Franchise Canada March/April 2025

BRANDS SERVING CANADIAN SENIORS

EDUCATION FRANCHISES 101

EMERGING TRENDS IN THE QUICK SERVICE RESTAURANT SECTOR MARCH | APRIL 2025

A Canadian Franchise Association Publication / FranchiseCanada.Online

STRONGER TOGETHER

Meet the diverse entrepreneurs building strong franchised businesses and driving local economies

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• 4400+ locations across the US & Canada.

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Great Clips, Inc. • 4400 West 78th Street, Suite 700 • Minneapolis, MN 55435 • 800-999-5959 or 952-893-9088 • State of MN Reg. #F-928. This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law and the State of New York. Such filing does not constitute approval by the Department of Law of the State of New York. THESE FRANCHISES HAVE BEEN REGISTERED UNDER THE FRANCHISE INVESTMENT LAW OF THE STATE OF CALIFORNIA. SUCH REGISTRATION DOES NOT CONSTITUTE APPROVAL, RECOMMENDATION OR ENDORSEMENT BY THE COMMISSIONER OF CORPORATIONS NOR A FINDING BY THE COMMISSIONER THAT THE INFORMATION PROVIDED HEREIN IS TRUE, COMPLETE AND NOT MISLEADING.

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CONTENTS FRANCHISE

CANADA

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the best franchise business opportunities available now

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

MARCH/APRIL 2025

16 COVER STORY

16

Stronger Together Franchising makes up a significant portion of local economies. Meet the range of franchisees who make our community whole

18

Sisterhood of Success While female representation in franchising grows, these four women are making an impact as business leaders in their communities

22

• Information you can trust • Credible franchise opportunities • Narrow your search • Contact franchisors directly • Get the info you need

Immigrants (We Get the Job Done) These newcomer franchisees come from all walks of life, but have one thing in common: finding franchise success in Canada

LookforaFranchise.ca

25

Get Started Today!

4 Canadian Franchise Association

The Many Faces of Franchising Three stories of BIPOC business owners prove that people from all backgrounds can thrive as franchisees

www.cfa.ca | www.FranchiseCanada.Online

28

Enriching the Lives of Elders Meet four brands that go above and beyond to improve the everyday lives of seniors

41

Education 101 From supplementary education programs to prep schools with alternative learning philosophies, these education franchises earn an A+

SPECIAL FRANCHISE FOCUS

33

Special Focus: Quick Service Restaurants Order up for innovation! We take a deep dive into new developments as QSRs keep up with changing trends

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

DEPARTMENTS

46

HOMEGROWN & LOCALLY OWNED 100% Canadian Franchise Systems

49

MULTI-GEN MAGIC Business with a Boost Millennial multi-unit owner Miguel Aguila blended finance skills with business acumen to find success at a young age with Booster Juice

52

LEADERSHIP PROFILE Master of the Shop Todd Wylie’s career has orbited around franchising since he was just a teen. Now he’s driving growth as the head of Master Mechanic

55

THE FIRST YEAR Investing in the Next Generation A former CEFA student turned franchisee shares the lesson plan on opening an early learning franchise

58

A DAY IN THE LIFE Clean Sweep As a master franchisee with Anago Cleaning Systems, Rafiq Punjani shares how he finds success while juggling multiple responsibilities

61

ICONIC BRAND Years of Shears Salon brand Great Clips established itself as a franchise powerhouse in the 1980s. After 40 years, it’s still styled for success

64

GIVING BACK Philanthropy Unwrapped At Pita Pit, charitable giving is the key ingredient stuffed into each delicious wrap

SEASON 9 COMING THIS SPRING! CATCH UP ON SEASON 8 NOW!

67

SHOW ME THE MONEY 4 Franchises for $50K-$150K

72

FRANCHISE TUTORIAL Tutorials 21 & 22 This issue: • Introduction to Reporting • Introduction to Audits

COLUMNS

6 PUBLISHER’S MESSAGE 10 CFA CODE OF ETHICS 12 INDUSTRY NEWS 68 ASK THE EXPERTS 76 MARKETP­LACE 78 ADVERTISERS’ INDEX 80 FRANCHISE ROUNDUP

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March | April 2025

5

PUBLISHER’S MESSAGE

D

DIVERSE BY DESIGN

iversity is inherent to franchising as a way of doing business. That’s because franchising is one of the most accessible paths for prospective entrepreneurs to own their own business, following their own path without having to go it alone.

These business owners come from all across the country and represent a wide variety of backgrounds. It’s an ideal industry for families, newcomers, veterans, women, and BIPOC entrepreneurs who want to take advantage of the support that a franchise system offers.

It’s also a good way for new and innovative brands to stand out from the pack, and to grow a strong business in a scalable, proven way—which means there has always been not only a diversity of franchisees in Canada, but of franchise brands as well. In fact, 60 different sectors are represented by the franchises in the Canadian Franchise Association’s (CFA) membership; there are more than 1,300 franchise systems in Canada, and franchising makes up a huge portion of the Canadian economy, contributing over $120 billion annually.

So when we talk about diversity in franchising, we’re talking about a fundamental trait that makes our industry thrive.

This is clear in our cover package for this issue, where you’ll find features on women in franchising (page 18), newcomers in franchising (page 22), and BIPOC in franchising (page 25). Our member franchisees shared their varied stories of business ownership from across different provinces and systems, but they all have one thing in common: a passion for success through franchising.

We also highlight brands that are stepping up to provide services to seniors, a growing segment of Canada’s population (page 28), and a run-down of educational services franchise opportunities available to prospective franchisees across the country (page 41).

As always, Franchise Canada brings you the stories behind the brands you know and love. This issue, we go deep with Todd Wylie, a franchise industry stalwart and CEO of Master Mechanic (page 52), learn how Great Clips styled its way to becoming an iconic brand (page 61), and hear from Pita Pit franchisees (page 64)

about the many charitable initiatives they engage with in their communities.

Our readers will also get an up close and personal look at what it takes to run a franchised business. Turn to page 55 to follow CEFA Early Learning franchisee Julian Beim through the challenges and triumphs of his first year operating an education franchise. And check out this issue’s multi-generation magic feature (page 49) to hear how youthful Booster Juice franchisee Miguel Aquila chased his longtime dream of entrepreneurship into multi-unit franchise ownership.

This issue offers a Special Franchise Focus (page 33) on quick service restaurants (QSRs), one of the most prolific franchising categories that continues to show promise in 2025 and beyond. And in our Homegrown and Locally Owned section (page 46), we look at unique, Canadianfounded opportunities in three different sectors: financial services, mortgage brokering, and health-food retail.

At the CFA, we believe franchising is for everyone.

People of every race, age, gender, and background can make their dreams of business ownership a reality through franchising. And the best part is, the more we support each other, the more we can grow together. So search these pages for your next franchise opportunity!

As you do, keep an eye out for the CFA Member logo on franchise brands’ websites and in the Franchise Canada directory. Seeing this logo assures you that the brand in question is a member of the CFA and complies with the association’s code of ethics. You can rest assured that the brands featured in Franchise Canada and LookforaFranchise.ca are members of the CFA, too.

Sherry McNeil President & CEO, Canadian Franchise Association

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

Invest in premium early education.

Why CEFA? With over 25 years of experience, CEFA has built a trusted and resilient brand. Now, we’re expanding across Canada and beyond, offering you the opportunity to invest in a proven business model with a solid foundation.

- Multi-location Franchise Partner, BC

Established Presence: 40+ schools operating.

20+ under development.

Established Model: $2.3M+ average annual unit volume (AUV).

Growing Market: reaching $9.1B in Canada by 2026.

Strong System Growth 100M system-wide sales projected

Becoming a CEFA Franchise Partner was the best decision I've made. The support has been outstanding —my school is thriving, and I'm proud to be part of a brand making a lasting impact.

Proven Success: 95% average enrollment across all schools.

100M 80M 60M 40M 20M 2015

2025

How we support you?

From selecting prime locations to comprehensive training and ongoing marketing assistance, we equip you with everything you need to thrive.

Visit franchise.cefa.ca to learn more.

SCAN TO DISCOVER HOW TO

Own a CEFA

Canada’s #1 Early Childhood Education franchise* *EF100(CA) 2025 (Elite Franchise 100 - Canada’s Ranking)

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

Darrell Jarvis*, Fasken Martineau DuMoulin LLP

PUBLISHER

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

TREASURER Lyn Little*, BDO Canada LLP

Lauren Huneault

CHAIR, FRANCHISE SUPPORT SERVICES

EDITOR Joelle Kidd

Paul daSilva*, RBC

CONTENT PRODUCER Daniel McIntosh

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

GRAPHIC DESIGNER Andrea Lee

Andraya Frith*, Osler, Hoskin & Harcourt LLP DIRECTORS

Andrew Arminen, Metal Supermarkets Chuck Farrell, Pizza Pizza Dixie Ho, Mr. Lube + Tires Joel Levesque, McDonald’s Restaurants of Canada Limited Ken Otto, Redberry Restaurants Nathan Oxford, Jani-King Canada Gary Prenevost, CFE, FranNet John Prittie, Koala Insulation Thomas Wong, CFE, Kevito Group

ADVERTISING SALES Stephanie Philbin AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

Georgie Binks, Suzanne Bowness, David Chilton Saggers, Hannah Foulger, Roma Ihnatowycz, Joelle Kidd, Gina Makkar, Daniel McIntosh, Stefanie Ucci, Kym Wolfe FOR ADVERTISING INFORMATION:

Stephanie Philbin sphilbin@cfa.ca

*Executive Committee member

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

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

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

© 2025, Canadian Franchise Association.

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

Publications Mail Agreement No. 41043018

LAW FIRMS:

SHOWCASED FRANCHISE:

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

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

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CODE OF ETHICS

T

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

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

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

3.

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

4.

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

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

6.

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

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

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

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

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

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

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

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

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

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

AT A GLANCE Established: 1998 in Canada; 1980 in U.S.

A Proven Business Opportunity With A Track Record For Success

Number of units: Over 395 in Canada Investment range: $210,500 CDN to $293,500 CDN, plus working capital Contact: development@theupsstore.ca 1(888) 875-0007

Non-Traditional Opportunities With The UPS Store . ®

Your Business.

Your Community.

Your Future.

• Worldwide Brand Recognition • Experience & Support From Day 1 • Comprehensive Training

Your Opportunity Awaits With The UPS Store.

Join Canada’s largest network of print & copy centres, today!

Visit us at theupsstore.ca to learn more.

The UPS Store® locations in Canada are independently owned and operated by licensed franchisees of MBEC Communications Inc., the master licensee of The UPS Store, Inc., a subsidiary of United Parcel Service of America, Inc. The UPS Store® and other UPS® trademarks are owned by United Parcel Service of America, Inc. and is used under license.

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, 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

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising PropertyGuys.com Expands with Five New Locations Following First PropertyGuys.com University of 2025 PropertyGuys.com, North America’s largest private sale real estate franchise, has successfully wrapped up its first PropertyGuys.com University (PGU) session of 2025, marking a significant milestone in its expansion. With six newly graduated franchisees set to open five new locations across Canada, the company continues to redefine the real estate industry with its disruptive model.

This latest PGU session welcomed ambitious entrepreneurs who will soon launch PropertyGuys.com franchises in Calgary Southwest, AB; Ottawa Valley, ON; North Bay, ON; Milton, ON; and Kent County, NB. These additions strengthen PropertyGuys.com’s coast-to-coast presence, giving more homeowners an innovative alternative to traditional real estate transactions.

“Each new class of PGU graduates brings fresh energy and passion to our brand, and this group truly embodies our ‘why,’” said Ken LeBlanc, president and CEO of PropertyGuys.com. “They share our belief in a disruptive model that offers Real Estate Reinvented for people who deserve better. We’re excited to see them take this opportunity and make a real impact in their communities.”

Daina Peterson, VP of franchise development, echoed this sentiment, emphasizing the importance of strategic growth. “We’re thrilled to add more quality franchisees in key markets as we expand our footprint nationwide. There’s power in numbers, and with each new location, our model becomes stronger, giving homeowners more options and better service.”

The three-day PGU training session in Moncton, NB was packed with intensive educational workshops, interactive training modules, and networking opportunities. Attendees gained hands-on experience with the company’s proprietary technology, marketing strategies, and operational best practices, ensuring they are well-equipped to succeed in their new markets. Beyond the classroom, social events fostered strong relationships, reinforcing the collaborative community that defines the PropertyGuys.com network.

To capture the excitement of PGU 2025, a wrap-up video highlighting key moments and behind-thescenes footage has been released, along with exclusive photos from the event. These visual insights showcase the energy and enthusiasm of the newest PropertyGuys. com franchisees as they embark on their journeys.

As PropertyGuys.com continues its aggressive expansion, the company remains committed to empowering franchisees with the tools, training, and support needed to succeed in the evolving real estate landscape. Stay tuned for more updates as these new franchisees prepare to bring Real Estate Reinvented to their respective communities in 2025.

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

Kumon names new assistant VP of franchise development Kumon Math & Reading Centres has named Angelo Chavez as its assistant vice president of franchise development. In the new role, Chavez will oversee the company’s market research and expansion strategy, franchise recruitment program, franchisee support and resale strategy.

“I am honoured to step into this new role with Kumon and continue my career here,” he says. “For three decades now, I’ve had the honour to work with our talented staff and franchisees and this role will allow me to continue that service on a larger level. As we enter a new year, I look forward to working with our recruitment team and aspiring entrepreneurs who are considering owning a Kumon centre.”

Chavez received a bachelor’s degree in business, management, and marketing from Rutgers University. He began his career with Kumon 30 years ago in franchise operations, overseeing the operations for 150 learning centres throughout New York and Connecticut. He most recently served as the manager of Kumon’s Northeast branch office, which serves the New Jersey, New York, Massachusetts, Maine, New Hampshire, Rhode Island, and Vermont locations.

“Angelo has played a significant role in the success of Kumon and its instructors, and we are happy to have him step into this new role,” says Mike Shim, Kumon’s senior vice president of field operations. “His experience and passion for supporting our instructors will play an important role in driving Kumon’s future franchise growth.”

When he isn’t in the office, Chavez can typically be found cycling,

INDUSTRY NEWS travelling internationally to attend cycling events, and biking an average of about 5,000 miles a year.

British Swim School announces exclusive partnership with the International Swim School Association (ISSA) British Swim School, North America’s leading “learn to swim” provider, is thrilled to announce an exciting new partnership with the prestigious International Swim School Association (ISSA), becoming the only full franchise in North America to achieve this distinction. This partnership underscores British Swim School’s unwavering commitment to providing the highest-quality swim instruction, built on a foundation of safety, expertise, and continuous improvement.

Being part of the ISSA is more than just an accolade—it’s a validation of British Swim School’s

dedication to excellence. The ISSA recognizes organizations that adhere to internationally recognized standards of instruction, business management, and safety.

For British Swim School families, this means that every lesson is not only fun and engaging but also carefully designed to meet the highest benchmarks in the industry.

Parents and caregivers may not always know what to look for in a quality swim lesson. Through British Swim School’s partnership with ISSA, this ensures that every lesson includes: • Highly skilled instructors: The team of British Swim School instructors at every location regularly undergo advanced training, equipping them with new skills and techniques. This commitment to ongoing professional development ensures they are always

“leveling up” to provide the best possible experience for swimmers of all ages and abilities.

• Unmatched safety standards: Safety is at the forefront of everything British Swim School does.

ISSA accreditation ensures their instructors and programs consistently meet and exceed industry best practices.

• A n elevated learning experience: British Swim School’s association with ISSA assures parents that their children are receiving more than an average swim lesson—they are benefiting from a program globally recognized for its excellence.

Operating a swim school business involves more than just teaching children how to swim; it also focuses on building confidence, promoting water safety, and fostering a lifelong love

Franchise Canada March | April 2025

13

INDUSTRY NEWS of swimming. The partnership with ISSA solidifies British Swim School’s status as a leader in the industry, bringing international credibility and recognition to the brand.

“We are thrilled to partner with the International Swim School Association,” says Melissa McGarvey, vice president of aquatics at British Swim School. “This collaboration reflects our dedication to providing the highest quality swim instruction and reinforces our mission to ensure that every swimmer can learn to be safer and more confident in the water.”

Fatburger Canada expands Vancouver Island presence with new Nanaimo location Fatburger, the renowned burger chain celebrated for its signature fresh handcrafted burgers, announces the opening of its newest restaurant at 4890 Rutherford Road in Nanaimo, B.C. This milestone opening marks the chain’s sixth Vancouver Island location and its 69th establishment across Canada.

“The energy within these walls is palpable,” says Raymond Ho, VP, marketing at FDF Brandz. “Watching these veteran franchise owners channel their passion into delivering exceptional burgers and service to their community creates an atmosphere of genuine dedication that resonates in every meal we serve.”

The new location is helmed by franchise owner Manjot Chahal and franchise operator, Prabhjot Singh who bring over a decade of combined experience operating a Fatburger on Vancouver Island. “We’ve had years of collaboration in perfecting the art of burger-making,” says Chahal. “Our shared vision, combined with Prabhjot’s operation expertise and my entrepreneurial guidance, position us to successfully bring these delicious burgers to the vibrant community of Nanaimo.”

The restaurant maintains Fatburger’s commitment to quality, featuring their signature burgers made

with fresh, never-frozen Alberta beef, hand-pressed and grilled to order. The menu extends beyond their famous Original Fatburger to include specialty burgers, crispy chicken sandwiches, world famous Buffalo’s Express wings, hand-battered chicken tenders, and their Best Anywhere Milkshakes, complemented by fresh-cut fries and madeto-order onion rings.

To accommodate modern dining preferences, the new Nanaimo location offers multiple ordering options seven days a week, including dine-in service, convenient mobile ordering through the Fatburger Canada app, and delivery through major delivery platforms.

Pizza Nova celebrates unveiling of the Sam & Gemma Primucci and Family Computed Tomography Unit at Scarborough Health Network Pizza Nova and the Primucci family celebrated the unveiling of The Sam & Gemma Primucci and Family Computed Tomography Unit at the new Northpine Diagnostic Imaging Department at Scarborough Health Network (SHN). The milestone is a reflection of the Primucci family’s deep commitment to and appreciation for the community where their dreams of founding a pizza restaurant were born.

“Scarborough holds a special place in our hearts,” says Domenic Primucci, president of Pizza Nova.

“The community embraced my family when we opened our first

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

location, and we are honoured to give back by supporting the Scarborough Health Network in delivering exceptional health care services. We hope this contribution helps improve the lives of [patients for] many for years to come.”

The unveiling took place before the official opening of SHN’s Northpine Diagnostic Imaging Department, a state-of-the-art 36,000-square-foot facility designed to provide advanced medical imaging services to Scarborough residents. The Primucci family’s contribution has helped bring this cutting-edge department to life, ensuring the community has access to world-class diagnostic imaging services under one roof.

The Northpine Diagnostic Imaging Department at SHN’s General Hospital officially opened its doors on February 18, 2025, welcoming patients into a new era of diagnostic care in Scarborough. Pizza Nova joins a large network of community donors who have contributed to the department’s success.

Metal Supermarkets continues to shine with 11th consecutive year of sales growth Metal Supermarkets, the world’s largest supplier of small-quantity metals, is celebrating 2024’s major achievements including record network revenues, store counts, and numerous franchise milestones— all positive leading into the brand’s 40th anniversary.

INDUSTRY NEWS Compared to 2023, Metal Supermarkets achieved a 7.4 per cent sales increase. The year-over-year success surpassed the prior year’s network revenue for the 11th consecutive year. The sales increase was driven by the 8.9 per cent gain in invoice count.

“We’re very pleased with 2024’s results and many significant achievements by our franchisee partners,” says Stephen Schober, president and CEO of Metal Supermarkets. “By focusing on customer satisfaction and loyalty, our network achieved strong sales results, while, at head office, we continue to bolster information technology enhancements, furthering our e-commerce offering and increased marketing investment. And we are excited to enter 2025 solidifying Metal Supermarkets’ position as a market leader in all of our markets.”

In 2024, Metal Supermarkets grew to a record number of stores with an additional nine stores opening across the United States and Canada: Baton Rouge, LA; Cambridge, ON; Colorado Springs, CO; Mobile, AL; Pittsburgh West, PA; St. Louis (O’Fallon), IL; Philadelphia (Northeast), PA; Ventura County, CA; and York, PA. With the network total now at 130, the growth will continue in 2025 with two new store openings planned for January and an additional eight signed franchise agreements.

