Franchise Canada March/April 2026

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FOR MORE INFO, VISIT FRANCHISE.NUTTERS.COM MARCH | APRIL 2026

FRANCHISING, NATURALLY Nutters Everyday Naturals is expanding to new markets, and taking up a full-spectrum approach to wellness.

BACKED BACKED BY

BY SYSTEMS, SYSTEMS, BUILT BUILT FOR FOR YOU. YOU. Become a Nutters Franchise!

At Nutters, we don’t believe in cookie-cutter stores. We believe in people. Our franchisees are empowered owners who care about health, community, and doing business with integrity.

BIGGER MARGINS, SMARTER SYSTEMS

MARKETING THAT MOVES PRODUCTS

•

Access national buying power & deeper discounts

•

Monthly flyers & targeted digital / social campaigns

•

Keep some local product mix & community feel

•

Enjoy higher margins and competitive pricing

•

Merchandising guidance that drives sell-through

•

Opportunity to scale with multi-store ownership

•

Use streamlined POS, payroll & inventory tools

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Align with a trusted Canadian wellness brand

•

Ongoing training & business support

Whether building from the ground up or transitioning your existing business into the Nutters franchise network, let’s grow together - your store, our systems.

Let ’s Connect : Jonathan Czerwinski jczerwinski@averinepartners.com (905) 512 - 3121 | franchise.nutters.com

GROWTH WITH FLEXIBILITY

INCLUSIVE SPACES AND SERVICES

CAFÉ FRANCHISES AND SWEET EATS

QUICK SERVICE BURGER FRANCHISES ACROSS CANADA MARCH | APRIL 2026

A Canadian Franchise Association Publication / FranchiseCanada.Online

CONNECTED BY COMMUNITY, STRENGTHENED BY DIVERSITY

POWER YOUR FRANCHISE SEARCH WITH

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Join One of Canada’s Most Successful QSR brands and Experience the Power of an Enduring Canadian Success Story Apply now at awfranchise.ca & start your journey with us!

Opportunities Available Now Across Canada! Scan the QR code to learn more

JOIN CANADA’S LARGEST FROZEN FOOD RETAILER

Opportunities available across Canada!

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.

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CAFÉ FRANCHISES AND SWEET EATS

QUICK SERVICE BURGER FRANCHISES ACROSS CANADA MARCH | APRIL 2026

CONTENTS INCLUSIVE SPACES AND SERVICES

MARCH/APRIL 2026

20

A Canadian Franchise Association Publication / FranchiseCanada.Online

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CONNECTED BY COMMUNITY, STRENGTHENED BY DIVERSITY

COVER STORY

20

Connected by Community, Strengthened by Diversity Stories of success from the diverse franchising community in Canada

34

Supplying Safer Spaces and Services Three franchises focusing on inclusivity and support for their customers and communities

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37

26

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She Means Business How female franchisees are making a mark in their communities Powerful Perspectives Four BIPOC franchisees share their experiences as business owners and highlight the importance of diversity in the franchising industry

30

Different Paths, Common Goals Franchisees share their stories immigrating to Canada and building a business through franchising

www.cfa.ca | www.FranchiseCanada.Online

Sweet Eats Enjoy the sweet life with these café franchises and their unique offerings Grilling Greatness These quick-service restaurants are dishing out burgers and franchising opportunities Canada-wide

45

The Hearth A fictionalized case study emphasizing the importance of equity, diversity, and inclusion in franchised businesses

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

DEPARTMENTS

48

HOMEGROWN & LOCALLY OWNED 100% Canadian Franchise Systems

50

MULTI-GEN MAGIC Building Futures, Growing Strong Millennial franchisee duo Greg Quaile and Justin Prittie share why Koala Insulation was the perfect fit for their next business adventure

53

LEADERSHIP PROFILE Franchising With Style Celebrity stylist and entrepreneur, Gina Rivera, is transforming the salon studio style of business

56

A DAY IN THE LIFE No Home Left Un-Cared For Valerie and Steve Fraser are working together to strengthen their franchise and the A Buyer’s Choice Home Inspections system as a whole

59

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GIVING BACK Food With Thought KFC Canada's food donation program is reducing food waste and feeding local communities

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

SEASON 9 IS NOW AVAILABLE!

69

FRANCHISE TUTORIAL Tutorials 9 & 10 This issue: • Intro to Operation Manuals • Intro to Franchise Advisory Councils

COLUMNS

6 PUBLISHER’S MESSAGE 10 CFA CODE OF ETHICS 17 INDUSTRY NEWS 66 ASK THE EXPERTS 72 MARKETP­LACE 75 ADVERTISERS’ INDEX 76 FRANCHISE ROUNDUP

ICONIC BRAND 50 Years Forward Iconic Canadian automotive franchise Mr. Lube + Tires celebrates its golden anniversary

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Tune in to the Franchise Canada Chats Podcast!

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Franchise Canada

March | April 2026

5

PUBLISHER’S MESSAGE

D

FRANCHISING FOR ALL

id you know that the average Canadian interacts with three to five franchised businesses every day? Whether it’s the local café where you grab your morning coffee, your kids’ favourite after-school enrichment program, or the shop where you pick up ingredients for dinner, you probably have favourite franchised small businesses that you regularly patronize in your own life.

That’s because franchising is deeply entwined in the lives of Canadians. And along with offering valuable consumer services, franchise systems are a way for entrepreneurs to go into business in almost any industry you can think of, with the support of a consistent, established brand behind them.

Franchising is a diverse community, not only in the types of ventures offered, but in the backgrounds and journeys of the people who go into business as franchisees. In this, our annual Franchise Canada Diversity in Franchising issue, we speak to some of those franchisees about their experiences, from women in franchising (page 22) to BIPOC franchisees (page 26) to new Canadians who’ve built a career in their communities through local business ownership (page 30). Each has a different story about what led them to franchised business ownership, but they all share one thing in common: an entrepreneurial spirit.

You’ll also find stories in this issue about franchise systems that are taking an intentional approach to inclusion in their business model, from specialized hairdressing services for children with autism to auto services that empower women and home care focusing on empathy and communication (page 34). Our Sweet Eats feature profiles two café brands sharing daily luxuries with customers through coffee and baked goods (page 37).

And on page 46, Travis Tinning from consulting service Franchise GrowthLab presents a business case for the importance of equity, diversity, and inclusion.

More success stories abound of individuals who have found their calling through franchising. Young entrepreneurs Justin Prittie and Greg Quaile of Koala Insulation share their story on page 50, and on 56, Valerie and Steve Fraser take us through a day in the life as the owner of an

A Buyer’s Choice Home Inspections franchise.

A brand name familiar to most Canadians, Mr Lube + Tires has been operating since 1976, and has spread to more than 190 locations across the country. On page 59, dive behind the scenes of the brand’s history and growth.

You’ll also learn about two more Canadian-founded brands in our Home Grown and Locally Owned feature on page 48, offering important services and nourishment to their communities. And when it comes to nourishing communities, KFC Canada's recently re-launched food donation program demonstrates the impacts brands can have on food security (page 62).

With all this opportunity, you may be itching to find your own business and make your dreams of entrepreneurial independence a reality. Along with the many excellent brands featured in this issue, make sure to visit LookforaFranchise.ca, the Canadian Franchise Association’s (CFA) online directory of franchise opportunities.

As you search for the perfect opportunity for you, don’t forget to Look for the Logo—the CFA member logo indicates a brand has joined the CFA community and signed on to the Association’s Code of Ethics (page 10). CFA member brands show their commitment to excellence in franchising and franchisee satisfaction through their investment in the CFA community.

For nearly 60 years, the CFA has showcased the benefits of a diverse franchising community, where people of every background, race, gender, and age can find personal satisfaction and business success through small business ownership. As our community grows and supports one another, the stronger franchising in Canada becomes—for franchisees, the CFA, and the nearly two million Canadians employed by the franchise industry.

After all, franchising is for everyone—including you!

Sherry McNeil, CFE 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: 50+ 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 PRESIDENT & CEO Sherry McNeil*, CFE, Canadian Franchise Association 1ST VICE CHAIR Todd Wylie*, Master Mechanic PAST CHAIR David Druker*, The UPS Store Canada SECRETARY & GENERAL COUNSEL

PUBLISHER

Canadian Franchise Association (CFA)

Darrell Jarvis*, Fasken Martineau DuMoulin LLP

SENIOR EDITOR Joelle Kidd

TREASURER Lyn Little*, BDO Canada LLP

ISSUE GUEST EDITOR Alyssa Thulmann

CHAIR, FRANCHISE SUPPORT SERVICES

GRAPHIC DESIGNER Andrea Lee

Paul daSilva*, RBC

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

Andraya Frith*, Osler, Hoskin & Harcourt LLP DIRECTORS

Andrew Arminen, Metal Supermarkets Jon Domanko, Restaurant Brands International Chuck Farrell, Pizza Pizza Dixie Ho, Mr. Lube + Tires Arno Krug Jr., CEFA Early Learning Scott McCannell, Foodtastic Ken Otto**, Redberry Restaurants Nathan Oxford, Jani-King Canada John Prittie, Koala Insulation Angela Rollins**, Great Clips Fiona Styant, CFE, MOLLY MAID Canada Cailin White, Boston Pizza Thomas Wong, CFE, Kevito Group *Executive Committee member **Franchisee Representative

ADVERTISING SALES

Jad Cheaib, Richard Davies AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

Georgie Binks, Suzanne Bowness, Mei Linh Cheng, David Chilton Saggers, Hannah Foulger, Roma Ihnatowycz, Gina Makkar, Alya Somar, Stefanie Ucci, Kym Wolfe FOR ADVERTISING INFORMATION:

Richard Davies, Senior Sales Consultant rdavies@cfa.ca Jad Cheaib, Sales Representative jcheaib@cfa.ca TO SUBSCRIBE TO Franchise Canada

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.

© 2026, Canadian Franchise Association.

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

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SHOWCASED FRANCHISOR:

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

L

E

FOR T K O H O

LOGO The Canadian Franchise Association (CFA) is dedicated to encouraging and promoting ethical franchising in Canada and requires all members to follow a strict Code of Ethics.

CFA member brands believe in the importance of the franchisee-franchisor relationship as the ultimate marker of franchising success!

As you research franchise opportunities online, at tradeshows, and in the Franchise Canada directory ... Look for the Logo! The CFA member logo tells you that a brand is a part of the CFA community, has signed on to the Code of Ethics, and meets a high standard of excellence.

Interested in learning more?

View the full Code of Ethics on page 10!

ADVERTORIAL Carla MacKenzie (Category Manager), Elizabeth Hellebrand (Director of Operations), Elana Wallace (Category Manager) and Linda Ballendine (Area Manager).

FRANCHISING, NATURALLY Nutters Everyday Naturals is expanding to new markets, and taking up a full-spectrum approach to wellness.

F

orty-four years ago, Nutters Everyday Naturals (then called Nutters Fruit & Nut Company) was a small-town bulk food store in Medicine Hat, Alberta.

“From day one, Nutters has focused on helping families access the products they need, which started with bulk ingredients and specialty foods at the heart of the store,” explains Brad Winsor, who today is Nutters’ President. As time went on, the store expanded into organic and natural options, specialty items which could be difficult to find at the time. “And then in the early ’90s they tried out a little spinner rack of vitamins, and it just took off.”

What the brand hit upon was the increasing consumer demand for products that help customers live their desired healthy lifestyles.

Today, that trend is stronger than ever: a recent report showed 50 per cent of Canadian consumers1 are willing to pay more for fresh products without preservatives and organic or natural products, and the Canadian

1 2

dietary supplements market is an estimated $4 billion USD industry.2 Nutters is known for its extensive, cutting-edge selection of health products which has won the brand loyal fans and 27 locations across BC, Alberta, Saskatchewan, and Manitoba.

Brand Power “We bring health food to the small towns, where we started,” Winsor says, “And now we’re branching out into some cities, and into providing full-spectrum wellness support for customers.”

What makes the business different—and gives them an edge— over other health stores is the buying power of its franchise system.

“We have probably the best purchasing power in Canada for franchisees,” Winsor notes. This stems from the brand’s longevity, he says; many of the vitamin and supplement companies now stocked on shelves nationwide were “just getting off the ground” at the same time Nutters was starting up operations in the 1980s.

“The relationships we’ve built over 44 years are massive,” he says, and as such, franchisees receive better pricing from vendors than other retailers.

“When we bring an existing health food store into the Nutters network, we usually add anywhere from a six to 10 per cent improvement in their margins.”

Franchisees also benefit from excellent brand recognition in Western Canada, and the marketing power and operational support of a proven system.

Nutters is also known for carrying a product mix that is new and innovative, Winsor notes. “That’s what we do better—being able to find those new health and supplement products.”

The process of discovering the latest and greatest products is a grassroots one, he adds: store managers, wellness advisors, and even part-time team members all take part in suggesting products and connecting directly with customers to find out what works.

“We hire people that live and breathe the industry,” says Winsor.

Nielsen IQ, https://nielseniq.com/global/en/insights/report/2025/from-caution-to-control-how-canadian-consumers-are-redefining-value-in-2026/ Grand View Research, https://www.grandviewresearch.com/industry-analysis/canada-dietary-supplements-market-report

ADVERTORIAL

1

2

3

4

1 Nutters franchisee Ben Bronsch at his Cochrane, Alberta store. 2 Franchise owners, corporate store managers, and head office leadership gather at the 2025 Nutters Conference & Tradeshow in Medicine Hat, Alberta. 3 Director of Operations Elizabeth Hellebrand and Marketing Manager Brandy Schwingenschlegel celebrate a new store opening in Calgary. 4 An early franchise location in Estevan, Saskatchewan, 1984.

Wellness at Work “You don’t need to be a retail expert or a health professional to join Nutters — you do need a love for helping people and a passion for natural products.

Our training and ongoing support are designed to make sure our franchisees thrive,” says Winsor.

For his part, Winsor joined the franchisor with a wealth of operational knowledge drawn from working in the retail industry, rather than a particular passion for health food.

“However, once I got into the industry, it completely changed—I’ve taken a complete turn on healthy living and eating healthy, getting regular supplements, regular exercise. This industry, if you get into it and enjoy it, it’ll completely turn your life around for the better, from a health standpoint,” he says.

Nutters has made education “a big part of the hiring process,” Winsor notes. “Our franchisees and employees in the stores are constantly doing training and videos and learning more about the products we sell and the challenges customers face.”

After all, “What draws [customers] in is that we provide the products, but we also learn about them. It’s the education piece that really takes us to another level.”

Franchisees with the brand train by working in an existing location for two weeks, to learn store operations inside and out. On site learning at head office helps teach business fundamentals, from managing finances to cash flow. They also receive hands-on training leading up to the opening of the store, including help with inventory, hiring, and training new team members.

“Our training team stays for about a week after the store opens to help with the actual transition. So it’s about four weeks of hands-on training, right up to the first week after the stores open,” says Winsor.

From there, franchisees participate in a three-month marketing program aimed to launch their location on the right foot.

Health for All Over the four decades since Nutters was founded, Winsor says, the clientele and culture have changed immensely. While the target customer in the 1980s might have been “the homemaker who loves baking and cooking,” today, the brand sees a diverse clientele: families, older customers looking after their health, and increasingly, younger shoppers.

“The younger generation seems to

For more information about franchising with Nutters Everyday Naturals, visit franchise.nutters.com

put more focus on their health and prioritizing that,” says Winsor. As communities grow and become more ethnically and culturally diverse, so does the customer base.

As the brand grows, Nutters aims to incorporate more services within its offerings, with the goal of bringing customers a full-spectrum wellness experience, including support like nutritional consulting. Interestingly, the newest franchisees in the Nutters network are pharmacy owners and Nutters is viewed as their means of complementing their traditional health offerings to provide a fully integrated approach to wellness.

With four more locations in the pipeline this year, there’s no sign of slowing down. In fact, the brand hopes to move east, with potential partnerships and acquisitions growing a presence in New Brunswick and Ontario.

As Canadians continue to prioritize their health and personalized customer service experiences, it’s clear this growing brand is one customers will go nuts for.

ADVERTORIAL

Any Way You Slice It

Boston Pizza franchisees share what makes this diverse and thriving brand great

F

rom new Canadians to multigenerational families, Boston Pizza franchisees reflect the diverse communities they serve. Across the country, owners from different backgrounds share how their unique paths and a strong support of the Boston Pizza system, have helped them build successful businesses.

Mani Garg and Chetan Sachdeva, Orangeville, ON

Mani Garg and Chetan Sachdeva both immigrated to Canada from India, and share a background in civil engineering.

“Moving into franchising was a deliberate shift,” says Sachdeva, noting that he wanted to apply the skills he’d learned working on construction projects: “strong coordination, cost control, and attention to detail.” He and Garg both felt that franchising offered a structured opportunity for realizing their dreams of business ownership, as a way to go into business for themselves but with the support of a proven brand.

“As a new Canadian, Boston Pizza appealed to me because it offered a stable, well-organized system, and a brand that values consistency and partnership,” says Sachdeva.

Garg agrees. “Boston Pizza stood out because of its strong brand, family-oriented values, and the level of support it provides to franchisees, which was especially important for someone building a business in a new country.”

Garg adds that his favourite part about the brand is the sense of community, within the restaurant as well as within the larger franchise network. “It’s rewarding to create a welcoming space for families, staff, and guests, while also working alongside my own family in building the business.”

For families working together, structure “creates a clear framework for working together effectively,” Sachdeva notes, which is an upside to the franchise model.

Anyone interested in a Boston Pizza franchise should know that hospitality experience is not necessary but patience, organizational skills, and the ability to lead while following established systems are, he says.

Both owners say they appreciate the diversity of people in the franchisee network of Boston Pizza. In a role

that requires hard work, consistency, and the ability to connect with people, new Canadians can thrive, Garg says. “Many successful franchisees are families or new Canadians who bring strong work ethic and resilience.”

He adds, “Long-term, my goal is to continue growing the business, mentor future leaders, and create opportunities for others—especially newcomers.”

Christine Horton, South Surrey, B.C.

“I started my career at 35,000 feet,” says Christine Horton. Now a franchisee with Boston Pizza in Surrey, B.C., Horton’s career path began as a flight attendant based in Dubai. But her next adventure took her a little closer to home.

“I grew up with this Boston Pizza in my neighbourhood,” Horton recalls, from the very dining room she remembers visiting as a kid. “I’ve been coming here since I was a little girl, playing soccer and baseball. All my high school friends worked here … this location has been a part of my life since I was five.”

When the location came up for sale, Horton was drawn to it instantly. “It feels like home.”

Since purchasing the business in 2019, Horton has faced a global pandemic along with the other day-to-day challenges of business ownership. But, she says, it has taught her resilience. “Boston Pizza has been a huge support,” she says, crediting both the brand’s head office for the system-wide support they offer, and her fellow franchisees, who are always only a phone call away.

As a woman in franchising, Horton says that Boston Pizza has been “incredibly supportive,” offering opportunities for mentorship, training, and connections with other female franchisees.

Now, five years after launching her business, Horton’s location is thriving. She recently received a Community Engagement award for her elementary school lunch program, which serves 23 schools in her local area. Years after she first began coming to Boston Pizza to celebrate her childhood sports games, Horton now hosts the next generation of families, and has made her impression on the community.

She laughs, “I can’t go anywhere without people yelling, ‘That’s the pizza lady!’”

ADVERTORIAL

The MacPherson Family, Sherwood Park, AB

Kishan Visakan, Southern Ontario

When asked how their family got into franchising with Boston Pizza, Ewen MacPherson smiles. “This is one of my favourite stories.”

The classic family tale has been told many times throughout the years—in fact, it begins with Ewen’s grandfather, Neil. A chartered accountant by trade, he did the books for Boston Pizza. When the brand was sold to a new owner, he had the opportunity to buy a restaurant.

“He’s like, ‘I’ve never run a restaurant—how hard can it be?’” Ewen says with a laugh. “So my grandpa bought a BP that day, on a handshake deal.”

