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57
Investing in the Golden Years
18
Wondrous Winners
The 2025 Franchisee of the Year award winners share the magical secrets to their success
FEATURES
27
Grand Prize Brands
The winners of the CFA’s Awards of Excellence share what makes their systems spectacular
49
Partners in Life—and Business
Franchisees who’ve gone into business with their loved ones prove families that franchise together succeed together
53
Brands on the Run
Remote and mobile-based franchises make business ownership flexible, simple, and scalable
These franchise systems are providing integral support to communities across Canada with their Senior Services
62
The Tools You Need to Nail Local Store Marketing Insights and tips to elevate your marketing strategy with a focus on local communities
64
Tradeshow Like a Pro Top tips for navigating a franchise tradeshow
SPECIAL FRANCHISE FOCUS
33
Special Focus: CFA Award Winners
Find out which brands took home the gold in the Canadian Franchise Association's annual awards program
DEPARTMENTS
ICONIC BRAND
MULTI-GEN MAGIC The Front Seat to Customer Service
In search of their ideal lifestyle, Driverseat franchisees Glenn and Dana Clark have built a business on kindness, collaboration, and customer satisfaction
72
LEADERSHIP PROFILE
The Equation for Success Kumon’s self-propelled, incremental learning method is a lesson in investing in students’ futures Sunset Grill sets the standard for breakfast excellence and freshly-served philanthropy
SHOW ME THE MONEY 4 Franchises for $250K-$500K
Building a Fur-midable Brand E-commerce pioneer Tanbir Grover unleashes new potential for Pet Valu’s digital operations
75
THE FIRST YEAR Franchise Foundations
FRANCHISE TUTORIAL
What is a Franchise? Intro to Franchise Fee Fundamentals
Real estate businesswoman Mia Carrier is working with Choice Hotels to offer a “suite” new stay for visitors in La Malbaie, Quebec 78 A DAY IN THE LIFE shares a bustling day in the life of
COLUMNS
PUBLISHER’S MESSAGE
CFA CODE OF ETHICS
INDUSTRY NEWS
ASK THE EXPERTS
FRANCHISE ROUNDUP
CFA BOARD OF DIRECTORS
BOARD CHAIR Ryan Picklyk*, A&W Food Services of Canada
PRESIDENT & CEO Sherry McNeil*, CFE, Canadian Franchise Association
1ST VICE CHAIR Todd Wylie*, Master Mechanic
PAST CHAIR David Druker*, The UPS Store Canada
SECRETARY & GENERAL COUNSEL
Darrell Jarvis*, Fasken Martineau DuMoulin LLP
TREASURER Lyn Little*, BDO Canada LLP
CHAIR, FRANCHISE SUPPORT SERVICES
Paul daSilva*, RBC
CHAIR, LEGAL & LEGISLATIVE COMMITTEE
Andraya Frith*, Osler, Hoskin & Harcourt LLP
DIRECTORS
Andrew Arminen, Metal Supermarkets
Jon Domanko, Restaurant Brands International
Chuck Farrell, Pizza Pizza
Dixie Ho, Mr. Lube + Tires
Arno Krug Jr., CEFA Early Learning
Scott McCannell, Foodtastic
Ken Otto**, Redberry Restaurants
Nathan Oxford, Jani-King Canada
John Prittie, Koala Insulation
Angela Rollins**, Great Clips
Fiona Styant, CFE, MOLLY MAID Canada
Cailin White, Boston Pizza
Thomas Wong, CFE, Kevito Group
*Executive Committee member **Franchisee Representative
The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year. Find out more about these companies at www.cfa.ca/sponsorship
LAW FIRMS:
PUBLISHER
Canadian Franchise Association (CFA)
EDITOR Joelle Kidd
EDITORIAL COORDINATOR
Alyssa Thulmann
GRAPHIC DESIGNER Andrea Lee
ADVERTISING SALES Stephanie Philbin
AD COORDINATOR Andrea Lee
CONTRIBUTING WRITERS
Georgie Binks, Suzanne Bowness, David Chilton Saggers, Hannah Foulger, Roma Ihnatowycz, Gina Makkar, Alya Somar, Kym Wolfe
FOR ADVERTISING INFORMATION: Stephanie Philbin sphilbin@cfa.ca
TO SUBSCRIBE TO Franchise Canada visit www.FranchiseCanada.Online
We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or cfa.ca/ franchisecanada/franchise-questions.
The opinions or viewpoints expressed herein do not necessarily reflect those of the Canadian Franchise Association (CFA). Where materials and content were prepared by persons and/or entities other than the CFA, the other persons and/or entities are solely responsible for their content. The information provided herein is intended only as general information that may or may not reflect the most current developments. The mention of particular companies or individuals does not represent an endorsement by the CFA. Information on legal matters should not be construed as legal advice. Although professionals may prepare these materials or be quoted in them, this information should not be used as a substitute for professional services. If legal or other professional advice is required, the services of a professional should be sought.
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TAND THE AWARD GOES TO …
he annual CFA Awards gala, which takes place at the Canadian Franchise Association’s National Convention each year, has been called “the Oscars of franchising.” Sure, there are statues and prestigious awards—and our franchising community can certainly pull out some red carpet-worthy looks. But the real highlight of the evening is that CFA Award winners are truly chosen by their industry peers and franchisees of their systems.
Franchisee feedback on CFA member systems is collected through an extensive third-party survey, the results of which provide the basis for nominations for the Franchisees’ Choice Designees and Awards of Excellence. This process is what makes these awards the ultimate indicators of franchisee satisfaction—which in turn is a key indicator of a franchise system’s health and success!
This issue of Franchise Canada is chock full of brands who’ve received these prestigious designations, making this issue not only a celebration but an invaluable resource for those who are on their journey to franchise ownership. Readers looking to invest in a franchise brand with a high standard of excellence should turn to our Special Franchise Focus section, which outlines all the 2025 CFA Awards winners (page 33).
You’ll also find plenty of inspiration from the success stories of other franchisees. This issue’s cover feature (page 18) profiles the winners of the CFA Awards for Franchisee of the Year. Nominated by their franchisors, these inspiring entrepreneurs have done their system proud through their dedication, business acumen, and community engagement.
For more inspiring franchisee stories, follow Abdujabbor Mehrubonsho through a Day in the Life owning a Pizza Pizza franchise (page 75), and learn how Glenn Clark makes his Driverseat franchise run (page 69). We also look at the different forms that franchise business ownership can take. Turn to page 53 for a round up of three unique franchise opportunities that operate as remote or mobile businesses. And on page 49, we hear from franchisees who’ve made franchising a family affair by going into business with a loved one.
As always, our network of experts are eager to help you on your franchising journey. In our Ask A Legal Expert column, you’ll find out what you need to know about the necessary disclosures that come with buying
a franchise resale (page 88). Constant Contact marketing expert Amanda Parker shares which responsibilities fall to the franchisee and to the franchisor when it comes to advertising and marketing (page 90). If you want to dig deeper into the ins and outs of local store marketing, turn to page 62, where franchise expert Shawn Saraga lays out the tips and tricks you need to showcase your business to your local community.
Franchisees are local business owners who give back to their communities, and it was a Sunset Grill franchisee who pioneered the brand’s annual Pancake Tuesday fundraiser. Learn more about this initiative in our Giving Back feature (page 84).
Surely all this excellence in franchising will have whetted your appetite for finding your own business opportunity! As you research franchise opportunities, tradeshows (like the Franchise Canada Show coming to Toronto this fall) are a helpful place to start. To help you navigate your trade show experience with ease, check out our list of handy tips on page 62.
Of course, there are plenty of other resources available for you to find your perfect franchise fit, including the Franchise Canada directory and the CFA’s online resource, LookforaFranchise.ca. While you research, don’t forget to Look for the Logo: our CFA Member logo tells you which brands have joined the CFA community and signed on to our Code of Ethics (page 10), meaning—like all the brands you’ll find in this issue’s pages—they are a qualified brand committed to excellence in franchising and to the importance of the franchisee-franchisor relationship.
As every successful franchise professional knows, it’s not all about the glitz and glam of awards night— success in business ownership comes through hard work, day-to-day adherence to a proven system, and the implementation of innovative strategies. And that payoff is more than worth it.
Sherry McNeil, CFE President & CEO, Canadian Franchise Association
CODE OF ETHICS
The 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. All matters material to the franchise relationship should be contained in one or more written agreements, which should clearly set forth the terms of the relationship and the respective rights and obligations of the parties.
4. A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, personal qualities, and financial resources adequate to perform and fulfil the needs and requirements of the franchise. Franchise systems and franchise support services members of the Association should not discriminate based on race, colour, religion, national origin, disability, age, gender, or any other factors prohibited by law.
5. A franchisor should provide reasonable guidance, training, support, and supervision over the business activities of franchisees for the purposes of safeguarding the public interest and the ethical image of franchising, and of maintaining the integrity of the franchise system for the benefit of all parties having an interest in it.
6. Fairness should characterize all dealings between a franchisor and its franchisees. Where reasonably appropriate under the circumstances, a franchisor should give notice to its franchisees of any contractual
default and grant the franchisee reasonable opportunity to remedy the default.
7. A franchisor and its franchisees should make reasonable efforts to resolve complaints, grievances, and disputes with each other through fair and reasonable direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms.
8. A franchisor and a franchise support services member should encourage prospective franchisees to seek legal, financial, and business advice prior to signing the franchise agreement.
9. A franchisor should encourage prospective franchisees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise.
10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining, or participating in any franchisee association, or penalize a franchisee who does so.
11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.
LOOK FOR EXCELLENCE
As you investigate the many franchise opportunities available to you, you will see a special logo featured in franchise literature, on franchising websites, and in franchise tradeshow booths. This logo identifies franchise systems and franchise support service suppliers as members of the Canadian Franchise Association (CFA). You should be on the lookout for this symbol when researching franchise systems or assembling a team of franchise support professionals to assist in your search. CFA encourages and promotes excellence in franchising in Canada and members of the Association voluntarily agree to follow the CFA’s Code of Ethics in pursuit of these goals. Start your search for your franchise dream with a CFA member.
For more on our members, visit LookforaFranchise.ca today.
LOOK FOR THE LOGO
The Canadian Franchise Association (CFA) is dedicated to encouraging and promoting ethical franchising in Canada and requires all members to follow a strict Code of Ethics.
By choosing a CFA member franchise, you can rest assured that you’re choosing a qualified brand committed to excellence in franchising. CFA member brands believe in the importance of the franchisee-franchisor relationship as the ultimate marker of franchising success!
As you research franchise opportunities online, at tradeshows, and in the Franchise Canada directory ... Look for the Logo! The CFA member logo tells you that a brand is a part of the CFA community, has signed on to the Code of Ethics, and meets a high standard of excellence.
Interested in learning more? View the full Code of Ethics on page 10!
INDUSTRY NEWS
Your source for what’s happening in Canadian franchising
Franchise Canada E-News wins Best Editorial Newsletter in 2025 National Magazine Awards: B2B Each year, the National Magazine Awards: B2B highlights outstanding editorial work by business-tobusiness publications across Canada. This year, Franchise Canada was nominated for two awards: Best Podcast for the Franchise Canada Chats Podcast and Best Editorial Newsletter for Franchise Canada E-News.
An awards luncheon was hosted by Michelle Warren on June 5 at St. Paul’s Bloor Street, Toronto, to announce the winners. Four CFA employees attended the event where Franchise Canada won gold for the Best Editorial Newsletter with Franchise Canada E-News.
The National Magazine Awards: B2B commented, “The CFA’s newsletter deserves its gold recognition as it features engaging content with diverse topics that cater to a broad audience, enhancing relevance to and engagement with its many subscribers. It also welcomes feedback from the community, creating a clear sense of belonging for its readership.”
Franchise Canada E-News is a free newsletter sent directly to
subscriber’s inboxes twice a month to help aspiring entrepreneurs stay up-to-date on important franchising information such as:
• Exciting franchising opportunities
• Information about upcoming franchising events
• Inspiring franchisee success stories
• Franchise Canada TV learning videos
• Franchise Canada Chats Podcast episodes
• Industry news
• And more!
Those interested in the world of franchising can join the more than 34,200 current subscribers by going to FranchiseCanada.Online and signing up for the Franchise Canada E-Newsletter.
Laser Clinics brings the science of feeling good to Vaughan Mills
On May 22, Laser Clinics opened the doors to its eighth clinic in Canada at Vaughan Mills shopping centre in Vaughan, Ontario, just north of Toronto. The popular shopping destination serves over 13.5 million patrons annually. The new clinic features seven private treatment
rooms with the latest industry leading equipment and technology, offering advanced beauty treatments and cosmeceutical skincare products to help clients look and feel their best.
“Our Vaughan Mills location is expertly built with modern and welcoming features,” says Toby Milton, managing director of Laser Clinics Canada. “The mall attracts millions of shoppers annually, and we are excited to be in one of the largest shopping malls in the GTA introducing our services to more people who want to feel confident inside and out.
Laser Clinics specializes in personalized skincare treatments, cosmetic injectables, and laser hair removal—all carefully delivered with industry leading, medical-grade equipment and well-trained professionals. Laser Clinics Group’s Medical Advisory Committee, comprised of leading dermatologists and medical doctors, approves the devices, protocols, and services that are provided at each clinic. Treatments are performed by experienced, certified medical aestheticians and registered nurses to ensure that safety and efficacy remains top priority.
“We’re thrilled to welcome Laser Clinics to Vaughan Mills,” says Joanne Ross, vice president, retail property management, Ontario. “Their commitment to innovation, safety, and helping people feel their best aligns perfectly with the dynamic mix of retail and service offerings we provide our visitors. We look forward to seeing them thrive in this exciting new chapter at one of Canada’s top shopping destinations.
Laser Clinics entered the Canadian market February 4, 2022 with the opening of its first clinic at Hillcrest Mall in Richmond Hill, Ontario. Laser Clinics Canada has recently
introduced a number of new treatments including Melanopro Peel System by Dermalogica Pro., a comprehensive skin care program that visibly reduces hyperpigmentation and reveals fresh, brighter skin.
“We are committed to helping our clients feel their version of good,” continues Milton. “This desire motivates us every day as we explore new treatments and clinic locations. And we’re happy to say there’s much more to come.”
Canadian locations feature the same treatments and products that have proven successful in other markets including the U.K., New Zealand, and Australia, where the company was founded in 2008. In 2024, Laser Clinics delivered 4.2 million treatments globally.
With seven clinics in the Greater Toronto Area, one in Ottawa and more on the way, Laser Clinics Canada continues to seek franchisees who wish to join in this exciting growth journey.
Second Cup celebrates the opening of its 179th location in Canada
Second Cup Café, Canada’s premier specialty coffee retailer, celebrated the official opening of its 179th location in Canada, at the Kipling GO Transit Bus Terminal in Etobicoke, Ontario—a major transit hub connecting Toronto to Mississauga and other regions of the Greater Toronto Hamilton Area.
“The Kipling GO Transit Bus Terminal Second Cup kiosk is a perfect example of how we’re evolving to meet the needs of modern commuters—combining convenience, quality, and a fresh new design to deliver an elevated coffee experience on the go,” says Cendrine Lavigne, marketing director of Second Cup. “We’re excited to serve great coffee and be a part of the daily routines of thousands of people passing through Kipling GO Transit Bus Terminal each day.”
This new, more than 500 squarefoot kiosk brings the premium coffee experience to one of the city’s busiest commuter corridors. Located at the most western stop for the TTC subway on the Bloor Line, and as a final stop for the MiWay bus system (Mississauga Transit), the café in the station is nestled amid a bustling community of condominiums, office towers, and quick-service restaurants (QSRs), making it a convenient stop for busy commuters and local residents alike.
To mark the occasion, Second Cup hosted a celebratory grand opening event on June 5. All customers received a special discount, and complimentary product coupons were distributed throughout the day.
The new location is owned and operated by seasoned Second Cup franchisees Kartik Behl, Gemma Behl, and Harry Sidhu. Together, they manage a portfolio of nine Second Cup cafés in the Greater Toronto Area.
WingsUp! expands west with first Alberta location
WingsUp!, one of Canada’s fastestgrowing QSR franchises, has officially opened its first Alberta location in Calgary, marking a major step in the company’s westward expansion.
With 36 successful locations across Ontario, WingsUp! is now building momentum nationally. The Calgary launch is the first in a series of new franchise openings planned for western Canada, with Vancouver and Surrey, British Colombia locations scheduled to open by the end of summer.
WingsUp! is known for its smallfootprint stores, in-house delivery, and a menu that centers around 100% real, fresh, never-frozen chicken wings. Signature flavours such as Medium BBQ, Jamaican Hot, Honey Garlic Parmesan, and Texas
Tequila offer a bold and consistent product experience.
“Calgary represents an important milestone for us,” says Darren Czarnogorski, president of WingsUp! “It’s a vibrant city with an appetite for quality food and entrepreneurship. We’re excited to offer our proven franchise model to aspiring business owners in the west.”
The WingsUp! franchise opportunity includes a turnkey franchise model, low startup costs, full training and marketing support, in-house delivery capabilities, and catering.
Kevito Group names Trinh Tham chief executive officer to lead innovation and guest experience across Chatime and Bake Code Kevito Group, owner and master franchisee of Chatime and Bake Code in Canada, announced the appointment of Trinh Tham as chief executive officer for Chatime and Bake Code, effective immediately on June 18. Company co-founders Kenton Chan and Thomas Wong will continue to lead new business development and strategic growth initiatives, advancing their vision of introducing innovative culinary experiences to the Canadian market. Recognized as industry pioneers, Chan and Wong brought Chatime to Canada in 2011, launching the country’s first global bubble tea chain. Under their leadership, Chatime has expanded to over 100 locations nationwide, becoming one of
Canada’s largest and fastest-growing bubble tea franchises.
With more than 25 years of senior leadership experience at iconic Canadian brands including Tim Hortons, Loblaws, Sobeys, and Harry Rosen, Tham has earned a reputation for building high‐performance teams and delivering breakthrough consumer experiences. Her appointment signals Kevito Group’s commitment to accelerating menu innovation, strengthening its national franchise system, and elevating the customer journey across all touchpoints.
“Trinh is a results-driven leader with a clear vision for the future of Chatime and Bake Code,” said Kenton Chan. “Her deep experience in brand building, operational excellence, and digital transformation—combined with an unwavering focus on innovation and franchisee success—makes her the right person to lead us into
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this next phase of growth. We’re excited for what’s ahead.”
Under Tham’s leadership, Kevito Group will continue its categorydefining product innovation programs, responsible for fan favourites such as Chatime’s Brown Sugar Pearl Crema Milk Tea and Bake Code’s Molten Salted Egg Croissant, to bring even more seasonal beverages and
globally inspired flavours to market at an accelerated pace.
Tham will also lead efforts to enhance support for franchise partners, focusing on training, marketing tools, and operational guidance that align with Kevito Group’s standards and growth ambitions.
Recognizing that today’s guests crave both convenience and connection, Kevito Group plans to evolve its customer engagement strategy by improving service consistency, enhancing its newly re-launched loyalty program to deliver more value back to customers, and refining store design and branding to reflect its Asian roots and relevance to Canadian communities.
“Chatime has helped expand Asian food culture through bubble tea in Canada, and I believe we’re just getting started,” said Trinh Tham, CEO, Chatime and Bake Code.
“There’s an exciting opportunity to continue redefining what modern Asian beverage and food experiences can look like. I’m thrilled to work alongside our passionate team and entrepreneurial franchise partners to create memorable, modern experiences that reflect the richness of our brand and the communities we serve.”
A VISION AND PROMISE FOR MARY BROWN’S CHICKEN
Proudly Canadian. Proudly Made From Scratch.
For over 55 years, Mary Brown’s Chicken has won hearts— and appetites—across Canada with its golden, crispy, handcrafted fried chicken. What began in 1969 as a small shop in St. John’s, Newfoundland, has grown into a beloved national brand with nearly 300 locations across the country—and now expanding internationally.
“At Mary Brown’s, tradition matters. Some things never change— like the original recipe that made our chicken famous,” says Jocelyn Attwood, Senior Director of Franchising for MBI Brands, which owns Mary Brown’s Chicken and Fat Bastard Burrito. “Our food is handcrafted in-store using Canadian Grade A chicken—marinated, breaded, and cooked in small batches. The result is freshness and flavour you can taste in every bite.”
Even the brand’s legendary Taters start as whole Canadian potatoes, cut and cooked daily in every store. “That’s our Made From Scratch promise—and we stand by it. Over the years, our proprietary cooking process and signature recipes have remained the same,” Attwood adds.
Today, Mary Brown’s is found not only across most Canadian provinces, but also in Mexico, the United Kingdom, India, and, most recently, Pakistan.
“Despite our global footprint, we’re still deeply rooted in our origins,” says Dylan Powell, Vice President of International Development. “Our Newfoundland beginnings continue to inspire our hospitality, our values, and the care we bring to every guest experience. This spirit has powered our growth—at home and abroad.”
Built on Quality. Rooted in Community.
In today’s political and cultural climate, being a Canadian brand means more than ever. For Mary Brown’s, it represents trust, integrity, and a commitment to the communities it serves.
“Being proudly Canadian really means everything to us,” says Stephen Coulter, Creative Director. “It’s about being real, dependable, and community-focused. One reason we
keep growing is to amplify our positive impact across the country.”
That impact is seen in national partnerships and local initiatives led by franchisees—ranging from youth sports sponsorships to food bank support and even disaster relief. Where and when it’s needed, Mary Brown’s shows up to give back.
Resilient Through Change: The Power of Franchising
“These are challenging times for everyone—especially in the food industry,” Attwood notes. With rising food and labour costs, fluctuating interest rates, and general economic uncertainty, today’s restaurant landscape is complex.
But these challenges also spotlight one of Mary Brown’s greatest strengths: the power and resilience of its franchise model.
“When you’re backed by a trusted
brand with decades of experience, you’re not facing these headwinds alone,” says Attwood. “Our franchisees benefit from comprehensive training, operational support, and the collective strength of a national network, anchored by our Global Support Centre in Markham, Ontario.”
It’s this sense of unity—paired with a celebrated product, loyal guests, and values that centre on community—that allows Mary Brown’s franchisees to thrive, even in tough times.
Ready to Grow With Mary Brown’s Chicken?
If you’re passionate about great food, community engagement, and building something meaningful grounded in Canadian values, consider joining Mary Brown’s Chicken.
One of Canada’s fastest-growing franchise networks, the brand has
experienced nearly 200% growth since 2007.
Mary Brown’s isn’t simply looking for investors—it’s looking for partners. The brand seeks individuals who understand that longterm success is built on hard work, community involvement, and a commitment to quality. Whether experienced operators or first-time entrepreneurs, franchisees who align with Mary Brown’s values— and embrace its Made From Scratch promise—are well-positioned to thrive. With the backing of a trusted Canadian brand and comprehensive support, those who bring passion and purpose to the table often find success can follow.
The company continues to prioritize growth in Nova Scotia, New Brunswick, Quebec, Ontario, Saskatchewan, Alberta, and British Columbia.