2024 marked the third year for Metal Supermarkets’ annual Trade School Scholarship. Launched in response to a projected need of over 360,000 welding professionals by 2026, Metal Supermarkets continues to encourage students to enter the trades while supporting the first steps of their career. For 2024, the recipients included:

• A laina Myers (Hanover, PA) to attend Pennsylvania College of Technology • A lexis Brown (Waxahachie, TX) to attend Texas State Technical College (Waco) • Miranda Crist (Fletcher, OH) to attend Hobart Institute of Welding Technology • Wilson Williams (Regina, SK) to attend Saskatchewan Polytechnic (Moose Jaw) Metal Supermarkets ended the year with significant news, announcing that Riverarch Equity Partners of Pittsburgh, Pennsylvania had acquired a majority interest in the company. Riverarch will better position the brand for accelerated growth and continued expansion across Canada and the United States.

Transform Lives & Build a Rewarding Career as an Oxford Learning Franchisee Make a difference to students, their families, the community— and your career—as an Oxford Learning franchisee. Founded on the science of cognitive learning, the Oxford Learning franchise system offers key differentiators not found in any other supplemental education system.

Why Choose Oxford Learning?

Our unique, proprietary system and proven methods are the foundation of our franchisees’ success!

•

Trusted Canadian brand with 40 years of success

•

Comprehensive start-up support and ongoing training

•

Scalable models for growth

•

Impactful, purpose-driven business helping students unlock their potential

Change students’ lives—and your own—as an Oxford Learning Franchisee.

Get started today. franchise.oxfordlearning.com 1.888.559.2212

Franchise Canada March | April 2025

15

STRONGER TOGETHER

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

Across industry sectors and across the country, franchising is a strong community that makes up a significant portion of Canadian businesses and local economies. But the true building blocks of this community are the individuals who own their own franchised small businesses. In this issue, Franchise Canada is celebrating the success of those individuals: the franchisees from a diverse range of backgrounds who are the faces of franchising in this country.

T

he 10 entrepreneurs featured in these pages represent the network of diversity that is integral to the franchising industry.

You’ll meet franchisees from across the country with a range of different ages, backgrounds, and origin stories. From a young Indigenous business owner pioneering reconciliation initiatives in B.C. to the newcomer couple spreading their love of pets in their Ontario community, these franchisees prove that no matter what circumstances you come from, franchise success can be a destination for all walks of life.

Our special features in this issue include a look at women who are breaking the glass ceiling in business ownership with their own successful franchises, newcomers to Canada who have become pillars in their new home communities through franchising, and BIPOC entrepreneurs who are part of an ever-growing, powerful segment of the industry.

If these success stories inspire you to jumpstart your own franchise journey, look no further! FranchiseCanada.Online has all the resources to find your own franchise fit. Check out our archive of educational articles, expert advice, videos, and podcasts. And look to the CFA’s directory site, LookforaFranchise.ca, to find and connect with brands seeking franchise partners.

After all, we’re stronger together, and the industry is wide open for new entrepreneurs looking to make their mark.

Franchise Canada March | April 2025

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STRONGER TOGETHER

SISTERHOOD OF SUCCESS

BY KYM WOLFE

When it comes to franchise ownership, men still outnumber women, but that doesn’t mean that women aren’t making strides in business ownership through franchising. In the CFA’s survey of prospective franchisees, the percentage of women seeking franchises grew by 14 per cent from 2023 to 2024. This issue we shine a spotlight on four successful women who are firmly at the helm and steering their own franchise operations. There is a common thread that runs through their stories: each had strong personal reasons to choose the business they are in, and all are motivated by a desire to impact their customers and communities in meaningful ways.

Anita Mushitsi

British Swim School

FOR ANITA MUSHITSI, British Swim School is not just a business, it’s a way to help keep children safe. Mushitsi’s daughter was involved in a near-drowning event at the age of nine. For Mushitsi, who immediately began personally teaching her daughter water survival skills that certain swim programs lacked, the experience was a wake-up call to take pool safety more seriously. Ten years later—when she decided to leave full-time work and purchase a franchise—it weighed heavily in her decision to go with British Swim School.

With a background in communications, leading teams, and project and crisis management, Mushitsi found the most useful areas of her initial franchise training were finance, budgeting, and using analytics in decisionmaking. Equally valuable was the individual coaching she received. “It’s hard when you start. There are so many pieces that you have to connect.” She explains, “Making cold calls was quite a challenge for me.” A franchise coach accompanied her to initial meetings with managers to discuss renting pool space, giving Mushitsi an opportunity to watch and learn.

One benefit of this franchise, says Mushitsi, is that you can rent pools in apartment buildings, hotels, and fitness clubs—securing times when pools aren’t typically being used to full capacity. This means she has no fixed overhead and has the flexibility to move to new locations

in response to changing demographics in her franchise area. Her full-time operations manager works remotely, so there also isn’t any overhead for physical office space.

Since opening in 2019, Mushitsi has expanded to three pool locations in Ottawa, Ontario, all near post-secondary institutions, which helps attract students to work part-time. She employs an aquatics trainer to train new instructors in the British Swim School curriculum, which focuses on teaching water survival skills.

Mushitsi says her key to success is building systems and putting the right people in place so that each location can run efficiently and independently. That will enable her to continue expanding—one life-saving lesson at a time.

Learn more at LookforaFranchise.ca

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STRONGER TOGETHER

Janet Love

Global Pet Foods

JANET LOVE HAS A PASSION FOR PETS, and when she bred English Mastiffs, she educated herself on how best to keep her dogs healthy. So, when she was looking for a career change, opening a Global Pet Foods store seemed like a perfect fit. “Having knowledge about nutrition and supplements and providing excellent customer service are key,” she says. “There are so many options for pet foods and supplements, it can be overwhelming for people to figure out what is best for their particular pet.”

Pets are important family members, and many owners are willing to pay for high-quality food and supplements that will support a long and healthy life.

Love purchased a Global Pet Foods franchise in 2014 in Collingwood, Ontario, and by 2019 had opened two new locations, in Wasaga Beach and Owen Sound. Her two sons are now involved in operating the three stores, and are poised to transition into ownership.

The largest Canadian-owned pet specialty retailer, Global Pet Foods specializes in natural and holistic pet food, treats and supplements, toys, and pet accessories.

Love appreciates that she can carry products that are a good fit for her stores, with no franchisor pressure to purchase product lines that are not in demand. She also goes above and beyond in her commitment to support-

ing pet adoptions and animal welfare. Her three stores raise funds for the Georgian Triangle Humane Society and Grey Bruce Animal Shelter.

She recently introduced a local delivery service in response to consumer trends. But talking with people who come in to shop in person is still one of her favourite parts of the business. “You have to really love animals and listening to people talk about their pets,” she says. You also have to be ready to constantly research to expand your knowledge. “I don’t know as much about reptiles as other pets,” she admits. But she’s always willing to learn.

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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STRONGER TOGETHER

Leanne Hoekstra Mattress by Appointment

LEANNE HOEKSTRA HAS LONG BEEN a serial entrepreneur, and after trying her hand at several different businesses is happy to have landed in one that checks all the boxes for her—the ability to be her own boss, flexibility to prioritize time for family and volunteer work, and making money doing something that she feels is important. “Mattresses are not glamorous, but they play a crucial role in health and wellness,” says Hoekstra, and that was one of the reasons she chose to open a Mattress by Appointment franchise in early 2023. As the name suggests, Hoekstra sells mattresses to customers by appointment in her showroom. “I’m able to meet customers one-on-one at a time that is convenient for them, educate them on the different options, and answer all of their questions.”

A solopreneur, Hoekstra personally serves all customers and was one of the top five mattress dealers in Canada for both 2023 and 2024. “The franchise offers a lot of tools for success and best practices–I just follow the wheel [an MBA strategy tool] and truly believe in this brand.”

She carries a full inventory in her 2,500-square-foot building. About half are compressed mattresses, packaged in boxes small enough to fit into a vehicle, so customers can take them home immediately. For deliveries, Hoekstra relies on her husband or a local subcontractor.

“If you buy a mattress today, you can sleep on it tomorrow,” she says.

For new business owners, Hoekstra says the core skills for success are the same, regardless of gender. “You need to be a self-starter and highly motivated.” She also values her network of mentors and fellow franchisees, and encourages any new franchisee to build those relationships early on. “They can provide a wealth of knowledge and support as you navigate the challenges of starting a new business.”

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Learn more at LookforaFranchise.ca

STRONGER TOGETHER

Kristelle Campbell PropertyGuys.com

Learn more at LookforaFranchise.ca

Photo credit: Maggie McLaren

PROPERTYGUYS.COM FRANCHISE OWNER Kristelle Campbell leads an all-women team who sometimes refer to themselves as the “property gals.” When she joined the franchise in 2018, Campbell became a licensed real estate agent, but now she has taken a step back from client-facing tasks to focus on strategic planning and team-building. “I’m a big believer in letting people do what they’re good at,” she says—and clearly her team members are good at what they do. Campbell’s territory, Pictou, Antigonish, and Guysborough Counties in Nova Scotia, was named PropertyGuys.com’s national top franchise of the year for 2024.

Campbell’s franchise journey grew from experiencing the brand first as a client. When she and husband Jamie sold their home in Dartmouth, with plans to move their young family back to the community they grew up in, she says, “We were sold on the idea of being in control of the

transaction and not over-paying for services we didn’t need.” With the PropertyGuys.com, home sellers pay a flat fee and then opt to add on additional services—for example running open houses or staging—or not. The franchise also has a sister agency, PG Direct Realty, which works with clients on the home buying side. “We offer all of the traditional brokerage services, but broken into packages so the customer can decide what they want to use us for.”

A former lawyer, Campbell has strong organizational and planning skills, and attention to detail that she honed in the legal world. She notes that PropertyGuys. com franchisees come from diverse backgrounds, and all bring different transferable skills and experiences with them. “You have to be great with people, but other than that you just need to find people who have complementary strengths,” she says. It’s also important to use the franchise’s tools and systems, which have already been proven. “I think sometimes as women we feel like we need to prove ourselves and be independent, but taking advantage of the supports and mentorship available will only make you stronger.”

Franchise Canada March | April 2025

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STRONGER TOGETHER

THE MANY FACES OF FRANCHISING

BY GINA MAKKAR

With a strong economic foundation and a diverse population, Canada is an appealing destination for business success. Franchising’s structured and supportive business model builds pathways that allow BIPOC business owners to thrive. The franchisees in this feature have taken owning their own business to the next level, becoming multi-unit entrepreneurs and leaders in their communities, and have even taken on further responsibilities in business development. Passion for their communities drives them as much as their business success.

Elijah Mack-Stirling

Kekuli Café

ELIJAH MACK-STIRLING WAS BORN AND RAISED in the Nuxalk Nation of Bella Coola, B.C., a community of 7,000 people. He moved to Merritt, B.C. and at 12 years old, he knew he wanted to be his own boss and create a safe space for youth. “I was so ambitious,” he recalls.

“Our youth are struggling to have their voices heard, and we are losing children to mental health [struggles]. I said, ‘That’s what I’m going to do. I’m going to have a voice at the table for our youth.’”

He began working for Sharon Bond, founder of Kekuli Café. This authentic Indigenous café brand fuses traditional and modern cuisine, serving Bannock-based sandwiches and tacos, in addition to coffee, lattes, and smoothies.

“It was the first time that I felt like I belonged somewhere. I’m with Indigenous people, and my boss is an Indigenous woman. She’s pioneering for youth, and not just Indigenous youth, but all youth,” Mack-Stirling says.

“She’s such a mountain mover.”

Mack-Stirling purchased his first Kekuli Café at 22 years old. “I signed the documents, I got the funding, and it was a massive celebration.” Today, he owns two locations.

Among his many accomplishments, Mack-Stirling co-designed a master’s degree in business in advancing reconciliation with the University of Victoria. One of his goals is to be one of the ‘Top 40 under 40’ entrepreneurs in Canada. “The world is full of people of colour and once upon a time, we were not recognized as human beings.

Now we are taking our space back.”

He is also a director of Indigenous Tourism British Columbia and is a pioneer for youth in business. All this success comes down to his roots, he says. “I’ve done so much because one person believed in me and supported me all the way. I owe Sharon a lot of credit. But the foundation is at home with my roots and my mother. I don’t make a decision without her.”

As Mack-Stirling continues to be a voice for the community, he says people should feel safe to ask questions.

“You are asking about history, and there should be no judgment in history. If you’re curious, and if it helps understand our stories, ask as many questions as you like. I tell that to both my non-Indigenous friends and my Indigenous friends.”

He says for prospective franchisees exploring starting a business, “You’ll never know if you don’t take that first step.” He adds, “As much as you can be prepared, something always is going to get in your way and try to stop you … You’re not the only one that’s experiencing this feeling.

Anything good is going to be a little uncomfortable.”

Learn more at LookforaFranchise.ca

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

STRONGER TOGETHER

Sohail Iqbal

The UPS Store

AFTER WORKING in the IT industry for 17 years, Sohail Iqbal wanted a business of his own. He chose franchising with The UPS Store, attracted to its systematic approach, established support, and recognizable name.

He quickly expanded to six locations and says the support he receives from The UPS Store is a cornerstone of his success. “I believe in UPS. As a BIPOC entrepreneur, I have faced challenges, from financing to expansion to [learning] how to network. There’s a lot of support from people within and outside the network sharing their experiences.”

In the short-term, Iqbal is focused on streamlining operations to ensure continued growth. In the long-term, he hopes to open more stores and mentor aspiring BIPOC franchisees. “I can help them by showing them what I have done and helping them to grow. It’s that first step everyone is afraid of. They have to embrace it and work hard, have a good mindset, have a vision, and follow it through.”

He adds that his mentorship of others in the local community has taught him a lot about diversity. “I’ve learned a lot about what different people have gone through, the socio-economic barriers they’ve faced,” he says. “I believe that with understanding, we are moving in the right direction.”

Iqbal sees franchising as a good option for BIPOC franchisees due to its established training structure and shared resources. “I believe that BIPOC entrepreneurs need to get involved and let the community know that owning a franchise is not as difficult as they think. I believe more BIPOC entrepreneurs will create more representation that will lead to more opportunities and economic empowerment within our communities.”

Part of his growth came from connecting with others who have been in the industry for a decade or more.

Learning from their shared experiences broadened his understanding and propelled his success. “If they can do it, and I can apply the same rules, I can be successful too. Don’t be afraid to network. Talk to people and get involved,” notes Iqbal.

He advises franchisees to choose a system that aligns with their goals, skills, and interests.

“Look for brands with a strong support system. Look at their financials. Look at their success stories. Take advantage of the resources available to you. Talk to franchisees who are in the system.” He adds that hard work, a positive mindset, and persistence will help build a successful business, and supporting fellow up-and-coming business owners is paramount.

“BIPOC entrepreneurs have to help the new generation. We have to show them what is possible. It’s our responsibility.”

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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STRONGER TOGETHER

Keyur Patel

Wendy’s Restaurants of Canada

KEYUR PATEL WAS DETERMINED to start a business when he moved to Canada in 2003. “Franchising appealed to me because it provided a proven business model, reducing the need for extensive R&D and marketing efforts,” says Patel.

He joined the Wendy’s family in 2020. “It’s recognized as one of the best burger chains in the world, and its commitment to quality and customer experience aligns with my business philosophy,” says Patel. “Investing in Wendy’s was the next logical step in my journey to expand and strengthen my portfolio. In the last five years, I’ve been able to grow my restaurant footprint with a brand I am passionate about.”

With the strong support of his family, and the assistance of Wendy’s corporate team, he went on to open five locations in four years. “Wendy’s commitment to fostering success, including [for] BIPOC franchisees, is evident through their hands-on approach, structured guidance, and continuous operational support.”

He adds that the franchise sets standards to ensure the brand remains strong and consistent across different

markets. Resources, like access to new ideas, technology, equipment, and product innovations help him stay competitive, attract more customers, and increase revenue.

Patel’s goal is to continue to expand and open additional locations. “Expanding at this pace is a testament to the success I’ve had, and I look forward to continuing to grow with the brand.”

He believes diversity plays a key role in business success, provides opportunities for people of all backgrounds, and creates an environment to grow and thrive.

“Over the years, I’ve seen an increased focus on inclusion and support for franchisees from diverse backgrounds, which strengthens the industry as a whole.”

He adds that franchising provides a great opportunity for people from all backgrounds to succeed as business owners, regardless of prior experience, and encourages people from diverse backgrounds to enter franchising, to bring new ideas, perspectives, and leadership styles to the industry. Franchising, he notes, also creates opportunities for entrepreneurs who may not have considered this path but have the drive and dedication to succeed.

Patel says when you invest in a reputable brand, you’re essentially buying into a ready-made system that has already been tested and refined. “With the support, training, and resources available, you’ll be in a great position to succeed.”

Learn more at LookforaFranchise.ca

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

STRONGER TOGETHER

IMMIGRANTS (WE GET THE JOB DONE)

BY HANNAH FOULGER

Canada has always been an attractive destination for newcomers to make their business ownership dreams come true. Franchising makes the process that much easier, with established routines and processes that roll out the pathway for incoming entrepreneurs. According to Statistics Canada, immigrants account for 33 per cent of Canadian businesses that employ staff, contributing to the thriving diversity that makes Canada so special. From dynastic entrepreneurs like John Molson to everyday small business owners like Genti Fataj, newcomers get the job done. Meet a few of them here.

Rajesh and Goldie Chaira Pet Valu

ORIGINALLY FROM INDIA, Rajesh and Goldie Chaira bought their first franchise with Pet Valu in 2014. Rajesh got his start in the aerospace industry, before he and Goldie began working at Telus. But Goldie wanted a business of her own, where she could be her own boss, and she loved pets.

The Bramalea City Centre Pet Valu in Brampton, Ontario, went up for sale, and they jumped at the opportunity. At the time, the Chairas were still working full-time at Telus, so the partnership allowed for a smooth transition.

Within a few years, they moved into a new, expanded location with room for grooming and dog wash services.

Rajesh says Pet Valu was an easy ownership choice because of its proven business model and its continual, expanded training. “They really care for their franchisees,” he says.

The Canadian brand was founded in 1976, and since then has been able to showcase local products and expand across the country. Pet Valu recently broke ground on a distribution centre in Calgary, Alberta, which is slated to open later this year, with other distribution centres recently opened in Surrey, British Columbia, and Brampton.

Rajesh says that the main element needed to be an ideal Pet Valu franchisee is a passion for pets, followed closely by a love of customer service. Over his decade as a Pet Valu franchisee, Rajesh has moved into a role as a franchisee trainer, supporting other franchisees in their journey toward business ownership success.

Rajesh’s major tip for new franchisees is to establish community connection by holding events in the store and, if the landlord allows, to set up a tent outside the store to promote causes, charitable partnerships, and hold events like pet adoptions.

“That allows you to showcase yourself, because at those events, you are not just selling the products. You can talk [to customers] about their pets and their family.

You can really get connected with them.”

The Chairas’ love of pets has fuelled expansion, and now the couple owns eight Pet Valu stores. Raj and Goldie have also spread the love through charitable initiatives, partnering with Peel Animal Rescue, Brampton Animal Services, Oakville & Milton Humane Society, and the Mississauga Humane Society.

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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STRONGER TOGETHER

Genti Fataj Pizza Nova

GENTI FATAJ AND HIS WIFE ARRIVED IN CANADA as refugees from Albania in 2003. They had no documents. His wife didn’t speak English. But fast forward 22 years, and Fataj now runs his own Pizza Nova location.

So how did that happen?

In the beginning, Fataj worked construction during the day and as a pizza maker at Pizza Nova at night. While he was making more money doing construction, he was impressed by the level of quality put into the product at Pizza Nova, which had been operating for about 40 years at the time. After five years of pizza making, the store went up for sale, and his supervisor, impressed with his work, put in a good word on his behalf.

“I saw opportunities in this franchise,” Fataj recalls.

“So, I jumped on it.”

At the time, Fataj and his wife hadn’t completed the immigration process yet, but Pizza Nova stepped in to support them.

“If you’re really interested in this business, they help you.

They train you. They make sure you know you’re ready.”

