as the best in the area, which has really contributed to the growth of my franchise,” says Matthew.

Training and Support We provide franchisees with ongoing training along with industryleading support in marketing, customer service, IT, and business development. Our tried-and-tested structure enables franchisees to play to their strengths and provides the best possible environment in which to succeed. Andy adds, “As long as you bring passion and commitment to your business, anything you have less experience in, or knowledge of, can be taught. We utilise the skill of our franchisees whilst we fill in any gaps in their knowledge through our comprehensive training program. It’s a mutually beneficial partnership.” Trust in our service It’s imperative that parents feel our service and team are credible and trustworthy. At Stagecoach, we’re committed to child development and to establishing a well-respected and reputable service. Furthermore, we adhere to the strictest child safety policies. 98 per cent of our UK customers say they would recommend Stagecoach.** With more parents than ever looking to invest in their child’s future and overall happiness, the present looks to be the right time to invest in your own. To find out more about franchise opportunities in your country, get in touch with us! ■ *Gerard Kelly & Partners, May 2019, “Out of school, out of pocket - How much do parents spend on extra-curricular activities?” **1,006 Interviews, Savanta Brand Tracker, November 2019 •

Stagecoach is the preferred choice in part-time performing arts for children. 1,006 interviews Savanta Brand Tracker, November 2019


300 franchisees across 7 countries with 2,000 schools and classes worldwide


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FRANCHISING TRENDS IN 2022 JOIN FRANCHISE CANADA AS WE DIVE INTO TRENDS, FORECASTS, AND INSIGHTS ON WHAT THE NEXT YEAR WILL BRING The last two years have been anything but predictable, as the COVID-19 pandemic has changed the way live, work, and do business. That’s why we turned to experts for their top insights into what franchising will look like in the future, how the pandemic has affected the franchising industry, and trends in consumer habits and franchisee demographics that are on the rise for the new year. In this Trends cover story, you’ll find contributed insights from franchise consulting experts who explore the industry categories that may be trending in franchising in the coming year (hint: think home-based and mobile services!). They also outline what to expect from franchisors in the future and share their advice for prospective franchisees looking to start their business in 2022. We share an economic forecast, a look at how rising inflation is affecting Canadians, a breakdown of franchisee demographics, and more. Read on to find out how franchising is continuing to grow and thrive—and what you can expect in 2022 and beyond.

Franchise Canada January | February 2022 19


New Year, New Trends

Franchise consultant Gary Prenevost examines what he expects to come for franchising trends and changes in 2022 BY GARY PRENEVOST


t the beginning of every year, one of the most common questions I get asked is, “what are the hottest trends in franchising right now?” For nearly two years, the COVID-19 pandemic has been with us and has influenced how we see and experience many things—employment, work/life balance, our spending habits, where and how we shop, eat, play, and more. While not a trend, one new result of the pandemic is how Canadians are approaching risk. Our inability to spend money on travel, food, and entertainment throughout most of the pandemic has resulted in a surplus of savings. As we return to the “new normal,” this surplus will either be spent over time, or invested. • Spending: I believe that we’ll see sustained increased spending over the next two to three years, creating a post-pandemic surge—which will be driven into additional revenues for franchisees and small business owners. • Investing: Savvy investors are watching for opportunities where companies are on the leading edge of shifting trends, and some of those people will look to franchise ownership, either as full-time owner/operators, or as a passive engagement (semi-absentee) multi-unit wealth creation strategy. Some of these shifts in consumer behaviour will be with us for years to come, so if you’re considering franchise ownership, you’ll want to pay attention to these five trends.

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1. Home is our sanctuary Most Canadians have been experiencing a forced workfrom-home life during the pandemic, creating a lot of adjustment and stress for many families as they’ve had to come to terms with learning how to share space and manage privacy issues while working. Despite these adjustments, many people have come to realize that they would rather work from home than spend endless hours commuting, and going into the office just to be “seen.” The importance of functional home space has never been more important, and this has driven a huge increase in demand for home improvement franchises, from the traditional three per cent year-over-year industry growth rate to more than nine per cent throughout the pandemic. Also fueling this astounding growth is the intense real estate market, since investing in home improvements also increases home values. There are several sub-categories within the home improvement sector, and almost every one of those categories has benefited from this surge. We expect things to continue at the current pace for at least another two to three years. Many home improvement franchise opportunities are also work-from-home models themselves, often coming in at under 50 per cent of the cost of brick and mortar location-based franchises. Because these businesses have much lower operating expenses and require fewer staff than location-based businesses, they also enjoy substantially higher profit-per-revenue-dollar ratios, and thus are popular with prospective franchisees who possess good project management and people skills. | www.FranchiseCanada.Online


2. The desire to age in place Those who have aging parents have likely heard the sentiment that they would rather stay at home and adjust their living quarters than be moved to a seniors’ facility. This “Aging in Place” phenomenon is directly related to the devastating effect the pandemic had on senior care facilities. It’s further supported by the underfunding of our healthcare systems, which has been driving the homecare industry for many years. Generally, we’re living longer, and the number of Baby Boomers turning 75-years-old and up will continue for many years to come, so this demographic supports sustainable business growth for the foreseeable future. If you’re only thinking seniors’ homecare as you read this, then you’re missing several category opportunities. Aging in place requires a variety of services that at some point, the senior will no longer want to, or be able to, do themselves, and thus will seek trusted franchise brands to provide, like: • Home improvement (ramps, door grips, elevators, bath/bedroom renovations, etc.); • Residential services (handymen, gardening, snow removal, cleaning, etc.); • Healthy meal deliveries; and • Driving/shuttling services. 3. Education concepts and business coaching Education: Most parents want their kids to have a solid educational foundation, and this has driven the demand for tutoring and supplemental education for many years. Even though it’s anticipated that some type of in-person/ virtual blending will continue for the foreseeable future, most parents feel that the virtual classroom is less effective than traditional schooling. This creates increased opportunity for the tutoring/supplemental education sectors. If this category excites you, then look to franchisors who have been able to successfully transition to virtual delivery through some of their course content. Business Coaching: Small business owners have had to face many different challenges throughout the pandemic, and the bumpy ride won’t be over for a while. It can be lonely being an entrepreneur, and often business owners have no sounding boards or people to strategize with. Strong entrepreneurs recognize the importance of thought leadership, focus, and accountability, and they’re willing to invest in themselves and their business to find that slight edge over their competitors. For people with strong B2B sales and/or relationship building experience, several franchise options exist in this unique space, and require a lower investment to get started. 4. Healthy/specialty food Representing roughly 33 per cent of the entire franchise industry landscape, the food industry will continue to

dominate franchising in the coming years. This is an incredibly resilient industry—while food operators were amongst the hardest hit by lockdowns and capacity limits, many brands brought significant innovation amidst the pandemic that enabled them to find new ways to retain their customer base and also attract new customers. Increased demand for pick-up/delivery is likely here to stay, so intuitive on-line ordering apps with pick-up and delivery options have been contributory differentiators for franchisors who have invested in this strategy. Brands that focus on healthier offerings continue to rise in popularity, as do those who bring some healthy menu innovations to attract this growing demand. Specialty foods have also always been popular, especially in major cities that attract a lot of new Canadians. Numerous examples exist of brands that serve specific ethnic tastes, so we can expect this sub-category to continue to flourish in the coming years. 5. Staffing and cost of goods increase Labour shortages continue to make headlines, resulting in the number one challenge we hear from any business owner: finding and/or keeping staff. It’s no longer just about a fair wage, while that’s important, employees are paying far more attention to how they’re being treated as employees. For franchise owners, this often translates into: • Increased front-line labour costs to attract new talent; • Increased training costs; • Increased supervisory/management costs; and • Being more flexible in work/personal time needs of employees. The global supply shortage has driven the cost of goods up in every sector (materials, food, shipping/delivery, etc.), and small business owners in every sector are experiencing this. These two factors combined create an unpleasant trend for business owners that requires close attention: increased operating costs and some net profit erosion. It’s not a simple matter of passing these costs on to customers, because at some point, they’ll reduce their purchasing frequency, or stop buying altogether. If you’re considering franchise ownership, seek out opportunities where the franchisors and their franchisees work closely together to share ideas, innovations, and best practices, as these brands often have some of the fastest and most effective solutions to finding good talent, and to offset increasing operating costs. Gary Prenevost is president of FranNet of Southern Ontario and Eastern Canada. He’s an author and one of Canada’s leading franchise search coaches. For nearly 20 years, he and his team have helped more than 2,000 people seriously consider franchise ownership.

Franchise Canada January | February 2022 21


Q&A: Franchisee Trends & Transitions

Consultant Angela Coté shares what’s trending in franchising now, the impact of the pandemic, and advice for starting your own business in 2022 BY ANGELA COTÉ, ANGELA COTÉ INC

What categories will be popular in 2022 for franchisees? Which industries/sectors are you seeing the most interest in? The biggest increase is in home services, and I’d say that’s partly because of the pandemic. But also, I really think it’s because of an increased awareness of what a franchised business can be. People who aren’t too familiar with franchising associate it with quick service restaurants, coffee chains, that sort of thing. But during the pandemic, people have started to become more aware of home-based and mobile service franchises that require a lower investment to get into. During the pandemic, home services were generally not locked down because they were deemed essential. That included things like cleaning businesses and outdoor businesses like lawn maintenance companies, house painting—those sectors really picked up. Restoration has also been big. There’s been some really unique, niche concepts that are gaining popularity: barbecue

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cleaning, dryer vent cleaning, closet renos, kitchen renos, pool cleaning, and chimney cleaning. As people realize you can use the franchise model to grow your business, I’m also seeing an increase in momfriendly businesses that can be run while taking care of kids—things like fitness, education businesses, coding, tutoring, even lice removal. It provides an opportunity for moms to make an income, have some purpose, yet still take care of their kids. I think what’s happening is that, as awareness of franchising as a business model increases, more people with successful small businesses are considering using the franchising model for more unique opportunities. What are some big trends you see coming in 2022? What are people looking for in a franchise opportunity? People are definitely thinking about whether a business is “pandemic-proof.” They’ll consider if a business is | www.FranchiseCanada.Online


an essential business, and what businesses temporarily closed during the pandemic, and that will factor into their decision. But aside from the pandemic, the increased awareness that there are lower investment franchises out there is going to continue. I don’t think brick and mortar businesses are going away, for the most part, though— people will still invest in businesses that are brick and mortar, but they’re going to scrutinize the rent costs more, and really analyze the metrics of the business. There’s also a trend, or a continued upswing, of people leaving corporate jobs. The pandemic led to a lot of people either being laid off or just reevaluating their life and purpose. I don’t see that changing in 2022—I see that increasing.

it—whether that’s from an environmental perspective, or the opportunity to create jobs for other people. Since there are a lot more low-investment opportunities out there, franchisees are not just big investors. It’s everyday people who would never have thought of owning a business. In fact, I’m running a roundtable for my franchisor community about how to get their customers to think about becoming a franchisee, because that’s happening more and more. Along with young people, I’m seeing more prospective franchisees in their mid-40s. These are often parents of grown children who find themselves realizing that with their kids off at university, they’re financially prepared to take that leap. They’re done working for someone else, and they want to invest in themselves.

What effects of the pandemic do you see playing out in the franchising industry? How has the pandemic changed things? The pandemic has offered people the opportunity to reevaluate, which has led to a tough labour market, making it difficult to get employees. Franchisors are having to react to this by really improving their employee environments—gone are the days of bossing people around, because they’ll just leave and go somewhere else. I think this has really opened the door to improve the culture of companies, and made companies think about how to attract and retain people. Ultimately, I think this is a really good thing—it’s going to become the norm to have a good environment for employees. The pandemic has also led to an increase in the technology people use to automate processes, and may even lead to technology replacing roles. People are getting more comfortable with technology because they had to, from Zoom to QR codes. This may lead to lower labour costs for franchisees, with less hands-on work required in some situations.

Why is franchising the right choice for entrepreneurs looking to start their own business in 2022? I feel like I have to preface this with, it’s not the right choice for everyone! It’s the right choice for entrepreneurs who’ve done a lot of introspection on whether or not being a franchisee is the right fit for them. But for people that would make a good franchisee, it offers an opportunity to do something you love. I talk to a lot of people who are working for someone else, and they say, “It’s steady pay, but I’m not tapping into my purpose.” Figure out what your purpose is, and what impact you want to make, and there’s probably a business out there that you can use as a conduit to tap into that.

What demographics of people do you find come to you as prospective franchisees looking to start their own business? Has this changed at all in recent years? Do you see any trends going forward in the type of person who is drawn to franchising? One is the emergence of Gen Z. I’m definitely seeing younger people explore the opportunity to get into small business ownership than in the past. That generation is very driven by impact and purpose, and how they can make the community around them better. They’re very concerned with global causes. I think the seemingly alternative or non-traditional businesses are giving Gen Z opportunities to become small business owners. Even with something like a carpet cleaning or a dryer vent business, they can probably find some purpose in

What advice to do you have for prospective franchisees who are considering getting started now? Really assess what drives you, what motivates you— look at whether you have the right DNA to be a successful, high-performing franchisee. Because, for instance, if you’re going to be running a team of people and you hate the idea of having to schedule and motivate your team, then you’re never going to be happy as a franchisee. So really self-assess. And then I would say, look at a lot of options, and ask the same questions to the different franchisors you’re talking to. Trust your gut—it has to feel like a fit. As the guest host on the Franchise Canada Chats podcast, I’ve had conversations with a lot of different franchisees, and whenever I’ve asked, “At the end of the day, what was it that made you decide to take this opportunity?” they all say, “I just knew.” It was a culture fit, they felt like the franchisor was going to take care of them. Take the time to find the thing that you love. Because if you love it, it’ll be so much easier to get up every day and go do that thing.

Franchise Canada January | February 2022 23


Q&A: Franchising Looks Ahead

FranNet consultant Grant Bullington explores what prospective franchisees can expect in 2022, how franchising has adapted to the “new normal,” and advice for getting started in franchising BY GRANT BULLINGTON, FRANNET

Now that we’re moving into a post-COVID-19 world, what effects of the pandemic do you see playing out in the franchising industry? How has the pandemic changed things? As things slowly continue to return to normal, confidence will continue to ratchet up. Part of the confidence is how we’re internally processing the overall risk of starting a business. Doing so in the midst of the pandemic was generally reserved for the bolder investors. The thought of looking at opening a business now at some point in 2022 seems far less scary or ridiculous now when compared to the same thought in 2020 or 2021. Part of the confidence comes from the fact that we now have access to more data and history on how certain business categories performed in the previous year or more. Today’s prospective franchisee can make their decision by relying on hard evidence, which offsets the need to decide based on mostly forward-looking speculation (or guessing and hoping how they think things might unfold). Another aspect is that banks are lending again for start-up franchises. Not only does this allow you to invest in a business with more than your own investment dol-

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lars, but enhances the overall confidence that our rather conservative banking institutions are once again seeing the positive opportunities in the franchise industry. The pandemic has seen most people pause and reflect on their personal and professional lives—their goals, family, lifestyle, and financial objectives. For a lot of folks, it served like a wake-up call that change is in order. When it comes to careers, we’re seeing a big trend of people who are employed, or highly employable and in transition, that are redesigning their plans and looking for a business to be a better vehicle to get them to their adjusted plans (and enjoying the journey too). We’re not seeing the same surge of interest in franchising and business ownership that occurred during the Great Recession starting in late 2008. Back then, people invested in franchises to meet a need—a need to get back to making money and to look at business ownership thanks to the lack of employment opportunities. Nor are we seeing the “great resignation” play out with the same trends as in the U.S. Instead, we’re seeing a rise in people taking control of their careers and feeling confident to seriously consider franchising to meet a desire to live a different and better life than they were prior to COVID-19. | www.FranchiseCanada.Online


While we’re not yet “out of” the pandemic, we’ve passed some major milestones: vaccination numbers are up, and are helping to stamp out the risks and reintroducing some sort of normalcy. We have some confidence in how things are playing out as the “new normal” becomes increasingly stable. In many cases, the ramifications weren’t as extreme as once thought, or the future looks brighter than expected. And for the areas that were seriously impacted and continue to struggle, we now have the clarity as to what industries to avoid (for now). Why is franchising the right choice right now for entrepreneurs looking to start their own business? One of the reasons that I like the franchise industry so much is that new owners can start a business built on a solid foundation of systems and operational infrastructure. Franchisees and franchisors have made millions of mistakes already and you don’t have to repeat any of them! Organizations—including franchise systems—that manage to endure challenging times tend to emerge better: more robust, more resilient, and poised to thrive. If you pick the right franchisor, you can benefit from this lift. These organizations are also better positioned for future crises, having been forged in fire. Franchising provides a far safer starting point for business ownership. By partnering up with an organization that has a history and track record of success, prospective franchisees benefit by eliminating the risk associated with starting something up from scratch where there are just so many unknowns. There are many different industries and categories where you can find franchising. What advice do you have for prospective franchisees who are considering getting started now? In today’s terms, I would suggest the same advice as I have always given out. Expect that there are some areas that deserve additional consideration in your research. You want to develop a comprehensive and clear plan of what you’re looking to do. Firming your investment budget and threshold is always important to know before you start researching opportunities. Next, take an inventory of your transferrable skills— what are you good at? But keep in mind, just because you’re good at it doesn’t mean you have to keep doing it! Take the time to design your ideal “job description” as an owner, with an emphasis on the talents you really enjoy deploying and the roles that bring you the most satisfaction. This exercise will help reveal several criteria and elements that are significant in your decision making. Your significant elements will be unique to you, and it’s important to hold out for a business that delivers in these areas. For example, you might be drawn to businesses

that help people out, or allow you to contribute to your employee’s professional growth. Or you might want to build an empire. It’s important to take the time to crystalize what a business needs to deliver to you. Many people made changes to how they live their lives during the pandemic, including where they work, what they want to do for work, new pastimes, or even where they live. You might have, too, and it’s important to have clarity about your new or recalibrated objectives to ensure that the business you seek delivers in these critical areas. There are certainly areas of research that demand more attention and consideration. A big one is to understand how the industry or sector was impacted by COVID and the market going forward. If the industry was negatively impacted, is it bouncing back or staying down? If it’s recovering significantly, are there indicators of sustained future growth, or is it a short-term bounce back? Thankfully you’ll have a direct line to the information to get the inside industry perspective from existing franchisees when you conduct your validation. I can’t think of a more honest and reliable source to gather the facts to make an informed decision. Franchising is more than blindly following rules. Most franchisors are interested in the strengths and talents that franchisees will bring to the organization. You can certainly find businesses where your function in the business provides a great deal of meaningful engagement and satisfaction. Don’t get discouraged if you don’t feel drawn to opportunities you uncover on your first foray—there are more than 1,300 to choose from across the country! Grant Bullington is a Vancouver-based franchise consultant with FranNet. He works one-on-one with serious prospective franchisees to find and research their ideal franchise opportunity. FranNet’s services are no-cost to clients. He has more than 15 years of franchise and franchise development experience.

Franchise Canada January | February 2022 25


Franchise System Trends

FranConnect president Keith Gerson explores what new franchisees can expect from franchisors in 2022 and beyond, from the rise of the “experience officer” to increased use of tech BY KEITH GERSON, FRANCONNECT


or a prospective franchisee, it’s important to carefully consider what franchise system will be a good fit with your background, business goals, and lifestyle. You also want to find a franchisor who is invested in driving franchise profitability, satisfaction, and longevity. How do you know what to look for in a potential franchisor? As a leader in franchise management performance systems with more than 40 years’ experience as a franchisor, I see several key trends that smart franchisors are taking on. Here’s what’s on the horizon for franchise systems in 2022 and beyond. Introducing the chief franchise experience officer (CFXO) The next few years will likely see franchisors introducing the role of a chief franchise experience officer (CFXO), the executive who wakes up every morning thinking, “how do we continually improve and deliver a better experience for our franchisees, and why is that important?” Harvard Business Review makes the case that every company should have a chief experience officer (CXO)—so why not a CFXO? The role of the CFXO isn’t too dissimilar to that of a chief customer officer. Specifically, the CFXO’s role is to engage the franchise organization in improving franchisee relationships, revenue, and profit. It’s also to create a persistent focus on the franchisee in the actions the franchisor takes to drive the organization to work together for optimum franchise experience delivery and to support and to serve as a change agent inside the franchise organization.

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One area in need of a CFXO’s focus is that it’s often the highest franchise revenue contributors that are the most unhappy. It’s not unusual to hear a long-term, high performer lamenting the fact that they pay the most money in royalties and put the least demands on a franchise system, but get less relevant support than new franchisees and average performers. The primary role of the CFXO will be to oversee every interaction that a franchisee has with the brand. This will be accomplished with tools like franchisee journey mapping, the process of creating a visual story of franchisees' interactions with the brand. This exercise helps franchisors step into their franchisee's shoes and see their business from the franchisee's perspective. A move towards tiered support Along with the introduction of CFXOs, it’s my belief that the franchisor of the future will evolve the present role of the franchise business consultant (aka operations manager, business coach, etc.) into the role of a highperformance coach that’s trained on understanding the principles of behavioral management, improving communications, conducting coaching analysis and problem resolution, building confidence, and conducting challenging discussions when needed. This evolved role will be that of a “franchise success coach” (FSC). The traditional franchise business consultant’s role is unique in that they wear multiple hats. They must understand the strategic initiatives of the franchisor to make sure these get deployed at the franchisee level. They also need to make the franchisee feel they’re there for them, to improve their business. The best franchise | www.FranchiseCanada.Online


consultants meet these demands by being versatile— they’re analytical enough to understand the strengths and limitations of franchisees and their locations, and can adapt their approach accordingly. But it’s the rare “unicorn” that has all of these capabilities. Because of this, it’s likely that tiered franchise support systems will become the norm in the future, in which success coaches are assigned to franchisees and rotated by the franchisee’s growth stage over the life of their time in the system, beginning with an assigned “right-start” specialist over the first year of a franchisees entrance into the franchise system. This timeframe can be modified to allow a franchisee to “graduate early” upon the successful completion of clearly articulated goals and tasks needed to advance. Performance data in real time Better data increases visibility and supports formal performance plans. One of the biggest differentiators among franchisors is the use of software that allows for granular analysis of franchise locations. Now and into the future, these solutions will aggregate key performance metrics into a single, easy-to-digest dashboard. This means the franchisor can use a single solution to monitor their franchisees, develop action plans, and track progress. By having this capability, the FSC will have all of the necessary data at their fingertips, prior to going to a location or arriving at a virtual meeting. They’ll know the franchisee’s sales, customer satisfaction scores, labor costs, and other metrics. More granular analysis leads, in turn, to more robust conversations with franchisees and more effective corrective action. When the FSC identifies a weakness— too-high food costs, for instance—they can have the franchisee take specific steps to address the problem. When they meet for a follow-up review, they’ll have the benefit of data to evaluate whether those actions moved the needle. AI and Machine learning are also beginning to find their way into franchising, particularly in operations management. Franchisees will benefit as much as franchisors from AI-generated analysis of operational performance, which will lay out the requisite steps to address performance shortfalls.

identify trends (positive and negative), and disseminate best practices more quickly. Going into 2022 and beyond, many brands will elect to keep all their coaching virtual. Those in industries such as food service will hire food safety auditors to visit units in person. There’s value in that, particularly from a cost savings perspective, but it’s not necessarily the best option. Over time, there’s a risk that fully virtual oversight will lead to slips in brand consistency. Other brands are reverting to their pre-pandemic method of having FSCs do most or all their work in person. Research is suggesting that the best approach is a hybrid one. Franchisees can expect that coaches will make visits in person for perhaps three-quarters of their touchpoints, with the remaining visits performed as virtual sessions focused on coaching. Keith Gerson, CFE, brings 47 years of executive level expertise as a franchisor and franchisee with a proven track-record in building rapid-growth, and highly profitable franchise organizations. Over the last 10 years, Keith has served as president of Franchise Operations for FranConnect where he’s been able to work closely with hundreds of executive boards and franchise leadership teams.