WONDROUS WINNERS
THE 2025 FRANCHISEE OF THE YEAR AWARD WINNERS SHARE THE MAGICAL SECRETS TO THEIR SUCCESS
BY ALYSSA THULMANN AND JOELLE KIDD
There’s a kind of alchemy that occurs, when the right entrepreneur is paired with the perfect franchise system, that turns passion into gold. This past April in Niagara Falls, the Canadian Franchise Association (CFA) celebrated this magic by recognizing eight franchisees who have found success and fulfillment by pursuing their dreams of business ownership through the power of franchising.
The Franchisee of the Year award celebrates the accomplishments of exceptional franchisees who have achieved a high level of business performance, engaged in meaningful community service, and been pillars of their franchise brand. Read on to learn more about the 2025 Gold, Silver, and Bronze winners in traditional (brick-and-mortar) and non-traditional (remote/mobile business) categories, and what makes them the shining stars of their franchise communities.
GOLD – TRADITIONAL FRANCHISE
Sara Lisk, COBS Bread London, Ontario
When Sara Lisk received the email congratulating her on being a finalist for the Franchisee of the Year award, she was just about to join a call with her franchisor, COBS Bread. She had never heard of the award, but when she joined the call and shared the news, everyone clapped in celebration. One month later, she was on stage at the CFA National Convention in Niagara Falls accepting the Gold award. “It was an incredibly special moment for me to be there with so many of the people from COBS head office who had supported me on my franchising journey,” Lisk says.
Lisk’s relationship with COBS began ten years ago when a family friend introduced her to the bakery and its bread-lined walls. After her first visit to a COBS Bread bakery in Vancouver, she was hooked, and worked at the Kerrisdale location while studying at the University of British Colombia.
She began as a sales associate, developed into sales manager, and won a national sales award during her first few years with COBS. “At that point I was like, ‘I think I’m good at this. I think I found something that I love doing and that I’m actually seeing success with,’” recounts Lisk. She thought: “This is a company I can see myself growing a career with.”
At first she considered going into franchise compliance, but then she asked herself, “What if I, like, owned a bakery?” With a laugh, Lisk adds, “Which is a pretty bold statement from a 23-year-old.”
In this case, bold was gold. The COBS Bread team supported her desire to open her own location and she moved back to Ontario, where she got the chance to see what goes into a new bakery’s opening in Waterdown. “Learning what a fresh bakery is like to open: the struggles, the training, the wins, the innovative marketing. I really learned so much from that experience,” says Lisk. She then brought that knowledge with her to London, Ontario.
Her first COBS franchise opened in northwest London in November 2019. April 2024 welcomed Lisk’s second location in the south part of the city. “We decided to open Easter weekend,” she says, “which is famously one of the busiest times of the year, but I was up for a challenge.”
Lisk’s husband now works for her COBS business as well, and with the success of the first two franchises, they’re planning to open three more, making Lisk the brand’s first franchisee to operate five locations in Canada.
“For me, COBS is that thing that allows me to make a difference in the world,” says Lisk. “Every customer
that walks in that door, we’re brightening their day … we make them feel special and valued. Then at the end of the day we’re donating our unsold product to several different organizations within the community.
Lisk’s COBS locations also do a lot of work with the Alzheimer Society, including an annual Doughnation Day campaign to raise money for the organization.
“But how do we take it one step further?” Lisk asks. The Alzheimer Society Southwest Partners has a three-hour recreation program called The Social which offers cognitive, physical, and social activities for those living with Alzheimer’s. Lisk has committed to running baking classes for The Social for one week each year, making scones and sandwiches, and teaching the guests about bread. “Honestly, it’s the highlight of my year,” Lisk shares.
Ronen Vilenski, director of operations (Eastern Canada) for COBS Bread shares that Lisk is committed to giving back to her community. “Sara has a growth mindset in every sense of the word. From building and developing her team into leaders, to her commitment to her customers and community. She is involved in many different charities and is a brand ambassador in her community.”
For Lisk, it’s the culture and people that are important: “People are your greatest asset; they should be your number one priority. Our goal and our mission is to make sure that all our employees feel valued, supported, and appreciated.”
She recommends that all franchisees invest in and respect their employees. “Put your people first … That’s where I think I’ve seen so much of my success from, it’s because I’ve had those key people, I’ve invested in them and supported them in building their careers.”
GOLD – NON-TRADITIONAL FRANCHISE
Greg O’Brien, Hickory Dickory Decks
Halifax, Nova Scotia
When Greg O’Brien finally hit the button that said “Send me more information,” a Hickory Dickory Decks (HDD) franchise became more than just an interest of Greg’s—it became a reality. Within 24 hours he was on the phone with the CEO, Tom Jacques, talking about the franchise and sharing their stories.
O’Brien graduated from university in the early 1990s and went directly into business for himself in the food industry. Back then, some of his friends opened franchises and he saw how they were able to grow and scale in these solid, proven systems. Despite his success as a young entrepreneur, he saw the value of the franchise model.
In the decades that followed, he’d owned numerous independent businesses, as well as having successful careers in the recruitment and medical technology fields. By the time he was in his 50s and looking for a new career path, O’Brien remembered his friends’ experiences with franchising. “When I decided that I wanted to get back into business for myself, being at the age that I’m at … I really wanted to find something that would give me an opportunity to get started [quickly] and maybe accelerate the growth,” O’Brien says. Carpentry was a passion of his, and the HDD franchise spoke to him: “It was a slam dunk for me. I honestly didn’t look at anything else after [Jacques and I] had a conversation.”
Jacques shares a similar sentiment to O’Brien when it comes the beginning of their professional relationship. “We met over the phone and instantly made a connection. Greg is well spoken and confident and, you can tell from first speaking to him, a man of honesty and integrity,” Jacques says. “I liked him instantly.”
From that first phone call sprung a meeting, with Jacques himself picking up O’Brien from Pearson International Airport to show him around the head office, showroom, and the Deck Yard down the road. Afterwards, O’Brien returned home with the franchise agreement and franchise disclosure document in-hand. Shortly after the 15-day waiting period, O’Brien officially became part of the HDD family, shares Jacques. He opened his first franchise in Halifax in the fall of 2022.
“It’s funny because this is technically considered a seasonal business,” says O’Brien, “but we never stop. We have never put our hammers down.” It’s through this hard work that O’Brien has grown into an award-winning franchisee, in his third year of operation. He’s since purchased a second area in the South Shore and, according
to Jacques, has helped grow the HDD group in Nova Scotia from two to five franchises.
The success with HDD has snowballed into new opportunities for O’Brien; he, Jacques, and Kevin Lake, an executive with HDD, are starting a spinoff handiwork franchise, Handy Bee. Additionally, O’Brien has started a seamless gutter business, Atlantic Premier Gutters, with a family member. “If you can provide excellent service at a fair price, there’s really no limit to what opportunities are out there,” O’Brien says.
When O’Brien found out he’d been nominated for the CFA’s Franchisee of the Year award, he shares, “I was just blown away. Then to win was even crazier after that … It’s been good to share that with my team and clients. You know, validates our hard work and really emphasizes that we’re doing the right things.”
For O’Brien, satisfaction comes from supporting his community. “When I looked at the award there was a reference to community, and I think community is critical,” he shares. His franchise sponsors numerous sports teams and recently sponsored an event for six classes of children between the ages of five and seven to visit the local Discovery Centre’s dinosaur exhibit.
O’Brien emphasizes, “I think each franchisee—especially as you grow your business and you get to a certain level of success—I think you owe it to your community to give something back, so it’s something that I really love to do.”
Learn more at LookforaFranchise.ca
SILVER – TRADITIONAL FRANCHISE
Sophia Stiperski and Jean-Sébastien Carré, OrangeTheory Fitness
Montreal, Quebec
When their franchisor, OrangeTheory Fitness, called with “big news,” franchisees and married couple Sophia Stiperski and Jean-Sébastien Carré had no idea they were about to be surprised with a Franchisee of the Year nomination.
“It was a very nice surprise!” says Stiperski. “We felt …” “Honoured!” Carré supplies. “We were up against a lot of people, not just in the OrangeTheory community.” (Which is already a big community, as the brand boasts more than 100 locations in Canada.)
While the recognition might have been a surprise, success is not—the couple has been working hard for it since opening their first OrangeTheory Fitness location eight years ago. “We spend a lot of time in the studios— we go there every day,” notes Stiperski. “We are very close to our staff, our members. It’s not something that we bought just to make money and retire one day. We’re very hands-on.”
When they opened their first location, the couple worked 60 or 70 hour weeks, Carré estimates; Stiperski guesses they took a total of two days off over the first two years. Even eight years later, Stiperski still manages the entire team of trainers at all three locations, and the couple spends time in each location every week. They’re always on call to help their staff.
These franchisees come by this dedication honestly. The couple met while working in Las Vegas, Stiperski with Cirque du Soleil and Carré on stage with Céline Dion’s Vegas residency. Their backgrounds as performers, while perhaps not the typical entrepreneurial path, instilled them with a sense that “the show must go on,” Carré says.
“It’s our drive,” adds Stiperski. “We both come from a background where you have to give 100 per cent, 150 per cent, every night on stage. Even if you’re sick, you’re tired, there are no excuses—you have to go on and perform.” In business, she says, that translates to always looking forward to the next milestone of success. “We have this drive of wanting to be the best, to be different, to bring something that other people don’t bring. [We’re always asking,] ‘How can we be better?’”
Today, Stiperski and Carré own three locations, and are actively looking for real estate to open their fourth.
“The biggest thing is the community we build,” says Stiperski. “I love this business because it’s a people business.” Everyone from staff to members know one another
by name at the couple’s studios, and many members come early to classes just to chat. “Yes, it’s fitness, but it’s about changing lives, it’s about making people feel better,” says Stiperski. There’s nothing more fulfilling than seeing a customer turn their life around, she says— physically and mentally. They have even seen multiple couples meet in their studios who are now married.
The secret to success, they say, is loving what you do—being passionate about your product or service— as well as learning to delegate and surrounding yourself with a good team.
“It’s hard work—it’s very stressful, and there are nights that we don’t sleep,” she says of running the business. “But in the end, you see these things and you think, I do make a change. It matters, what we do.”
“We love the brand, we love the people that started it,” Stiperski adds. “And I think that now, looking at where we are today? We definitely made the right choice.”
SILVER – NON-TRADITIONAL FRANCHISE
Robert Daigle, InXpress
Halifax, Nova Scotia
When Robert Daigle first bought his InXpress franchise in 2020, he thought he was buying himself a side hustle.
“I stumbled upon it, believe it or not, and then called them up. I really liked the idea—I liked the business model,” he says. At first, he ran the business in the evenings after coming home from his corporate job as a sales VP, working with clients in B.C. and Alberta to take advantage of the time difference from his home in Halifax, Nova Scotia. But soon, the lure of the freedom and independence the franchise offered became enough that he quit his job and began working on his InXpress franchise full time.
InXpress is a shipping logistics company that offers a streamlined small parcel service for both individuals and small e-commerce businesses in addition to services for larger, more complex freight and cargo shipping. Daigle says he was drawn to the business because it offered him the chance to work on what he loves—sales and building long-term client relationships—with back-end support that takes care of the administrative tasks he doesn’t care for, like invoicing and collections.
“The growth in my business is in larger-scale projects, [and] that lends itself to my background, things that I like to do,” he says. “Other franchisees focus on other areas of the business that they like to do—it gives you the opportunity to find the niche that makes sense, and grow that niche. You can operate as a one-man show, as an independent salesperson, or … build your own miniempire within the empire.”
On the heels of a year with strong sales growth, Daigle has begun building a team with hopes of having five account managers and customer support employees in the next year and a half. “I’m focusing less on working in the business and more on, ‘How can I take this to the next level?’” he says.
With InXpress’s cloud-based platforms, the business can be run from anywhere. For Daigle, it means working from home, getting to spend more time with his wife, his 19-year-old daughter, and his 15-year-old son. “I want to build something for me and my family that my kids might like, that I could hand down.”
Unlike having a job, owning your own business means a lot more soul-searching about the reasons you’re choosing to work in a chosen career, Daigle notes. “You really do have to get up every morning and go, ‘Why do I want to do this?’”
That’s why he says its important for potential franchisees to know what they want and plan ahead. “The first thing is, know thyself. What gets you going? What do you think you’re good at? … Look for a franchise that plays to your strengths. And think five or 10 years ahead. Have a timeframe. Will it give me the lifestyle that I want if I put the effort in?”
Since turning his side hustle into a full-fledged business, Daigle has grown his InXpress franchise into a highperforming operation with plans to expand.
“For my age, I’m probably working harder than I expected to be working,” he says with a laugh. “The vision is in the next couple of years to build, to scale to the point where I’m working on—and less in—the business.” But it’s all worth it for the autonomy and freedom that comes with working for himself. “[You have to] look five years out and say, ‘Is that the kind of organization that I could develop into something that would make me happy?’”
He's certainly found that with InXpress.
BRONZE – TRADITIONAL FRANCHISE
Frank Goldschleger, Mad Science Group Toronto, Ontario
When Frank Goldschleger received the email telling him he was nominated for the CFA’s Franchisee of the Year award, he nearly deleted it, thinking it was spam. In actuality, his franchise system, Mad Science, meant the nomination to be a surprise.
“When the shock wore off and I realized it was real, I was touched,” Goldschleger says. “It’s nice to be honoured, to be recognized.”
This sentiment aligns with Goldschleger’s humble attitude toward his longstanding Mad Science business. He was the brand’s first franchisee when he bought his Toronto-based location in 1994. “I’ve been working in and on my business for over 30 years—you start to lose track of the fact that owning a franchise, that’s an impressive accomplishment,” he says. “There’s not a lot of businesses that last that long, or succeed over that many years.”
Montreal-born Goldschleger had just finished his MBA and moved to Toronto when he heard about the Mad Science opportunity from a friend visiting from Montreal, where the brand was founded. “My [MBA] colleagues were all going into these high-paying finance jobs or working for big packaged-goods companies, and that never spoke to me. I thought there was something wrong with me,” says Goldschleger. But the idea of starting a Mad Science in Toronto excited him. “I’d never really worked for anyone—I was always doing something on my own, an entrepreneur at heart. I quickly realized that owning a franchise was a faster way to business ownership.”
When he bought the business in his 20s, Goldschleger says he first viewed franchising as a five-year plan. “I thought, five years then I’ll get a real job, you know?” he laughs. Instead, it’s been three decades—and in that time, he says he’s learned to move from working in his business to working on his business, from going out to run birthday parties and do science presentations to hiring and managing a team. “I realized I could have not only a good five years, but a good career, a good lifestyle.”
Mad Science runs birthday parties, after- and beforeschool care, day camps, and other educational presentations for kids that centre around scientific experiments. Goldschleger’s team includes eight full-time staff and 35 to 55 presenters and part-time instructors who work with them throughout the year. “We’re offering fun science for kids—we’re launching rockets, making fun slime with the kids. We’re doing really cool stuff,” he says. For Goldschleger, it feels good to introduce science to kids: “You feel like you’re making the world a better place.”
But his success is also a testament to the culture he’s created within his team. “I have four key people, including myself, and we have over 70 years of Mad Science experience [between us]. They like what they do, they obviously must like working for me, and they’ve been with me through thick and thin, 15 to 20 years.”
It’s important to surround yourself with smart, capable people when hiring, Goldschleger says, but it’s just as important to step back and cede control. “Everyone in here knows more than me, which is great. I’ve surrounded myself with great people who are really smart and intelligent. But to do that I’ve really had to step back and say, ‘Okay, here’s my baby, take care of my baby.’ And they’ve done a great job.”
Goldschleger says at this stage in his business, he’s focused on increasing equity—by updating and improving systems, introducing new tools, and staying on top of technology—and thinking about eventual succession plans. Nonetheless, he’s still going strong.
“Mad Science has a really strong leadership team at the head office in Montreal, so I’m really energized,” he adds. “I believe as soon as you find an industry or a franchisor that speaks to you, you’ll know it right away … I think you really have to choose something you really believe in, where you can look at yourself in the mirror and feel good about yourself.” Learn more at LookforaFranchise.ca
BRONZE – NON-TRADITIONAL FRANCHISE
Dejan and Olga Radulovic, JDI Cleaning
Waterloo, Ontario
When Dejan and Olga Radulovic found out they were nominated for Franchisee of the Year, they were surprised and grateful. But when they won … “I was totally blown away,” Olga says.
“Shocked,” adds Dejan.
“Yeah, totally shocked,” elaborates Olga. “It’s great to be nominated, but actually winning—I felt like I was at the Oscars. It was a great feeling.”
The Radulovics have a long history with JDI Cleaning, a janitorial services franchise that performs commercial cleaning. Dejan’s mom and his uncles owned a JDI franchise together, the first in the region, exposing Dejan and Olga directly to the business and its impact. “It felt like a natural fit for us and we knew the level of support and community JDI offers,” Olga explains. “It’s not just about running a business, it’s about continuing a legacy and being part of something that’s been successful and trusted for years.”
The couple opened their local JDI franchise in 2011, and in 2015, had the opportunity to purchase a larger region and become regional directors. Their southern Ontario territory covers Kitchener, Waterloo, Cambridge, Guelph, Brantford, and surrounding towns.
In running their service-based business, the Radulovics focus on the relationships and the people. “One philosophy we always carry with us is to treat people right. Whether it’s our clients, or our franchise owners or anyone that we work with, we believe that if you lead with honesty, do your best work, and take pride in what you do, good things will follow,” the Radulovics say. “At the end of the day, it’s about building trust and doing the kind of work we can all feel proud of.”
They’re also involved with the local community, sponsoring Team Howard Curling and the 15U Elite Girls Volleyball Team. Olga adds, “we also participate in local events like community cleanups, barbeques … giving back to the community is important to us and we love being part of events that bring people together and make a positive impact.”
“Whenever anything’s going on in the community or around the schools, or anything like that, we always try to get involved,” says the couple. When their kids’ school first opened, they made donations for the school to buy playground equipment and were given an award by the school in gratitude. “They called our kids to get the award and [the kids] were so proud. Because the kids were proud, the kids that knew our kids were proud. It was very cute.”
For the Radulovics, being part of JDI means being part of a team. Their favourite aspect of being franchisees with the brand is the support and sense of community they feel: “We never feel like we’re doing this alone, there’s always someone there to guide us, to answer questions, and to cheer us on.”
It’s not just the community and the energy that solidifies Dejan and Olga’s appreciation for JDI, though. They believe in the work they’re doing. “It’s also great to be part of a brand that values quality and integrity, which makes it easier to take pride in the work we do every day,” Olga says.
For those considering franchising as a career path for themselves, the Radulovics advise to “stay committed, to be patient, and don’t be afraid to ask for help. Success doesn’t happen overnight, but if you put in the work, you stay organized, and you really care about your customers and your team, it really pays off.” With all their experience and success as JDI regional directors they add, “lean into the support system that’s available; there’s a lot to learn and you don’t have to figure it all out on your own.”
As Dejan and Olga continue their work they plan to keep growing their territory, supporting their local franchisees and helping new owners just beginning their journey with JDI. “We’re focused on building strong relationships, making sure everyone has the tools they need to succeed, and maintaining the quality and care that JDI is known for. So, we’re excited to keep growing both as a team and as a business.”
Learn more at LookforaFranchise.ca
You don’t have to be a hairdresser to franchise a Just Cuts salon! 90% of our franchisees are investors from diverse backgrounds.
With over 30 years of experience, our proven no-appointment, inclusive and affordable, fixed-price model lets you own a successful salon without being a hairstylist, and helps address a much needed gap in the Canadian market that is looking to be filled.
Benefit from comprehensive training, innovative digital tools, and a supportive community of over 230 salons globally.
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Don’t miss out on this unique opportunity to join our successful franchise family and receive topnotch training in an incredible setting!
Grand Prize Brands
The winners of the CFA’s Awards of Excellence share what makes their systems spectacular
BY JOELLE KIDD
Each year at the Canadian Franchise Association (CFA) National Convention, two brands take home the Awards of Excellence Grand Prize distinction—one of the most prestigious awards in Canadian franchising. What makes this honour so significant is that it’s based on feedback from the system’s own franchisees. Franchisee satisfaction is truly the most telling marker of a system’s success, reflecting the winning brands’ high standards in leadership, operations, and franchisee relationships.
This year, the CFA was pleased to present the honour to McDonald’s Restaurants of Canada in the Traditional Franchise category (franchises with brick-and-mortar locations) and EverLine Coatings & Services in the Non-Traditional Franchise category (remote, mobile, or home-based businesses).
Franchise Canada spoke with representatives of the two brands to learn how they support franchisee success, the innovations they’ve brought to their systems, and what’s next for their brands in 2025 and beyond.
McDonald’s Restaurants of Canada
“OUR SUPPORT STARTS from the moment an applicant begins their extensive training program and continues throughout their life cycle as a franchisee,” says Kerry Boarder, National Franchising Director at McDonald’s Restaurants of Canada. That’s why it was such an honour to receive the CFA’s Award of Excellence, she says: “it reflects our franchisees’ opinions and recognition of the world-class support they receive from McDonald’s.”
With more than 1,400 locations in Canada alone, McDonald’s is an undeniably iconic brand. But more than that, their franchising model means that each McDonald’s owner is personally connected to their respective community.
“Over 90 per cent of our restaurants are owned and operated by a network of hard-working small-business franchisees who give back to their local communities and care deeply about the people they serve,” Boarder says.
An ideal McDonald’s franchisee is “a well-rounded individual,” says Boarder. McDonald’s franchisees have excellent interpersonal skills, leadership skills, are
committed to following the brand’s proven systems, and are involved in their local community. “Alignment with McDonald’s values is crucial, embodying principles like integrity, service, family, community, and inclusion,” she adds. “Being a McDonald’s ‘brand fan’ shows genuine passion and dedication.”
When it comes to the day-to-day skills of running the business, the brand’s longevity and reach translate to “a world-class training program, perfected over many years,” Boarder explains. Combining classroom learning with practical restaurant experience, the extensive training program can be completed full-time or part-time and consists of a minimum of 1,600 hours—taking anywhere from nine months to two years to complete.
“The most successful franchisees are lifelong learners,” Boarder says, “constantly looking for ways to improve and grow both themselves and their business.”
Consistency is key to the success of a franchise. As a brand known all over the world, McDonald’s embodies this characteristic—“Across the globe, people know and love the great, comforting taste of a McDonald’s burger,” says Boarder. But she also points out that the brand has been able to adapt its menu to local preferences and tastes.
This blend of adaptability and consistency has fueled the brand’s success in Canada. In recent years, the brand has updated dining rooms with a more modern look and
GRAND PRIZE – TRADITIONAL FRANCHISE
introduced new tech innovations, like ordering kiosks, as well as an expanded rewards program and delivery features on the McDonald’s app.
As the way customers buy their food shifts toward app-based delivery, locations have also begun adding a separate entrance and seating area for delivery couriers, with a separate delivery counter and a place for couriers to charge their phones. Innovations extend to the menu as well, with the brand introducing new items to meet guests’ changing dietary needs and food trends—most recently, they’ve introduced oat beverage as an option in coffee-based drinks and are testing a new veggie sandwich in select Canadian markets.
The brand has also maintained a commitment to Canadian sourcing. “We proudly source 85% of our products in Canada, with 100% of our beef, chicken, potatoes, fresh-cracked eggs, milk, and cream from Canadian farmers and growers,” Boarder says. More than 80 per cent of the brand’s food and paper products in the past year were sourced from Canadians suppliers and sourced ingredients from farms nationwide, she adds, with purchases totalling almost $2 billion.