Pizza Nova’s corporate staff stayed with Fataj through the first weeks of opening, to help smooth out the transition process. Fataj says he values the continual training and support from Pizza Nova. The brand brings in guest speakers, shares best practices throughout the chain and industry, along with coaching each franchisee on becoming better leaders and ambassadors within their communities. They also provide insight and advice on the shifting landscape of local store marketing, both for the franchisees and their store supervisors.

Every July, Fataj and his family travel to the annual conference with other Pizza Nova franchisees and celebrate their achievements together. The franchisee community is like a family, he says.

“Quality is number one,” Fataj says. “It was clear from the day I started as a pizza maker. That is the foundation of this business, since 1963.” Fataj doesn’t believe in shortcuts, and has complete trust in the quality of the Pizza Nova brand.

“It requires a lot of work, a lot of dedication, but at the end of the day, it’s worth it.”

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

Learn more at LookforaFranchise.ca

STRONGER TOGETHER

Justinus Adriaanse Tommy Gun’s Original Barbershop

ORIGINALLY FROM JOHANNESBURG, South Africa, Justinus Adriaanse is a serial entrepreneur with a big heart for his community and his workers. Today, Adriaanse is a franchisee with Tommy Gun’s Original Barbershop, and owns 10 of the brand’s Canadian locations. He is also the founder of WeThinkCode, a free coding program in Johannesburg. “I feel a deep sense of responsibility to build businesses and organizations that can have a positive impact on society,” he says.

Adriaanse started his first business, a real estate website, in 2000. At 35, he decided to reinvent himself as a coder. It was on a ski trip in France that he and his wife Ankie decided to shake up their careers again, this time as ski instructors in Fernie, B.C., for the winter. After two winters, they knew they’d fallen in love, so they moved to Canada in 2015. In 2018, they bought their first Tommy Gun’s Original Barbershop franchise.

For Adriaanse, the Tommy Gun’s concept is about the experience. With a diverse, primarily male customer

base, Tommy Gun’s delivers a signature grooming experience in a positive and welcoming atmosphere. Every service is finished with a relaxing hot towel, and customers can elevate their visit with additional treatments like scalp massages, straight razor shaves, and facials.

“The benefit of running a franchise business is that there’s narrower scope of what you need to focus on and what you need to be able to do well, because a lot of that is executed at the franchisor level, which I like,” Adriaanse says. “We don’t have one big business, we have 10 small businesses.”

Adriaanse isn’t in this alone. He and his wife have partners in B.C. and in Ontario, and they prioritize hiring and retaining good staff that will stay for a long time.

“You have to create that environment where people want to be there,” he says.

His commitment to his staff is apparent in the inventive program Adriaanse implements in his stores. Called “the great game of business,” it’s a program set up to teach employees how to manage both business and personal finance. That’s priority “number one,” he says: “You’ve gotta be able to work with people, help people grow, help them exceed their expectations.”

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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Enriching the Lives of Elders

BY GEORGIE BINKS

Canada’s population is aging at a rapid rate, with seniors expected to make up a quarter of all Canadians by 2040.

Fortunately, franchisees in the senior care niche are meeting increasing demand while owning their own businesses. These brands are improving the day-to-day lives of seniors beyond medical care, by providing healthy meals, stylish clothes, or simple companionship when they need it the most. Better yet, they’re often a relatively low-cost investment because they don’t require an office or brick-and-mortar location.

Read on for CFA member brands that are supporting the health care industry with much-needed senior care.

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ENRICHING THE LIVES OF ELDERS

Sam Riad, president

FirstLight Home Care Canada territory owners receive comprehensive training, ongoing business coaching, marketing, and brand support.

FirstLight Home Care Canada Sam Riad, president of FirstLight Home Care Canada, recalls a particularly rewarding interaction with a client.

“This client, a former pianist, had slowly lost touch with his love for music due to memory loss. One day, our caregiver noticed an old piano in his home, covered in dust.

She gently encouraged him to sit down, placed his hands on the keys, and started humming a tune he once loved. To everyone’s surprise his fingers began to move effortlessly across the keys, playing a song he hadn’t played in years.

In that moment, his face lit up with joy, and his family, who happened to be visiting, was moved to tears.”

It’s those moments that can make operating a FirstLight Home Care franchise so special. “It’s going beyond caregiving to create meaningful moments that make a difference,” says Riad.

In 2020, FirstLight Home Care, a leading home care provider in the U.S., expanded its services to Canada.

FirstLight Home Care Canada’s value proposition is centred around providing compassionate, high-quality, and personalized home care services that empower seniors and people with disabilities to live independently while ensuring their safety and well-being.

The franchise boasts professionally trained, compassionate, and dedicated caregivers, personalized care plans, and trusted and reliable 24/7 support.

The franchise provides support and resources to help franchisees succeed and grow their businesses.

This includes comprehensive training, ongoing business coaching, marketing, and brand support. The franchise also collaborates with health care organizations, retirement communities, and local businesses to expand opportunities for franchisees. Territories are also available for new franchisees across Canada.

FirstLight Home Care Canada franchisees don’t need specific experience in the industry but rather should be compassionate and service-oriented, with strong leadership and management skills, an entrepreneurial mindset, sales and networking abilities, and the ability to follow a proven business system.

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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ENRICHING THE LIVES OF ELDERS

Heart to Home Meals “We believe life should get easier as you age,” says Dave Galley, a Heart to Home Meals franchisee based in Windsor, Ontario.

Not only has his meal delivery franchise made the lives of a lot of Galley’s senior customers easier, but being a franchisee has improved his own life too.

“I wish I’d known how much I would enjoy the whole experience,” says Galley. “As a truck driver I was rarely met by happy customers pleased I had arrived with yet another truckload of steel. Now easily 99 per cent of my customer interactions are positive, happy, and grateful.”

The franchise is geared toward seniors, with 80 per cent of customers phoning in to place orders after perusing the brand’s 75-page menu. The franchise also accepts cash and cheques at the door, in addition to digital ordering.

Galley says the delivery process is unrushed and easy.

“Our customers get to know their delivery driver— many look forward to their weekly visit. Part of what makes us special is we’re always willing to place the customer’s order directly in the freezer for them and have a conversation. We may be the only person they talk to that day. We want that interaction to be special.”

The franchise serves its customers while keeping franchisees in mind by providing a large but manageable product line. The Heart to Home marketing team is always available and responsive to ideas, and franchisees get access to weekly business insight reports, regular Zoom meetings with different departments to share corporate plans and updates, and an annual conference.

Galley says for incoming franchisees a background in customer service helps. “You must be willing to go into the community and meet with health care practitioners, home care providers, senior groups, and attend health fairs and community events.”

“If you have the means and opportunity, it’s extremely rewarding,” he says with a smile. “I’m still early in the journey, but I look forward to work every day.”

Learn more at LookforaFranchise.ca

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

ENRICHING THE LIVES OF ELDERS

Jenny Walters (left) and Carol Doyle, co-owners

Mobile Senior Shop For older adults, the process of clothes shopping can be a chore. Instead of trekking to the mall, picking through racks of clothing, and struggling to keep balanced while trying on clothes, senior shoppers can rely on a franchise that brings the goods right to their door. Mobile Senior Shop does just that.

The brand provides seniors with an easy, convenient, and personalized way to shop for everyday clothing essentials.

“We specialize in delivering comfortable, stylish, and practical clothing directly to seniors’ homes—everything from casual wear to sleepwear, outerwear, and seasonal items,” says Jenny Walters, CEO. For seniors, limited mobility, lack of transportation, or difficulty finding time can make traditional shopping experiences extra challenging. Walters says Mobile Senior Shop allows them to maintain their independence and reduce the burden on family members.

Mobile Senior Shop, which launched in 2015, is an emerging franchise. Walters says the brand offers “comprehensive initial training that covers key areas such as inventory management, customer service, our product offerings and the logistics of home delivery.”

She says the franchise’s goal is to provide the right tools, mentorship, and resources to help franchisees build

a strong, sustainable business while feeling connected to an emerging brand poised for long-term success.

The ideal franchisee is empathetic, detail-oriented, and enjoys working with seniors. “We look for individuals with a strong customer service orientation and an interest in helping people feel their best,” Walters says. “Experience in retail, sales, or customer service is beneficial, but the most important qualities are a commitment to service excellence, a passion for helping seniors and the ability to connect with customers on a personal level.”

Franchisees should also be self-motivated with strong organizational skills.

Walters says that people considering becoming a franchisee should first ensure the brand aligns with their values and passions. “[It’s important] particularly in sectors like senior care, where empathy, patience, and a genuine desire to help others are essential.”

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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ENRICHING THE LIVES OF ELDERS

ONESource Moving Solutions for Seniors, Professionals, and Families Nicole Ridley, a franchisee of ONEsource Moving Solutions in Durham, Ontario, emphasizes that her role extends far beyond simply moving people from one home to another.

“When I take on a new client, I’m spending hours with them. We almost become part of the family. Sometimes we’re dealing with 40 or 50 years of clutter. You have to build a rapport with your clients.”

ONESource Moving Solutions provides white-glove move management services for seniors, professionals, and families.

Ridley explains that the franchise helps seniors, professionals, and families with every aspect of their move.

“We make your bed, hang your art, install your electronics, design your closet. We unpack everything, remove the boxes, paper, and debris, and vacuum our way out the door.”

For seniors, this support is invaluable.

“Seniors specifically might not have children, or their children might not be local,” Ridley notes. “Even if they are, they [may] have their own kids and their own full-time jobs. So, we’re the support that a family can’t provide.”

Ridley values the ongoing support from ONESource Moving Solutions’ leadership.

“We’ve got business developers. They generate leads and they are available seven days a week if I have any questions.”

Operating in seven locations in Ontario, ONESource Moving Solutions plans to expand across Canada.

As for prospective franchisees, Ridley emphasizes the importance of networking and community engagement.

“You have to be a go-getter, be social, go to events, networking meetings. You’re going to have to do coldcalling, get your name out there, and introduce yourself and your services.”

With a background in hospitality, Ridley believes in treating clients with care and respect. “You have to be passionate about what you do. I love what I do. If I can, I’m going to do it until I am 80.”

Learn more at LookforaFranchise.ca

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

is pleased to present a Special Franchise Focus on

QUICK SERVICE RESTAURANTS

Franchise Canada March | April 2025

33

SPECIAL FOCUS ADVERTORIAL

Twenty-five Years and Still Fresh

Booster Juice has been serving up fresh-squeezed flavour and healthy alternatives for a quarter-century, and it’s not stopping now

T

ime sure does fly by when you are having fun. A well-established Canadian brand just turned 25 years on November 13th, 2024, an impressive milestone worth celebrating.

Booster Juice first opened shop in Sherwood Park, Alberta back on November 13th, 1999. Since then, they have built a reputation on providing customers with delicious, feel-good smoothies and food options with topnotch customer service. Today, Canada’s original juice and smoothie bar is successfully operating with more than 465 locations from coast to coast. This type of growth and longevity is rare among quick service restaurants like Booster Juice, something Canadians are happy to celebrate.

“I’m incredibly thankful of our amazing customers, franchise partners, and my corporate and store staff who I have the privilege to work alongside. This type of success isn’t possible without being surrounded by amazing people. I am also thankful of my family who have been so supportive during this wild journey.” says Booster Juice president and CEO, Dale Wishewan.

Born and raised in Waskatenau, Alberta, Wishewan has always been driven to pursue and achieve success. Possessing a lifelong passion for sports and fitness, he attended Portland State University on a baseball scholarship. While travelling throughout the United States, he noticed the popularity of juice and smoothie bars, and quickly realized there was an opportunity in the crowded Canadian fast-food market to provide a healthier alternative to consumers with an active lifestyle.

Making his own protein concoctions for years, and with his interest in health and wellness, he made it a goal to bring fresh and healthy food to the Canadian market. The hard work began with his own home kitchen serving as the testing ground for one smoothie creation after another—including some of the most popular smoothies on their current menu!

When the first store opened in Sherwood Park, it was a new concept to Canada. November was not the ideal time either, going into the dead of a Canadian winter selling

cold beverages. Co-workers, neighbours, and friends thought Dale was crazy to embark on something so foreign to Canadians, but he was determined. As it turned out, people were ready for a healthy fast-food alternative, and there was nothing else like Booster Juice in the market.

Things moved quickly after that.

By the end of year one, 15 locations were open and in year two, another 35 more were added. This was such an achievement that it is still a Canadian franchise record for opening 50 stores in two years from inception.

When others in the food service industry have asked how he was able to open 50 stores in two years, Wishewan’s reply is always the same. “I didn’t know in the first year whether five stores were typical, or 25, and everything came naturally from a project management side. The next thing you know we had 50 stores.”

Now, after 25 years, they are still blending up incredibly delicious smoothies, delivering convenient wraps, paninis, rolling up energizing Booster Balls, and freshly preparing nutritious shots and beverages. 

For more information on franchising opportunities, visit boosterjuice.com/franchise-opportunities

AWARD WINNING FRANCHISE BRAND Great franchising opportunities across Canada • Full Turnkey • High Level of Support • Canada’s Premier Smoothie & Juice Chain OVER 465 STORES & GROWING STRATEGICALLY

FRANCHISE OPPORTUNITIES AVAILABLE For more information visit: boosterjuice.com/franchise-opportunities or contact: franchising@boosterjuice.com

SPECIAL FRANCHISE FOCUS

The Appetite for Quick Service Restaurants

For the quick service restaurant industry, big changes on both sides of the counter are signaling success in 2025 and beyond THE FOOD SERVICE INDUSTRY hasn’t had it easy lately, with financial pressures and a tight labour market Franchise Canada November | December 2019 51 driving up costs and reducing sales.

Despite this, the macro-economic conditions of the industry are looking up, and prospective owners are still seeking restaurant franchise opportunities at a high rate: CFA data reveals that when prospective franchisees are asked what kind of franchise they’re looking for, 16 per cent respond with quick service restaurants (QSRs). When expanded to include fullservice restaurants (FSRs), that number grows to 29 per cent. Meanwhile, QSRs across Canada are using new tech to drive in-store innovations and meet their diners where they are, and food habits are changing with customers seeking out personalized, convenient, and meaningful dining experiences.

In this special focus on the QSR industry, Franchise Canada reveals several emerging trends that QSRs are embracing to meet consumer demands. Read on to find out why a QSR franchise could be a golden opportunity.

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

Takeout and delivery continue to grow...

Takeout and delivery grew as a pandemic-era habit and are showing no signs of slowing down, years later.

Fifty-seven per cent of operators reported a slight increase in takeout and delivery sales over the Franchise Canada November | December 2019 51 previous year, while 25 per cent reported a significant increase.

Only 18 per cent said it remained the same or slightly decreased.

...but consumer access is changing.

While Uber Eats, Skip, and DoorDash remain popular, ordering directly from a restaurant’s website gained traction, seeing a 39 per cent increase in 2024.

SPECIAL FOCUS ADVERTORIAL

Seasoned Success

A Canadian icon continues to expand its reach

F

ounded in 1969, Mary Brown’s Chicken is now the largest and fastest-growing Canadian-owned chicken QSR brand in Canada. With a 55+ year history, the company first opened its doors within a shopping mall in St. John’s, Newfoundland.

From there, its reputation grew as Mary Brown’s became known for its fresh, made-from-scratch approach to chicken combined with genuine East Coast hospitality.

It’s easy to see (or taste) what sets Mary Brown’s apart in the crowded QSR space: its unwavering commitment to product quality. The brand’s signature chicken is prepared using proprietary, patented cookers that use high heat to seal in flavors and ensure chicken is tender and juicy, creating a consistently superior

MB half page ad

product. This cooking process bolsters the brand’s made-from-scratch approach, including its never-frozen, locally sourced signature chicken to its perfectly seasoned, hand-cut taters, house-made gravy, and more.

This dedication to freshness and quality resonates deeply with both guests and franchisees.

With nearly 300 locations worldwide, Mary Brown’s has rapidly evolved from a national favourite in Canada to an international challenger. The company’s recent expansion into markets such as the United Kingdom and Mexico in 2024, along with upcoming launches in India and Pakistan, underscores its growing appeal beyond Canada’s borders.

The Mary Brown’s franchising system provides robust support to

franchisees, including site selection, store design, training, and operational and marketing assistance and the brand has enjoyed 18 continuous years of positive Same Store Sales Growth in Canada. Mary Brown’s is also a proud member of the Canadian Franchise Association (CFA) and has been recognized by the CFA as a ‘Franchisees’ Choice’ recipient for 14 years running.

With a history rooted in quality, a proven business model, and a commitment to growth, the Canadianowned brand is well-positioned for continued success. Entrepreneurs seeking a franchise opportunity with Canadian heritage paired with innovation and authenticity should explore Mary Brown’s Chicken. 

SPECIAL FRANCHISE FOCUS

State of the Kitchen BusinessWire reports that the Canadian foodservice market is expected to grow to

The restaurant industry is a powerhouse contributor to employment in Canada, employing nearly

1.2 million

$192 billion

people, or six per cent of Canada’s workforce. It also generates $26 billion in annual taxes for federal, provincial, and municipal governments.

through 2033. This is up from $120 billion in 2024.

Research shows that the hungry Canadians who sustain this industry are increasingly focused on healthier options. This shows up through menu items and the storytelling used to promote them. Topical trends include:

Plant-based foods

Socially conscious ingredients and practices

Organic and healthful options

Environmental responsibility

Low-calorie and allergy-friendly meals

QSRs Use New Tech and Make Big Changes Artificial intelligence is flourishing in the restaurant industry, saving labour power for QSR employees and making personalized recommendations for their customers.

AI: Some QSR brands are adopting dynamic menu boards that adjust to inventory levels or analyze customer preferences for personalized upselling.

Loyalty programs and data personalization: Leveraging loyalty program data engages customers at every touchpoint. Seventy per cent of operators now actively push personalized offers to their customers, according to TouchBistro.

Experience and immersion: Meet the “prosumer”—a consumer that expects both high standards and customization.

QSRs are meeting this new class of customer by blending highly customizable menus with consistent quality, sustainability, and innovation. In store, this looks like inviting architecture such as open kitchens and locally-inspired designs.

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

All-day dining: Breakfast at night?

After-hours menu additions? Flexibility is key as restaurants expand their offerings to alternative dining schedules and options.

SPECIAL FOCUS ADVERTORIAL

Join the Burrito Revolution

With innovative menu items and bold branding, Fat Bastard Burrito has found its niche and is growing strong.

W

hat started in Toronto in 2010 as a bold vision to ‘revolutionize the burrito’ has grown to become something of a household name in Ontario and beyond. With 15 years of growth under its belt and over 90 stores across Canada, Fat Bastard Burrito has carved out a distinct niche in the Mexican category with its diverse, innovative menu combined with in-your-face branding.

Known mainly for its large-portion burritos and bowls, Fat Bastard prides itself on a ‘something for everyone’ menu which also includes tacos, quesadillas, nachos, and more.

With near-endless customization options mixed with an obsession with fresh, premium ingredients, the brand appeals strongly to customers

FBB half page ad

seeking an easy, fast-casual dining experience that doesn’t compromise on taste, variety, or value.

Fat Bastard expanded beyond its home province (into St. John’s, Newfoundland) for the first time in 2023.

Since then, additional locations have opened their doors in Newfoundland and British Columbia, further supporting the brand’s priority for growth—what it calls ‘the Burrito Revolution’—across Canada. The Maritimes and Western Canada are current priority territories, while the brand continues to penetrate urban and suburban markets across Ontario.

Many franchisees in the Fat Bastard system appreciate the turnkey nature of the business. Since

acquiring the brand in 2022, parent company MBI Brands has lent its many years of experience with Mary Brown’s Chicken to help new franchisees learn the business, while supporting existing franchisees in improving their operational effectiveness and sales growth. Additionally, Fat Bastard franchises typically have a lower entry cost when compared to competitors, owing to the smaller and highly efficient store layouts the brand employs.

With a steadily expanding footprint, Fat Bastard Burrito is poised for significant growth, especially into new markets. The Burrito Revolution is underway in Canada, and is an attractive opportunity for potential investors! 

MB half

SPECIAL FRANCHISE FOCUS

Changing Eating Habits and Trends Table for one What was once considered embarrassing is now standard fare as solo dining grows in popularity. Fortyfive percent of respondents to a survey said they would be willing to go solo for sitdown meals. Top priorities for solo dining are peace and quiet (44 per cent) and people watching (43 per cent).