Hybrid oversight will blend in-person and virtual visits During the COVID-19 pandemic, many franchisors were pleasantly surprised to discover that converting in-person visits to virtual check-ins offers advantages. Less travel reduced expenses and enabled their field consultants to have more frequent, shorter touchpoints with their franchisees. That made it easier to course-correct,

Franchise Canada January | February 2022 27


Canada Continues on the Bumpy Road to Economic Recovery

RBC Economics’ Macroeconomic Outlook identifies key trends, changes, and concerns for 2022 BY STEFANIE UCCI


ith a new year in front of us, many are feeling hopeful for Canada’s continued economic recovery as countries worldwide look to emerge on the other side of the pandemic. At the start of 2021, Canadians were eager to receive mass COVID-19 vaccinations to do their part in helping to end the pandemic. Now, at the time of writing, just over 75 per cent of the country’s population have had their second vaccine dose, per the Government of Canada. High vaccination rates have allowed business across Canada to begin fully reopening after more than a year of shutdowns and restrictions, leading to the country’s slow but steady recovery. The Macroeconomics Outlook published by RBC Economics in December 2021 forecasts a 4.3 per cent growth in Canada’s GDP in 2022. This comes on the heels of a 4.7 per cent gain in 2021, which was achieved gradually and with some obstacles along the way, including pandemicrelated closures. For 2022, “Our baseline assumption is that the elevated level of vaccinations will mean that any future restrictions on activity will be focused and short,” writes RBC. “Outside COVID-related risks, supply chain disruptions, labour shortages, and rising input costs will act as headwinds to growth early next year.” The Macroeconomics Outlook indicates that the top concern for the coming year will be inflation costs across the country, while the newly discovered Omicron variant of COVID-19 casts a looming shadow of uncertainty for Canadians and the economy.

“Given the high level of uncertainty about the degree of excess slack in the economy and timing of easing in inflation pressures, we look for policymakers to be nimble and raise the overnight rate early in the second quarter to head off any persistent increase in inflation expectations,” RBC’s report states. The authors add, “While the risks to the growth outlook have eased as vaccinations have risen, the risks to the inflation outlook have increased. Base effects associated with reopening, rising commodity prices, policy stimulus and higher input costs have boosted inflation rates.” These increased rates are also partially due to a scarce supply of goods and services coupled with more purchasing power. Inflation rates are projected to remain above central banks’ targets in 2022, though the Outlook notes that many policymakers “view the recent spike in inflation as temporary,” and are projecting a shift back toward target in the next year. “Market-based inflation expectations have risen but remain relatively contained, as investors anticipate central bankers will begin to pare back stimulus via higher interest rates,” writes RBC. With inflation pressures projected to recede, this supports the view that in order to ensure a full economic recovery, stimulus is still needed to support businesses. As for the Canadian dollar, it’s up 7.5 per cent from its low rate during the pandemic, and compared to the US dollar, is up 9.4 per cent. RBC predicts that the current trade will be around 80 US cents in 2022.

The good, bad, and ugly for inflation rates in 2022 According to RBC, October 2021 saw Canada’s inflation rate hit a 19-year high, and the Bank of Canada expects this inflation to moderate throughout the course of 2022.

Labour market recovery is on the horizon The pandemic saw thousands of people across the country face temporary layoffs and terminations, creating a tight and competitive job market for those searching for

28 Canadian Franchise Association | www.FranchiseCanada.Online


a new career. However, the end of 2021 saw job creation pick up as businesses reopened their doors to eager customers and needed staff to help with providing products and services. “By September [2021], employment rolls exceeded pre-pandemic levels and the unemployment rate was one percentage point higher than its pre-pandemic low,” says RBC, noting that employment gains are highest in professional and financial sectors, with high-touch service industries experiencing the most persistent losses. The authors add, “The strong demand for workers will support further employment gains and a lower unemployment rate in 2022. The hurdle to hiring will be the supply of workers as lower levels of immigration during the pandemic and growing number of workers reaching retirement age weighs on the labour force. A likely result is upward pressure on wages.”

labour shortages by automating processes typically performed by employees as well as allowing companies to grow their ecommerce platforms and gain loyal customers through efficient online sales. The Macroeconomic Outlook is quick to note that “2022 won’t necessarily be clear sailing.” The authors are “optimistic about the outlook” of the year ahead, “but risks remain elevated given the uncertain path of the virus.” Their baseline assumption for what’s to come is that there will be limited future restrictions on activities, based on the high vaccination rates in countries they closely monitor. “We expect supply chain bottlenecks and growth in business input costs to gradually ease next year, but labour shortages will remain and keep a cap on nearterm GDP growth prospects,” concludes RBC. AUTHORS

Small businesses see brighter days Craig Wright, Chief Economist When it comes to the spending power of consumers, the Dawn Desjardins, Deputy Chief Economist Macroeconomics Outlook report notes that “household Nathan Janzen, member of the macroeconomic analysis balance sheets have almost $300 billion in excess sav- group ings.” Canadians can use this extra money to repay debt, Source: RBC Economics – Macroeconomic Outlook invest in financial assets or real estate, enjoy goods and services provided by businesses across the country, and more. That’s great news for small business owners who reported increased optimism as the economy reopened, “with more than half of companies surveyed saying the out“We take the stress out of look for sales continued to changing your address.” improve in the third quarter,” per RBC. However, two-thirds of surveyed companies also reported having difficulties with meeting the intense labour shortages experienced by business owners across the country. The authors add that, “Businesses are operatEssential Service • Home Based Business • Low Investment And Start Up Costs ing with elevated levels Room for Lots of Growth • Covid-19 Resistant of liquidity, and a growing number intend to invest Want to learn more about this exciting Franchise Opportunity? in the year ahead.” Investemail: ments for small businesses include machinery, equipSENIORS | PROFESSIONALS | FAMILIES This advertising is not an offering of a franchise. ment, and technology, An offer of a franchise can only be made by a franchise disclosure document. which may help support


ONESource Moving Solutions is expanding across Canada.

Franchise Canada January | February 2022 29


Inflation Nation

Canadians struggle with rising costs, while lower-income households brace for worse in the months ahead BY ANGUS REID INSTITUTE


n the cusp of throwing off the shackles of a lengthy pandemic, Canadians are already being weighed down by a significant side effect of COVID-19: inflation. What’s more, they expect the situation to worsen in the months ahead.

Nationally, the price for every component of the consumer price index (CPI)—which tracks the broad cost of living in Canada—rose 3.6 per cent compared to last year. Observers note that inflation remains within the Bank of Canada’s target range, but many Canadians are already feeling the financial pressure. A June 2021 study from the non-profit Angus Reid Institute found that Canadians are already experiencing rising costs in their day-to-day lives. More than ninein-ten say that over the previous six months, it became more expensive for them to improve their home through renovations (96 per cent), potentially purchase a new home (95 per cent), fill up their tank with gas (93 per cent) and buy groceries for their household (92 per cent). This, while 56 per cent of renters said their monthly cost had increased as well. One-in-three say they’re worse off now than last year, one-in-five are better Overall, Canadians were much more likely to say they were worse off than they were 12 months earlier (34 per cent) than to say that they are better off (20 per cent). While the end of the COVID-19 pandemic—and the economic penalty imposed by health restrictions—is in sight, yo-yoing public health orders have caused significant job losses across the country. Canada lost 68,000 jobs in May 2021, as Statistics Canada reported a countrywide unemployment rate of 8.2 per cent.

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most likely to report being both better off and worse off compared to the year before. By contrast, those over the age of 35 are far more likely to say they’re worse off than doing better.

Early 2021 figures showed the country was about 571,100 jobs short of where it was in February 2020, prior to the pandemic. Those that earn the least per hour were the hardest hit, according to a report by CIBC Economics. Part-timers, temporary workers, and the self-employed suffered the most, while higher-income Canadians experienced job gains, which is very unusual during a recession, according to the report. The unexpected gains by the wealthy weren’t limited to the job market. Homeowners have seen their values spike. According to the Canadian Real Estate Association, the average sale price of a home increased by 31.6 per cent in March 2021 compared to a year earlier. With all these factors in flux, for the first time since before the pandemic (and perhaps driven by those holding assets like homes and stocks), those that say they’re better off than a year ago has risen slightly, to 20 per cent. Most (45 per cent) say their financial situation is no better nor worse than it was 12 months ago. One-third (34 per cent) say they’re worse off than last year. The economic effects of the last 12 months of the pandemic have been felt most acutely by those in lower income brackets. Those with household incomes of less than $25,000 annually (46 per cent) are twice as likely to say they’re worse off now than a year ago than those in the highest income brackets (23 per cent). And while household income may often correlate with age, it’s notable that the youngest Canadian adults are

What about the year ahead? Canadians’ outlooks on their personal financial futures have stayed stagnant throughout the pandemic, with one-quarter (24 per cent) saying they expect to be better off a year from now and one-in-five (21 per cent) saying they expect to be worse, nearly identical to the figures from the previous three quarters. Across the country, the prairies and Newfoundland and Labrador are home to the most pessimistic Canadians. Three-in-10 of those in Alberta (29 per cent) and Saskatchewan (32 per cent) believe they will be worse off a year from now. More than one-quarter (27 per cent) in Canada’s easternmost province hold a grim view of the year ahead, while in neighbouring Nova Scotia, the outlook is brightest. Onein-four in that province expect to be better off within the next year. Households in Canada’s lowest income brackets don’t see clouds parting on the horizon. As pandemic-era benefits move towards sunset, those most likely to receive CERB—according to Statistics Canada—face the uncertainty of re-entering a changed job market in which lowwage workers bore the brunt of the job losses.

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No relief from rising prices Statistics Canada’s May 2021 consumer price index report showed people in this country were paying 3.6 per cent more for staples than they were last May. It represents the largest yearly increase in a decade, and it’s a near-universal experience for Canadians. Whether it’s been the squeeze of trying to fill a grocery cart with food that’s ever more expensive, or a tank of gas that won’t take them as far as it used to, these new ARI data reveal that near-unanimous majorities report feeling pressured at the cash register on all manner of expenses, from the core basics to the extras. Confined to their houses or apartments over the past year, a precipitous rise in the cost of renovations hit many close to home. Driven in part by lumber shortages and supply chain disruptions, almost every single respondent who undertook some form of home improvement, or considered it, reported increased costs. Consider that at least 91 per cent of residents in every region (and with an awareness of prices) reported that the cost of their weekly grocery bill rose and that an

even higher number said the same about the cost of gasoline (93 per cent). When it comes to putting concrete numbers to these increases, the Food Price Report released in early 2021 predicted that families can expect to add $695 to their annual food bill—one of the most staggering surges in the 11-year history of the report. Among those who considered buying a car, 72 per cent noted that prices had increased. The rising price of cars was partially fuelled by a global shortage in semiconductors which short-circuited the automobile industry and which contributed to the limited availability of certain models. While an economic recovery may have the spirits of many people rising across the country, few Canadians have any expectation that the rise in prices will level off or drop in the near future. More than four-in-five (85 per cent) said that they expected groceries in their community to continue to become more expensive over the following six months, while nearly the same number said this of gasoline (84 per cent). Four-in-five also expect little relief from rising housing costs. This report was originally published on inflation-nation. It has been edited for length.

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Snapshot of a Prospective Franchisee Many Canadians are looking to go into business through franchising in 2022. We break down the data on who makes up this group of future franchisees. US 1%

Where do they live?

Male Female

Territories 0%

74% 26%

BC 12%

AB 11%

SK 3%

International 3%

Atlantic Provinces 6%

MB 6%

QC 2%

ON 56%

How old are they?



30-39 36% 40-49 35% 50-59 16% 60+ >1%

How educated are they?


High School

Trades/Vocational Training

51% 38%

Graduate Degree

How much money do they have?

Under $10,000

$50,000-$100,000 16% $250,000-$500,000


Within 1 year 8%

1-2 years

2-3 years 1%

3 years + 0%

What kind of franchise are they looking for?

28% 16%

$500,000-$1,000,000 2%


Consumer Products and Services


Health/Beauty/ Fitness/Senior Care






Education, Children’s Products & Services


Food - Restaurances/ Dining Rooms





$10,000-$50,000 19% $100,000-$250,000



Food- Quick Service Restaurants (QSR)



When are they looking to invest?

$1,000,000+ 1% Other


Franchise Canada January | February 2022 33


Pick Up and Go

Curbside pickup is here to stay— here’s how franchisees can master this innovation in their small businesses BY MONERIS


mall businesses have been leading the way when it comes to finding innovative ways to keep their doors open. But returning to normal doesn’t mean that all of their hard work has to go down the drain. One pandemic innovation that’s here to stay is curbside pickup, and we can’t blame customers for wanting to keep this trend around. Ordering online from your favourite stores and going to pick up at a time that works for you? Sounds like a win to us. And curbside pickup is a win for business owners too. From helping with in-store shopping capacity to easing delivery costs, this hybrid alternative brings the best of in-person and online shopping together. Here are some ways franchisees can make sure they’re maximizing their curbside pickup potential. Make the customer experience a breeze From clear signage to timely communication, curbside pickup should be set up in a way that lets you set it and forget it. That could mean text or email updates that are sent directly to customers to let them know their order is ready, or signage to show them where they can park or walk up to collect their order. Franchisees can even use the reservation feature with Moneris Online to schedule pickup times to ensure there is enough time set aside to help each new arrival. Anything that helps to reduce confusion and boost efficiency will help to keep customers satisfied and coming back to use the service.

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Protection from chargebacks Accepting payments over the phone for curbside pickup orders may be riskier than you think. Chargebacks are a very real problem for franchises where a customer pays for their order online or over the phone and arrives to pick it up later. One way to keep chargebacks at bay is to process payments through a web-based solution, like a Moneris Online website or the Moneris Virtual Terminal. Both options allow franchisees to send a receipt to the customer directly so they both have a record of the transaction. It’s also a good idea to ask for ID or the card used to process the transaction once the customer does arrive, confirming their identity, and making sure the order makes it to the right person. Alternatively, a wireless terminal is a great option for those who want to meet customers outside or at their cars once they arrive to pick up their orders. This not only keeps the processing fees low, but it also helps to keep the chargeback risk at a minimum just like regular in-store transactions. Make pickup an alternative to delivery Delivery has seen a huge uptake since the pandemic took hold, and it shows no signs of slowing down either. But with rising popularity comes longer delivery times and a potentially higher cost to franchisees or their customers. So, what’s the secret to taking advantage of the boost in online shopping while offering a faster and cheaper alternative to delivery? Curbside pickup of course. | www.FranchiseCanada.Online


This option helps empower customers to stop by and pick up their orders at a time that works for them. It’s a great way for them to get to know a franchise business beyond the computer screen and can give franchisees an opportunity to upsell or make connections that’ll keep new customers coming back. Make sure you highlight at checkout that curbside pickup is an option as a free alternative to delivery. Be prepared for opportunities and unknowns Franchise owners know the ups and downs of pandemic restrictions better than anyone. In the midst of winter and flu season, a strong curbside process is a great way to stay ready for anything. Curbside pickup is also a great way to cater to last-minute shoppers who are in a rush without having to worry about capacity limits during busy shopping seasons. All they have to do is order online at their leisure and pick up their order on their way to that anniversary dinner or holiday party. Whether franchise owners are curbside pickup converts or just know it’s a good option to keep their franchise competitive, doing it well can have great results. This hybrid way of shopping is a low-lift, highreward scenario that can keep franchise businesses going no matter the state of the world. Moneris is Canada’s largest provider of innovative solutions for mobile, online, and in-store payments, processing more than one in three transactions. Serving businesses of every size and industry, Moneris offers hardware, software, and solutions to help transform the way businesses grow and operate, in payments and beyond. For more information, please visit and follow @moneris. MONERIS and MONERIS & Design are registered trademarks of Moneris Solutions Corporation.

BETTER PAY, MORE OPPORTUNITY Franchising is valuable for entrepreneurs and communities, says IFA Report Franchises have long been a popular choice for entrepreneurs looking to own their own business with the advantages of a proven system. The Value of Franchising, a new Oxford Economics report commissioned by the International Franchise Association (IFA), highlights the diversity of franchised businesses and how franchises support local communities, provide better pay and benefits than non-franchised businesses, and offer more entrepreneurial opportunities—especially to women, minority groups, and first-time business owners. Here are some key takeaways from the report. More than burgers and fries Some may associate franchising with popular QSR (quick service restaurant) chains that boast hundreds of locations. In reality, however, franchising is a diverse industry, and the model is used for many types of businesses. According to the report, only one quarter of U.S. franchises are quick service restaurants. Well-known national brands make up only 16 per cent of the market, while local brands comprise 50 per cent of independent franchises. Just under half (48 per cent) of franchises are small, with 25 or fewer locations. Higher pay and better benefits The U.S.-based study found that franchise businesses pay 2.2 to 3.4 per cent higher wages than their non-franchised counterparts, and that 65 per cent of franchise workers are offered health insurance, a higher proportion than small businesses in general. It also found that franchise workers were promoted to manager at higher rates than workers in non-franchised businesses. Greater opportunity Franchising also encourages diversity in business ownership, with the model offering a lower barrier to entry for underrepresented groups. The report found that 32 per cent of survey respondents said they wouldn’t be able to own a business without franchising; this number was even higher (39 per cent) for respondents who were women or first-time business owners. The report found that 26 per cent of franchises are owned by people of colour, compared to 17 per cent of independent businesses generally. Franchise firms have, on average, 1.8 times the sales of non-franchise businesses, according to the report, and this number increases to 2.2 times when comparing Black-owned business and 3.2 times for veteranowned businesses. Community care While franchises are sometimes overlooked as local businesses, the report found that most franchises recruit and train local residents and more than one third of franchises purchase at least 25 per cent of required goods locally. About 65 per cent of franchisees give to charities in their area, and in 2019, U.S. franchisees donated an estimated $1.5 billion to charity and sponsored 18 million hours of volunteer activity. Franchise Canada January | February 2022 35

SERVICE INNOVATIONS Five brands within the food service franchise industry share how they adapted to keep serving communities BY JESSICA BURGESS

While the pandemic challenged nearly every brand within the food service industry, some came out on top by introducing innovative and fresh ideas to keep customers safe and coming back for more. Here, five food-service franchisors share their thoughts on franchising trends and offer insight for those at any stage of their franchising journey. The past year in food franchising has been informed largely by COVID-19 safety concerns and continued adaptation to the changing realities of the pandemic. But there have also been many moments of strength and joy in work that’s so closely connected to people’s hearts—food.

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COBS Bread “We provide a product that people love, and it shows,” says Brad Bissonnette, vice president of marketing and franchise recruitment for COBS Bread, a bakery franchise with locations around the country. “People have continued to cook and eat more at home, a trend that emerged at the beginning of the pandemic and has shown it has staying power.” For COBS Bread locations, this trend means that people are buying more bread and treats to take home and enjoy there, which allows COBS to continue safely providing people with the products they love. In terms of the future, Bissonnette reflects on the company’s optimism, with a focus on playing a continued role in the economic and social lives of Canadians. “We’re in growth mode in more ways than one,” says Bissonnette. “Our vision is to be the favourite bakery in every community, and there are still a lot of communities where COBS

Bread doesn’t yet exist.” With 25 locations set to open in each of the next five years, Bissonnette notes that this is an ideal time to become a franchisee. “Our most successful franchisees come from all walks of life,” Bissonnette explains, “but they all take a handson approach to growing a business and building a team. They’re self-starters, committed to high-quality results in everything they do.” While COBS Bread franchisees come from a variety of career backgrounds, many also have experience in the food-service industry in some way. And on top of that? “They have a passion for fresh baked breads and treats!”

Learn more at

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Eggsmart Eggsmart was founded in 2008, when parent company Chairman's Brands "saw an opportunity to introduce a fun and exciting breakfast concept where families and friends can get together and have a flavourful breakfast at an affordable price,” shares Eggsmart franchise director, Tariq El-Noqrashy. El-Noqrashy explains that while staying on top of industry trends and innovations has always been a part of the Eggsmart brand, it’s been especially important since the pandemic began. “We’ve been doubling down on technology in our restaurants and digitally, so that what we’re offering is more accessible to all customers. All this better prepares us for the future of the restaurant industry and changing customer behaviours.” “The impact of COVID-19 was felt throughout the restaurant and hospitality industry,” adds El-Noqrashy, noting that this was particularly true of dine-in restaurants. “We worked fast on adapting two things: we launched our ordering app and increased our digital marketing efforts to drive delivery business, and we improved our packaging so that our product travels better with a focus on plating and heat retention, as we tried to mimic the in-store experience at home.”

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The future of the brand is sunny, and the company is seeking franchise partners in all Canadian provinces. El-Noqrashy notes that an ideal franchisee has a positive outlook on life and genuinely loves people. “Running your own business can be personally and financially rewarding if you love working with people. The benefit of joining Eggsmart is that you’re joining a system that focuses on innovation, marketing, and operational excellence.” As El-Noqrashy sums it up: “The proof is in the poaching.”

Learn more at | www.FranchiseCanada.Online


Grinner’s Food Systems / Greco Pizza “Grinner’s prides itself on being a family-run organization that treats its franchisees like family,” shares Greg Smith, director of franchise business development at Grinner’s Food Systems. “We succeed when our partners succeed!” Founded in 1977 in Moncton, New Brunswick, Grinner’s Food Systems has grown to include 84 franchise locations, with Greco Pizza as the flagship brand that will be celebrating its 45th anniversary this year. “We’ve had a strong delivery system for years,” explains Smith, “but we recently added contactless delivery, online ordering, delivery tracking, and contactless pickup, as well as safe packing systems to ensure our guests can continue to receive their orders safely and with minimal contact.” Food is essential, and with restaurants across the country continuing to serve their communities, this kind of innovation and dedication to service is crucial. “Guests want to know that the places they eat are safe,” adds Smith. This can also be extended to the places people work. Given the particular uncertainty of the past two years, this sense of community and family, both within a franchise and between franchises and the communities they serve, is perhaps more important than ever. “The pandemic caused Grinner’s to reconsider its priorities, including expansion. In response, Grinner’s


focused their efforts on supporting their family of franchisees, including offering financial relief.” As 2022 begins, Grinner’s is turning its focus once again toward expansion. “We’re currently recruiting multi-unit franchisees in Ontario and master franchise partners in Western Canada,” explains Smith. “Being a valued part of the communities in which we’ve been doing business that’s probably the biggest benefit of this kind of business.” For Greco Pizza, this combination of community and expansion—and of course food beloved by so many— are sure to keep the ovens burning for years to come.