“Cities, towns, people, and their needs never stop evolving, and neither do we,” says Boarder. “Being part of, and fostering, a community means growing and changing with it. That’s why we’re able to be so successful in Canada.”
Furthermore, the brand gives back to local communities through Ronald McDonald House Charities—a non-profit organization that provides housing for families who have to travel to access medical care for their children—and initiatives that address food insecurity. “It’s always been about much more than a burger to us. It’s about feeding and fostering the communities we operate in,” says Boarder.
Looking to the future, the brand will be focused on growth and cultivating new franchisee relationships, Boarder shares. “The demand for new franchisees is accelerating,” she says, noting that the brand aims to grow its footprint in Canada.
For prospective franchisees in any system, it’s important to choose an industry and business that you find genuinely exciting, says Boarder. “Success in franchising starts with passion.” Her advice for those starting their franchise journey? “Build strong relationships with fellow franchisees and your corporate support teams. Be transparent, ask for help when needed, and always stay curious.”
Learn more at LookforaFranchise.ca
National franchising director Kerry Boarder (left) and head of franchising, legal, Edith Dover (right) accept McDonald's Award of Excellence with host Todd Cohen at the CFA National Convention
GRAND PRIZE – NON-TRADITIONAL FRANCHISE
EverLine
Coatings & Services
“WE WORK VERY HARD to achieve excellence—in fact, our purpose statement for the franchisor team is to connect entrepreneurs with a best-in-class franchisor,” says John Evans, the brand’s founder and CEO. That’s why the Award of Excellence win was a source of “validation,” he says: “Not only the success of the franchisees, but industry recognition, all goes to show that we’re doing something right!”
EverLine specializes in parking lot painting, maintenance, and repair, mostly for commercial, industrial, and municipal clients. But what sets the brand apart is “not about painting the straightest lines or filling the best potholes,” Evans says. “It’s actually being the best partner.”
EverLine focuses on communication with both its clients and franchisees, Evans notes. On the client side, this means taking advantage of new technologies and innovative systems to make delivering their services as seamless as possible. For franchisees, the brand’s value-based culture creates a strong group of like-minded business owners who believe in the brand’s high standard of excellence, customer service, and communication.
Franchisees with the brand don’t necessarily need a pavement maintenance background, but Evans notes that expertise in finance and management make for valuable assets. “Our system is plug and play in the sense that,
as long as the roles are being filled by the appropriate people, the results become predictable … the strongest performing franchisees are the ones who are strongest at being able to forecast, read financials, understand what’s going on in their business, understand their KPIs [key performance indicators], and then, of course, manage and help their team.”
As a brand, EverLine has been on the forefront of implementing new technologies. Recently, the brand has harnessed the power of AI to help improve efficiency for franchisees. “We are one of the first—and one of very few—franchisors that began implementing AI, not directly to clients, but for our franchisees [in order to] support them,” says Evans. This involved tapping a Canadian-based supplier, EZ Assist, to create an AI program that can answer franchisee questions 24 hours a day. The program “knows EverLine in and out,” and can help franchisees find answers to any question about operations or processes—“not only with day-to-day support questions, but to predict and analyze what they should be doing in their business at this moment, to rectify a KPI that’s off, or capture an opportunity,” Evans says.
“I think since we implemented it, something like 9,000 questions have been asked—that shaves off 9,000 email replies,” he notes.
The brand also recently acquired one of its vendors, which Evans explains has made supply chain management and ordering even easier for franchisees, as well as providing a more environmentally-friendly and durable traffic-marking product.
New franchisees receive 13 weeks of virtual training and a week of hands-on training to learn the ins and outs of the different tools and products available to them. Ongoing support includes business coaching using the Entrepreneurial Operating System (EOS) method, national accounts and increased buying power through the franchisor.
Alongside these supports, Evans notes that one of the benefits of the franchise is that it’s “virtually infinitely scalable.”
Franchisees with the system start off working remotely, at an accessible investment point. As the business grows, Evans explains, franchisees typically expand, hiring a team and finding an office or shop space to work from.
When asked why he estimates franchisee satisfaction to be so high within the brand, Evans says it stems from “the time and energy we spend to have genuine relationships with our franchisees.”
And the future looks bright for these franchisees. Six years in to franchising, some Canadian EverLine franchisees are now at the point of operating a large, mature business, Evans shares. “There’s an endless array of specialties and special projects, whether starting to work on airports or municipalities or what have you, that are large-ticket items that you have to have the experience to unlock. But now we have a whole bunch of franchisees that are starting to get to that stage, and we want to make it easier for them to run big businesses.”
As Evans says, “We haven’t seen a ceiling yet for what our franchisees are capable of.”
Learn more at LookforaFranchise.ca
Established:
Non-Traditional Opportunities With The UPS Store®.
The UPS Store Canada offers more than the traditional model typically located in strip malls or on main streets. Most recently, we introduced a store-in-store model within Walmart locations in Canada. This new relationship places our brand in direct contact with millions of customers in conjunction with one of Canada’s leading retailers. A number of these non-traditional locations are now open in Ontario, Quebec, BC and Alberta.
The UPS Store Canada has an aggressive development plan related to this opportunity. This is a multicentre franchising program and represents a great business opportunity for those who are ready to do the work required of this type of investment.
The UPS Store in Walmart Supercentre, Guelph
TA SHOWCASE OF EXCELLENCE
he Canadian Franchise Association (CFA) has always served to foster community within the franchising industry, advocate on behalf of franchising, and provide education on everything from getting started as a new franchisee to building best practices as a franchisor.
That’s why the organization’s motto is Growing Together ®. Each year, the CFA celebrates and recognizes that growth in its members through the annual CFA Awards program.
In this Special Franchise Focus section, find the winners of the CFA Recognition Awards, who exemplify aspects of franchise excellence. You’ll also see the brands that have reached significant Membership Milestones with the CFA. Whether they’ve been a CFA member for five years or 25, they are worth celebrating!
In this section we also recognize the recipients of the Franchisee Choice Designation, which honour franchise brands that have been singled out by their franchisees as exceptional.
From emerging brands to household names, take a look inside to see the franchise systems epitomizing franchise excellence—you may just find your next investment!
The 2025 winners span a number of franchise sectors, from education to foodservice to home repair. But what they all share in common is the franchising business model: each franchise system celebrated in these pages is made up of franchised small business owners who live and work in, and contribute to, their local communities.
2025 Franchisees’ Choice
The Canadian Franchise Association announces the 2025 Franchisees’ Choice Designees
Take a look at the brands on the following pages. Though you may not initially see a pattern, they all have some very important characteristics in common. Hailing from a variety of sectors and areas of the country—and sometimes even the world—these franchise systems have been highly ranked by their franchisees, making them worthy of the Franchisees’ Choice Designation.
These Canadian Franchise Association (CFA) member brands voluntarily took part in an independently administered survey of their franchisees, who rated the company in key areas of the franchise business model. These areas include franchisor leadership, business planning and marketing, training and support, ongoing operations, and the strength of the franchisor-franchisee relationship.
“By recognizing our Franchisees’ Choice Designees, we honour the fundamental principle of franchising: collaborating in synergy, achieving mutual success, and thriving together,” says Sherry McNeil, president and CEO of the CFA. “We extend our heartfelt congratulations to this year’s Franchisees’ Choice Designees for earning the trust and admiration of their franchisees through their exceptional efforts and commitment.”
In the due diligence process of investigating a franchise opportunity, speaking with existing franchisees about the opportunity being explored is essential. For prospective franchisees, the Franchisees’ Choice designation identifies that a franchise brand has received solid endorsement and ratings from its franchisees in areas such as:
• Franchisee selection process
• Franchise information package
• Leadership
• Training and support
• Operations and improvements
• Franchisor-franchisee relations
Regardless of any awards or recognitions a franchise system may receive, CFA and Franchise Canada strongly recommend that prospective franchisees conduct thorough due diligence to help ensure that a franchise is the right fit for them.
THE FRANCHISEES’ CHOICE LOGO
Franchisees’ Choice winners receive a special logo to identify them as having achieved high rankings in franchisee satisfaction. As you explore franchise opportunities as part of your due diligence process, be on the lookout for this logo to discover the franchise systems that have been recognized for placing an emphasis on building first-class relationships with their franchisees.
✓ No pavement industry experience required.
✓ Run a proven, scalable B2B service business.
✓ 120+ franchise units and growing fast across Canada & the U.S.
✓ Backed by 10+ years of systems and national brand power.
✓ Full training, marketing, and operational support provided .
✓ Canadian founded & managed.
AWARD-WINNING FRANCISE OPPORTUNITY
EverLine Coatings ranked among the top franchises in 2024 Entrepreneur Magazine’s highly competitive Franchise 500®
The 2025 Franchisees’ Choice Designees Are:
(in alphabetical order)
Celebrating an Ongoing Commitment to Franchise Excellence
A number of franchises have earned the Franchisees’ Choice Designation multiple years in a row, demonstrating an ongoing commitment to franchise excellence and strong franchisor-franchisee relations. In recognition of their achievement, the CFA has created special logos that these franchise systems can use to display their consistently high scores from their franchisees.
THE 2025 FRANCHISEES’ CHOICE 15-YEAR DESIGNEES ARE:
• CertaPro Painters
• Edo Japan
• Mary Brown’s Chicken
• Pizza Nova
• PropertyGuys.com
• Symposium Cafe Restaurant & Lounge
• UCMAS Mental Math
THE 2025 FRANCHISEES’ CHOICE 14-YEAR DESIGNEES ARE:
• PuroClean
THE 2025 FRANCHISEES’ CHOICE 13-YEAR DESIGNEE IS:
• FASTSIGNS International
• SpeedPro Canada
THE 2025 FRANCHISEES’ CHOICE 12-YEAR DESIGNEES ARE:
• BeaverTails
• Fire-Alert Franchising Ltd.
• Pizza Pizza
• Print Three Franchising Corporation
THE 2025 FRANCHISEES’ CHOICE 11-YEAR DESIGNEES ARE:
• A&W Food Services of Canada Inc.
THE 2025 FRANCHISEES’ CHOICE 10-YEAR DESIGNEE IS:
• Hickory Dickory Decks
• Scholars Education
THE 2025 FRANCHISEES’ CHOICE 9-YEAR DESIGNEES ARE:
• Driverseat
THE 2025 FRANCHISEES’ CHOICE 8-YEAR DESIGNEES ARE:
• Inspiration Learning Center
• Oxford Learning Centres
• Paul Davis Restoration
• Right at Home Canada
THE 2025 FRANCHISEES’ CHOICE 7-YEAR DESIGNEES ARE:
• Jani-King Canada
THE 2025 FRANCHISEES’ CHOICE 6-YEAR DESIGNEES ARE:
• Massage Addict
• MaxWell Realty Inc.
• Prep’n Sell
• Willowbrae Academy
THE 2025 FRANCHISEES’ CHOICE 5-YEAR DESIGNEES ARE:
• Days Inn Canada
• MOLLY MAID
• Motel 6
• New Creations
Awards of Excellence
The highest standard of franchising excellence in Canada, the CFA Awards of Excellence recognize franchise brands that have demonstrated superior franchise relations, leadership, business planning, marketing, training and support, ongoing operations, and communications in the Traditional Franchise and Non-Traditional Franchise categories.
Learn more about our Grand Prize winners by turning to page 27.
GOLD McDonald’s Restaurants of Canada Ltd. (pictured)
SILVER Pizza Nova
BRONZE A&W Food Services of Canada Inc.
Are you looking to partner with a top franchise that’s committed to your success? If so, you’re in the right place!
Find the full list of winners at cfa.ca/ lookforafranchise/ top-franchises/
Franchisee of the Year
The CFA Franchisee of the Year Award is presented to franchisees who have demonstrated an overall star quality within their franchise. Awards are presented to Gold, Silver, and Bronze franchisees in the Traditional category (brick and mortar locations) and in the Non-Traditional category (mobile or home-based franchises), all of whom have been franchising with their brand for at least two years.
Want to know more about these award winners? Read their franchise journey stories on page 18.
NON-TRADITIONAL FRANCHISES
GOLD
Greg O’Brien, Hickory Dickory Decks (pictured)
SILVER
Robert Daigle, InXpress Canada
Membership Milestones
Every time a franchise joins and renews its CFA membership, it amplifies the voice of the collective and commits to excellence in franchising. Membership also helps the CFA represent its more than 600 corporate members from coast to coast as the authoritative voice of franchising. Membership milestone achievements honour members for their ongoing commitment to the CFA’s pursuit of strengthening franchising in Canada. Congratulations and thank you to the following members, who are celebrating membership milestones in 2025!
45 YEAR MILESTONES
• BMO Bank of Montreal
• Royal Bank of Canada (RBC)
• Scotiabank
25 YEAR MILESTONES
• BDO Canada LLP
• DQ® Canada
• The Gardener Inc.
40 YEAR MILESTONES
• CIBC
30 YEAR MILESTONES
• Edo Japan
• Master Care Janitorial and Facility Services
• Pizza Nova
• Wendy’s Restaurants of Canada
20 YEAR MILESTONES
• BrokerLink Inc.
• Express Employment Professionals
• Good Earth Coffeehouse
• Hickory Dickory Decks
• Keyser Mason Ball, LLP
• Moneris
15 YEAR MILESTONES
• BeaverTails Inc.
• Canada Bread Company Ltd.
• Choice Hotels Canada Inc.
• iFranchise Group LLC
• Massage Addict
• McCarthy Tetrault LLP
• OPA! of Greece
• Padgett Business Services
• Pet Valu Canada Inc.
• Symposium Cafe Restaurant & Lounge
• WingsUp!
• Wise Cracks
10 YEAR MILESTONES
• Angela Coté Inc.
• Chiquicuts Kids Hair Salons
• Coyote Ugly Saloon
• Fibrenew Industries Ltd.
• Inspiration Learning Center
• Kekuli Cafe Coffee
• Megamind Learning Centre
• Serious Coffee
5 YEAR MILESTONES
• Ami Tea & Sub
• Artigiano
• Boardwalk Fries Burgers Shakes
• Chatime Canada
• FirstLight Home Care Canada
• Franchise GrowthLab
• The HandyForce
• Todd Cohen: Building Sales Culture
• Realstar Hospitality
• Steamoji
Jen Hamilton, CEO
Melissa Hanssens, COO
for building an incredible community of owners and members across Canada, The United States, New Zealand & Mexico.
Our systems simplify the complexities of delivering a dynamic yoga and fitness program, giving your studio a competitive edge
Established Brand
Exclusive Yoga Fitness Fusion Programming
Methodized Instructor Training
State-of-the-art FAR Infrared Heat
Network of Owners
Sales, Marketing, Software & Operations Support 200 HR Yoga Teacher Training Accredited by Yoga Alliance
The CFA’s Recognition Awards celebrate individuals and franchise systems for their outstanding achievements, contributions, and philanthropic endeavours in the franchise community.
Distinguished Franchise Support Services/Supplier Award
Recognizes a person or company for their efforts and contributions in supporting the Canadian Franchise Association and the franchise industry at large.
Diversity & Inclusion Champion Award
Recognizes a company or individual for extraordinary leadership and contribution toward improving and promoting diversity and inclusion within their workplace and the franchise community in Canada.
Reshift Media
Since 2012, Reshift Media has been fuelling franchise growth in Canada and around the world. The company’s in-house team supports more than 200 franchise clients in 22 countries with software development, social media, influencer marketing, search, and website/ mobile development. Reshift continually pushes the franchise marketing envelope, embodying the company’s mission to relentlessly innovate and develop digital marketing strategies, processes, and technology custom-tailored to the specific needs of franchise organizations. The Reshift team is heavily involved in the franchise community and has been instrumental in growing the digital presence of the CFA.
Co-founder Kirk Allen has lent his expertise to various roles within the CFA, including chairing the FSS Committee, serving on the Board of Directors and Executive Committee, and as a National Sponsor.
Reshift Media has been lauded across the franchise industry for its efforts, including being voted the World’s Best Franchise Marketing Firm in 2023, 2024, and 2025 at the Global Franchise Awards, ranked #1 in the marketing category of Entrepreneur’s 2024 Top Franchise Suppliers, and declared 2024 Marketing Disruptor of the Year by the International Business Awards.
Reshift Media also provided assistance with the development of World Franchise Council programming, including website development and information sessions. Their support led to the development of the inaugural World Franchise Day on June 11, 2025.
For its unwavering commitment, cutting-edge solutions, and deep impact on the industry, Reshift Media is the deserving recipient of the 2025 Distinguished Franchise Support Service/Supplier Award.
Pizza Pizza has made significant strides to actively ensure an inclusive workplace. With the development of a diversity and inclusion council in 2021, Pizza Pizza continues to drive impactful programs and community partnerships. These initiatives provide employees with opportunities to learn, engage, and contribute to a workplace where everyone feels valued and heard.
An employee survey revealed that 96% of respondents rated the company favourable in diversity, 95% favourable in equity, and 94% favourable in inclusion.
Beyond internal efforts, Pizza Pizza actively supports diverse communities across Canada through key initiatives. The company has been a dedicated supporter of Pride organizations in Montreal, Vancouver, and Toronto for over 25 years. Additionally, Pizza Pizza made history by becoming the first quick service pizza partner of the Professional Women’s Hockey League (PWHL), demonstrating its commitment to gender equity in sports.
The brand’s Everybody Deserves Pizza campaign is a touchpoint that highlights Pizza Pizza’s connection with its diverse customer base. In recognition of its strides to create a more inclusive and diverse franchise industry, both within and beyond the brand, Pizza Pizza is the deserving recipient of the Diversity & Inclusion Champion Award.
Pizza Pizza
Hall of Fame Award
Presented to a franchise company in recognition of outstanding performance over a significant period of time, high brand recognition, and solid business performance.
Pet Valu Canada Inc.
With over 800 locations across Canada, Pet Valu has become Canada’s leading retailer of pet food and petrelated supplies, with knowledgeable customer service, a premium product offering, and engaging in-store services. Its pet-friendly locations offer services such as grooming, adoption, and do-it-yourself dog wash stations. Pet Valu is deeply committed to giving back and, through the Companions for Change program, collected more than $4.1 million in monetary and product donations in 2024 for Canadian animal rescues, shelters, and charities. The philanthropic program also helped
find forever homes for more than 4,600 homeless pets across Canada last year. Pet Valu’s leadership in the pet care space has led to collaborations with apparel, real estate, and media organizations to create tools and content for pet lovers.
Continued growth is on the horizon, as the brand has recently opened distribution centres in Surrey, B.C., and Brampton, Ontario, the largest of their kind in Canada, which are bringing up to 150 skilled jobs to those local neighbourhoods.
In recognition of the brand’s outstanding performance, significant business presence, and exceptional service, Pet Valu is the deserving recipient of the Hall of Fame Award.
Lifetime Achievement Award
This award recognizes a franchisor, franchisee, or support services provider who demonstrates exceptional achievement and contribution to Canadian franchising and the community at large throughout one’s lifetime and career in franchising.
Patti Hone
Patti Hone has been a significant driving force in the growth and development of the Canadian Franchise Association and the franchise industry at large. Having served on the CFA Board of Directors for eight years, she made instrumental contributions to the Franchise Support Services (FSS) Committee and played a key role in shaping CFA Marketing Day events, showcasing her leadership and influence.
Make Your Statement in Signs & Graphics.
With more than 35 years in the advertising industry, she has experience managing and directing agency projects as well as improving brands’ marketing and communications services. Her expertise has also made her a popular speaker at conferences, tradeshows, and industry events, covering topics like branding, system growth, and customer service.
For her outstanding contributions, leadership, and impact on the franchise industry, Patti Hone is the deserving recipient of the 2025 Lifetime Achievement Award.
As a growing $29 billion industry, signage and graphics will be in demand as long as businesses need to be seen. FASTSIGNS will be there to create captivating, high performing visuals for businesses around the world.
• Over 775 locations in 7 countries
• Business-to-Business hours
• Low staffing requirement
• Professional business clientele
• Attractive Margins
• Seeking Domestic and International Franchisees
• 50% Off Franchise Fee for Veterans and First Responders
“The corporate office programs continue to evolve with technology and the needs of the franchisees. My trust in FASTSIGNS International has only grown as their programs have laid a strong foundation for my business to succeed in this evolving market.”
- Jose Azavedo FASTSIGNS of Mississauga & Oakville, Ontario
Outstanding Corporate Citizen Award
Given to a franchise system that has demonstrated genuine and ongoing concern and support for a community or social service group(s), based on their philanthropic innovation, support, and impact to the community whether on a local, regional, national or global scale.
Cancer Society to fund programs and research, and to raise awareness for the cause.
Since the launch of the initiative in 2009, Sunset Grill has raised more than $250,000 to support Canadians living with cancer and life-saving research.
Beyond this flagship initiative, Sunset Grill engages in food donation programs, local charity partnerships, and sustainability efforts, including responsibly sourcing its products and ingredients. The brand is also working to transition to 100% cage-free or enriched eggs by 2029.
For its support of social services and commitment to life-saving cancer research, Sunset Grill is the deserving recipient of the Outstanding Corporate Citizen Award.
Sunset Grill
Sunset Grill is a Canadian-founded, full-service restaurant franchise that serves breakfast and lunch options, and is a pioneer of all-day breakfast service. The brand’s warm, homestyle atmosphere adds to the ambiance of its California-style breakfast meals.
The brand also gives back to its community, most notably through its annual Pancake Tuesday Fundraiser. Every year, Sunset Grill serves its signature buttermilk pancakes for $2, with proceeds going to the Canadian
GRAZIE TO OUR FRANCHISEES
Proud recipient of the Silver Award of Excellence as well as the Franchisee Choice Designation Award for 15 consecutive years
Volunteer Leadership Excellence Award
In the spirit of passion for franchising and the Association, this award is given to an individual who, through their volunteer activities and work as an ambassador for franchising, helps the CFA grow, evolve, and deliver on its Purpose and Mission.
Peter Viitre
As the head of Sotos LLP’s corporate and commercial group, Peter Viitre oversees all franchise merger and acquisition transactions, including the purchase and sale of franchise systems. Peter provides advice on all aspects of franchising, from the preparation of legal documents to regulatory compliance to the commercial aspects of dispute resolution and termination.
Over his career spanning more than 30 years, Peter’s volunteer leadership has seen him serve as Chair of the Ontario Bar Association’s Franchise Law Section and as a member of the Ontario government’s Business Law Advisory Council, which advised the government on changes to the province’s commercial legislation, including the Arthur Wishart Act. He also counsels business owners and investors, including private equity firms, on non-franchise purchase and sale transactions.
Through his work with the CFA, Peter has mentored franchise professionals, shaped industry best practices, and advocates for franchising excellence. He has also been a vocal presence at the CFA’s annual Franchise Awareness Day, reiterating the necessity of franchise policymaking at all levels of government. Sotos LLP also supports the CFA’s programming year-round as a CFA National Sponsor.
For his exceptional dedication, leadership, and service, Peter Viitre is the deserving recipient of the 2025 Volunteer Leadership Excellence Award.