Limited-time offers Eighty-one per cent of guests are more likely to visit a restaurant when a limited-time offer is available. In addition to driving traffic, they serve as a way to attract new customers along with the regulars.

(Food) courting chaos

Value wars continue With the wave of value menu changes in response to rising food and labour costs, bundled alternatives have taken hold.

Competitive QSRs will be keeping it up as the trend is predicted to continue through 2025. That doesn’t mean cost-friendly items can’t drive bigger sales: after Taco Bell debuted its Cravings Value Menu, one-third of transactions included an item off the value menu.

Operators are expected to leverage shock value on menus, with polarizing items like olive oil coffee or pickle-flavoured beverages, and indulgent mashups (like the classic turducken).

Controversial or love/hate ingredients like cilantro or pineapple on pizza can also spark a challenge in adventurous eaters.

Spices that bite back The heat is continuing to rise in 2025, as spices informed by global flavours generate interest on menus and on social media.

Challenge videos that give diners a heat check drove engagement to the tune of 31 per cent growth over the last four months.

Sources: BusinessWire, Canadian Franchise Association, EDC, Granularity, LightspeedHQ, Restaurant Drive, Restaurants Canada, Restobiz, TouchBistro

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

Fuelling up Canadians are seeking beverages that do more than just quench thirst. Drinks that provide health and nutritional benefits, including collagen-infused protein drinks, plant-based beverages, and vitamin-enhanced water have grown in popularity in the past few years. According to the International Market Analysis Research and Consulting Group, this sector is expected to reach a $300 billion valuation by 2028.

Beverage ingredients that have experienced growth on menus for their health, wellness, or antiinflammatory properties: Pomegranate +22%

Tart cherry juice +19%

Beet juice +22%

Apple juice +27%

Pineapple juice +19%

Decaf tea and coffee +23%

Education 101

BY JOELLE KIDD

Every parent is passionate about their child’s education, and it is precisely this passion that has made the supplemental education industry such a growing business all across Canada. For prospective business owners who want to shape young minds, an education-based franchise gets an A+. We’ve rounded up the top of the class for after-school education, tutoring franchises, alternative learning schools, coding academies, and more.

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EDUCATION 101

Academy for Mathematics & English Why stop at just learning a subject when you could be on your way to mastering it? Academy for Mathematics & English has a 30-year history of tutoring Canadian kids in math, English, chemistry, and physics. The brand has now grown to 40 locations, coast to coast. Students of the Academy see an average improvement of one to two grade levels, and with better grades comes newfound confidence that spills into other aspects of a child’s life.

For franchisees who want to help kids succeed and have a desire for entrepreneurship, the Academy for Mathematics & English can make the journey a little bit easier. Best of all, no teaching experience is necessary. Take advantage of a proven tutoring system, build a successful tutoring business, and add to the brand’s tens of thousands of student success stories.

Agora Prep Academy Sometimes the best way for children to learn is by using tools and skills they already possess. This is a driving theory behind Agora Prep Academy, a unique preparatory school that inspires students to engage with curiosity in learning using a flexible, interest-based learning philosophy. Its non-traditional format is all about going beyond the tradition of the classroom. The aim of Agora is to get students to engage with subjects they love, rather than learning through rote memorization.

As supplementary education becomes increasingly popular, brands like Agora Prep Academy are primed for growth. For franchisees with the goal of fueling children’s innate abilities, Agora Prep offers a unique opportunity. Programs include gardening and cooking, finance and money, mindfulness and meditation, and drama and music, among many others.

Learn more at LookforaFranchise.ca Learn more at LookforaFranchise.ca

Angus Valley Montessori Schools Looking for a full-scale alternative to day school? Look no further than Angus Valley Montessori Schools (AVMS). AVMS draws from the Montessori framework, which follows a child’s natural learning impulse, rather than a traditional, regimented school experience. The brand’s customized curriculum is designed to enhance students’ abilities toward teamwork, number sense, and physical education, among other goals.

The ideal AVMS candidate has business experience and is willing to be a hands-on owner-operator. With a minimum investment of $950,000 and an established 10-step opening process, AVMS provides new educators with the support of an experienced team of professionals and training from start-up to opening and beyond.

Beyond the Classroom Have a calling for supporting children and youth and their parents? Consider a Beyond the Classroom franchise. The brand, founded in 1998, offers one-on-one in-home and online tutoring for students from junior kindergarten to Grade 12 in all subjects. The brand is ideal for a first-time franchisee, as incoming owners have a direct line to the founder, Cathy Thompson.

For entrepreneurs who are zeroing in on an education franchise, Beyond the Classroom offers a turnkey business with support and branding included. Franchisees have the luxury of creating their own schedule and can take advantage of the franchise system’s supportive team of business owners and wealth of training and resources.

Learn more at LookforaFranchise.ca

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

Learn more at LookforaFranchise.ca

EDUCATION 101

Bricks 4 Kidz The Bricks 4 Kidz concept combines education and entertainment. The brand uses LEGO® bricks to teach STEAM and engineering concepts and inspire the inventors and innovators of the next generation. The franchise pairs the timeless joy of building with the explorative world of science, technology, engineering, arts, and mathematics.

A Bricks 4 Kidz franchise opportunity provides prospective owners who have a passion for shaping young minds with a ready-built business plan. Incoming franchisees can start a lowcost, home-based business in under a year. With a $43,250 USD ($62,000) franchise investment, the brand provides everything new franchisees need to launch and run a successful business with a replicable system full of teaching and training materials, and a support network for franchisees to interact and learn from each other.

Discovery Centre International The Discovery Centre is an experiential science facility brand sharing the wonders of STEAM with visitors across Canada.

Previous exhibits have featured dinosaurs, the human body, aviation, and the ocean. Discovery Centres provide the opportunity for hands-on engagement with STEAM themes through galleries and exhibits that promote the uptake of science concepts in children.

For franchisees interested in showcasing the wonders of science in their community, Discovery Centre’s proprietary onboarding platform covers key aspects of business, like site design and buildout, raising capital, marketing, HR, and operations. The brand also offers a range of footage sizes in order to meet franchisee budgets, from 5,000 to 40,000 square feet.

Learn more at LookforaFranchise.ca Learn more at LookforaFranchise.ca

Inspiration Learning Center

Kumon Math and Reading Centres

Inspiration Learning Center isn’t just a tutoring company; it’s also a private school licensed to offer high school credits. A homegrown brand that’s “Canadian by design,” the curriculum uses a unique approach that blends global methods of learning: the Western tradition of honing critical thinking skills with the Eastern approach toward cognitive application. With a studentcentred learning environment and expert tutors, families can find the right fit for their child’s learning style, including specialized support for students with learning disabilities, extra challenges for gifted students, or accredited high school-level coursework.

It all started with a father who wanted the best for his child: in 1954, math teacher Toru Kumon wanted to instill a love of learning in his son and make sure he was prepared for high school and college entrance exams. Kumon Math and Reading Centres, the brand that grew from Kumon’s tutoring method, has expanded into a global network, including more than 400 locations across Canada. Over the past 60 years, this brand has helped more than 16 million students in more than 60 countries reach their full potential through tutoring in math and reading.

Since it was founded in 2003, the brand has expanded to 13 learning centres nationally. Franchise fees are $35,000 and require a $100,000 to $150,000 investment. Prospective franchisees need not have a background in education, but should have a passion for learning and seeing students thrive.

Learn more at LookforaFranchise.ca

Requiring a $64,000-$160,000 investment and a $2,000 franchise fee, Kumon offers a low-cost model that reduces barriers to entry for new franchisees. Franchisees should have a post-secondary degree, a commitment to education, and love working with children.

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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EDUCATION 101

Megamind Learning Centre

Oxford Learning Centres

Megamind has been shaping young minds since 2012. This Canadian-born education franchise uses the Abacus Mental Math Program—a brain development program for kids that helps improve mental math skills, problem-solving abilities, and memory retention—as well as specialized subject-specific tutoring personalized for grade levels and individual students.

Along with English, math, French, and school test prep, Megamind centres offer game-based coding programs for ages six to 15, helping the next generation of computer whizzes build real-world skills while having fun in Python and Roblox.

Oxford Learning Centres have been teaching kids across Canada for more than 40 years. With 131 locations across the country, this powerhouse brand owes its success to a unique tutoring program that uses a cognitive learning approach unique to Oxford Learning. While kids build confidence in their skills and learn how to harness learning strategies, franchisees enjoy a fulfilling career focused on enriching students’ lives.

Franchisees with Megamind enjoy being part of the booming education industry with limited direct competition to the brand’s pedagogical methods, and access to the brand’s continually growing and expanding courses. Investments range from $75,000 to $198,000, and the brand is eager to expand to locations across Ontario.

“Helping children succeed,” is the purpose behind the brand, and Oxford Learning Centres is looking for passionate franchisees who want to foster a love of learning. Franchisees with a teaching background or experience in other professional industries are equally welcome. Investment requirements run from $132,700 to $232,175, and franchisees benefit from comprehensive in-person and online training as well as access to proprietary software and one-on-one coaching.

Learn more at LookforaFranchise.ca Learn more at LookforaFranchise.ca

REACH Learning Centres

Scholars

We all need a leg up sometimes, and REACH Learning Centres aim to provide that by empowering kids to reach their literacy goals. Specializing in the Orton-Gillingham approach to reading instruction, REACH is built to assist students who are struggling to learn to read or write, with engaging, multisensory, one-onone lessons perfectly crafted to aid those with dyslexia and other learning difficulties. REACH centres also are dedicated to parental education, providing enrichment sessions about literacy and other resources to help parents best support their child. They also empower educators and parents through training programs, offering certified Orton-Gillingham methoddriven professional development across Canada.

Scholars is one of Canada’s largest education franchises, with 60 locations and more than two decades in business to draw from. Catering to students of all ages, grades, and subject matter, Scholars sets itself apart with a proprietary curriculum focused on success for every individual student. Everything down to the layout of the classroom is scientifically designed with the goal of optimizing learning environments for student success.

The B.C.-based brand is active in four provinces, with six locations nationwide, and is looking to expand its reach.

Entrepreneurs who want to take advantage of cutting-edge, research-based methods and a system built on 20 years of experience will be a perfect fit.

The brand is currently accepting applications for new franchises across Canada and around the world, with a $100,000 to $165,000 investment. Along with in-person tutoring, franchisees can offer virtual meetings on a proprietary platform.

Franchisees receive training in operations, marketing, sales, IT, and more, and a 30-day pre-opening training package, as well as ongoing support through regular phone calls and monthly visits.

Learn more at LookforaFranchise.ca

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

Learn more at LookforaFranchise.ca

EDUCATION 101

Steamoji Education

Tutor Doctor

Fun and learning go hand in hand for kids, and at Steamoji Education, an innovative curriculum uniquely blends the two.

The brand’s “Build to Solve” approach encourages skill-building and practical applications, and kids get hands-on experience in a structured STEAM (science, technology, engineering, digital arts, and math) curriculum that digs in to subjects like robotics, 3D printing, and coding.

Making learning fun is the name of the game at Tutor Doctor, a home-based education franchise that provides one-onone tutoring services to adults and kids of any age. With low overhead, flexible hours, and a proven model, potential franchisees passionate about helping students achieve their educational goals can easily start teaching in person or online.

Steamoji believes the best way to prepare children for a world of accelerating change is to expose them to core STEM skills, supplementing a school education with a multi-year curriculum focused on STEAM subjects that impart a growth mindset and help train kids for future careers. Requiring an investment of $300,000, a Steamoji franchise is perfect for owners from a wide range of backgrounds (prior STEM experience not required) who love working with children and are actively engaged in their community.

A $95,000 investment is required, with a $59,700 franchise fee.

Incoming franchisees join more than 100 Tutor Doctor locations across Canada in the high-demand tutoring sector. Support from the brand includes training in a diverse range of subjects and tutoring styles that have earned the brand a 95 per cent customer satisfaction rate.

Learn more at LookforaFranchise.ca

TM

UCMAS Mental Math Backed by education specialists, psychologists, and child development experts, UCMAS Mental Math uses innovative pedagogical techniques based on the Abacus method. Kids aged five to 13 learn mental math techniques using abacus beads and visualization, cultivating a love of learning and comfort with math, including complex calculations.

With its science-backed and well-established program, UCMAS offers franchisees the benefit of a proven system and proprietary curriculum that’s ready to meet the high demand for child development programs in Canada. The brand offers a low start-up cost with an investment of $30,000 to $75,000 required.

Learn more at LookforaFranchise.ca

Extra Credit Canada has nearly

5.2 million

students in public schools and 425,000 students in private schools (Source: EduCanada)

41%

of children from 4 to 12 are in after-school care (Source: Government of Canada)

95% Learn more at LookforaFranchise.ca

of Canadians between 25 and 34 have a secondary education (Source: Statista)

Franchise Canada March | April 2025

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HOMEGROWN & LOCALLY OWNED

100% CANADIAN FRANCHISE SYSTEMS

Many associate franchises with food service or retail storefronts, but entrepreneurs in sectors as diverse as health and wellness, tax and investment, and mortgage services can enjoy the considerable success that comes from opening a franchise in a niche industry.

BY DAVID CHILTON SAGGERS

Haystax Mortgage

Paul Therien, founder and CEO of Haystax Mortgage, is nothing if not candid about his system and his industry.

He says just 20 per cent of Canadians use a mortgage broker to get a mortgage, with the other 80 per cent using a bank or similar institution to obtain a home loan. And that’s where the trouble starts, according to Therien.

“The vast majority of homeowners don’t get the best interest rates,” he says from his office in Vancouver, British Columbia. “The number one complaint [in the sector] is about competition from banks and interest rates. The question we should be asking is, why do banks and others enjoy an 80 per cent market share?”

With those numbers in mind, and after a long career in mortgage brokerage and financial services, Therien decided to do something about it. “That’s where Haystax was born,” he says. “It’s been a long career that started in 1991. I was as new and as green as you could get.” But in the years since then, there isn’t a lot he hasn’t seen or done in real estate and financial services, and that experience has led him to introduce a new franchise brand and model to the mortgage space, Therien explains. It’s virtual, for one thing, and prospective franchisees don’t necessarily need a mortgage brokers licence, although the brokers and brokerages themselves do. The system’s cost structure is also unique. Instead of a royalty-based

model, Therien says around $3,000 a month will cover brand fees and fixed costs, including a full technology stack and tools, or what he calls “a brokerage in a box.”

Thanks to Haystax’s attendance at multiple Franchise Canada Shows, which Therien has high praise for, Haystax is in discussions with 11 candidates for franchises (eight in Ontario and three in British Columbia) and has more than 80 expressions of interest waiting to be assessed. Haystax candidates are roughly evenly split between men and women, says Therien, and they all have an entrepreneurial background in common. Training at Haystax is all online, and all audiovisual material is professionally produced and stored at a central hub, accessed by each franchisee’s own server.

The benefits of investing in Haystax are many, says Therien. For one, the system’s model is unique to its niche and built to drive as much revenue as possible to franchisees. Additionally, a franchising advisory council gives franchisees a seat at the table to help navigate and decide the future of the Haystax brand.

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

Learn more at LookforaFranchise.ca

“A MRTAXES.CA FRANCHISE PARTNER­ SHIP IS REALLY FOR PEOPLE WHO HAVE STARTED THEIR FINANCIAL BUSINESS AND WANT TO SCALE IT.”

MrTaxes.ca

Tax returns are in Robert Stone’s blood. As a kid, he would watch his grandfather and mother prepare them at the kitchen table, so it was small wonder he too would eventually move his career in that direction. It was tax preparation that he took up when an accident in 1996 meant he could no longer work as a tradesman. But it wasn’t long before he expanded his services to bookkeeping, mortgages, investments, and insurance, says Stone from Vancouver, British Columbia. By 2015, MrTaxes. ca had 42 offices in Ontario, Alberta, and B.C. In 2018 he relaunched the MrTaxes.ca brand, offering a full suite of financial services.

Now president of the company, Stone says his system uses a hybrid model where the franchise is jointly owned between MrTaxes.ca and the franchisee. Stone says he wants to establish 10 franchises in British Columbia before looking toward other provinces where he expects to set up master franchisee arrangements.

Start-up costs for franchisees range from $5,000 to $10,000 with an additional fee structure, although MrTaxes.ca doesn’t charge royalties. Training is online and takes 18 to 24 hours to complete, and uses a program that MrTaxes.ca created. As for his potential franchise partners, Stone says he looks for ambition, a positive atti-

tude, an entrepreneurial spirit, and perhaps the ability to communicate in a language besides English or French that will allow them to serve clients in their own language. “A MrTaxes.ca franchise partnership is really for people who have started their financial business and want to scale it,” says Stone. That outlook will dovetail neatly with their clientele, too, he continues, since the system’s specialty markets are the self-employed and corporations.

Stone encourages potential franchisees to take the MrTaxes.ca training course to assess the system. To further sweeten the deal, he points out that MrTaxes.ca franchises have a benefit of low cost of entry, the support and protection of a recognized brand, and a consistent, recurring customer base.

Along with tax filings, franchisees have the opportunity to expand their service offerings with associated brands MrInvestments.ca, MrInsurance.ca, MrBookkeeping.ca, and mortgages.

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

47

Nutters Everyday Naturals

In June 1982, Dr. Jim Cranston and his family set out to improve other families’ wellness through healthy foods, opening a bulk food store in Medicine Hat, Alberta, called Nutters Fruit & Nut Company. The response was, well, nuts. Today, there are 27 Nutters locations from British Columbia to Manitoba, says Brad Winsor, president, and he’s projecting further growth, expecting to have 300 stores nationally in five to eight years.

Nutters began franchising in 1983, says Calgary-based Winsor, with its first franchised location in Brooks, Alberta, followed soon by Red Deer in 1983 and Prince Albert, Saskatchewan in 1984. (The owner and manager of the Prince Albert location, Janine Favreau, is the system’s longest-running franchise operator, having celebrated 40 years in 2024!) Today, 16 Nutters locations are franchised, and it’s that model the system is using to expand further in the western provinces and in Ontario.

East of Ontario, Winsor explains, Nutters is considering master franchisor agreements. However, expansion doesn’t necessarily mean entering big cities. Nutters wants stores in communities of 10,000 to 80,000.

“That’s where we do our best work,” says Winsor. And that’s where Nutters finds customers that fit its ideal profile: mothers aged 35 to 45 in households with an income of $90,000 or higher, and those 55 and older who can afford supplements. What do they buy? Winsor says about 60 per cent of Nutters’ sales are of vitamins and supplements, 30 per cent are natural and diet-specific products, and 10 per cent are personal care products.

A turnkey franchise costs from $500,000 to $550,000 for stores that are typically 2,000 to 2,500 square feet with street front locations. “It’s for the visibility,” says Winsor.

“And they’ve got to have lots of parking.” What the stores don’t have, for the time being anyway, is an identical look and feel, although Nutters is moving towards that without imposing complete uniformity. “We mix it up a bit,” says Winsor, noting the importance of “going with the flow,” in the health retail industry.

For the last 40 years, most Nutters franchisees were women. Now, Winsor explains he’s seeing more men invest in his system, including newcomers to Canada from India. Concrete business experience is a plus for prospective Nutters franchisees, as Winsor notes it will help them understand cash flow, a crucial part of retail management.

Training occurs in person in Red Deer, Alberta.

As for the benefits of a Nutters franchise, Winsor says it’s a highly recognizable brand in Canada, and just one of four health food chains in the country. And the benefits will continue as, he points out, Generation Z is starting to assert itself in the market, meaning a new, healthconscious swath of potential customers.

Learn more at LookforaFranchise.ca

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

MULTI-GEN MAGIC

Business with a Boost

Millennial multi-unit owner Miguel Aguila blended finance skills with business acumen to find success at a young age with Booster Juice

BY JOELLE KIDD

F

or many young people with a dream of owning a business, franchising can be a great place to start.

“You’ve got a network to help you be successful,” says Miguel Aguila.

Aguila knows a few things about success. He was only 24 when he bought his first Booster Juice franchise in 2012. Today, the 37-year-old multi-unit owner has five stores, one in the Greater Toronto Area and the rest in Ontario’s Simcoe region.