Boston Pizza has been in the family ever since, as Neil brought his son David into the fold, and David his three sons, Ewen, Kyle, and Neil. In fact, David met his wife when he interviewed her for a serving position at the restaurant (“She told her roommate, ‘I think I met my husband today!’” Ewen relates), and the family was instrumental in launching one of Boston Pizza’s national charity initiatives. Kyle, one of the brothers who now helps run the business, was born with a heart defect, and the staff at the family’s first location wanted to help out. “They got some red construction paper and started cutting it in the shape of hearts,” Ewen explains, which they sold to customers for a $1 donation. “The goal that Valentine’s Day was to raise $1,000 for the Heart and Stroke Foundation.”

More than three decades later, selling paper hearts each year has become a national initiative for the brand, and has raised more than $30 million.

All in all, the family has more than 40 years of experience running Boston Pizza locations. They now own 13 in total stretching across Alberta and Saskatchewan, a veritable family pizza empire. “There are a lot of multigenerational family [franchisees] in Boston Pizza, from coast to coast,” David notes, a community spirit that he credits to the excellent support from the brand and fellow franchisees.

“I’m really proud of my dad and my grandpa for being 40-year operators within the same business,” says Ewen.

“I think the best thing about Boston Pizza is, there are no barriers to entry with becoming a franchisee. If you can make the franchisee community a better place, then there’s a place for you.”

Looking to the future, the family is happy with the success of their 13 locations, and hopes to be able to expand to another location soon. “Nothing is too big for us right now,” says Ewen.

Kishan Visakan grew up helping out in his father’s franchised businesses, an upbringing he credits with giving him a work ethic and sense of financial literacy. When he grew up and found himself working a stressful job at an electrical company, it was Visakan’s father who encouraged him to go into business for himself and loaned him the money.

Visakan was drawn to Boston Pizza. “It’s Canada’s number one casual dining restaurant,” he says, noting his own childhood memories of visiting Boston Pizza. “I love that we’re involved in the community, give back to the community.”

In 2019, Visakan opened his first two locations in Kingston, Ontario. It was a tough time to get into business—three months later, the COVID-19 pandemic struck. But with the support of the franchisor, Visakan was able to keep all his management staff employed. “Boston Pizza was very supportive. They were there with us, side by side.”

The brand’s support and training in how to run a successful restaurant also help him turn the units he bought from struggling locations to being ranked in the highest tier of the franchise system’s internal rankings. In 2025, Visakan expanded to two more locations in Windsor, Ontario.

Toronto-based Visakan credits his parents and his wife for providing him with the personal support to help bolster his business dreams. Now he’s a new father, with a two-month old, and looking into expanding to even more locations in partnership with his Director of Operations.

What Visakan loves most about the business is leading a team. ‘You get to see your team members grow up—you hire a sixteen-year-old kid as a host, and you see them grow and suddenly they’re going off to college to become a doctor or a lawyer,” he says. He adds that he’s been proud to help his employees with scholarships, or even to help set them up for business ownership themselves.

In the next four to five years, Visakan says he hopes to expand to anywhere from 10 to 15 restaurants. “We want to accelerate growth and go forward, build opportunities for ourselves,” he says. “And the only way you can do that is to have the right team.”

For more information, visit www.bostonpizzafranchise.com

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising WingsUp! re-opens Waterloo location WingsUp!, one of Canada’s fastestgrowing quick-service restaurant brands, has officially reopened its Waterloo location, serving up fresh, never-frozen chicken wings to students, residents, and visitors alike.

Conveniently located at 65 University Ave. E, near Wilfred Laurier University and downtown Waterloo, the restaurant delivers an affordable, high-quality dining experience designed for today’s on-the-go lifestyle. The reopening marks another milestone in WingsUp!’s rapid expansion across Ontario and beyond.

“We’re thrilled to be back in Waterloo,” says Aziz Awan, franchise owner of WingsUp! Waterloo. “This city has an incredible food culture and a real appreciation for quality.

At WingsUp!, everything is cooked fresh to order, and we’re proud to bring that level of care and flavour back to the community.”

Built for compact and in-demand neighbourhoods, WingsUp!’s efficient store model focuses on fast service without compromising quality. Customers can order directly for pickup, delivery or catering, with inhouse delivery ensuring hot, fresh wings without the added cost of third-party apps, making it an ideal option for late-night study sessions, office lunches, or casual nights at the dinner table.

To celebrate the grand reopening, WingsUp! Waterloo invited the community to a Customer Appreciation Day on Saturday, December 13, with a special offer of one pound of wings for $9.99.

“The promotion is to thank the Waterloo community for the warm welcome,” says Aziz. “It’s our way of building trust, showing appreciation

and inviting everyone to experience what our restaurant is all about.”

The Waterloo reopening supports WingsUp!’s continued growth across Ontario. With more than 36 locations across the province and expansion now underway coast to coast, the brand is actively seeking driven franchise partners to join its national momentum.

Franchise opportunities with WingsUp! feature low startup costs, comprehensive training, full marketing support and the strength of a trusted Canadian brand, providing entrepreneurs with a strong foundation in a thriving QSR market.

Canada’s biggest fitness challenge returns Orangetheory Fitness Canada (OTF), the leader in science-backed group fitness that combines strength training with heart-pumping interval training for a total body 1-hour workout, announced the return of its annual Transformation Challenge, running January 26-March 22, 2026. The eight-week program is designed to deliver a structured and supportive fitness kick-start, helping members stay accountable as they supercharge their metabolism, burn fat, and boost energy.

Now in its ninth year, the Orangetheory Transformation Challenge is a real-world case study in the power of consistency. Beyond the sweat, the data tells a definitive story: Orangetheory’s expert blend of strength and interval training delivers measurable, life-changing results. In 2025, Canadian participation in the program grew by 5.3 per cent, with over 4,700 members completing the challenge. Powered by the expert guidance and support of OTF coaches, 2025 finishers achieved an

average of 5.2 lbs of body fat lost and 1.5 lbs of lean muscle gained How it works: Participating members take before and after professional InBody™ scans, available in most studios, tracking their progress while committing to a minimum of three workouts per week for six of the eight weeks. Eligible class types include Orange 60 and Orange 90, as well as Strength 50 and Tread 50, that can be used to customize a fitness program according to the primary goal chosen.

“This Challenge proves that if people commit fully, they will see incredible results, regardless of their current fitness level,” says Blake MacDonald, president of Orangetheory Fitness Canada. “The fact is, most resolutions fail by February but our coach-led classes and community offer the motivation needed to break that cycle and build healthy, sustainable habits for the long term.”

In addition to class programming, participants will have access to weekly wellness tips and exclusive resources, including personalized nutrition strategies and support from NutriProCan Dieticians and MyFitnessPal. The challenge focuses on personal transformation, helping participants become stronger, healthier, and more energized to live a longer, more vibrant life.

Vancouver mom and OTF member Melanie Danbert credits the challenge for unlocking her potential. “I lost 11 pounds, but the biggest change was mental. The coaches were and continue to be super motivating and push me to find strength I didn’t know I had,” she says. “I now leave my stress at the studio so I can be more present and energized for my family at home.”

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INDUSTRY NEWS Booster Juice is driving in the right direction with their first ever drive-thru Canada’s original juice and smoothie bar with delicious, feel-good beverages and food options for those on the go, just got even more convenient. On Monday, January 5, Booster Juice opened its very first drive-thru location. With more than 470 locations from coast to coast, this marks a big step forward for the popular smoothie franchise chain.

“Customers seem to have less time nowadays, and this just sets us up to save our customers the need to go into our stores for a more convenient experience,” said franchise partner Ana Bezarevic.

You can find the brand-new Booster Juice drive-thru location at the St. Clair Shores Shopping Centre, located at 29 Amy Croft Drive in Lakeshore, Ontario. The approxi-

mately 1,400 sq. ft. location, built for speed, quality, and convenience, features a double lane drive-thru with five digital screens, which feature current promotions and campaigns, and a full menu for customers to quickly order from the comfort of their vehicle. The standalone building not only serves drive-thru traffic, but also walk-in customers, like other traditional Booster Juice locations.

“Our goal has always been to make healthy food more accessible,” said president, CEO, and founder Dale Wishewan. “With this drivethru location, we’re bringing our fresh, healthy products to our customers in a fast, convenient way, and with great customer service.”

The new location reflects Booster Juice’s ongoing commitment to offering an excellent customer experience with a menu that supports the

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

active, health-conscious lifestyles.

After 26 years, Booster Juices are still blending up incredibly delicious smoothies, delivering convenient wraps, paninis, rolling up energizing Booster Balls, and freshly preparing nutritious shots and beverages. The only difference now is that there is a much more convenient way to serve their customers.

“Congratulations to the entire Booster Juice team on the opening of this truly historic drive-thru store,” said landlord and developer Steven Valente. “The result is something truly special, and it’s inspiring to see the excitement and momentum this store has already generated.”

Quesada launches SMART bowls, driven by your lifestyle SMART Bowls are available exclusively to Quesada loyalty members through the app.

INDUSTRY NEWS Quesada has launched five SMART Bowls that make it easy for health-conscious customers to pick the right meal for their dietary and nutritional goals. Designed around specific macronutrient and lifestyle, SMART Bowls give customers a straightforward way to choose meals that match how they eat, whether they focus on high protein, plant-based, keto, or balanced nutrition, without sacrificing flavour.

Available through Quesada’s loyalty program, the new items include Keto Salad Bowl, High Protein Bowl, Balanced Macros Bowl, Wholesome Bowl, and Veggie Full Bowl.

“Whether you’re fueling up for a workout or looking for a lighter office lunch, Quesada has nutritionally balanced options that never compromise on taste,” says Shabbir Chowdhury, senior creative director at Quesada. “SMART Bowls are

built with fresh ingredients and bold flavours so that eating well still feels satisfying.”

Quesada’s culinary team worked with nutrition experts to create the new bowls. Chef Jason Baker, a health and fitness advocate himself, made sure each bowl delivers bold flavours and meets key nutrition goals, like low carbs for the Keto Salad Bowl and high protein for the High Protein Bowl.

The High Protein Bowl has 73 grams of protein to help build muscle and support recovery. It features both flame-grilled and spicy chicken, black beans, brown rice, jalapeños, and chipotle mayo. The Veggie Full Bowl is 100 per cent plant-based, with roasted vegetables, black beans, cilantro, and smoky vegan paprika mayo. It’s a great choice for vegan and vegetarian diets. The Balanced Macros Bowl combines brown

rice and fresh lettuce, topped with flame-grilled chicken, roasted veggies, and creamy guacamole. It’s a balanced meal for busy days. The Wholesome Bowl is a low-calorie choice with crisp greens, flamegrilled chicken (halal) and roasted corn. The Keto Salad Bowl is a ketofriendly option with flame-grilled halal chicken, pickled onions, cheddar jack cheese, signature salsas, and sour cream.

“Our goal is to be Canada’s leader in Fresh-Mex cuisine,” says Chowdhury. “As we continue to expand to more than 200 locations nationwide, we are evolving from being known primarily as a burrito brand to becoming a versatile meal destination.”

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Franchise Canada March | April 2026

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CONNECTED BY COMMUNITY, STRENGTHENED BY DIVERSITY

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

COVER STORY Canada’s franchising industry is inherently diverse. With more than 60 different categories for entrepreneurs to consider—from hospitality and food service to education and senior care, and so much more— country-wide and across varying business models, there truly is something for everyone.

In fact, the average Canadian interacts with a franchised business three to five times a day, resulting in an industry that’s deeply engrained in Canadian lives.

At the heart of these businesses are the people: the customers supporting a local business, the franchise owners servicing their community, and the head office staff supporting the franchisees. Each of these individuals demonstrate the diverse stories weaving through the industry, creating opportunities and building up local economies.

T

he 14 entrepreneurs showcased in this cover package represent the depth and the diversity found across the Canadian franchise industry. They shared with us their journeys into franchising, the inspiration and ambition that brought them here, and their unique perspectives on fostering ongoing growth for both their businesses and the industry as a whole.

In our first three features we introduce 11 franchisees from a myriad of industries, including Furniture and Upholstery Repair, Automotive Services, Janitorial Services, Education, Food Service, Senior Care, and more. Each of their stories is distinct, whether they’re women making their mark and carving out a space for female business owners; BIPOC entrepreneurs sharing their experiences and highlighting the impacts of diversity in franchising; or newcomers supporting themselves and their communities by providing goods, services, and local jobs.

Read on to learn more about three franchise brands founded under a desire to offer inclusive services and supportive spaces for their customers: automotive shops centering women and gender diverse clientele, a senior care franchise focusing on empathy and culture in their care planning, and a children’s hair care services provider ensuring that their customers with autism and other disabilities feel at ease.

We’re proud to showcase the many unique, inspiring stories behind the franchise industry in Canada, and to demonstrate that franchising is for all. If you’d like to learn more about franchise opportunities available, check out LookforaFranchise.com and look for the CFA logo to see what brands have signed on to our Code of Ethics, committed themselves to excellence in franchising, and are part of the CFA community. As an industry we are, after all, connected by community and strengthened by diversity.

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COVER STORY

SHE MEANS BUSINESS

How female franchisees are making a mark in their communities

BY GINA MAKKAR

Franchising is always changing and women are at the forefront, bringing a fresh perspective to leadership and a connection to their communities. Franchising has become a place where women can thrive, innovate, and make an impact. Check out three enterprising franchisees that are redefining what it means to empower women and transform the face of business ownership.

FIBRENEW Heidi George Chatham-Sarnia

HEIDI GEORGE’S JOURNEY into franchising began with a strategic goal: find a recession-proof business.

“With Fibrenew, having that recession-proof industry that covers multiple industries within their market, you can really go after whatever you want,” she says.

After moving from northern Alberta to Ontario in 2023, Heidi faced a career pivot when the bank she was managing closed. She worked with a franchise consultant and narrowed franchise options down to three. “They were all pretty similar, in the service industry, mobile, bluecollar, recession-proof. [Those were] our key metrics.”

The onboarding and training process was seamless.

“On-site training is in Calgary, and Fibrenew is Canadian, and we loved that.” She adds that the two-week training is integral in getting started with Fibrenew. “The procedures really need to be practiced, and the hands-on learning was essential in getting started.”

Though she’s only five months into her franchise journey, Heidi is already envisioning growth. She handles the technical repair work herself, drawing on her entrepreneurial spirit and hands-on mindset. “There’s no shortage to this business, and I really haven't scratched the surface,” she says.

Many clients are choosing to preserve their muchloved pieces by repairing upholstered items rather than replacing them, which makes Fibrenew’s services particularly valuable. With a “repair, don’t replace” approach, Fibrenew restores items to like-new condition, saving customers money and reducing waste.

Looking ahead, Heidi aims to scale her territory, adding technicians and expanding operations. Her advice to

prospective franchisees? “Definitely have a network outside to support you and give you advice and share the struggles of business ownership.”

Heidi also reflects on the role of women in franchising, particularly in traditionally male-dominated sectors. “As women, we definitely want to get that warm feeling from an environment that supports us,” she says. While diversity wasn’t her initial driver, she notes the importance of a female support network. Fibrenew recognizes this need and runs a female-only monthly networking event for franchisees, giving women a dedicated space to connect, share experiences, and support one another.

“I would suggest always having a network of women business owners to bounce ideas off and get advice from. I think if you are going into something that is male dominated, having like-minded individuals to support you is important, and you definitely do need some of that female presence that supports you in a way that they understand.”

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

Learn more at LookforaFranchise.ca

COVER STORY

MINUTEMAN PRESS Oksana Jacobs Ellerslie, Edmonton

A SEASONED BUSINESS OWNER, Oksana Jacobs had managed a successful business in Ukraine. With limited knowledge of the business landscape when she moved to Canada, she turned to franchising for the guidance and support it offered. “They provide direction and advice, and it fits with my goals,” she says.

Oksana launched her first Minuteman Press franchise two years ago, with plans to expand in the future. She credits much of her early success to the support provided by the franchisor. “I have good relations with the head office representatives. It’s always nice to have contact with them. They’re there for anything I need.”

Running a franchise comes with its challenges, particularly staffing, but Oksana has found that her prior experience combined with the franchisor’s support provides a strong foundation for success. “The main challenge is hiring. I’m feeling this challenge because as I grow, I will need more people.” The regional support and hands-on help with hiring and training have been invaluable.

Several years in, Oksana is confident she made the right choice in franchising with the signage, printing, and design brand Minuteman Press. “It's growing. I wouldn't consider anything else, even right now at the two-year point. After speaking to other business owners, I was sure that I did the right thing and I wouldn't change anything.”

Looking back, Oksana wishes she had focused more on marketing from the start. “Everyone needs to think about marketing before they start any kind of franchise.

If I had started with a higher profile for marketing and invested more money into campaigns, I would have grown faster.” She also advises new franchisees to secure plenty of working capital. “It’s easier to improve your services or add services if you have more working capital in the beginning. It safeguards you, and you can do more. It really helps at the start.”

She also advises that women in franchising make the most of networking and that female-focused events offer a unique kind of support. “Women try to support each other, and it’s a little different from regular networking events, because females will feel the struggle of each other and will say, ‘I will help you.’ It will help you to grow.”

Learn more at LookforaFranchise.ca

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COVER STORY

MOLLY MAID Kendall Karoglan North Bay

KENDALL KAROGLAN was 25 years old when she purchased her first MOLLY MAID franchise in North Bay, Ontario. A recent nursing graduate, she began to ponder her future after watching peers experience burnout in the healthcare field. With her father’s encouragement, she began to explore franchising. Six years later, he remains a steadfast supporter. “Ironically enough, I just convinced him to buy another location,” she laughs.

Kendall credits much of her success to the support built into the MOLLY MAID system. “Anytime there's an issue, or I have ideas to bounce around, there’s always someone there. They have a lot of initiatives to help you grow,” she says. “I’ve also made friends with other franchise partners who might be going through the same struggles.” That support includes a dedicated franchise coach. “You have someone by your side, celebrating milestones with you, encouraging you to reach a new level.”

Though North Bay has a small population of 50,000, Kendall has surpassed her annual sales growth goal of $100,000 in revenue over the previous year, four years in a row. “That’s something I’m definitely proud of,” she says.

For Kendall, mindset and leadership are at the heart of being a successful franchisee. “You need to be positive,” she says. “Even though you might be having a rough day, you need to focus on the positives and what’s going to come out of it.” She adds that in franchising, success isn’t a solo effort. “You wouldn’t be able to grow without people behind you. It’s not one person running a franchise.”

Working in a female-centred industry, gender wasn’t something Kendall initially gave much thought to, but as she ventures into the community, she recognizes that there aren’t many female franchise partners. With her dad joining the ranks, she notes that there’s value in gaining different perspectives.

She cautions franchisees against starting with unrealistic expectations, noting that success doesn’t come easily just because it’s a franchise. She’s also a vocal advocate for the reality franchisees face. “Just because we’re a franchise doesn’t mean we don’t face the same financial burdens or hiccups as any small business,” she says.

For Kendall, franchising offers the best of both worlds: the freedom to be a business owner and show up authentically in her community, paired with support systems that make long-term growth possible. “I can be on my own and still have those supports to help me succeed. If I didn’t have that support, I don’t think I’d be where I am today.”

Learn more at LookforaFranchise.ca

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

COVER STORY

POWERFUL PERSPECTIVES

Four BIPOC franchisees share their experiences as business owners and highlight the importance of diversity in the franchising industry

BY KYM WOLFE

Canadians value diversity—as evidenced by Statistics Canada’s Social Identity surveys—and are proud of the country’s cultural mosaic. We see this appreciation reflected in the local business owners operating franchises in communities from coast to coast to coast. We spoke to four individuals who self-identify as BIPOC and asked about their experiences as franchise owners, and what diversity in franchising means to them.