Fueling Franchise Success: How Public Relations Powers Brand Excellence
LISA RAFFAELE, FOUNDING PARTNER AND CEO, BUBBLEGUM CANADA
FRANCHISES MAY BE BUILT on systems, but success is built on stories. Behind every booming location and smiling franchisee is a narrative— one that public relations (PR) helps craft, amplify, and protect. PR has become the secret weapon in driving franchise excellence. Whether launching a new franchise concept, entering a new market, looking for qualified leads, or aiming to stay topof-mind with consumers, strategic PR is the behind-the-scenes powerhouse that can help fuel sustainable growth, credibility, and franchisee support. Most importantly, it’s not just about making noise; it’s about making the right noise—building trust, shaping reputations, and turning everyday operations into brand-building moments that resonate with Canadians coast to coast.
At its core, PR is storytelling. For franchises, that means highlighting what makes the brand unique, its commitment to answering customer needs, a franchisee success story, announcing a community initiative, or responding quickly and effectively to a crisis. PR brings humanity to a brand and creates emotional connections—a crucial factor in an era where consumers support brands they align with personally.
Building Franchisee Confidence and Customer Trust
Public relations doesn’t just benefit the corporate office—it plays a major role in franchisee recruitment and retention. Potential franchisees want to partner with a brand that has a positive public image, strong community presence, and a clear communication strategy. A PR program that showcases successful franchisees, growth milestones, and awards not
only attracts top-tier and qualified leads, it also reassures existing franchisees that they’re part of a reputable, future-focused network.
In addition, PR efforts can be hyper-localized to support franchisees and the markets they serve. From grand opening media outreach to local charity partnerships and influencer collaborations, a tailored PR approach helps each location shine while reinforcing the broader brand narrative.
Amplifying Growth and Milestones
Franchise growth is a story worth sharing—and PR ensures those milestones reach the right eyes. Expanding into new markets? Announcing a rebrand or updated customer experience? Launching a new product? PR gives these efforts a platform, from business media to lifestyle blogs, social media influencers, and even industry awards. Coverage in trusted outlets builds legitimacy and drives interest in a brand.
Additionally, PR helps create an ongoing drumbeat of positive visibility, celebrating achievements, highlighting innovation, and reinforcing the franchise system’s position as an industry leader.
Making Every Franchise Count
First and foremost, franchising is about scalability—and PR scales with it. From a single unit to hundreds across the country, PR helps maintain consistency, authenticity, and engagement across all touchpoints. Whether it’s a press release about a national initiative or media training for a new franchisee, PR ensures your brand speaks with one voice—and that voice is strong, strategic, and engaging.
In an age where public perception can be shaped with a single post or headline, franchise brands can’t afford to be silent. Strategic, ongoing public relations is not just a “nice to have”—it’s a business imperative that drives awareness, supports franchisees, mitigates risk, and powers brand excellence.
Thinking about how PR can support your franchise? Whether you’re just starting out or scaling up, at Bubblegum Canada, we strive to amplify voices and showcase excellence in a way that aligns and supports brand growth. We can help craft a strategy that speaks to each franchise system’s values, aligns with the right audience, and keeps your brand in the spotlight—for all the right reasons.
Partners in Life—and Business
Franchisees who’ve gone into business with their loved ones prove families that franchise together succeed together
BY KYM WOLFE
FAMILY MEMBERS have been running businesses together for centuries, and as has been well documented, it can pose both benefits and challenges. For one, there’s the reassurance of working with a person you trust, who you know will have your back in any situation. Having a shared goal and getting to spend more time together can strengthen your relationship–though of course it may also mean navigating difficult conversations.
Working with a franchisor can be helpful, as they provide proven operational systems and tools for success, industry expertise, and coaching from knowledgeable staff. To see what it’s like running a business with your other half, Franchise Canada spoke to three couples who own franchises together to learn what it’s like, and what advice they would give to others who are considering purchasing a franchise with a family member.
BeaverTails®
Kareen and Michael Enciso have a lot to juggle as they raise three children (ages 9, 15, and 16) while co-owning and operating both their BeaverTails® franchise and a real estate business. But they know the power of taking time for a sweet snack. “We used to take the kids to Banff, and no matter the season they wanted to go to BeaverTails®. We also took people who were visiting us from the Philippines and looking for something that was truly and uniquely Canadian,” says Kareen.
BeaverTails pastries are hand-pulled pastries served hot with a variety of topping options, from the traditional cinnamon and sugar to fruit, chocolate, or candies. You’ll also find ice cream, snacks, and beverages on the menu. “This is an iconic Canadian pastry,” Kareen explains, “and we all need something sweet every once in a while, so we decided, why not share this experience with Calgary?”
The Encisos opened their shop in Calgary in July 2024 after a thorough feasibility study and several discussions with their children. They recommend that anyone looking to run a business consider whether it will be a good fit with the entire family, because everyone will be impacted. “We looked for a business that the kids could be involved in,” says Kareen. “They love food!” Now the couple’s son works part-time at least twice a week, their daughter works every weekend, and Michael’s mother
helps out, too. The couple’s younger son will also work in the business when he’s old enough.
“One of the benefits of working with family is that you know their personalities, their strengths and weaknesses. But the kids also know that this is a business, and there will be no special treatment for them,” says Kareen.
The Encisos feel that food industry and food preparation experience would be helpful for anyone purchasing a BeaverTails® franchise. Other essential ingredients include time management, creativity, marketing innovation, and a positive attitude.
Kareen is the public face of the business, and she handles most of the staffing, store opening and closing, customer service, and catering tasks. Michael handles most of the behind-the-scenes and paperwork aspects. They employ a full-time manager and several part-time staff, and occasionally call in friends “to give us a hand if we’re very busy,” says Kareen. “Family is not only blood ties, but also friends and community.”
Good Earth Coffeehouse
Sarah McDonald was a nurse who also taught and worked with research studies; Tim McDonald owned a residential building and electrical company. It was a busy life, and it got even busier when they added two new additions to the family. After their sons were born, says Sarah, “the 12-hour [nursing] shifts were difficult, and I wanted work that was more flexible. I was exploring becoming an entrepreneur, and a friend suggested we look at Good Earth. I was drawn to their commitment to community as well as their business model and values.”
Good Earth Coffeehouses are designed to be warm and inviting places where people can enjoy ethically-sourced coffee and wholesome food in an authentic coffeehouse environment. There were none operating in Ontario when the McDonalds signed their franchise agreement, and they had never been to one, but they believed in the concept. “At the time they were teaming up with Indigo across Canada,” says Sarah, which she felt gave the franchise additional credibility. In June 2023, the McDonalds opened their Good Earth location in Sudbury’s Indigo.
“Tim has been an entrepreneur his entire life, so it made sense to go into business with him. One of the benefits is that we get to bounce ideas off each other,” says Sarah, who appreciates her husband’s experience and knowledge, particularly with numbers and the financial
aspects of running a business.
The biggest challenges in the first year were the rising costs of labour and coffee; the need to build Good Earth Coffeehouse’s brand awareness; and juggling familial responsibilities—Sarah was in the store every day, including weekends, until they could afford to hire a manager.
One of Sarah’s strengths is her good intuition regarding people, says Tim. Of the 13 people she has hired, 11 are still on staff, including one who was promoted into the newly created manager position.
Working well together has required excellent communication, clear expectations, distinctly defined roles, and solid boundaries between work and home life, says Sarah. “It’s important to be on the same page, to try to have hard conversations early [and] not wait until the last minute, and to carve out time to connect on something other than business. We try not to bring work home.” Learn more at LookforaFranchise.ca
PropertyGuys.com
After David and Raquel Hicks purchased their PropertyGuys.com franchise in 2017, David became the hands-on operator while Raquel continued to work full-time elsewhere. David supported homeowners looking to sell in Red Deer and central Alberta, providing tools and services so that they could sell their homes privately and avoid traditional real estate commissions.
The business soon expanded to include licensed real estate partners who work with both buyers and sellers. “I was [one of] the first franchisees in Alberta to get my real estate license,” says David. “Adding that allowed us to cover the full scope of consumer needs and changed our business dramatically.” He says that’s what he loves about PropertyGuys.com: the brand is always evolving its offerings to better serve buyers and sellers.
Before the Hicks themselves invested in the brand, David had worked for the previous franchisees. When he purchased the business from them, he says, he inherited a gifted administrator who stayed on for a few years. As the business grew and she moved on, it made sense for Raquel to join full-time.
Raquel started with PropertyGuys.com in 2022, and one of the challenges was transferring David’s operational knowledge to her without overwhelming her. “It
was a steep learning curve,” says Raquel. “If you’re doing this with your partner you have to have detailed conversations about how you’re going to work together,” including clear conversations about roles and expectations. They had to figure it out together, she says, and patience on both sides was the key.
The PropertyGuys.com model supports that kind of partnership, the couple says. Raquel handles the backend administrative tasks and David is mainly clientfacing; but they collaborate when needed—David handles home visits and photos, then Raquel builds and posts the listings. There is a constant need to communicate, Raquel says. “Our communication is much better now that we are running a business together.”
“Real estate never stops—this is a service business,” says David. “You [need to set] boundaries to protect both your business and your marriage.” Luckily, PropertyGuys.com allows them to do just that.
David and Raquel Hicks have owned their Alberta-based PropertyGuys.com franchise since 2017.
Brands on the Run
Remote and mobile-based franchises make business ownership flexible, simple, and scalable
BY GEORGIE BINKS
For many prospective business owners, the allure of autonomy and an adaptable way of working are a prime draw for going into business for yourself. Franchise brands that offer mobile-based or remote business opportunities are a great fit for those who want freedom and flexibility, with the added benefit of low overhead and a scalable business model.
Here, Franchise Canada speaks with three mobile-based franchise brands on the benefits of thinking beyond brick and mortar.
Koala Insulation
There’s nothing better than feeling warm and cozy, and homeowners know the value of quality insulation to keep their homes comfy. John Prittie, president and CEO of Koala Insulation says the brand began “as a result of increasing demand for insulation services to help customers reduce energy consumption, save money, and make customers more comfortable in their homes.”
Koala Insulation is a full-service insulation company offering batt, blown-in, and spray foam insulation along with related products and services such as air sealing, attic hatch covers, and solar mounted roof vents. The brand was started in 2018 in Melbourne, Florida as a mobile-based business and expanded to Canada in 2024.
“We differentiate ourselves by being a professional, full-service insulation company. We visit each customer or client in their home or business to clearly understand their issues and evaluate the situation,” says Prittie. Government grants are available to most residential and commercial customers which increases the demand for our services.”
The advantage of a mobile or remote business—as opposed to a brick-and-mortar location—is the opportunity for reduced operating costs, with lower (or no) rent and more autonomy.
The advantage of this flexible approach for franchisees is the ability to grow their business and add another truck and another crew when they need to. The brand provides franchisees with access to technology like Customer Relationship Management (CRM) software and GPS, making it easy to operate on-the-go and achieve a higher level of customer satisfaction.
When it comes to service, Prittie says, “You don’t need to be the lowest price in town. You need to provide the best solution for your customer. And like other well-
developed brands, all the systems and support are in place from training, to operations, including lead generation, sales, marketing, administration, accounting, etc.”
Prittie notes that a challenge for the brand includes industry rogues who cut corners. “Noncompliance is the issue. These competitors are often not properly insured, don’t train staff properly, accept cash, and avoid making appropriate statutory payments to government and/or employees.”
But for those interested in investing in an exciting new mobile business opportunity, providing exceptional service to Koala Insulation customers, no prior experience in the insulation business is required. Prittie explains: “We teach our franchise partners everything they need to know. We look for candidates that have strong interpersonal skills with good attitudes that are motivated and driven. Individuals that understand the importance of providing excellence in customer service do well. Networking abilities are also important, since we work with so many professionals involved in the real estate and home improvement industries, like home inspectors and custom home builders.”
He says with the franchise’s Service Minder proprietary CRM, “We have selling and service down to a science. We also leverage the benefits of a third-party financing company to make the customers’ purchase decision manageable on their terms. Technology makes it all easy.”
And cozy!
John Prittie, president and CEO of Koala Insulation.
Stagecoach Canada
For those interested in a business in the child enrichment sector, Stagecoach School for the Performing Arts is just the place. The brand caters to kids looking to learn performance skills—and in no time, it may have you kicking up your heels too, as a franchisee.
This extracurricular performing arts school for children integrates singing, dancing, and acting into one program. The curriculum uses performance to help students aged four to 18 become confident, resilient, and expressive.
Stagecoach Canada CEO Kristi Wenaus explains, “Our uniqueness stems from offering more than just performing arts training. Our program fosters essential life skills like collaboration, communication, and creative risktaking within a supportive space.”
Stagecoach was founded in 1988 in Surrey, U.K., by Stephanie Manuel and David Sprigg. They wanted to create a part-time performing arts school where children could receive quality training in singing, dancing, and acting, all in one place.
Today, Stagecoach operates more than 3,000 schools across eight countries. Each school is led by a dedicated principal with a passion for performing arts and a commitment to their community.
Franchisees work from their home offices and lessons operate out of local schools, community centers, and rented spaces, where children attend regular weekend classes.
“Franchised schools offer a uniquely attractive business model for entrepreneurs seeking a flexible, scalable, and meaningful franchise opportunity,” Wenaus explains. “As a hybrid franchise, it combines the best of home-based administration with in-person, community-
delivered programming—allowing our franchisees to build a thriving business without the heavy financial burden of a traditional brick-and-mortar setup.”
Many franchisees begin with one weekend school and expand over time by adding more classes or launching new locations.
Wenaus adds that staffing is often a challenge: “It’s essential to find talented teachers who are not only skilled in singing, dancing, or acting, but also work well with children and understand how to create a safe, encouraging environment. Since most classes run on weekends, it can sometimes be hard to find long-term staff who are both qualified and available.” But the brand’s proven system and cutting-edge educational programs—as well as operations, administration, and marketing support from a dedicated support office—make sure franchisees have the tools needed to succeed.
Those who enjoy working with children and are dedicated to creating a nurturing, creative environment where students can flourish make for ideal franchisees with this brand. Strong communication skills and a collaborative approach are also essential, and franchisees come from a variety of professions.
Wenaus says, “Success as a franchisee stems from more than just business acumen. It’s really about passion, community, and a love for inspiring young people through the arts.”
Learn more at LookforaFranchise.ca
We Wash Windows
For the We Wash Windows franchise system, it’s not just their clients’ windows that are clear, it’s the brand’s road to success as well. The brand’s owner, Jason Primmer, who also owns the Okotoks, Alberta location, says, “What sets us apart is our franchisee-first mindset—everything we do is designed to help our franchisees succeed, because their success strengthens the entire brand.”
Primmer’s father-in-law bought the We Wash Windows brand more than 20 years ago. It started with one crew, a ladder, and a dedication to service, says Primmer. “From the very beginning, it’s been mobile—meeting customers where they live and work. That model has allowed us to scale without losing our personal touch. It’s simple, efficient, and it lets franchisees build their businesses without the burden of a brick-and-mortar location.”
Primmer explains that a mobile business means there’s lower overhead, faster startup, and more flexibility. “Franchisees can grow at their own pace, respond quickly to customer demand, and adjust their schedules seasonally.” He adds, “It also means they can operate with a smaller team and fewer expenses. In our case, the mobile model opens up opportunities like seasonal snow removal, which helps boost year-round revenue.”
The company specializes in traditional, by-hand window and eavestrough cleaning, which Primmer says is delivered “with old-school professionalism and modern systems.”
As with many franchises, the biggest challenge is staffing. “Weather can also be a factor, but we help franchisees plan for and pivot during slower periods,” says Primmer.
We Wash Windows offers its franchisees personal mentorship, field-tested processes, and operational tools that reduce stress and increase profitability.
He explains that “we foster growth through one-onone coaching, peer connection, and systems designed to let franchisees focus on what they do best—running their business.”
Plus, franchisees don’t need industry experience— they just need drive, character, and leadership skills. Primmer says, “Our most successful franchisees are hands-on, reliable, and motivated to grow something of their own. People from trades, customer service, or small business backgrounds often do well, but the common thread is a willingness to learn and a commitment to serving their community with pride.”
When researching franchise opportunities, Primmer advises prospective franchisees to “ask yourself if the franchisor is willing to roll up their sleeves with you. At We Wash Windows, we always will—because we’re a family business first, and our franchisees are part of that family. No matter how much we grow, we’ll always be a small, family-run business at heart—it’s just that our franchisees are in the family now, too.”
Primmer brings all credit back to his father-in-law who started it all. “He’d smile, seeing the work we’re doing.”
Learn more at LookforaFranchise.ca
INVESTING IN THE GOLDEN YEARS
Canada’s aging population is undeniably significant, with approximately 7,820,121 Canadians now aged 65 years and over. Seniors make up nearly one-fifth of the country’s population—18.1 per cent as of 2023. Additionally, these numbers are only projected to increase: over the next 20 years Canada’s senior population is estimated to grow by a whopping 68 per cent.
Whether it’s in-home care, moving services, health care service provision, or at-home food delivery, the senior services industry shows no signs of slowing down as this demographic shift continues. Not only are these services vital, but many offer a relatively low initial investment for new business owners, without the need for a brick-and-mortar location.
For those looking to start their own business while contributing meaningfully to the lives of their community members, Franchise Canada has compiled a diverse list of CFA member brands offering opportunities in the senior services industry.
INVESTING IN THE GOLDEN YEARS
CAREPATROL
Founded in 1993 by a social worker who saw first-hand how important it is that older adults receive the right care, CarePatrol fills a vital role by helping their clients find the senior living communities and senior care services that best suit their needs. They connect their clients to the best services available, reducing the stress and uncertainty that comes with making such important life decisions.
CarePatrol offers hands-on training plus classroom instruction from industry experts to guide franchisees through their journey. The brand also offers business and performance coaches, field experts, and dedicated mentors, as well as a 24/7 toll-free number and message boards to ensure roundthe-clock support. With an initial fee of $77,500, franchisees can launch their own home-based senior care service.
COMFORT KEEPERS
For more than 25 years, Comfort Keepers has offered in-home care services to seniors and adults who need assistance, providing them with support while allowing them the independence of living in their own home. With extended and short-term care offered across Canada and the U.S., franchisees can grow their own business while improving the daily lives of others.
Training and ongoing support is integral to the success of any franchisee, and Comfort Keepers offers up-to-date resources as well as both in-class and on-line training for essential tasks such as sales, networking, human resources, client care, operations, marketing, and management. The investment required to open a Comfort Keepers franchise is $175,000, with a franchise fee of $57,500. As a brand, they value mentorship and unity, emphasizing that “We’re all in this together.”
FIRSTLIGHT HOME CARE CANADA
For those needing in-home care services—whether they’re seniors, someone recuperating from a medical event, people with disabilities, or even a busy parent needing some support— assistance is available from FirstLight Home Care. The brand offers clients both medical and non-medical home care services depending on their individual needs. FirstLight names their “Culture of Care” a commitment to service excellence, personal growth, and accountability.
FirstLight Home Care gives business owners the opportunity to open their own franchise or convert their independent home care business into a FirstLight franchise. No prior experience is needed, as the brand has an extensive online training program with 55-60 hours of content, as well as five full days of in-person training, plus ongoing support. With an investment of $108,950 to $174,850, franchisees can themselves become a caring community leader and a business owner.
HEART TO HOME MEALS
Heart to Home meals believes that life should get easier as you age. This is why they hand deliver over 200 chef-crafted frozen meals that are specifically formulated to meet the different nutritional needs, tastes, and diets of seniors.
When it comes to making meaningful connections, as the saying goes, the way to the heart is through the stomach.
The full investment for a Heart to Home franchise is $150,000$200,000, and franchisees receive hands-on assistance in setting up their franchise, onboarding and continuous training, and comprehensive marketing and business support from the brand’s Franchise Support Centre. Not only does Heart to Home offer dedicated and local marketing support to its franchisees, but it is also committed to national advertising across television and digital platforms, increasing brand awareness and allowing franchise owners to reach as many customers as possible.
JUST LIKE FAMILY HOME CARE
Just Like Family Home Care is unique in that it’s a Certified Social Enterprise, meaning that it is 51 per cent owned by Charitable Organizations and most of the franchisor’s profits go back into their mission to provide for Canadian seniors and their families. Their goal is to provide in-home care, both physical and emotional, with a myriad of services spanning personal care, respite care, companionship, disability support services, post-hospitalization recovery and more, depending on the needs of their clients. At its core, Just Like Family Home Care values people over profits.
The initial investment for a Just Like Family Home Care franchise is $75,000 with a franchise fee of $55,000. Franchisees receive support from a thorough training program, a detailed operation manual, and the brand’s 24/7 commitment to seeing their team succeed. With low start-up fees and a profitable long-term business plan, this brand welcomes to the family both its clients and its franchisees.
QUALICARE HOME CARE
Since its start in 2001 with a single home care agency in North York, Ontario, Qualicare Home Care has grown to 41 franchise units in Canada. Qualicare’s 360° approach offers non-medical, medical, and concierge services to seniors with the objective that they are ready to handle anything that comes up. These services include assistance with daily tasks and household management, specialized health care, companionship and outings, family care coordination, Alzheimer’s and dementia care, hospice and palliative care, and hospital-to-home care.
A Qualicare franchise requires an investment of $100,000$150,000 with a franchise fee of $49,700 to get going. Territories are available in all 13 provinces and territories, making Qualicare’s services accessible to communities across the country. No prior experience? No problem! Franchisees receive extensive training and customized, ongoing support as they take on this new challenge.
ONESOURCE MOVING SOLUTIONS
Moving is as exciting as it is stressful, and ONESource Moving Solutions for Seniors, Professionals, and Families offers a helping hand—literally. The brand specializes in handling complex moves with all the emotional and logistical challenges that accompany them. Whether the client is a young professional, a growing family, or a senior transitioning to a new home, they provide full-service, end-to-end move management while coordinating every detail.
Transitions are an inevitable human experience, and prospective franchisees can join a necessary, thriving industry by investing in their own franchise with a company designed to benefit Canada’s aging population. The franchise fee is $45,000 and ONESource offers onboarding support, in-person and online training, marketing support, and additional operations and employee resources. There are also monthly group support meetings and one-on-one coaching sessions, plus an opendoor policy for communication.
RIGHT AT HOME CANADA
For 30 years, Right at Home Canada has increased the quality of life for older and differently-abled adults, allowing them to stay in the comfort of their own home. Founded by a hospital administrator who saw first-hand the challenges faced by many seniors living at home, Right at Home offers personal, nursing, specialty, and companion care to its clients. They’ve established a five-step process: develop a client care profile, create a person-centered care plan, identify the best caregiver, deliver extraordinary care, and provide ongoing support.
As an established and recognized brand across Canada and the globe, Right at Home offers franchisees an avenue to business ownership with social purpose, through a trusted system. A franchise requires an investment of $125,000$150,000, including a franchise fee of $65,000-$80,000. The brand’s 18-month “RightStart” training program with your own Corporate Coaching Team includes virtual, classroom, and in-person training, and a day-to-day operations overview, alongside business tools to aid franchisees in sales conversion, employee recruitment and screening, reporting, and key performance indicators.
INVESTING IN THE GOLDEN YEARS
SENIOR HELPERS
When it comes to dependable and affordable non-medical care for older adults, Senior Helpers is a growing global brand. They provide skilled and non-skilled home care for seniors experiencing mobility, cognitive, and other age-related health issues in addition to guidance for short- and long-term care decisions. Senior Helpers and nurses receive specialized training from the brand’s Center of Excellence and certifications such as their Senior Gems and their industry-leading Parkinson’s Care Program.