Franchise Canada spoke with Aguila about what it takes to start (and build) a business empire at such a young age, the benefits of buying into a franchise system, and how Booster Juice is shaking up the QSR industry.

Hype for health The first Booster Juice opened in 1999 in Sherwood Park, Alberta. After Dale Wishewan, founder and CEO, saw juice bars and smoothie shops thriving during a trip to the U.S., he created the brand and established one of the first juice and smoothie concepts in Canada. By the time Aguila was looking into buying his own franchise, the brand’s popularity had grown, particularly in Western Canada—but it stood alone as a unique concept in its focus on healthy eating.

“I think Booster Juice introduced, in a big way, the smoothie concept to Canada,” says Aguila. “[We] cater to a balanced, healthy lifestyle, for people who are on the go and active.”

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MULTI-GEN MAGIC

That customer base “was very much me as a customer,” Aguila says. “When you’re looking for fast food on the go, you consider things like calories, you consider nutrition, and you consider convenience.” A protein shake or fruit smoothie was the perfect post-gym treat— tasty and easy to take anywhere.

“Now there are QSR concepts that target the [healthconscious] audience that didn’t really exist 15, 20 years ago,” Aguila points out. But, he says, Booster Juice continues to excel in its category, with few direct competitors in the smoothie and juice segment of the market.

The biggest competition comes now from bubble tea brands that have moved into offering protein beverages and other healthy options, he notes.

But clearly customers are continuing to seek out the brand’s tasty, wholesome fare—Booster Juice is on track to open its 500th store in Canada in 2025.

Focus on financing As Gen Z looks toward business ownership, there’s a new crop of 20-somethings out there hoping to replicate the kind of successful business Aguila has grown for himself.

For young people hoping to make an investment now, Aguila says, it’s important to focus on saving and building capital.

“Keeping your [lifestyle] costs very low is very important, because to start a business, capital is the most important thing,” he says. He recommends young entrepreneurs take advantage of living with parents, family

members, or roommates; apply for financing through a bank; and consider investing with business partners.

“You want to go through a laddered approach of, ‘Try this, if that doesn’t work, try that,’” Aguila explains. “Try applying for financing yourself; if that doesn’t work, try with partners or family, pooling your money together; if that doesn’t work, asking for money from family with a plan to pay it back; or if that doesn’t work, asking your parents to cosign.” While being a young business owner presents barriers, “There’s a way—multiple routes, and you just need to assess, for your particular case, how to go about that.”

After all, he says, “There’s more than one way to get where you need to.”

For Aguila, an early passion for business and saving— “I had spent my whole life saving money,” he says— helped him build the capital for his first franchise investment. After studying business accounting, he determined franchising was right for him. “It’s the safest and most streamlined way to go into business,” he says.

He brought this same clarity and strategy to his choice of franchise. “Booster Juice was my number one [pick],” he says. “I considered things like cost to open, cost to get the business up and running—I knew that because [the concept] doesn’t have a large footprint, the cost would be limited.” He also “resonated with the product,” as a customer himself, and saw potential in the market for a brand which, at the time, was still emerging as a system.

“I felt like I had a good shot,” he says.

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

MULTI-GEN MAGIC

Support for the win As a multi-unit owner, Aguila’s role now is largely made up of financial budgeting and the big-picture aspects of management. Putting his accounting background to good use, Aguila spends his time ensuring his locations are proactively maximizing sales opportunities and minimizing risk and costs—though not to the point of limiting their own long-term success. “You want to minimize costs as much as possible, but not to the point that you’re hurting your business and opportunities,” he notes. “There’s a balancing act.”

Along with tracking costs and projections and creating strategies to meet sales and profit targets, Aguila keeps in touch with store managers to maintain proper staffing levels, manages relationships with customers and head office, and comes up with marketing ideas to keep his stores competitive in the marketplace. “It’s a small business, so you’ve got your hands in everything,” he says with a laugh.

Still, the support that a prolific franchise system like Booster Juice offers is crucial to his continued success, he says. “People don’t realize this, but [with a brand] like Booster Juice that’s been around for 25 years now, very well known, you have a much easier time finding staff.”

Additionally, as a franchisee, Aguila has access to marketing on a national level, ongoing product development, and the IP of a recognizable and beloved brand.

Recently, Booster Juice launched the Booster Rewards App, a mobile app that gives customers the opportunity to place orders on the go, earn and use rewards points, and spend digital gift cards. “That was a huge endeavour,” Aguila points out, one that would not be possible for

a small independently owned business, and the response from customers has been positive.

On the other hand, as a QSR concept, Aguila’s businesses have not been immune to the challenge of rising inflation and supply costs. “Costs are skyrocketing, and we are challenged with finding ways to offset that wherever possible, and we’ve just gotta be creative,” he says.

When it comes to pricing, this means striking a careful balance between maintaining margins to balance the business’s bottom line and turning customers off with high prices. “It’s [a question of], in the short term, how do we weather the storm? But in the long term, how do we maximize opportunity when things do get better?”

Luckily, Aguila is not going it alone. His role as a franchisee means having access to the resources and support of his franchisor.

“What I like about buying through a franchise is, you’re working with seasoned professionals,” says Aguila. “You’re buying into a system … You’ve got the supply chain, you’ve got the real estate development, you’ve got the legal. You’ve got a brand that is successful.”

With more than a decade of ownership under his belt, Aguila too is one of those seasoned professionals—one whose hard work has paid off in more than a decade of franchise success.

Learn more at LookforaFranchise.ca

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LEADERSHIP PROFILE

Master of the Shop Todd Wylie’s career has orbited around franchising since he was just a teen. Now he’s driving growth as the head of Master Mechanic

BY ROMA IHNATOWYCZ

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

LEADERSHIP PROFILE

A

s a young teen, Todd Wylie was the envy of all his friends when he snagged a part-time job at his local Sam the Record Man, the venerated record store filled with rack after rack of vinyl LPs. Wylie started working at a Sam location in Etobicoke, Ontario, when he was just 14. For him, it was the equivalent of music heaven.

“That kind of dates me, but it’s still one of my favourite jobs,” laughs Wylie, now president of Master Mechanic.

“We had the largest selection of 45s—if you remember what that means!—outside of downtown Toronto, and I would play new music for all the DJs. Can you imagine that job? It was great.”

Sam the Record Man was one of Canada’s early franchise brands and Wylie’s work there proved to be more than just a great part-time gig for the young music lover.

It gave him his first taste of the world of franchising. A few years later, when he learned of a student-based franchising concept called College Pro Painters, he jumped at the chance to run his own franchise business.

“I was introduced to the VP of College Pro who presented me with the opportunity, and I needed to find a summer job at the time,” says Wylie, who went on to run his own College Pro painting business until he completed a psychology degree at the University of British Columbia two years later. “It was a significant, eyeopening experience into what you needed to do to run a small business. While it wasn’t exactly the school of hard knocks, many of the things I learned then I still carry over into my work today.”

Career climb This early start cemented a lengthy and prolific career that has seen Wylie work for successful franchise brands in increasingly senior roles, including Print Three, Second Cup, Wine Kitz, and Panago Pizza. For a self-confessed franchise enthusiast—Wylie says he even used

to research franchise brands as a hobby—it’s been the career of a lifetime, culminating in his current role as president and co-owner of the Master Mechanic franchise of automotive repair shops.

In April, Wylie will also begin chairing the Canadian Franchise Association’s board of directors after volunteering as its vice chair for many years. “I’ve been in the franchise industry for over 40 years now,” says Wylie as he reflects on his thriving multi-decade career.

Working for multiple franchise brands in different capacities has given Wylie a unique insight into franchising and what it takes to make it a success. He’s worn many hats over the years—managing everything from sales to operations to development. His most recent position before joining Master Mechanic in 2019 was with Panago Pizza, where he was the vice president of development for the 200-store nationwide pizza franchise.

His time with Panago marked a critical milestone for Wylie and set him up for his next big move: buying and co-owning his own franchise brand. The opportunity came about when he was contacted by a private equity firm looking for a partner for its acquisition of Master Mechanic, then an Ontario-based automotive repair franchise. With his extensive experience with different franchise brands, Wylie was a solid prospect. In addition to his already sizable accomplishments in the franchise industry, he also completed an MBA and, as it happens, briefly ran a small automotive reconditioning business with his brother early in his working career. The stars were aligned.

“I did my due diligence, visiting a few of the locations incognito and learning about the Master Mechanic brand. I saw a great opportunity,” Wylie reflects. “When you have a brand that’s been around for 43 years, you develop a strong culture and reputation around the brand. I was excited about the ability to take that foundation and amplify it.”

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LEADERSHIP PROFILE

“I had exposure to a number of different companies and talented people that I’ve interacted with in my career— I took all of that and applied it to Master Mechanic.”

Shifting gears Once the purchase was complete, Wylie quickly got to work. He brought in new team members, designed a training facility that also operates as a corporate store, and refreshed the company logo to revitalize the brand.

He says he was fortunate to be able to tap into his franchising skill set to take the business to the next level.

“I had exposure to a number of different companies and talented people that I’ve interacted with in my career—I took all of that and applied it to Master Mechanic,” he says. “I’ve added really good talent to our team—people with tremendous depth and automotive experience. We’ve also done some rebranding on our website, tweaked our logo, and redesigned our stores.

And we’ve invested heavily in training.”

The company’s structure has also been strengthened to support a strong push for multi-unit development with both new and current franchise partners. When Wylie first came onboard, Master Mechanic had just one multiunit franchise owner in its system. That number has now grown to six. “That’s been a very focused initiative and a model for growth,” Wylie says. He adds, however, that the company is still open to single-owner locations.

Sales are up 45 per cent and the unit count has grown by 30 per cent, with the current tally at 46 locations, including three corporate stores. While the brand’s footprint is still limited to southern Ontario—more precisely, an area within a three-hour drive of Toronto—the aim is to develop the brand into a national franchise.

Wylie recently signed his first franchisee in Saskatoon, Saskatchewan, with another due to open a location in Edmonton, Alberta. “We’re pretty pumped up and ready to go,” he says. “It’s an exciting time for us.”

The brand’s success, says Wylie, is inherently tied to its many dedicated franchise partners and the trust they have worked hard to establish with their customers.

Wylie himself is a strong adherent of the “servant leader-

ship” style of business management, where the focus is on serving others and creating a supportive team environment. “It’s about giving people the tools they need so they can be empowered,” he explains. “The idea is to serve, so people can do things themselves while you mentor and coach them along the way.”

“It may be a bit of a cliché,” continues Wylie, “but something that I refer to quite often is that you’re in business for yourself but not by yourself. While it may be your business, you’re not doing it alone.”

Franchise success comes down to the individuals within a system, so finding the right talent is a critical piece of the puzzle, insists Wylie. When it comes to franchisees, though he first looks for those with an excitement for and interest in the automotive service industry, what is most important is those that fit with the company culture even though they might not have automotive experience. In fact, Wylie’s top recommendation to all prospective franchisees is to find a business concept in an industry they love and then to knuckle down and do the research needed to ensure the company culture is aligned with their own values. And that takes time.

“The key thing is to make sure it’s the right fit for you, so I would get to know the company you’re about to invest in. I would get to know the office staff and the franchisees,” advises Wylie. “Because when you sign a franchise agreement, you’re committing to a relationship that will continue until you sell your business. So make sure you know what you’re getting involved in.”

Sound advice from a franchising expert at the top of his game.

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

Learn more at LookforaFranchise.ca

THE FIRST YEAR

Investing in the Next Generation A former CEFA student turned franchisee shares the lesson plan on opening an early learning franchise

BY SUZANNE BOWNESS

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THE FIRST YEAR

T

he student becomes the teacher. After being one of the first students to graduate from early learning franchise CEFA (the acronym stands for Core Education and Fine Arts), Julian Beim is now one of its franchisees. This is less surprising when you learn that the franchise was founded by his mother, Natacha Beim, in 1998. Fast-forward to today and there are more than 40 franchise locations across Canada in B.C., Alberta, and Ontario.

Growing up as a CEFA student, Beim says he could see that it was special. “I was one of the first students to attend CEFA. It’s always been discussed at the dinner table, not just how the business works, but also the importance of the mission and education in general,” says Beim, adding that he was inspired to embrace continuous learning himself—today he speaks three languages, plays musical instruments, and is involved in many sports.

In 2021, Beim decided he wanted to join the franchise, and brought his stepfather Christian on as a partner.

Now, the franchise has grown to a full team, and Beim says he was treated like any other applicant, although he needed less training.

Beim’s first task was finding a location, settling on one in Calgary’s northwest Beacon Hill neighbourhood.

He then supervised the site renovation, hired faculty, and handled the myriad other elements that went into startup. His stepfather handled the financial aspect, with Beim focused on operations.

The ABCs of franchise success Two years later, Beim is proud to be running a school offering spots for more than 100 students. “It’s been operating at essentially 100 per cent capacity for over a year and a half. At the time, it was the fastest franchise to fill up in all of CEFA,” he says. So, what did Beim do next? He started working on a second location, which opened in the town of Okotoks, Alberta, in September 2024.

As a premium early learning franchise, CEFA provides a proprietary education-based curriculum for children

aged one to five years old. Unlike traditional childcare, CEFA’s approach blends structured learning with handson exploration, ensuring a strong academic foundation while fostering creativity and emotional growth.

“Our goal is to create an environment that feels like an extension of the family, where children feel safe, supported, and excited to learn,” says Beim.

The curriculum introduces subjects like math, science, literacy, arts, and mindfulness, delivered through ECE-certified and CEFA-trained educators who guide children in both teacher-led instruction and child-led discovery. CEFA’s holistic methodology takes inspiration from established teaching philosophies, including Montessori and Reggio Emilia, while integrating innovative early education practices to nurture curiosity, confidence, and a lifelong love of learning. “We take the best research-based concepts from multiple approaches and refine them into a program that truly prepares children for life,” says Beim.

While Beim knew the routine, having grown up around the business, he says a first timer should be prepared to juggle many moving parts, from the construction process to hiring educators to getting the required licensing.

Fortunately, he says CEFA provides comprehensive support at every stage, equipping franchisees with detailed training programs, operational manuals, and expert guidance. From hiring the right educators to designing an engaging learning environment, CEFA offers hands-on assistance with site selection, staff training, and ongoing operational support, ensuring each location upholds the brand’s premium early learning experience. The brand’s in-house curriculum development team also helps train franchisees and teachers.

Franchisees join from many different backgrounds, but Beim says that they all share an enthusiasm for the education sector. “More than your background, it’s your ability to learn quickly and work hard, because until the school is open and full, there’s money being spent just to maintain operations. You want to be doing everything

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

THE FIRST YEAR

you can to make that process as short as possible.” Beim says quick learners and those with critical thinking skills do well in this franchise, given that there are so many different skills required in the startup phase. He adds that franchisees need to love working with people. “This business is very people-centric. You’re spending almost every day with people—hundreds of people at times, because you’ve got about 100 kids, so that means 200 parents, so that’s 300 people plus all your staff.”

Learning from the ups and downs In terms of challenges in the first year, Beim says that the need to move quickly to design a location, advertise for students, and hire staff is common to all franchises. Other challenges vary, depending on the particular school and especially the demographics of the territory. He points to his two locations as an example, where the Beacon Hill location in bustling Calgary stands in contrast to the school in the quieter town of Okotoks. Still, the routine was similar for both in the first year: he spent a lot of the startup phase providing tours to prospective parents, hiring staff (the Beacon Hill location has 16 teachers, two principals, and a chef), and administrative work.

Another important aspect to this franchise is overseeing operations. “It’s not just about having kids and teachers come into the school,” Beim says. “It’s about making sure that what we’re offering is better than other centres, which is only going to be done through creating a very positive and welcoming work environment for the teachers, and a very nurturing and loving environment for the students.”

After supervising the construction site, which is challenging because there are many moving pieces, from permits to unexpected delays, Beim says the biggest longterm challenge is managing people. “That’s the hardest skill, really understanding people and how to best support those people, and sometimes knowing when the person is not the right fit for the classroom or for the school entirely.”

He adds that taking the time to hire carefully from the start can be crucial. “The most challenging task of the first year is building a really good team, and having all the students settle into the routine of school. Once that’s done, the majority of people become part of this welloiled machine. Then it’s easy to replace small parts. But building the whole engine first can be a little tricky.”

Teaching future leaders While he warns that being a CEFA franchisee involves a lot of long hours in the beginning, Beim says the hard work really pays off. Once the business is in the “welloiled machine” stage, the franchisee can choose to be more hands-off if they want. As he now spends a lot of time building the second location, his principal manages the day-to-day operations at his first. He notes that there are several franchisees who work on the school more as a business and own several locations, while others are more involved in the daily operations.

In the end, Beim says that the mission he heard as a boy at the dinner table is also what enticed him to become a franchisee. “It’s really meaningful work, selling education for children. You’re helping students get to where they need to go, not just the brightest students, but students who sometimes can’t access care at other places,” notes Beim, adding that he’s had students on the autism spectrum or with physical disabilities who struggled to get into other care programs. “If you have the bandwidth to support those children, you’re making a meaningful difference in places where it really counts. That alone makes it a very easy choice when it comes to choosing what kind of franchise you want to invest in.”

Learn more at LookforaFranchise.ca

Franchise Canada March | April 2025

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A DAY IN THE LIFE Adam Povlitz, CEO, and Rafiq Punjani, master franchisee, Manitoba

Clean Sweep

As a master franchisee with Anago Cleaning Systems, Rafiq Punjani shares how he finds success while juggling multiple responsibilities

BY DANIEL MCINTOSH

O

wning a franchise is about more than just the service it provides. For Rafiq Punjani, the master franchisee of Anago Cleaning Systems in Manitoba, the job is about building relationships, making impactful decisions, and contributing to a larger mission of excellence. His days are dynamic and filled with a balance of business strategy, customer engagement, and personal development.

The day often starts early, with Punjani reviewing the key performance indicators that drive the business. He believes it’s crucial to understand exactly where his franchise stands at all times. “If you don’t start your day knowing where you’re at, it’s hard to make the right decisions,”

he explains. The numbers guide him, allowing him to finetune strategies or adjust operations if necessary.

But Anago isn’t just about crunching numbers. For Punjani, the most important part of his day always comes down to the client. Before diving into operational matters, he reviews client feedback—sometimes taking calls from customers directly or checking in on any service issues. For Punjani, it’s not enough to simply react to complaints; he proactively seeks out potential problems and addresses them before they escalate. “We don’t just wait for customers to call us with complaints. If we see something that might become an issue, we tackle it immediately,” he says.

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

A DAY IN THE LIFE It’s those client interactions that drive Anago’s success.

Every meeting or call becomes an opportunity to educate clients about the value of their services. Punjani’s goal is always to demonstrate that Anago offers more than just a cleaning contract: it delivers reliability, consistency, and peace of mind. As Punjani puts it, a good cleaning job is expected and goes unnoticed, but a bad cleaning job can result in negative reviews, which in turn negatively impact business. Regardless, maintaining customer satisfaction comes down to building trust. “Every business interaction is about creating a long-term partnership,” he says. “Once you gain trust, the business naturally follows.”

All in a day’s work As the master franchisee for Manitoba, Punjani oversees 24 unit franchisees. He often checks in with his teams to ensure that everything is running smoothly—from checking that all cleaning schedules are in place to addressing any issues that may arise on site. He utilizes Anago’s proprietary management platform, CleanCom®, which enables clients to connect instantly with their cleaning team in real-time. This ensures service requests are easily accessible, backed by a guaranteed two-hour response time.

Of course, Punjani’s responsibilities extend beyond overseeing day-to-day operations. He also focuses on growing the business by expanding Anago’s footprint.

Whether he’s meeting with prospective clients or engaging with unit franchisees, he sees every interaction as an opportunity to expand and strengthen the Anago brand, and even learn from others in his network. “The franchisee community is one of the best parts of the system,” he notes. “It’s a supportive network where everyone helps each other grow.”

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A DAY IN THE LIFE

“If you do the right thing, your business will grow, and your clients will stick with you for the long haul.”

And growth isn’t just about attracting new clients. At Anago, franchisees prioritize hiring people who align with the brand’s values. The team needs to be dedicated, skilled, and trustworthy. For Punjani, that means investing in training and providing unit owners with the tools and resources they need to excel. “Our franchisees are the ones who make it happen,” he says. “If they’re not equipped or motivated, then none of the systems we’ve put in place will work.”