BEYOND THE CLASSROOM Rosemarie Reid-Julien North Brampton, Ontario

A TUTORING BUSINESS that follows Ontario’s JK to Grade 12 curriculum, Beyond the Classroom’s child-centred approach focuses on the whole student. Academic struggles don’t happen in isolation, and this franchise addresses challenges that impact learning, from selfconfidence to anxiety to sleep issues.

“Our programs recognize that success in school is deeply connected to well-being,” says franchise owner Rosemarie Reid-Julien, who works in the school system as a guidance counselor, and was drawn to the franchise because its approach is to see each child as an individual who learns in their own way. “We create a program that is conducive to the needs of each student, providing them with one-on-one instruction that is often missing in today’s schools.”

Tutors are the backbone of the business and are primarily experienced teachers or students attending teachers’ college. Reid-Julien says continuous recruitment and retention strategies are important. Two years ago she was financially able to engage a hiring manager for the initial interviewing, screening. and onboarding of new tutors. This allowed her to focus on connecting with parents, matching students with their ideal tutor, and community outreach and administrative work, putting in 15 to 20 hours each week in addition to her full-time job.

New franchisees can expect to put in longer hours, she says, and they don’t need to have classroom experience

“This franchisor is very intentional about support, collaboration, and inclusion.

For BIPOC franchisees, there is a genuine effort to listen, amplify lived experiences, and remove barriers where possible.” if they’re willing to learn, adapt, build good relationships, and are community focused.

“Franchising appealed to me because I wanted to build something meaningful while having proven systems and support in place. There is ongoing training, access to resources, and open communication that allows franchisees to share challenges and best practices,” shares Reid-Julien. “This franchisor is very intentional about support, collaboration, and inclusion. For BIPOC franchisees, there is a genuine effort to listen, amplify lived experiences, and remove barriers where possible.”

When she first purchased her franchise six and a half years ago, Reid-Julien says, “I was reluctant to put a picture of myself on the website, because racism is a very real thing. I wasn’t sure if some people might not want to support a Black woman in business. [Founder Cathy Thompson] listened and understood my concerns, and said that the last thing she would want me to do is hide who I am, and that I do not need the business from those who would discriminate against me.”

It’s important for people of diverse backgrounds to get involved in franchising, says Reid-Julien, because “they bring new perspectives, lived experiences, and solutions that better reflect the communities being served.”

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

Learn more at LookforaFranchise.ca

COVER STORY

A&W FOOD SERVICES CANADA Preet Pandher New Brunswick and Newfoundland

A&W IS AN ICONIC CANADIAN BURGER CHAIN with more than 1,000 restaurants across the country. Preet Pandher owns nine of those locations in New Brunswick and Newfoundland, and is on track to open four more this year. This is especially impressive because of the speed at which he’s grown, having opened his first restaurant in 2023.

From the beginning, Pandher says, “Mentorship from experienced operators and franchisor leadership was critical. Our Business Manager—our main point of contact with the franchise for all aspects of our business— has worked alongside us since day one. The franchisor focuses heavily on capability and leadership development, ensuring all franchisees have access to the same tools, resources, and opportunities to succeed.”

“Equally important was building a strong internal leadership team from early on. That foundation allowed us scale quickly and sustainably, growing to over 200 employees, nine operating locations, and over $20 million in annual revenue within three years.”

Pandher’s mother is part-owner in his business, and some established employees have also been offered the opportunity to buy a stake in the restaurants where they work. Pandher made an early decision to invite some

managers to invest in their own stores, which he says makes sense in terms of connecting to the local community. In Bathurst, N.B. for example, the community is 60 per cent francophone, and his former-employee-turnedfranchise-partner is bilingual.

Pandher was born and raised in Alberta by entrepreneurial parents who operated independent dry cleaning and gas station businesses. “I saw their struggles and challenges,” he says, and that experience was one reason that he chose to purchase a franchise. “It reduces the number of hats you have to wear, and it comes with instructions when you wear them. The systems have already been created, and A&W offers really good training. I just need to focus on execution and guest experiences.”

Something he appreciates is the flexibility to test new ideas in his stores. When he lived in Alberta, he worked at an A&W that was open late and used a third-party delivery service. “I brought those ideas to Atlantic Canada,” says Pandher, and they’ve proven successful. Now all his stores offer drive-thru and delivery services 24/7.

As a person of colour, Pandher feels that opportunity, mentorship, and leadership need to be genuine.

“Across Canada franchising has evolved to become more inclusive, with systems that allow people from all backgrounds to succeed. Diverse franchisees strengthen brands by bringing new perspectives while operating within consistent, high-performance frameworks.”

Learn more at LookforaFranchise.ca

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COVER STORY

JUST LIKE FAMILY HOMECARE Dr. Nicola Harris and Michelle Clarke Guelph A BUSINESS WITH A PURPOSE, Just Like Family Home Care (JLF) is a female-led certified social enterprise, majority-owned by Canadian charities. Most of its profits are reinvested into its social missions related to Canadian seniors and their families. Franchisees are selected based on values, not just resumes; two-thirds of their franchisees are women.

Franchise co-owners Michelle Clarke and Dr. Nicola Harris both have backgrounds in social work and social services. They learned about JLF through their work with the Afro Caribbean Business Network and were drawn to the franchise based on its shared values and relational approach. While one lives in Brampton and the other in Caledon, after doing their research they decided to purchase their franchise in Guelph. To build visibility and relationships with local stakeholders, the women organized a successful Seniors Fair that brought together organizations and community members, and helped them establish their presence in the Guelph market.

The long-time friends run a consulting firm together, have their own separate careers, and now they’re operating a franchise as well. Clarke and Harris say that as new franchise owners who don’t live in the Guelph community and have no experience in the home care space,

they’ve found the training and support provided by JLF invaluable, from the comprehensive initial training and operations manuals to the continuous support helping them launch and scale their business. “JLF’s CEO is very accessible and approachable and has spent countless hours coaching and supporting us,” they share.

JLF also provides opportunities for franchisees to network and share best practices, including regular national and provincial calls, workshops, and “buddy system” peer learning. As Black women, Clarke and Harris have appreciated opportunities to meet with other BIPOC franchise owners and discuss specific issues related to being a member of the BIPOC community. “This was very important to us as we have experienced specific challenges that are racially based and it is very helpful to discuss with other franchisors who have had similar experiences. Peer learning is important.”

“Diversity in franchising means opening the doors wider so more people can take part, lead, and benefit from the franchise world,” say Clarke and Harris. “It’s about making sure minority groups who have been left out in the past because of race, gender, immigration status, income or other factors have fair access to owning franchises, taking on leadership roles and getting the support they need. The goal is to change who has access and opportunity, and to make franchising better reflect the communities it serves.”

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Learn more at LookforaFranchise.ca

ADVERTORIAL

A Franchise System Built on Values BENTO IS A BRAND DRIVEN by ambition and purpose. As it accelerates its expansion across North America, Bento is building a franchise system grounded in the values franchisees increasingly care about, beyond just a strong bottom line. Sustainability, inclusion, and meaningful community impact are central to who we are, and in a competitive market, those values are becoming a clear point of differentiation.

Leading with Practical Sustainability Bento takes a practical, resultsdriven approach to sustainability. In 2024, the company reduced CO2 emissions by 24.1%, avoiding more than 1,050 tons of emissions from its commissaries alone. This progress was enabled by improved data collection across Scope 1, 2, and 3 emissions, strengthening transparency and accountability across the system.

Reducing food waste is another core focus. In 2024, Bento expanded its partnership with Too Good To Go across five commissaries and all Bento kiosks in Longo’s locations. These efforts saved more than 26,000 meals in Canada and over 3,000 meals in the U.S., preventing more than 79,000 kilograms of CO2 emissions. Additional initiatives, including composting and ongoing food donation and rescue, further reinforce Bento’s commitment to responsible operations at scale.

Responsible Sourcing and Smarter Packaging Bento continues to advance responsible sourcing across its supply chain.

In 2024, the company achieved 100% sustainable sourcing for salmon, shrimp, and surimi, an important milestone as Bento continues to improve traceability and address remaining supply chain risks. All new suppliers are now aligned with Bento’s Responsible Sourcing Standards Guide, ensuring shared ethical and environmental expectations.

Packaging innovation is also delivering measurable progress. In 2024, 98% of Bento’s primary packaging was recyclable, with post-consumer recycled content reaching 41%, exceeding initial targets. Problematic packaging was reduced to just 8%, down from 17% the year prior. Partnerships with organizations such as How2Recycle and ChopValue support circularity and help consumers make informed recycling choices.

Developing Leaders and Embedding Inclusion Bento’s franchise model is powered by its people. Women represent 75% of the workforce, 57% of management roles, and 36% of executive positions. Inclusion is embedded into daily operations through Bento’s Affinity DEI program, which supports open dialogue, belonging, and growth across the system. Bento also

Giving back in action. Members of Bento’s corporate team volunteered at North York Harvest Food Bank, helping sort 4,500 lbs of food to support individuals and families facing food insecurity in our community.

believes in celebrating the people behind its success, the franchisees.

The Bento Sushi Star Awards are a quarterly recognition of franchisees and sub-contractors who go above and beyond in areas like food safety, sales growth, team culture, and community connection.

Beyond the workplace, Bento supports equity-focused initiatives, including Egale Canada’s Pride campaign, and awarded $24,000 in postsecondary scholarships through the Bento Foundation in 2024.

A Franchise Model Built to Last Bento is setting a new standard in franchising, one where purpose, sustainability, inclusion, and community impact strengthen the business for franchisees and the communities they serve. 

If you’re interested in learning about a franchise opportunity with Bento, please visit https://www.bentosushi.com/franchising/.

COVER STORY

DIFFERENT PATHS, COMMON GOALS

Franchisees share their stories immigrating to Canada and building a business through franchising

BY ALYSSA THULMANN

In 2025, Statistics Canada reported that immigrants make up 32 per cent of all business owners with paid staff. For many newcomers to Canada, business ownership is a great way to build a career while creating local jobs and fostering stronger connections with their community. Franchising offers the added backing of a proven system and existing support network. Franchise Canada spoke to franchisees from varying industries, who shared their own experiences starting businesses in the country they now call home.

BOOSTER JUICE Yogi Patel Greater Toronto Area, Durham Region, and Nova Scotia

YOGI PATEL has lived in Canada since he was 13 years old, having moved here from India with his family in 1994.

He went to high school in Scarborough, Ontario and graduated from Centennial College as a project manager working for the Bank of Montreal.

As a student, Patel worked for a franchised coffee chain, starting as a front-end cashier and moving his way up to supervisor, then manager. By working in the industry, he grew stronger skills in customer service, management, multitasking, and operating in a fast-paced environment, and fostered an interest in becoming a business owner.

In 2010 he started looking at business opportunities through franchising because he appreciated that the backing of an established brand would allow him to focus more on day-to-day operations and growth.

Patel was primarily interested in food service franchises while researching, but his introduction to Booster Juice was actually in a Toronto food court. While waiting for a friend, he noticed how busy a nearby location was, and decided to see what the buzz was all about. “I still remember my first smoothie I bought,” Patel says. “It was a Bananas-A-Whey.”

He liked the product and identified with the smoothie and juice bar’s values and branding around healthy lifestyles. After more research, Patel opened his first location at 25 York Street in 2012 with the franchisor’s training and support.

At first, the sales weren’t as high as his team had anticipated, but the Booster Juice head office had their back, including Dale Wishewan, the founder, president, and CEO. “Every day, every day, the operation team, the leasing team, Dale himself—they would get involved and they were there with us … shoulder-to-shoulder.” Within a few years that first location would go on to win an internal competition for its year over year growth.

Since 2012, Patel has opened 25 Booster Juice locations around the Greater Toronto Area, Durham Region, and in Nova Scotia, with the assistance of working partners. “Every day there is an owner in the store working and making sure we provide that great service, great product,” says Patel.

“We have franchise owners from all around the world who have migrated to Canada,” Patel says of the Booster Juice system, and franchise owners are encouraged to hire local community members in their stores. “When you go to Booster Juice locations, you're going to see those diverse people welcoming everyone there.”

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

Learn more at LookforaFranchise.ca

COVER STORY

DRAMA KIDS Anam Memon Fredericton and Saint John

ANAM MEMON always dreamt about teaching. As a child she would dress up in her mom’s clothes, what she called her “teacher attire,” and present her own lessons as a personal learning technique. In school she also participated in plays and groups, noting that this helped her build confidence.

Originally from India, in 2018 Memon moved to Toronto, Ontario, and studied Business Administration at Humber College. In 2023, she moved to Fredericton, New Brunswick, where she began looking into business opportunities through franchising.

“I was drawn to franchising because it offers a proven system of support, and [this is] especially important when starting a new business in a new country,” says Memon.

“For newcomers who may not have local networks, franchising bridges the gaps and builds the credibility faster.”

Drama Kids stood out to her because “it aligns deeply with my values, helping children grow into confidence, communication, and creativity.”

Centred around drama-based learning, Drama Kids is an educational program designed to help children build confidence, creativity, skills, and social and emotional development. “It's not about the acting for stage or on the stage,” Memon clarifies. “It's about learning a life

skill through drama. Every class is structured, curriculum-based, and age appropriate while still being fun and engaging and inclusive for all the children.”

Memon joined the Drama Kids system in 2025 when she purchased her own franchise locations in Fredericton and Saint John. She’s currently the only instructor for her classes, although she’s hired assistants to help out in the sessions and foresees hiring additional staff as her business grows. Plans for her next location, in Oromocto, are already in the works.

At the beginning, balancing operations, staffing, and community awareness was a challenge, but with a strong system behind her, Memon says it’s been manageable. She received structured training spanning curriculum delivery, operations, marketing, and business management, and adds that “the continuous support has been crucial.”

In her time with Drama Kids, Memon has already seen the effects it has in her community and on her students, noting that even the shyest of kids will start to open up after a few classes. She advises new franchisees to “take time to understand the local community, build relationships, and stay consistent.”

“Nationally, I've seen franchising become more inclusive and with greater representation of women, immigrants, and minority business owners,” says Memon.

“This diversity strengthens the brand because it brings new perspectives and better understanding for local communities.”

Learn more at LookforaFranchise.ca

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COVER STORY

JDI CLEANING SERVICES Juan Arboleda and Paola Montoya Milton/Brampton and Mississauga/Oakville IN 2001, JUAN ARBOLEDA AND PAOLA MONTOYA moved their family from Colombia to Canada in search of better opportunities. In Colombia, Juan had experience in the finance industry and the family managed a company dealing with sound for events.

“When we moved to Canada, it was a big difference because we didn't speak English. So that was the first step for us,” Juan shares. They enrolled in English as a Second Language programs and, with two children to support, began working in a factory. When they had the opportunity to buy a home in Milton, Ontario, they decided to get part-time cleaning jobs with JDI Cleaning Services through a commercial cleaning franchise.

Juan started looking at JDI’s numbers, and seeing the possibilities before them, said to his wife, “If we can bring this to a different level, this is going to be a big opportunity for us.”

The couple bought their first JDI local franchise in Mississauga/Oakville in 2006, calling it one of the best decisions they’ve ever made. In 2008 they decided to invest in a second territory covering Milton and Brampton and also welcomed their third child. By 2008 Juan and Paola had both quit the factory to focus fully on their business.

Seven years passed and the couple had learned a lot; in 2015 the JDI head office called them asking if they’d like

to invest in a Master Franchise for the Milton/Brampton region, selling franchises and growing the JDI system as regional directors. They weren’t sure at first, says Juan.

“Sales is not for everybody, and especially when English is not your first language, it’s going to be a little bit more difficult.” But with the full support of JDI behind them, they dove into the new opportunity.

Seeing great success with their Master Franchise, they invested in a second one for the Mississauga/Oakville region in 2020. Juan took on an administrative role while Paola focused on operations as Quality Control Manager, and in 2022 their son, Simon, joined the team.

Both Juan and Paola are certified trainers in ISSA (International Sanitary Supply Association) Basic and Advanced, and are now the trainers for new local franchisees joining the company. “We have more opportunity to explain, to share our experience and knowledge with everybody here in the company,” shares Paola.

Not only have they grown their areas with 12 local franchises in Milton/Brampton and 14 in Mississauga/ Oakville, but they have a chance to give back to the JDI system as regional directors and to their local community as business owners.

“We bring in franchisees from all over the world and we see them build their business and we see them grow and we see them do what we did 20 years ago,” Simon adds. “Being able to replicate it and … have success stories and change families' lives is really amazing to see firsthand here at the office.”

Learn more at LookforaFranchise.ca

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

You dont have to be a hairdresser to own a Just Cuts Salon 90% of our franchisees are investors from diverse backgrounds.

With over 30+ years of Experience

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

Benefit from comprehensive training, innovative digital tools, and a supportive community of over 220 salons globally.

A Just Cuts franchise could be just your style Discover Franchise Opportunities at canada.justcuts.com or scan the QR code.

COVER STORY

SUPPLYING SAFER SPACES AND SERVICES

Three franchises focusing on inclusivity and support for their customers and communities

BY HANNAH FOULGER

Every customer, every client, no matter what industry you’re in, comes with a unique set of needs. By meeting people’s specific needs, certain franchises can carve a niche for themselves.

Some franchises, like HeartNest Care, Lice Squad.com, and Kinetic Auto Service, find this niche through creating safer spaces for their customers. There is no universal “safe space,” as nobody can meet everyone’s needs all the time. But by creating safer, more inclusive spaces, these three franchises are able to develop returning clientele and concrete referrals.

HEARTNEST CARE Chau Nguyen Founder and CEO

AS CANADA'S LARGEST GENERATION AGES and the country faces a drastic population shift, the demand for home care is rising. But for many immigrant families, the challenge isn’t just access—it’s finding care that understands language, culture, and family values.

“We foster safe and inclusive space by training caregivers beyond technical skill, focusing on empathy and communications,” says founder Chau Nguyen, who founded HeartNest in Calgary in 2025. As an immigrant from Vietnam, Nguyen built the brand on the belief that quality care doesn’t just meet medical needs, it honours identity. “By respecting culture, background, language, and family dynamics, we design [a] care plan that honours both medical needs and emotional comfort.”

The brand’s first location primarily served Vietnamese elders. Their Vietnamese-speaking staff were able to care for these elders in a culturally sensitive way, and in their first language. Staff also worked alongside Englishspeaking family members to develop care plans which are unique to each person.

HeartNest encourages franchisees to serve their own cultural communities. COO Cecilia der Merwe gives the example of a potential franchisee who could be a member of the Punjabi community and who speaks Punjab. Franchisees would be equipped and trained

to offer care to their Punjabi neighbours, in their own neighbourhoods.

The training that HeartNest provides gives its franchisees both the knowledge on how to provide home care services as well as how to adapt these practices to serve their communities. This isn’t only about the technical knowledge or about meeting each individual’s needs, but the resources and training to support caregiving staff through the emotional and physical labour that their job requires too.

Bottom line: the best franchisees for HeartNest, according to Nguyen, are franchisees who “care deeply about people, and are comfortable leading teams with empathy, valuing long-term relationships over short term wins.”

Learn more at LookforaFranchise.ca

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

COVER STORY

KINETIC AUTO SERVICE Erin Vaughan Founder and CEO

WHEN ERIN VAUGHAN FOUNDED KINETIC AUTO Service in Regina, Saskatchewan in 2011, she did not intend to have a technician roster entirely comprised of women, but Kinetic Auto has become a place where Vaughan and her team can foster and grow female technicians. Roughly 4 per cent of all technicians in Canada are women, and as such, many women, Vaughan included, have felt unsupported and excluded, causing many skilled technicians to leave the industry.

Vaughan hired an apprentice last June who was doing her technician training and needed a two-week, unpaid work placement. The apprentice had called ten different auto shops who all rejected her, likely due to her gender considering the male apprentices acquired placements in those same shops. Her teacher called Kinetic’s manager and they were happy to take her on for those two weeks and hire her as a permanent technician.