With more than 410 locations across Canada, the U.S., and Australia, franchisees with Senior Helpers benefit from being part of a long-standing, internationally recognized brand. Their franchise fee of $75,000 and total required investment of $206, 605-$265,130 equips business owners with their franchise and the training they need to make it succeed. Support includes more than 115 hours of remote and six days of in-person training, one-on-one coaching pre- and post-launch, and an “Off to the Races” marketing and lead generation strategy dedicated to the franchisees local market.
SENIOR HOME CARE BY ANGELS
Senior Homecare by Angels is a network of non-medical senior homecare agencies. They offer short- and long-term care services, some of which include personal care and assistance with daily tasks, medication and fluid reminders, transportation arrangement, memory care, transitional care, respite care, and companionship. Programs are designed to be flexible and catered to the needs of each patient to ensure they are well supported in their personal haven.
Senior Homecare by Angels offers extensive resources and support to its franchisees. Initial training consists of six days at the headquarters in Philadelphia in addition to comprehensive training manuals; a complete preferred vendor list; forms and marketing materials; webinars; annual conferences, seminars and meetings; a 24/7 extranet resource centre; and other forms of ongoing support. The required investment for a Senior Home Care by Angels franchise is $96,435-$101,975 with a franchise fee of $49,950.
Learn more at LookforaFranchise.ca
TRANQUIL CARE FRANCHISING INC.
As a health care service provider, Tranquil Care supplies medical support services and staffing solutions to retirement homes, care facilities, private homes, and hospitals. Their services encompass personal care, live-in care, independent living, physiotherapy, respite, domestic assistance, and Alzheimer’s and dementia care.
With a required investment between $98,750 and $152,750, including a franchise fee of $49,500, those interested can kickstart their own Tranquil Care business with the backing of the brand’s proven business model. Franchisees receive systems, tools, and support as they launch and grow their business. Franchisees benefit from insight into key markets, access to their Tranquil Personal Care Management System, and ongoing support to add some tranquility to the rushing waters of a new business venture.
Learn more at LookforaFranchise.ca Learn more at LookforaFranchise.ca
The Canadian population aged 85 and older could triple to nearly 2.5 MILLION by 2046.
Source: Statistics Canada
Approximately
900,000 seniors in Ontario receive homecare services annually as of 2023.
Source: CBC
1 IN 5
seniors over the age of 80 in Ontario have complex care needs that require long-term care.
Source: Ontario Long Term Care Association, OLTCA By 2065, it’s projected that there will be over
87,500 centenarians in Canada.
Source: Statistics Canada
Discover the Power of PR
for your franchise with Fishman Canada’s limited-time offer! Reserve your spot for a FREE 30-minute PR checkup. Learn how our expertise can drive your business growth.
The Tools You Need to Nail Local Store Marketing
Insights and tips to elevate your marketing strategy with a focus on local communities
As a business owner, brand awareness is vital to your success, and it’s never too early or too late to construct a new marketing strategy. A key benefit of working with a franchised brand is the access to extensive marketing and promotional materials. Even so, franchisees can benefit from adding a personal touch to their strategy, and getting involved with your community at the local level may be just the way to do it. We’re sharing the information you need to stock your Local Store Marketing toolbox with important instruments to help you build a successful marketing plan.
This content is taken from the CFA’s April 23, 2025, Learn & Grow webinar titled “Local Store Marketing Toolbox,” hosted by Shawn Saraga, founder and president of The Franchise Academy.
So, what exactly is Local Store Marketing?
Local Store Marketing (LSM) refers to a designated amount of money spent in the community, at the franchi -
see’s discretion, through programs approved of by the franchisor. It’s very important that these programs are approved by the franchisor to ensure they align with the brand’s identity.
While the national marketing afforded by franchise systems is an undeniable benefit of franchise ownership, franchisees shouldn’t overlook marketing on the local level. In fact, business owners can spend up to just four hours a week on LSM and see an increase in sales of anywhere from 10 to 15 per cent compounded year over year.
Why does LSM work?
By focusing on LSM, business owners are forging connections within their community, driving brand awareness, and as a result, sales. These relationships can transform a business into a well-known, recognizable staple in the area. Furthermore, by supporting their local community, a franchisee can make a positive impact on those around them and foster a welcoming environment.
THE TOOLS YOU NEED TO NAIL LOCAL STORE MARKETING
Where do I start once I’ve decided to invest in LSM?
Local Store Marketing begins with the franchisor: franchisees can check their Franchise Agreements and Franchise Disclosure Documents to see what funds are available for LSM initiatives. Typically, the franchisor will prepare assets and training to ensure that the franchise owner is using their marketing toolbox appropriately and effectively. Regional managers can also provide coaching and ongoing support throughout the process. However, the responsibility to put these plans into action ultimately falls on the franchisee. It’s not recommended to outsource this responsibility, as the personal connections between business owners and their community is the cornerstone of the strategy.
Once the franchisee becomes familiar with the options and opportunities at their disposal, they can move forward with concrete action items.
What LSM initiatives should I focus on?
There are many ways to go about LSM, and franchisees should seek a well-rounded portfolio of local investments, both regarding their time and funds, to get the best results. This isn’t a “one-and-done” kind of strategy! The key is to make community engagement a habit. Here are some avenues for business owners to explore:
Online reviews
Positive online reviews are massively important to business owners, as prospective customers and clients will rely on the information they see online. These ratings can have a serious impact on the traffic you see. The best reviews come from a personal touch—as the owner, when you connect with your consumers and personally ask them to leave a review after having a positive experience, both the quantity and the quality of these reviews can increase.
The Chamber of Commerce
The local Chamber of Commerce is a resource meant to help business owners by connecting them with opportunities for engagement and growth. By joining this organization as a member, you are giving yourself the chance to be introduced to other local business owners while letting them know you intend to be a reliable member of the community. Additionally, the Chamber of Commerce will forward you opportunities to get further involved with invitations to events and initiatives as well as vital information relevant to your business.
Sports team sponsorship
Local sports teams are a vital part of any community— they’re a well-loved activity and a source of local pride. By going to games or putting your logo on a team’s jersey, you’ll gain visibility in your community. Different
sponsorship programs are often offered as well, such as cheque or rebate programs involving different kinds of time or monetary investment in the team. When looking at potential sports teams to sponsor, it’s important to keep in mind a variety of different sports and leagues, as you want to make an impact with your relevant market and reach as many people as possible.
School programs
Reaching out to local schools is a great way to make meaningful connections with organizations integral to the community. You can do this by introducing yourself to the principal, letting them know that both you and your business support the school, and inquiring about initiatives such as sponsoring a Student of the Month program or a school fair.
Some more options include:
• Street fairs
• Regional employers
• Tourist attractions/buses
• Business Improvement Areas, Business Network International, and networking groups
• Universities and colleges
• Road signage
• Local and micro-influencers
• Podcasters
• Religious organizations
• Social media
• Media outreach
As a franchisee decides the route they want to take when tackling Local Store Marketing, it’s vital to remember both consistency and variety are important. By continually involving oneself with local programs, initiatives, and engagement opportunities, a business owner is setting themselves up to reap greater rewards in terms of their business growth.
How do I put my best foot forward?
It can be daunting putting yourself out there, especially if you’re unfamiliar with the community you’re now a part of. But making connections is an important skill, and not one to shy away from. Growth in business is integral, and that extends to growing as a business owner. Forcing yourself out of your comfort zone is difficult but necessary.
So knock on doors, introduce yourself, and get to know everybody in your community. People buy from people. Your community wants to get to know you and wants to learn more about you and your business.
Learning about Local Store Marketing is the first step, and now it’s time to implement what you’ve learned and see the results for yourself!
Tradeshow Like a Pro
Top tips for navigating a franchise tradeshow
While a wealth of resources are available online for prospective franchisees looking to find their perfect franchise investment (including the CFA’s directory site, LookforaFranchise.ca), tradeshows remain an amazing opportunity for anyone looking to own their own business through franchising.
A franchise tradeshow is an opportunity for brands who are actively recruiting new franchisees to showcase their franchise system and connect in-person with potential future business owners.
For a prospective franchisee, a tradeshow is a great way to meet face-to-face with various franchisors, find out about brands you may not have considered before, ask specific questions tailored to your own situation, and even take advantage of educational opportunities.
Below, we run through top tips on how to make the most of your time at a franchise tradeshow!
Think ahead
Once you identify a franchise tradeshow in your area, prepare ahead. Pre-register online to save time when you arrive, and take advantage of any early-bird deals. Before heading out, do your research to find out which brands will be exhibiting. Create a list of brands to visit and prepare some specific questions to ask—this is your chance to learn everything you want to know about each investment opportunity.
Arrive prepared with a sturdy bag to hold the printed information (brochures, fact sheets, business cards, etc.) that you might collect throughout the day. Bring your
partner, spouse, or a friend along, as well as anyone else who will be investing or working in the franchise with you. Buying a business is a big decision, so make sure your support system is involved in the process! That said, consider leaving your children with a sitter or relative—you’ll need to spend a fair amount of time talking to exhibitors and focusing on those conversations.
Do your research, but keep an open mind
It’s likely that you won’t be at the point yet where you’ll need to make a decision on what franchise to buy— that decision comes later, after plenty of due diligence. So, take into account that you’ll be attending the show to collect as much information as possible; meeting with potential franchisors is a first step into a detailed research process.
It’s exciting to be surrounded by so many opportunities, but keep in mind that the best franchise fit for you is not only a business that excites you, but one that also caters to your skills and experience, the lifestyle and work-life balance you’re hoping to achieve, and the investment level you can afford. As you navigate the show, look for the CFA Member logo at the booths of brands you’re interested in—this indicates that the franchise system is a member of the Canadian Franchise Association, has signed on to the CFA’s Code of Ethics, and is committed to excellence in franchising.
While you should make sure to talk to everyone on your “must-visit” list, don’t close yourself off from different opportunities! Tradeshows are a great way to expose yourself to brands you may not have heard of or considered.
Take notes
Tradeshows can pass by in a blur. You’ll likely spend a few hours having many conversations with representatives from diverse brands. It can help to jot down a few key points from your conversations to help you keep everything straight. Don’t forget to get a business card or exchange contact information with anyone you have an in-depth conversation with as well.
The beauty of a tradeshow is that it offers a pressure-free way to ask questions of franchisors and explore the different opportunities available to you. So don’t be afraid to ask! Additionally, don’t be shy—every exhibitor is there to provide more information on their franchise system and will be excited to walk you through the opportunities they have.
Learn from the best
Many tradeshows offer learning opportunities like free seminars or roundtables. At the Franchise Canada shows in Toronto and Vancouver, for example, you can expect to hear from franchising experts on all kinds of topics related to the process of buying a franchise, as well as success stories from growing brands and fellow franchisees.
Be sure to check the tradeshow’s website or information guide to find out when these education sessions are happening and plan to attend the ones most relevant to you.
Following up
Don’t lose momentum when the tradeshow ends! The research continues at home, where you can continue to look into companies you’re interested in—fill out applications for those that caught your eye, visit their locations to see operations firsthand, and discuss any potential opportunities with your family and co-investors.
See You at the Show!
Join us at the Franchise Canada Tradeshow this fall, October 25-26 at the Toronto Congress Centre!
Tradeshow Success Story Sabai Thai Spa franchisee Stella
Hoang
Stella Hoang always dreamed of opening her own spa. After five years working in the hospitality and wellness sector, she discovered the perfect way to make that dream come true: through the power of franchising. At a Franchise Canada Show in Vancouver, Stella was introduced to the Sabai Thai Spa concept and found she aligned perfectly with the brand’s core values. Visiting a location afterward, she was even more impressed: “It’s like going to Thailand without a ticket,” she told the Franchise Canada Chats podcast.
Now, Stella has been awarded a Sabai Thai Spa franchise and will be opening her location—the brand’s first franchised location—this fall.
Listen to Stella’s story on the Franchise Canada Chats podcast: https://cfa.ca/franchisecanada/listen/
9 Questions You Should Ask at a Franchise Tradeshow
1. How much is the initial investment, and what does it include?
2. What kind of fee structure does the franchise have?
3. What territories or locations are currently available?
4. How does the franchisor select franchisees and award locations?
5. What kind of initial training does the franchisor provide to franchisees?
6. What ongoing training/ support does the franchisor provide to franchisees once the business is open?
7. Is the franchise system a member of the Canadian Franchise Association (CFA)?
8. Will I be provided with a Franchise Disclosure Document (FDD)?
9. What kind of opportunities for growth are available? Is there potential to expand to multiple franchise units in the future?
100% CANADIAN FRANCHISE SYSTEMS
Many businesses stem from modest beginnings, with a savvy entrepreneur, an identified market niche, and the determination to build something of significance. From there, a single concept can grow infinitely, and become an iconic franchise system helping others pave their way to business ownership.
BY DAVID CHILTON SAGGERS
Fire-Alert
Fire safety is important for everyone, from large businesses to individual residential homes, and the best way to be prepared is to ensure fire safety devices are installed, functioning, and up to code.
That’s the premise behind Fire-Alert, a mobile extinguisher and fire safety inspection service founded in Ottawa by Yvan Houle 40 years ago.
Today, Sylvain Houle, Yvan’s son, co-owns the company with his wife Vanessa. Business has boomed with Fire-Alert’s corporate locations in Ottawa and its 22 franchise locations across Canada, including Toronto, Gatineau, Saskatoon, and Calgary. Another franchise in Vancouver is currently in training, says Houle, from his office in Ottawa. “We’re always looking at expansion,” he continues, “and we have major growth plans, including expanding in the U.S. market.”
Fire-Alert offers a wide range of inspection services for fire prevention and suppression tools such as fire hoses, fire extinguishers, fire alarms, sprinklers, and emergency lights. Fire-Alert is fully mobile, says Houle, and a franchise can be operated remotely.
Industrial and commercial customers make up about 90 per cent of the system’s business: “We go after the national accounts,” says Houle, adding that franchisees have access to “a substantial amount of work from the get-go.” The cost of a franchise is between $110,000 and $150,000, depending on the territory and individual equipment needs. As for training, Houle shares that they have a unique training facility in Ottawa where instruction lasts two to three weeks, with ongoing operational support for new investors. Fire-Alert also offers comprehensive training on fire code compliance, Houle emphasizes; all jurisdictions have a fire code and every industrial and commercial venture has a legal obligation to conduct regular fire inspections.
Houle says that franchisees with the brand don’t need a background in fire protection, but they need to be mechanically inclined for installations and repairs.
They also need to be motivated, good team players, and personable, because they will be dealing with the public. Currently, he’s primarily seeking owner-operators.
The benefits of investing with Fire-Alert are substantial, says Houle. For a start, there is a steady stream of work due to fire code requirements. “We’re not just awarding franchises. We’re selling a service required by law,” he notes. Then there’s Fire-Alert’s leadership role in the industry, the low overhead, truck fleet discounts, and a fresh look with sharp new branding.
Learn more at LookforaFranchise.ca
Sylvain Houle (right) and his wife Vanessa (left) now co-own the company his father began 40 years ago.
Tire Butler
Fifteen years ago, Jack Benzacar needed new tires for his car and had to travel to a distant suburb to get them. This inconvenience marked the genesis of Tire Butler.
Tire Butler is a mobile automotive operation that offers tire and wheel sales, tire changes, tire storage, flat tire repairs, fleet tire management, rim repairs, and interior detailing. “We come to you,” says founder and president Benzacar from his Toronto office. His system services any customer with a car, a van, or a light truck, who are pressed for time but need assistance.
While the brand started small—for the first 18 months Benzacar was its sole employee—Tire Butler now has 12 trucks on the road in Toronto and 20 staff composing the team, in addition to a Canadian call centre that helps ensure the team never misses an opportunity to assist a customer.
While the buesiness grew organically for a long time, Benzacar explains, after a certain point, he decided that franchising would promote further expansion. He’s already sold his first franchised location in Toronto, and is now busy marketing his system in the Greater Toronto Area and around Ontario’s Golden Horseshoe.
Next year, Benzacar wants to have 18 to 20 franchises up and running, and strives to eventually reach 90 across Canada, with another 300 in the U.S. Each franchise costs between $175,000 and $275,000 in initial investments. For
new franchisees, training takes three months: beginning at the head office, then sending the franchisee out on a company truck with a corporate employee, before they head off in their own vehicle with a trainer for additional support. Tire Butler territories are established using census data and postal codes, and no job is more than a five minute drive from the next.
As for potential franchisees, Benzacar says, “I want them to learn how to run the business. They need to start as owner-operators and have an entrepreneurial mindset.”
A commitment to the client is also crucial, he goes on to say, because “the most important thing for me is exceptional customer service.” Exceptional it must be, because Tire Butler has a 90 per cent customer retention rate. The benefits that come with a Tire Butler franchise include the corporate will to succeed and their desire for franchisees to share in that success, says Benzacar. Furthermore, the brand offers a low investment cost, proprietary software packages, and its suite of services. And then there’s the expansion plans: The Globe and Mail has named Tire Butler one of Canada’s fastest growing companies.
Learn more at LookforaFranchise.ca
Visage Beauty & Piercing
Even now, 1969 stands out as year of big happenings: the moon landing, the Woodstock Festival, and the launch of Boeing’s 747 jumbo jets. And, it was also the year that a fashion model turned the cosmetics industry upside down.
Discontented with the cosmetics industry’s offerings, Toronto’s Caryl Baker journeyed to New York City to find someone who would help her create the Visage Cosmetics line. What she wanted, says Cindy Machado, president of Visage Cosmetics Ltd., was a product that would be suitable not only for an actress or model, but for all women. With that, Caryl Baker Visage was born.
From there, Baker started to offer free makeup demonstrations that allowed clients to learn about both products and the application techniques she had developed. That, Machado says from her Toronto office, removed the “counter” between customer and makeup artist, and introduced the “try before you buy” concept to the industry.
Baker’s success led to the opening of four corporate Face Spa locations in Toronto, and, in 1978, her first expansion into the world of franchising. Now there are 25 franchises in Ontario across Toronto, Barrie, Ottawa, Hamilton, and Windsor, to name a few. Expansion remains at the top of the system’s to-do list, according to Machado. The company is now privately owned, and during the last year has made some changes. It has stayed true to its Caryl Baker Visage roots, but also
been modernized and rebranded as Visage Beauty & Piercing. “We’ve brought the core of what we do directly into our name,” says Machado.
Visage Beauty & Piercing targets women of all ages— from their first ear piercing to their first facial, and prom night makeup to professional skin care. So, in addition to this wide-ranging customer foundation, franchisees can call on a multi-generational client base. Machado wants investors with leadership skills; the ideal franchisee is passionate about beauty and exceptional customer service, and inspires those around them. Some exposure to franchising or the beauty industry is an asset, but it’s not required. While a new franchisee’s Face Spa is being built, the investor and their team complete comprehensive Beauty Academy training. The cost of a franchise runs between $384,000 and $520,000, and benefits include the brand’s time-tested success, says Machado. Visage Beauty & Piercings continues to thrive in an everevolving industry, she adds, based on its decades of experience setting industry standards.
Learn more at LookforaFranchise.ca
THE FRONT SEAT TO CUSTOMER SERVICE
In search of their ideal lifestyle, Driverseat franchisees Glenn and Dana Clark have built a business on kindness, collaboration, and customer satisfaction
BY ALYA SOMAR
In a world of increased automation, where customer interaction is becoming less and less of a priority, Driverseat franchisees Glenn and Dana Clark are proof that businesses thrive when people come first.
After 17 years at a video rental store, Glenn Clark found himself suddenly out of a job when the location he managed shut down. With four kids and a wife to provide for, his future seemed uncertain. To bring in an income, he switched industries and took a job managing construction sites. There, he was working 60 hours a week in a different city and commuting home on the weekends. Glenn knew that he wanted to be closer to his family and he needed to make a change.
One evening in 2016, he and his wife Dana were visiting their neighbours, who told them about the Driverseat brand. Driverseat is a transportation franchise in Canada with locations in Ontario, Alberta, and British Columbia, offering door-to-door shuttle services for everyday or special events. Right then and there, Glenn and Dana decided to open a Driverseat location in London, Ontario. Since finding their footing as franchisees, Glenn and Dana Clark have gained financial stability for their family of six, security for their future, and comfort in their daily lifestyle.
Growing the franchise, together
During the early days of franchise ownership, Dana’s administrative experience was critical in getting the business running, as were Glenn’s management skills. With guidance and support from the Driverseat founders, Luke and Brian Bazely, the Clarks were able to get themselves ready and set to operate.
Working together and using their individual talents whenever they faced professional or personal struggles helped them build their franchise from a small collection of cars to a sizable fleet with buses and minivans that service over a hundred weddings per year. “I have the perfect support [system] in my wife and my kids,” Glenn shares. “It’s really nice; they pump me up when I’m not feeling pumped up, which is amazing.”
Glenn and Dana start every workday as a team. By taking their mornings slowly with one cup of tea at a time, they can comfortably plan out their day to be as efficient as possible. Spending a few hours on calls, sending emails, and billing clients in the morning gives them the flexibility to prioritise their marriage outside
“I HAVE THE PERFECT SUPPORT [SYSTEM] IN MY WIFE AND KIDS.”
- Glenn Clark , Driverseat franchisee
of working hours. Being their own bosses allows them more free time to do activities like grab lunch together during a workday or plan their frequent travels.
Working from home as Driverseat franchisees has given the Clarks a level of freedom that they cherish. With their flexible schedules, they are able to spend more quality time with their children, make more memories together, and be there for their family when they need them the most. “Our whole motto is: creating experiences for our kids and making sure we have experiences as well,” says Glenn.
But this flexibility doesn’t mean they sacrifice their high standard of customer care. Almost ten years into being franchisees, the Clarks still choose to personally take calls and emails. They credit their dedication to quality customer service as what sets them apart from the competition. Follow up phone calls after rides, personal emails sent to corporate accounts, and personable drivers are crucial to how they run. Making sure that their entire team of chauffeurs is able to provide a high level of customer service is a source of great pride for the Clarks. As many competitors move towards automating their customer service matters, the personal touch of one-on-one conversation is something the Clarks are not going to change any time soon. “Customer service is disappearing. So in my mind, customer service is number one. I want all the customers to be treated extremely well because they’re not getting it everywhere else and it’s a point of difference,” Glenn explains.
He adds, “I describe our service [as] ‘A private doorto-door service customized to suit your needs’… to make sure customers understand it’s very personable.”
Carpooled collaboration
As part of the Baby Boomer generation, Glenn found his way to franchising as a second career after working in established industries. This wealth of experience has its upsides. Throughout his 25 years in management roles, Glenn learned that his team thrives if he leads them with an open mind. Treating his employees as equally valuable members of the team has helped him to create a welcoming workplace environment where folks can reach their full potential. He sees the hard work that his chauffeurs put into the business and believes in treating his employees with the respect that they deserve.
“People want to be treated as equals. I never talk to people as if they work for me; they work with me,” says Glenn.
For the London Driverseat franchise, customers usually tip their chauffeurs after a job well done. If Glenn notices that a customer didn’t do so, he takes it upon himself to follow up, personally calling customers to ask if there was anything wrong with their experience. Most of the time, customers realize they had forgotten to tip when they intended to, and ask him to add it to the bill on their behalf. This small act is one way that Glenn shows his appreciation and respect for the chauffeurs on his team.