Punjani also focuses heavily on his own professional development. Franchise ownership comes with its own set of challenges, and as the business landscape changes, he knows it’s important to stay agile. He invests time in learning new business strategies, staying updated on industry trends, and expanding his own skill set. This drive for continuous improvement is a key part of his success. “You have to be curious, always looking for ways to get one per cent better every day,” Punjani says.

Along with other Anago franchisees, Punjani regularly reviews key business metrics, tracking everything from monthly sales figures to customer retention. “How can we improve? How can we get better?” Punjani asks of himself. “It’s all about small, incremental improvements.”

As he explains, “You don’t need to overhaul everything, but you should always be asking yourself, ‘What can I do better?’”

Sparkling service Perhaps the most important lesson Punjani has learned as a franchisee is the importance of doing the right thing.

He notes that in times of high stress, it’s easy to cut corners or prioritize short-term thinking, but Punjani knows that real success comes from maintaining integrity.

“Sometimes, you’ll face decisions where doing the right thing will cost you more,” he says. “But if it means keeping a client happy, or making sure employees are treated right, it’s always worth it.” For him, building a strong brand reputation is worth any short-term loss. Over time, loyal clients will come back, and happy franchisees will spread the word. “If you do the right thing, your business

will grow, and your clients will stick with you for the long haul,” he adds.

Even when things are running smoothly, Punjani knows that managing a business requires continuous attention. When issues do arise, whether it’s a service problem or a challenge within the team, he tackles it head-on. “In business, you can’t be afraid to get your hands dirty,” he says. His approach is grounded in the belief that proactive problem-solving creates a stronger, more resilient business. It’s a mindset that has helped him overcome obstacles time and time again.

When reflecting on his experience as an Anago master franchisee, Punjani acknowledges the impact of his community. Franchisees aren’t just part of a business— they’re part of a broader mission. “Anago is not just a business,” he says. “It’s a partnership. The franchisees are all working together toward a common goal, and it’s that sense of community that makes it so rewarding.”

Ultimately, success as an Anago master franchise owner or unit owner isn’t only about having the right systems in place or managing a large customer base— it’s about cultivating trust, building relationships, and committing to ongoing growth. For Punjani, each day is an opportunity to move the business forward, but more importantly, it’s a chance to foster an environment where clients, employees, and fellow franchisees can all succeed. “I’m here to help others grow,” he says, “and in the process, I know my business will grow too.”

For prospective franchisees, Anago’s formula for success appears quite simple: hard work, strong relationships, and a constant focus on improving and evolving will drive you to succeed. For those who embrace this mindset, the rewards are endless, both personally and professionally.

Learn more at LookforaFranchise.ca

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

ICONIC BRAND

Years of Shears

Salon brand Great Clips established itself as a franchise powerhouse in the 1980s. After 40 years, it’s still styled for success

BY DANIEL MCINTOSH

S

ome of the most iconic franchise brands began as a way to fill a niche, or offer a service the market wasn’t yet meeting. The conception of Great Clips was no different. In 1982, the brand’s founders, David Rubenzer and Steve Lemmon, were working as stylists for a company called The Barbershop, a high-end retail salon concept with a footprint across Minnesota’s Twin Cities.

Rubenzer noted a missing opportunity in The Barbershop’s cosmopolitan clientele. He realized there was a class of people who just wanted a quick, convenient, and competitively-priced trim. Between them, they had the background and experience to get the idea off the ground.

Lemmon handled the operations, while Rubenzer was the barber. Co-owner Ray Barton came later as a franchise expert with a background in the real estate space.

“The idea caught on,” says Yvonne Mercer, Great Clips’ chief operations officer. The first location opened on the campus of The University of Minnesota, a smart move as it provided the exact clientele that the new value brand was trying to reach.

“Being on campus, you can offer a value-priced haircut,” notes Mercer. “College kids don’t generally have much money, and they wanted something quick and convenient.”

That hasn’t changed very much; there’s still a Great Clips salon near the campus today.

Initial growth was speedy, with the founders calling on friends and family to fill the gaps as franchisees and at the head office. Barton’s sister, Rhoda Olsen came on in 1984 as a part-time training consultant—developing manuals and programs for franchisees and stylists before climbing the ranks to eventually take on the CEO role up until 2018.

Over the years, Great Clips has grown its Canadian footprint to over 150 locations helmed by 45 local franchisees. It’s become nothing short of a household name, synonymous with convenient, quality haircuts.

And even after 40 years, the fundamental driver of Great Clips’ business hasn’t changed. The brand’s goal is still to provide its customers with quality, affordable haircuts as easily as possible. “Everything we do, we put the customer at the centre,” notes Mercer.

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ICONIC BRAND

Souped-up styling In the modern era, this means mixing in technology, to make accessibility a little bit easier. In 2011, the brand launched an online check-in service so customers could conveniently get in line for their cut from the comfort of their homes. Following that was an app to make the process even more convenient and accessible.

“We continue to make improvements to the app experience. It’s one of our core technology pieces right now, even from a marketing standpoint,” says Mercer. “We’ve engaged in digital marketing and email marketing. We’re in multiple channels, getting all the potential customers we can possibly reach. And those [channels] are always evolving.”

Mercer notes the benefits of marketing technology in Great Clips’ continued growth—understanding customer’s behaviours means being able to target offers to the right people at the right time, depending on where they are in their haircut cycle.

In addition, the influx of technology has revolutionized the brand’s training programs, which evolved from once-a-month, in person programs to entirely virtual training delivered on demand.

Of course, Great Clips, like all hair salons, was impacted by the pandemic. While it positively initiated new tech developments that created efficiencies across the system, it also challenged the business model in several different ways. During the height of the pandemic, fewer stylists applied for jobs. Those that did wanted to work fewer hours. That meant locations had to reduce operating hours, which in turn translated to less convenience for customers.

The response was to step up recruiting and training programs and resources. The brand revamped its cosmetology training programs and invited customers back to salons with bold offers.

Tapered training New franchisees in the Great Clips system go through a well-rounded initial training experience, including three

days of in-person training in Minneapolis, along with a robust online component, including webinars and selfdirected training modules on an award-winning education platform.

“When they sign their franchise agreement, they automatically join the new franchisee support program,” says Mercer.

The new franchisee also gets step-by-step guidance on opening through the first 26 weeks after opening.

“It’s a collaborative effort between multiple departments and there are touchpoints every week until they have their second salon open,” explains Mercer.

The training is designed to ensure that people from a wide variety of backgrounds can learn what it takes to be a great franchisee. “Franchisees don’t need any cosmetology experience at all,” says Mercer. “They hire a manager that has the technical skills, so they’ve got support to build from while they learn the business.”

Great Clips franchisees come from a mix of professional backgrounds, and despite not needing haircutting experience, business management experience in recruiting and hiring is a plus.

Nathalie Paradis, a Toronto-based franchisee, had management experience in droves before she started her franchising journey. As a corporate professional and mother of two, she spent half of her year travelling. Her husband had a similar corporate career. One particular moment taught her that it was time to make a change.

She was in Calgary, waiting for a return flight to Toronto.

The plane arrived and the first person to disembark was her husband, setting off on a business trip of his own.

“We kissed and said bye,” recalls Paradis. “I knew that for the next five hours, if there’s any emergency with my children, there’s no one [to help them].”

It was time to make a change. Eager to strike a worklife balance, she looked to franchising as a way of going into business with some added support and the flexibility to stay close by her family when needed. But she knew it wouldn’t be easy. As a former business owner,

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ICONIC BRAND

“The greatest franchisees in our system are the ones that truly care about their staff and want to provide a great place for people to work.”

- Yvonne Mercer, chief operations officer, Great Clips

she knew the risks and the work it takes to make a small business successful.

“It’s a different kind of stress and work than a corporate career,” she says. After interviewing other franchisees and looking into the company culture, Paradis decided that a Great Clips franchise could be the ideal business for her.

“The Great Clips philosophy—giving back to the community, treating your employees well, and teamwork— those were all things that appealed to me.”

According to Mercer, those are the qualities prized in franchisees as well. “The greatest franchisees in our system are the ones that truly care about their staff and want to provide a great place for people to work, providing them with opportunities that they may not have otherwise had.”

One of the keys to successful franchising, she notes, is the ability to make connections with one’s staff and the community they operate in. Paradis’s location, for instance, does a yearly back-to-school haircut drive in partnership with Community Care of St. Catharines and Thorold, a charity organization. Creating successful staff and local relationships isn’t limited to franchisees with a business background, though. Great Clips also has franchisees who come from a hair background too. Mercer says the brand has franchisees and corporate employees who started as stylists and rose through the ranks to salon manager, area manager, general manager, and beyond.

“We have quite a few people in our system that started at the salon level, and they became franchisees, which is the ultimate goal for them. It’s really fun seeing that happen,” says Mercer.

“Great Clips is known for how much support we provide our franchisees. That’s one of our hallmarks,” Mercer says. On top of inter-franchisee support, the brand has about 20 task forces and committees, sharing advice and collecting franchisee input based on regional experiences.

“When you do your own thing, you’re alone,” explains Paradis. “With a franchise, you have all the people at the

head office working for you. They are there to help anytime you have questions.”

She adds that although starting a business is no walk in the park, it’s very rewarding.

“It involves risk, human resources abilities, and time to work on your business. Great Clips offers and delivers great training and support—they know the business inside and out, so listen and follow the system to the best of your abilities. They will make you part of a winning team if you’re willing to take the time and energy to develop each unit into a world-class brand,” says Paradis.

Coast-to-coast cuts Looking to the future, Great Clips is working to capture additional growth in Canada, increasing the brand’s “share of hair,” as Mercer calls it. The brand is already well situated in Toronto and Vancouver, but Mercer says the brand would like to move into Manitoba, due north of its Minnesota birthplace and grow a strong presence in the national capital region of Ottawa, as well.

Now, Great Clips is moving toward 5,000 units across Canada and the U.S. by 2030 and is working to welcome new franchisees and customers alike. The brand has an ambitious goal to open 100 franchise units in 2025.

Having seen the company through a period of growth from 400 salons to nearly 5,000, Mercer knows well what makes a successful Great Clips location. She says incoming franchisees should be prepared to make connections with their communities and build a great culture within their teams.

“Franchisees are most successful when they understand that the customer is at the centre of everything they do.”

Learn more at LookforaFranchise.ca

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GIVING BACK

Philanthropy Unwrapped

At Pita Pit, charitable giving is the key ingredient stuffed into each delicious wrap. Franchisees Pavneet Singh and Chris Settimi share what they’re doing to make a difference in their local communities.

BY STEFANIE UCCI

I

f there’s one thing people can agree on, it’s the joy of giving back and making a positive difference on one, a dozen, or a hundred lives. It’s a powerful feeling.

And food just tastes better when it’s made and served with love too. It’s that invisible ingredient that just adds a dash of extra flavour.

Ingrained into many organizations across the country is a commitment to contributing to the communities that welcome local business owners with open arms. For Pita Pit, giving back is a secret sauce as important as any other ingredient. The franchise, which goes by the motto “fresh thinking, healthy eating,” encourages franchisees to make a difference in the many diverse communities where they operate.

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

GIVING BACK Local franchisees make their mark In Kelowna, B.C., franchisee Pavneet Singh prioritizes his local community in a variety of unique and impactful ways.

Singh, who owns five locations with his brother, has been a Pita Pit franchisee since 2011. He also has a team of managers who provide support as partners.

For starters, Singh’s locations are a supporter of local firefighters and have sponsored innings of their baseball matches for the past four years.

Secondly, they partner with Starbright, a children’s development centre that provides therapy services and programs to families with young children. Singh has partnered with Starbright for about eight years, purchasing tickets to the non-profit organization’s galas and bidding on auction items.

Singh’s franchises also support and regularly raise money for Kelowna General Hospital. In 2024 they raised $10,000, Singh explains, which was collected by pledging one dollar from each pita sold to the hospital foundation.

“From time to time, we also try to help local sports, whether it’s soccer, baseball, or basketball teams. This helps local youth on the teams buy jerseys, and we donate money and food for tournaments. We try to put our branding out there as a sign that tells people, where our community needs help, we’re there,” says Singh.

Over in Brantford, Ontario, franchisee Chris Settimi echoes similar levels of support for his community, where he owns two Pita Pit franchises.

Every February, Settimi’s franchises support the Brantford General Hospital, where they raise money by

collecting donation pledges from customers at the cash register. Those who add a donation to their order sign their name on a heart-shaped piece of paper. The store then uses them to decorate the walls with hundreds of hearts. The campaign is perfectly timed with Valentine’s Day, and shows other customers how dedicated the brand is to making a positive impact.

“As a thank you for pledging a $2 donation, we give them a two-can-dine coupon for their next visit. Then on Valentine’s Day, $1 from every pita goes back to the hospital as well. We’ve been doing that for over 10 years and typically each month between the two stores, we raise about $1,500,” says Settimi, who’s been a franchisee with the brand since 2011.

Settimi explains that he’s also a firefighter, so his locations support related causes that are near and dear to his heart. Every August for the past three years, Settimi’s stores have collected donations for the Canadian Fallen Firefighters Foundation, which supports families of firefighters who have passed away in the line of duty.

Doing good from coast to coast to coast Across the wider Pita Pit business, Settimi adds that the company also supports the Make-A-Wish Foundation nationally and invites all of its franchisees to participate.

Both Singh and Settimi opt to support this cause and raise donations for the foundation.

Franchises can also participate in supporting the motionball For Special Olympics organization, a nonprofit that Singh has opted to participate in for the last

Pavneet Singh (left) supports local sports through his Pita Pit franchise.

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GIVING BACK

five years. Pita Pit’s head office covers the food costs for franchisees and the program invites children from underprivileged families to games and sports programs.

They participate in invigorating activities for the day and fill up on free pitas to keep them fed and fuelled.

Finally, there’s also the option for franchisees to participate in the School Lunch Program, which offers pitas at a discounted rate for school lunches. Settimi’s franchises also support some local youth sports teams with ‘Player of the Game’ awards. “They’ll get a certificate for a free smoothie or pita for being a Player of the Game at soccer, for example, or most competitive swimmer. We provide those for free and it really gets kids amped up when they come in for their freebie,” says Settimi.

‘A warm, good feeling’ With all these initiatives in place, the response from customers, employees, and the general public has been overwhelmingly positive, say both Singh and Settimi.

“They definitely love that we do this for our community, and they [understand] this is a local Pita Pit because they can see that the money is staying locally. It makes them love the brand,” notes Singh.

For Settimi, he feels that these community initiatives build trust with both local folks and those at the hospital they raise money for. “The next time they go to place a catering order for a meeting or event, it’ll be top of mind to call Pita Pit because we support them every February with a really great campaign,” says Settimi. “It kind of comes full circle in that way: you get back what you give in. That’s really nice, to know they think of us at Pita Pit because of the things that we’ve done to help them throughout the years.”

At the end of the day, running a successful business is the goal of any business owner at every stage of their career. But at a certain point, it comes time to give back to the community that’s given so much to a growing local business. As Settimi notes, “it just gives you a warm, good feeling.”

As for Singh, he looks back at when he planted his roots in Canada more than 20 years ago, as a new immigrant and a working student, in 2003.

He explains that when he first moved to Canada, his first job was as a dishwasher, and he never imagined he would be a restaurant owner. Today, Singh owns not only one, but 15 restaurants, serving everything from ice cream to pizza, and of course, pitas. Pita Pit was the first store he bought, and the brand holds a special place in his heart.

“Giving back to the community is important because if the community never welcomed us or gave us this opportunity, I wouldn’t be here today. So, whenever the community needs help, we are there for them, no matter what it takes,” says Singh. “It’s not just myself either; we have more than 100 employees across all of our businesses. They put in extra hours too, they deliver food, and they understand that if you give back to the community, there’s always someone watching you do good things in good faith for good people.”

Learn more at LookforaFranchise.ca

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

SHOW ME THE MONEY

4 FRANCHISES FOR $50K-$150K 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 $50K-$150K. B-Protek Concrete Resurfacing

Crock A Doodle

Get in on the ground floor with this franchise system that offers finishing services for both indoor and outdoor concrete floors. Franchisees benefit from technical training, support from an integrated marketing team, lead generation from a 24/7 call centre, and the buying power of a large system that can get negotiate supplier pricing. The brand is growing fast and is eager to expand across Canada.

Creative DIY mavens and crafty kids alike are driving the popularity of businesses that offer fun art-based experiences. Crock A Doodle’s concept offers readyto-paint pottery pieces for customers to customize.

Franchisees receive extensive training in everything from store operations to pottery painting techniques and kiln production. An ideal fit for passionate, hard-working entrepreneurs who love working with people.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Beaners Fun Cuts for Kids

InXpress

This Canadian brand turns each haircut into a magical memory for kids of all ages. From baby’s first haircut to cuts and styles for kids and youth, Beaners offers style with a side of fun, whether it’s a chair shaped like a Barbie Jeep or outfitted with a video game console. Franchisees can take advantage of the growing popularity of children’s services as an industry category, as well as training and ongoing operations support—no hairdressing experience necessary.

This shipping franchise serves small and mid-size businesses with unique shipping solutions built to cater to their needs, delivering the level of service (and pricing!) usually reserved for giant companies with enormous buying power. Franchisees with InXpress can join the booming global freight industry, and take advantage of the flexible work-life balance offered by this franchise system that can be run from a home office or anywhere in the world.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

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ASK A FRANCHISE EXPERT How can my franchise adapt to trends in commercial real estate?

THE RETAIL LANDSCAPE FOR FRANCHISEES across Canada has shifted dramatically post-pandemic. What made a location successful in 2019 doesn’t necessarily hold up today. It’s no longer just about foot traffic. In this new era, businesses and franchisees must consider how a retail space fits into the way people shop, live, and interact with their brands.

Success in retail today is all about integration. Consumers don’t just walk into stores to buy things anymore; they seek out experiences. Whether through interactive retail spaces, in-store events, or hybrid models blending shopping with entertainment, the brands that offer customers a reason to visit beyond the transaction are the ones thriving. Meanwhile, e-commerce isn’t going anywhere, so brick-and-mortar retailers that seamlessly integrate online shopping—offering click-and-collect, easy returns, and micro-fulfillment—are setting themselves apart. If a retailer isn’t thinking about omnichannel convenience, they run the risk of falling behind.

Foot traffic still matters, but it looks different now. The return-to-office trend has been inconsistent, with many companies adopting hybrid models rather than full-time office mandates. As a result, areas that once depended heavily on office workers—such as financial districts and downtown core areas—haven’t fully bounced back.

Instead, mixed-use developments, transit-friendly locations, and neighbourhoods with a strong residential presence are now driving retail success.

In Toronto, destinations like The Well, Union Station, and Yorkville—where people live, work, and spend their leisure time—are proving to be prime retail hubs. These areas provide a built-in customer base by combining residential, office, and entertainment spaces, ensuring foot traffic throughout the entire day, not just during business hours. That’s why new developments that integrate lifestyle with retail opportunities are attracting so much attention. They offer retailers a chance to secure space in locations built for the future of shopping.

Community still matters Beyond just selecting the right location, successful retailers understand that community engagement and customer experience matter more than ever. Consumers expect a seamless, consistent brand experience both online and in-store, and exceptional customer service has become a make-or-break factor.

Businesses that actively engage with their communities—by joining the local chamber of commerce, sponsoring sports teams, or reinvesting in the neighbourhood—are earning long-term loyalty.

Shoppers are drawn to brands that show they care about where they operate, and that connection translates to repeat business. Retailers who show up at local events, emphasize sustainability, and build genuine relationships with their customers are positioning themselves for long-term success.

Landlords are also adapting to this shift. Those offering flexible lease terms, pop-up opportunities, and adaptable spaces are attracting the best brands. Economic uncertainty remains a factor, so short-term leasing, shared retail spaces, and percentage-based rent agreements are becoming more common, allowing retailers to test new markets before making long-term commitments.

Delivery demands Retail success isn’t just about what happens inside the store—it’s also about how easily products get in and out.

The pandemic accelerated demand for delivery and takeout, and that shift isn’t slowing down.