“Often women just aren’t given a chance to show they’re capable. And she’s excellent,” Vaughan says.

In her early career, Vaughan worked at an auto shop that went bankrupt, but she believed she could develop a shop that was better run. Vaughan says that what many technicians struggle with in running a business is getting proper

training from their franchise, particularly in developing good client communication and running a profitable shop.

Women form the majority of Kinetic’s clientele, but the brand also attracts a queer client base as well. “We have a large LGBTQ[+] client base, as well as women and men who are okay not knowing about [cars]. They know they can come here and say, ‘Man, I don’t know.’ And we’re like, ‘That’s okay. We know and we can help you.’” As such, Vaughan has geared Kinetic’s marketing towards those who know that they don’t understand anything about automotive mechanics but want a service partner that they can trust.

Kinetic has only recently entered into the franchising space, but what they offer is entirely unique. Vaughan and her team are focussed on expanding the brand as a way to improve the industry and equipping other people, particularly women and gender diverse people, to run better businesses. What they are offering is a franchise model dedicated to mentorship and business development, coaching franchisees from the often small profit margins (5 per cent according to Vaughan) up to 20 per cent or more.

But these franchisees don’t necessarily have to be technicians. Vaughan says what they need are good leaders who can find and develop and retain the right staff. “What we’re offering is more supportive [than other brands] and a mission ... to make this industry better.”

Learn more at LookforaFranchise.ca

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COVER STORY

LICE SQUAD.COM & SUPERHERO KIDS HAIR WITH CARE Dawn Mucci Founder and CEO

IN 2001 IN TORONTO, ONTARIO, single mom on social assistance Dawn Mucci decided to become the help she needed most and founded Lice Squad.com and Superhero Kids Hair with Care, a niche venture involving mobile hair services and full-service kids’ salons. They’re the first full-serve children’s hair company in Canada to primarily focus on safe and pesticide-free head lice solutions for families and organizations. What’s more, they offer hair care services that cater “to families and children living with autism and other special needs.”

Societal stigma and personal shame can accompany a head lice infestation, but Lice Squad.com aims to mitigate these concerns. “From the beginning,” Mucci says, “I wanted to create a space that was inclusive and friendly, and when people came in feeling scared, ashamed, and angry, they would leave feeling empowered, cared about, and lifted.” This is why they implemented a strategy to wrap all their clients in superhero capes.

“When you put a cape on a kid, they lose their fear and inhibition and they feel very special. Even adults love the superhero experience as lice do not discriminate between age, gender or social economic status. That’s what we want our clients to feel. They are special and cared for. A clinical [approach] would not fit that. We’re about breaking the stigma and providing a safe and inclusive space.”

In the early years of Lice Squad.com, Mucci recognized the unique needs of autistic and sensory sensitive children during hair treatments. “I was working for a mother with three daughters who had autism. I didn’t know a lot about autism at the time, and I wasn’t given many instructions other than that they might not sit still. The little girl was highly sensitive, and she literally punched me,” Mucci shares. “I had never experienced that before, and it got me thinking about how much of a challenge it was if you were not prepared and aware of how to navigate and protect yourself, as well as protect the child that you’re working on, because it’s really scary for them to have someone so close to them in their space.” The experience made her realize the importance of creating a safe space for both the clients and the providers.

Because of this experience, Mucci worked with an autism consultant that worked with first responders.

They first had their staff take the general autism awareness courses, before developing their own hair-care specific training. This expertise gives them a range of tools to work with disabled and neurodiverse children in a way that keeps them and the clients safe.

This specialization has brought this franchise across Canada. With many opportunities available, Mucci hopes to help other women like her: “Who knew, 25 years later I would have a national franchise system helping other mothers start businesses that create jobs and provide a vital community service.”

Learn more at LookforaFranchise.ca

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

Sweet Eats

Enjoy the sweet life with these café franchises and their unique offerings

BY GEORGIE BINKS

The concept of a “sweet treat” is one many are familiar with—a fun beverage, baked good, or snack can be an act of celebration or a much-needed pick-me-up throughout the day. The locations selling these treats can also function as a hangout spot, providing customers with an opportunity to soak up the good things in life.

Two franchises extending these opportunities are Good Earth Coffeehouse and Kekuli Cafe, each one offering their own indulgent menu items and a possible new career path through franchising.

Good Earth Coffeehouse The president and COO of Good Earth Coffeehouse, Gerry Docherty, describes the franchise as a “coffeehouse with good food … We are a community-minded coffeehouse brand focussed on delivering great, ethically sourced coffee and delicious, wholesome food products prepared on-site. Good Earth’s unique combination of ethical coffees and fresh food while maintaining high standards of environmental stewardship and a community focus make our brand stand out among other coffee brands.”

Good Earth Coffeehouse was founded by Nan Eskenazi and her partner Michael Going in 1991 in Calgary, Alberta. Docherty says they began with a desire to serve exceptional coffee and wholesome food in an authentic coffeehouse environment. The company started franchising in 2006.

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SWEET EATS Docherty says, “The benefits of franchising with this particular brand are leveraging the knowledge and systems of a brand with 35 years of experience, being part of the Good Earth family and a community-based culture, significant growth opportunities, and prominent brand differentiation through a combination of quality products, excellent service, sustainability focus, and community-mindedness.”

The brand searches for coffee farms practicing sustainability and social responsibility. It also looks for Rainforest Alliance, Fair Trade, and Organic certifications when purchasing beans.

Docherty says, “The challenges our industry faces are navigating the current external economic landscape. Rising ingredient costs and general supply chain challenges have been our focus. Working closely with our franchise partners has been key to the success of the Good Earth brand.”

As far as trends in the industry go, he says there’s recently been a significant demand for cold coffee beverages as well as unique food flavours. “The Good Earth brand ensures our product development is at the forefront of consumer trends with our planned food development and seasonal beverage innovation.”

Right now, Docherty says the brand is very excited about the success of their seasonal beverages. “Our winter offerings [include] a Salted Sweet Cream Americano, Coconut Oat Matcha, and the Dark Chocolate Cherry Mocha.”

Some yummy food items are their Chocolate Zucchini Loaf, Honey Lemon Squish, and Strawberry Coconut Scones As for the future, Docherty says, “The Good Earth brand is well poised for future success. We will continue to grow our base of coffeehouses nationally to become the community coffeehouse, whether that is in a suburb

neighbourhood, a downtown office tower, a health facility, or institutions such as hospitals and universities.”

Docherty says the franchise is very focused on growing and fostering its franchisees. “We take a partnership approach to the relationship with our franchise partners. It starts with our five-week training program which teaches our franchise partners everything they need to know to comfortably operate their franchise. Constant communication via our intranet, regular meetings with field managers, our online training platform, and quarterly town halls ensure all franchise partners are well informed and supported.”

For potential franchisees, there’s one thing that is vital. Docherty explains, “While our successful franchise partners have diverse backgrounds, the single most important trait for success is people who are involved in their community. While previous community background is not critical, a desire to become an integral part of their community as the local coffeehouse is important.”

Today Good Earth Coffeehouse has 55 locations with an eye to expanding by eight to 10 new coffee houses a year. Two more opened in Toronto, Ontario in December and January. There are also nine locations at Indigo/ Chapters stores with a 10th one opening shortly.

Current areas with franchise opportunities are the Greater Toronto Area, southwestern Ontario, the lower mainland of British Columbia, and Halifax, Nova Scotia.

Learn more at LookforaFranchise.ca

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

SWEET EATS

Kekuli Café You have to love Kekuli Café’s slogan—“Don’t Panic, We Have Bannock.” It’s more than a catchy phrase; it’s an invitation to discover one of Canada’s most iconic Indigenous comfort foods. Bannock is a traditional Indigenous bread—light, golden, and slightly crisp—sharing the same universal joy found in other cultures’ fried or baked breads, like doughnuts, flatbreads, or beignets, yet entirely unique in flavour and texture.

At Kekuli Café, their Bannock is elevated into a signature experience: crispy on the outside, fluffy on the inside, and baked or fried to golden perfection.

As an Indigenous owned café franchise, Kekuli Café blends modern café culture with authentic Indigenous flavours and stories. Co founder Sharon Bond explains, “Our concept brings together tradition and innovation. Bannock is at the heart of what we do, and we serve it in a welcoming, safe space that celebrates community and culture.”

Born in the heart of the Okanagan, this Indigenous café franchise was founded by Bond and her husband Darren Hogg. Bond is a Nlaka’pamux member from Nooaitch First Nation, outside Merritt, British Columbia, and Hogg is from Moose Jaw, Saskatchewan.

Bond says, “Our promise is that every guest experience[s] Indigenous hospitality, traditional foods, and a sense of belonging they won’t find anywhere else.

Our staff are hired on their character and attitude, so much so, that we hire and train young people to become leaders in this business as well."

Kekuli Café was founded in 2005 in Westbank, British Columbia on the traditional and unceded territory of the Okanagan/Syilx Peoples. Bond says, “We began as a small Indigenous woman-owned café and now have grown into a recognized brand representing Indigenous entrepreneurship, culture, and culinary excellence across British Columbia.”

Benefits of the franchise are that it’s an authentic and culturally rooted concept with strong community appeal, proven systems and training, and strong brand recognition as one of Canada’s long-standing and leading Indigenous café concepts with unique menu offerings standing out in a crowded QSR market.

The franchise offers ongoing mentorship and support, especially for new entrepreneurs and a values-driven business model that prioritizes community, culture, and customer experience.

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SWEET EATS Bond says the franchise has faced numerous challenges over the years, but they’ve learned to be adaptable, flexible, and make changes where and when they’re needed.

“With rising food and labour costs and competition from large corporation café chains, navigating supply chain fluctuations, we have fought for the almighty dollar and retain and recruit amazing people to join our family. We support franchisees through these challenges with strong operational systems, training, and ongoing guidance.”

Bond says, “People want comfort foods with a modern twist, and at Kekuli Café we do that, so people understand the food they are eating and the stories that go along with it. Customers are looking for community-focused spaces rather than generic cafés. There is a rising popularity of fusion flavours and unique menu ideas. We keep on these trends by offering Bannock-based meals [and] local and indigenous flavours, with the feel of a home away from [home] environment.”

Kekuli Café has comprehensive onboarding and hands-on training. Bond says, “We have detailed operations and manuals/systems in place. We pride ourselves on ongoing mentorship, marketing, branding, and community support. Franchisees are never alone—they’re part of the family.”

She explains, “A successful Kekuli Café franchisee is passionate about food, culture, and community, dedicated to delivering exceptional customer experiences, and [will] be open and willing to follow our proven systems while bringing their own heart and leadership to the brand.”

Franchisees should be hands on and comfortable managing staff and daily operations. Experience in hospitality isn’t required; rather, says Bond, “Heart, work ethic, and alignment with the franchise’s values is what matters most.”

She says the best way to find out if a Kekuli Café is right for you is to visit a Kekuli Café and experience the brand firsthand. “Understand that franchising is a partnership. Success comes from collaboration. Be prepared to work hard, especially in the early stages. The harder you work, the luckier you get.”

Learn more at LookforaFranchise.ca

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 over 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

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

Proudly Canadian since 1984

Grilling Greatness These quick-service restaurants are dishing out burgers and franchising opportunities Canada-wide As one of the most iconic North American eats, burger franchises are a centrepiece of many quick-service restaurants across Canada. And, with growing innovations in meat alternatives and options appealing to common dietary needs, more and more people can enjoy these grilled wonders.

With this in mind, we’ve packaged up a collection of quickservice burger franchises offering opportunities to get in on this industry. Interested in opening a burger franchise of your own?

We’ve got you covered.

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GRILLING GREATNESS

A&W Food Services of Canada

Boardwalk Fries Burgers Shakes

Originality and ambition have a place at A&W as Canada’s original burger chain with nearly 1,100 restaurants. This burger chain serves great-tasting burgers, handcrafted onion rings, and frosted mugs of famous A&W Root Beer to millions of Canadians. Climate-aware, A&W aims to reduce waste by focusing on food, energy, water, waste, and packaging. To top it off, this brand has compostable packaging and was the first chain in Canada to eliminate plastic straws.

Boardwalk Burgers (originally “Boardwalk Fries”) began in the U.S. in 1981, when two brothers launched a fry stand at a boardwalk in Maryland. Over time, the menu expanded to include premium, never-frozen, always fresh burgers and creamy shakes. In recent years, Canadian entrepreneurs Sajid Khan & Boris Javorski brought the brand to Canada, acquiring master franchisor rights and aggressively expanding. As of 2026, the brand has 24 active Canadian locations (up from earlier counts) and continues to grow across Ontario, Alberta, Saskatchewan, and British Columbia.

An investment of $500,000 to $700,000 is required to join this innovative franchise with locations in food court malls, drive-thrus, and restaurants. Twelve weeks of initial and ongoing training gives franchisees the tools they need to run a successful location. Franchisees can also take advantage of the opening team, operations specialist, and business manager to receive excellent advice on local marketing, operations, and staffing. For those franchisees looking to join an iconic Canadian brand, A&W boasts opportunities across the country.

Entrepreneurs interested in joining an established and growing brand can expect an initial investment ranging from $300,000 to $590,000, with a capital requirement of $200,000 to $250,000. Rooted in its boardwalk heritage and built for modern franchising, Boardwalk Burgers continues to attract operators looking to grow with a brand that values quality, consistency, and community.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Burger King Canada

Burgers n’Fries Forever

For over fifty years, Burger King has served high-quality, tasty, and affordable burgers, known for flame-broiled patties and the famous Whopper burger. With locations in over 100 countries, this brand has come out on top as the second largest fast food hamburger restaurant franchise in the world.

Burgers n’ Fries Forever (BFF) is redefining the burger category with a bold take on the smash burger. BFF stands out as a 100% halal, 100% Canadian brand, committed to premium, fresh ingredients and big flavour. Founded in Ottawa in 2013, BFF serves smash burgers made with Canadian Angus AAA beef, hand-cut fries, house-made dips, and a recent expansion offering decadent milkshakes. The menu blends comfort and creativity, drawing inspiration from global favourites, including the Aloo Tikki burger, the brand’s standout smash potato burger.

Burger King’s thriving business model is based on innovation and growth at its core, designing its system to provide for their franchisees’ success. For those looking to reign over the restaurant market, an investment of $1,000,000 to $3,000,000 provides over 300 hours of initial training in both restaurant and classroom settings. The brand also offers ongoing training to maintain their rule over the burger industry. Franchisees gain the benefits of an iconic brand with the long-term vision of a successful burger kingdom.

Learn more at LookforaFranchise.ca

After beginning franchising in 2025, Burgers n’ Fries Forever has experienced rapid momentum, opening 12 locations in the past year alone. With an investment range of $400,000$500,000, franchisees gain access to a proven, fast-growing system backed by comprehensive support. This includes handson onboarding, two weeks of training alongside an experienced franchisee and operations team, and ongoing guidance every step of the way.

Learn more at LookforaFranchise.ca

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

GRILLING GREATNESS

Dairy Queen Canada

Fatburger

DQ restaurants are often known for their frozen desserts, but their menu holds so much more than that, including a selection of Signature Stackburgers. Since 1940, Dairy Queen has provided tasty eats and positive memories, emphasizing core values that have been the cornerstone of their service for over 85 years. Now, the brand has 85 per cent consumer brand recognition with a continued goal to give back to the communities they serve.

Since opening its first Canadian location in 2005, Fatburger has expanded to over 70 units nationwide. Founded in 1952, Fatburger has continued to bring in loyal fans with its awardwinning burgers, made with fresh, premium ingredients, grilled to perfection. Beyond their iconic burgers, Fatburger’s menu features juicy chicken sandwiches and tenders, freshly-made onion rings, and hand-scooped ice-cream milkshakes to complete the classic experience.

With more than 7,800 locations worldwide and multi-unit availability throughout Canada, franchisees can invest in this brand for $914,500 to $1,000,000. The onboarding process includes management and employee training, construction advisory, franchise development, operations business consultants, and ongoing resources to aid franchisees in maximizing their sales and profits. For those searching for a modern, robust, and sweet industry-leading franchise that will treat them right, Dairy Queen boasts many opportunities for potential franchisees.

Entrepreneurs passionate about serving high-quality food and energetic dining can invest in the brand for approximately $600,000 to $650,000. Fatburger offers extensive training, industry-leading support, and turnkey site selection and construction. For franchisees looking for an up-and-coming burger restaurant franchise, Fatburger has many opportunities for growth and success.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Fresh Burger

McDonald’s Restaurants of Canada

Fresh Burger is exactly what the name says: a fresh burger, with a thriving franchise model. Since 2013, Fresh Burger has been focusing on simplicity and food science to ensure a goodtasting burger. This brand shows off their freshness by cooking their burgers in front of customers in an open kitchen. Part of a market saturated with trends, Fresh Burger thrives by focusing on the classics: burgers, fries, and poutine.

Franchisees can invest in Fresh Burger for $375,000 to $450,000, depending on site-specific circumstances. Fresh Burger offers further information on their system and franchise recruitment process at their corporate office. With full turnkey operations, real estate site selection guidance, lease negotiation services, and more ongoing support, Fresh Burger sets their franchisees up for success in the burger industry. For those interested in the classics, Fresh Burger is a popular emerging brand that keeps its community returning for more.

Learn more at LookforaFranchise.ca

McDonald’s is a restaurant franchise serving quality food at affordable prices. In 1977, these golden arches first landed in Canada, and they quickly spread throughout the rest of the country. The brand emphasizes the importance of community, which is why they source ingredients from Canadian farmers to make their famous Big Macs, Chicken McNuggets, Quarter Pounders, and much more. With an evolving menu, McDonald’s is a franchise serving their community with hot food ready to enjoy.

With a required investment of $1,000,000, prospective franchisees can join the other 1,500 (and growing) locations throughout Canada. McDonald’s sets their franchisees up for success with a mandatory part-time or full-time training program and further management courses. For entrepreneurs looking to branch out into fast food, McDonald’s has a proven track record of a long-standing operations system with ongoing success.

Learn more at LookforaFranchise.ca

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GRILLING GREATNESS

Wendy’s Restaurants of Canada Since its founding in 1969, Wendy’s has built its reputation as an iconic fan-favourite in the quick service restaurant industry.

Hamilton, Ontario welcomed the first Canadian location in 1975, and since then the brand has grown to more than 450 franchise units across the country, each serving fresh, never frozen 100 per cent Canadian beef burgers and more.

A minimum investment of $500,000 to $1,000,000 will provide a potential franchisee with robust training and development programs that teach everything to know about menu items, food safety, and customer service. The brand also offers a plethora of support services such as operations and marketing training, franchise management, public affairs, information technology, restaurant development, and franchise advisory groups.

Although loved around the world, Wendy’s franchise system gives entrepreneurs the resources to serve their communities at the local level.

September 18th is National Cheeseburger Day in Canada!

A 2021 report by Technomic found that Canadians seemed to love burgers more than the average worldwide consumer.

Source: RestoBiz

Canada’s total sales in the food services and drinking places subsector increased by 0.7% in November 2025 to $8.6 billion, with the largest increase in limited-service restaurants (1.3%).

Source: Statistics Canada

Learn more at LookforaFranchise.ca

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

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

THE HEARTH A business case for inclusion

As a reader of Franchise Canada magazine, you may already be a franchisee—or you may be among the nearly 50 per cent of Canadians who want to start a business in 2026. For aspiring entrepreneurs, franchising is an ideal path to go into business for yourself, but with the support of a proven system to help guide you along your journey.

While a franchisor provides guidelines for the products or services the brand provides, training, and ongoing operations support, it is the franchisee who is responsible for hiring staff and cultivating a positive workplace environment at their location. As a local small business owner, every franchisee is empowered to lead and manage their employees.

As you consider the kind of work environment you hope to cultivate in your future or current business, Franchise GrowthLab co-founder Travis Tinning offers this parable of what true inclusivity means—and how moving beyond acceptance to inclusion can be an important business decision.