“A lot of people can drive a vehicle, they have clean driving records and they can put some luggage in the back, but not many of them could engage the clients in a way that makes the experience something they want to do again,” Glenn explains. “A lot of our guests are returning guests, and because [our] chauffeurs are friendly and personable, I get emails that say ‘Okay, I need to get a ride again on this particular day, can I have Kelly as my driver again?’”
Drivers’ education
A few times a year, the Clarks arrange company gatherings to share a meal with their chauffeurs and check in with everyone about how the business is going. These events are a good opportunity for coworkers to get together and socialize, as well as stay informed about what’s in store for the franchise. In the weeks following these gatherings, Glenn also hosts one-on-one meetings with each employee.
In the one-on-ones, Glenn likes to catch up with his employees and check in on what they feel is going well with the business, and what they feel could use some change. He knows that his diverse team brings valuable new ideas to the table and wants them to contribute. Being open to new opportunities for growth has been crucial to helping Glenn and Dana adapt how they run their franchise to fit the unique needs of their clients, while still putting customer service first, and treating all members of the team with kindness and respect. Glenn and Dana know that they couldn’t have reached such success without the team around them, and they hope to uplift them for many years to come.
“That’s my biggest thing,” says Glenn. “I want to make sure that no matter where we go in the future, that the level of customer service and the level of caring for the team is always there.”
Building a Fur-midable Brand
E-commerce pioneer Tanbir Grover unleashes new potential for Pet Valu’s digital operations
BY ROMA IHNATOWYCZ
Chief marketing and digital officer for Pet Valu Tanbir Grover with his family and their dog, Levi.
When asked to outline his extensive experience in e-commerce, Tanbir Grover doesn’t mince words. “I’m really going to age myself,” he laughs, noting he was already doing e-commerce when “Amazon was just a bookstore.”
It’s hard to imagine a time when Amazon was simply an online bookseller, but this was the reality when Grover, now the chief marketing and digital officer at Pet Valu, started working in his field. It was in 2007 when he was hired by Sears to help build their catalogue business after having worked on special projects at Coca Cola and as a project manager at Bombardier Aerospace.
Sears marked Grover’s entry into the nascent world of e-commerce. “I was at Sears before the iPhone, before there was a big e-commerce push … so I really got to learn the online business at a very early stage and was able to leverage all the stuff I was learning about the catalogue business,” he says. “The online business was a modernization of the catalogue business.”
With his unique role at Sears, Grover had a front-row seat to the e-commerce explosion and was an active player in its development. After “learning his chops” there, he moved to yet another retail giant, the Hudson’s Bay Company. “I was able to parlay all I had learned [at Sears] to go to Hudson’s Bay to help them launch their e-commerce business in 2010,” says Grover.
Following that, Lowe’s came knocking on his door, asking Grover to take on the store’s entire portfolio of digital operations. He was responsible for all of Lowe’s Canada’s digital properties, including lowes.ca, rona.ca and renodepot.com. “I came in at the right time to build, scale, and really mature the business,” he shares. When Grover ended his stint at the big-box brand, he was vice president of e-commerce and omnichannel.
A purr-fect opportunity
In 2020 an entirely new retail opportunity presented itself: a chance to build up the e-commerce business and oversee marketing for Pet Valu. At the time, the brand’s e-commerce business was just a loose shopping concept possessing no inventory guarantee and requiring payments and pick-ups to be made in-store. Grover was brought onboard to ramp things up.
Building a proper e-commerce operation for Pet Valu wasn’t Grover’s first time working for a franchise brand, and he knew it would mean long hours crafting an operation essentially from scratch. After discussing it with his family, Grover was all in. Two years later, he got a dog—a big move for someone whose only previous foray into pet ownership had been fish, hamsters, and turtles. His kids were overjoyed, and Grover was well on his way to understanding the mindset of a pet-loving customer.
Grover’s biggest challenge in his new position was building a robust, centralized e-commerce operation for a large chain of individually-owned franchises. He needed to figure out how to get the franchisees on board. Unlike his prior work for big corporate brands, Grover had to think not only of the end-user—in this case the pet-owning customer—but also the franchisees, strategizing how to “take them along on the digital journey.”
Most importantly, it meant really working through the rationale of “why,” helping franchisees understand that online sales would drive their in-store traffic. “The digital component is a big part of the marketing component, which actually drives in-store traffic,” says Grover. “What we’ve proven and are able to share with our franchisees is that the best customer we have is a customer who shops both online and in-store versus somebody who just shops online or just shops in-store.”
“What we’ve proven and are able to share with our franchisees is that the best customer we have is a customer who shops both online and in-store.”
- Tanbir Grover, Chief marketing and digital officer for Pet Valu
The system as it’s set up today has a unique value proposition for the franchisee: stores get a cut of any online sale made by their loyalty members or customers living in their trade zone (determined by postal code). While Grover wouldn’t divulge the percentage from online sales directed to franchisees, he stressed it is a win-win arrangement that also drives more customers to the brickand-mortar stores. Ultimately, stresses Grover, the move was about creating understanding for franchisees of how e-commerce benefits their individual business.
Fetching franchisee sales
Further steps the company has taken to drive customer traffic from their website to their stores include special promotions. In early May, for instance, Pet Valu held an auto-ship promotion where customers could get five per cent off of home deliveries but 10 per cent off of in-store pickups. “We incentivize people to do their first autoship pickup in-store,” says Grover. “We’re one of the few Canadian retailers that offer an in-store pickup on their auto-ship.”
Pet Valu has also expanded online sales to third party shopping platforms like Instacart, which it first tested last year in its British Columbia corporate stores before expanding the initiative to the Ottawa market and letting franchisees in the region opt in. Data showed it was an excellent way to appeal to new customers that Pet Valu was not reaching. “We want to grab that incrementality,” says Grover. “People understood the data to say, ‘Hey, I’m getting something that I wasn’t getting before.’”
The company is also keeping an eye on the broader trend of humanization and premiumization in all things pet related. Pet owners are becoming more invested in the wellbeing of their pets and consequently doing more research on the products they buy for them. This creates an opportunity for stronger connections between Pet Valu sales help and customers. The company is investing in educating their sales staff—who they call ‘animal care experts,’ or ACEs—and giving them more occasions to connect with their customers in a meaningful way. It’s not just about selling products, says Grover; it’s about helping customers make the right choices and find the right products.
These initiatives create a stronger sense of community in the stores, which is strengthened even further with the company’s many community-oriented promotions and campaigns. The brand’s Pet Appreciation Month in June raises money for over 500 animal shelters across the country, and the Pet Value Walk for Dog Guides is a national fundraising event that takes place each May.
Prospective franchisees, says Grover, need to be interested in building connections in their communities, passionate about the pet industry, and committed to offering an authentic service. “It’s about understanding how they will leverage the community they operate in and how they will act as an ambassador for the Pet Valu family of stores,” he explains.
For franchisees, the marketing power and digital savvy of the brand is an unbeatable benefit, with the sales opportunities presented by e-commerce well beyond what a new business owner starting from scratch would have access to.
For Grover, every day continues to present a new opportunity, and this is what he loves most about his work. He relishes the opportunity to develop a prosperous e-commerce business that supports the in-store business. “I truly enjoy working with all these crossfunctional teams to make the online business and the instore business really come to life as a true omnichannel business,” Grover says.
Finally, Grover loves the fact that when people shop for their pets, it’s usually a positive, pleasant task that spreads to everyone involved—the stores’ animal care experts, the franchisees, and the executive team at the head office. “We’re an emotional brand, we’re a fun brand, and we give [our staff and franchisees] the opportunity to lean into that,” says Grover. “Most people come to our store happy.”
Grover makes sure they leave the store happy as well. Happiness, after all, is contagious.
Learn more at LookforaFranchise.ca
Franchise Foundations
Real estate businesswoman Mia Carrier is working with Choice Hotels to offer a “suite” new stay for visitors in La Malbaie, Quebec BY
SUZANNE BOWNESS
The city of La Malbaie, located in the Charlevoix region just past Quebec City on the north shore of the St. Lawrence river, draws tourists from across North America and Europe for its natural landscapes, foodie scene, and recreation, such as whale watching and golf. For businesswoman Mia Carrier, the area was a natural place to invest in a hotel, an investment she was searching for as a way to diversify her family real estate portfolio by way of the hospitality industry.
Founded in 1981 by her parents, Carrier’s existing business successfully ran several apartment buildings in Quebec and Florida, so hotels seemed like a natural fit; with a head office in Quebec City and cottages nearby, so did La Malbaie. At the same time, Carrier wanted to be as smart about her strategy as she was about her location.
She knew she could shorten a huge learning curve by joining a franchise rather than starting a hotel as an independent business.
“I thought that partnering with a franchise would be a way to start on the right foot in the hospitality industry, to learn more about the good practices of the industry,” says Carrier. After joining the Choice Hotels Canada system and moving ahead with the Clarion Pointe brand, she says it’s been the right move for both the hotel and her new direction.
A brand that fit her plans
Carrier says she chose Clarion Pointe because of its modern design, which would help to attract the younger tourists who visit the area. Part of the Choice Hotels Canada system, which offers a variety of brands from the upscale Ascend Hotel Collection to the more value-driven Econo Lodge, Clarion Pointe is situated in the midscale space, along with well-known brands like Comfort and Quality. It focuses on a younger demographic through contemporary room styling, mural décor, and conveniences such as fitness facilities and healthy breakfast options on-site.
Carrier’s location is no different, with photo murals depicting the nature and attractions of the local area and a breakfast area and lounge with large windows framing La Malbaie’s picturesque scenery.
“This was good for our market because La Malbaie and the Charlevoix region attract many tourists during the high season, in the summer months and also on the weekends. So those personal touches are interesting for this clientele. Also, being part of Choice Hotels Canada is a plus for business travelers who accumulate Choice Privileges rewards points and look for amenities like high-speed internet, TV casting from their mobile devices, continental breakfasts, and the fully-equipped gym,” says Carrier.
After purchasing the hotel in 2021, Carrier kept the business open while undertaking renovations during the slower winter season when fewer guests would experience the disruption. She had already developed a business plan for the hotel moving forward, and in exploring the option of franchising, discovered that the Clarion Pointe brand presented a lot of the ideas that she already had in mind.
After joining, Carrier completed a month of online training, which she says was a good introduction to the hospitality industry, as was the opportunity to meet the community of franchisees and advisors over videoconference.
A new vision comes to life
Since relaunching under the Clarion Pointe brand in September 2023, Carrier says things have gone smoothly, and she especially appreciates the support of having the franchisor on-call. Her favourite aspects of working with Choice Hotels Canada include the brand standards, a dedicated website where guests can book directly (saving the online travel agency website commission fees, although the hotel is also merchandized on those sites),
the brand’s shared marketing programs and resources, in addition to Choice Privileges, a points-based rewards program for guests, which offers perks and benefits including member exclusive offers, personalized rewards and more. She also values the opportunity to join Choice’s revenue management program, ChoiceRM, which allows her the opportunity to meet with a revenue manager monthly to make sure the hotel’s rates are competitive, discuss market overviews, and strategize for overall optimal performance.
Choice Hotels Canada is also pleased with Carrier’s operation—the brand recently named her hotel as the 2024 Best New Entry: Conversion Upper Midscale/Midscale Brands in its prestigious annual Awards for Property Excellence (APEX).
A developer at heart
With 39 rooms, Clarion Pointe La Malbaie is relatively small, with a high season from June to October. Most of the visitors are from Quebec, but others come from Ontario and the eastern U.S., as well as France.
Daily operations are taken care of by an on-site general manager, and Carrier has staffed the business with trustworthy employees including a front desk clerk, breakfast attendants, and a housekeeping department. According to Carrier, hiring is one of the biggest challenges she’s faced in this new endeavour, but over the years, she’s constructed a successful team by hiring local employees, some foreign workers, and students enrolled in work-abroad programs from Europe.
Instead of working on the day-to-day operations, Carrier’s role as a franchisee is more about overseeing the big picture of all her businesses, including managing costs, preparing budgets, approving purchases, and arranging contracts with management personnel. She also manages parts of guest relations, organizes marketing and stays on top of the hotel’s brand presence. At her
management office in Quebec City, Carrier works alongside her spouse, who is vice-president of operations. Other staff include human resources, accounting, and marketing teams.
Being arms-length from the new hotel venture means that she is careful to hire a good on-site team and to keep in touch regularly. “You need to be confident in the people you delegate to,” she says. “It’s a matter of developing systems so that you can delegate tasks but still receive reports that will confirm that things are going as you would expect them to go.”
Carrier says that for some franchisees, the reward is in the daily, face-to-face operations with customers. Her passion, however, lies in growing businesses and seeing them develop—or in this case re-develop—into a thriving operation. “That’s what I enjoy. I’m more of a developer at heart, so I like looking for new opportunities in the market. I like developing ideas and bringing them to the finish point,” she says, noting that she’s already invested in another hotel in La Malbaie and her team is currently working on renovations.
When it comes to hotels, Carrier says she’s already learned a lot about the sector, which is a more dynamic in its daily operations than the multi-residential side of her business. Thanks to both Carrier’s drive and her franchisor, her wish to grow quickly in the hotel industry is coming to fruition. “Hotels were new to us, so I figured, if we’re going to start in hotels, then why not learn from the best?” she says of her decision to choose Choice Hotels Canada. “Very experienced people who really know that domain.”
Learn more at LookforaFranchise.ca
Mia Carrier’s Clarion Pointe location won a Best New Entry award at the Choice Hotels prestigious Awards for Property Excellence (APEX) in 2024.
SLICE OF LIFE
Abdujabbor Mehrubonsho shares a bustling day in the life of a Pizza Pizza franchisee
BY HANNAH FOULGER
Nine years after purchasing a Pizza Pizza franchise with a friend, Abdujabbor Mehrubonsho is now the proud owner of his very own location in North York, Ontario. “Each day we serve 80-120 customers,” he says. The hours can be long and the store is busy, but Mehrubonsho loves his job.
“I like working for myself. And I love making pizza. I like serving customers and making sure everyone is happy,” Mehrubonsho says. The role of franchisee fits him well, as he likes having the freedom to control his schedule.
On the rise
Originally from Afghanistan, Mehrubonsho immigrated to Canada in grade nine, where he attended high school then studied police foundations. While in school, he worked at a Pizza Pizza, and continued to do so for another two years.
He tried out office jobs, but thought, “This [is] definitely not for me.” Plus, he couldn’t get Pizza Pizza off his mind. “I wanted something more challenging.” he says. “I wanted to get the experience of ownership and running a branch on my own.”
Mehrubonsho saw others who had stepped into the role of franchisee, how they had started from zero but were able to turn their business into a success. “So I thought, ‘You know what, I’m going to be a success as well,’” he says. “I told myself that I could do it. And one day, I did.”
Mehrubonsho purchased his first Pizza Pizza franchise with someone he had worked with at the quick service restaurant, a friend he knew he could trust.
“Honestly, I didn’t know much [when I started],” he says. There was a steep learning curve; he worked to learn the basics of dealing with customers and managing the money.
“I didn’t have experience dealing with people, dealing with customers. Dealing with money was challenging in the first few months … I spent a lot of hours in the store, going from the morning to finishing late at night, because there was so much for me to learn, and so much for me to catch up and get on top of.” As his business partner had another location and was less involved in day-to-day operations, this gave Mehrubonsho the opportunity to grow on his own and learn to tackle every aspect of the business while also having the financial support of his partner.
After he felt that he had learned what he needed to learn, he made plans to buy a franchise on his own. “I completed my partnership with my friend, and moved to restaurant 77,” he says.
At the time that Mehrubonsho purchased his first Pizza Pizza, he was single. Now, he’s the happily married father of two. After nine years of being a franchisee, Mehrubonsho now has the flexibility he needs to be with his family and is spending less and less time in the store. His eldest son, at five years old, brags to his teachers and friends that his father works at a Pizza Pizza, and he occasionally gets to hang out with his dad at the store.
Eyes on the pies
These days, Mehrubonsho arrives at the store before 10 a.m., seven days a week, before any of his front-of-house staff show up. He makes sure the restaurant is “presentable, nice, and clean.” After opening the doors at 11 a.m. and preparing the kitchen for service, he and his employees wait for hungry customers to arrive. The earliest orders of the day are often placed by schools—particularly on Fridays, when Mehrubonsho’s team frequently sends out over 90 extra-large pizzas.
After the lunch rush, things cool down again around 2:30 p.m. until customers start thinking about dinner, around 4 p.m. That’s when more people come into the store to pick up individual slices or whole pizzas, and deliveries start going out.
Mehrubonsho often has two to three drivers working in the evenings, along with a cook and their helper, as well as a cashier and an additional front-of-house support employee. On busy days, like holidays or Game Days, Mehrubonsho schedules an extra staff member to help in the kitchen. These staffing details aren’t left to Mehrubonsho to figure out alone; the Pizza Pizza main office lets him know when to prepare for busier sales days. And it’s this kind of care and courtesy from the franchisor that makes Mehrubonsho feel supported as a franchisee.
While he’s able to be present for his family—particularly now that he’s comfortable with the ongoing success of his business—Mehrubonsho still keeps an eye on his phone in case his staff need any support. “I do tell them that if anything happens, I’m a phone call away.” Sometimes, this means staying up past midnight. Fortunately, the flexibility that comes from establishing his own franchise means he’s still able to get enough sleep before heading to work the next day.
Although Mehrubonsho always makes himself available to his staff if needed, after nine years of hard work, Mehrubonsho can trust his employees to provide excellent service even when he’s not in the store. The key to good leadership, Mehrubonsho says, is “observing people to see if they can work with you and if they love what they do. I want to make sure they are happy with the work they do, and we move forward with that.”
Mehrubonsho is also in charge of the store’s inventory. He keeps track of how much product they use and places orders to replenish their supply three times a week, with new product arriving on Sundays, Tuesdays, and Thursdays.
Success in the baking
Mehrubonsho’s also the one attending training sessions at the Pizza Pizza main office whenever they develop a new menu item. After training, he’s able to pass on this knowledge to his staff so they can properly handle the product. Pizza Pizza’s continual communication with their franchisees is another reason why Mehrubonsho feels so supported.
“If I have a question, I just call or email them. I get my answer right away.”
When Mehrubonsho first bought his franchise, he attended a training program at the main office, but today Pizza Pizza runs a hybrid program with both online and in-person modules. After a potential franchisee completes their initial training, they are sent to an already established location for practical experience. This location’s franchisee can then relay to the franchisor how well the new franchisee is doing and if they are ready to run a location on their own.
In Mehrubonsho’s opinion, a successful franchisee with the brand is “Anyone who wants to prove to themselves that they can run a business, that they can become successful, earn money, and have a successful life.” He adds, “They can rely on Pizza Pizza to do it.”
In the next few years Mehrubonsho plans on purchasing another Pizza Pizza franchise because, for him, one location is just not enough. He wants to keep expanding and growing, as a franchisee on the rise.
THE EQUATION FOR SUCCESS
Kumon’s self-propelled, incremental learning method is a lesson in investing in students’ futures
BY ALYSSA THULMANN
Kumon’s story begins just like that of the many families who seek their services: with a parent wanting the best for his child. Toru Kumon, a high school mathematics teacher from Japan, saw his son struggling with math and took it upon himself to help. He created worksheets with math problems and equations for practice. Over time his son not only improved but excelled, and neighbouring families asked if Toru Kumon could help their children.
The Kumon Method of Learning was born.
The first official Kumon Learning Centres opened in Osaka, Japan in 1955. Since then, Kumon has grown to an international franchise system with more than 1,600 locations in the U.S., nearly 440 in Canada, and a presence in many other countries. “We are still working hard to continue to grow, and we’re in over 60 countries around
the world,” says Craig Mayer, Kumon’s national manager of network centre development in Canada.
Centres offer supplemental education services ranging from preschool to university-level calculus, all focused on the premise of self-learning. As Krishnan Venkatraman, a franchisee and instructor in Sudbury, ON, explains, “The idea is to work on the student’s independence, so you never over-help a student—you always get the student to the point that they can be successful on their own.”
Students work through one concept at a time, using worksheets with examples and directions to guide the children through their learning. “Each of the worksheets will have a gradual increase from one concept to the other,” says Mayer, adding that students completely master each concept themselves before moving on to the next worksheet.
“THE GOAL ... IS TO BRING THE KUMON METHOD OF LEARNING TO AS MANY CHILDREN AS POSSIBLE”
– Craig Mayer, Kumon’s national manager of network centre development in Canada
Additions and multiplication
Having seen the method’s success, Kumon has continued to grow to help as many children as they can. “From a core value standpoint, the main goal of Kumon is to bring the Kumon Method of learning to as many children as possible,” Mayer says. From their more remote markets to their most robust, “what we want is for kids to be able to experience this method of learning so that they can be the best person that they can be.”
Kumon has come a long way since its inception. This includes the transition from small locations in noncommercial rentals such as churches and community centres—only open a few days a week—to retail locations that give their franchisees 24/7 access, in addition to offering classes four days a week.
The COVID-19 pandemic brought with it many challenges, but also new advancements. “Like everybody else we needed to evolve and change from there. We’d already been working towards this, but we’ve introduced what’s called Kumon Connect,” Mayer shares.
Kumon Connect integrates tablets into students’ study methods, moving their worksheets from just paper and pencil to a digital format so students have multiple avenues for learning. Instructors continue to put together lesson plans and worksheets, and through the Kumon app, students can keep up their studies even when they’re away from the physical centre.
“It’s really helped us bridge the gap, [since] families are just so busy,” says Mayer.
With Kumon Connect’s playback feature, instructors can even see the students’ work in real time—where they went back and where they seem to be struggling—to improve the programming and fill any gaps. “[It gives] us a lot more insight into the learning of our students, which is really what we’re here for,” Mayer explains.
Another important program the brand recently launched is its English as a Foreign Language program (EFL), which is fully up and running in Quebec, helping improve the English language skills of francophone students.
“I’m really excited about [EFL],” Mayer says. “Having that avenue in Quebec is huge for us.”
They’ve also launched the EFL program in the U.S. for Spanish-speaking students.
As families become busier and the supplemental education services market continues to expand, Kumon is constantly adapting and adding new programs, initiatives, and centres to improve their reach.
“When you are competing against other educational opportunities, whether they be online or in-person, it just makes you up your game that much more,” says Mayer.
Learning for all
It’s integral to Kumon that the instructors, all the way to the senior leaders, truly understand the Kumon Method of Learning. This means everyone learns and practices the method during their initial training with the brand. To help with this, the brand developed an Instructor
“THE IDEA IS TO WORK ON THE STUDENT’S INDEPENDENCE, SO YOU NEVER OVER-HELP A STUDENT—YOU ALWAYS GET THE STUDENT TO THE POINT THAT THEY CAN BE SUCCESSFUL ON THEIR OWN.”
– Krishnan Venkatraman, franchisee and instructor in Sudbury, ON
Development Program within its training program, Kumon University.
The brand offers a myriad of trainings and resources to its franchisees, who are called instructors. This includes two sessions of intensive four-day classroom training that goes over the learning methods, worksheets, business planning, customer service, operations, real estate, and more. They also offer in-centre training that allows new franchisees to shadow and assist an existing instructor.