For quick service restaurants (QSRs), delivery now accounts for a growing portion of sales across the entire market. Retail locations that don’t accommodate efficient deliveries risk leaving money on the table. This is especially evident in places like underground mall food courts, where logistical challenges make it difficult to capitalize on the growing delivery market. Meanwhile, office lunch traffic—once a steady source of revenue— is still operating at reduced levels. Downtown Toronto’s PATH, for example, now functions more like a three-daysa-week economy, with peak foot traffic from Tuesday to Thursday, while Mondays and Fridays remain relatively quiet. While return-to-office trends are improving, commercial retail firm Colliers predicts a full return to office won’t happen until late 2025 or early 2026.

Another major shift? Spending habits. Inflation has forced many consumers to rethink their shopping priorities, leading to a polarized market. Some shoppers are willing to splurge on premium products, while others are hunting for value-driven options. As a result, luxury brands are thriving, and discount retailers like Winners and Dollarama continue expanding. The retailers caught in the middle—neither high-end nor budget-friendly—are struggling to maintain their market position.

At the same time, food and beverage has emerged as a major driver of foot traffic. Retail locations near high-end grocery stores, trendy cafés, or experiential dining spots enjoy a built-in customer base. Dining is now an essential part of the retail experience, whether through standalone restaurants, food halls, or integrated café concepts

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ASK A FRANCHISE EXPERT inside larger retail spaces. The best retail locations recognize this trend and embrace the synergy between shopping and dining.

The old rules of commercial real estate no longer apply. A successful retail location today isn’t just about securing space in a high-traffic area—it’s about being part of an ecosystem that reflects how people actually shop, live, and spend their time. Retailers need to do their homework and find out exactly where they fit within that ecosystem.

But finding the right space is only half the battle.

Lease terms must still be sustainable, and tenants need to negotiate provisions that protect against potential risks. Anchor tenants can come and go, and when a major retailer or department store exits, it can send shockwaves through an entire shopping centre. Smart retailers and landlords are building contingencies into their agreements to safeguard against these disruptions.

Today’s retail landscape is all about adaptation. It’s about recognizing that consumer behaviour has changed, foot traffic has evolved, and shopping is now a hybrid experience that requires flexibility, community engagement, and logistical efficiency. Businesses that understand this, adapt quickly, and build resilience into their strategy will continue to thrive in Canada’s ever-evolving retail markets. The future belongs to those who recognize that retail is an ecosystem, and like any ecosystem, it only works when every part of it is functioning at its best.

Shawn Saraga Founder The Franchise Academy Shawn.saraga@gmail.com

ASK A LEGAL EXPERT What’s the difference between area development agreements and master franchise agreements? Which one is right for me?

WHEN EXPANDING A FRANCHISE SYSTEM, franchisors may look to either an area development agreement (ADA) or master franchise agreement (MFA) to kickstart an expansion within a specific region or internationally.

This article will provide an overview of both models to assist franchisees in making informed decisions that align with their goals and resources.

What is an ADA? An ADA is an agreement which allows a franchisee to secure the rights to develop and operate a specified number of franchise units within a defined area over a certain period. Under an ADA, the developer does not have the right to sub-franchise; they will either operate the units themselves or find independent franchisees for the units.

In all instances both the developer and the third-party franchisee will sign a franchise agreement directly with the franchisor. The developer acts like a “broker” by identifying and securing franchisees and/or franchise locations for the territory. The developer may be assigned certain operational and management responsibilities in addition

to development obligations. An ADA may be terminated (i) once the agreed upon number of units are opened, (ii) if the developer fails to meet the development obligations, or (iii) if the term of the ADA naturally expires. However, the ADA may persist if there are ongoing rights or obligations on either party that must survive.

What are the benefits of an ADA? Exclusive territory: The developer may benefit from an exclusive territory, allowing them to build a strong presence in their region and protecting their investment from competition from other franchisees in the brand.

Increased potential for profit: Owning multiple units may permit the developer to realize operating efficiencies and improve revenue potential by benefiting from economies of scale, shared marketing costs, bulk purchasing, and other efficiencies that can improve margins.

Support and resources: As a multi-unit owner, the developer may receive greater support and incentives from the franchisor or hold more leverage in negotiations with the franchisor.

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ASK A LEGAL EXPERT What are the risks associated with an ADA? High initial investment: The developer must pay or at least commit to pay for the development of multiple locations, often all at once or at defined milestones. Opening and operating multiple units in a short period can strain finances, particularly if stores do not generate the revenue expected or as quickly as expected.

Complex operations: Establishing and managing multiple franchises in a region can be overwhelming, especially without sufficient resources or management experience.

Legal and financial exposure: The developer is contractually bound to a development schedule. Failure to meet the schedule can result in significant legal and financial liability, including forfeiting fees paid for unopened stores, losing the right to open future stores, as well as damages if the franchisor sues for breach of contract and other losses.

What is an MFA? An MFA is an agreement where the franchisor grants a master franchisee the exclusive (or non-exclusive) right to directly establish and operate and/or to sub-franchise to authorized third parties the right to establish and operate franchises within a defined territory. The MFA will include fee and revenue-sharing provisions between the franchisor and master franchisee, as well as obligations for the master franchisee, like a development schedule for the territory. Unlike an ADA, the franchisor has no direct contractual relationship with sub-franchisees.

Sub-franchisees will execute a sub-franchise agreement, the form of which must be approved by the franchisor, directly with the master franchisee.

What are the benefits of an MFA? Established brand and model: A master franchisee assumes the benefits and support of an established brand, operating systems, training models, and supply relationships, instead of having to independently build a brand and franchise system. However, the master franchisee will often be responsible for customizing the franchisor’s system to ensure compliance with local laws and norms in the territory.

Territory exclusivity: A master franchisee may have the exclusive rights to a particular territory and the unrestricted right to develop and capitalize from the growth and revenues generated from its development of that territory, subject only to the terms of the MFA. A welldeveloped network of sub-franchisees in an exclusive territory can make the business attractive to potential buyers, providing a lucrative exit strategy for the master franchisee in the future.

Financial opportunity: Master franchisees have a higher earning potential as they earn income from both fees (e.g. initial franchise fees, royalties, renewal fees, transfer fees)

and revenue generated by their own units as well as the fees payable by and the performance of sub-franchises.

These multiple sources of income can lead to higher overall profitability and increase the value of the business.

What are the risks associated with an MFA? Initial set-up costs: In addition to the master franchise fee paid to the franchisor, a master franchisee will incur set-up costs to establish the brand and its business in the new territory, including preparing compliant agreements, training programs, hiring staff, or opening corporate flagship stores to help sell franchises.

Complex operations: MFAs require time and resources to establish (and tailor, if necessary) the brand in the territory, recruit and train qualified sub-franchisees, market the brand, provide ongoing support and management of the local franchise network, and do the accounting and reporting to the franchisor, among other responsibilities.

Increased legal exposure: The master franchisee will be responsible for complying with local legal requirements and franchise law obligations for both its own business, any corporate locations, and all sub-franchises in the territory.

Ultimately, both models offer compelling opportunities for franchise growth and franchisees should choose carefully based on their skills, abilities, and risk tolerance. Be sure to consult a seasoned franchise lawyer to navigate the unique complexities of both models.

Helen Fotinos Partner, Lead of Franchising and Distribution for Canada Dentons Canada LLP helen.fotinos@dentons.com Danika Kotylak Senior Associate, Vancouver, BC Dentons Canada LLP danika.kotylak@dentons.com Anthony Berlingieri Associate, Toronto, ON Dentons Canada LLP anthony.berlingieri@dentons.com Ann Chen Associate, Toronto, ON Dentons Canada LLP ann.chen@dentons.com

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

ADVERTORIAL

When it Comes to Franchise Lead Generation, Inclusive Storytelling is a Powerful Tool LISA RAFFAELE, FOUNDING PARTNER AND CEO, BUBBLEGUM CANADA BRANDS THAT EMBRACE inclusive storytelling build stronger loyalty and trust. That statement has never been truer than it is today.

For franchises aiming to attract and retain leads, public relations (PR) campaigns that embrace inclusive storytelling are emerging as game-changers. By weaving diverse narratives that resonate with broader audiences, franchise businesses can foster authentic connections, expand their reach, and solidify their brand identity. Inclusive storytelling in PR is not merely a trend—it’s a mandatory strategy that drives meaningful engagement and sustainable growth.

Understanding inclusive storytelling in PR Inclusive storytelling in PR involves crafting narratives that reflect the values, experiences, and aspirations of a wide range of audiences. This approach prioritizes representation and relatability, ensuring that every potential customer or franchisee sees themselves in the brand’s story, something that is imperative for businesses in Canada’s diverse landscape. For franchises, this means highlighting the diverse backgrounds, cultures, and experiences of franchisees, customers, and employees, particularly those who may be underrepresented.

“The journey of becoming a franchisee often begins with an emotional connection to the brand,” says Lisa Raffaele, founding partner and CEO of Bubblegum Canada Inc., an agency that embraces a creative, out-of-the-wrapper, 360-degree approach to communications and content development to support franchise systems with long-term

goals. “Inclusive storytelling can be a powerful motivator for prospective franchisees who seek a sense of belonging and purpose. By showcasing diverse success stories within a franchise network, potential leads begin to see themselves reflected in a brand, creating a genuine connection, and sending a strong message of inclusivity and opportunity.”

An inclusive narrative showcases franchise owners of various ethnicities, genders, and socioeconomic backgrounds, emphasizing how the brand has supported their career success, while creating a genuine connection to the communities they serve.

Franchises can harness the power of inclusive storytelling by: 1. Conducting audience research: Understand the diverse demographics and preferences of target audiences to craft relatable narratives, especially those that directly impact and reflect those in the communities they serve.

2. Empowering voices within the network: Platform and highlight the stories of franchisees, employees, and customers from diverse and/or underrepresented backgrounds.

3. Collaborating with community leaders: Partner with local influencers and organizations to amplify inclusive messaging.

4. Using multi-channel strategies: Leverage social media, traditional media, events, and even internal channels to maximize the reach of stories.

5. Measuring impact: Regularly assess the effectiveness of inclusive PR campaigns and refine strategies based on feedback and data.

To learn more, visit

Evidence shows that there are numerous benefits to inclusive storytelling. Beyond expanding a brand’s reach by appealing to and connecting with a broader audience, it can also mitigate risk, as it reduces the likelihood of backlash from tonedeaf or exclusionary campaigns, which can damage a brand’s reputation and erode trust. Companies that prioritize inclusivity are perceived as socially responsible, fostering goodwill and loyalty among staff and consumers.

Messaging authenticity When practicing inclusive storytelling as part of your franchise system’s communications approach, remember to focus on authenticity—that will be the cornerstone to your success. Share real stories, highlight genuine experiences, and ensure that your campaigns reflect your organization’s values.

It is also important to continuously adapt and evolve, as inclusivity is not a one-time effort, but rather an ongoing process. Continuously seek feedback, evaluate your strategies, and refine your approach to align with changing social dynamics— something an external expert, like Bubblegum’s PR professionals can help with.

Lastly, avoid stereotypes. Always strive for nuanced portrayals of individuals and communities. Stereotypes not only alienate audiences but also undermine the authenticity of your message.

Inclusive storytelling in PR is more than a strategy; it’s a transformative approach that fosters genuine connection, inspires engagement, and fuels growth. 

www.bubblegumcanada.com

FRANCHISE TUTORIAL

TUTORIAL 21: THE FUNDAMENTALS OF FRANCHISING

INTRODUCTION TO REPORTING MOST FRANCHISE AGREEMENTS REQUIRE the franchisee to report information to the franchisor on a regular basis. This is frequently done on a monthly basis and can be submitted digitally or as written reports. It may simply be financial reports that are generated through point-of-sale systems, online reporting systems, or dashboards. Sales, as well as key operating metrics such as billable hours or average customer spend, are looked at.

Profit and Loss statements are typically reported annually. Depending upon the franchise system, reports may be required more frequently.

Franchisee reports are required by the franchisor for several reasons. First, franchisors want to ensure that they’re receiving proper royalties. Royalties are often a percentage of the gross revenues, less collected taxes and refunds. Such royalties cover the costs and expenses associated with providing support to the franchisees and the system, as well as providing a profit to the franchisor and its shareholders. It provides the revenues to continue to build the brand. For the franchisees that are paying their fair share of the royalties, it’s not fair that they do so while others don’t. The non-compliant franchisees, by hurting the franchisor’s financial cash flow, are considered a threat to the system.

Second, the franchisor wishes to ensure that franchisees aren’t running into financial difficulties. Franchisees are in business to make a profit. If profits aren’t realized on a consistent basis, they may not stay in business. Franchised locations closing aren’t good for the brand and for the system as a whole. Good franchisors wish to protect the integrity of the brand and therefore need to be aware of any franchisees in financial difficulty so that they can be proactive in assisting to correct the situation.

Third, franchisors will wish to establish key metrics and benchmarks for the system as a whole. These system benchmarks and averages can be provided back to the franchisee so they can measure their individual performance as it compares to the entire system. It will identify problem areas or items of potential improvement.

As an example, you might be experiencing a 35 per cent employee turnover, but other franchisees are averaging 20 per cent employee turnover. This provides the franchisee with an area to focus on to improve the performance of the business.

Fourth, the franchisor wishes to monitor overall business trends. Are certain categories of retail items

dwindling in sales and needing to be replaced with another product category? Are the average dollar amounts per transaction shrinking?

This may require adjustments to the offering. Is there an unaccounted-for disappearance of inventory that may require implementing greater security controls? Without monitoring key business metrics and having a basis for comparison, it’s difficult to make these and other business decisions.

Franchisees aren’t just required to report to the franchisor. Similar to any business owner, the franchisee is also required to submit regular reports and financial submissions to the government. Monthly or quarterly, there may be GST/HST reports, payroll reports and remittance of taxes, workers compensation, and employment insurance. Although it’s the franchisee’s legal responsibility to submit these payments, some franchisors will require copies so that they can ensure that all required payments have been made. Failure to pay government remittance and taxes could result in the government stepping in and closing the business. Again, the franchisor has a strong interest in and commitment to ensuring that the brand continues in the location.

Finally, franchise systems need to be able to monitor their franchisees for system consistency. The product and service offering needs to be consistent no matter the location. It’s through consistency that a brand is created.

Thus, there may be required reports regarding the quality of the product or service being provided. A report regarding customer complaints and how they were handled is also regularly provided to the franchisor.

Reporting is a necessary part of being in a franchise system. It may feel sometimes like “big brother” is watching, but ultimately it’s in the franchisees’ best interests, as it protects their investment. It’s in everyone’s interest that no one be allowed to ‘cheat’ the system and all are paying their fair share. All franchisees can benefit from reporting and getting feedback as to how they’re doing relative to others. This is one of the biggest benefits of a franchise, when compared to opening as an independent. You, the franchisee, have resources that simply wouldn’t be available if you were on your own. Providing the franchisor with information can assist in improving operations across the system, including early recognition of issues such as internal theft, excessive operational costs, and changing market trends— all of which require corrective action.

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

FRANCHISE TUTORIAL

TUTORIAL 22: THE FUNDAMENTALS OF FRANCHISING

INTRODUCTION TO AUDITS WHEN A FRANCHISEE ENTERS into a franchise agreement, they acquire specific rights, but they also commit to certain obligations. The franchisor/franchisee relationship is largely based on good faith. The franchisor trusts the franchisee will comply with the franchise agreement.

In most situations, this is the case, but not always. Sometimes mistakes will happen. In more unusual circumstances, a franchisee may intentionally underreport sales or not follow the system in some way. To address this, franchise agreements will usually give the franchisor the right to conduct an audit on the franchisee in question to ensure compliance with obligations.

Most franchise agreements will allow the franchisor to perform a financial audit on its franchisees. The franchisor may sometimes decide to do a financial audit at random; more frequently, it will choose to conduct one in the unusual circumstance where the franchisee fails to submit required financial reports. The franchisor may also do an audit if it suspects that the royalties being paid by franchisees aren’t aligned with the actual amounts that are due. Franchisees who don’t pay their fair share jeopardize the financial stability of the franchisor, and can hinder the franchisor from meeting its obligations to its franchisees, shareholders, and employees.

In doing an audit, the franchisor will look at sales as they’re reported on monthly reports to the franchisor, and compare this to sales as reported in the point-of-sale system, as indicated through sale invoices, government tax filings, inventory turnover, and bank deposits. All of these numbers should be aligned and indicate an equal level of sales. If inconsistencies are found, this could be an indication of accounting errors or intentional underreporting of sales in order to avoid paying royalties.

A financial audit may be the only way to determine what royalties are due and payable if such royalties are a percentage of sales. If no royalties are being paid, or in the event that the audit uncovers that the franchisee underpaid its royalties and other financial obligations, the cost of the audit is typically charged to the franchisee. Allowances are made for error, usually up to three per cent. Where there is an underreporting of sales greater than three per cent, the franchise agreement will generally dictate that the costs for the audit shall then be charged to the franchisee, along with payment of outstanding royalties due, with interest.

If underreporting of sales is an ongoing issue, it may be grounds for termination of the franchise licence. This can be avoided by the franchisee simply fulfilling their financial obligations to the franchisor when due. Franchisors have a variety of ways of uncovering underreporting. Be confident in knowing that at some point the franchisee not paying the appropriate amounts will be caught out.

Obligations of the franchisee go beyond simply financial—franchisees are also required to follow the franchise operating system. The system is designed to create a consistent customer experience, as it’s through consistency that a brand is created. In the interest of preserving the brand, the franchisor will also conduct operational audits. These may be formally announced meetings with the franchisee involved, or they may be done unannounced, sometimes through a mystery shopping program. Things that are looked at in an operational audit may include the following: • Location cleanliness and appearance • Use of logo and advertising materials • Local advertising • Use of approved products and suppliers • Product or service quality and presentation • Speed of service and delivery • State of equipment and proper usage • Confirmation of proper licences and insurance • Compliance with required labour laws and minimum wage • Required hours opened for business (continued on page 75)

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2025 EVENTS

Join Us in Franchising Together.

LEGAL SYMPOSIUM

May 4-6 | Washington, DC

IBA/IFA JOINT CONFERENCE May 6-7 | Washington, DC

THE IFA WORLD FRANCHISE SHOW May 9-10 | Miami, FL

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June 24-26 | Atlanta, GA

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September 15-17 | Washington, DC

FRANCHISE LEADERSHIP AND DEVELOPMENT CONFERENCE October 7-9 | Atlanta, GA

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EMERGING FRANCHISOR CONFERENCE

November 10-12 | Nashville, TN

As the only association focused on growing and protecting franchising, IFA is the largest member-based community that helps franchisors, franchisees and suppliers learn, lead and succeed across more than 300 industries.

We’re a community united by a shared model for success. Becoming an IFA member unlocks the full resources of the franchising community, here for every step of your franchising journey.

Learn how IFA membership can help you reach your growth goals in franchising, then apply to get started.

JOIN IFA TODAY franchise.org/membership

FRANCHISE TUTORIAL (continued from page 73) Good franchisors do operational audits to ensure that the system is being implemented consistently in all locations. Franchise systems need to be able to monitor their franchisees for system compliance to ensure brand protection. Strong franchisees welcome the audits, knowing that it’s protecting their investment.

Audits may uncover such things as weak internal controls, higher-than-average operating expenses, and possible internal theft. Such feedback from an audit, either

financial or operational, can provide valuable information that will assist in improving the business.

Periodic audits are an important part of any franchise system. Often, compliance problems are the consequence of innocent mistakes. Where there are issues, audits can identify them and corrections can often be made to improve profitability. If the compliance issues are ongoing, it may be grounds for termination of the franchisee. It’s important that all franchisees protect their investment in the system by meeting their financial and operational obligations.