This is a fictionalized case study written through an allyship lens, intended to support equity, diversity, and inclusion.

T

he Hearth Coffee Shop was special.

Not in the way every company says they are, with their core values stenciled on the wall, but special in the way people said it quietly to each other, customers and employees alike. You could feel it when you walked in. The place hummed, and just like the name suggested, it felt warm. From the second the doors opened in the morning, the smell of fresh coffee and baked goods lingered down the block, and you could hear the kind of laughter that comes from people who actually like each other.

The Hearth isn’t a real franchise location, but it could be any of them. Matching shirts, scripted greetings, binders filled with standard operating procedures, photos from staff get-togethers pinned to a corkboard in the office, it was the kind of place that called its team a family, but in this case, it felt true.

There was a reason for that, and everyone knew the reason. Her name was Alexa.

Alexa had been there longer than most. She knew regulars by name, by order, and by the “goings-on” in their lives. “He’s going to ask for a half pump of syrup, but he

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THE HEARTH really means a little more than half,” she’d whisper to the new staff. “Her kid just applied for his first job. Ask how the interview went.” When a new hire froze on a busy Monday morning, Alexa slid in beside them and said, “It’s just a rush. You’re fine.”

She was steady. People said things like, “The Hearth doesn’t work without Alexa.”

Then something shifted. It came in very quietly.

There was no announcement, no meeting, no new company policy … it came in a box.

The delivery that morning included cups, lids, syrups, and a set of fresh uniforms. At the bottom of the box was a small stack of black rectangles with white stitching, the name tags for the new hires. One of them read: “Alexander.”

Alexa pinned the name tag to her shirt and exhaled like someone who had been holding their breath for longer than most people could imagine. She didn’t ask for attention or approval, she didn’t ask for anything.

From that day on, he wore “Alexander.”

The first moments after that were small, almost unnoticeable. A pause in a conversation that normally wouldn’t have paused. A smile that came a second too late. Nobody said anything cruel. Nobody mocked or said, “I just don’t get it.” In fact, if you had walked in that day, knew the situation, and watched the room, you might have said, “See, everyone here is respectful.”

But you would have been wrong. Two coworkers who always took lunch with Alexander suddenly began taking lunch in the office “to get caught up.” The group text that used to light up with memes and “anyone want to grab a drink after close?” went quiet. A teammate who used to greet Alexander every morning with “You’re here, thank God,” switched to just, “Morning,” and busied herself with prep work.

The warmth didn’t turn to hate, it turned to distance.

The franchise owner told himself he just didn’t want to say the wrong thing. He called it professionalism. He told himself this was leadership. But leadership used to sound like, “You’re the reason this team works,” and now it sounded like, “Just keep it smooth during the rush today, okay?”

The Hearth had always sold the feeling of welcome, that was the brand. The Hearth was never the cheapest.

The Hearth was where you felt seen.

And then, slowly, The Hearth stopped seeing its own.

The part that matters? Alexander never changed.

He still noticed when the new girl from the late shift came in looking wrung out and shaky. He still said, “Take drive-thru. I’ll cover front, you sit.” He still fixed the grinder with nothing but a screwdriver and the know how that only a veteran has. He still said to panicking first-day hires, “It’s okay to not know what you’re doing yet.”

THE HEARTH HAD ALWAYS SOLD THE FEELING OF WELCOME, THAT WAS THE BRAND. THE HEARTH WAS NEVER THE CHEAPEST. THE HEARTH WAS WHERE YOU FELT SEEN. The only thing different about Alexander? His shoulders relaxed in a way they never had before. There was a lightness in him that hadn’t existed before, like a tightness had eased. We’ve all experienced it, when you just feel like yourself. If you were paying attention, you could see it.

Most people were not paying attention.

Over the next few months, something else began to shift.

The smiles at the counter felt less natural, the music wasn’t quite as loud, and shift switches seemed more tense. Some newer hires quit after a couple weeks, then a few more left. The franchise owner told the franchisor it was just a tough hiring market.

Service time slowed, not because Alexander wasn’t doing his job, but because the team stopped moving like a team. People were hesitating, second guessing, and employees worked next to each other like strangers.

The regulars noticed. They still came in at first, but they didn’t stay as long. They didn’t lean on the counter and talk about their day. It just didn’t feel as “homey” as it used to. Some of them started going to the place down the street.

Sales dipped. Not in a dramatic crash, but a slow leak.

By the end of that quarter, The Hearth wasn’t hitting the easy numbers it used to.

People said, “It doesn’t feel the same in there anymore.” A few of the staff even blamed Alexander, typing in private messages that “Things were just smoother before” and “We never had drama until this.”

That story was clean and easy to them, however, it wasn’t true.

The Hearth didn’t start to fail because a trans man worked there. The Hearth started to fail because the people who claimed to care about each other decided their comfort, created by old biases and learned behavior, mattered more than his dignity. Once that happened, subconsciously nobody trusted the word “family” anymore.

One evening near close, the chairs were turned up and the air smelled like disinfectant. A new employee

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

THE HEARTH was at the counter with her head down. She was trying to balance the till, and her hands were shaking.

Alexander moved in beside her, calm as always.

“Breathe,” he said. “You’re fine. Let’s do it together.”

He showed her how to do it, assured her that it never matches perfectly, and explained what’s acceptable. He said to her, “You’re not going to get written up. You’re learning, and honestly, you’re doing great!”

Her breathing slowed and her shoulders dropped.

“You’re the only one here who doesn’t make me feel like I’m getting in the way,” she said. “You make this place feel safe.”

Alexander nodded once. “That’s what The Hearth is supposed to be.”

That single moment should have been ordinary. It used to be ordinary. The Hearth used to sell the feeling that you mattered when you walked through the door and that every employee had each other’s back, no matter what. Then it stopped, when the people inside chose to make that sense of belonging conditional.

Here’s what never changed, from the first day to the last: Alexander still showed up. He still guarded the newer staff, still absorbed sharp words from impatient customers so nobody else had to, still stayed late and opened early.

He never asked for special treatment. He just wanted to be seen the way he had always been seen, as part of the core, as part of the story.

Belonging doesn’t vanish when someone becomes their truest self. It vanishes once they no longer fit the story we’re comfortable telling.

And when belonging leaves, it doesn’t just take a person with it, it can take the business with it.

Travis Tinning is chief development officer at Franchise GrowthLab, a franchise consulting firm specializing in helping emerging franchisors scale their business. Bringing decades of experience as a franchisee himself, Tinning has helped other franchise professionals strengthen their businesses through sales and marketing as well as community building. He is also a member of the Canadian Franchise Association (CFA) committee on Equity, Diversity, and Inclusion.

Opinions of contributors do not necessarily imply business advice or reflect the views of Franchise Canada magazine.

FRANCHISE TUTORIALS

HIT THE BOOKS WITH THE CANADIAN FRANCHISE ASSOCIATION! When it comes to opening and operating a franchise business, there’s a lot to learn.

But don’t worry, the CFA has you covered with Franchise Tutorials!

Originally published in Franchise Canada Magazine, these 24 tutorials cover the fundamentals of franchising you’ll need to know before you open – from the various fees you’ll pay to training, inventory, renewals, and so much more.

Access FREE Franchise Tutorials at www.FranchiseCanada.Online

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HOMEGROWN & LOCALLY OWNED

100% CANADIAN FRANCHISE SYSTEMS

It’s no surprise that in Canada diversity can be found in every aspect of life—social, cultural, and commercial. And the diversity of this country’s franchise industry itself presents potential investors with opportunities in every market segment.

BY DAVID CHILTON SAGGERS

Modern Cleaning GDI Integrated Facility Services, headquartered in Montreal, has been cleaning large commercial properties for 100 years and multi-unit premises—such as banks— with its franchise system Modern Cleaning for 30. Modern Cleaning currently has 800 franchises in its system.

About 4 years ago, however, there was still a market where GDI didn’t have a presence; so, it diversified once more and created a second franchise model, targeting professional offices, car dealerships, gyms, retailers, and local communities; the Modern Cleaning Territory Franchise System.

“GDI needed to show up at smaller spaces,” says Gavin Bajin, Modern Cleaning’s vice-president, territory franchising, from his Toronto office. “Between the large and multi-unit segments there is local business.” And with that in mind, Modern Cleaning began franchising its territory based model in 2021. It has since sold or is in process of selling 10 franchises so far, with more to come.

Two are operating in Calgary and one in Edmonton, with Vancouver, Winnipeg, and Mississauga, Ontario due to come on-stream. The Alberta, British Columbia, and Ontario markets are expected to drive Modern Cleaning’s expansion plans at first, says Bajin, with coast-tocoast development following on from the growth of those provinces. And all, he continues, will be directed by the “territory model”—setting up in cities and towns of a certain population density and which have business with five employees or more.

The cost of a franchise is $245,000 and includes a van wrapped in Modern Cleaning branding and the necessary heavy-duty cleaning equipment. However, there won’t be much startup overhead for investors because a franchise can be run from a home office in the beginning. Training will take place in Toronto, lasts one week, and covers all major functions such as marketing, sales, operations, and financial management. There will be a further eight to 12 weeks of online video instruction.

As for the qualities he’s looking for among potential franchisees, Bajin says he wants investors “who have the desire to build something of their own and at the same

time be good students of our system.” Previous business experience isn’t necessary, he continues, but a willingness to work hard is, an attitude found among the many newcomers to Canada who have expressed an interest in his system. About 75 per cent of those looking at a Modern Cleaning opportunity are men aged 25 to 54. A quality Bajin is looking for is a positive attitude towards staff.

The lower wage labour pool is transient, he says, and will move on at a moment’s notice, so the more franchisees can motivate and inspire their employees, the better.

“We really focus on reducing staff turnover. If you treat employees well, they will produce better work,” he says.

A Modern Cleaning franchise comes with a range of benefits, says Bajin. Commercial cleaning is never going to go out of style, for one thing, and the territorial model his system uses is flexible, mobile, and positioned for what he calls “explosive growth.” As well, they offer field support that is experienced and professional in their approach. “Ultimately, it really comes down to creating opportunities for success. This happens with a combination of our franchise support and the grit that our new franchise owners bring everyday.”

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

Learn more at LookforaFranchise.ca

Greco Pizza Restaurants

Atlantic Canada produces some of the best seafood in the world. But just because all four provinces have thousands of miles of seacoast doesn’t mean it’s all fish and lobster.

Take Greco Pizza. It began in Moncton, New Brunswick in 1977 with 10 locations before being sold to Grinner’s Food Systems in 1981. Now there are 106 units in the system with most of them in Atlantic Canada and others in smalltown Ontario, including Petawawa, home of a large Canadian Armed Forces base, Cochrane, and Verona.

John Hay, Truro, Nova Scotia-based Development and Xpress manager for Grinner’s Food Systems Limited, the parent company for Greco Pizza, says the system’s fundamental growth has been in Prince Edward Island, Nova Scotia, New Brunswick, and Newfoundland and Labrador.

The focus will remain the same for the new year with lots of enquiries coming in from the Atlantic Canadian provinces, with expansion possibly on the horizon to new Canadian markets in the future. Greco has two franchise models: a full-size standard quick service restaurant and the smaller “Xpress unit.” The cost of a standard franchise is between $300,000 and $400,000. An Xpress location requires an investment of $50,000 to $65,000.

Typically, says Hay, Xpress stores are in smaller markets and often paired with Capt. Submarine, a sister brand selling sub sandwiches. The stand alone or combo Xpress locations can be found in convenience stores, gas stations, and similar smaller venues but are generally paired with another business. Whether it’s a standard 1,000 square foot store location or an Xpress, Hay says that because everyone is a potential customer, there is something on the menu for everyone. Preferred locations are to be in high traffic areas, but no location is out of the question until taking a closer look.

“In the pizza business you want to encourage operators be open as much as possible,” says Hay, and you have to innovate, too,” he continues. Greco was the first brand to introduce flavoured crusts in Atlantic Canada, one of their major introductions to the pizza segment in the region. To attract a younger demographic, Hay notes the system has also made significant advances in online ordering. Customers can order by going to

Greco.ca or they can order directly from their phone with the Greco app.

Hay says that “previous experience doesn’t hurt” when it comes to considering potential franchisees, although there are other qualities he considers. “No experience in the food industry is required,” he continues. “What we want are people who have a lot of motivation. We want community involvement, and those who are not afraid to take risks.” Most of the investors he sees are aged 25 to 55 with a slightly larger percentage of them being men.

Initial training takes around two weeks; one week is spent at head office in Truro with a focus on how to control costs and the other is spent in-store to learn how to make the product and serve the customers. There’s also two to three more weeks of additional support for new franchisees. Their franchise service representatives are experts in their field and always available for questions, comments or concerns.

With Canadian and local ownership very much in the headlines these days, Hay says being homegrown confers a real benefit on franchisees. So too does being easily reachable, he continues. Because Grinner’s is a family business, investors are treated as family, Hay explains.

And that’s truly a diverse family because many are newcomers to Canada.

As Greco Pizza continues to expand across Atlantic Canada and explore opportunities in new markets, its foundation remains firmly rooted in the values that built the brand nearly five decades ago—community involvement, innovation, and strong franchise support. For entrepreneurs seeking a proven concept backed by a family-owned Atlantic Canadian company, Greco offers more than a business opportunity; it offers a chance to be part of a growing, diverse network built on local pride and long-term relationships. In a region known for its seafood, Greco Pizza has carved out its own lasting place at the table.

Learn more at LookforaFranchise.ca

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MULTI-GEN MAGIC

Justin Prittie (left) and Greg Quaile (right) own their Koala Insulation franchise servicing the Kitchener, Cambridge, Waterloo, and Guelph regions of Ontario.

Building Futures, Growing Strong Millennial franchisee duo Greg Quaile and Justin Prittie share why Koala Insulation was the perfect fit for their next business adventure

BY STEFANIE UCCI

I

t was a stroke of fate that put Greg Quaile and Justin Prittie in each other’s paths just a few years ago. But a shared love for franchising was what really solidified an unbreakable bond.

Both were already franchise owners for businesses in different industries—Quaile in skincare and cosmetics alongside his wife, and Prittie in home and business moving services.

Starting a new friendship built on a shared passion for franchising—being in business for themselves but not by themselves—was what piqued many conversations and eventually, a mutual interest in exploring a new business opportunity together.

After long days of research and in-depth homework to find something that felt like the right fit for them both, the duo discovered Koala Insulation. As a trusted insulation contractor with roots in the U.S.,

Koala Insulation offered the perfect opportunity for Quaile and Prittie to get in early on its introduction to the Canadian market.

“Koala Insulation is built around the idea that insulation should be simple, transparent, and results-driven for homeowners and businesses,” says Quaile. “The brand focuses on education first, by helping customers understand how insulation impacts comfort, energy efficiency, and long-term cost savings, rather than just selling a product.”

They also liked that Koala Canada was made up of the same team who already worked at the highly successful TWO MEN AND A TRUCK franchise with its home office located in Toronto.

Fast forward to October 2024, and they officially opened their doors to serve customers in the Kitchener, Waterloo, Cambridge, and Guelph regions of southern Ontario.

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

MULTI-GEN MAGIC A refreshingly straightforward experience What makes Koala Insulation unique, explains Quaile, is the product specialization: “Insulation is not an add-on service for us—it’s all we do.” The focus on expert insulation services is what allows franchisees to deliver higher quality installations, better diagnostics, and more consistent results for their customers.

With a specialization in residential and commercial services, Koala Insulation offers spray foam insulation, blown-in attic insulation, and insulation removal services.

Customers can also opt for solar attic fan installation or batt insulation installation, and air sealing services or crawl space services.

The two knew early on that customer service would become their main focus. Describing the brand as friendly, approachable, and modern, Quaile notes that customers can rely on trustworthy and professional contractors who provide a “refreshingly straightforward” experience.

Growing with the masses On any given day, Quaile and Prittie need to be both strategic and hands-on in their roles. They’re responsible for overseeing operations, supporting their team, meeting customers, reviewing estimates, and ensuring

quality control on all jobs performed by their business unit. There are also items like local marketing, business development, and building relationships with contractors and community partners in the areas they serve.

“Some days are spent in the field, others behind a desk, but the goal is always the same: deliver an exceptional customer experience and to do the job right the first time,” says Quaile. That’s the Koala promise.

With more than 400 locations opened across the U.S. in the matter of just four years, the brand has a solid success story—and one that this dynamic duo is proud to be part of introducing to Canada. Today, their franchise is among five locations throughout Ontario, including Durham, Halton, and London. Available markets across Canada include British Columbia, Alberta, Saskatchewan, Manitoba, New Brunswick, and Nova Scotia.

While rapid growth brings the challenge of maintaining consistent quality, Quaile and Prittie have been keen to scale responsibility without having to compromise the quality of their workmanship or customer service. How do they overcome this challenge? By leaning heavily on support systems, explains Quaile. “Investing in training, setting clear expectations, and building a strong team culture have been key. We also prioritize communication,

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MULTI-GEN MAGIC

both internally and with customers, which helps prevent issues before they arise.”

Quaile explains that the pair have found support systems in fellow franchisees who are a source to bounce ideas off of, share learnings, and pick up tips to incorporate into their own business. It’s a well-rounded system of initial training, ongoing support, and roundthe-clock resources.

Franchisees with Koala Insulation benefit from a robust training and support program that includes onsite instruction on using spray foam, batt, and blown-in insulation, as well as sales and marketing training, business operations guidance, hands-on technical experience, and ongoing support provided virtually, in-field, and in-person. The initial training begins at the Koala USA corporate headquarters in Melbourne, Florida, for a five-day intensive introduction. Ongoing and in-depth training continues in Toronto both online and in-person, as well as at the franchisees’ own locations. As the brand continues to expand, the intensive and ongoing training takes place in various locations across Canada.

Keep your eyes on the prize With more than a decade of franchising experience, this pair of business owners are Millennials to their core— and they have the technology expertise to back it up.

Quaile notes that their age has had a significant advantage as they navigate the franchising industry. That’s because they’re comfortable with technology, have datadriven decision-making skills, and know how to fit into the modern marketing world, all of which play key roles in being a business owner. “It’s helped us adapt quickly, implement systems efficiently, and connect with customers in a more relatable way,” says Quaile.

Still in the beginning stages of their franchise together, the learnings keep rolling in day by day. In the early days, patience and consistency were key because, as Quaile puts it, “Growth doesn’t always happen overnight, even

with a strong brand behind you.” It took trusting the process, following systems set out by the brand, and keeping their eyes on the prize: steady improvement rather than immediate growth. Over time, all of this adds up to longterm success in an evolving brand.

Their goal, as both their own franchise grows and the brand expands across Canada, is to consistently provide reputable, professional, and courteous service, so customers keep coming back and the Koala Insulation brand develops a strong reputation in communities country-wide. It’s all about focusing on the execution of residential and commercial projects so that customers know what to expect and their expectations are always met. “Do what you said you’re going to do and do it well,” says Quaile.

So, what advice do Quaile and Prittie have for young aspiring entrepreneurs? Do your homework, of course.

That’s how they ended up discovering a business opportunity with the Koala Insulation brand. But it’s one thing to find a brand and another to actually understand all parts of it. You have to choose a business that you genuinely believe in, too. Talking to existing franchisees, especially those in the same generation as you, is another helpful step as you dive deeper into a franchise opportunity.

“Ultimately, be honest with yourself about the level of involvement required. Franchising isn’t passive—it’s still entrepreneurship. But it offers structure, support, and a proven model,” says Quaile. Find your passion, align with a business, and the rest will fall into place. “When you align with the product, the values, and the mission, it makes the hard days much easier and the successes far more rewarding.”

Learn more at LookforaFranchise.ca

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

LEADERSHIP PROFILE

Franchising With Style Celebrity stylist and entrepreneur, Gina Rivera, is transforming the salon studio style of business

BY ROMA IHNATOWYCZ

I

t was practically preordained that Gina Rivera would one day work in the salon business— her family had been involved in the trade across multiple generations, since 1929. In fact, Rivera was already helping out her parents in their salon when she was just seven years old, sweeping hair and doing an occasional shampoo.