Learn more at

Franchise Canada January | February 2022 39


M&M Food Market “M&M was born in 1980 in Kitchener, Ontario, [with the mission] to provide convenient, nutritious, and tasty food to busy people who couldn’t spend hours in the kitchen preparing meals—a lot like the needs of our customers today,” explains Pegi Klein-Webber, vice president, people, training and corporate communications, for M&M Food Market. “Starting in 2016, M&M began one of the most transformative rebranding efforts in the Canadian retail industry to appeal to a broader audience, delivering everyday value-added meal solutions while still remaining top-of-mind for entertaining solutions.” She continues, “Customers across Canada have turned to M&M Food Market as an essential service during the pandemic.” This came at a time where there has perhaps never been such an important market for such meal solutions. “Over the past year, customers have shopped more with us online than ever before and we were able to accommodate this growth due to the foundation we built and strategic enhancements we’ve made over the past few years.” M&M Food Market has provided meal solutions to countless Canadians across the country during a hectic time, and the company has continued to hone its service methods. “The health and safety of our customers and in-store teams has been our number one priority during the pandemic, and we acted swiftly to implement

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countless safety protocols and changes to our business to ensure a convenient, comfortable, and safe shopping experience,” says Klein-Webber. “During the pandemic, customers have relied on us to provide a safe and convenient shopping experience and we’ve also seen a significant spike in sales from our eCommerce channels, a trend we expect will continue.” Summing this up, KleinWebber says, “We’ve got you covered for all your meal solution and entertaining needs.”

Learn more at | www.FranchiseCanada.Online


Second Cup Café In 1975, Tom Culligan and Frank O’Dea opened a kiosk in a shopping mall in Toronto, selling six different blends of whole-bean coffee. Decades later, that brand is still up and running as the well-known and beloved Second Cup, owned by Foodtastic Brands. While the brand has seen many changes and new leaders over the course of its nearly 47 years in business, it’s always stayed true to its commitment to providing Canadians with great products and service—even during the COVID-19 pandemic. “Like so many other businesses, we have been hit hard by the pandemic. Using technologies like social media and online delivery alternatives have been a big factor in mitigating the impacts in many locations,” shares vice president and brand leader Tom Hogan. Alongside Second Cup’s commitment to serving customers during difficult times is a commitment to franchisees. “Our franchise partners aren’t just a part of Second Cup, but of the entire Foodtastic family, which allows for better pricing, programs, and services,” notes Hogan. Second Cup’s head office provides hands-on training for franchisees, as well as insight into industry trends. “We continue to see our guests moving toward fresher and healthier trends in both food and beverages. Non-dairy offerings like oat milk and other substitutes continue to be a growing part of our sales.” He adds that to be successful, you must recognize, embrace, and lean into these trends.


Second Cup continues to innovate and move forward. “We’re doing a complete re-brand in many ways,” Hogan notes of the company’s plans in 2022. “Staying ahead of trends and attracting a younger customer base is paramount for Second Cup to stay relevant and grow.” Regardless of such changes, the brand’s commitment to quality and service remains steady. “Our franchise partners must have an innate passion for service, quality, and coffee,” Hogan concludes, “taking great pride in what they do every day and treating all their staff and guests like family.”

Learn more at

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With the onset of the pandemic, businesses changed the way they operate, and innovation became a priority. Though changes can be scary, they can also create opportunities with long-term advantages, and companies that focus on innovating often emerge stronger and more successful than ever.

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LIVE WELL Exercise Clinic Sara Hodson, president and CEO of LIVE WELL Exercise Clinic, was set to open her first U.S. location in March 2020 when the pandemic hit. “It was terrifying,” says Hodson. “I had to make swift, bold decisions I wasn’t prepared for. We’re trained to have a plan, but suddenly there was no plan.” Though stressful, Hodson says it also provided the opportunity to examine the foundation of the business and make changes. She decided if they couldn’t deliver the LIVE WELL experience in the clinic, they’d mimic the experience online in the comfort of home. In-house technology allowed them to pivot quickly, and five days after they shut down, they launched LIVE WELL at Home. “We crafted a strong communication with strategic messaging,” says Hodson, noting that the move allowed them to retain 85 per cent of their clients within the first few months by tailoring programs to suit the needs and equipment of thousands of people. To keep their members engaged, Hodson added weekly online wellness talks with world class speakers, an innovation that continues today. To deepen the connection with clients and foster togetherness and community, the brand added a live at-home program to attract members back to the physical space by reminding them of what the clinic and community looked like—and most importantly to keep them connected to each other. “We knew our members would need the health benefits of social connection just as much as the physical and mental health benefits of exercise.” Hodson says in addition to innovating business, the pandemic became about innovating the industry. She got involved with the Fitness Industry Council of


- Sara Hodson

Canada, and became a voice of advocacy, helping to keep fitness facilities open in British Columbia. “It was a huge element of innovation, not just for LIVE WELL, but for the industry. I became the thought leader and expert in exercise across Canada.” In August 2021, she became president of the Council. “We were challenged by the crisis, but rose as leaders.” With doors opening on the horizon, prospective franchisees are those that match the company's core values. “We provide tools and support so they can go into their communities, gain customers, and build a happy life for themselves,” says Hodson. “The fitness franchise industry is an opportunity for Canadians to look at how they can help their communities recover from COVID-19, start their own business, and take control of their future.” LIVE WELL is “for those looking to fulfill a purpose, help people, and build a profitable business—those are three things that are the start of a good conversation with us.”

Learn more at

Franchise Canada January | February 2022 43



MOLLY MAID Modifying the parameters for cleaning was a priority for MOLLY MAID when the pandemic first hit. “We wanted to make sure we were doing the right things to ensure the safety of our teams and clients,” says Fiona Styant, director of franchise development. “We created and implemented the Healthy Home Cleaning System, giving us confidence to provide a safe service.” In business since 1979, the brand has operated and remained successful in urban markets long-term. Today, they’ve shifted their focus to include outlying areas to provide the same professional service to smaller communities with a small market model. To achieve this, MOLLY MAID recently launched the Neighbourhood Franchise Model. “We’d been looking at launching prior to the pandemic, and moved forward and launched in summer 2021. The demand for both our service and our franchise opportunities has never been higher so launching our new opportunity then made sense.” Unlike the traditional executive model, the Neighbourhood Model is an owner-operator system. “In the traditional model, franchise partners don’t go out and clean because their market is larger, and they can focus on growth without having to clean. In smaller markets, the owner will operate and clean. While they grow their business, they’re able to earn an income the whole time they’re growing.” All the same principles remain in place,

44 Canadian Franchise Association

from insurance to bonding, with the security of a professional company that offers satisfaction guaranteed. The franchise fee also covers aspects like marketing and advertising support for a successful start up and launch. The brand seeks franchise partners who are driven and motivated, but the biggest key asset is the ability to work with others. “Our business is about leading, managing, and working with team members and customers. You have to be able to manage relationships effectively, so franchisees should really look for something they’ll be committed to.” Styant has identified more than 60 markets across Canada for the new model, with more to come. Her advice to franchisees? Take the time to make sure it’s the right fit. “The one thing we always try to do is provide as much information as possible to ensure it’s the right fit for them and for us. The last thing we want to do is set someone up in a great business opportunity, but that isn’t right for them.” She adds that there’s never too much when asking questions. “At the end of the day, no matter how much money you’re investing, you worked hard for that money, and you want to make sure it’s the right move.”

Learn more at | www.FranchiseCanada.Online



Pizza Nova After 58 years in business, Pizza Nova’s recipe for success remains grounded in its roots: to offer fresh, premium, artisan-style pizza. “First and foremost, it’s about offering a premium product and a quality experience,” says president Domenic Primucci. “There’s a lot of larger companies out there. We’re not in the game [of heavy discounting], and never want to be, because we believe in serving a high-quality product. Over the years, we have a loyal following from our customers.” With pizza—the ultimate sharing food—it’s important that options accommodate a variety of dietary needs and palates. Pizza Nova stays ahead of the curve by tailoring offerings to suit consumer demands, from antibiotic-free proteins to plant-based products. Like others, Primucci navigated many uncertainties at the onset of the pandemic. “As a leader, people are calling you and looking to you. We had to communicate more within our teams and to our franchisees to help them through.” To adapt to the changes, they implemented strategies like contactless delivery, and forgave royalties to give franchisees time to regroup. “It’s about being fair. We’re one team, and help is part of our core values. We’re one big family.”

The brand also expanded its Grocery Mercato line, a collection of products available for purchase with food orders. “Grocery stores were overwhelmed and busier than ever,” says Primucci. In addition to its core products, like tomato sauce and olive oil, they offer fresh vegetables, flour and buns, and items that are readily available and used in store. “It’s not a huge line up, but we added items that are fresh and ready to go, and it’s worked out well.” Pizza Nova continues to seek franchisees who believe in the brand, and know that it’s as much about the experience as the product. “The human experience is key with any successful restaurant,” says Primucci. “You really need to be a people person and understand that you have customers, and it’s not being behind the scenes anymore.” His advice to franchisees is to ensure the company aligns with their values. “Being aligned will help smooth the transition to running a business a lot easier. You’ll be a lot happier because you’re representing a brand you really want to represent.”

Learn more at

Pizza Nova added a range of grocery items for purchase in-store and with delivery orders, including Primucci products (above). Daily in-store options include pizza by the slice (top right) and new vegan menu offerings like the plant-based Plantollini Chick'n bites introduced this year (bottom right).

Franchise Canada January | February 2022 45



Scholars Matt Baxter saw potential in Scholars Education Centre and purchased the franchise in 2018. Today, 74 locations deliver a curriculum with proven results. “We invest in research and development to create scientifically proven methodologies, resulting in satisfied families,” says CEO Baxter. Though the pandemic paused in-person learning, Scholars’ in-house developers created a proprietary classroom with the exclusive system IQ, a tool that assesses and directs each child’s education journey. “The magic behind the system is that we’re able to tailor learning to each child individually,” says Baxter. They also offer an innovative STEM program integrated with LEGO robotics to provide a hands-on learning experience. To expand the STEM offerings, Scholars partnered with Dr. Reiza Rayman, a cardiac surgeon and biophysical medical researcher. “We aim to bring relevance and inspiration to what the kids are learning,” says Rayman. “COVID-19 was difficult, and the kids were troopers. Part of the innovation is to bounce back from that. LEGO education is appealing because it’s tangible for kids.” The goal of the new program is to make learning fun and functional. “We want students to realize that STEM is all around us in various settings and applications.” The concept integrates core material with tools like

cameras and green energy devices, for a multifaceted approach. “Hopefully, it turns on the lightbulb as to why they need to learn the things they’re learning right now,” says Rayman. “It's those little experiences. We hear from a lot of high-achieving people that they had these experiences in their youth, and it inspired and drove their direction in life. We’re just at the beginning, and we think it will be great.” The program will launch with an initial test group, and expand to include both elementary and secondary students. “Everyone suffered a learning loss when things had to close [during the pandemic], but I think they’ll make up for that loss quickly with programs like Scholars,” says Baxter. Baxter notes that in adding professionals like Rayman to the team, they’re channelling their resources in securing the best talent to create a quality, top-notch curriculum and education. “We’re making it exciting,” he says. “If a child is doing a presentation on the robot they made, they’re also working on presentation skills and public speaking and confidence at same time. It’s our holistic approach to helping kids across the country to meet their potential.”

Learn more at


- Matt Baxter

46 Canadian Franchise Association | www.FranchiseCanada.Online

is pleased to present a Special Franchise Focus on


Franchise Canada January | February 2022 47


Canadians Support Quick Service Franchising


uch has changed throughout the past two years, but one thing has remained the same: Canadians love quick, easy, and always tasty meals on the go. Thanks to quick service restaurants (QSR) from coast to coast, it’s easier than ever to get your favourite burger and fries, salad and smoothie, coffee and donut, and so much more efficiently Franchise Canada November | December 2019 51 delivered into your hands (and stomach!) There are nearly 97,000 restaurants, bars, and caterers across the country. That’s according to Restaurants Canada, who also states that the restaurant industry generates $85 billion in annual sales, making up four per cent of the country’s total GDP. All of this totals to 22 million restaurant visits made every day by Canadians who keep coming back for more. According to the Foodservice Industry Forecast 2021-2025 published by Restaurants Canada, QSR sales are forecast to return to pre-COVID-19 levels in 2022. Annual sales for this year are also predicted to reach $34.5 billion, which represents an increase of 2.3 per cent over sales in 2019. The forecast for QSR sales by 2025 is $37.9 billion. As for trends within the QSR industry postpandemic, the Foodservice Industry Forecast predicts that the trend towards take-out and delivery will continue. While that was temporarily customers’ only choice at the 48 Canadian Franchise Association

height of the pandemic—causing many quick service restaurants to pivot to take-out only and partner with food delivery apps—many Canadians have gotten used to eating in the comfort of their homes. Restaurants Canada also notes that menus with a large variety of item offerings, which require extra labour, are on the decline. The trend points to simpler menus that are quick and easy to produce in larger volumes. This is great news for QSR brands that specialize in a small handful of menu items, such as burgers, chicken wings, pizza, and more. Many quick service restaurant brands are members of the Canadian Franchise Association (CFA), making QSR the largest sector within membership. These franchises have weathered an economic storm through the COVID-19 pandemic, as they were deemed an essential service and stayed Franchise Canada November | December 2019 51 open to continue nourishing Canadians who needed a quick and healthy meal or a tasty pick me up. In this special focus, we’ll take a close look at the quick service restaurant industry, noting the resilience and innovation that’s allowed brands to keep serving Canadians the reliable and affordable food they know and love. References: • Canada-Restaurant-Industry-Infographic-EN-FR.pdf • uploads/2021/04/2021-2025-Long-Term-Forecast_LRwlink.pdf | www.FranchiseCanada.Online

SPECIAL FRANCHISE FOCUS Quick Service Restaurants Trends in a Post-COVID-19 World Take-out and delivery options will continue to be the most popular among diners

Quick service restaurants are forecast to see a


Multi-unit operators will see economic recovery and success within the industry

increase in 2025 over 2019 annual nominal change in sales, representing the largest increase over other foodservice sectors Quick service restaurants are forecast to grow to a value of

The QSR industry will bounce back and experience growth in the coming year(s)

$37.9 billion

Large menus requiring more labour and support will see a decline

Year-over-year nominal change for quick service restaurants, as forecasted by Restaurants Canada

by the year 2025

Quick-service Restaurants Sales (in billions)

Forecast 8.7% 8.6%

9 6



3.2% 3.2% 3.1%

3 0


















Reference: Foodservice Industry Forecast 2021-2025 - Restaurants Canada uploads/2021/04/2021-2025-Long-Term-Forecast_LRwlink.pdf



$31.8 $29.2








2019 2020p

2021f 2022f 2023f 2024f 2025f

Reference: Statistics Canada and Restaurants Canada

Franchise Canada January | February 2022 49






Restaurants: Building on explosive unit expansion in 2021 and an impressive streak of seven consecutive years of restaurant sales growth, the brand has established itself as the clear and most recognizable fried chicken leader in Canada and a preferrable choice for Canadian landlords, developers and real estate brokers. Ambi-

tious hypergrowth plans over the next 3 years include intensifying traditional restaurant expansion, roll out of new restaurant models including Flagship and urban-core models and finally non-traditional growth in unique formats such as gas stations, highway stops, airports, and education campuses. KFC is also accelerating rollout of their new, omnichannel restaurant prototypes to all new and existing locations to better serve customers across Canada. KFC is not about novelty for novelty’s sake. KFC is a distinctive global icon and has deep roots through their original founder Colonel Sanders. While this distinctiveness and authenticity is at the core of the brand’s identify, KFC continues to pioneer innovation and growth through its restaurants which feature bold, high profile and visually impactful exteriors while interior designs provide a balanced focus on brand identity, digital modernity, warmth, and comfort.



a subsidiary of Yum! Brands, Inc., is a global chicken restaurant brand with a rich, decades-long history of success and innovation. It all started with one cook, Colonel Harland Sanders, who created a finger lickin’ good recipe more than 75 years ago, a list of secret herbs and spices scratched into the back of his kitchen door. Today, KFC still follows his formula for success, with in-house, certified cooks breading and freshly preparing the delicious world-famous chicken by hand in more than 25,000 restaurants in over 145 countries and territories around the world including more than 610 locations in Canada. The colonel’s values are still very much alive and well within the brand and you can see those values come to life in their restaurants, their service, their food, their focus on the planet and their care for their people and their communities.



The World’s Largest & Most Iconic Fried Chicken Brand












Digital is the way of the future and the brand is pulling all the stops to lead the industry into a new era of service. Substantial digital growth includes everything from investments in high tech kitchen equipment, new order tracking systems, premium ordering kiosks and a unique mix of access modes which all support the brand’s ambitions to lead the industry forward. Resiliency is key, (especially today) and digital plays a big part, especially when it comes to accessibility. Digital enhancements to the brand’s drive-thru service, an established and highly successful own-channel delivery service (KFC.CA), 3rd party delivery services, Alexa-based ordering systems, curbside pick-up, order-ahead-pick up and more have kept KFC well positioned to continue serving Canadians high-quality, fresh, Canadian farm-raised chicken through any circumstance. It is this resiliency and nimbleness that has paved the way for KFC to remain dedicated to their path of innovation, growth, and development. Food: KFC capitalizes the “C” in KFC for a reason – it stands for chicken. To us, that means quality, 100% Canadian farm-raised chicken, free of added hormones or steroids, handbranded using the same 11 herbs and




• W OR









spices that have defined the brand for generations. KFC food is always craveable. KFC is the original fried E chicken expert and an established R D L I international Oicon. Everything they CKIN’ GO do celebrates their passion for serving finger lickin’ good food. Whether it’s a spin on their world-famous iconic recipes, innovative ways to serve fried chicken, or new menu items inspired by their original roots, every new innovation is uniquely KFC. It is through this ideology that the brand is able to maintain it’s unique relevancy and distinctiveness globally. New menu items play a key role as evidenced by the successful launch of their new Famous Chicken, Chicken Sandwich and Plant-Based menu options this year.


Planet: A global brand should be globally aware. As an industry icon and a QSR leader, KFC aims to propel the industry into the green movement and strives to protect the environment in as many ways as possible – from how they source ingredients and packaging to their energy efficiency. The time to act is now and so the brand has established aggressive parameters to hold themselves accountable when it comes to sourcing, packaging and their restaurants. From use of Canadian canola oil vs

palm oil to 100% fiber-based packaging from recycled sources and even moving away from plastic straws and bags, sustainability is clearly at the forefront for KFC Canada. People: KFC started out in the chicken business and has some of the most recognizable icons – from the tagline to the bucket to the Colonel himself. But over the years, KFC has evolved becoming famous for its culture centred around people and social purpose. From the franchisees and restaurant teams to the communities in which KFC serves – the brand has transformed into a people-first, heart-led and equal opportunity business with some new and bold strategies to continue fueling their people promise. This includes the launch of their inaugural diversity, equity and inclusion council in 2020, roll out of DE&I and HeartStyles training for restaurant managers all the way up the corporate office (Heartstyles by 2022 & DE&I by 2023), and establishment of their proprietary Harvest Program which facilitates donation of surplus chicken to local charities nationally. Since 2016, KFC restaurants have donated more than 182,000 pounds of food to 241 unique charities in Canada. At the helm of it all is KFC’s thriving franchisees who are the driving force of what the brand has achieved to date and the true keepers of Colonel Sanders’ values and beliefs. Being a people-first brand, KFC

pride’s itself on operating through a heart-led performance culture comprised unrivaled talent and capability. Undoubtably, a large part of the brand’s recipe for success includes partnership with the right franchisee partners that align with KFC’s unique “Three-C Matrix” (Capability Capital, Commitment). Both new and existing growth franchisees are calibrated through this robust system that helps pave the way for integrous market penetration strategies in each province. With ambitious expansion plans in Canada, KFC is actively seeking passionate and dedicated new franchise partners nationally to join Colonel Sanders’ Family and to help bring the famous 11 herbs and spices coast to coast. The brand has special interests in recruitment for new franchise partners in Quebec, British Columbia, Rural Alberta, as well as urban-proficient partners that could thrive in urban city centres like Toronto, Vancouver, Montreal, Calgary, Ottawa, etc.

Learn more about KFC’s recipe for success at

“ YUM Brands (including KFC) is the largest restaurant company in the world, and with that comes a breadth of experience, knowledge, support and a culture that is second to none. The model for success is clearly defined and partnering with such an iconic brand, loved by Canadians, has proven to be the right decision. I’m appreciative of the opportunity to be part of such a huge global family and I feel confident in my business’s future” - Greg Walton, KFC Canada Franchisee ON., QC., SK. & Atlantic Provinces

To submit a site or apply for franchise opportunities please visit: |



FAST FIRED by Carbone Pizza offers new franchise opportunities across Canada


hen Regina, Saskatchewan-based Jugal Modi was searching for a quick-service restaurant concept that would excite and delight customers in Queen City, he knew he’d found a winner when he came across the FAST FIRED by Carbone pizza franchise. Modi opened Saskatchewan’s first FAST FIRED by Carbone location in June 2021 and is thrilled with the results. “We’ve been busy since day one, and are delighted with how customers are responding,” he says. “We’re consistently hearing that our concept and value proposition hit a sweet spot in the market and that’s why we’re exceeding expectations and hitting all of our key performance indicators.” Modi’s using his successful launch to lift those around him. On opening day, he and the FAST FIRED

by Carbone team donated pizzas to several Regina charities that provide support to the most vulnerable members of the community. Modi’s success is a source of pride for Carbone Restaurant Group (CRG) president and CEO, Benjamin Nasberg, who founded the company and launched the FAST FIRED brand in 2018 in his hometown of Winnipeg, Manitoba. The 34-year-old says working with the company’s franchise partners—many of whom are first-generation Canadian business owners and entrepreneurs—is a highlight of his job. “We’re always looking to collaborate with those who share our commitment to innovating and providing

an inspiring and constantly improving customer experience,” says Nasberg. “Over the last year, we’ve seen rapid growth in prospective franchisee interest in our brand, and our mental model is to make our expansion decisions based on where the best franchisee partners are.” FAST FIRED by Carbone pizzas can be customized by customers with more than one million topping combinations of crusts, sauces, and toppings, which include an ever-expanding list of plant-based options with each pizza made in 180 seconds. FAST FIRED also offers custom-made wraps, salads, and desserts, for those looking to add an extra touch to their experience.