Additionally, after a franchisee opens their business, Kumon offers access to field consultants, monthly meetings, workshops, and special systems developed for communication.
“The Kumon franchise is very good at providing very specific support,” says Venkatraman. He benefits from the help of a field consultant, who acts as his go-to person for any assistance he needs.
Venkatraman opened his first Kumon franchise in Sudbury, Ontario. A genetic engineer by training as well as a former professor and department chair at the formerly federated Laurentian University, his son’s education was important to him.
“My son was five years old and on the autism spectrum, and I was looking for a Kumon centre in Sudbury. In 2011 there was no Kumon centre [there],” Venkatraman says. So, what did he do? He opened his own.
The centre performed well, and Venkatraman enjoyed being a franchisee: “I love working with minds and shaping learning trajectories.”
But being a franchise owner requires a lot of commitment and energy, and doesn’t tolerate prolonged absences. So, following some changes to Venkatraman’s personal life, he knew the best thing for the franchise would be to sell it.
Fortunately, another opportunity presented itself. In 2021 Venkatraman found himself in the position to consider opening another business. Having seen such success with Kumon the first time, he opened his second location in Sudbury.
Now his centre sees approximately 200 students, and he plans to continue growing these numbers. “Because it’s such a powerful program, I want as many children as possible to benefit,” he says.
Venkatraman’s centre also sees many children with developmental challenges and delays. “And we also have
a lot of success with these young people,” he shares. “It’s nice to see some of them go ahead and graduate high school, get into a program of their choice, and be employed within the community.”
Introduced during the pandemic, Kumon Connect integrates tablets into students’ study methods, moving their worksheets from just paper and pencil to a digital format.
Kumon connections
“I’d like people to understand that investment in an education [franchise] is probably the best investment they’ll make in their lives,” says Venkatraman.
This investment extends from Kumon’s customers to their franchisees and their brand as a whole. The brand is constantly evolving and adding new programs, such as Kumon Connect and the EFL program, alongside more locations and increased accessibility.
Because the self-learning, incremental approach to studying known as the Kumon Method gives students a chance to not just learn about a certain subject, but to master the art of learning itself, students can carry this investment with them long after graduating.
Venkatraman—alongside his Kumon team members— cares deeply about his students and revels in their success. “It’s an incredible experience,” he says. “I still have families who [I run into while shopping] and they’ll say, ‘I can’t believe how you changed my kid’s life.’”
Learn more at LookforaFranchise.ca
Rise and Shine
SUNSET GRILL SETS THE STANDARD FOR BREAKFAST EXCELLENCE AND FRESHLY-SERVED PHILANTHROPY
BY GINA MAKKAR
The Sunset Grill story began in 1985 when founder and CEO Angelo Christou opened the first location in a Toronto neighbourhood known as The Beaches. The restaurant’s simple philosophy—“Fresh is Tastiest”—quickly caught on. Before long, the place was packed with loyal customers lining up for breakfast.
Forty years later, Sunset Grill continues to thrive. Their commitment to fresh ingredients and great service has remained constant, proof that when you have a winning recipe, you don’t change it. “Everything is made fresh and prepared fresh daily, and I think that’s something that sets us apart,” says Vanessa Divers, director, marketing and communications. “We’re 100 per cent Canadian-owned and operated. Served by Canadians for Canadians. That’s the Sunset core brand.”
With 101 locations in three provinces, the brand has made a name for itself, but still has plenty of room to grow out west and throughout Ontario. “We’re looking to serve new markets and different provinces to become a true Canadian brand, stretching from coast to coast,” says Divers.
Making the world a batter place
Sunset Grill’s community spirit is woven into the fabric of its everyday operations. The annual Pancake Tuesday fundraiser is a hallmark event that began in 2009. Bruce Melhuish, former owner of the Blue Mountain, Ontario location, partnered with the Canadian Cancer Society to create a simple but powerful initiative: serve guests a stack of pancakes for just $1 per pancake, with 100 per cent of the proceeds being donated to the charity.
What started as a single-store effort has grown into a nationwide tradition, uniting Sunset Grill locations across Canada in a shared mission to give back—one pancake at a time.
“This year marks 15 years of celebrating the fundraiser, and this year we raised over $35,000,” says Divers. Over the years, the initiative has collected more than $250,000 for cancer research. “It’s great to hear from people who come in and support the event. They share their stories about how cancer has touched their lives and how fundraisers like the one that we do with Pancake Tuesday are so important in helping Canadians and their families and those living with cancer.”
Sunset Grill actively promotes its Pancake Tuesday initiative through a blend of traditional and modern marketing channels. In-store displays and signage garner the attention of regular customers, while social media campaigns engage a wider online audience. The brand also partners with local influencers to spread the word and build excitement within their communities. Additionally,
Sunset Grill reaches out to local media outlets to secure press coverage, like live news segments.
The multi-channel approach ensures that Pancake Tuesday remains a highly anticipated and well-supported community event. “It’s really our franchise partners and their team members that are our brand ambassadors,” Divers says. “At the end of the day, they’re the ones who have the connections with their guests, and they’re the ones who use word of mouth or social media channels to get things out to the local community. It’s a team effort getting the word out.”
The brand’s social impact doesn’t end there. Franchise partners support a host of local initiatives, from sponsoring sports teams to local charity events and school fundraisers. “We also have some franchise operators that have partnered with local schools to provide free pancake breakfasts for children throughout the year. A lot of franchise partners are giving back on a daily basis, whether it be offering a free meal or a free coffee to someone who comes in. They are just so committed and embedded in the local communities,” shares Divers.
Sunset Grill has blossomed from its humble roots to become a leading breakfast franchise, and part of its success comes from recognizing the communities that helped them to grow. “We had to work really hard, and it’s important to give back where we can. I believe that personally, and I know we live and breathe that as a brand. We’re always trying to do what we can to support the people who have supported us over the years and kept their businesses afloat,” Divers adds.
Stacking success
Recently, Sunset Grill was awarded the Canadian Franchise Association’s Outstanding Corporate Citizen Award for 2025. The award is given to a franchisee who shows ongoing support for a community or social group, and winners are chosen based on their impact in the community. “We were so excited,” says Divers. “We wouldn’t be able to do it without our incredible franchise partners, our teams, our office staff, and everyone who has contributed to the Sunset Grill brand over the years. It speaks to our ongoing commitment to taking care of not only our guests but our community at large.”
So, who are the successful people behind the brand? When it comes to choosing franchisees, personality is key, especially in a breakfast environment where building relationships with guests is paramount. Not a ‘set it and forget it’ model, Sunset Grill looks for owneroperators who are hands-on and fully involved in every aspect of the business, from sales and marketing to kitchen operations and customer service. “We’re looking for well-rounded candidates to join our brand,” says Divers. “Our most successful operators are the ones who are present and who have built those personal relationships with the people coming through their door.”
Many franchisees started out as customers who loved the food and the experience. Over time, they decided to take the leap into business themselves, wanting to bring
the same warmth and quality to their own communities. This organic growth has played a big part in Sunset Grill’s success, especially at the start.
For those with an enterprising spirit looking to invest, Sunset offers many benefits. “We’ve done all the heavy lifting for you,” says Divers. Every aspect of the business is thoughtfully planned out, from the restaurant design to the ingredients and materials used. They also handle purchasing negotiations to secure better prices on core products, helping franchisees save money. In a growing breakfast market with rising competition, Sunset Grill stands out as a reliable, trusted brand. Customers always know what to expect, making it a solid choice for franchisees.
Divers’ advice for franchise success? Be ready to commit. “You can’t walk into it and hope everything is going to work out. It requires a lot of hard work, but it’s very rewarding. At the end of the day, you can live a great life that has a great work-life balance and make connections in your community—but you have to have your heart in it.”
Sunset Grill started in 1985, in a Toronto neighbourhood known as The Beaches.
4 FRANCHISES FOR $250K-$500K
Franchising is about diversity, and opportunities can be found in nearly every industry and business sector. It’s a great way for Canadians from all walks of life to go into business for themselves but with the support of a franchise system behind them.
One of the most important considerations for a prospective franchisee is investment level, including figuring out a budget that fits with your financial situation and goals. Here, Franchise Canada showcases franchise systems in which you can invest for $250K-$500K.
Cinnaholic
Cinnaholic is rolling out baked goods across North America, from cookies and brownies to their coveted gourmet cinnamon rolls—which are freshly made from scratch and aligned with common dietary needs by being plant-based, dairy and lactose free, egg free, and cholesterol free. Franchisees can take advantage of Cinnaholic’s international brand awareness, a flexible business model, and the value of a socially-conscious product. Business and management experience is useful but not required to own a franchise since the brand offers assistance with real estate selection, construction, marketing, opening plans, inventory, and more, plus hands-on training for each franchisee.
Once Upon a Child
Kids grow up fast, and keeping up with their everchanging wardrobe can be costly. That’s why more and more families are turning to affordable, second-hand options, making resale retail an economically-resilient concept that’s more popular than ever. Once Upon a Child is a retail franchise system specializing in the reselling of clothing, toys, equipment, and accessories for children from infants to tweens. They’ve ranked in Entrepreneur Magazine’s Franchise 500 for more than 20 years and have a 99 per cent renewal rate among their franchisees. Franchise owners benefit from Once Upon a Child’s comprehensive support, including classroom and in-store training, help with business planning and site selection, leasing guidance, and insight into current styles and trends to ensure shelves are always stocked with what today’s parents want.
Modern Cleaning Services
Anyone looking for an investment to sweep them off their feet may find a home with Modern Cleaning Services. For more than 20 years, the brand has offered commercial cleaning services to retailers, offices, banks, health clinics, industrial manufacturing facilities, and more across Canada. Involved business owners who are passionate about cultivating strong relationships, enjoy being active in the community, and have the drive to grow a servicebased business make ideal Modern franchisees. They also benefit from an exclusive territory, comprehensive training and resources, and a non-traditional business model that requires no brick-and-mortar location.
Robin’s Donuts
For more than 40 years, Robin’s Donuts has been serving up fine coffee blends, specialty drinks, baked goods, hearty soups, sandwiches, and all-day breakfast to Canadians. They’ve grown from one store in Thunder Bay to more than 150 locations coast to coast, and are 100 per cent Canadian owned and operated. Franchisees receive extensive support at launch with a business development manager helping them plan the grand opening, train key employees, and assist in the first days of operation. The support doesn’t stop there, with ongoing resources and assistance from the head office team, so franchisees can safely spread their wings.
What information should I expect a franchisor to disclose if I am purchasing an existing franchise?
WHEN CONSIDERING THE PURCHASE
of a franchise, prospective franchisees may be presented with an opportunity to purchase an established franchise that has already been operated by another franchisee in the chosen system. Buying an existing franchise has a number of potential advantages over buying one brand new. An existing franchise should have an established presence and goodwill in its market, a track record of historical revenues and operating costs, an existing trained staff, and an existing leasehold (or owned) premises with all required leasehold improvements, furniture, fixtures, equipment, etc., already in place. These features empower the franchisee to make a better-informed decision prior to the purchase and should also allow the franchisee to start generating revenue immediately upon closing, rather than spending many months searching for a location, negotiating a lease, constructing the premises, recruiting and training staff, etc.
Whether the franchisee buys a new or existing franchise, provincial franchise statutes in seven Canadian provinces1 (“Franchise Legislation”) place an obligation on franchisors to disclose material information about the franchise opportunity to prospective franchisees. Franchise Legislation exempts franchisors from the obligation to provide a Franchise Disclosure Document (FDD) in connection with the sale of an existing franchise if, among other conditions, the grant to the new franchisee “is not effected by or through the franchisor.” However, in practice, the degree of involvement by franchisors in these transactions frequently places them outside the scope of the exemption and, in those cases, they are required to provide an FDD. 2 While much of the available historical information related to the sale of an existing franchise should be received by the franchisee from the seller—as a result of standard due diligence investigations any buyer of a business would conduct—the franchisee can also expect the franchisor to disclose a significant amount of useful information in its FDD.
What to look for in an FDD
Generally, Franchise Legislation specifies that franchisors must present prospective franchisees with an FDD that includes all material facts, including material facts prescribed (in the associated regulations), prescribed
financial statements, copies of proposed franchise agreements and other agreements related to the franchise, and statements to assist prospective franchisees in making informed investment decisions. With only a handful of exceptions, the FDD must be delivered at least 14 days before the franchisee signs any agreement or makes any payment related to the franchise.
The regulations under Franchise Legislation provide detailed lists of the information that franchisors are required to include in their FDDs. In addition, certain information is required to be included because, even though it is not listed in the regulations, it meets the definition of a “material fact” under Franchise Legislation. Some of the key standard information included in an FDD is as follows:
• Business Background: The legal nature (corporation, partnership, etc.) of the franchisor, the name and address of any parent company, a description of the franchisor’s business, biographies of officers and directors, details regarding the legal and financial history of the franchisor and certain persons closely related to it (e.g., law suits, convictions, bankruptcies, etc.), trademarks and other intellectual property it owns or otherwise has the right to use, etc.
• Nature of the Franchise Opportunity: A description of any protected territory rights the franchisee will receive (if the franchisor grants territories), an indication of what training and other support the franchisee can expect to receive, and a description of any purchasing or sale restrictions on franchisees.
• Financial Statements: Unless it is exempt from the requirement to provide its financial statements, financial statements for the franchisor’s last completed fiscal year, which allow the franchisee to judge the financial health of the franchisor.
• An Estimate of Franchisee Start-up Costs and Certain Ongoing Costs: Breakdown of initial deposit, fees, franchise construction and development costs, and expected ongoing costs.
• Contracts and Obligations: Copies of the Franchise Agreement and any other legal agreements, plus all material facts and restrictions such as conditions relating to termination, renewal, and transfer or sale of the franchise.
1 At the time of writing, seven Canadian provinces, namely, NB, PE, ON, MB, AB, SK and BC, have adopted franchise legislation; however, Saskatchewan’s The Franchise Disclosure Act , SS 2024 c 13 has not yet come into force.
2 See, for example, 2147191 Ontario Inc. v. Springdale Pizza Depot Ltd., 2015 ONCA 116.
• Lists of current and former franchisees with contact information, so you can speak to franchisees about their experiences in the system.
Existing franchise disclosure
While Franchise Legislation and regulations do not make any express distinctions between the information that must be contained in an FDD for the sale of a new franchise versus one prepared for the sale of an existing franchise, as matter of interpretation, and as reflected in a number of court decisions, the contents of FDDs prepared for sales of existing franchises should include some additional and/or varying information. Examples of the types of additional information a franchisee should expect to find in such an FDD include:
• Additional Agreements: In cases where the franchisor is selling a corporate-owned location to a franchisee, any purchase and sale agreements or other transactional agreements proffered by the franchisor, in addition to the standard Franchise Agreement package, are considered “other agreements relating to the franchise to be signed by the prospective franchisee” and their disclosure will generally be required in the FDD. 3
• Historical Financial Information: Although Franchisors are not required to disclose earnings projections or earnings claims in connection with sales of new franchises, some recent case law has confirmed that any historical financial information about an existing location in the possession of the franchisor is considered “material fact” information that must be disclosed in the FDD.4
• Lease Disclosure: As in the case of FDDs for new franchises, if a franchisor has entered into a head lease arrangement, whereby the franchisor leases the premises of an existing franchise from a landlord and then subleases them down to the franchisee, the
franchisor must disclose a copy of the headlease to the franchisee. 5
• Other Material Facts: As a consequence of the franchisor’s obligation to disclose “all material facts” in the FDD, there are any number of additional pieces of information about an existing franchise that may constitute “material facts” and be subject to disclosure. This may include information about the operational history of the franchise. For example, in the one past case, a court held that reports of a franchisor’s field representative, detailing “problems with the accounts, billings, financial arrangements with family users and the overall management” of an existing franchise were “material facts” that ought to have been included in the FDD.6
As a result of this sort of additional information, the franchisee and any professional advisors (i.e., lawyer and accountant) should be able to gain extra insight into the franchised business being purchased. This information should enable the franchisee to make a better assessment of the wisdom of completing the transaction, the price that could reasonably be paid for the business and any operational or reputational issues that might come with the existing business. Provided the additional information indicates a good investment, the franchisee can continue down the path of franchise ownership with extra confidence and get a “running start” on operating a profitable franchised business.
3 2337310 Ontario Inc. v. 2264145 Ontario Inc., 2014 ONSC 4370 at paras 43-44.
Chase Wallace Associate McInnes Cooper chase.wallace@mcinnescooper.com
4 Premium Host Inc. v. Paramount Franchise Group, 2023 ONSC 1507 at para. 421, aff’d I Royal Bank of Canada v. Everest Group Inc., 2024 ONCA 577 at para. 12.
5 See 6792341 Canada Inc. v. Dollar It Ltd., 2009 ONCA 385
6 1518628 Ontario Inc. v. Tutor Time Learning Centres LLC, 2006 CarswellOnt 4593 at paras. 62-63
When it comes to franchise marketing, what am I responsible for, and what is my franchisor responsible for?
JOINING A FRANCHISE means benefitting from an established brand, but that doesn’t mean marketing is entirely hands-off. For new and prospective franchisees, understanding the division of marketing responsibilities is key to both short-term traction and long-term success. Knowing where the lines are drawn, and where they overlap, can help franchisees avoid common pitfalls and become more effective marketers within the franchise model.
Franchisors vs franchisees: who handles what?
At the national or brand level, franchisors are typically responsible for:
• Developing brand strategy: This includes defining brand voice, positioning, and messaging guidelines.
• Running national campaigns: Franchisors often manage large-scale marketing efforts like TV, radio, digital advertising, email marketing, or sponsorships.
• Creating marketing assets: This includes brochures, social media templates, email campaigns, landing pages, and branded merchandise.
• Providing tools and platforms: Many franchisors offer access to marketing automation systems, customer relationship management (CRM) tools, or content libraries to help franchisees streamline their marketing execution—including email marketing tools.
• Ensuring brand compliance: Franchisors uphold brand standards and usually approve any custom or local marketing materials franchisees may want to deploy.
Local marketing is where franchisees step in to bring the brand to life within their communities. Some of the typical responsibilities franchisees oversee include:
• Adhering to brand guidelines: Whether it’s signage, uniforms, email marketing, or digital posts, maintaining consistency is important.
• Running local promotions: This might include targeting online ads, in-store promotions, localized email campaigns, or community sponsorships.
• Community engagement: Participating in local events, charity initiatives, or networking groups can increase visibility.
• Managing social media and reviews: Posting locally relevant content and actively managing online reviews is often up to the franchisee.
• Monitoring local performance: Monitoring key performance indicators (KPIs) like lead volume, cost per lead, and customer engagement helps franchisees refine their strategy and improve results over time.
Aligning local marketing with national strategy
The best franchise systems align local action with national goals. By using platforms that support centralized campaigns with local customization, franchisors gain oversight while franchisees retain the flexibility to tailor content to their markets, keeping the brand consistent and locally relevant.
Look for systems that offer:
• Parent/Child account structure: Enables local users (child accounts) to operate within a broader national framework (parent account), maintaining control while allowing flexibility.
• Central send capabilities: Allows national campaigns to be pushed out seamlessly.
• Global unsubscribe controls: Ensures compliance and a consistent customer experience across regions.
• Brand control management: Empowers franchisors to enforce brand guidelines while still enabling local execution.
• Regional localization capabilities: Enables franchisees to customize content for local audiences while staying aligned with national strategy.
Best practices for communication and collaboration
Effective marketing requires open dialogue. Here are some practices that help keep franchisee and franchisor efforts aligned:
• Set clear practices: Franchisees should know when they can act independently, and when approval is required.
• Share data regularly: Local marketing results, including ad performance, engagement, and review volume, can provide valuable insights for the brand.
• Schedule regular check-ins: Monthly or quarterly marketing calls can help keep initiatives on track and encourage collaboration.
• Celebrate wins together: Recognizing successful local campaigns at the brand level fosters motivation and idea-sharing across the network.
Remember, autonomy varies, and that’s OK! Franchise systems differ in how much marketing autonomy they allow. Some provide rigid frameworks, while others empower franchisees with more creative control. The key for new franchisees is to ask questions early: What’s expected of me? What tools are available? What can I customize? Understanding your system's philosophy around marketing autonomy will help you navigate more effectively.
Common pitfalls to avoid
Even with a strong brand and support system in place, franchisees can still stumble when it comes to marketing. Here are some common missteps:
• Inconsistent brand messaging: Even small deviations from approved language or visuals can dilute the brand.
• Underestimating local marketing responsibility: National ads bring awareness, but they don’t replace effort at the local level.
• Failure to track results: If you don’t measure, you can’t improve. Use analytics to guide decisions.
• Not leveraging franchisor resources: Templates, platforms, best practices—don’t reinvent the wheel.
• Neglecting digital presence: Social media and local SEO can directly impact customer acquisition and retention.
Franchise marketing is a team sport. Successful franchise marketing relies on collaboration, clarity, and accountability. From performance tracking to campaign alignment, the franchisor-franchisee relationship is key to brand growth.
When both sides embrace their marketing roles and use the same tools for automation, analytics, and execution, it’s easier to stay aligned, scale efficiently, and drive consistent results, locally and system-wide.
Streamline your operations with smarter systems, expert support, and stress-free solutions. Smarter logistics, better business! We deliver — every day, every mile.
TUTORIAL 1: THE FUNDAMENTALS OF FRANCHISING
WHAT IS A FRANCHISE?
FRANCHISING IS A BUSINESS RELATIONSHIP where a franchisor (a company or individual who owns the franchise system) grants a franchisee (a company or person who contracts to use the franchise system) the licence to use the franchisor’s trademark, brand, and operating system for an initial fee (franchise fee). In return, the franchisee provides a share of the income back to the franchisor (a royalty). The licence is contractual and is usually for a fixed period of time, often five, 10, or 20 years. The franchisor selects candidates to become strategic partners in implementing the business plan and selling products and services to the franchisor’s customers using the franchisor’s proven business model and/or their proprietary products. A franchise system has policies and procedures in place so as to create consistency from one franchise location to the other.
As a growth strategy, it provides franchisors with the ability to gain market share by increasing their points of distribution. Increased points of distribution result in greater exposure and brand awareness. Franchisors are able to grow and have committed individuals operating and driving the location. From a franchisee perspective, it allows the franchisee to get into business with support, a brand name, and a proven business model. This helps to reduce the risks involved with getting into business.
It has become a part of almost every industry. Although people most often think of fast food when they think of franchising, it’s also found in many other sectors including retail, commercial and residential services, automotive, business services, real estate, and lodging.
There are several things that one must understand about a franchise. You’re not buying the franchise. Instead, you’re acquiring a licence to operate a franchise. You don’t own the name, but instead have a licence to use the name. You don’t own the business model, but instead have the rights to use the business model for a period of time. It’s a little like being a tenant and renting. You don’t own the space you’re renting, but instead have the use of the space for a period of time.
Uniformity is a fundamental principal to the success of a franchise. There must be consistency from franchise to franchise within a given business. By having the same product in similar outlets, with consistent levels of service, the franchise is able to build confidence in the mind of the customer, and this drives people to the brand.
Customers gravitate to what they know, what’s familiar, and what they trust. The uniformity is often created through operating standards and procedures that are clearly documented in operation manuals. Franchisees are required to follow an operating system, use the same suppliers of product, and take the same training. The system, suppliers, and training are all designed to create a consistent experience to the end user of the product or service, and thus create an expectation and impression in the mind of the customer.