“I grew up in the salon industry; it’s in my DNA,” Rivera says simply. “I remember going to hair shows with my parents. I would sit in the front row, and my feet didn’t even touch the ground. I loved the energy and excitement. So I always said I came out of the womb knowing I was going to do hair!”

What wasn’t predestined, however, was that Rivera would turn her inherited skillset into a multi-million-dollar salon studio business: Phenix Salon Suites. Her entrepreneurial path, she says, had less to do with her talent with scissors and more to do with her somewhat headstrong nature and larger-than-life personality. “It goes back to me just being stubborn,” she laughs. “I knew early on that I never, ever, ever wanted to work for anybody. I always wanted to be my own boss and have my own business.”

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LEADERSHIP PROFILE

Journey to Phenix Before she started her own business, Rivera began her career much like any other aspiring hair stylist: in a traditional salon as an employee. Eventually she rented a chair in a salon, which is a common practice in the business in the U.S. and Canada. But that working model didn’t sit well with Rivera when, on the day she gave birth to her son, the owner demanded she pay her weekly rent or she’d lose her chair. She says, “It was at that moment that I looked at my husband and said, ‘I’m not going back.’”

Just six weeks later, with an infant son at home, Rivera bought her own salon in her hometown of Colorado Springs. Two years later she was ready for her next career move when she saw a former cycling shop up for lease and realized it would be the perfect space for a salon studio style of business, which involves having one physical location with multiple individual suites rented out to stylists. Rivera had fond memories of her mother using a private back room at her salon for customers, and more importantly, she loved the idea of enabling stylists to have autonomy over their own business and professional life.

“I thought it would be a great way for stylist professionals to be able to build their own business and be their own boss,” says Rivera. “It was about them and not about me. Each suite is an enclosed space, a stylist’s own personal space. Everyone dreams of having their own salon, right?”

Phenix Salon Suites—named after Rivera’s son— launched in 2007. It was a success from the get-go, with one location leading to another, and then a third. Even the 2008 housing crisis couldn’t stop the company’s growth spurt. “That’s when I thought, ‘Ah, I’m on to something,’” says Rivera. “It’s when I knew that this industry was recession-proof and it was going to be a great concept.”

Embracing franchising Rivera then started thinking about franchising, an idea that took root when people began asking her to open Phenix locations in other cities. She approached her husband Jason about selling his own business, a market research company, and joining her to help expand the brand. “I said, ‘Come over, be my CEO, and help me grow this thing,’” says Rivera.

Jason, now the chair of Phenix Salon Suites, had already been familiar with franchising, mainly through franchise clients in his previous business. “It was the perfect fit because he knew that world, while I was the boots on the ground with the stylists,” explains Rivera.

The duo worked together to open their first franchised location in nearby Castle Rock, Colorado. It marked the start of a growth trajectory that now encompasses over 400 franchises in four countries: the U.S., the U.K., the Republic of Ireland, and Sweden. Soon Canada will be added to that list as Rivera prepares to move into the Canadian market.

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LEADERSHIP PROFILE

Not only has Phenix Salon Suites become an established franchise brand, but Rivera has turned into somewhat of a cult figure in the salon industry. She’s launched her own product lines, including a hair colouring line called Colours by Gina; developed a booking app for salon professionals called Gina’s Platform; and published over 300 articles on business, beauty, and entrepreneurship. Additionally, Rivera just launched ‘Xoxo Gina’, a cutting-edge direct sales company in the beauty, health, and wellness industry that allows everyday people to open their own business from home with her help.

She’s also a professional motivational speaker and has built a sizeable following on social media—her Instagram account has 180,000 followers to date. She’s even appeared on the reality TV show Undercover Boss. “I didn’t want to do it and went in kicking and screaming, but it ended up being a blessing. It put our name on the map,” Rivera says.

Yet despite all the fame and glory, Rivera still gets the deepest gratification out of the core motivation that led her to start Phenix Salon Suites in the first place: giving lifestyle professionals the autonomy to run their own business, in their own customized space. “We now have over 17,000 lifestyle professionals that work under our brand that have their own business,” she says. “I’ve seen how it’s changed the lives of lifestyle professionals, and I’m so proud to help them be able to open their own business. It’s been so rewarding.”

Eyes on Canada The company is now actively looking for franchisees in Canada. Salon industry experience isn’t required, but a “people-first” mindset is, as well as some familiarity with real estate management. “I would say that most of our franchisees have zero background in the salon industry,”

says Rivera. “We look for strong operators that value relationships and have some understanding of real estate and operations. What’s most important is just being passionate about supporting independent professionals in their communities.”

Given the nature of the business model, Phenix franchisees are most heavily involved when a location first opens. But once it’s developed and the suites are leased, the workload eases up. They also have the option of hiring a site manager to oversee the operation of the building. As a result, Phenix franchises can be operated as a semi-absentee business model. “This enables operators to keep a day-to-day job if they want,” says Rivera.

The move into Canada is all part of Rivera’s continued effort to build the Phenix Salon Suites brand into a global player. Yet despite its large size, Rivera gets as much joy out of her work today as she did when she was just a little girl sweeping the floor at her parents’ salon. It’s because of the positive, transformative nature of the salon industry, she says, that it is so gratifying. It’s the very definition of a feel-good business, and it’s given Rivera the opportunity to transform the lives of both the franchisees and the salon professionals that rent their space.

“I saw how my parents could make people feel just by changing their hair. Customers would walk in one person and leave a different person, and I really loved that part of it,” says Rivera. “I just love making people feel good.”

Learn more at LookforaFranchise.ca

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A DAY IN THE LIFE

No Home Left Un-Cared For

Valerie and Steve Fraser are working together to strengthen their franchise and the A Buyer’s Choice Home Inspections system as a whole

BY ALYA SOMAR

Becoming a homeowner is a milestone that many Canadians look forward to.

With that accomplishment comes the task of finding trustworthy inspectors to examine their home before, during, and after they purchase. A Buyer’s Choice Home Inspections is a Canadian company dedicated to being there for realtors and homeowners throughout every step of their property ownership journey.

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

A DAY IN THE LIFE

Steve and Valerie Fraser’s A Buyers Choice Home Inspections (ABCHI) franchise opened in 2018 and serves Medicine Hat, Alberta, Southwest Saskatchewan, and the surrounding areas. Together, they work to conduct home and commercial inspections for their customers and educate homeowners directly about the best care for their homes. They and their team of subfranchisee inspectors work closely with their realtor partners and homeowners to ensure their inspections are both thorough and educational, as well as delivered with exceptional customer service.

Finding their fit The Frasers didn’t always work in the inspection space.

Before opening their franchise, Steve worked in the automotive industry on the finance side and Valerie worked in journalism and corporate communications. The couple also owned several of their own rental properties, which gave them an opening to the housing industry. Over the years, they upgraded their properties with renovations and grew their joint knowledge of property management.

Originally, Steve stepped into a lead role at their franchise while Valerie kept her previous job. Steve spent the last quarter of 2018 training for his home inspector certifications, and at the start of 2021 they were adding their first inspectors to the team as sub-franchisees. Eventually, in 2022, both Frasers felt it was best for Valerie to step in full time with their franchise and since doing so, their business has grown to new heights. Steve’s background experience with insurance, financing, and warranties would prove to be an asset in running their location, and Valerie’s ability to connect with others through her career experience would help their business expand over time.

“We said, ‘if we’re doing this, we’re doing it.’ So we got everything set up, I had the education portion in place,

ready to go. Effectively, the day that I finished the job that I was at, that was the day that all the books came in the mail and the education side of it became my full time job,” says Steve.

Working together Valerie and Steve’s day starts off with a five a.m. alarm and a cup of coffee. After handling their personal matters, they both find time to check in on their emails and plan out their busy days.

Valerie focuses a portion of her day on connecting with the leadership team and inspectors in business strategy sessions. With multiple strategy sessions a day, she maintains the pair’s close relationships with their team. Valerie’s background in communications also comes into play as she dedicates time to connecting with others on social media and LinkedIn, meeting the demands of current communications needs within the real estate industry.

The Frasers keep close bonds with their trusted realtors so they can collaborate on fulfilling the needs of their wide array of clients. Once a week, Valerie also takes part in a roundtable discussion on field franchise coaching with various franchisees across Canada and the U.S., where they can connect on their successes and challenges to support one another. Throughout all of this, Valerie is consistently crunching numbers and connecting with her leadership team. She’s intentional about keeping close contact with the various bodies of the ABCHI ecosystem, to be able to provide support for those that need it and gain insight on areas that she’s expanding on. This deep interpersonal connection has been a great help to their franchise, and they are happy they can now provide the same level of connection to incoming franchisees.

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A DAY IN THE LIFE

“ABCHI is not a place where you can buy in and just sit back and things will just happen,” says Valerie. “You need to be part of it. You need to constantly be moving, learning, and growing.”

Steve hits the road as soon as he can to do his own inspections and connect with his fellow inspectors.

When he’s on the road, he’s available for hands-free calls to assist his inspectors whenever they need him and juggle which inspectors will take on which clients. Steve and his team of sub-franchisee inspectors travel throughout Alberta and Saskatchewan to see multiple clients a day, including realtors and homeowners. They work closely with homeowners when needed to teach them about their homes, ensuring they feel confident in dealing with their maintenance needs.

Once Steve is done traveling for the day, he can be found back at the office cleaning up reports and tackling his end-of-day emails. During this time, he also stays up to date on the newest software and products available to keep their franchise on the cutting edge of innovation.

Whether it’s products to help their inspectors in the field or software to enhance their reports, Steve and Valerie both lead by example when it comes to maintaining the quality of their business.

Part of the team “One of the biggest inspirations for us is that it is very much a growth mindset within the entire organization.

Everyone’s constantly looking forward, everyone’s constantly doing more,” Steve shares.

The Frasers have seen firsthand through their regional owners how collaboration helps a business thrive. Cliff Campbell, Darci Campbell (Alberta, Saskatchewan, and Manitoba), and Rick Mayuk (Atlantic Canada, B.C., and Ontario) are the regional owners above the Frasers, and they have been supportive of their franchisees since day one.

Once their own location was up and running comfortably, Valerie and Steve knew they wanted to be more involved with the larger ABCHI community. When they attended the national ABCHI conference in 2023, they noticed that their regional owners had a high volume

of people seeking their expertise in growing their franchises. The Frasers saw this as an opportunity to expand their responsibilities within the company. They asked their regional owners if there was any way that they could help support their fellow franchisees while taking some of the burden off of the regional owners’ shoulders.

Valerie had undergone previous training in one-on-one coaching, so they mutually decided that her skillset could be used to coach franchisees within the company through the business strategy sessions, and she has been conducting them ever since.

Together, Valerie and Steve have also run the ABCHI “Bootcamp” for the last three years. The Bootcamp is an intensive online training program for new franchisees to learn all things ABCHI before opening their doors to clients. Through the joint collaboration of the Frasers and the regional owners, ABCHI teams across Canada continue to enrich each other’s businesses and propel each other forward to new success.

Looking into 2026 and beyond, Valerie and Steve hope to keep thriving, and want to support other franchisees as they do so. Their three-year growth plan contains many endeavours, including growing their sub-franchisee team of inspectors, creating more opportunities to support those same inspectors, and expanding the territories that they serve. The Frasers are passionate about educating homeowners, uplifting their team, and serving their communities as the industry continues to grow and change. Their drive and ambition are sure to power them through to a bright future.

“There’s no ceiling,” Valerie says. “Our leadership team has big goals, and I know they’re going to get there.

I don’t think you can reach for those big goals if you don’t have a solid foundation and our leadership team has built a solid foundation under us, so we feel safe to grow.”

Learn more at LookforaFranchise.ca

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ICONIC BRAND

Akber Dewki is one of the brand’s largest franchise owners.

50 YEARS FORWARD Iconic Canadian automotive franchise Mr. Lube + Tires celebrates its golden anniversary

A

BY SUZANNE BOWNESS

kber Dewji’s story is not only one of franchising success, but one of Canadian immigration success as well. Coming to Canada from Tanzania 40 years ago, he escaped the seismic upheaval in east Africa and arrived with just $60 in his pocket. At first, he struggled to land a job, but found his opportunity with Mr. Lube + Tires, starting out as a technician. Since then he’s worked his way up through many roles to become one of the brand’s largest franchise owners.

As a brand that started small and has grown to be a household name in Canada, Mr. Lube + Tires shares some parallels with one of its most successful franchisees as it looks back this year on 50 years. Started by father and son duo Arnold and Clifford Giese in Edmonton, Alberta in 1976, the brand began franchising in 1981 and has grown to more than 190 locations across Canada.

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ICONIC BRAND

Expanding at all levels While Dewji’s first store still hums along at Avenue Road and Eglinton in Toronto, his expansion has been further afield, including Richmond Hill, Thornhill, Scarborough, and even as far as Edmonton and Fort McMurray, Alberta.

As he grew from supervisor to manager to area manager, Dewji always had his eyes on ownership: “The moment I started to work with Mr. Lube + Tires, I realized that this is what I wanted to do for living. One day, I would like to become a franchisee.” He conveyed his interest to the franchisor, who helped him obtain his first store in 1996. By Dewji’s side is his wife Rozina, a co-owner of his operations who also handles the administrative aspects.

While his long experience with the company meant an easier ascent, Dewji says that the transition to owner is significant. “You are wearing different shoes as a franchisee. So those obligations become more now that you are not just a manager, but being given responsibility of protecting the brand,” he says. His approach from the start has been to build a good team. “I invest in my staff and build a team that can support me. That’s how I managed to grow so big,” he says.

When the Gieses first started Mr. Lube + Tires, they had a simple plan to offer fast stay-in-your-car oil changes with no hassle and no appointment needed. Right away their concept was a success. So, the duo went on to connect with other entrepreneurs and offer them opportunities to open their own stores through franchising.

Since then, the brand’s growth has been both geographic and in terms of services. Perhaps the most noticeable is the addition of “+ Tires” to the original Mr. Lube brand proposition, and today more than 50 per cent of revenue comes from services other than oil changes, not just tires but also light mechanical repairs.

According to CEO Pamela Lee, a major goal is to continue building those service offerings.

“Our value proposition is trust and convenience, and that can come across in many ways when it comes to automotive maintenance and automotive care. So, we’re looking at complementary services where we can make sure our customers continue to get that trusted and convenient vehicle maintenance they desire complete, that really is our North Star,” says Lee. Collaborative culture Yet another element that Lee says makes her brand unique is the fact that the 190 stores are operated by only 40 franchisees, and that the average employee stays for 12 years (one is celebrating 40 years). When franchise locations open up, 95 per cent are snatched up by existing franchisees, half of which are second generation.

“We’re a very close-knit culture,” Lee says.

This demand affords the franchise system the luxury of a rigorous selection process. They require franchisees to live in their communities and spend a lot of time on the training process. Much of that is done in-store, so an experienced owner like Dewji can be regularly called on by the franchise, something that keeps him connected with startup. He says it’s a challenge for a new franchise to handle how busy the business can get, especially during times like tire season when 15 or 20 cars may be lined up expecting service.

“Things can get overwhelming, since we are not just an oil change shop anymore,” he says, adding that he passes along the encouragement he received from the franchisor. “I [tell] them, ‘everything is going to be fine.’

That’s the kind of environment that the franchisor has created, which we had adopted.”

In addition to being customer-focused, Lee says that a common trait in successful franchisees is an openness to communication and feedback, plus respect for the brand. This is even more crucial given the new

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ICONIC BRAND

Pamela Lee, CEO

challenges facing both the franchise and the industry, including expansion from American competitors and shifting vehicle technology.

Keys to success Just as she is committed to their growth, Lee notes that the brand is highly dependent on motivated owners, who quickly become adept at productivity. “Franchisees have it down to a science. When we think about this customer service experience, we want to make sure our customers are in and out within a certain amount of time, like 20 minutes,” she says. From the store perspective, that means having enough labour in place and the right equipment.

“Seconds matter in this service delivery, but at the same time we don’t compromise trust, or quality,” she adds.

For multi-unit franchisees, Lee says that ownership depends on their goals. Some are looking for one store, some plan for many from the start, and others wish to grow more slowly. “We will always make sure that growth is commensurate with their capacity. We don’t want franchisees to feel overwhelmed,” she says. At the same time, as CEO, Lee aims to grow the business overall, something that’s become a hallmark of her own 20-year tenure

with the brand. From a previous average of opening five stores annually, she’s increased growth to a rate of 18 to 20 stores annually. In the past three years, the brand has grown over 27 per cent in the number of locations.

Lee, who calls being CEO “the best job I’ve ever had,” is focused on continued growth. So is Dewji, who plans to open a handful of new locations this year and has welcomed his two daughters into the operation. His enthusiasm for this iconic brand has been noted by many over the years, including the brand’s first CEO, who, Dewji shares, once said that if “Mr. Lube were a cereal, Akber would eat it for breakfast.”

For both Dewji on the ground and Lee overseeing the brand’s future, reaching 50 years is cause for celebration.

The whole team will come together for a franchise convention in Barcelona, Spain in 2026.

Learn more at LookforaFranchise.ca

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GIVING BACK

Food With Thought

KFC Canada’s food donation program is reducing food waste and feeding local communities

BY ALYSSA THULMANN

F

ood is an integral part of human life, fulfilling a biological need and providing a source of pleasure. Food is at the heart of relationships, cultures, and experiences around the world, whether it’s gathering with loved ones over the dinner table or quickly fueling the body for the day ahead.

Kentucky Fried Chicken, now known as KFC (or PFK in Quebec), began in 1930 with a roadside stand where the founder, Colonel Harland Sanders, fed hungry travelers. By 1940 he had perfected the 11-herbs-and-spices recipe that KFC is known for, and in 1952 the first franchise opened near Salt Lake City, Utah. Today the brand is an international franchise system with local owners serving the famous fried chicken across Canada. Part of this business is also about giving back to the communities that support them.

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GIVING BACK

“Giving back is part of KFC Canada’s DNA,” says Carly Cohen, chief legal officer for KFC Canada, who notes that the famous Colonel himself “had a legacy of philanthropy, including in Canada where he lived for the latter part of his life.” While living in Canada, Colonel Sanders created a charity named the Colonel Harland Sanders Charitable Organization and donated to children’s hospitals in Ontario. Mississauga Hospital even named a women’s and children’s care wing after him.

In 2025, KFC Canada “scaled that commitment [to giving back] in a big way.”

Showing up for people Food insecurity in Canada is an increasing concern.

Statistics Canada reported that in 2021 12.9 per cent of Canadians were food insecure, and in 2022 that number went up to 16.9 per cent. In 2023 Statistics Canada found that approximately 10 million people living in the ten provinces reported experiencing a form of food insecurity, an increase of nearly 1.3 million people from the previous year.

Cohen shares that “while KFC restaurants have been donating surplus food locally since 2016, the brand officially re-launched its food donation efforts at a national level in 2025, alongside a new partnership with Second Harvest, Canada’s largest food rescue organization.”

Through Second Harvest’s app, restaurants can schedule or request on-demand pickup of surplus food for drivers to then deliver to local charities as donations. Since its start in 1985, Second Harvest has been working actively to not only reduce food waste, but to ensure it ends up on local plates. KFC restaurants Canada-wide can now participate in this initiative and provide protein-rich chicken products to community organizations in need.

“This partnership allows KFC to do what it does best: deliver protein at scale to a diverse and dispersed

Canadian community,” says Cohen. “Protein is one of the hardest items for food charities to source. KFC’s footprint across Canada gives it a meaningful ability to make a difference and to get its Finger Lickin’ Good chicken out.”