To learn more visit and

JOIN CANADA'S FASTEST-GROWING PIZZA FRANCHISE A contemporary spin on artisanal pizza, unlimited topping combinations, cooked in 180 seconds, for one great price.





ounded in Calgary, Alberta in 1998, OPA! of Greece has been serving Greek food to Canadians for more than 20 years. The original philosophy of Greek cuisine is all about fresh, authentic dishes prepared with simple ingredients. OPA! stays true to this by using real, quality ingredients without artificial flavours or filler, and by inviting guests to slow down and enjoy the moment, fuelled by a delicious and nutritious meal. With a contagious energy for food and family, OPA! has built on its formula for success and is now Canada’s largest and fastest growing Greek food franchise, with more than 100 locations nationwide from British Columbia to Ontario. The OPA! brand has been built over the years in partnership with a diverse group of talented franchisees who’ve contributed to its success and popularity across the country. Today, the fabric of OPA! is representative of the diversity of the Canadian population as it continues to collaborate with franchise partners who are both talented and enthusiastic through a lens of inclusivity. With a shared passion for preparing and sharing good food, OPA! franchisees play an important, hands-on role in the business at a local level. In fact, many franchisees have also become multi-unit owners as they’ve seen the brand flourish under their care. OPA!’s franchise model is also known for the support, training, and guidance it provides to aspiring business owners, as well as valuable marketing and location-sourcing. The instant methodology, systems,

knowledge, and the right working tools are available at the fingertips of any aspiring franchisee. They need only to bring passion, drive, and hard work to the table. OPA! provides extensive training to new franchisees to start them on the path to success. This includes a four-week program divided between instruction at head office and at a local franchise location. After that, it’s a partnership that can reap many rewards for everyone involved. Once training is complete, regional managers continue to act as business coaches, mentoring and maintaining open lines of communication with franchisees. OPA! is dedicated to actively seeking new ways to partner with people and organizations that align with its desire to innovate and lead the food service industry into the future. In addition to a rapidly growing number of Canadian franchise locations that continue to open their doors each year, OPA! is also venturing south of the border with further expansion into key U.S. markets. Plans are also in place for collaborative ventures with other Canadian industry partners set to launch in 2022, marking an exciting new season of growth for the brand. Other developments include ongoing menu testing and the addition of new items to OPA!’s offerings when something new strikes a tasty and relevant chord. As consumers become more conscious about what they eat and where their food comes from, OPA! continues to look for creative ways to develop new menu items that address those needs for healthy options. While the

OPA! menu has remained true to the idea of fresh and healthy QSR meal options that were introduced nearly 25 years ago, OPA! also believes in staying current with consumer needs and industry trends. OPA! takes the time to test new menu items, technologies, and everything in between to ensure they’re being implemented and fine tuned to achieve the best possible outcome. As an added convenience, OPA! customers can now also place orders for take-out via OPA!’s new dedicated app. The app will also feature a delivery and loyalty program, set to roll out in 2022, that’ll provide users with special rewards and discounts. The introduction of the OPA! app is indicative of the eatery’s desire to remain at the forefront of innovation, maximize convenience for consumers, and turn customers into fans through a positive brand experience. OPA!’s goal is offer customers convenient access to delicious, healthy, good food to fuel their busy lives —connecting people with a feeling, not just what’s on their plate. OPA! remains excited to continue to pursue opportunities for further growth together with new franchise partners and other key stakeholders. For more information, please visit


A well-established system with heart R obin’s is a Canadian premium coffee shop that focuses on expertly roasted coffee, carefully crafted drinks, all-day breakfast, and fresh goods, all handmade daily. From simple beginnings in 1975 in Thunder Bay, Ontario, we’ve grown well beyond our hometown. Today, Robin’s is a favourite pit stop in small and large communities across Canada. As a well-established system that’s built brand loyalty for more than 45 years, we’re continuing to build out our footprint across the county. Established systems, marketing, and supply chains allow franchise partners to focus on developing their business. The brand constantly addresses the challenge of increasing operating costs through menu innovation and concept adaptation. In response to the pandemic, we’ve introduced online ordering to make it easier for customers to order their favourite products. We’re always looking for ways to simplify operations to reduce costs and

counter any challenges. We worked with our franchisees throughout the height of the pandemic and beyond to improve our digital ecosystem, so that the brand can evolve into the future. We continue to support our franchisees through easy-to-execute programs. Benefits of franchising with Robin’s include having a franchisor with four decades of experience in growing the brand, monitoring performance, and planning marketing initiatives to ensure we maintain and grow our market share. Franchisees also receive four weeks of in-store and theoretical training. A qualified franchisee must have a good attitude, be self-driven, and love people. At Robin’s, we deal with each customer as a potential daily guest, dealing with guest feedback as an opportunity to win them over as a guest for life. Our franchisees look beyond just building a single store. They look at business the way they look at life: if you love what you’re doing, it won’t feel like work! ■

To learn more visit

At Eggsmart, we only use the highest quality breakfast ingredients to ensure our customers are making smart decisions every day. The proof is in the poaching or the scrambling, or however you take it because that’s how Eggsmart will make it. All the fixings, with none of the fuss. It’s time to get serious about simplicity and back to basics.

BE PART OF an emerging BREAKFAST PHENOMENON Eggsmart currently has over 45 locations and continues to focus on growth throughout Canada. At Eggsmart, we are dedicated to building strong franchise relationships with people who have a passion for the fresh food industry and a drive to succeed.








Franchise Opportunities are currently available in Ontario, Alberta, Manitoba and SaskatchSaskatch ewan. Visit for full details on becoming part of the Eggsmart family.



the most frequently consumed food items. Even during the pandemic, about three out of 10 people say they’ve consumed more burgers in the last year, according to a survey. More than ever, consumers are ordering burgers at least once a month, be it at a restaurant or at home. Here’s a look at what makes burgers so ubiquitous and well-loved. Better, higher quality burgers Nothing beats a delicious and juicy burger. Whether it’s fresh patties, premium ingredients, or exceptional types of cheese and condiments, consumers are expecting better taste, higher quality, and a variety of ingredients in their burgers. In recent years, consumer interests in

60 Canadian Franchise Association

burger trends such as better beef/ protein grades and fresh local ingredients have steadily increased and many QSRs have started to prioritize taste and quality above all to meet those demands. Making it right Clearly, consumers like their classic burgers done the traditional way with the usual fixings. They value the craft of preparation in addition to the taste and quality of the sandwich. They are drawn to restaurants like the iconic Fatburger who does just that—hand-pressing their fresh, never frozen, Alberta beef patties, individually cooking them on the

grill to seal in the flavours, while keeping their juiciness using a basting lid, and crafting it just the way their customers want it, since 1952. Customization Consumers also love having a burger made-to-order and customized with ingredients they want. Many are willing to pay more if they have the ability to modify their preferences. When dining out, many customers turn to fast casual burger chains like Fatburger, expecting not only a wide variety of topping options, but also feeling like they’re getting something they would make at home. ■

Contact us: 1-888-597-7272 or | www.FranchiseCanada.Online


An authentic pizza franchising opportunity Whether you eat authentic Neapolitan pizza on the streets of Naples or at a local Famoso, it’s an unforgettable experience. Born In Naples Since the first trip to the birthplace of pizza, Naples, Italy in 2005, Famoso has been passionate about staying true to traditional Italian pizza, authentic ingredients and culinary techniques in pizza making that have gone unchanged for generations. For Italians, food isn’t just nourishment, it’s life. That’s why every dish on the menu is created by our in-house culinary team and inspired by our family kept recipes. The Italian tradition of communal dining also gets a nod, with many plates perfect for sharing.


Part of the Community Famoso is the neighbourhood pizzeria where great food and good friends make the perfect ingredients for a memorable night. These stylish, casual pizzerias embody the look of old-school Italian with a modern flair. With an open-style kitchen, watching your authentic Neapolitan pizza being hand tossed by pizzaiolos is almost as enjoyable as eating it. Bigger Isn’t Always Better Less is more with Famoso Pronto. Our newest concept is an owneroperated fast casual restaurant with Famoso’s same commitment to authentic Neapolitan pizza. Famoso Pronto delivers a great taste experience with a focus on delivery, takeout, and dine-in.



Authenticity On The Menu Famoso pizza is fired in an authentic bell-shaped oven, imported from Italy, for 90 seconds at 900ºF, to create a perfectly crisp, slightly charred, Neapolitan crust. And don’t forget about the sauce. Famoso imports its tomatoes from the Campania region and hand-mills them before the oven caramelizes them to perfection. Famoso keeps it classic with their Margherita Pizza, recognized by the Italian Ministry of Culture as one of the three kinds of true Neapolitan pizzas. ■ With a commitment to excellence and extensive training, every bite inspires a taste of Naples, right here in Canada. Learn more about Famoso’s franchise opportunities at

• Leading authentic Neapolitan pizzeria in Canada • Quality ingredients imported from Italy • 31 locations across Canada • Required investment

• Full size Famoso $800k • Pronto Fast Casual streamlined model $450k

Just Opened - Heartland, ON - Coquitlam, BC

• Best-in-class support and training

Opening Soon - Aldergrove, BC - South Surrey, BC - Camrose, AB and more!

Famoso has won multiple awards for BEST PIZZA

(ON & Eastern Canada)

(Western Canada)

604.637.7272 • 1.888.597.7272 • 401 – 1901 Rosser Avenue, Burnaby, BC, V5C 6S3

Franchise Canada January | February 2022 61


Modern Indian Food QSR – Simply Delicious BUTTERCHICK – INDIAN KITCHEN

is an entirely new style of QSR that is fast and flavourful with no chefs required to operate. Our business model is designed to make daily operations EASY, and bring in MORE customers by serving satisfying, consistently delicious authentic Indian food. Butterchick franchises generate higher PROFITS due to vertical integration with our parent company that produces all the required sauces, pastes, marinades, chutneys and savoury drinks. This differentiates Butterchick franchises from the rest. The Butterchick menu is unique, fully customizable and can be made to order. To ‘Make your own meal’: choose your curry + add bread, rice or wrap + add your choice of sides, and enjoy your meal. For street food

62 Canadian Franchise Association

enthusiasts, we have a Street Food menu – from Butter Chicken Poutine to a variety of chaat’s (savory roadside delights). Indian food is not complete without a savory drink. We offer traditional Masala Chai, Pani Puri and Jal Jeera. And all of our flavour profiles have been tested and

are loved by many Indian and nonIndian consumers alike. From the first moment we began serving authentic Indian food in a QSR format, Canadian consumers responded with line-ups around the block. Despite a global pandemic the Butterchick brand continues to grow, and grow! We have the brand, the capability and the capacity. And, with our secret recipes and streamlined operations, success is sure. The Butterchick model means better cost, taste, consistency, and less prep time; and most importantly you DO NOT need a chef to run your kitchen. Now is the time! Now is our time! Now is Butterchick time! ■

To apply please visit: | www.FranchiseCanada.Online


Support for the QSR Industry and Beyond

How Bank of Montreal partners with franchise brands and entrepreneurs within the growing restaurant industry BY DAREN CHALUPIAK THE PAST TWO YEARS have been a challenge in a variety of unique ways for business owners and across the franchise industry. We at Bank of Montreal (BMO) appreciate all the operators and brands that have demonstrated resilience as all sides of operating a business have been pushed to their limits from sales to cost of goods and supply chain issues, and from staffing to relationships with business partners. BMO is proud to have continued supporting the quick service restaurant (QSR) and casual restaurant industries from individual clients, to single and multi unit franchisees, as well as regional and national brands. BMO’s entrenchment in the QSR industry and franchise space as

a whole allowed our team to keep abreast of trends and continue to partner with and support our clients. With our national team approach, we are able to share and support the industry in real time, providing exceptional advice and service. The BMO team quickly learned about support programs and facilitated the application process early on. The team engaged clients with new tools, such as cash flow worksheets, to help businesses identify where they are, where they’re going, and what’s required to get there. BMO also worked with franchisors to keep units operational and help their brands continue growing. The “sky is falling” mindset was not necessarily the case for many in the

QSR space. In fact, many networks were able to continue to grow even through the roughest days. BMO is always open for business! We support franchise brands and entrepreneurs within the QSR industry as they continue to add locations across the country. BMO works with emerging and established brands, providing support to both individual unit and multi unit growth expansion plans through a thoughtful and experienced approach. ■ Daren Chalupiak brings 20 years of franchising experience, working with franchisees and franchisors to help them open and grow their business with the right solutions and advice at the right time.

You’ve dreamed it. Now do it.

At BMO, our national team of franchising finance experts is standing by to help make your future successful. Our in-depth knowledge of the franchise landscape allows us to advise you at every step along your business journey. To learn more, visit Trademarks of Bank of Montreal


Franchise Canada January | February 2022 63


Canada’s favourite healthful franchise THE BOOSTER JUICE CONCEPT was

the first of its kind to start bringing healthy, convenient food options to Canadians. Dale Wishewan, founder, president, and CEO, had been making his own healthy protein drinks for years before opening the first Booster Juice location in November 1999. It was after seeing the first juice bars while travelling in the U.S.—and recognizing a void of healthy options in the Canadian QSR sector—that the concept was born. He knew that the version he made for Canada would need to be quite different and focused more on product quality. Booster Juice is unique, as one of under a handful of brands that can say they operate in every province and territory in Canada. The brand wouldn’t have been able to grow and get market penetration without

franchising, and it’s incredibly rewarding to see so many franchise partners share the passion for what Booster Juice represents. Over the past two years, the stopping and starting of COVID-19 pandemic restrictions has been very challenging at times. The Booster Juice brand prides itself on great customer service and it’s been harder than normal to interact with customers while wearing a mask. Despite the challenges, the system has thrived as it continues to focus on health and convenience, recognizing that now—maybe more than ever— people want to fuel their bodies with premium ingredients. Booster Juice

To apply visit: For more franchise information email:

AN OPPORTUNITY SO GOOD, YOU CAN TASTE IT! • 40 NEW Canadian locations in 2022 • Over 420 stores in Canada & Internationally • Premium locations available • Industry-leading sales growth • Own one or multiple stores • Full turn-key buildout • Comprehensive training

BE A PART OF THE BOOSTER JUICE TEAM & APPLY NOW! To apply visit: For more franchise information email:

64 Canadian Franchise Association

smoothies come with an average of five servings of fruit in a regular size, making it easy for customers to get their full recommended daily servings of fruit in a single tasty drink. Dale adds, “Booster Juice is continuing to grow strategically and plans to open approximately 35 stores in 2022. We’ll continue to be innovative, discover products before they become mainstream, and help to educate Canadians on what these products can do for them. Investing in a Booster Juice franchise means joining a system that’s constantly adapting and growing to bring healthy tastes to Canadians in every corner of the country.” ■ | www.FranchiseCanada.Online


Franchise Opportunities Available with Greco Pizza, Capt’n Submarine and Frozu! Frozen Yogurt GRINNER’S is a Truro Nova Scotia

based restaurant franchising company. It franchises and licenses the popular Greco Pizza, Capt. Submarine and FROZU! frozen yogurt concepts. Grinner’s also owns and operates Frank and Gino’s Grill and Pasta House. Grinner’s has been helping entrepreneurs build their own business since 1981 and currently has over 100 units operating in Atlantic Canada and Ontario and we have franchise opportunities available in Atlantic Canada. We have started plans to expand into Ontario and Western Canada and are now aggressively looking for Master Franchise and Area Development Partners.

Grinners has over 18 full time employees dedicated to franchising and licensing our restaurant systems, so if you are looking to start your own business or add to your existing business now is the time to join the Grinners Family. ■ For more information visit our website

Grinners Food Systems Limited is currently Grinners Food Systems Limited is currently looking for Area looking for Area Developers and Master Developers and Master Franchisees in Ontario and Western Franchisees in Ontario Canada. and Western Canada. Contact: Greg Smith BENEFITS Request Info: 1-800-565-4389 | • Well established brand with over 30yrs experience and 100 locations • Atlantic Canada’s #1 Pizza Brand and one of Canada’s oldest franchises BENEFITS • Opportunity to own development and franchise rights within defined • Well established brand with over 30yrs experience and 100 locations • Atlantic Canada’s #1 Pizza Brand and one of Canada’s oldest franchises region, territory or province. • Opportunity to own development and franchise rights within defined • Opportunity to own development and franchise rights for Alberta and region, territory or province. • Opportunity to own development and franchise rights for Alberta and possible additional provinces possible additional provinces • Family owned and operated business that treats their franchisees like • Family owned and operated business that treats their franchisees like real partners real partners • Tried and tested system that is simple to execute • Full corporate support with over 25 in house employees • Tried and tested system is simple to execute • that In house advertising agency, with award winning marketing support • Full corporate support with over 25 in house employees • In house advertising agency, with award winning marketing support


Ability to develop, construct, operate and manage multi-unit growth over a predetermined period of time.

Contact: Greg Smith


To be discussed in person.


Franchise Canada January | February 2022 65


Health-focused franchising SEEDS is a 400-1200 sq. ft fast-casual 100% plant-based restaurant with a hardcore focus on nutrition. We make healthy and fresh food in a fast way with more than 60 toppings, seven proteins, oil-free dressings, baked-not-fried ingredients, customizable meals, non-GMO soy ingredients, organic greens, and soy and gluten-free options. Our smoothies and juices are blended and sweetened with dates, so they retain as many nutrients and fibre as possible. Nutritional information is available, including macronutrients and glycemic load (GL). Our evidence-based, supervised weight management meal programs have allowed many people to achieve their health and weight loss/ gain goals. According to a report by Bloom-

66 Canadian Franchise Association

berg Intelligence, the plant-based foods market could make up as much as 7.7% of the global market by 2030, with a value over $162 billion, up from $29.4 billion in 2020. Now is the perfect time to invest in a company with a lot of potential in the rapidly growing market. The cost of a Seeds franchise includes a $25,000 initial franchise fee, liquid assets of $150,000, a net worth of $300,000, and a total investment of $160,000 to $420,000. We have franchise opportunities for single units, multi-units, and master franchises across Canada and select US markets. We also have available conversion opportunities allowing the brand to transform existing food and beverage businesses into Seeds franchises. We are putting all our experience | www.FranchiseCanada.Online

to work for the benefit of successful franchisees, assisting with all facets of the process, including marketing analysis, site selection, lease negotiation, design, equipment, supplies, and two weeks of intensive handson training at Fonthill, Ontario, our training facility. A complete training program is developed for those with or without prior restaurant experience. Our ideal candidate: • Has respect for all living things and our planet • Is outgoing and has a positive outlook and attitude • Has sales and/or management experience • Has a background in or passion for nutrition and fitness • Can build relationships and lead a team. ■


Fired up about franchising TONY VISCA AND FERN COLVECCHIA have brought their pizza game to the next level. Backed by decades of knowledge and experience owning restaurants that specialize in utilizing a wood-fired oven, DoughBox is the ultimate frontier in the evolution of artisanal pizza, authentic pasta, and fresh salads. DoughBox is known for its signature freshly-stretched dough, homemade sauces, wide range of premium ingredient choices, and being the Fire Master of wood-fired ovens. Did we mention that DoughBox guests are involved in their pizza creation? While guests are busy dreaming up a creative combo of sauces, cheese, and toppings that makes their mouth water, the DoughBox Team builds the pizza right in front of their eyes. DoughBox is an energetic, witty, imaginative, edgy, warm, and welcoming quick service restaurant that also offers seating for dining in. DoughBox also has an extensive team to assist franchisees every step of the way. ■

Visit our website at and email to learn more about being your own boss and Fire Master. We encourage you to “Join the Pizza Revolution” today!


visit a DoughBox near you to redeem no cash value - cannot be combined with any other offer

JOIN THE PIZZA REVOLUTION Site Selection and Lease Negotiation Negotiated Supply Agreements Comprehensive Training Program Knowledgeable Support Team Established Loyalty Rewards Program Net worth of $200k



DOUGHBOX.CA Franchise Canada January | February 2022 67


Good Earth Coffeehouse has been serving ethically sourced coffee and fresh wholesome food since 1991 OUR FOUNDERS BEGAN WITH A DESIRE to serve exceptional coffee

and wholesome food in an authentic coffeehouse environment. They did that and more, committing Good Earth to support environmental and social good. Now there are fifty Good Earth Coffeehouses in Canada, from Victoria, BC to Montreal, QC. They're warm and inviting places where people like to gather. While our company has grown, we have stayed true to our original desire to be a coffeehouse with good food. We believe in good coffee. Coffee and espresso are the heart of our business. We believe in responsible farming and small-batch roasting. Our selections include Rainforest Alliance Certified, Fair Trade and

Organic coffee … and every cup is exceptional. We believe in good food. Our food is fresh and wholesome. It sets us apart from the competition. We serve fresh baked goods and hot breakfasts, hearty soups and stews, fresh salads, sandwiches, and a variety of hand-crafted beverages. Good Earth is uniquely a coffeehouse with good food. We believe in bringing people together and fostering the greater good. Coffeehouses are places people have gathered for informa-

tion, conversation, comfort, and community for centuries. Our coffeehouses are warm, friendly, and inviting gathering places like the coffeehouses of old. We believe in you. Good relationships are at the core of Good Earth. We know it takes commitment to build relationships with our Franchise Partners, our customers, and our communities. Find out how you can own your own coffeehouse. Wherever you are in Canada, we have a coffeehouse waiting for you. ■

Let’s chat over a cup of Good Earth coffee. • 1-888-294-9330

Serve your community with ethically sourced coffee, fresh wholesome food, and human connection! Locations available across Canada. Contact us to learn more. 1-888-294-9330

68 Canadian Franchise Association | 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: FranchiseCanada.Online

Franchising 101: Easy-to-read resource articles and tutorials can help kick-start your franchise success! Explore the wide range of available franchise opportunities in our online directory Ask the Expert: Hear firsthand from franchise professionals as they answer common questions from prospective franchisees

Franchise Canada Chats: Listen to inspiring franchisees and franchisors who are building their businesses and connecting with their communities Franchise Canada TV: Find interviews, tutorials and guides, information about key franchising topics, and more! Franchise Canada E-News: Get the latest Canadian franchise opportunities and updates delivered to your inbox through our FREE e-newsletter

Ready to Learn More? Subscribe to Franchise Canada E-News for FREE today to receive a FREE digital edition of Franchise Canada magazine! FRANCHISECANADA.ONLINE

Taking the Confusion Out of Insurance

What you should know as a franchisee about insurance policies for your small business BY JENNIFER TYRWHITT GORY


hile the average consumer is savvier than ever before, insurance may still be confusing for business owners. An insurance broker is an important professional intermediary who should be working on behalf of their client, with an unbiased representation of the consumer. They should suggest several insurance companies to choose from and provide the best possible insurance solutions for your needs. An insurance broker should be carefully considered, in much the same you would do in selecting your lawyer, accountant, and other professionals you turn to for help when becoming a franchisee. However, there can be a real temptation for clients to choose insurance solely based on the premium, in order to control ever-important cash flow. Nevertheless, discovering that you have a lacklustre policy for your business—and the business income it generates—could happen too late. After you realize you need your policy is not a wise time to investigate and discover that it’s an inferior one. So, you’ve signed onto a new franchise opportunity, have the space selected, and the lease is signed. Now what? Your new landlord will need you to provide proof of insurance. The franchisor that you’ve signed on with may have a list of insurance brokers that they’ll have as their preferred vendors, or you can venture on your own. It’s important when you review your Franchise Agreement and the Lease Agreement that there’s indemnity wording contained in both documents, and you must be mindful of coverages and limits that your franchisor and/or landlord have asked of you. You can give these agreements to your insurance broker for review. One emerging area of potential exposure is cyber security. Businesses are increasingly interested in Cyber Insurance, both first- and third-party liability coverage. This should be deemed more important than property and casualty lines of insurance. As some businesses have had to pivot to more online services, exposure to Ransomware attacks; PR services, should there

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be a privacy breach; and related business interruption claims around hacking incidents has increased. The most valuable aspect of a Cyber policy is having access to IT professionals who can assist you, as most small businesses may not have IT experts on staff. Property, Business Interruption coverage, and Bonding and Liability coverages are other risks which are always prevalent. Fire and water damage claims continue to be on the rise, in addition to claims like slip and falls, contamination, and trademark infringement, to name a few. A full Commercial General Liability (CGL) policy covers both premises and products liability. If you’re considered a “professional,” in addition to the CGL, you’ll also need to carry Professional Liability coverage as the CGL policy excludes professional liability. Additionally, there’s the possibility for employers to be sued for Employment Related Practices, including discrimination, wrongful dismissal, and human rights issues. This coverage can be purchased by way of a Directors & Officers Liability insurance. Being a business owner comes with an increased risk of being personally sued for issues at the shareholder or corporate level. Canadian courts are showing an increased willingness to hold professionals to a higher standard of care. Navigating insurance policies for your small business can be tricky, but a broker will offer valuable insight into what coverage will best fit your needs. Jennifer Tyrwhitt Gory is the president of Insurance Portfolio Inc., an independent family owned and operated insurance brokerage that’s been in business for more than 90 years. It brokers all types of insurance including Commercial Insurance, Professional Indemnity, Franchisor Liability including Rescission, Property & Automobile. Insurance Portfolio Inc. is licensed in all 10 Canadian provinces, and have been proud members of the CFA for over 15 years. It works with all types of franchisors, including bricks and mortar and online businesses. | www.FranchiseCanada.Online

Home Improvement Franchises Across Canada Whether customers are looking for a quick touch up, small repair, damage restoration, or big home renovation, many will turn to the services provided by home improvement franchises from coast to coast. These businesses provide residential and commercial services including painting, emergency restoration, flooring, repairs and remodeling, handyman services, decking, interior and exterior renovations, and much more.