The uniformity is enforced through a franchise licence. This licence gives you the right to use the brand and operating system. The licence also comes with obligations, to follow the operating standards and systems, as clearly defined in the business model. If you fail to follow the standards, you may lose your licence. With compliance to the system, it drives the market and enhances your investment. When you first look at a franchise agreement, it may seem controlling and one-sided in favour of the franchisor.
(continued on page 95)
FRANCHISING PROVIDES NUMEROUS BENEFITS:
• An established brand and proven business model
• Mass purchasing power
• Co-operative advertising
• Operational support and training
• Research and development, marketing new products and services
• Access to financing and site selection
HALLMARKS OF A STRONG FRANCHISE INCLUDE:
• Strong leadership
• Participative management with Franchise Advisory Councils enhancing communication
• Continuous training
• Evolving brand development
• Continuous improvement to the operating system
• A positive corporate culture
TUTORIAL 2: THE FUNDAMENTALS OF FRANCHISING
INTRO TO FRANCHISE FEE FUNDAMENTALS
FRANCHISE FEES ARE TYPICALLY PAID for the use of the franchisor’s trademark, brand, and operating system. There’s usually a one-time initial franchise fee, as well as an ongoing fee, called a royalty. The ongoing royalty may be a flat monthly or weekly fee, or a percentage of the gross sales from the business. In addition, most franchise companies charge a fee for an advertising fund where the advertising dollars of the franchisees are pooled together to allow for franchisees to share the costs of national or regional advertising. By pooling the advertising dollars together, they’re able to afford advertising that wouldn’t have been affordable otherwise.
Why do some franchise systems have franchise fees and others don’t?
The initial franchise fee can vary from $5,000 to more than $75,000. How much the initial fee is will vary depending upon the amount of training and support that’s provided to get the new franchised location up and running. In addition to the initial training and support, the initial franchise fee covers the cost of
GLOSSARY OF TERMS
Advertising fund: A fund held by the franchisor where franchisee advertising dollars are pooled together for national and/or regional advertising.
Franchise: The right to use the trademarks, know-how, and business systems of the franchisor, and to promote and market products and/or services using such trademarks, know-how, and systems.
Franchisee: The company or person who contracts with the franchisor for the right to operate the franchise in return for payment of an initial fee and/or an ongoing royalty.
Franchising: A way of doing business in which the franchisor gives the franchisee the right to offer,
franchisee recruiting, territory analysis, site identification, grand opening launch, and some recovery of the franchise development costs. Typically, the more established and recognized the brand of the franchisor, the higher the initial fee.
Ongoing royalty fees will vary from zero per cent to 20 per cent of gross sales. The amount will vary depending upon the level of ongoing support and services that are provided by the franchisors. For example, some franchisors may provide a centralized call centre with order taking. This requires a higher cost, which is addressed with a higher royalty.
Where no royalty is charged, it’s usually built into product sales or sale of services in the form of markup or rebates on products. Typically, the more involved the franchisor is with ongoing business operations, the higher the fee.
Franchisors must make some form of revenues and profit in order to provide ongoing support and services. A royalty ensures that the franchisor has a vested interest in your success. Your success results in their success.
sell, or distribute goods or services identified by the franchisor’s trademark.
Franchisor: The company or individual that owns or controls the trademarks and the franchise system and grants the right to operate the franchise using the trademarks, know-how, and business systems of the franchisor.
Franchise system: A system of marketing and distribution in which an independent businessperson, for a fee, is granted the right to market the goods or services of the franchisor according to the established standards and practices of the franchisor.
Initial franchise fee: A one-time fee paid by the franchisee to the
franchisor in payment for the right to operate a franchised business (also known as an initial, upfront, or licence fee).
Franchise model: A business model that has in place policies and procedures to create consistency from one franchise location to the other.
Royalty: An ongoing fee paid by the franchisee to the franchisor, often calculated as a percentage of sales.
Trademark: A name, symbol, or other device identifying a product or service of the franchisor that distinguishes them from similar products and services supplied by third parties.
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This is normal, and is required to allow the franchisor to control the integrity of the brand. As a franchisee, it’s important to understand that you’re required to conform to the franchise system business model. The success of the system as a whole to build a brand is dependent upon consistency. Although you can’t simply do what you want, strong franchise organizations value franchisee input and often
Watch the Franchise Tutorials video on Franchising 101
STUDY QUESTIONS
TUTORIAL 1
1. From a franchisee perspective, franchising benefits include:
a) allowing the franchisee to make money by collecting royalties from the franchisor
b) allowing the franchisee to get into business with support, a brand name, and a proven business model from the franchisor
c) transferring ownership of the franchise system to the franchisee
2. One of the fundamental principles of franchising is:
a) uniformity and consistency across all franchise locations
b) a lack of consistency in customer experiences from location to location
c) complete autonomy of franchise locations from the franchise system
3. Franchising only exists in the fast food industry. True or False?
a) True b) False
4. Franchisors often don’t welcome franchisee input. True or False?
a) True b) False
create advisory groups to provide feedback and input to the franchisor to assist in the strategic direction of the company. They view the franchisee and franchisor relationship as a partnership. Franchisees are on the front lines and have strong knowledge of the needs of the customer. At McDonald’s, it was the franchisees’ input that led to the development of the Egg McMuffin® and the Filet-O-Fish® sandwich. Strong franchisors listen and value the input from franchisees.
Watch the Franchise Tutorials video on Franchise Fee Fundamentals
TUTORIAL 2
1. Franchise fees are typically paid:
a) when first meeting with franchisors
b) every year
c) for the use of the franchisor’s trademark, brand, and operating system
2. Ongoing royalty fees will vary from:
a) 0 per cent to 20 per cent of gross sales
b) 50 per cent to 90 per cent of gross sales
c) 60 per cent to 100 per cent of gross sales
3. An advertising fund is a government funding program to assist franchisors in developing advertising materials. True or False?
a) True b) False
4. A royalty ensures that the franchisor has a vested interest in your success. Your success results in their success. True or False?
a) True b) False
Wherever business takes you
The business landscape has changed. No matter the industry sector, market location or specific areas of business you need addressed, MNP’s accounting, consulting, and tax solutions can help. We’re here for you –where and when you need us.
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 ow management, providing working capital opportunities and lucrative rewards. Contact us to nd out more about how we can help your franchise grow.
CFA Member Since: 2017
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EverLine Coatings is North America’s fastest growing line striping and pavement maintenance service business. We help property owners and managers keep their parking lots safe and appealing to customers with professional line painting and pavement maintenance programs. Pavement is an asset, and it’s everywhere! Virtually all public and private property owners with existing asphalt assets require our services. Our business model is primarily B2B - we sell savings through maintenance rather than replacement! Franchisees establish a route to deliver a service that drives recurring revenue. Our services include sealcoating, crack lling, line striping, asphalt repair, custom stenciling, parking lot accessory installation, and more! This is a franchise system founded by Franchisees, built for Franchisees. We have the expertise and support systems in place to ensure Franchisees ramp-up quickly and scale!
Franchise Units in Canada: 22
Corporate Units in Canada: 1
Franchise Fee: $59,500
Investment Required: $194,947-$389,199
Available Territories: BC, ON
In Business Since: 2012
CFA Member Since: 2016
www.everlinefranchise.com
CEFA Early Learning, Canada’s leading premium early education franchise, is expanding across Canada—speci cally in Ontario, Alberta, Saskatchewan, and Manitoba. With 25+ years of proven success, CEFA offers franchise partners an opportunity to invest in a scalable business model with a $2.3M+ projected annual unit volume and a 95% average enrollment rate across all schools.
If you’re passionate about children’s education and development, this is your chance to invest in the rapidly growing childcare market and create a meaningful impact in your community.
*Final costs may vary based on location and speci c site requirements.
Visit franchise.cefa.ca or email at franchising@cefa.ca to learn more about the CEFA franchise.
Signage has never been more important. Right now, businesses are looking for new and better ways to compete. Industries are revamping to meet compliance standards. And advertisers are expanding their reach into new media, like digital signage and mobile websites. Join the franchise that’s leading the next generation of business communication. Now more than ever, businesses look to FASTSIGNS® for innovative ways to connect with customers in a highly competitive marketplace. Our high standards for quality and customer service have made FASTSIGNS the most recognized brand in the industry, driving signi cantly more traf c to the web than any other sign company.
We also lead in these important areas:
• Entrepreneur – #1 in Category, 2025
• Franchise Business Review – Best in Category, 2018, FBR 50 Award 2006-2024
• CFA Franchisees’ Choice Designation 2013-2025
Mark L. Jameson, Chief Development Of cer FASTSIGNS International Inc.
2542 Highlander Way, Carrollton, TX 75006 U.S. 214-346-5679 (of ce)
mark.jameson@fastsigns.com www.fastsigns.com
“It’s Gonna Be Great”
Great Clips is the world’s largest and fastest growing salon brand with nearly 4,500 salons throughout North America. Our salons are conveniently located in strip malls in over 130 markets. What really makes this business concept unique is the fact that it is recession-resistant, with steady growth and multiunit opportunity. Manager-run salons allow for exibility in how you transition into business ownership. No haircare experience necessary!
Franchise fee: $20K (USD)
Investment required: Net Worth $500K ($1M in select markets)
Available territories: BC, SK, MB, ON, US
Training : Yes
Franchise units Canada: 163 US: 4,300
In business since : 1982
Franchising since: 1983
CFA member since: 2016
Find out more at franchise.greatclips.com.
Just Cuts is the largest hairdressing company in the southern hemisphere, and we’re coming to Canada! When you join the Just Cuts franchise network, you enjoy the bene ts of running your own business combined with the backing of a globally recognized brand.
Based on a no-appointment, just-walk-in system, Just Cuts offers affordable style cuts for the whole family and performs over 100,000 weekly cuts in Australia, New Zealand, and the UK. The Just Cuts franchising family currently stands at over 230 businesses and employs over 3,500 stylists.
With over three decades of small business success in different global markets, the Just Cuts franchise model offers you a proven pathway to small business success. Our xed price model just works—regardless of the economy, hair never stops growing, and high-quality haircuts at great prices positions our salons a cut above the rest.
You don’t need any hairdressing industry experience to own a successful Just Cuts salon, and over half of our franchise owners own more than one.
Contact us today: David Mathie, Head of Franchising E: davidm@justcuts.com
P: 905-267-3377
W: https://canada.justcuts.com/
Laser Clinics is a global market leader in the medical aesthetics industry. The business delivers 4.2 million treatments every year, offering medically backed, market-leading technology and dermatologically approved skin treatments. The company has been in the con dence business since 2008, getting its start in Australia and has expanded to the UK, New Zealand and now Canada. We’re determined to help our clients feel their version of good by catering to their individuality, with consultative, tailor-made solutions. Entering the Canadian market in 2022, franchisees can expect to drive their business, along with the support of the Laser Clinics Canada team. Franchisees can rely on a franchisor that offers expertise in everything from site selection, training, to elevating their clinic operations. At Laser Clinics Canada, we believe in empowering our franchisees to lead their clinics successfully.
Corporate units in Canada: 7
Franchised units in Canada: 1
Liquid cash: $350,000
Net worth: $750,000
Total investment: $850,000-$1,200,000
Available territories: All of Canada
In business since: 2022
CFA member since: 2022
www.laserclinics.ca
After over 40 years of providing easy-to-prepare, top-quality foods, M&M Food Market has become a trusted and iconic Canadian brand that customers have come to rely on for a uniquely convenient and welcoming shopping environment. Canadians looking to serve real food at home that ts with their busy lives has never been more prevalent. We offer innovative products for those looking for new and different meal solutions, including more than 35 gluten-free products spanning every category. Our customers can trust they’ll nd something that suits their dietary needs. The initiatives that we implemented during our recent brand transformation, such as our new store design, food innovation, digital marketing, and e-commerce (including in-store, curbside pick-up, and delivery), along with our industryleading loyalty program, have put M&M Food Market in a position to continue to serve our loyal customer base when they need us the most. For our newest partners, we offer a comprehensive training program and ongoing operational support, along with head of ce support to help ease the transition into business ownership. All this, and we are growing! We have new store opportunities available across Canada. Reach out today to nd out about opportunities near you!
For more information, visit our website at www.mmfoodmarketfranchise.com or call us at 1-800-461-0171.
Mary Brown’s Chicken is the largest Canadian-owned quick serve chicken restaurant and one of the fastest-growing franchises in the country. Mary Brown’s continues to expand across Canada with over 275 stores now open, with 300 locations to be open by the end of 2025. It’s a growth plan we’d love you to be part of!
Our food is exceptional, our dedication to quality is renowned, and our numbers are impressive. Our genuine hospitality, 100% Canadian heritage and menu that encourages our loyal guests to ‘Crave Delicious’ and keeps them coming back again and again. Our Chicken is fresh Canada Grade A, hand-cut and hand-breaded every day in-store. Our Taters are also handcrafted in-store from farm fresh Canadian potatoes. Even our Coleslaw is made fresh in-store! Our approach is time-proven, with 55+ years of success dating back to 1969.
Add to that our comprehensive Franchisee support including Training, Operations, Financing and Marketing, and you’ll see that Mary Brown’s is an exciting opportunity that you don’t want to miss. Email franchising@marybrowns.com and get started today. marybrownsfranchising.com
Over Forty Years of Helping Canadian Students Succeed Oxford Learning ® is passionate about our mission to help children achieve their highest potential. We achieve this mission using a cognitive learning model for all programs, which helps students develop new and better pathways to learning.
Unlike traditional tutoring, a cognitive approach leads to lasting educational changes. This shift in the approach to tutoring makes Oxford Learning stand apart from other supplemental education options, leading to academic achievement for students, satisfaction for parents, and success for franchisees.
Founded in 1984, we are an award-winning franchise system with 131 locations across Canada.
· CFA Awards of Excellence Gold (2021); Silver (2022)
· Franchisee of the Year 2020 (Gold); 2022 (Bronze)
· Lifetime Achievement (2020) for Oxford Learning’s founder
A background in education is not a prerequisite—our unique cognitive learning programs, proprietary curriculum, and comprehensive training, combined with your drive to succeed, are the only requirements!
Join the leaders in Canadian supplemental education with over four decades of proven success.
Explore the Oxford Learning opportunity today! 1-888-559-2212 or franchise@oxfordlearning.com
Oxygen Yoga & Fitness’ systems take the complexities out of delivering a dynamic yoga and tness program and give your studio an edge.
• Exclusive yoga tness fusion programming
• Methodized instructor training
• State-of-the-art FAR-infrared heat
• Network of owners
• Sales, marketing, software, and operations support
• 200-hour yoga teacher training accredited by Yoga Alliance
Franchise fee: $48,500
Start-up capital required: $250K-$350K
Available territories: Various globally
Training: Yes
Franchise units in Canada: 140
In business since: 2011
CFA member since: 2014
If you are ready for health and wealth, it’s time for you to put your passion to work. Become our next franchisee by lling out the application at https://franchise.oxygenyogaand tness.com/
Pet Valu is Canada’s largest and leading pet specialty retailer of pet food and pet-related supplies. Outside of Quebec, we and our franchisees operate over 720 stores across our various banners located throughout Canada. Pet Valu’s mission is to be Canada’s preferred pet retailer delivering the products, care, expertise, and moments that devoted pet lovers want locally in stores and everywhere online. Our stores offer over 7,000 products, including national, premium, and award-winning proprietary brands of food and supplies. Providing local, neighbourhood experiences with high-touch personalized customer care and omni-channel capabilities, offering sought-after services and a broad product selection. Our franchised stores are locally owned and operated, we offer turn-key stores, ample training, and support for our franchisees.
Franchise Units in Canada, outside of Quebec: 510
Corporate Units in Canada: 219
Franchise Fee: $40K
Investment Required: $613,000 - $874,000
Available Territories: BC, AB, SK, MB, ON, NB, NS, PEI
In Business Since: 1976
CFA Member Since: 2010
franchise.petvalu.ca
The Pizza Nova story began in 1963 when a young Italian family opened the very rst Pizza Nova restaurant. Still family-owned, we have helped hundreds of families open and operate our 150-plus locations across Ontario and specialize in hand-tossed, artisan-style pizzas that are complemented by an extensive menu of proven favourites.
Our 60-plus years of success continues as a direct result of our uncompromising commitment to providing quality ingredients and product innovation. In 2015, we became the rst Canadian pizza company to introduce pepperoni sourced from beef and pork raised without the use of antibiotics or added hormones. We have since expanded our “Raised Without Antibiotics” pro le to include bacon, chicken wings, chicken pollini, grilled chicken, and smoked ham. In 2021, we introduced the rst pea protein-based pepperoni as a plant-based alternative to our diverse menu thus further expanding our reach to include vegans, vegetarians, and exitarians alike.
We provide comprehensive training, easy ordering from our HAACPapproved commissary, location identi cation and design, operations support, and innovative marketing initiatives that bring customers through your door, such as the Ciao Rewards loyalty program.
Pizza Nova is the Of cial Pizza of the Toronto Blue Jays™.
For more information on franchise opportunities, please contact John Consales, Senior Franchise Development Manager at 416-439-0051 ext. 1016 or john.consales@pizzanova.com.
Join The UPS Store franchise network and count on the support from our experienced home of ce and in- eld 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 400 franchised locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee, you will enjoy an established system to get your business started off on the right track, in-depth training programs and ongoing support to make sure you continue to succeed, and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. We are proud to have been designated as an essential business at a time Canadians needed us most.
Visit us at www.theupsstore.ca. We print, ship, and more!
Locations in North America: Over 5,700
Locations in Canada: Over 400
Minimum cash investment: $100,000
Total cash investment: $214,700 to $293,500 plus working capital.
For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.
PuroClean is a leader in property damage restoration and has earned the trust of property owners, insurance professionals, and home service providers throughout Canada and the United States since 2001.
Backed by a comprehensive network of over 400 franchise of ces and a national training and business support center, each PuroClean of ce responds promptly to property emergencies demonstrating a high degree of professionalism and compassion. PuroClean certi ed Technicians are thoroughly screened, insured, and trained in utilizing the latest in mitigation technology and procedures throughout the remediation process, while operating under a strict code of ethics. In addition to serving the needs of property owners, PuroClean offers hundreds of Continuing Education courses each year to insurance professionals and property service providers.
In 2014, PuroClean trained over 5,000 insurance professionals, helping them earn their Continuing Education credits. For more information on PuroClean, Please contact Heather Ciechorski
Topper’s Pizza is a premium QSR brand that has been satisfying pizza-lovers’ cravings in neighbourhoods across Ontario for over 40 years. And what sets us apart starts with our dough. Our Authentic Italian Bread Crust™ is handmade in pizzeria daily, from a century-old family recipe from San Daniele, Italy. The precision and care that goes into every order has led Topper’s to become a local fan favourite. Rooted in traditions that stand the test of time, our authentic avours have led to continued success in 39 locations across Ontario. As Topper’s expands across the province, we invite you to join our family and own a business you can be proud of.
While the food franchise business can be crowded and challenging, Topper’s Pizza’s proven methods outshine the competition. Our family recipe for success is not only in the dough, it lives throughout our entire pizzeria and business model. Our business model is rooted in heritage while constantly evolving to remain competitive.
Topper’s Franchise Partners may be in business for themselves, but they are not alone. A dedicated franchise team offers comprehensive training and support to ensure that every location is set up to thrive. Contact our team to learn more: franchiseinfo@toppers.ca www.toppersfranchise.ca
We’ve been operating since 2001 and have taken the time to ensure we’ve navigated any potential problems a franchisee might encounter.
Our concept has us creating professional window cleaners with a desire to do business well and works best as a home occupation. We’ve re ned our systems, from scheduling to ladder setups and more, for maximum ef ciency. We’ve found we’re very competitive within the market, and busy! When most companies are booking 1.5 weeks out, we’re booking eight to nine. To learn more, don’t hesitate to reach out.
Franchise fee: $10K
Franchise units in Canada: 5
Investment required: $35K-$65K
In business since: 2001 CFA member since: 2019
FRANCHISE CANADA
116-5399 Eglinton Ave W, Toronto, ON M9C 5K6
Web: FranchiseCanada.Online
Email: editor@cfa.ca
Contact: Joelle Kidd, Editor
Franchise Canada is a complete multi-channel media outlet, committed to delivering the best content to help prospective franchisees achieve their dreams and create their franchise futures. Franchise Canada properties include the magazine, print directory, website, tradeshows, podcast, videos, e-newsletter, e-blasts, and social media. Through all of these channels, Franchise Canada reaches an audience of over 800,000 per year. For advertising information, contact Stephanie Philbin at sphilbin@cfa.ca. In business since: 2000
FRANCHISE ROUNDUP
Insights, ideas, and opportunities to keep on your radar
FRANCHISING BY THE NUMBERS
6.1%
Increase in the use of Artificial Intelligence (AI) by Canadian businesses between the first quarter of 2024 and the second quarter of 2025. Of the businesses that reported AI use, the most adopted application was toward text analytics.
89.4%
Of businesses that reported using AI have also reported no change in employment levels after implementation.
25%
Of franchise executives say they are able to fill all job openings, according to the IFA’s Annual Franchisor Survey. This figure has nearly tripled since 2022, indicating hiring pressures may further ease throughout 2025.
56.8%
Of Canadian businesses that export to the U.S. have taken action in the last three months to mitigate risks associated with tariffs applied on Canadian exports by the U.S.
1/3
Of Canadian businesses that import from the U.S. have sought out alternative suppliers from other countries in the last three months.
THE 1ST ANNUAL WORLD FRANCHISE DAY
June 11th marked the first annual World Franchise Day: a worldwide celebration of the franchise business model, recognizing the efforts of franchise business owners and the important role they play in their communities.
The CFA hosted a celebration both online and in-person, welcoming over 50 members of the franchising community to join us on World Franchise Day’s inaugural debut. The event provided networking opportunities, presentations, trivia, photoops, and even a cake cutting!
This annual celebration was sparked by an idea from CFA CEO Sherry McNeil and created in partnership with the World Franchise Council, comprised of member associations around the globe, including the Canadian Franchise Association. World Franchise Day will take place annually on the second Wednesday of June.
We’re excited to see the future of this event blossom and bring franchising communities around the world together to celebrate the many opportunities for success afforded by franchise systems.
Catch up on the celebrations at https://cfa.ca/world-franchise-day/
65
Countries around the globe joined the World Franchise Council in celebrating the first annual World Franchise Day on June 11, 2025.
1.1 M+
Impressions across the CFA’s social media channels sharing World Franchise Day, including LinkedIn, Facebook, Instagram, and X, with an added 2,200+ posts and 27,000+ likes from those celebrating with us.
FRANCHISE CANADA CHATS PODCAST SEASON 9 IS LIVE!
The first five episodes of season 9 have dropped with this season’s new host, Renée Boudakian, CFE, founder and CEO of Rubicon Franchise Partners. Join us each Monday as we release new episodes featuring franchisees from a variety of industries who’ve found success and fulfillment through franchising. Hear about the journeys, the ups and downs, the ins and outs, and the advice being shared by these experienced entrepreneurs. The new season is available at FranchiseCanada.Online, on the CFA YouTube channel, and across popular podcast platforms.