In 2025 alone, KFC Canada and its franchisees supported more than 500 local charities and nonprofits, “helping ensure good food reaches people who need it most—while keeping it out of landfills,” Cohen says. In that same year they provided Canadians with 468,910 meals, rescued 151,327 pounds of chicken, saved 482 million litres of water, and averted almost 3 million pounds of greenhouse gases.

The brand’s charitable initiatives and fundraising programs are “rooted in generosity and showing up for people when it matters most,” says Cohen; they’re a modern extension of the principles fostered by KFC’s founder.

“Colonel Harland Sanders wasn’t just a brand icon, he was a real person who lived in Mississauga and believed deeply in giving back. His personal philanthropy and commitment to community continue to inspire KFC Canada’s approach today.”

KFC in Canada Though KFC’s story began in the U.S. state of Kentucky, the brand expanded into Canada more than 70 years ago.

In fact, Colonel Sanders himself moved to Mississauga, Ontario in 1965 to support his Canadian franchisees. He continued to live in his Mississauga home for the rest of his life, continuously supporting the community with philanthropic work.

“While addressing food insecurity remains the brand’s primary national focus, franchisees also support a wide range of local causes reflecting the unique needs of their communities while staying connected to the broader national mission,” Cohen says.

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GIVING BACK

In Canada today there are more than 650 KFC franchises dishing out 100 per cent Canadian farm-raised chicken and fries made from Canadian potatoes. Furthermore, each of these franchises are owned and operated

by Canadian franchisees serving and creating jobs for people in their local areas.

The franchisee network has been especially energized by the national reach of the food donation program. The brand has even seen increased participation from Quebec and remote Canadian communities that have been more challenging to support in the past. “KFC franchisees have always been deeply passionate about serving the communities they operate in, so their response has been strong and enthusiastic. Many were already finding ways to give back locally, and the national re-launch has given them a program that finally matches that ambition in both scale and impact,” explains Cohen.

2025 also introduced KFC’s first national fundraising campaign, giving customers the opportunity to donate at each point of the payment process in restaurants, at kiosks, and online through the website or app. As of 2026 this initiative is still live, so customers can easily donate directly to these causes themselves.

“The focus is on making the impact visible, tangible, and easy to understand for our customers,” says Cohen.

Through national storytelling moments, press outreach around impact milestones, and brand-owned channels, KFC is letting their customers know that supporting the brand means supporting food insecure Canadians.

Local, national, global “As part of the global Yum! Brands family, made up of KFC, Pizza Hut, and Taco Bell, KFC Canada is connected to a broad network of initiatives designed to feed people, build

skills, and create opportunities worldwide,” Cohen says.

The parent company, Yum!, also invests in education, entrepreneurship, and community development through their Unlocking Opportunities initiative. This initiative works to reduce barriers and promote professional opportunities within the company itself and the markets they serve. An example of this is in KFC UK’s involvement with Hatch, an employment skills program in support of young people experiencing barriers to employment, a rising issue prevalent in those communities.

Additionally, shares Cohen, “KFC has historically contributed to international hunger relief efforts, including partnerships with the World Food Programme.” She explains that KFC’s work in combination with the other Yum! brands efforts “reflect a global commitment to ‘Feeding People’s Potential,’ ensuring that communities not only have access to food but also the tools to thrive.”

“All of this ladders back to KFC Canada’s strategic vision, ‘Done the Right Way,’ ensuring that as the brand grows, its community impact grows with it,” says Cohen.

“Done the Right Way means more than the chicken we serve, it’s about how we show up for our guests and our communities. Our food donation program is a reflection of that commitment. By helping provide high-quality, Canadian raised protein to Canadians who need it most, we’re making sure we’re not just serving iconic, Finger Lickin’ Good meals, but doing right by the communities that support us every day.”

Learn more at LookforaFranchise.ca

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SHOW ME THE MONEY

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

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

Heart to Home Meals

Having employed more than 10 million people since its inception in 1983, Express Employment Professionals is a staffing agency that specializes in connecting job seekers with client companies in professional matches. Express franchisees benefit from running a business that makes an impact in the community, fosters an agreeable work-life balance, and has low startup costs. The franchisor also offers day-to-day office assistance as well as ongoing training and support. With more than 700 franchise locations throughout North America, they’re looking for highly motivated individuals to join them in offering localized staffing solutions to communities across Canada.

Heart to Home Meals believes that life should get easier as you age. A senior services franchise brand that delivers nutritious, easy-to-prepare frozen meals directly to customers’ freezers, its meals are thoughtfully made to support the unique nutritional needs, tastes, and diets of seniors.

Heart to Home Meals has been serving Canadian seniors since 2007, building on the long-standing success of its UK sister company, Wiltshire Farm Foods. With more than 20 franchises across Canada and counting, investing in a Heart to Home Meals franchise provides handson guidance through setup, onboarding, and ongoing training, backed by full marketing and business support, enabling you to build community connections and serve the growing needs of Canada’s aging population.

Learn more at LookforaFranchise.ca

Floor Coverings International Floor Coverings International is a mobile retail floor coverings franchise that specializes in both soft and hard flooring products as well as window blinds. What makes this brand stand out in its industry is the mobile showroom, a van designed to stock and organize samples for an easy consultation process right in the customer’s home. In business since 1988 and franchising since 1989, Floor Coverings International has grown to more than 250 franchises across North America. Looking to join with a franchise of your own? The brand boasts an intensive two-year training and support program with loads of other resources to see franchisees succeed through every season of their business journey.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Oxford Learning Centres In 1984, Oxford Learning Centres opened their first location in London, Ontario. Since then, they’ve grown to more than 140 locations Canada-wide and have helped hundreds of thousands of children overcome learning struggles and earn better grades. For aspiring entrepreneurs interested in investing in an Oxford Learning franchise of their own, previous teaching experience isn’t a prerequisite. The brand offers unique cognitive learning programs, proprietary curricula, and comprehensive training to ensure their franchisees are supported and prepared. Oxford Learning also shares a myriad of resources for ongoing support, making it no surprise they’ve received Franchisees’ Choice Designation from the CFA Awards Program for eight consecutive years.

Learn more at LookforaFranchise.ca

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ASK A LEGAL EXPERT What do the Competition Act Amendments mean for franchise systems and exclusivity?

FOR PARTICIPANTS IN FRANCHISE SYSTEMS, exclusivity is fundamental. When a franchisee commits to a location, signs a long-term lease, and invests significant capital into building out a business, there’s an expectation of meaningful protection from nearby competition.

Franchisors likewise rely on exclusivity and location controls to manage system growth, maintain brand integrity, and support franchise-wide performance.

In practice, exclusivity is reflected in franchise agreements that restrict where franchisees may operate, as well as in commercial leases or site approval provisions that limit competing uses or proximity to certain brands or formats. For many years, these arrangements were treated as standard commercial practice and rarely examined through a competition law lens.

Recent amendments to the Competition Act have changed how property controls are evaluated under Canadian competition law. While enforcement activity has focused on large retailers and grocery chains, the implications extend to franchise systems that rely on exclusivity when making business decisions.1 Why exclusivity clauses are under renewed scrutiny The Competition Bureau (the “Bureau”) has indicated that property controls used by businesses with market power are now more vulnerable to challenge, particularly where they insulate a business from competition or make market entry more difficult for rivals.

Under the amended framework, it’s now easier for the Bureau to challenge exclusivity arrangements. Previously, enforcement generally required proof that a business both intended to restrict competition and actually lessened competition. The amendments allow the Bureau to intervene where either element is present.2 As a result, Competition Bureau Canada, “Competition Bureau advances investigations into Sobeys and Loblaw’s use of property controls” (June 11, 2024), Government of Canada, online: <Competition Bureau advances investigations into Sobeys and Loblaw’s use of property controls - Canada.ca>; Competition Bureau Canada, “Competition Bureau takes action to protect competition in the grocery industry in an Alberta community” (January 16, 2025), Government of Canada, online: <Competition Bureau takes action to protect competition in the grocery industry in an Alberta community - Canada.ca>.

1

Competition Act, RSC 1985, c C-34, ss 78 and 79 [Competition Act]; Abuse of Dominance provisions.

2

Competition Bureau Canada, “Competitor property controls and the Competition Act” (June 4, 2025), Government of Canada, online: https://competition-bureau.canada.ca/en/how-wefoster-competition/education-and-outreach/publications/ competitor-property-controls-and-competition-act 3

exclusivity provisions that may have avoided scrutiny in the past could now attract regulatory attention and potential penalties.

How exclusivity operates in franchise systems Exclusivity provisions in franchise systems are often embedded across multiple layers of contractual arrangements, which means the amendments may affect more than one relationship at a time.

Many franchisors enter into a lease with the landlord under a head lease and sublease the premises to the franchisee. This structure gives the franchisor control over the location and may allow it to negotiate exclusivity protections directly with the landlord. For instance, large grocery chains often serve as anchor tenants. Because they lease substantial space, commit to lengthy terms, and bring strong brand recognition, they frequently have the leverage to require exclusivity protections as part of their lease arrangements.

In other systems, franchisees lease directly from landlords but are required to enter into lease riders in favour of the franchisor. These riders protect the franchisor’s interests in the location and may grant rights tied to the premises, including exclusivity from competing concepts.

Even where franchisors are not party to the lease, they typically retain approval rights over location, proximity to other concepts, and surrounding uses. Franchise agreements also commonly assign geographic territories within which franchisees may operate or receive exclusivity from others in the same system.

What the Competition Bureau is focused on The Bureau has indicated that property controls will be justified only in limited circumstances. Justification is Competition Bureau Canada, “Canada Needs More Grocery Competition, Competition Bureau Retail Grocery Market Study Report” (June 27, 2023), Government of Canada, page 29, online: <CB-Retail-Grocery-Market-Study-Report-EN-2023-06-23.pdf> 4

Competition Bureau Canada, “Competition Bureau advances investigations into Sobeys and Loblaw’s use of property controls” (June 11, 2024), Government of Canada, online: <Competition Bureau advances investigations into Sobeys and Loblaw’s use of property controls - Canada.ca> 5

Competition Bureau Canada, “Competition Bureau takes action to protect competition in the grocery industry in an Alberta community” (January 16, 2025), Government of Canada, online: <Competition Bureau takes action to protect competition in the grocery industry in an Alberta community - Canada.ca>.

6

7

With assistance from Articling Student, Makaila Kelly

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

ASK A LEGAL EXPERT most likely where a restriction serves a clear pro competitive purpose, such as supporting market entry or encouraging investment.3 In assessing justification, the Bureau considers whether a control is necessary to induce entry or investment, whether less restrictive alternatives exist, and whether its scope can be reduced in duration, geographic reach, or product coverage. Recent grocery sector enforcement illustrates this approach, with the Bureau examining whether property controls limited how real estate could be used or made it more difficult for competitors to open new stores.4 5 6 While the absence of a valid justification does not automatically amount to a breach of the Act, businesses are encouraged to remove or narrow property controls that can’t be meaningfully defended.

What this means for franchise systems For prospective franchisees, the amendments introduce additional risk. Exclusivity provisions relied on when evaluating a location and committing capital could be challenged or deemed unenforceable. Lease or franchise agreement provisions may also expose franchisees to regulatory risk, including indemnities shifting liability to the tenant.

The absence of settled case law adds to this uncertainty. Franchisors are navigating how exclusivity mechanisms will be assessed under the amended framework, and that uncertainty flows directly to franchisees making investment decisions. Both franchisors and franchisees

should approach exclusivity with the understanding that system level restrictions may be reassessed, and that agreements should be structured to avoid leaving individual franchisees bearing the consequences of broader system practices.

Paola Ramirez Partner McMillan LLP

Talya Shulman Associate McMillan LLP

Hannah Johnson7 Associate McMillan LLP

ASK A FRANCHISE EXPERT As a franchisee, how do I properly evaluate an emerging franchisor?

WHEN MOST PEOPLE THINK OF A FRANCHISE, they envision McDonald’s, Tim Horton’s, or Marriott. Brands with long, established histories. This history and brand equity is a major factor in why becoming a franchisee can be a smart investment.

However, brands need to start somewhere, and lacking an established history doesn’t mean a concept won’t develop into a strong franchise. Many of today’s most successful systems are less than 20 years old. Orangetheory Fitness started franchising in 2010, and by 2022 the

system had over 1,400 studios internationally. Firehouse Subs started franchising in 2005 and today has over 1,200 locations and recently sold for over one billion dollars.

With the right concept, franchise growth can be quick, particularly when satisfying a developing consumer market. Getting into a successful franchise on the “ground floor” can be extremely exciting and valuable, though carrying certain inherent risks. The phrase “emerging brand” typically refers to a brand in its first few years of franchising, with under 20 total locations.

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ASK A FRANCHISE EXPERT Advantages

Potential risks

Franchisor commitment Just like many new franchisees, an emerging franchisor has often invested their life savings into developing their business. Because of that, they’re motivated to make their system and franchisees successful. The success of early franchisees often dictates the fate of the entire brand, so emerging franchisors will do whatever they can to ensure the success of those early adopters. This initial group serves as both “proof of concept” and the most important franchisee recruitment tool, validating the system for future candidates.

Limited brand equity The brand you’re investing in has little existing brand equity or cultural awareness to leverage for success.

You’ll contribute to building brand equity through your own business, which may mean it takes longer to become established in your market and achieve expected revenue levels. New franchisees in new markets with emerging franchisors need patience for financial success.

Enhanced franchisee support Great franchise systems recognize that not every franchisee needs the same level of support. Well-run franchisors will often exceed the level of support provided for in franchise agreements, especially for that first batch of franchisees. This is particularly true for well-managed emerging franchisors where support often comes right from the founders. This direct interaction commonly creates a special relationship with initial franchisees throughout their time in the system, with an increased sense of ownership and greater influence in the brand’s growth.

Availability of markets By the nature of having just started their journey as a franchisor, emerging brands have more available markets than established brands with lots of locations. There may be greater opportunity to select specific territories that are more desirable, and multi-unit developers may acquire entire regions or larger geographic areas than in more established systems. As franchisors move into new territories, they often look to their earliest franchisees to develop those areas and provide them with more time than future franchisees may receive.

Funding challenges Without an established business record, obtaining proper funding can be harder. Lenders typically base decisions partly on how well existing franchisees have performed. While many lending sources are available, without a success record it can be difficult for some franchisees—particularly those with no prior business record—to obtain necessary funding directly from traditional lenders.

Franchisor inexperience While an emerging franchisor likely has significant experience in the specific industry in which the brand operates, they likely have little experience as a franchisor—specifically in effectively supporting franchisees and identifying paths to success. Make sure the management team can fully explain what they do to help their franchisee network succeed, and whether they’re relying on experts (like consultants or experienced mentors) to ensure they know how to be a successful franchisor.

Negotiability of the franchise agreement As they begin to offer franchises, emerging franchisors may be less averse to negotiating some terms of their franchise agreement simply because potential franchisees will see their offering as somewhat more risky than established brands. In modern franchising each candidate is considered individually, but care still needs to be taken with negotiated changes, as some will need to be disclosed in future FDDs (franchise disclosure documents) and often become the floor for future discussions.

Don’t expect every new franchisor to negotiate major terms, but don’t assume they won’t. In advising emerging franchisors, we counsel them to treat similarly situated franchisees similarly, which often means offering early franchisees various discounts and incentives to be the first to commit to the brand.

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

Andrew Seid, CFE Senior Consultant MSA Worldwide aseid@msaworldwide.com

FRANCHISE TUTORIAL

TUTORIAL 9: THE FUNDAMENTALS OF FRANCHISING

INTRO TO OPERATION MANUALS THE OPERATION MANUALS of a franchise system are the written documents that provide the franchisee with all the details to duplicate the business model. It’s the proven operating system defined in writing. Critical success factors are identified and communicated so that franchisees can consistently duplicate success.

Depending upon the maturity of the franchise, there may be one general manual or, more typically, the document extends over a series of different manuals. A manual for management may be separated from a manual for employees. A pre-opening manual will often outline how to find the right location and how to build the physical store with typical licensing requirements and build-out processes. An advertising or marketing manual will provide all details regarding the use of the trademarks and provide standardized advertising formats.

A good set of manuals will serve to reinforce the franchise agreement and those areas that require consistency and compliance in order to preserve the integrity of the brand. No matter where in the world, each franchise location should deliver a consistent product or service. At each location, there should be the same look and feel within the store. The food or service needs to be the same and provide the same experience to the customer.

It’s through this consistent duplication that a solid brand is established.

In the past, operation manuals were typically provided in hard copies to franchisees in a series of threering binders. Today, franchisors are increasingly making the manuals available electronically through a secure website. This allows updates to be done more easily, and the franchisor can monitor that the changes have been viewed and downloaded by franchisees. Franchisees can print off appropriate sections as needed.

Operation manuals will vary in details and to what degree they outline the business model, but strong franchise systems will leave nothing to chance. There’s an emphasis on price, value, quality, consistency, and customer service. Topics typically covered in operation manuals include: • Overview of the company, its mission statement, vision, and company values • Clarity on expectations and roles of the franchisee and the franchisor • Site selection and store build-out

• Operating standards and policies • Recipes or service procedures • Receiving and rotating stock • Opening and closing procedures • Detailed job descriptions • Hiring, training, and leading staff • Administration, accounting, and reporting requirements • Supplier contacts and purchasing procedures • Proper use of the trademarks • Local marketing initiatives and advertising templates All of these topics are important, and serve to provide franchisees with the details required to run a successful business. An established system and brand is the most common reason for purchasing a franchise. Rather than starting a business and going through the typical trial and error that’s experienced by an independent business owner, a franchisee can learn from others’ experiences by simply following the manuals, often saving thousands of dollars in the process.

With so much information to cover, operation manuals may be quite comprehensive. In a start-up franchise system, the manuals may be more general in nature. As time passes and the franchise develops into an established and mature system, the operation manuals will evolve and become more detailed in scope so as to leave nothing to chance or misinterpretation. A franchisor will often use the services of outside consultants to ensure that the manuals cover all aspects of the operation and are easily understood. The manuals become the reference materials during initial training and throughout the life of the franchise.

To simplify and make the document more userfriendly, forms and checklists often complement the materials to facilitate easy execution. Support materials such as operation software, employee policy and procedures, and training materials for employees all form part of the operation manuals and serve as a resource for how to use these tools.

In the franchise agreement, there’s typically a clause stating that the operation manuals form part of the franchisee’s obligations. The operating systems and standards outlined in the manuals must be complied with in order to protect the goodwill and reputation of the franchise system. Due to the proprietary nature of the

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FRANCHISE TUTORIAL operation manual’s contents, the franchise agreement will clearly state that the manuals are to be kept confidential and returned in the event that the franchise relationship comes to an end.

During operational visits, the franchisor will look for compliance with the operation manuals, and will make reference to the manuals where deviations exist. It becomes the standard reference for the entire operating system.

There may be occasions where deviations are found to be positive and actually enhance the operations. These changes are often integrated into the manuals.

Operations are typically always evolving, and therefore the existing operation manuals should be reviewed and updated annually to ensure that the manuals reflect current best practices and systems. Technology and

systems change over time. Service or product offerings change in order to meet the changing needs of the customer. Experienced franchisees of established franchise systems often serve on operation manuals committees or participate in focus groups to contribute and identify best practices or processes that work well and should be shared with other franchisees.

Brand awareness is driven by repetition and uniformity, and operation manuals provide the tools to establish a brand. Useful, readable documents provide a framework to standardize the operating system and are an essential part of any franchise system’s success.

They provide an objective standard against which to measure compliance and consistently duplicate the customer’s experience.

TUTORIAL 10: THE FUNDAMENTALS OF FRANCHISING

INTRO TO FRANCHISEE ADVISORY COUNCILS A FRANCHISEE ADVISORY COUNCIL (FAC) is a group of established franchisees who meet with company executives to discuss business issues that are of relevance to the majority of the franchisees. It’s a structured vehicle for constructive two-way communication between the franchisee and franchisor.