Franchises that provide improvement, renovation, or restoration services are an excellent option for those looking to join an industry that helps support and assure Canadians that their most sacred spaces—their family homes—are repaired and protected. Many of these brands don’t require previous handyman or repair experience, as franchisees oversee the repairs are done by their staff, while others let franchise owners get involved in the repairs and help their customers from start to finish. When inspiration for a fresh transformation hits or unexpected disaster strikes, look no further than these home improvement franchises across the country! Franchise Canada January | February 2022 71


911 Restoration Joining the 911 Restoration system means not only becoming part of a top-ranked restoration company, but also joining its “Fresh Start Family.” As more than just a water damage restoration franchise, the brand is comprised of a group of compassionate, hard workers who strive to make a difference in the lives of customers through restoration services and community outreach efforts. Franchisees with 911 Restoration can expect a low initial investment, fast ROI, high profit margins, exclusive territories, national accounts, and a fulfilling career path through helping others find their “Fresh Start” during devastating circumstances. The recession-proof property restoration industry is unaffected by changing or declining economies, and franchise partners can join with no experience in the home services industry.

Learn more at

B-Protek Concrete Resurfacing With more than 17 years of experience in the field of painting and coating concrete surfaces, B-Protek Concrete Resurfacing provides interior, exterior, and garage finishing services across Canada. The brand is well established in Quebec with 18 territories in operation under the "Béton Surface" brand, as well as franchise locations operating in Ottawa and Kingston, Ontario, and Winnipeg, Manitoba. Ideal B-Protek franchisees are born entrepreneurs who enjoy offering impeccable customer service. They are well-organized team players committed to excellence and ready to overcome obstacles. The benefits of franchising include a range of high-quality products, a unique network of partners, complete training, call center services, access to a quote and invoice management platform, proven techniques, and much more.

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CertaPro Painters

College Pro

As the largest and most referred residential and commercial painting company in North America, CertaPro Painters has been ranked #1 in franchisee satisfaction by Franchise Business Review and #1 by Entrepreneur magazine since 2012, and has received multiple awards from the Canadian Franchise Association. The brand provides professional painters who respect customers’ businesses and homes.

College Pro is the friendly neighbourhood window cleaning company that focuses on two core areas of business: the development of student entrepreneurs, and the delivery of residential window cleaning and painting services. The brand’s training program is the driving model that uses a highly focused coaching and skill development process to coach new entrepreneurs in running a business delivering services to customers.

Franchisees with CertaPro Painters benefit from management support, vendor discounts and recommendations, lead generation opportunities, and branded materials and uniforms. Starting a franchise can be done with low overhead costs, no real estate or physical office necessary, and large room for growth within the $56 billion market.

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With a $0 franchise fee, College Pro provides a three-year process to becoming a business owner: first, you run an owneroperator style business to develop skills; second, you act as an owner in a more independent role; and the third year puts you into a senior leadership role as owner of your business.

Learn more at | www.FranchiseCanada.Online


Elite Trade Painting

End of the Roll

With more than 30 years of experience in the painting contracting business, Elite Trade Painting’s network of franchise owners provides high quality residential and commercial painting services across Canada. Jobs may range anywhere from a standard home exterior to a parkade to a multi-unit development, and everything in between!

As Canada’s flooring leader with more than 60 locations nationwide, End of the Roll Flooring Centres offer the most competitive pricing in the flooring industry. The brand leverages the power of its buying group with the industry’s top suppliers including Shaw, Mohawk, Beaulieu, Dreamweaver, Mannington, TORLYS, and more, ensuring that the success of its franchises is its number one priority.

Elite Trade Painting is looking for individuals who are interested in joining the highly rewarding home services industry. As a franchisee, you’ll benefit from a proprietary software system, exceptional customer service, and good people you can trust and respect. The brand’s support, training, and custom mobile software establishes a competitive advantage for all its franchisees. Experience in the painting industry isn’t a requirement, although beneficial. A general knowledge of business management and a service style business is definitely an asset.

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Five Star Painting® Since 2005, Five Star Painting has helped transform tens of thousands of homes with its quality painting services that add a splash of colour to customers’ walls. Today, the brand has more than 200 franchise owners and has become one of North America’s leading painting services companies. Five Star Painting is one of 12 Neighbourly® brands in Canada. Neighbourly® is the world’s largest home services franchisor of 28 brands and more than 4,800 franchises collectively serving more than 10 million customers in nine countries. Franchise owners with Five Star Painting benefit from being part of the Neighbourly® family of home service brands providing access to local cross-marketing plans, networking opportunities within the community, and more. Additional benefits include established systems and proprietary technology, ongoing training and support, exclusive vendor discounts, and more.

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End of the Roll Flooring Centres franchisees are provided technical, accounting, and marketing support from corporate office staff from start to finish. Initial training includes management training, sales training, marketing strategy, and some computer training. Franchisees can participate in annual workshops and conventions to continue receiving business support and learning. Franchisees can also be highly successful and balance their lifestyles, unlike in other industries with long hours, numerous staff, and smaller margins.

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Floor Coverings International Floor Coverings International is a mobile retail floor coverings franchise that offers both soft and hard flooring products as well as window blinds. Flooring options for customers include carpet, vinyl, hardwood, laminate, tile, stone, and eco-friendly options. By joining Floor Coverings International, franchise partners receive an exceptional opportunity in the $48 billion flooring industry. Franchisees benefit from six weeks of pre-training that can be completed from the comfort of your home, five days of training at headquarters, a phone to call to walk through the sale process before your first jobs, field training with an assigned field coach, marketing support, 90-day training once you’re three months into the business, a weekly call with the CEO, and much more.

Learn more at

Franchise Canada January | February 2022 73


Handyman Connection

Hickory Dickory Decks

For more than 25 years, Handyman Connection has positioned itself as a handyman and home improvement franchise system serving the repair, restoration, and maintenance needs of residential and commercial properties. It specializes in small- to medium-sized home improvements, repairs, and remodeling projects for customers.

As the world’s largest custom deck franchise company, Hickory Dickory Decks specializes in high quality, low maintenance decks and has built a solid reputation as a leader in this growing and profitable industry.

Franchise owners with Handyman Connection don’t need any handyman skills or experience, as they’re not responsible for completing the work themselves. Rather, they connect local handymen with local homeowners to provide exceptional handyman services. The brand strives to support all potential franchisees by offering abundant information to help them expand, grow, and evolve in the changing business landscape.

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Franchisees with Hickory Dickory Decks benefit from an initial training program, ongoing assistance from the franchise support team, and systems to help launch an exciting new career. Franchise partners invest in a mobile and/or workfrom-home business opportunity with an off-season to relax and improve the franchise. Additional benefits include a trusted brand name, positive referrals to grow your business, a competitive advantage in selling custom-made, low maintenance decks, and much more.

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Local Handyman Group

Mr. Handyman®

The Local Handyman Group is a collection of handyman brands across North America that provide services to help customers complete home repair and renovation projects. The brand aims to be nimble, providing a quick response time, while the niche market focuses on smaller home and business repair projects.

Since 2000, Mr. Handyman has been the modern-day handyman solution for homeowners across North America. The brand is one of 12 Neighbourly® brands in Canada. Neighbourly® is the world’s largest home services franchisor of 28 brands and more than 4,800 franchises collectively serving more than 10 million customers in nine countries, focused on repairing, maintaining and enhancing homes and businesses.

Franchisees with Local Handy Group are provided with an exclusive territory and low monthly overhead costs, and are responsible for paying territory fees, royalties, and a monthly technology fee. Local Handyman Group offers customers multiple locations across Canada, friendly and uniformed handymen that can complete small to medium tasks with quick turnaround times, quality work done correctly the first time, secure and easy online booking, upfront pricing and quotes, and much more.

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Mr. Handyman has onboarded hundreds of self-sufficient franchise owners who take pride in contributing to their communities, while creating an entrepreneurial lifestyle that they can control and enjoy. Franchising benefits include being an industry-leading brand name, offering diverse and indemand services for home and business owners, providing a flexible lifestyle, and delivering comprehensive business support including ongoing training and marketing strategies, among much more.

Learn more at | www.FranchiseCanada.Online



New Creations

N-Hance Wood Renewal provides services to refinish hardwood floors, cabinets, furniture, and other wood surfaces. Customers can expect to receive beautifully restored cabinets and floors at a fraction of the cost, with no dust, mess, or odour in their homes.

New Creations specializes in restoring damaged wood, leather, countertops, flooring, stone, bathtubs, plastic, and more. The brand has been in business since 1988, and has performed services on residential interior and exterior spaces, automotive interior and exterior spaces, and more than 100 surfaces, providing sustainable, high quality, and cost-saving repairs for customers.

New franchisees with N-Hance benefit from the brand’s 15 years in the industry, and receive an intensive training at headquarters, followed by a year-long personal “N-Gage” business coach that’s assigned to each franchise owner. After the first year is up, franchisees receive ongoing training and support from the corporate team who provide the experience and procedures to be successful, system standards to adhere to, and a dedication to helping the more than 180 franchisees within the system grow and thrive.

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Franchise owners with New Creations are entrepreneurs who prioritize growing a successful small business and are creative people who enjoy using their hands and minds every day. Benefits of franchising include being a mobile-based business with low overhead costs, year-round training by master technicians, and access to proprietary methods and products within the industry.

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Paul Davis Restoration

Prep'n Sell

The restoration industry in North America is valued at $75 billion, and as North America’s leader in full-service emergency restoration, mitigation, and reconstruction services, Paul Davis Restoration handles tens of thousands of emergency claims and restoration projects every year. With 61 locations in Canada and 310 across the U.S., the brand serves insurance companies, national accounts, and residential and commercial clients from coast to coast.

Prep’n Sell specializes in a “One Call” approach for real estate agents and their clients to help them sell their homes faster and for more money. Services provided include cleaning and decluttering, landscaping and trim, kitchen and bath upgrades, interior painting, and more. Prep’n Sell also includes the RENOmagic brand marketed to people in need of improvements to their new homes.

Paul Davis Restoration offers franchisee benefits including a more than 97 per cent success rate for franchises, relationships with national insurance companies, ongoing research and training on improved methods, a business model designed to generate high profit and create wealth, a supportive home office, a new franchise launch support program that works with the franchisee for two years after opening to ensure a successful onboarding, and much more.

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The Prep’n Sell system is a home-based franchise that’s low cost, family-friendly, and offers unlimited potential in the booming home renovation market. With proven methods, a distinctive brand, abundant training and support, a CRM cloudbased software, and digital lead generation and marketing, franchisees can focus on building their business from day one.

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Franchise Canada January | February 2022 75



Rainbow International

As one of the fastest growing franchise systems in Canada, PuroClean specializes in property damage emergency services. Services provided include specialized mitigation for homes and businesses following water, fire, smoke, and mold damage. The brand is a recognized property restoration provider by insurance professionals and property owners in a B2B recession-proof industry.

Since 1981, Rainbow International has restored hope and order to home and business owners who experience devastating damages to their properties. Each franchise offers diverse services which vary by location, including water damage restoration, smoke and fire damage restoration, mold removal, property reconstruction, cleaning services and odor removal, carpet cleaning, and more.

There are a number of reasons why PuroClean franchisees find success with their small businesses: market areas offer exclusivity, easy-to-learn proven systems are designed to create and achieve success, coaching is provided by one of the brand’s most successful franchise owners, checks and balances help franchisees avoid costly mistakes, support is offered through a business community committed to franchisee success, and more.

The Rainbow International franchise opportunity has allowed more than 300 franchise owners to positively change lives, including their own, through a business that’s as rewarding as it is challenging. Franchisees benefit from a proprietary system, ongoing training and support, registered trademarks and a designated territory, abundant marketing, vendor discounts, cross-marketing opportunities from the Neighbourly® parent brand, and much more.

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Revivify Painting


With headquarters based in Ottawa, Ontario, Revivify Painting provides interior and exterior painting services as well as minor drywall repairs. The brand believes in prioritizing the client experience and building a team of employees rather than contractors, to help grow a positive reputation within each community. Services offered include interior painting, and drywall repair in interior spaces, as well as siding, sheds, decks and fences in exterior spaces.

Servpro is a leader in the U.S. market for fire, water, mold, and other cleanup and restoration services, and has now expanded into Canada. Franchise professionals with the brand respond to property damage emergencies ranging from small individual disasters to multi-million dollar large-loss events.

Franchisees with Revivify Painting receive the time to focus on providing the highest level of painting expertise and service to their customers, while head office provides many of the necessary business mechanics.

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Franchisees with Servpro benefit from the brand name, exceptional customer service, ongoing training and support, and a proven business model that can serve as a pathway to business success. As part of the ongoing training, franchisees will complete onboarding and a pre-classroom program, work with a business development program specialist, participate in an in-depth 15-day training at headquarters, work with a franchise business consultant for ongoing operations, and can participate in continuing education opportunities along the way.

Learn more at | www.FranchiseCanada.Online


ServiceMaster Restore


With almost 70 years of experience in disaster restoration services, ServiceMaster Restore is a trusted national network in the home restoration industry. The brand serves homeowners, business owners, commercial institutions, and insurance companies, offering emergency services, damage repair and reconstruction for water or floods, fire or smoke, mold removal, catastrophes or disasters, and more.

ShelfGenie specializes in custom made glide-out shelves for new or existing cabinets to help provide up to 50 per cent more storage and easier access to cabinets. Custom solutions are available for kitchens, pantries, and bathrooms. ShelfGenie is one of 12 Neighbourly® brands in Canada. Neighbourly® proudly empowers franchise owners to achieve their entrepreneurial dreams through unmatched business opportunities with attractive benefits.

Franchisees with ServiceMaster Restore are provided access to the tools they need to build a successful business and stay up to date on technology. They receive ongoing industrial and managerial support, participate in comprehensive training programs, have access to industry resources (as well as a peer support program), and much more. Ideal franchise owners have an entrepreneurial spirit and ambition for business success, strong attention to detail, and a desire to partner with an industry leader.

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Wise Cracks Concrete Technologies With 30 years of business success, Wise Cracks Concrete Technologies is a Canadian-born foundation waterproofing and concrete repair franchise that offers a lifetime warranty to clients. Services offered include foundation crack repair, sump pump installations, and basement waterproofing. Wise Cracks Concrete Technologies is seeking motivated, ethical business partners to join the growing family of more than 20 franchise units. Successful franchisees with the brand have a background in sales or are likely able to sell to clients, can work and manage a wide range of people, have strong customer service skills, and are willing to work within the framework and guidelines of a franchise system.

ShelfGenie offers a low-cost and low-overhead franchise opportunity that can be easily managed from a home office. Franchisees don’t need a workshop or warehouse to begin, since the brand manufactures custom storage solutions based on specifications provided by franchisees. Training on how to design and install the custom storage solutions is provided, until business owners will eventually be able to outsource to contract workers, allowing more time and resources to scale up the business.

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Home Improvements Fast Facts Over the next 12 months, HomeStars reports that of the people who already did home renovations during COVID-19, 77 per cent plan to complete interior renovations and 51 per cent are planning exterior renovations. More than two-thirds (69 per cent) of Canadian homeowners hired professional handymen to help complete their home renovation projects. Professionals were mainly hired for indoor jobs (45 per cent), followed by emergency repairs (32 per cent). Source: HomeStars 2021 Reno Report Landing-Page-Assets/B2B-RenoReport/2021_HS_ HomeRenoReport.pdf

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Franchise Canada January | February 2022 77



When looking to invest in a franchise business, prospective franchisees should consider new systems as well as those that are already established. With a solid concept, clear thinking, and strong management skills, getting in on the ground floor represents a real opportunity for franchise growth. If the concept is strong, being among the first investors is a bonus.  BY DAVID CHILTON SAGGERS Fairway Divorce Solutions

A drawn-out divorce can wreak havoc on the finances of anyone who has sizeable assets, says Karen Stewart, chief executive officer and founder of Fairway Divorce Solutions. Stewart—who’s divorced, herself—thought there was a case to be made for starting a company that could help protect the finances and parenting relationship of couples getting divorced. Stewart explains that the company will negotiate, mediate, and navigate on behalf of its clients, all for a flat fee. Canada’s divorce laws are comprehensive but not complex, she says, and she promises that Fairway will be “in and out of the negotiating mud in 120 days.” The average client fee per couple is $8,000 to $14,000, and the target market is those with assets that need to be protected. Calgary, Alberta-based Stewart is a former stockbroker and is well informed about high-net-worth individuals. She began Fairway Divorce Solutions in 2006 and started franchising in 2008. She halted franchise sales from 2011 to 2020 to focus on same store growth and proof of concept. As of 2020, with her renewed strategy for growth, she now has 16 offices in her system, the corporate location in Calgary, and 15 franchises in Ontario markets such as Oakville, Kitchener, and Niagara Falls, and others in British Columbia, Alberta, Saskatchewan, and Manitoba. Two franchises are expected to open this year in Toronto, and Stewart is actively seeking strategic investors and franchise partners. She hopes to expand further in British Columbia, Ontario, and Atlantic Canada, and have 40 to 50 offices coast to coast. As for the qualities she looks for in her franchisees, Stewart says she’s interested in entrepreneurial owner/ operators with a high emotional quotient (EQ). Financial planners would be ideal, although she notes, “One of my best franchisees is a teacher. She has a super high EQ.” Increasingly, lawyers are also showing an interest in a Fairway franchise. But irrespective of training, her franchisees must have credentials behind them. They’ll also need a formal business office. Training is offered both in-person and online. An online course takes 40-50 hours to complete, and there

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Karen Stewart

are six days of instruction in independent negotiation and resolution. There’s also a year of ongoing training and support. The cost of a franchise is $45,000. The pandemic hasn’t affected Fairway as much as some other systems, thanks in part to virtual consultations. Many franchisees had their best year ever, Stewart explains. “We haven’t lost one franchise due to COVID-19.” The benefits of a Fairway investment are its branding, high margins, high demand, and its target client, says Stewart. “To be successful, you don’t need a big piece of the market.”

Learn more at | www.FranchiseCanada.Online

Mad Radish Gourmet Fast Foods

David Segal believes that fast food and healthy eating can go hand in hand. That’s why he’s steering Mad Radish Gourmet Fast Foods as its chief executive officer. Mad Radish began in 2017 with two stores in Ottawa, Ontario, and now has four there and three in Toronto, all corporate. Segal got the idea for Mad Radish—and its sister concept, Luisa’s Burritos & Bowls—while he lived in the U.S. “We’d like to bring healthy fast food choices to Canadians,” he says. Among the popular choices on the menu are Piri Piri Chicken, the Mad Caesar with a choice of lemon-herb chicken or cilantro-lime tofu, and the Smoking Gun Burrito. With expansion in mind, Segal, who’s based in Ottawa, intends to start franchising this year in the Ottawa to Windsor corridor. Franchisees will benefit from the support of a world-class operations and marketing team and a hands-on approach to ensure their success. Since the system is young, Mad Radish is focused on single and multi-unit investors. Ideally, franchisees should have some experience managing staff, appreciate healthy eating and, of course, have a positive, cando attitude. Training takes five weeks, three of them in a

corporate store and the other two in the investor’s own location. The cost of a franchise runs between $475,000 and $600,000, and a store’s “sweet spot” is 1,400 to 1,800 square feet. Stores can be refits or new builds, says Segal, but they must be street front. As for the effects of COVID-19, Segal says that before the pandemic, Mad Radish was very successful in the office worker market, but with the abrupt change in work venues, “we evolved our system. We upgraded our technology and our structure towards other successful models.” The benefits of investing in Mad Radish are numerous, says Segal. Operations are standardized, there’s a strong branding strategy in place, and having Mad Radish and Luisa’s Burritos & Bowls under one roof puts two complementary concepts in one location. And he concludes, “The future of fast food is healthy.”

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Franchise Canada January | February 2022 79

Stallion Movers

What began as a delivery service for seniors seven years ago has changed focus over time and is now a successful moving company that continues to serve largely, but not exclusively, the seniors market. Brett Ford, president of Stallion Movers, says seniors and those with homes of three bedrooms or fewer are definitely Stallion’s specialty amongst other available income streams. The brand recognized that seniors moves was a market that wasn’t being catered to, as they require an extra level of care and an emphasis on patience, empathy, and kindness. The Kitchener, Ontario-based company is in the process of creating a franchise system for Stallion, and plans to start franchising in 2022. Ford explains, “We’ve spent the past year seeing what works, and where there’s opportunity to improve our processes—we’re constantly learning.” He expects his first franchises to be within a reasonable drive of Kitchener, and mentions such cities as Brantford and London in Ontario’s southwest. The hope is to start with three franchises, and Ford stresses that Stallion is going to make sure they work before expanding to ensure longevity and success. At the moment, Ford pegs the cost of a franchise—which can’t be home-based—at between $100,000 and $200,000

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depending on territory. Ideally, each franchise would have a minimum of two to three trucks. Ford is certain about what qualities he wants to see in his franchisees. Although a background in moving would be helpful, he says that a more important factor is attitude. “Our main priority is a focus on the customer experience, and we ensure that every step is positive and pleasant. We want people who feel the same way, and want to do things differently than expected.” As for the benefits of investing with Stallion, the brand has built a network of seniors’ homes and retirement community partnerships within its current region, and can actively start conversations with retirement homes in each franchisee’s area to help them establish their business. Stallion currently has a strong reputation and even better referrals, Ford says. “Future franchise owners can confidently use our template and training to kick-start their own seniors moving business under the Stallion Movers brand.”

Learn more at | www.FranchiseCanada.Online


Spread Your Wings Millennial WingsUp! franchisee Vitul Patel is expanding his franchise ownership with new take-out only locations across southern Ontario BY STEFANIE UCCI


hen Vitul Patel arrived in his new home in Canada back in 2014, his first job was working part-time at WingsUp! in Burlington, Ontario. In between shifts, he was an electrical engineering student at Mohawk College, working towards a diploma to get his foot in the door of the engineering world. But the 29-year-old franchisee originally from Ahmedabad, India, ended up taking a slightly different turn—into the world of business ownership of a quick service restaurant. After finishing college, Patel realized that it was more enjoyable to work at WingsUp! rather than in the field he’d studied. He says that working 14-hour days at the

restaurant was a breeze, but six hours of engineering had him feeling bored, which made for an obvious decision when an ownership opportunity popped up. In October 2017, after receiving his permanent residency, Patel was asked by his former manager if he knew anyone who would be interested in purchasing her WingsUp! location in Hamilton, Ontario—exactly where Patel was planning to plant his Canadian roots. “For a year and a half, I was a crew member and then I got opportunity to be a manager, running the entire restaurant by myself,” explains Patel. “When I got the opportunity to [take over and] own that business, which I had already managed for three years, it was the perfect opportunity for me.”