STUDY QUESTIONS TUTORIAL 21

TUTORIAL 22

1. Most franchise agreements require franchisees to submit regular reports. These reports are usually: a) S ubmitted on a monthly basis b) Submitted in person as part of an elaborate presentation c) A summary of the franchisee’s financial reports, sales metrics, and/or profit and loss statements d) Both a) and c)

1. An audit is generally performed by a franchisor when a franchisee: a) I s operating successfully and meeting all obligations as set in the franchise agreement b) Fails to submit required reports c) Is suspected of paying royalties not aligned with the actual amounts due d) Both b) and c)

4. There are benefits to regular franchisee reporting. They include: a) P rotecting franchisees’ investments through early recognition of any problems or issues b) Feedback and benchmarking c) Both a) and b)

3. The franchisor may also carry out operational audits on its location. Things that may be looked at during an operational audit include: a) C leanliness and appearance of the location b) Use of approved products and suppliers c) Confirmation of proper licences and insurance d) All of the above 4. True or false: Periodic audits, both financial and operational, play an important role in the success of any franchise system. a) True b) False

1) d 2) b 3) d 4) a

3. Franchisees are usually also required to submit reports and documentation to the government.

What are some of these submissions? a) G ST/HST reports b) Employment insurance c) Payroll reports d) All of the above

2. True or false: When a franchisor conducts a financial audit on a franchisee, there’s no allowance made for errors in accounting/ reporting. a) True b) False

Answer Key:

2. True or false: Franchisors require regular reporting from their franchisees because it’s in everyone’s best interests to be aware of what’s happening throughout the franchise system. a) True b) False

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Answer Key:

1) d 2) a 3) d 4) c

MARKETPLACE

“25 years, over 465 stores and still growing!”

3050 Parsons RD NW Edmonton, Alberta , Canada T6N 1B1 Phone: (780) 440-6770 Web: www.boosterjuice.com E-mail: franchising@boosterjuice.com Booster Juice is Canada’s premium smoothie and juice chain!

As a leader of nutritious alternatives in the quick-serve industry, Booster Juice’s proprietary recipes are an instant hit among today’s active, health-conscious consumers. Today, Booster Juice has expanded to bring smoothies, fresh-squeezed juices, and delicious hot food items to active customers on the go. With over 25 years in the business, Booster Juice continues to grow with locations across Canada and is on track to open 40 new stores in 2025!

Units Canada: 465 In Business Since: 1999 Franchising Since: 1999 Franchise Fee: $30K Initial Investment Required: $135K Turnkey costs: $399K-$435K Training: 2 weeks plus ongoing support Available Territories: Canada, International CFA Member Since: 2002

Fat Bastard Burrito: the ultimate burrito experience!

Fat Bastard Burrito – a 100% Canadian company - is growing Nationally! Excellent opportunities are now available in Ontario, Atlantic Canada, Alberta, and BC. Fat Bastard Burrito features a diverse menu made from fresh ingredients, including burritos, bowls, quesadillas, curated tacos, and much more! We offer an efficient entry point combined with a compact and highly effective store footprint. Are you looking for a turnkey investment with dedicated support? Are you obsessed with delivering amazing dining experiences? Contact us today.

Franchise units in Canada: 93 In business since: 2009 Franchising since: 2012 Franchise fee: $25K Start-up capital required: $150K+ Investment required: $400K-$475K Training: Yes Available territories: All of Canada CFA member since: 2013

CEFA Early Learning is seeking franchise partners to open private early-learning schools for children in Alberta and Ontario. If you have a passion for working with children and families, understand the value of education and early learning, and believe in developing children academically, socially, and physically, owning a CEFA school could be the perfect opportunity for you.

CEFA offers a unique advantage with its award-winning curriculum and an impressive 25-plus year track record as one of the largest and most established education franchise companies in Canada.

• Franchise fee: $70,000 CAD • Startup capital required: $700,000+ CAD • Total investment required: $1.7M - $2.5M+ CAD • Available territories: Alberta and Ontario • Training: Provided • Franchise units in Canada: 60+ in operation and development • In business since: 1998 • Franchising since: 2003 • CFA member since: 2011 Discover the top 10 reasons for owning a CEFA franchise at https://franchise.cefa.ca or email franchising@cefa.ca for more information.

“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 flexibility 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: 155 US: 4,300 In business since : 1982 Franchising since: 1983 CFA member since: 2016 Find out more at franchise.greatclips.com.

fatbastardburrito.ca

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

MARKETPLACE

After over 40 years of providing easy-to-prepare, top-quality foods, M&M Food Market has become a trusted and iconic Canadian brand that customers have come to rely on for a uniquely convenient and welcoming shopping environment.

Canadians looking to serve real food at home that fits with their busy lives has never been more prevalent. We offer innovative products for those looking for new and different meal solutions, including more than 35 gluten-free products spanning every category. Our customers can trust they’ll find something that suits their dietary needs. The initiatives that we implemented during our recent brand transformation, such as our new store design, food innovation, digital marketing, and e-commerce (including in-store, curb-side pick-up, and delivery), along with our industryleading loyalty program, have put M&M Food Market in a position to continue to serve our loyal customer base when they need us the most. For our newest partners, we offer a comprehensive training program and ongoing operational support, along with head office support to help ease the transition into business ownership. All this, and we are growing! We have new store opportunities available across Canada. Reach out today to find out about opportunities near you!

For more information, visit our website at www.mmfoodmarketfranchise.com or call us at 1-800-461-0171.

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.

Oxford Learning® celebrates multiple CFA awards, including: · Franchisees’ Choice Designation, 7-Year Designee (2018 - 2024) · Awards of Excellence Gold (2021); Silver (2022) · Franchisee of the Year 2020 (Gold); 2022 (Bronze) · Lifetime Achievement (2020) for Oxford Learning’s founder A background in education is not a prerequisite—our unique cognitive learning programs, proprietary curriculum, and comprehensive training, combined with your drive to succeed, are the only requirements!

Join the leaders in Canadian supplemental education with over four decades of proven success.

Explore the Oxford Learning opportunity today!

1-888-559-2212 or franchise@oxfordlearning.com

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

Sabai Thai Spa prides itself on delivering a Thai-inspired experience, emphasizing traditional hospitality that guides spa guests into a state of serene tranquility.

Sabai Thai Spa was founded with a clear mission: To establish a reputable and comfortable spa that not only treats its guests like family but also extends this philosophy to its franchise owners. We aim to honor and revive the esteemed traditions of Thai medicine while placing a strong emphasis on exemplary guest service and hospitality. This commitment is evident in creating a uniform, branded Thai spa franchise experience in an otherwise diverse, fragmented industry.

Our Thai spa franchise locations are designed to be inviting, featuring a warm, organic decor. Each spa site includes a multipurpose lobby and rooms, ensuring flexibility and a welcoming atmosphere for every guest. Both appointments and walk-ins are accommodated — catering to a variety of guest needs.

Sabai Thai Spa goes beyond just spa services. It offers membership packages and a line of branded Sabai Essentials retail products. These offerings are crafted to enhance the guest experience and provide our Thai spa franchise owners with robust tools to grow their businesses. +1 (604) 259-2757 • info@sabaifranchise.com sabaifranchise.com

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MARKETPLACE

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 flavours 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

Join The UPS Store franchise network and count on the support from our experienced home office and in-field teams to get you to your grand opening and beyond. Many offer printing or shipping services, but our dedication to innovation and convenience are what keep The UPS Store at the top of our industry. With over 395 franchise locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee, you will enjoy an established system to get your business started off on the right track, in-depth training programs and ongoing support to make sure you continue to succeed, and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. We are proud to have been designated as an essential business at a time Canadians needed us most.

Visit us at www.theupsstore.ca. We print, ship, and more!

Locations in North America: Over 5,500 Locations in Canada: Over 395 Minimum cash investment: $100,000 Total cash investment: $210,500 to $293,500 plus working capital.

For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.

www.toppersfranchise.ca

ADVERTISERS’ INDEX Booster Juice...................................................................................................... 34-35 boosterjuice.com/franchise-opportunities

Mary Brown's Chicken.. ....................................................................................... 37 www.marybrowns.com/franchising

Bubblegum Canada............................................................................................... 71 www.bubblegumcanada.com

Oxford Learning........................................................................................................ 15 franchise.oxfordlearning.com

CEFA Early Learning................................................................................................. 7 https://franchise.cefa.ca

Premier Printing..........................................................................................................51 www.premier.ca

Fat Bastard Burrito............................................................................................... 39 www.burritorevolution.ca

Sabai Thai Spa................................................................................................................ 9 www.sabaifranchise.com

Great Clips.......................................................................... Inside Front Cover franchise.greatclips.com

The UPS Store................................................................................................................. 11 www.theupsstore.ca

International Franchise Association. . ................................................. 74 www.franchise.org

Topper’s Pizza................................................................................................................ 13 www.toppersfranchise.ca

M&M Food Market.. ..................................................................................................... 3 www.mmfoodmarketfranchise.com

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

Maximize your CFA membership and showcase your franchise opportunities.

Show off your successful franchisees. CFA members get free editorial in Franchise Canada and promotion in our e-newsletter.

Franchise Canada articles are distributed to more than 25,000 social media subscribers. CFA channels received over 3 million social media impressions in 2024.

The CFA’s multimedia offerings, including podcasts, e-newsletters, and videos, ensure your brand meets prospective franchisees where they are.

Digital and print products are designed to help members raise awareness for their brands and franchisees.

ALL opportunities for CFA FS members PUBLICATIONS n Franchise Canada Magazine n Franchise Canada Directory

ADVERTORIAL

JOIN THE REAL ESTATE REVOLUTION As one of the fastest growing franchise systems in Canadian history, PropertyGuys.com is an exciting opportunity for investors looking to get involved in the real estate industry. Their proven system and training programs ensure franchisees have all the tools needed to operate a successful business.

Instead of charging commission (often 5-7 % of the final sale price), PropertyGuys.com franchisees collect an upfront flat marketing fee for their services. That flat fee is based strictly on the types of services that the seller selects. Which can range from online support for their private sale - to an end-to-end experience from a team of experts including pricing, showings, offers, and promotion on all of the most popular real estate platforms.

ADVERTORIAL

DISRUPTING REAL ESTATE ONE ROUND SIGN AT A TIME WELCOME TO THE FUTURE OF REAL ESTATE® Once upon a time, in a land called North America, there were real estate agents who earned large commissions from people who were buying and selling properties. It was a highly profitable (and monopolistic) era in which these agents lived. It was a great time, for them, as they earned billions of dollars in commissions every year.

One day, armed with a vision of something better for home sellers and the power of technology, PropertyGuys.com swooped in and designed a modern alternative to the traditional model - one that streamlined the process and empowered both buyers and sellers. To make the process more efficient they put the customer at the centre of the transaction - creating a flat-fee approach that typically saved the seller 10 times more than if they used an agent (and gave them far more control over the process).

If you think the idea of transforming the real estate industry sounds like a fairy tale, then you’re probably never heard of Uber or Netflix. Meanwhile, PropertyGuys.com is growing quickly thanks to its franchise operators and the enthusiasm of thousands of users who have become raving fans.

SAY GOODBYE TO THE OLD WAY

“The traditional agent model has become unnecessary and way too expensive for the average homeowner,”

n Advertorial n Special Focus Sections

says Ken LeBlanc, President and CEO of PropertyGuys.com.

“We believe that homeowners work hard for their money.

That’s why we are transforming every single piece of the real estate puzzle – putting the needs of buyers and sellers above everything else. When our customers are happy, our franchisees grow their businesses and our brand gets stronger - it’s a win-win-win.”

WHEN THE PARADIGM SHIFT IS COMPLETE, THE OPPORTUNITY WILL HAVE PASSED If imagining a world where the majority of real estate transactions happen without a listing agent seems implausible to you, consider this...

Less than five years ago, there were still people waiting in line at Blockbuster on Saturday night with DVDs and an over-sized bag of popcorn in hand. Today, those iconic yellow and blue signs are only a memory. They gave up their market dominance to Netflix because they were unable to see (and adjust to) the vast potential of a new way before it was too late.

PropertyGuys.com is at the forefront of the opportunity that has been opened up by technology and favourable regulatory changes.

In the old agent-centric model, the customer sits on the sidelines in the dark, while the agent dabbles in the role of all experts - yet masters none.

“We believe the real estate transaction isn’t complicated when you break up each task and place it in the hands of the most capable professional,” said PropertyGuys.com franchise owner, Shannon Gavin. “PropertyGuys.com uses a team approach instead of the ‘jack of all trades’ model. That means our customers benefit from the best experts in the real estate field. From a franchisee perspective, that means we don’t have to be all things. We focus on our expertise and rely on a combination of people and technology for the rest.”

In the new real estate model, online engagement and connectivity put the seller at the hub and in control. In addition to connecting customers with its online private sale platform, PropertyGuys.com is ahead of the curve when it comes to social media, a tool that is typically not well-used by traditional agents. “Customer engagement is the cornerstone of everything we do,” says LeBlanc.

With an over 20-year track record of growth and success, the brand has established its staying power in the real estate industry, yet there is still work to be done. The timing could not be better for new entrepreneurs to get involved with the brand.

PropertyGuys.com still has some exclusive franchise territories available in Canada (and beyond) for entrepreneurs who believe that the real estate industry can be transformed through value-driven packages, specialized service and innovative technology. Franchise owners don’t need a real estate license, but they do need to believe in the power of innovation and the huge upside obtained by helping disrupt real estate forever.

THE TIME IS NOW Uber understands it. Netflix nabbed it. PropertyGuys.com gets it. Do you? If you’re ready to stand out from the crowd, they want to hear from you!

HELPING YOU DO MORE BUSINESS IS OUR BUSINESS Create a consistent payment experience across your franchise locations.

Established: 1998 Outlets: 85+Welcome our Consumer, Small Business

CFA EVENTS n Franchise Canada Show n CFA Event Sponsorship

Franchise Fee: $29,999+ and Corporate Cardmembers at your Contact Us:franchise 1-844-333-7017 locations. When franchisees opportunities@propertyguys.com

accept American Express Cards, they get access to complimentary marketing programs such as American Express Maps®¹ so Cardmembers know you welcome their business.

5 THINGS SMART FRANCHISEES KNOW ABOUT SUPPORT SERVICES

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

5 Things Smart Franchisees Know about Support Services

When and why you should call in the pros during your franchise search

D

uring the franchise investment process, there will be instances where you, as a prospective franchisee, will want to rely solely on yourself.

You’ll want to base your decision on whether (or not) to invest in a franchise opportunity, in part, on things only you will know or feel – your research, your conversations with the franchise system’s staff and franchisees, how well it fits with your goals and aptitude, and maybe even the ‘gut feeling’ you have about the opportunity.

But there are a few points along the path to becoming a franchisee where it’s usually recommended that you not go it alone. Here are some of the scenarios in which the best course of action may be for you call in a franchise professional to assist.

SCENARIO 1: Identifying which franchise will suit you best There are many franchise opportunities available, so figuring out your franchise fit may seem like a huge undertaking. Franchise consultants can help you to identify your unique mix of skills, talents, and experience, as well as how those may translate in a franchise environment.

They can also help you pinpoint what your ideal franchise would look like and sort out questions to ask during the investigation process that will bring you closer to it.

SCENARIO 2: Figuring out how much money you have to invest In addition to finding a franchise that fits your goals and skills, you also need to know if the opportunity fits

your financial capabilities. An accountant who is wellversed in franchising can help you figure out your net worth, assets, and obligations. He or she can also provide advice and guidance on creating a business plan, which summarizes your current and projected finances for your venture, as well as how you will set up and operate your business. Not only is this a great way to map out your plans for your franchise, it’s also an essential document that potential lenders will want to look at when you approach them about securing further financing for your franchise venture.

SCENARIO 3: Securing more money to invest Once you know your net worth and have calculated how much money you have available to invest in your franchise, you may need additional funds to finance your new business. Many franchisees require financing from a business lender to combine with the personal funds they will be investing. A banker with a background in franchise financing can help you select the banking products and services that will support your franchise as you open and grow your business, including business loans, lines of credit, and business accounts.

SCENARIO 4: Deciphering disclosure documents A franchise disclosure document is a summary of information on the franchise system. This can include items such as background on the franchisor and its officers;

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

DIGITAL ADS

fees, estimated costs, and total required investment; and cific to an industry, geographic area, sector, customer the franchise agreement, which will outline the rights, profile, etc. An experienced insurance broker who is responsibilities, and obligations of both the franchisor aware of the needs of a franchise business will be able to and franchisee. In other words, understanding the infor- assist you in putting together an insurance package that www.americanexpress.com/canada/becomeamerchant mation contained in the disclosure document is a vital best protects your business. part of the franchise due diligence process. An experiWhile it’s a good general starting point, this is not an enced franchise lawyer will be able to guide you through the document, help you in understanding the material exhaustive list of the experts you may wish to consult as you investigate franchises and start your franchise it contains, and, as he or 1.she willExpress haveMaps reviewed many American features eligible American Express Card accepting small merchants and is intended for general referencevenpurposes only. It does not represent a comprehensive list of all Card accepting merchants. Data is updated from time to time and may not be 100% accurate. For a list of eligibility criteria or to access Frequently Asked Questions please visit similar files, will be able to spot anything that is out of ture. As you grow your business, you may find the need https://icm.aexp-static.com/content/dam/one-amex/merchant/en-ca/footer/default/CAFAQs.pdf. the ordinary, a possible cause for concern, or items that or have opportunity to seek further advice from experts you’ve consulted previously and/or add other franchise may be open to negotiation. professionals to your support team. An important point to keep in mind – though you may be tempted to get legal SCENARIO 5: advice from your cousin who is a personal injury lawyer Protecting your new franchise location As a franchisee, your franchise system can train you for or ask your neighbour who works in accounts receivthe regular, day-to-day operations of the concept. A good able for accounting guidance, resist that impulse. When franchisee is also equipped to handle the unexpected – it comes to your franchise business, it’s always better the kinds of events or situations that you hope never to get help from professionals who are not only legal, occur. Luckily, there are ways to mitigate some of these accounting, banking, or insurance experts, but also types of risk. A business risk management plan will usu- familiar with the ins and outs of the franchise business ally include a business insurance package. There is a model. Working with specialized support can save you wide range of policies, from more general ones that the considerable time, money, and trouble on your path to majority of businesses may need to those that are spe- franchise success.

Franchise Canada Directory 2021

47

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FRANCHISE ROUNDUP

Insights, ideas, and opportunities to keep on your radar FRANCHISE AV CLUB

FRANCHISING

BY THE NUMBERS

18%

The increase in dining from Dec. 14 to 27, 2024, over the same period in 2023, according to data from OpenTable and Restaurants Canada. The boost coincides with the GST and HST holiday.

73.1%

The amount of surveyed businesses who are optimistic about their outlook over the next 12 months, according to Statistics Canada—after 1/3 of businesses (32.9%) reported higher revenues in 2024 than 2023.

66%

The number of Canadians that are willing to pay extra for locally produced products.

50% are willing to pay extra for environmentally friendly products or services.

$500K

The amount in annual income at which happiness plateaus, according to research from Georgetown University’s department of psychology. The research contradicts widely reported previous estimates that happiness plateaus at a salary of $75,000.

Franchise Canada TV is the CFA’s visual format interview series, introducing you to franchisees and franchisors from our stable of great member brands. Subscribe to the CFA’s YouTube channel to see all the updates. If you haven’t already left a comment or a thumbs up, we would greatly appreciate your support! Your subscription and feedback help others discover the show and allow us to continue delivering valuable content. www.youtube.com/@CanadianFranchiseAssociation

THE CFA RECOMMENDS BMO’s Markets Plus. Want the inside track on the macro changes in your industry? BMO’s Markets Plus is a weekly podcast that shares expert perspectives and updates on the factors and figures shaping the economy, industry sectors, and much more. Episodes run about 10 to 30 minutes, making each one a commute-ready dose of info to give insight into your next business move.

IN THE NEXT ISSUE

UPCOMING EVENTS

The May/June 2025 issue of Franchise Canada is the Health and Wellness issue. From holistic health that nourishes and soothes the mind, body, and soul, to systems that enhance work-life balance, Franchise Canada is introducing you to a range of well-suited options in the franchise industry, Canadawide. This issue will also feature a special focus on beauty and salon services as well as a roundup of home and lawn services Across Canada. This issue is sure to be full of brands designed to keep you and your space in tip-top shape.

March 18, 2025, 1-2 p.m. ET Empowered Ownership: Discover the Power of Franchising for Women (Virtual)

(Sources: Restaurants Canada; Government of Canada; BDC; CBC Radio)

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

This edition of our Elevate & Empower webinar series features Kristen Gale, founder and CEO of THE TEN SPOT, discussing why franchising is the perfect fit for ambitious, purpose-driven women. Discover how franchising empowers female entrepreneurs to build thriving businesses with proven systems, ongoing support, and a collaborative network of like-minded individuals. Kristen will share her personal journey as a successful franchise leader and provide actionable insights on how you can take the first step toward owning your future.