The FAC may operate under different names or formats, but is typically organized by the franchisor. A slight variation is a Franchisee Association. This is formed by the franchisees and is independent of the franchisor and may function similar to an FAC, but the franchisees set their own structure, policies, and agenda. They’re typically formed when there’s a system-wide crisis, major change, or event. In some franchise systems, there may even be an FAC and Franchisee Association both functioning at the same time.

The purpose of the FAC is to provide a formal channel of communication between the franchisees and franchisor about such issues as advertising, field support, operations, and changing market trends. It serves as a sounding board to the franchisor for the implementation of new programs before these programs go system-wide. The franchisor will solicit suggestions and ideas for improvements to the franchise system. It provides a forum for franchisees to voice their mutual issues and concerns. Through the FAC, franchisees can provide advice and input to influence company decisions. Ultimately, the final decisionmaking authority remains with the franchisor executives.

For the FAC to be effective, both franchisees and the franchisor are required to have an open-minded attitude, actively listen, and have a respect for different perspectives. The agenda must be focused on the interests of the overall system, and there must be a focus on finding solutions, setting action plans, and getting results. The FAC will establish policies and by-laws and have meeting agendas in place to keep discussions on track. Without this focus, the FAC can easily go off track and evolve into a session of complaints with no clear resolutions.

How franchisees are selected to participate in the FAC will vary between franchises. In some cases, the franchisor will appoint franchisees, while in other systems, there’s an election process where franchisees vote as to who will participate on the FAC. The franchisor will typically set some requirements for involvement, such as the franchisee must be in good standing under the terms of the franchise agreement, meet performance standards, and have been in the system a minimum of one or two years. Ideally the franchisees sitting on the FAC are positive, successful, and respected by other franchisees. They have the ability to set aside their own personal agendas to look at what’s best for the system as a whole. There’s also a real commitment of time. Not all franchisees can take the time required away from their business to participate in the council.

The number of franchisees sitting on the FAC will vary from five to 20 or more members, depending upon the overall size of the franchise system. There’s usually an

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

FRANCHISE TUTORIAL effort made to ensure that different geographical regions and size of operations are represented on the FAC. The term will vary from one to three years, with a staggering of the council members so as to have a balance between experienced and new members sitting on the council at any one time. Franchisors will often limit how many terms a franchisee may sit on the FAC to give more franchisees the opportunity to participate.

The FAC will meet formally two to four times a year, with informal phone calls and discussions between these meetings. They will meet at the head office, a resort, or conference centre. Sometimes the FAC meeting takes place around the annual convention. Travel, meeting room costs, and other business expenses are often covered by the franchisor, although in some systems such costs are paid entirely by the franchisees through the payment of FAC dues. It’s customary that FAC participants won’t be financially compensated for their time.

Most successful franchise systems today have an FAC. There are no hard and fast rules as to when an FAC should be formed, but the sooner an FAC is put in place, the better. With a smaller system, the FAC may be more informal, but it plays an integral part in forming the direction and policies of the franchise organization.

The FAC can be an important part of a franchise system. It permits constructive two-way communication between the franchisor and franchisees. A positive culture of mutual respect and working together is fostered when the franchisor and franchisees seek to evolve the brand for the benefit of the common good and system as a whole. Successful franchisors recognize that the franchisees have a valuable contribution to make, as they’re working the business model on the front lines everyday.

Through an effective FAC, franchisees feel empowered and have confidence that the franchisor is listening to their needs and perspectives.

STUDY QUESTIONS TUTORIAL 9

TUTORIAL 10

1. Operation manuals are: a) t he written documents that provide the franchisee with all the details to duplicate the business model. b) the proven operating system defined in writing. c) both a) and b).

1. A Franchise Advisory Council is: a) a not-for-profit organization that provides guidance and direction to small businesses in the process of becoming franchise systems. b) a group of established franchisees who meet with franchise system executives to discuss business issues that are of relevance to the majority of the system’s franchisees. c) a committee of the Canadian Franchise Association.

4. Operation manuals are typically not considered an obligation of the franchisor.

True or False? a) True b) False

3. A Franchise Advisory Council can be an important part of a franchise system. True or False? a) True b) False 4. Only top-performing franchisees are permitted to serve on Franchise Advisory Councils. True or False? a) True b) False

1) b 2) c 3) a 4) b

3. An operation manual cannot be changed or added to. True or False? a) True b) False

2. In order for the Franchise Advisory Council to be effective: a) f ranchisors cannot be permitted to attend meetings, as they may limit discussion among franchisees. b) a third-party representative must chair all discussions. c) both franchisees and franchisor are required to have an open-minded attitude, actively listen, and have a respect for different perspectives.

Answer Key:

2. A good set of operation manuals will: a) b e provided electronically through a secure website. b) provide suggested operation procedures that franchisees choose to use. c) serve to reinforce the franchise agreement and the areas of operation that require consistency and compliance to preserve the integrity of the brand.

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Answer Key:

1) c 2) c 3) b 4) b

MARKETPLACE

A&W offers the rare opportunity to partner one of Canada’s most successful QSR brands and experience the power of an enduring Canadian success story. We are Canada’s original burger chain with nearly 1100 restaurants and sales of over $1.5 billion. Single franchise opportunities are available with an unencumbered cash investment from $575K-$700K plus. We have a special interest in candidates that are “moveable” anywhere in Canada that would be interested in our opportunities in smaller towns.

Franchise units in Canada: 1,095 In business since: 1956 Franchising since: 1957 Franchise fee: $55K for 20 year term Start-up capital required: $575K-$700K+ Investment required: See description for cash requirements Training: 8 weeks initial and ongoing Available territories: All of Canada CFA member since: 1993 www.awfranchise.ca

As Canada’s leading sushi brand, Bento is built for franchisee success. We combine comprehensive training, operational excellence, and a proven support system designed to help you thrive. From day one, you’re backed by expert guidance, streamlined systems, and a team invested in your accomplishments.

Our commitment to quality ingredients, continuous innovation, and disciplined execution has made us the market leader and delivered meaningful results for our partners. Bento offers more than an opportunity. We provide a proven platform for sustainable, long-term growth. Come join our team.

Franchise units Canada: 338, US: 101 Franchise fee: $3K-$9K Investment required: $25K-$30K CFA member since: 2025 www.bentosushi.com

Boston Pizza International is proud to be Canada’s number one casual dining brand, serving communities from coast-to-coast since opening its first restaurant in Edmonton, Alberta in 1964.

Today, BPI operates in Canada, The United States and Mexico and has been recognized as a Platinum Member of Canada’s 50 Best Managed Companies and has been a Franchisees’ Choice Designation winner for eight consecutive years.

CEFA Early Learning, Canada’s leading premium early education franchise with 50+ schools nationwide, is expanding across Canada—specifically in Ontario, Alberta, Saskatchewan, and Manitoba. With 25+ years of proven success, CEFA offers franchise partners an opportunity to invest in a scalable business model backed by a trusted brand, a resilient operating framework, and comprehensive support for long-term growth.

Boston Pizza offers guests four distinct experiences under one roof – a family-friendly casual dining restaurant and an energetic sports bar, cozy, full-service patios and a sophisticated Take-Out & Delivery platform. While we’re famous for our gourmet pizzas made with our signature Hand-pressed dough, our extensive menu satisfies every appetite with mouth-watering pasta dishes, and a wide variety of salads, entrées and desserts! The casual atmosphere makes Boston Pizza as fun for families as it is for solodining, teams and groups of all ages.

If you’re passionate about children’s education and development, this is your chance to invest in the rapidly growing childcare market and create a meaningful impact in your community.

With $1 billion in annual system-wide sales, Boston Pizza has more locations, serving more guests annually than any other casual dining concept in Canada. Each year, more than 40 million guests are served across more than 375 Canadian locations.

Contact us today to learn how you can become a part of Canada’s #1 Casual Dining Brand!

Investment Details: • Franchise Fee: $70,000 • Initial Investment: $2.5M–$3M (total estimated investment)* • Liquid Cash Required (Startup Cost): $750K–$1M • Average School Size: 10,000–15,000 sq. ft.

• Royalty Rate: 6% • Marketing Fund: 2.5% *Final costs may vary based on location and specific site requirements.

Visit franchise.cefa.ca or email at franchising@cefa.ca to learn more about the CEFA franchise.

Bostonpizzafranchise.com franchising@bostonpizza.com

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

MARKETPLACE

DKI Canada is a leader in sustainable property restoration solutions, providing services to insurance, commercial and residential clients from coast to coast. Our Members are available 24 hours a day, 365 days a year to provide emergency loss mitigation and restoration services, including fire and water damage, mould remediation, asbestos abatement, contents cleaning and complete property reconstruction.

DKI Canada actively contributes to creating a better future through environmental protection and social responsibility. We are committed to using environmentally sustainable cleaning products and mitigating risk in environmentally sustainable ways.

Franchise units in Canada: 79 Franchise fee: Based on territory size Investment required: Based on territory size In business since: 1992 CFA member since: 2021 www.dki.ca

“It’s Gonna Be Great” Great Clips is the world’s largest and fastest growing hair salon brand with nearly 4,500 salons throughout North America.

Our convenient, walk-in hair cutting salons are located in over 130 markets in the US and Canada. Great Clips salons are recession-resistant, have repeat customers and provide a multiunit opportunity for business owners looking for scalability. A manager-run model allows for flexibility in how you transition from corporate into business ownership. No haircare experience necessary!

Franchise fee: $25K (USD) Investment required: Net Worth $500K ($1M in select markets) Available territories: BC, SK, MB, ON, US Training : Yes Franchise units Canada: 163 US: 4,300 In business since : 1982 Franchising since: 1983 CFA member since: 2016 Find out more at franchise.greatclips.com.

Signage has never been more important. Right now, businesses are looking for new and better ways to compete. Industries are revamping to meet compliance standards. And advertisers are expanding their reach into new media, like digital signage and mobile websites. Join the franchise that’s leading the next generation of business communication. Now more than ever, businesses look to FASTSIGNS® for innovative ways to connect with customers in a highly competitive marketplace. Our high standards for quality and customer service have made FASTSIGNS the most recognized brand in the industry, driving significantly more traffic to the web than any other sign company.

We also lead in these important areas: • Entrepreneur – #1 in Category, 2025 • Franchise Business Review – Best in Category, 2018, FBR 50 Award 2006-2024 • CFA Franchisees’ Choice Designation 2013-2025 Mark L. Jameson, Chief Development Officer FASTSIGNS International Inc. 2542 Highlander Way, Carrollton, TX 75006 U.S. 214-346-5679 (office) mark.jameson@fastsigns.com www.fastsigns.com

Just Cuts is the largest hairdressing company in the southern hemisphere, and we’re coming to Canada! When you join the Just Cuts franchise network, you enjoy the benefits of running your own business combined with the backing of a globally recognized brand.

Based on a no-appointment, just-walk-in system, Just Cuts offers affordable style cuts for the whole family and performs over 100,000 weekly cuts in Australia, New Zealand, Taiwan, and the UK. The Just Cuts franchising family currently stands at over 230 businesses and employs over 3,500 stylists.

With over three decades of small business success in different global markets, the Just Cuts franchise model offers you a proven pathway to small business success. Our fixed price model just works—regardless of the economy, hair never stops growing, and high-quality haircuts at great prices positions our salons a cut above the rest.

You don’t need any hairdressing industry experience to own a successful Just Cuts salon, and over half of our franchise owners own more than one.

Contact us today: David Mathie, Head of Franchising E: davidm@justcuts.com P: 905-267-3377 W: https://canada.justcuts.com/

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MARKETPLACE

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

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

With over 40 years of success, Nutters is a trusted retail brand in many communities already as the local destination for wellness and healthy living needs. Our stores offer a wide range of natural health and specialty products including premium vitamins, supplements, organic and gluten-free products, beauty, and pet care essentials. Our highly experienced team can provide location assistance, lease negotiations and thorough training that will help you hit the ground running. We are growing across Canada and seeking eager franchisees to join this growing industry and our strong team.

Franchise Fee: $40K Investment Required: $300K-$600K Initial training: 3-4 weeks In business since: 1982 www.nutters.com

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 140 locations across Canada.

Oxford Learning® celebrates multiple awards, including: · Elite Franchise Canada Top Ten Franchise Award · Franchisees’ Choice Designation, 8-Year Designee (2018 - 2025) · CFA Awards of Excellence Gold (2021); Silver (2022); Bronze (2025) · 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

Phenix Salon Suites is a highly successful property management franchise revolutionizing the salon suite industry! Our concept offers a rare opportunity at the intersection of real estate and the health, beauty and wellness industries. It’s a co-working space that features an in-demand, tenant-driven model and the ability to operate as a semi-absentee owner.

• Founded in 2007 • Over 425 locations worldwide • 83 international licenses sold • First US salon suites concept to launch in the UK • Largest international salon suites operator in Europe • 13 consecutive years on Entrepreneur’s Franchise 500 ® • Easy to operate, no salon experience necessary • 0-1 part-time employee per location Capitalize on the growing Lifestyle Professional economy and tap into the wellness and beauty industries through franchise ownership!

Franchise units in US: 425 Franchise fee: $52,500 Investment required: $721,000-$1,400,000 Initial training: Inquire In business since: 2007 CFA member since: 2022 https://phenixsalonsuitesfranchising.com/

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

MARKETPLACE

At Serious Coffee, coffee isn’t just a product, it’s a passion.

Since 1994 (founded in Duncan, BC), we have built a reputation based on quality, community, and consistency.

We’ve been operating since 2001 and have taken the time to ensure we’ve navigated any potential problems a franchisee might encounter.

Why Serious Coffee Is a Smart Franchise Investment.

Our concept has us creating professional window cleaners with a desire to do business well and works best as a home occupation.

We’ve refined our systems, from scheduling to ladder setups and more, for maximum efficiency. We’ve found we’re very competitive within the market, and busy! When most companies are booking 1.5 weeks out, we’re booking eight to nine.

Established Brand with Local Roots: A well-loved West Coast coffeehouse with 17 active locations and counting.

Territories Currently Available: 1 Turn Key opportunity on Vancouver Island and Multiple Opportunities available all across Canada! We are constantly growing.

Ethical, High-Quality Products: From organic, fair-trade, and Swiss-Water decaf beans to ethically sourced organic teas, Serious Coffee’s commitment to quality and sustainability resonates with today’s conscientious customers.

Full Support System: New franchisees gain access to training, proven operations, supply-chain benefits, marketing support and guidance in creating a welcoming, community-oriented café.

Reasonable Entry Range: Franchise investment starts around CAD $150,000–$400,000, depending on store size and build-out.

To learn more, don’t hesitate to reach out.

Franchise fee: $10K Franchise units in Canada: 1 Investment required: $35K-$65K In business since: 2001 CFA member since: 2019 www.wewashwindows.ca

Want to learn more or get started? Visit our franchise page: www.seriouscoffee.com/franchise/ to fill out the Franchise Application Package to begin.

ADVERTISERS’ INDEX A&W............................................................................................. Inside Back Cover www.awfranchise.ca

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

Bento. . ................................................................................................................................... 29 www.bentosushi.com/franchising

Nutters Everyday Naturals.................................................................... 12-13 franchise.nutters.com

Boston Pizza........................................................................................................... 14-15 www.bostonpizzafranchise.com

Oxford Learning....................................................................................................... 40 franchise.oxfordlearning.com

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

Phenix Salon Suites. . .................................................................................................. 9 https://phenixsalonsuitesfranchising.com/

DKI Canada..................................................................................................................... 19 www.dki.ca

Premier Printing........................................................................................................ 63 www.premier.ca

FASTSIGNS International Inc. .................................................................... 16 www.fastsigns.com

Serious Coffee ............................................................................................................ 25 www.seriouscoffee.com/franchise

Great Clips...................................................................... Outside Back Cover franchise.greatclips.com

We Wash Windows. . ................................................................................................ 18 www.wewashwindows.ca

Just Cuts ........................................................................................................................... 33 https://canada.justcuts.com/

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FRANCHISE ROUNDUP

Insights, ideas, and opportunities to keep on your radar FRANCHISING

BY THE NUMBERS

46%

Of Canadians say that starting a business is one of their goals for 2026, according to new research from Ownr, though 31% percent are unsure of where to start (if you fall in this category, don’t worry: start by checking out LookforaFranchise.ca!)

1.7%

Increase in Canada’s GDP in 2025, according to forecasts

$102.7 million

The amount allocated over two years by the Federal government to support Canadian workers and provide grants for eligible employers

8,200

Jobs added to the Canadian economy in December 2025, on top of the 181,000 new jobs created between September and November

2.4%

Uptick in inflation in December 2025 compared to the same period in the year before Source: RBC, Maclean’s, Prime Minister of Canada, CBC, CBC

CFA PRESIDENT AND CEO, SHERRY MCNEIL, NAMED A 2026 FRANCHISE THOUGHT LEADERSHIP AWARD WINNER! We are proud to announce that the CFA’s president and CEO, Sherry McNeil, CFE, has been named a 2026 Thought Leadership Award winner by Social Geek. This award celebrates the leaders moving the franchising industry forward with inspiring action, dialogue, and ideas. Peer-nominated and independently judged, this recognition highlights Sherry’s and the CFA’s efforts and impacts in the franchising community.

CONGRATULATIONS TO ALL CFA MEMBERS FEATURED IN THE EF100 AWARDS We want to extend a congratulations to the CFA members who placed on the Elite Franchise Top 100 Canada rankings, showing off their high standard of excellence and franchising success! CFA members make up eight of the top 10 highest ranking brands on the list, and many more members can be found among the winners. We’d like to shoutout the members of the CFA community for their hard work and leadership promoting excellence in franchising.

To learn more about our member brands and the opportunities they have to offer, visit LookforaFranchise.ca.

IN THE NEXT ISSUE May/June 2026 – the Find Your Franchise Fit Issue The May/June edition of Franchise Canada is all about helping you discover the business model that’s right for you!

This special “Find Your Franchise Fit” issue will serve as a comprehensive resource guide, showcasing the full spectrum of franchised business models, from owner-operator models to multiunit ownership. Packed with expert tips and stories from successful franchisees, it’s the perfect resource to help you find your next big investment.

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

ADVERTORIAL

The #1 Tool Brand in the World Snap-on Tools has a proven franchise model and 100+ years of serving makers and fixers all over the globe

S

nap-on Tools has been named Entrepreneur’s top tool franchise for over 10 years, has been recognized by Franchise Business Review as a Recession-Proof Franchise, and is a member of the elite Franchise Business Review Hall of Fame. Snap-on Tools, as the leading innovator, manufacturer, and marketer of high-end tools and equipment for professionals, powered through the health and economic challenges of the pandemic and continued to serve its loyal customers, as it has throughout its 100+ years of existence.

Essential to the Essential Snap-on’s commitment to what it calls “Essential to the Essential” is a phrase that hits right at the core of what Snap-on Tools is all about, according to Tom Kasbohm, director of franchising. “Snap-on has a legacy as an innovative manufacturer and productivity solutions provider that services technicians in the bays where critical work is done,” he said.

“Snap-on is an iconic brand well recognized by the makers and fixers that keep our nation moving forward.”

During the upheavals of the past few years, we all became more

familiar with the term “essential workers.” Snap-on played an important role in supporting essential workers in countless ways to keep the transportation infrastructure running—for deliveries of critical goods and services, the operation and maintenance of emergency vehicles, and helping ensure health care and other essential workers had reliable transportation to get to and from their homes and places of business.

“Snap-on Tools franchise owners demonstrated to the entire world they could find a way to serve their customers, even in the midst of one of

For more information, visit SnaponFranchise.com

Are you franchising in Canada?

Join Canada’s largest franchise community and we’ll grow your business together!

Credibility

Brand Awareness

Education

Networking

Advocacy

Discover all the benefits of CFA membership!

Contact Ozit Bittner at obittner@cfa.ca Learn more at www.cfa.ca/membership

Resources

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800.947.1143 franchise.greatclips.com