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NEXT GENERATION IN FRANCHISING Vitul Patel, WingsUp! franchisee with two locations in Hamilton, Ontario

Fast forward to October 2020, and Patel was ready to spread his wings and purchase a second resale location in Hamilton. Two thumbs up for WingsUp! WingsUp! operates with a unique franchise concept as its primary focus is take-out and delivery. This gave it a leg (or wing!) up in the industry during the COVID-19 pandemic, when dine-in restaurants were shut down for many long months. Locations require a smaller footprint of about 1,000 to 1,200 sq. ft., reducing overhead costs for franchise owners. On top of that, the brand offers a simple and unique menu focused around one type of protein—chicken wings—that can be tossed in one of 18 different sauces including classic, sweet, spicy, bold, dry, and sweet and spicy for guests of all appetites. WingsUp! also serves tasty appetizers including jalapeño poppers, perogies, potato wedges, fried chicken sandwiches and wraps, and more, all of which can be easily popped into a deep fryer and served up to guests. Thanks to the brand’s QR system for ordering, Patel says it’s a simple-to-operate process, even in larger volumes on busy days. And those busy days came about during the pandemic, when hungry locals were looking for tasty quick service restaurants to provide fast, easy meals to pick up and eat at home. “Our type of restaurant focused on takeout and delivery saw a very sharp uptick in sales,” says Patel. “Our sales almost doubled in the period of about a month and a half. [The pandemic] was a problem for us, but to see those kinds of sales in such a short period of time was actually quite challenging. We had to almost double our staff, and everyone was working overtime in that

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period of April to June 2020, so we had to take care of our employees during that time. They were the ones who helped us—if they weren’t there, then we wouldn’t have been as successful.” Just wingin’ it At the time of writing, WingsUp! has 17 restaurants in operation, with 12 locations under construction, and 29 locations in development. Of those coming soon, three are Patel’s: he’s opening new stores in Georgetown, London, and Sarnia. As a multi-unit franchisee, Patel doesn’t do it all on his own. He has two business partners who are also managers at his two Hamilton locations to add that helping hand in keeping the businesses up and running. Patel also notes that much of his support comes from the WingsUp! head office that guides franchisees through every step of their franchise ownership process. Initial training includes a rigorous four weeks to learn the basics of the restaurant and how to manage and grow the business. After that, franchisees receive an additional two weeks of training from knowledgeable team members to help prepare them for their grand opening. “WingsUp! is really great for its support system and I’m always in touch with my operations manager if I have any issues. If I need help, I get instant replies,” says Patel, noting that even when he visits his hometown in India, he’s still able to communicate with the head office team to get support for his restaurants being run by his business partners in Canada. The brand also conducts an operational audit in each store once a month to ensure franchisees are following systems and processes, while noting if there are any issues and how they can be fixed. | www.FranchiseCanada.Online


When it comes to marketing, Patel adds, “Every quarter we sit down with our marketing [manager] to look at data, sales, the performance of our last part of the marketing plan, if we can run the same promotions again, what needs changing, and advertisements. I personally keep track of sales on a weekly basis to help myself [monitor how the restaurants are performing.]” More than just a Monday to fry-day So far, Patel says he’s had a “very good experience” with WingsUp! and notes that the biggest benefit of being a business owner is the flexibility to choose his own schedule. “Some people don’t get that flexibility and have to work 14 hours, but it’s part of being [a franchisee] and it’s allowed me the opportunity to grow constantly,” he notes. As a millennial franchisee, Patel had the benefit of working at his future franchise for a few years before taking over as owner, so that the franchise systems and processes were already familiar to him, and he established contacts with knowledgeable members in the industry who “helped me hire some very good people.” But Patel also notes that one of his main challenges early into his franchise ownership was with hiring. “When I took over the store, the first thing I did was build a solid employee base. The reason for that was I didn’t

[and still don’t] want [high turnover] of employees in my restaurant, because I know when that happens, it reflects on the quality and service,” he explains. “So, I made sure that I had good people and that I trained them. Most are working with me right now and some [became] business partners in my other locations. When I hire [new workers], I talk about what their future goals are in order to make sure I don’t just hire an employee, but I try to see them as a future manager because we’re constantly growing and need people who can run the store.” As for advice Patel has for future franchisees, he says that franchising is a “very safe” business model to consider. “Franchising is a very good way to start, especially if you’re a new [entrepreneur.] You have a lot of support from head office for operational and marketing support, especially if you don’t know the industry. If there’s already been proven systems, I’d rather follow that and get myself successful using that system.”

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THE CODE TO SUCCESS Code Wiz founder and CEO Ruth Agbaji shares her vision of reaching one billion children worldwide BY STEFANIE UCCI


hen most franchisors establish their franchise system, they may go into their new business endeavour with an audacious business goal in mind. For Code Wiz CEO, founder, and “nerd-in-chief” Ruth Agbaji, her big vision for the educational coding franchise is a magic number: to reach one billion children across the world. “I believe that every child has an inner genius in them that’s waiting to be unlocked … everybody has some

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sort of genius in them,” explains Agbaji. “I’m trying to empower as many kids as I can to unlock that inner genius through coding and robotics.” Code Wiz is an educational franchise where students can develop coding and programming skills—as well as critical thinking and problem-solving abilities—regardless of age, tech proficiency, or personal interests. Agbaji founded the brand in 2017 and began franchising in 2019 with the goal of reaching more children across the U.S. and beyond. | www.FranchiseCanada.Online


Making the move Agbaji grew up in Nigeria, and even as a young child, she had a passion and drive to do and be more in life. As a college student in her fourth year of an electrical engineering degree, she says she felt like she wasn’t learning much because of a lot of the knowledge she was being taught was theoretical rather than practical. Tack on the challenges of being a young woman in the male-dominated engineering field and the fact that the program had only one piece of equipment to be shared by 50 students, and Agbaji realized that her potential wasn’t being fulfilled as much as she’d hoped. These academic challenges coupled with her drive to express her full skillsets led to creating a “big project” for her college, using code to solve the problem of collecting assessments for large classes. “I very quickly ran into errors and mistakes—if you’ve ever tried to code then you know what that looks like,” explains Agbaji. “But I didn’t want to give up. I felt like I always wanted to get out and this might be my ticket out [of Nigeria]. I had to keep going and be resourceful and find a way to fix the problem.” After “randomly Googling the problem, as all awesome software engineers do,” Agbaji says she was mentored over email to help her add the finishing touches to her big project. Then, she decided to apply to colleges outside of Nigeria to see if she could get a scholarship. That eventually led her to Tufts University, which ended up being her ticket to the U.S. and to bringing the Code Wiz brand to life in her new town in Massachusetts. “Originally when I started Code Wiz, my goal at that time was having five locations in Massachusetts. Then I would feel accomplished and fulfilled,” she notes. “Life happened and I wasn’t able to open more corporate centres, but I could see the demand of what our competitors were doing.”


Today, she has the drive to make the brand a household name and reach as many children as possible. “When I sat down and looked at it, I knew that I could be hyper focused on my goal, and I can keep knocking things out of the way until I get there. I knew I could do this on my own if I wanted to, but this might be a whole lot faster and easier if I partner with the right people.” Acquiring a helping hand As a wife and mom of two children, aged five and eight, Agbaji decided that she wanted to spend more time with her family and steer away from working the dawnto-dusk, 14-hour days that were required of her as the brand’s leader. In order to let Code Wiz grow and flourish as a franchise system, she recognized that she needed to bring in an outside party to add a helping hand. That led to the brand’s acquisition by parent company, Clear Summit Group. Agbaji says she loved their values as a purposedriven company with businesspeople who aren’t all about the money, but much more than that. “One of the

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things that I really love about them is that they’re betting on you, the founder.” Before the acquisition, Agbaji was only taking on as many franchisees as she could support. Now, she has the support of Clear Summit Group to grow more quickly, since it has a team that’s dedicated to assisting franchisees in their business journeys. It was after this grand business move that Agbaji’s daughter helped spark her big goal. “After we got the acquisition, my eight-year-old daughter made me a card and wrote, ‘Congratulations mom. I can’t wait for Code Wiz to reach one billion kids.’ I said, ‘Boom! That’s it. That’s our vision statement. That’s the number that we’re going to reach.’ It seems insurmountable—I think that’s like half the population of kids in the world. But anything and everything is possible so I’m running with that.” Crushing the obstacles As most franchisors and business owners will know, the trek to get the Code Wiz business up and running had its own set of unique challenges that Agbaji faced head on and knocked down as they came. “Life throws different challenges at us, and things that we have to deal with, and that’s just the first thing to get over,” notes Agbaji. “Some people have more challenges than others, but life in general just has obstacles, and that’s not going to stop you from doing what it is that you feel you were made to do.” She explains that being an entrepreneur can get lonely because not everyone understands the long hours and hard work it takes to be a business owner or a franchisor getting their organization up and running. “You often have people around you who absolutely love you and want the best for you, but they’re like, ‘Can’t you just stop working? Shouldn’t you go to bed?’ I say, ‘I’d love to go to bed but … this has to happen, this needs to get

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done!’ Sometimes that can be isolating, when your family and loved ones don’t quite get the drive and the need to really keep pushing and not give up.” But Agbaji says she powers through by trying not to overthink things, while hyper focusing on the end goal. Plus, it helps to surround yourself with people who are battling the same obstacles as you are. “Understand that the best laid plans always have challenges—things go wrong, and things change,” she adds. “The joy at the end of the goal is going to be permanent so I’m going to be focused on the joy that I’m getting when I hit the goal.” As Code Wiz begins to grow into the franchising sphere, Agbaji notes that it’s important to work closely with her franchisees to move the brand forward, together. The culture is one of collaboration, where everyone works in the business with the mindset of, “If you’re successful, we’re all successful.” She says she’s looking for franchisees who thrive in a collaborative culture, are happy to work with other people, are entrepreneurial, and see making an impact on the next generation of children as part of their ROI and reason for starting a business in the education industry. “One of the things that I have learned through my franchising journey is that we’re better together and we are stronger together,” says Agbaji. “Fix your mindset, surround yourself with people that care and believe in you more than you believe in yourself. Just get going, take one step at a time.”

Learn more at | www.FranchiseCanada.Online


Aleena Zaidi and Bilal Zaidi

Families Helping Families Brother-and-sister duo Aleena and Bilal Zaidi dive into what a typical day looks like at their Angus Valley Montessori School franchise



pening a preschool franchise location during a pandemic means you need to be flexible. You may have just figured out your typical day when everything changes and your schedule, procedures, and more get turned upside down. That’s what Aleena and Bilal Zaidi, a brother and sister franchising team, discovered when they opened their Angus Valley Montessori School location in September 2021. The two, originally born in Canada, were raised in Pakistan and then returned to Canada for university. They say they work well together—as Aleena explains, “We depend on each other. If you have a sibling, you have to be there for them.” The first challenges the two faced were delays in opening their Vaughan, Ontario location. The pair originally hoped to open in 2020, and then in summer 2021, Bilal says. “There were a lot of delays, labour shortages, and restrictions by York Region on how many people you could have in the building, [as little as] one tradesman at a time. We anticipated we would be open for summer camp, but that was pushed back.”

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A DAY IN THE LIFE here at 7 a.m. because it was so new. Now we’ve worked out what’s best for each person between me, Bilal, and our supervisor.” Aleena comes into work at about 8 to 8:30 a.m., while Bilal arrives between 8:30 to 9:00 a.m. Bilal handles the back-office responsibilities and Aleena manages the day-to-day parent-based operations. “We also have our supervisor. She and I are up front, meeting with parents, doing pick up and drop off and working on day-to-day tasks,” says Aleena. “My day ends at about 5:30 p.m., but we still have a lot of tours [with interested parents], and we can’t do the tours when school is running, so I schedule them for after hours.” One huge change brought by the pandemic is that following COVID-19 restrictions, parents haven’t been permitted in the building. “Typically when you drop off a child at a new place, parents would be allowed to come in, observe, and stay in the classroom for an hour. That’s not something we can do right now,” explains Aleena. That’s actually been a positive, though. She adds, “It’s really shortened the transition time for children to settle in. Before, I think it was harder for parents to leave their children for the first time more than [it was for] the children.” Still, Aleena says it’s vital to keep in touch and update parents about their kids. “We stay connected with them throughout the day through our apps.” Seeing how quickly the children settled into their new environment was a high point for Aleena. “I expected the fears and not wanting to come in to last much longer, but that ended very quickly. That’s definitely the highlight of my day: children enjoying the space [we created].”

By September 2021, the school was ready to open its doors. “Because it was a new school, teachers had their hands full and we really couldn’t have parents coming inside, so we had our grand opening [take place] in October,” Bilal explains. The grand opening was a highlight for the new business owner. “We set up a tent and parents met all the teachers. That put a face to the names.” Establishing the day-to-day operations Once they opened, the Zaidis needed to be ready for a different kind of experience. “The first month was intense,” Aleena says. “It was all hands on deck; everyone was

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Keeping children in good (and clean) hands When it comes to COVID-19 protocols, Aleena says teachers must wear masks, but it’s up to parents whether their children do. The children wash their hands a lot. “Because they’re kids, they touch everything, so there’s a lot of handwashing going on before each activity and each transition between activities.” “Since it was a new school, we took COVID-19 into account,” Bilal says. “We converted faucets to be touchless, as well as soap and paper towel dispensers. Angus Valley partners with Eco Lab”—a provider of medicalgrade cleaning and hygiene solutions—“who provides hospital-grade hand sanitizer. It has the quickest kill time for the COVID-19 virus and is child-friendly as well. As protocol changes, our policy gets updated.” The franchise caters to children aged six months to six years, and uses a customized curriculum designed for each age group within the school. Programs are based on the method developed by Dr. Maria Montessori—who pioneered the use of exploration and child-led activities in teaching—and incorporate art, music, move- | www.FranchiseCanada.Online

A DAY IN THE LIFE Left to right: Murtaza Hasan, AVMS Founding Partner, Bilal Zaidi, Aleena Zaidi, Sunil Bhardwaj, AVMS Founding Partner, Syeda Hasnain AVMS Director of Education, and Saneh Bhardwaj, AVMS Operations.

ment, drama, and play. The first location was opened in Markham, Ontario by Murtaza and Syeda Hasan in 2013, under the name Angus Glen Montessori. Today, the franchise operates as Angus Valley Montessori, and has locations operating in Pickering, Milton, and Vaughan, and one under construction in mid-town Toronto. The brand has another five locations at various planning stages all in southwestern Ontario and hopes to expand to western Canada and the U.S. The brother-sister duo speak very highly of the Angus Valley Montessori franchise. “You benefit from the experience of being with an establishment that’s been around for [years]. I think there’s been a lot of thought put into the curriculum and the design of the school. They have the experience—all the details have been thought through.” Aleena adds, “When we started, there was a lot to think of because there are young children in your care. There are all these policies, and everything needs to be in place. It’s a lot for someone to take on. I think being part of a franchise is great because it’s laid out for you.” She also values her interaction with other franchisees. “It’s not your typical cookie-cutter franchise. When you go to the other locations, they have the same feel in terms of design and aesthetics, but as owners, you get to inject your personality. Most of the franchisees know each other. It’s nice to interact with other franchisees who are going through exactly what we’re going through.” Aleena had already worked for the franchise for two and a half years, running their art camps, before working in administration, as well as in all the classrooms, to get a feel for how the franchise operated. During this time, she also qualified as an ECE (Early Childhood Educator).

“Having some experience in business and education definitely helps to implement your vision,” says Aleena. “Being a franchisee, things were laid out for us, but we also hired a supervisor who has an educational background. Our supervisor has been in the education business for 20 years.” AVMS founder Hasan says the Zaidis are wonderful franchisees. “Aleena and Bilal belong to a family of successful entrepreneurs and have seen firsthand how an independent business operates and thrives. As children, they attended a Montessori pre-school before entering a private school setting and recognize the importance this experience had in preparing them for primary school, as well as teaching them lifelong skills. The fact that education and learning were emphasized at home make them excellent ambassadors for providing new generations of children an equally positive early learning experience.” Aleena concludes, “I love working with children and it’s been nice connecting with families. Our primary goal was to provide reliable care for parents. There are so many families going back to work. I can’t even imagine how tough that must be if I had just dropped off my children for eight hours at a place that I had no idea about. So, our goal has been to make families feel like their child is in good hands.”

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Signed, Sealed, Delivered

Franchisee Al Junaidi explains how InXpress ticked all the boxes for the first year of his franchise journey BY JORDAN WHITEHOUSE


hen Iyad Al Junaidi became an InXpress franchisee in November 2019, he had no experience in the shipping industry. He did, however, have a goal to start his own business, plus more than 15 years of working in the pharmaceutical and medical device industries behind him. There, he’d held various sales, marketing, and directorial roles for companies like Pfizer, Allergan, KCI, and Getinge group. The connections between that background and a shipping franchise might not be obvious, but Al Junaidi sees the relation on a more macro perspective. “I was exposed to state-of-the-art operational and management systems and methods at all of these companies,” he says. “So, I know when I see really good practices. And I saw those at InXpress.” Founded in 1999 in the United Kingdom, InXpress provides domestic and international shipping services to small- and mid-sized businesses across the world. By partnering with carriers like DHL and utilizing its online shipping software, Webship+, InXpress automates the shipping process and provides discounted rates to businesses. The company began franchising in 2000, and today there are more than 400 franchise locations worldwide, including more than 30 across Canada. Al Junaidi’s location is in Dundas, Ontario, just west of Hamilton. Although he recognized InXpress’s exemplary practices, he took about six months to do his due diligence before joining the company and jumping into that first year. “I wanted a company with a proven sales

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record and a scalable, profitable business model, plus one with a growing market and repeat business,” he says. “I also wanted to know that I could compete in the market and that there were upselling opportunities, because that’s all about sales and service, which I’m interested in and good at.” InXpress ticked all those boxes, he says. So, in late 2019, he signed. The next year would be filled with excitement and uncertainty as he learned the ins and outs of InXpress and the shipping industry. He would also be confronted with the realities of a pandemic that forced him to rethink how he would reach prospective clients. Despite these challenges, by the end of that first year, he would be handed InXpress Canada’s Franchisee of the Year Award. Training for success Another box that Al Junaidi wanted to tick with a franchise was a comprehensive training program. Again, he found it at InXpress. The initial franchisee training included both an online program and two of weeks of in-person sessions at the U.S. head office in Salt Lake City, Utah. Both are designed to cover the key aspects of the business, including InXpress’s systems, managing carriers, business planning, and sales skills. The amount of information included was extremely comprehensive, says Al Junaidi, and part of it was delivered by experienced franchisees. “Not many companies use franchisees in this way, but that was great because it let you know that you were getting knowledge in a very practical way.” | www.FranchiseCanada.Online

THE FIRST YEAR Although it was a lot of information to take in, InXpress followed up with support for Al Junaidi from day one of opening his business, he says. That’s meant biweekly follow-ups from his business coach, a monthly best practice call, and regular monthly calls conducted by the Canadian and U.S. head offices to ensure he’s effectively implementing the business strategy. The company also has rich training content available through its InXpress University and a franchisee dashboard, where materials include audio recordings, videos, and a variety of PDFs. Franchisees can also share ideas and best practices with other franchisees through WhatsApp and get support from InXpress’s help desk. “That ongoing training and support really makes InXpress stand out,” says Al Junaidi. All of it amounted to a relatively smooth beginning as a franchisee, he says. His first few months were spent getting up to speed, putting all of his new knowledge to work, and finding his confidence. By about the six-month point, he started seeing results. “It was an exciting time. The business concept was really appealing, and it’s a very transparent system where you can see the performance and the results of everyone in the network. There’s also transparency in that they tell you what to expect. There’s a success formula that, if you follow it, you’ll see results. So that was really motivating.” Adapting to uncertainty As with any new franchisee in their first year, there were challenges. One of the biggest for Al Junaidi, particularly early on, was overcoming the uncertainty of working in a completely new industry. From logistics to transportation, almost everything about the shipping sector was unfamiliar to him. He says it was an uncomfortable feeling to be investing a lot into a business that he didn’t know much about. But, he adds, that’s where the benefit of being part of a franchise system comes in. “I learned the key concepts and skills in the first few months, and then I noticed that if I applied the success formula and followed the system, then the results will come. It’s simple yet very powerful. InXpress provides the background support, and they manage the carrier relationships, but I have to focus on developing the business and providing excellent service to my clients.” Then the pandemic hit, and suddenly Al Junaidi’s typical way of developing the business—through faceto-face meetings—wasn’t an option. He took this next challenge in stride, though, by improving his phone skills through webinars, books, and constantly revising his own scripts. Cold-calling prospects wasn’t easy, but he soon found that it was a more powerful sales tool than email and even in-person networking.

During those early pandemic days, InXpress also provided weekly calls on how to survive during tough times, shared best practices from its global network, and invited external sales experts to share tips on prospecting non-conventionally. By the end of that first year, Al Junaidi saw his numbers growing exponentially month over month. “It was really exciting and motivating to see that growth and that I was building a solid base for the future.” He says that it was also motivating to win InXpress Canada’s Franchisee of the Year award after just one year in business. “That gave me a great sense of achievement, and it also assured me that I’m working with a company that has great leadership, acknowledges success, and rewards it. I’m very proud to be part of this system.” Which brings Al Junaidi to one of his biggest pieces of advice for prospective franchisees: find a company that has your back. “Take your time to do your due diligence, and be sure that you’re joining a company that provides training and that has a good support system.” Of course, it’s also key to join a company with a concept that’s appealing to you, he adds, as well as one that allows you to grow year over year. Al Junaidi says he’s so happy he found all of that—and more—at InXpress. “I feel privileged because I’m with a company that really cares and wants me to succeed.” Not unlike the big pharma and medical technology companies he worked with. “When it comes to training programs, when it comes to follow-ups, when it comes to improving things and adapting to changes in the marketplace and providing tools to franchisees—InXpress is as good as all of those big companies.”

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Fresh-Squeezed Franchising

Booster Juice has made a splash in the healthy food market, serving juices and smoothies to guests for more than two decades BY KYM WOLFE

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ICONIC BRAND With its first store founded in 1999, Booster Juice now boasts 410 locations across Canada.


s Canada’s original juice and smoothie bar, Booster Juice was founded by Dale Wishewan back in 1999. He had a lifelong passion for sports and fitness and had been creating his own protein concoctions for years. Although he went to school south of the border (on a baseball scholarship), earning his BSc in mechanical engineering from Portland State University, it wasn’t until years later that he noticed the American popularity of juice and smoothie bars during his travels across the U.S. The first Booster Juice location opened in Sherwood Park, Alberta, offering a healthy fast-food alternative for active people who were concerned about their health and wellbeing. Even Wishewan couldn’t have predicted how popular Booster Juice would prove to be! “I had no food service background, and no pre-conceived notions about how the business should be run,” says Wishewan, who’s still Booster Juice’s president and CEO. What he did have was a belief that there was a gap in the Canadian QSR market that Booster Juice could fill. He had the goal of bringing fresh and healthy food to the masses, and project management skills to grow the business. By the end of year one, there were 15 locations, and by the end of year two, there were 50. Today you can find Booster Juice in every province and territory, with 410 stores across Canada. A berry good franchise adventure Jacques Lamontagne became a franchise owner in the brand’s third year, opening a store in the Orleans area of Ottawa in November 2002. Lamontagne had owned a sporting goods franchise in Northern Ontario for 10 years before moving to Ottawa, and says, “I’ve always

been active and very careful with what I eat, and when I saw that Booster Juice was looking for a franchise partner in Orleans, the opportunity got me really excited.” That’s typical of a new franchisee with the brand, which attracts partners who are passionate and have an existing knowledge base about healthy eating and wellness—and likely have been a Booster Juice customer themselves. Franchisees should also have a commitment to building relationships through personalized interactions, be community minded, and want to be a hands-on business owner. “We don’t grow for the sake of growing,” says Wishewan. “We don’t compromise on the quality of our franchise partners—or on the quality of our real estate. Part of why we’ve done so well is because of the variation of store types—some store fronts, some in office towers or malls—and being open to change in our stores to accommodate eating habits.” Wishewan says he believes that 650 stores will be the saturation point for Booster Juice in Canada, and predicts that half of the new locations will be in Ontario, with the other half spread throughout Canada. The majority of Booster Juice stores are in power centres and strip malls, which proved to be extremely beneficial during the COVID-19 pandemic, since it allowed easy curbside pick-up and access for third party delivery partners. Wishewan says that typical Booster Juice customers are active, on-the-go people, and 90 per cent of sales were grab-and-go even before the pandemic, so not having an open seating area didn’t have a huge impact on sales. “These are people who want to get on with their day,” he says. To cater to their needs in a healthy manner, the franchise had already introduced a food menu to compliment the juice and smoothie menu.

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ICONIC BRAND “We don’t compromise on the quality of our franchise partners—or on the quality of our real estate. Part of why we’ve done so well is because of the variation of store types—some store fronts, some in office towers or malls—and being open to change in our stores to accommodate eating habits.” - Dale Wishewan

Wishewan sees how the shortage of workers has impacted the entire QSR sector, but says, “We’re in a good spot, though. We provide a fresh environment, no fryers or 4 a.m. start times, so in some ways, it’s easier for us to attract staff.”

Still, like many Canadian employers, Lamontagne experienced multiple challenges when the pandemic hit, from staffing to preparing orders, and then getting them into customers’ hands. “The first few months— mid-March to the end of April 2020—I did most of the days myself except on weekends. It was very difficult to drive customers in, so we had to go to them. We got help from third party delivery apps to be able to survive and get some sales going. Then our Booster Juice app [launched], and that helped a lot too.” The Booster Juice app is here to stay, which has made serving customers quicker and easier in some ways. “People pre-order and pay through the app, so there’s no waiting in line,” says Lamontagne. “My sales are up 19 per cent over what they were in 2019. We’ve noticed an increase in food sales. It used to be four to five per cent of sales, now it’s closer to 15 per cent.” On the other hand, Lamontagne doesn’t get to see customers and chat with them, so he doesn’t know his regulars the way he used to, and he says he misses that. “What I do enjoy the most is talking to my customers, [getting to know] them and what they want. For 20 years, I’ve been working in this store, and I know my regular customers very well. During the pandemic, people got used to ordering home delivery and many continue to do that. Now I can see deliveries going to the same addresses regularly, but I never see some customers.”

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Boosting franchises to business success Booster Juice supports its franchise partners with field operations staff, among other things. There’s online training for new hires and a support team that can respond quickly to help with any challenges that arise. Each new franchise partner goes through a 14-day initial training program, a combination of in-class and in-store, to learn all of Booster Juice’s well-defined processes and procedures. Franchisees also get ongoing support from the Edmonton head office or the regional office in Toronto, which offers assistance to the eastern market. The company provides marketing and promotional supports, and coaching to tap into multiple revenue streams, including non-traditional satellites, catering, and school programs. Back in 2002, Lamontagne found that not many people were familiar with smoothies and their health benefits, so he was educating customers as much as promoting his own business. Now smoothies are a mainstream product, and Booster Juice is a well-recognized brand. Even so, to build a Booster Juice business, he says, “You have to put in the time and effort. It’ll pay off—but it’s not done overnight.” Wishewan adds this advice to potential franchisees: “Pick a business you enjoy. Each franchise system knows its own business well and has a way of doing things. Adhere to that, be hands on. The business isn’t going to run itself. Do your due diligence, ask questions and choose something that’s the right fit.”

Learn more at | www.FranchiseCanada.Online


4 FRANCHISES FOR $500K+ Franchising is about diversity, and opportunities may 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 for $500K+. Boston Pizza

International Workplace Group (IWG plc)

Since opening its first restaurant in Edmonton, Alberta in 1964, Boston Pizza International has grown to become one of Canada’s most prolific casual dining brands, with more than 380 locations across the country that serve more than 40 million guests annually. Boston Pizza offers two experiences under one roof: a family-friendly casual dining restaurant and a lively sports bar. The brand is known for its gourmet pizzas built on top of hand-pressed dough. The menu also includes a wide variety of pasta dishes, salads, entrees, and desserts. Franchisees benefit from low food costs, ongoing training and support, no royalties or co-op fees on alcohol sales, and awardwinning advertising campaigns and sponsorships. The brand offers a sophisticated restaurant concept for hotels and a streamlined conversion program for existing hospitality businesses.

As the market demand for flexible workspaces increases, International Workplace Group is poised to provide customers with the opportunity to fully outsource their office portfolio. IWG is the world’s leading workspace provider, with more than 3,000 business centres operating in 120 countries. This network of office, coworking, and meeting spaces ensures that businesses can operate anywhere, without the need for set-up costs or capital investment. IWG seeks franchisees who have experience in a fast-paced sales and customer service-oriented business, understand how to operate and grow branded operations, and have the financial and organizational capacity to thrive as a franchise owner and pursue a path of future growth.

Learn more at Learn more at

Days Inn Under the stewardship of Realstar Hospitality, upscale economy brand Days Inn has grown from a handful of locations in southern Ontario in 1992 to a footprint of more than 110 independently owned and operated hotels across Canada. As a member of the Wyndham Hotels & Resorts portfolio, the brand is part of the award-winning Wyndham Rewards program that offers loyalty benefits for guests. The Canada-based corporate support team is made up of service-focused hospitality professionals. Franchisees with Days Inn have access to a wide range of support assistance, interior design packages, and a new Canadian-designed construction prototype.

Tommy Gun’s Original Barbershop Guests at Tommy Gun’s Original Barbershop are transported back in time amidst retro décor that brings to life 1930s Chicago or New York environments. The brand was created to fill a market gap in men’s grooming, and since opening in 2009, has grown to more than 74 locations across Canada and more than 90 worldwide. Tommy Gun’s offers haircuts, styling, and shaves, and is known for its signature relaxing scalp massages and old-school hot towel shaves. The brand takes pride in its franchisor-franchisee relationships and its quality network of passionate franchisees who are dedicated to world class service.

Learn more at Learn more at

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OUT OF THIS WORLD EDUCATION 2inspire’s Shafik Mina on leadership, his passion for franchising, and inspiring children through education


s the world leader in science enrichment programming, Mad Science gives children hands-on experience with science experiments in homes, schools, and even online. And for youngsters with a flair for art, Crayola® Imagine Arts Academy™ provides art enrichment programming to foster their creative side while learning about real-world topics and applications through art projects. One of the friendly faces behind these two franchise systems is Shafik Mina, CEO of 2inspire, the parent company that brought the brands to life. He notes that, “Our franchise concepts are focused on educational, engaging, and most importantly, inspiring content for children in various disciplines, [including] science and the arts.” 96 Canadian Franchise Association | www.FranchiseCanada.Online

FRANCHISE FUN Mad Science has more than 35 years of history with teaching kids, but Mina adds, “When [Crayola® Imagine Arts Academy™] launched in September of 2019, [it] attracted more than 20 franchisees in the first six months. Unfortunately, this spectacular growth was slowed down by the COVID-19 pandemic. [However, now] it’s nice to see that momentum is starting to come back.” Here, the adventurous, entrepreneurial, and food-loving Mina shares the unique people he’s recently had the opportunity to meet, one of his most enjoyable activities in life (there’s food involved, of course!), his desire to sleep less and do more, and his hope to see his own children blossom into inspiring people, among much more. The most interesting thing I’ve done recently is… I had the opportunity to work closely with two different astronauts who’ve been to space, as well as to meet a real-life princess.

One of the most enjoyable things to do is… Enjoying a delicious meal with friends, family, or even complete strangers. Food has a way of bringing people together.

In its best form, work is… Inspiring, motivating, rewarding, and challenging in positive way.

My favourite drink is… A well aged single malt whisky.

A good franchisee… Is either a great marketer or a great operator, recognizes their strength and hires against their weakness, and of course respects the business model set out by the franchisor. A good franchisor… Delivers a strong brand, processes, and on-going support to their franchisees. My top advice for prospective franchisees is… Pick a business you can be passionate about and work closely with your franchisor, as they should be invested in your success. My top advice for new franchisors is… Compromises made in early stages will be painful in the long run. Try to stay consistent and avoid exceptions to the rule. The most important thing in life is… Health and happiness.

The hardest thing for me to do is… Lose 20 pounds.

If I could change one thing… I wish I could get away with less sleep than I actually need. If I could meet anyone, it would be… From a business perspective, Elon Musk. He’s disrupted many industries. I’m curious as to how he would disrupt the education system, which I believe needs a reboot. The person who has had the most positive influence on me as a businessperson is… A mentor who gave me the advice early in my career to treat and care for the company I work for as if it was my own—or find a new job if I didn’t care enough. Canadian franchising is… An awesome channel that harnesses and develops the creativity and entrepreneurial spirt of the Canadian business sphere. It contributes tremendously to the Canadian economy and yet isn’t given enough attention by political leaders.

The most positive influence on my life as a person is… My parents. Each of them, in their own way, provided me with a set of values, skills, and beliefs that make me who I am today. The key to success is… To work hard, be humble, be content but aspire for more, and always be open to learn, including from your failures. I’d like my friends to describe me as… Kind, generous, someone that they can always reach out to when in need, and hopefully, slightly funny. The accomplishment I look forward to the most is… Seeing my children blossom as good human beings and in careers they’re passionate about. My personal motto is… Lead by example and if you’re going to do something, do it right! One necessary item on my life’s “to do” list is… Visit as many countries and learn about as many cultures as I can.

Learn more at

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ASK A LEGAL EXPERT Besides the franchise fee and royalties, what other provisions should I consider when reviewing my franchise agreement? WHILE EVALUATING POTENTIAL FRANCHISES, prospective franchisees may naturally zero in on the franchise fee and royalties, but there are three other provisions to consider and revise in the franchise agreement, if possible. 1. Resale conditions No one wants to rain on the exciting parade of purchasing a franchise by considering the exit strategy before things have even started. Still, whether due to life changes, shifting priorities, or as part of the business lifecycle, it’s natural for a franchisee to consider selling the franchise at some point. They’ll generally not be able to sell without the franchisor’s consent. The following are common examples of conditions to the franchisor’s consent: • R ight of first refusal: the franchisor may have a certain period to step in as the purchaser. This right could be a continuing right, where the franchisor gets another “kick at the can” if the sale isn’t completed within a certain period of time. A franchisee will want a short period (for certainty with their potential purchaser), and a sufficiently long period to complete the transaction to account for any disclosure period, obtaining landlord’s consent, and the purchaser completing financing arrangements and due diligence. • Release: the franchisor may require a release from the franchisee. A franchisee may want to ask their lawyer to review whether this provision is enforceable. • Fees: various fees may be payable by the seller on a transfer provision, such as transfer fees, administration or “other fees.” Rather than generally described fees, for certainty, fees should be specifically enumerated, such as the franchisor’s reasonable legal costs, training, legal fees, costs associated with credit checks, and more. When the time comes, the seller will need to factor these fees into their desired purchase price. • Store upgrades: the franchisor may also require that the premises be updated prior to the transfer. It may be possible to include certain exemptions, such as if the premises were recently updated at time of the transfer. Franchisees are well-advised to budget for this when prepping their business for sale.

lines or change signage to reflect new logos or store designs. Some franchisors may allow for a “freeze” period so that the franchisee would be exempt from making these changes in the early part of a franchise agreement’s term while the business is still being established. Capping the amount that the franchisee will be required to spend may also be appropriate. Ultimately, franchisees should budget for these requirements and regularly set aside funds. 3. Renewal Franchisees often assume that the renewal of a franchise agreement is a “given,” which can be a dangerous assumption. Renewals are generally subject to conditions, such as the following: • Notice: franchisees are commonly required to provide written notice of their intent to renew within a window prior to the expiry of the current term. This window should be reviewed to ensure that it’s not overly broad or restrictive and lined up with any lease renewal notice windows, if possible. • Release: similar to the resale condition, the renewal provision might also require that the franchisee provide a release of the franchisor, which legal counsel may also want to review for enforceability. • New franchise agreement: franchisors often require that franchisees sign the then-current form of the franchise agreement on renewal, which may contain materially different terms and fees. These changes could be quite impactful on the franchisee’s business. The franchisee should request that the renewing franchise agreement preserves critical terms, such as its exclusive territory. • Store upgrades: similar to the resale conditions, the premises may need to be upgraded to the franchisor’s then-current standards prior to or immediately after renewal. Franchisees are well-advised to plan for this expense by either setting aside a renovation budget during the term or by making financing arrangements in advance of the term’s expiry. These three examples highlight how important it is to fully understand all provisions of the franchise agreement. These and other provisions may seem

2. Rebrands, system updates, and renovations Generally, franchise agreements will require a franchisee to implement all system changes that the franchisor imposes at any time at the franchisee’s cost. Additionally, a franchisee may be responsible for conducting a “midterm” refresh of the premises. For example, franchisees may need to purchase new equipment for new product

98 Canadian Franchise Association | www.FranchiseCanada.Online

Dixie Ho V.P. Legal Mary Brown’s Inc.

ASK A LEGAL EXPERT burdensome, but franchisees are encouraged to raise any concerns with the franchisor. Even if a franchisor won’t make changes to the franchise agreement, this discussion can be helpful to gauge how a franchisor


might generally respond to a franchisee’s inquiries and can help ensure that each party has a clear understanding of its obligations, which are the foundation of any successful franchise relationship.


What do I need to know about borrowing money to finance my franchise business? THERE ARE MANY BENEFITS to owning a franchise business. A franchise gives you flexibility, control, and the feeling of ownership over your career. It also provides instant brand recognition to your business, and customer loyalty that comes from investing with a wellknown brand name. Franchises have a higher rate of success over independent businesses, becoming a lucrative option for prospective franchisees. When preparing to buy a franchise, the best place to start is the Canadian Franchise Association (CFA). The CFA provides industry and franchisor related resources and materials that are valuable for your initial assessment. You should also request a promotional kit from the franchisor to understand the history, values, performance, number of locations, and more vital information about the franchise system. Every franchise system must have a Franchise Disclosure Document (FDD) in place in order to sell franchises. The FDD provides all relevant information about the franchise, including all provincial legislative requirements, the total number of locations, required fees, disclosure of any litigations within the organization, officers of the company, and more. Most FDD’s will have company financial statements attached. If not, you can request one from the franchisor and have a consultant or an accountant review and analyze it for you. The financial statement provides information about the franchise’s financial position. Typically, once your application is accepted, you’ll be asked to attend an interview. These take place because the franchisor will want to ensure that you’re the right operator and that you have the qualities they’re looking for to entrust their brand to you. The interview is also your chance to ask questions about the franchise, its operation, and your expected earnings. Lastly, when preparing to buy a franchisee, do your due diligence at all levels. This includes receiving and reviewing the FDD, but that’s only one part of it—you’re also required to complete a proper investigation and evaluation of all aspects of the franchise opportunity.

Approaching a lender Starting any business requires a strategic approach and planning, and a franchise business is no different. Before approaching a lender for franchise financing, first assess your financial situation and your capacity to invest in the business. Consider not just a minimum down payment amount for injection in the business, but that you’ll also need extra available cash or cash equivalent that you can use for daily operation and to cover any occasional shortfall or contingencies. Ensure that you have sufficient funds put aside to keep your own finances afloat until you begin to make a return on your investment. Next, understand the total cost of the franchise purchase and the cost of running a business. Get assistance from an accountant or small business consultant to guide you in doing some preliminary calculations so that you’re clear on how much to invest from your own resources and how much you need to borrow to run your franchise operation. Finally, get the paperwork ready. Typically, a statement of personal net worth, proof of your assets and debt-related statements, a business plan, a draft of your franchise agreement, and a lease offer will suffice for your first interview with the lenders. Seek help from a business consultant or accountant to assist you in preparing the documents. A comprehensive business plan and related documents that are prepared professionally will be acknowledged immediately by the lenders. (continued on page 103) Neil Roy Regional Franchise Manager, Business Banking CIBC

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INTRO TO INITIAL TRAINING ONCE YOU’VE BEEN GRANTED A FRANCHISE, one of the first things that’ll happen is initial training. This training provides you with the knowledge and skills to duplicate the franchisor’s proven business model and to provide a consistent customer experience. Training is the foundation of a strong franchise system. Successful franchising is all about duplication and consistency. A brand is strongest when the customer has the same experience each time they visit a franchised location, no matter what time of day or which location. The only way that brand consistency can be accomplished is through training. Initial training is so important that it’s typically mandatory. Some franchisors will even go so far as to stipulate in the franchise agreement that if initial training isn’t successfully completed, the franchise licence can be terminated, or that the franchisee must repeat the training until all of the necessary skills are learned. During training, new franchisees must set aside any preconceived ideas of how the business should be run, and be open-minded to learning new methods that are being taught by the franchisor. This can sometimes be difficult for franchisees that have been in business for themselves before, especially if it’s in the same industry. The franchisor will be assessing your ability to learn and to adapt to their method of doing business. The goal of initial training is to ensure that a franchisee has all the knowledge they need to be successful and to duplicate the brand. Someone wanting to get involved in a franchise is usually looking to be shown how to do this, as they don’t want to have to figure it out themselves. In addition to training the critical elements that make the brand, strong franchisors will also provide training in all aspects of running a business. Key areas that are typically covered in an initial training program include the following: • Initial site selection and store build-out • Operating standards and procedures • Technical operations for providing the service or product • Merchandising • Recruitment, retention, and management of employees • Training of employees • Marketing, advertising, and public relations • Financial management and controls

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• Administration • Point of sale systems • Approved suppliers. The duration, costs, and where the training is conducted will vary from franchise to franchise, depending upon the maturity of the franchisor, the complexity of the business model, and the industry. Some franchisors provide training in a group setting at the head office, while others provide training one on one at the new location. Some franchisors provide initial training for several weeks, while others have training that lasts several months. Some franchisors include the training costs in the initial franchise fee, while others charge a training fee over and above the initial franchise fee. Costs for flights, accommodation, and meals while attending the training are typically paid by the franchisee. Who attends the initial training will vary from franchise to franchise. In some cases it’s strictly the franchisee, in other cases it includes the franchisee and key management, and with some franchises, the training may include all new staff. As a result of the large variations, the only way that you’ll understand the details of the initial training is to carefully review the disclosure document provided by the franchisor and ask a lot of questions. Often the disclosure document will provide a training outline. Ask the franchisor critical questions so that you have a good understanding of what the initial training entails: who, where, when, and what. Talk to existing franchisees and get their input and impressions of the initial training. Some franchisors may let you review the operations manual or sit in on a part of a training program so that you can get a sense of the quality of the initial training. Don’t be afraid to ask the franchisor your questions to learn as much as you can about the training. There’s a lot to learn when you’re starting a new business, especially when it’s in an industry in which you’ve had no previous experience. Good training is more than just how to make the product. It’s all about how to duplicate a complete, proven business model. A good initial training program provided by the franchisor will instill you with confidence and start you off on the right track to building a successful business. | www.FranchiseCanada.Online



INTRO TO ONGOING TRAINING GREAT FRANCHISORS DON’T STOP at providing initial training. They provide ongoing training and support designed to continue to develop the skills of the franchisee and their staff for the duration of the franchise agreement. As with initial training, the details and extent of ongoing training varies widely between franchise companies and requires you to ask a lot of questions. Not all franchisors provide ongoing training, so don’t assume that they do. Franchise licences will often have a term of five to 10 years, or longer. During this time, the business model should evolve. New products, technology, and innovations require that franchisees have ongoing training to keep current with the evolving brand and continue to be competitive in changing markets. When the quick service restaurant (QSR) franchises started in the ’50s, the menu often consisted of only burgers, fries, and milkshakes. Today, QSR menus have dramatically changed to remain competitive in the market, to respond to the growing trend towards healthier food choices, and to provide menu items for meals such as breakfast. All of this change requires training so that the entire franchise system evolves together, and the customer continues to have the same experience at each franchise location. Strong franchise systems will define clearly that ongoing training is mandatory in their franchise agreements. Depending upon the franchise and the industry, ongoing training is often provided for employees of the franchised location. This can be useful in assisting you when dealing with a business that’s technical and needs welltrained staff. There’s also advanced training for franchisees who wish to take the business to new levels. The ongoing training updates franchisees and their staff on new products, services, or system-wide enhancements. Franchisors will use training to introduce new technology, marketing programs, and other initiatives. There may be a charge for sending employees to ongoing training, or it may be covered as part of your ongoing royalties. Be sure to review the franchise agreement to determine who’s responsible for the costs. Typically, you’re responsible for paying the employee’s salaries, flights, accommodations, and meals during their training. Franchisors may have reduced these costs by the method of delivering the ongoing training to the franchisee. Some franchisors have set up regional training cen-

tres to minimize travel. Others have support staff from head office go out into the field and provide training at the franchised location, and some have set up online training over the internet or via video so franchisees and their staff can get training at their own convenience. Training is also often delivered as part of national conferences or regular regional meetings. Franchisors that put a lot of emphasis on ongoing training will use all or a variety of these methods to deliver the training and get the new information out. Providers of ongoing training are not limited to the franchisor. The franchisee may look to other education sources over and above the training provided by the franchisor. Suppliers of products to the franchise system may provide training to update franchisees and ensure that the franchise staff is knowledgeable when representing these products to end-user consumers. There may also be tradeshows and conferences put on by industry associations to provide further education. The franchisor often communicates these external training opportunities to the franchisee. Successful franchisors put a heavy emphasis on ongoing training. The goal is to ensure that the franchise system is consistent as a whole and continues to be competitive as industries change and evolve. The quality and thoroughness of ongoing training often has a correlation to the quality of the franchise system, and ultimately, your success. Be sure to ask questions and ensure that effective ongoing training is provided when you’re researching franchise opportunities and choose to be part of a franchise system that has a long-term view of the business.

Watch the Franchise Tutorials video on Franchisee Training

Franchise Canada January | February 2022 101

San Diego, CA



As the largest, most relevant conference for the franchise community, this event is curated to take your success to new heights. If you are a franchisor, franchisee, or supplier working to expand within franchising, this is THE PLACE TO BE.





1. Initial training provides a franchisee with: a) a n opportunity to operate a franchise for six months under the supervision of head office staff. b) the knowledge and skills to duplicate the franchisor’s proven business model and to provide a consistent customer experience. c) educational opportunities through industry associations.

1. Ongoing training updates franchisees and their staff on: a) n ew products, services or system-wide enhancements. b) head office staff changes. c) new products and services of competing franchise systems.

3. As franchising is a business model, initial training is the same for every franchise system. True or False? a) True b) False 4. Costs for flights, accommodation, and meals are always covered by the franchise system. True or False? a) True b) False

3. You may only receive ongoing training from your franchisor. True or False? a) True b) False 4. Ongoing training is also provided via Internet and video. True or False? a) True b) False

Answer Key:  1) a  2) c  3) b  4) a

2. During initial training, new franchisees must: a) s et aside any preconceived ideas of how the business should be run. b) be open-minded to learning new methods that are being trained by the franchisor. c) both a) and b).

2. There’s often a correlation between the quality and thoroughness of ongoing training and: a) t he franchisor’s level of post-secondary education. b) the franchise fee. c) the quality of the franchise system and ultimately, your success.

Answer Key:  1) b  2) c  3) b  4) b

ASK A FINANCE EXPERT (continued from page 99) Borrowing to finance a franchise business is a very common practice. A proper business plan helps to analyze whether to borrow more or less in the initial stage. A lender prefers a realistic business plan with a reasonable equity injection from the business owner. Franchise businesses are looked at favorably by the lenders over other independent businesses. A smart way to finance your business is to combine both the equity capital and the debt capital. Equity capital is the fund that the owner will inject into the business and debt capital is the loan that’ll be acquired from a lender. In most cases, you can comfortably borrow three to four times the equity you’ll invest in the business. Remember, it’s easy to get into a cash crunch in the early stages

of a business despite all planning. Saving and putting aside enough cash can help overcome working capital, cash flow, and contingency challenges. You may be wondering what loans are available for franchise businesses, and where to apply for them. Most traditional lenders offer business installment loans at variable or fixed rates to finance leasehold improvements and equipment to support franchise businesses. Some lenders offer a working capital loan and inventory financing. Also, the Canada Small Business Financing Program (CSBFP) loan is a government guaranteed loan program that’s available to business owners to finance leasehold improvements and equipment. Details about how to apply for such loans are available through most traditional lenders, credit unions, online lenders, and the Government of Canada-owned crown corporation, BDC.

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Helping you do more business is our business. When you accept American Express® Cards, you gain access to higher spending customers and a greater number of business clients. We also help franchisees grow through business solutions that include cash flow management, providing working capital opportunities and lucrative rewards. Contact us to find out more about how we can help your Franchise grow. CFA Member Since: 2017 Web: Email:

Big Frog is more than a business; it’s a lifestyle! Big Frog Custom T-Shirts & More® is a franchise concept specializing in custom decorated apparel with more than 88 locations opened or in development in the U.S. Big Frog’s goal is to become the world leader in the $20 billion garment decorating industry. Using high tech direct-to-garment printing, it is the only chain or franchise of its kind. Big Frog has a strong history of success and wonderful validation from its franchise owners. This exciting opportunity is now available in Canada! Franchise Units in the US: 80+ Franchise Units in Canada: 1 Business Since: 2006 Franchising Since: 2008 Franchise Fee: $29.5K Investment: $190K+ Training: Training manuals, online courses, 1 week in Florida, 1 week onsite at your store Available territories: AB, BC, MB, NB, NL, NS, NT, NU, ON, SK, YT, US Address: 13083 – 156 Street NW, Edmonton, AB T5V 0A2 Phone: (587) 525-8000 Web: Email: Contact: Tom Suggitt, CEO

BMO Bank of Montreal Established 1817. CFA-MSS member since 1980. Major Canadian chartered bank, providing a full range of domestic and international financial services. The Bank’s National Franchising Services Group focuses exclusively on the franchise marketplace. We provide assistance by way of Financial Services Programs and banking arrangements to both the established and emerging franchise systems operating in Canada. We understand franchising. We have the expertise necessary to fully understand your business and to respond with a comprehensive package of loans, cash management and electronic banking services suited to your network’s distinctive circumstances. The Bank of Montreal recognizes that franchising is a significant contributor to the Canadian economy and we are committed to its continuing success. For more information, contact us at BMO Bank of Montreal, National Franchising Services, 55 Bloor St. W., 17th Floor, Toronto, Ontario M4W 3N5 Contact: Joseph Pisani at 1-877-629-6262, E-mail: Or visit

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“22 years, Over 420 stores & still growing!” 205, 8915-51 Ave. Edmonton, Alberta , Canada T6E 5J3 Phone: (780) 440-6770 Web: E-mail: Booster Juice is Canada’s premium smoothie and juice chain! As a leader of nutritious alternatives in the quick-serve industry, Booster Juice’s proprietary recipes are an instant hit among today’s active, health conscious consumers. Today, Booster Juice has expanded to bring smoothies, fresh-squeezed juices and delicious hot food items to active customers on the go. With over 22 years in business, Booster Juice continues to grow with locations across Canada & the UAE, and is on track to open 40 new stores in 2022! Units Canada: 415 USA: 2 UAE: 3 In Business Since: 1999 Franchising Since: 1999 Franchise Fee: $30K Initial Investment Required: $110K Turnkey costs: $325K-$355K Training: Three weeks plus ongoing support Available Territories: Canada, International CFA Member Since: 2002 | www.FranchiseCanada.Online


Butterchick is a QSR/Fast, Casual Indian Kitchen Restaurant inspired by authentic Indian street food, developed by the family behind KFI, Canada’s #1 producer of retail Indian sauces and chutneys. Our “NO-CHEF” operating model eliminates the need for highly skilled kitchen labour and ensures serving consistent high-quality Indian dishes. While other food categories are saturated, Indian food is under serviced and Butterchick fills a niche within the growing ethnic food segment. Great tasting ‘Curry-in-a-Hurry!’ For more information, Contact: Patrick Good, Marketing Director (647) 998-8954 •

FRANCHISE WITH AN ESSENTIAL BUSINESS • A trusted brand – Nearly 700 locations worldwide and 35+ years’ experience franchising • A robust model – COBS Bread is built on providing exceptional product, 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 – COBS Bread operates with honesty and transparency • No initial franchising fee for new bakeries • Flexible financing options Awards 2015 Recipient CFA Award of Excellence in Franchising, Silver Award Winner 2010 & 2012 Recipient CFA Award of Excellence in Franchising, Bronze Award Winner 2011–2021 Recipient CFA Franchisees’ Choice Designation Contact the COBS Bread Franchising Team E P 1 866 838 COBS (2627) W

SOMETHING FOR EVERY TASTE. We chose pizza, pasta and salads for a reason: pretty much everyone loves it. Even the pickiest of eaters will enjoy their meal at DoughBox. Creativity and passion for good fresh food led us in developing our signature menu items and topping selections, setting us apart from the competition. Franchise units in Canada: 6 Corporate units in Canada: 1 In business since: 2019 Franchising since: 2019 Franchise fee: $30K Start-up capital required: $150K-$250K Investment required: Inquire Available territories: All of Canada

Brilliant Breakfast! Eggsmart’s promise it to serve a great breakfast at great value with high quality ingredients each and every time. We are continuously working with a team of chefs to maintain a menu featuring latest culinary trends utilizing the freshest ingredients. At Eggsmart, we are dedicated to building strong franchise relationships with people who have passion for fresh food industry and a drive to succeed. At over 45 locations country wide, Eggsmart continues to focus on growth. Tariq Noqrashy, Director, Franchising & Real Estate Development (416) 688-9509 •

Contact: Tony Visca, President Phone: (905) 658-3242 Email:

Franchise Canada January | February 2022 105


Famoso Italian Pizzeria + Bar Famoso is a premium casual full service Italian Pizzeria + Bar passionate about authentic Italian pizza making techniques, with many family sourced recipes. Famoso serves traditional Neapolitan pizza as well as Italian dishes, including tapas, pastas, sandwiches & entrees. All restaurants offer dine-in, take-out and delivery. A typical restaurant is 2,200–2,500 sq ft with a rustic modern décor. Famoso Pronto, is an owner-operated fast, casual restaurant with Famoso’s same authentic Italian menu. This streamlined, compact size version offers a lower investment, in combination with quick table turns for an efficient business model that maximizes profit. Franchise units in Canada: 31 Franchise fee: $45K Investment required: $350K (full size), $200K (Fast Casual Pronto style) Available territories: All of Canada, US In business since: 2007 Franchising since: 2009 CFA member since: 2012 Phone: 1-888-597-7272 Email: (Western Canada) / (ON & Eastern Canada & International)

The Carbone Restaurant Group, founded in 2018, is expanding its QSR flagship FAST FIRED to bring premium pizza and quality practices across the country. Our raving pizza fans get to build their own pizza with endless toppings all for one price. CRG is in the midst of significant expansion from coast to coast seeking like-minded franchise partners who want to get in on a slice of the pie. Franchise fee: $35K Start-up capital required: Min. $100K-$175K Investment required: $200K-$450K Training: 2 weeks Available territories: All of Canada CFA member since 2021 To learn more visit and Or contact

Fatburger has been serving up the freshest, biggest, juiciest burgers for over 65 years. With restaurants in 37 countries, prospective franchisees benefit from investing in a concept with a proven track record. Prime ownership opportunities are available across Canada. We provide: • A highly recognized trademarked brand • Extensive initial training • Ongoing operation & training support • Marketing/advertising support • Excellent return on investment capital An upper tier quick-casual restaurant serving fresh, never frozen custom made Alberta Angus beef burgers and Buffalo’s™ World Famous Wings and Tenders, Fatburger is a recognized leader in the premium burger category. We are passionate about quality, food and service - and it shows! We offer an extensive menu and dynamic décor that brings food, fun and style together. Each meal is cooked to order using fresh ingredients and traditional cooking methods. The taste and quality of Fatburger has been inspiring fierce customer loyalty since its inception in 1952. 65 locations across Canada and growing! For more franchise information, call us at 1-888-597-7272 or email

Do good. Feel good. Own your own coffeehouse. At Good Earth we’ve been creating authentic, community coffeehouses since 1991… serving ethically sourced coffee and fresh, wholesome food, with a down-to-earth attitude. We believe in our coffee farmers. We choose Organic, Fair Trade, Rainforest Alliance Certified, and Direct Trade coffee... and every cup is exceptional. We believe in good food. Our food is fresh and wholesome. It sets us apart from the competition. Good Earth is uniquely a coffeehouse with good food. We believe in community. Coffeehouses have a long and colourful history. Our coffeehouses are warm, friendly, and inviting. A Good Earth Coffeehouse is a community-gathering place like the coffeehouses of old. We believe in you! Good relationships are at the core of Good Earth. Is it time to invest in yourself and your family? Find out more about growing with Good Earth. Visit us at Connect at 1-888-294-9330 or

For locations and more visit

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Grinner’s is a Truro Nova Scotia based restaurant franchising company. It franchises and licenses the popular Greco Pizza, Capt. Submarine and FROZU! frozen yogurt concepts. Grinner’s also owns and operates Frank and Gino’s Grill and Pasta House. Grinner’s has been helping entrepreneurs build their own business since 1981 and currently has over 100 units operating in Atlantic Canada and Ontario and we have franchise opportunities available in Atlantic Canada. We have started plans to expand into Ontario and Western Canada and are now aggressively looking for Master Franchise and Area Development Partners. Grinners has over 18 full time employees dedicated to franchising and licensing our restaurant systems, so if you are looking to start your own business or add to your existing business now is the time to join the Grinners Family. For more information visit our website

Famous for our Original Recipe, unique 11 Herbs and Spices and exclusive cooking style, KFC has become the largest and most recognizable Quick Service Chicken Restaurant Brand in Canada and around the globe. We are looking for enthusiastic, capable, committed partners to join the KFC Canada family in both owneroperator and multi-unit formats across the country. We have special interests in QC, ON, AB and BC with a high priority in Quebec. Franchise units in Canada: 620, Other: 23,000 In business since: 1953 Franchise fee: $52K USD Start-up capital required: $350K-$450K+ Investment required: $650K-$1M+ Training: 4-6 weeks initial & ongoing Available territories: All of Canada Contact: Zaid Kharouba, Associate Franchise Development Manager Phone: (416) 664-5310 Email: Web:

After over forty 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 which has never been more relevant than during the recent COVID-19 pandemic. Canadians were looking for help to serve real food that fit with the reality of their busy lives when eating at home has never been more prevalent. As the only national food retailer in Canada with a full food portfolio of products that have absolutely no artificial colours, flavours or sweeteners, our Real Food Promise has remained a key differentiator that sets us apart from our competition. 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 eCommerce (including in-store, curb-side pick up and delivery) along with our industry-leading loyalty program have put M&M Food Market in a position to be able to continue to serve our loyal customer base when they need us the most. Reach out today to find out about the opportunities we have nationally where you can be your community’s M&M Food Market brand ambassador! For more information, visit our website at or call us at 1-800-461-0171.

Benefit from over 40 years of our brands’ collective experience delivering training and systems for digitally savvy marketing, cutting edge technology and easy to follow operations. Gain the foundation to begin your journey toward successful business ownership and a more flexible lifestyle. Discover which of our franchise brands is right for you. Visit: • Call today: 866-687-1106

Franchise Canada January | February 2022 107


All-in-one Payroll and HR Management Solutions for SMEs Are you a small franchise business owner? Nethris offers all-in-one management solutions to make your work easier. We automate payroll preparation and processing and simplify HR, time and benefits management. Already over 18,000 Canadian SME owners use our affordable, easy to use and secure cloud solutions to free themselves from administrative tasks that prevent them from growing their business. Contact Nethris to receive a free demonstration and learn how you can better manage your employees. In business since: 1976 CFA member since: 2010 Phone: (888) 650-6291 Web: Email:

We take the stress out of changing your address… We are professional move managers who can plan, coordinate and organize every detail of your moving process. ONESource specializes in senior moves, professional organizing, household downsizing and estate dispersal. We offer a menu of services customized to meet your needs and budget. Whether you’re moving or just want to de-personalize, the ONESource Moving Solutions can help you sort and organize your home. We are a one-stop solution that ensures everything is done to ensure a positive experience. It’s about so much more than moving. Easing your transition from one home to another. ONESource Moving Solutions provides move management solutions to all ages for a wide menu of services. Franchise units in Canada: 4 Corporate units in Canada: 1 In business since: 2008 Franchising since: 2014 Franchise fee: $25K Start-up capital required: $30K-$50K Investment required: Financing available Training: 1 week at corporate location Available territories: All of Canada Contact: Danielle Wellings-Carriere, Owner (519) 984-2111 •

We provide world-class support before you even make your first skewer—and well beyond. Our franchise support system ensures that you’re set up for success. The OPA! experience combines fresh Mediterranean cuisine with the friendly customer service we’ve become known for. We are Canada’s most loved quick-service Greek restaurant and when you’re welcomed into OPA!, you know exactly what you’re going to get, quality ingredients packed with flavour, prepared and cooked fresh. We serve over 50 Million Customers every year and every single day, we create good feelings through good food at a great value that keeps our customers coming back. That’s The Power of Good Food....OPA! For more information, contact: Sergio Terrazas, Director Franchise Development & Leasing (866) 672-3566 ext. 233, (403) 984-9745

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Grab Your Slice of Life! Pizza Pizza began in December 1967 in a 300 square foot store in Toronto at the corner of Wellesley and Parliament Street. Since then we became the biggest pizza chain in the country. Our success stems from our customer focus. Our commitments to freshness, quality, and innovation have led us to the top of the pile in the pizza industry. Pizza Pizza delivers on its goals time and time again as we strive to make the best pizzas around at reasonable prices. Moving forward, we will continue to hold our leading position through community involvement and environmental stewardship. Consider what Canada’s most successful pizza chain has to offer you: • A commitment to quality, • Comprehensive training freshness, customer • Site selection, lease satisfaction and innovation negotiation and professional • Superior marketing and architectural design promotional support • Knowledgeable support staff • State-of-the-art technology • Administrative systems • Ongoing professional • We supply the ingredients development • Be your own boss! Franchising information: | www.FranchiseCanada.Online


180 Industrial Pkwy N Aurora, ON L4G 4C3 Phone: (289) 802-0584 Web: Email: Contact: Steve Falk, President Direct mail service provider: Strategies and production services that help organizations successfully implement direct mail programs. In business since: 1989 CFA member since: 2020

Seeds is a 400-1200 sq. ft fast-casual 100% plant-based restaurant with a hardcore focus on nutrition. We make healthy and fresh food in a fast way with more than 60 toppings, seven proteins, oil-free dressings, baked-not-fried ingredients, customizable meals, non-GMO soy ingredients, organic greens, and soy and gluten-free options. Our smoothies and juices are blended and sweetened with dates, so they retain as many nutrients and fibre as possible. Nutritional information is available, including macronutrients and glycemic load (GL). Our ideal candidate: • Has respect for all living things and our planet • Is outgoing and has a positive outlook and attitude • Has sales and/or management experience • Has a background in or passion for nutrition and fitness • Can build relationships and lead a team. For more information, please contact us: 905 892 1122 or visit:

At Stagecoach, we teach 4-18 year olds to sing, dance and act; not only to perform on stage but also to perform better in life. For 30 years we have seen over one million young people gain confidence and build essential life skills. Our weekly classes allow students to develop and as they grow, the individual businesses in our network also flourish. We proudly operate 2,000 schools across eight countries, changing the lives of 50,000 children every week.

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 360 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. Proud to have been designated as an Essential Business at a time Canadians needed us most. Visit us at We Print, Ship & More! Locations, North America: Over 5000 Locations in Canada: Over 360 Minimum cash investment: $100,000 Total cash investment: $174,000 to $198,500 plus working capital. For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit

Franchise Canada January | February 2022 109


DON’T MISS OUR MARCH/APRIL 2022 ISSUE! The Diversity in Franchising Issue The franchising community is made up of a variety of friendly and inspiring faces, many of which come from diverse groups across Canada—a country that values multiculturalism and inclusion from coast to coast. In the March/April 2022 issue of Franchise Canada, we’ll highlight unique business owners of all genders, ages, backgrounds, and more walks of life who’ve honoured their passion to find success in franchising. We’ll feature diverse franchise owners, different generations in franchising, and—to coincide with International Women’s Day in March—female franchisors who lead their teams with enthusiasm and encouragement as strong business leaders. This issue takes a trip across Canada exploring real estate franchises that help Canadians find their perfect forever home, with an extra boost from moving franchises who assist with the transition to turn a house into a home. We also include a special franchise focus on the home improvement industry for those looking to upgrade their longstanding house or add fix ups and finishing touches to their new family home. Check out the March/April issue for this content and more, including franchisee success stories and expert advice from franchise professionals!

WATCH OUT FOR THESE EXCITING FEATURES IN OUR MARCH/APRIL 2022 ISSUE:* DIVERSITY IN FRANCHISING: Regardless of a franchisee’s background, age, or gender, anyone can find success within franchising if they have the passion and drive to succeed. You’ll meet diverse franchisees from a variety of brands across the country that have offered them the chance to dive into a new career and hone their unique skills and values as entrepreneurs. WOMEN IN FRANCHISING: Let the women shine! We’ll feature female franchisors that started their franchise system from the ground up with the passion and goal to make a difference in their communities, while offering business opportunities for entrepreneurs looking to join their rockstar teams.

MOVING FRANCHISES: Making the move from one home to another can be exhausting and stressful, but moving company franchises featured in this issue can help! You’ll meet brands that help their customers simplify and expedite their big family moves. REAL ESTATE FRANCHISES ACROSS CANADA: The time is right for many Canadians who are looking to buy their first home, those who’ve outgrown their starter home, or those looking to downsize to a smaller property. Many of these people will turn to real estate franchises from coast to coast that can help them find their perfect new home to fit their lifestyle and budget expectations.

DIFFERENT GENERATIONS IN FRANCHISING: As the next generation of millennial business owners enter the market, we’ll be seeing more and more young faces make their entrepreneurial dreams come true with franchising. They’re in good company with members of the baby boomer generation who want to use their decades of experience, knowledge, and skills to build a legacy in franchising.

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PLUS, A SPECIAL FRANCHISE FOCUS ON HOME IMPROVEMENT FRANCHISES! IN EVERY ISSUE: • Industry News • Show Me the Money • Franchise Tutorials • Leadership Profile • Giving Back • Home-Grown & Locally Owned • Ask the Experts • Day in the Life • The First Year • Next Generation in Franchising • Franchise Fun *Editorial subject to change

ADVERTISERS’ INDEX American Express.. ............................................... 7 canadianfranchiseassociation

FAST FIRED...................................................... 54-55 &

Big Frog........................................................................ 27

Fatburger.................................................................. 60

BMO................................................................................. 63

Good Earth Coffeehouse......................... 68

Booster Juice........................................................ 64 franchise-opportunities

Grinner’s..................................................................... 65

Butterchick.. ............................................................ 62

International Franchise Association ............................................................................................ 102

COBS Bread............................................................. 18

KFC.......................................................................... 50-53

Eggsmart. . ................................................................. 59

M&M Food Market.. .............................................. 3

Doughbox. . ................................................................. 67

Neighbourly.............................................................. 11

Famoso......................................................................... 61

Nethris................................................................... 14-15



ONESource.. ............................................................. 29 OPA.......................................................................... 56-57 Pizza Pizza.................................................................. 13 Prime Data................... Inside Front Cover Robin’s........................................................................... 58 franchising.aspx Seeds.............................................................................. 66 Stagecoach..................................................... 16-17 The UPS Store............................................................9


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Franchise Canada January | February 2022 111


Business Boost

Pizza Hut Canada’s Equal Slice program helps under-represented and minority entrepreneurs take the next step into their career  BY SUZANNE BOWNESS WHEN CONTEMPLATING ways to give back, sharing your own expertise with those who could see the most benefit is a logical approach. That’s the thinking behind Pizza Hut’s new national social purpose program, Equal Slice, which provides a 40-hour “mini-MBA,” one-onone coaching, and access to capital to help small business owners get to the next level. “We wanted to choose something true to the brand. Our business was founded many years ago by two brothers who had a dream and were able to make the business what it is today,” says Chelsea Hamlyn, chief people officer, Pizza Hut Canada. Yet another goal was to increase business diversity, which is why Equal Slice focuses on minority, immigrant, Indigenous, and disabledowned businesses. “This is an opportunity for us, given the platform we have, to provide opportunities for those who need it most,” says Hamlyn. To help connect with eligible businesses and develop a solid vision for the program, Pizza Hut partnered with Initiative for a Competitive Inner City, a non-profit that’s, “dedicated to transforming under-served areas of major urban centres.” With 51 participants across Canada, the inaugural cohort includes businesses of all types, from an Indian grocery store in Thunder Bay to a doll maker in Toronto. “We wanted to make sure that it was open for everyone, so there are lot of really unique businesses,” explains Hamlyn. Rather than seeking out startups, the initiative is designed for businesses that have been in operation for a couple of years, and the brand has also built in a grants program offering $20,000 to five par-

112 Canadian Franchise Association

ticipants to support entrepreneurs, which they hope to include as part of their annual initiative. Launched in fall 2021, the Pizza Hut Equal Slice program features a “mini-MBA” taught by professors from Harvard and other top universities. In addition to that 40-hour program, there are virtual capacitybuilding training sessions scheduled to allow participants in different time zones to attend. “Let’s say there’s a topic that you’re struggling with or specifically interested in, you can sign up through a platform to attend those sessions. You get to pick what makes the most sense for your business or what makes the most sense for your calendar,” says Hamlyn, noting that there’s also a year-end conference. Besides accessing courses on topics of common interest to most entrepreneurs, Hamlyn points out that the opportunity to network with other business owners across the country is also invaluable. “I do think there’s going to be a lot of benefit to start to build those personal connections.” While Equal Slice is Pizza Hut Canada’s first national giving initiative, franchisees have long been supporting their individual communities through local donations of food, time, and funds. Regular sponsorship of local sports teams, school programs, and other community initiatives has been the brand’s wheelhouse. “To be honest, franchisees do so much. And they don’t tell us everything, because [some] don’t want the recognition. They’re doing it for the right reasons, which is to help their community,” says Hamlyn, citing the pandemic as a recent example where franchisees reached | www.FranchiseCanada.Online

out to their local hospitals, fire stations, and other essential services to give out free food to help support their efforts. While Hamlyn says that hyperlocal focus has long been a source of pride, it makes it challenging to share those successes. “It’s been harder for us to showcase the work we do in that charitable space, because all our franchisees are doing different things. But we’re hoping that now that we have a national social purpose program, we’ll be able to do a better job of showcasing the work that our franchisees are doing and communicate that in a big way, from a brand perspective.” Hamlyn adds that the franchise is content with ramping up the program slowly, as it’s more interested in getting it right than doing it fast. “I think it’s definitely going to evolve over time and continue to grow, but we’re trying to do that in a way that’s manageable, to build the credibility and the excitement,” says Hamlyn. “I’m quite excited to be able to take it to the next level.”

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