LEARN MORE ON PAGE 12-13
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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
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Opportunity to scale with multi-store ownership
•
Use streamlined POS, payroll & inventory tools
•
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
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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
22
37
26
41
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
62
GIVING BACK Food With Thought KFC Canada's food donation program is reducing food waste and feeding local communities
65
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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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. Publications Mail Agreement No. 41043018
LAW FIRMS:
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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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.”
28 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online
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.”
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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.”
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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.”
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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.”
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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.”
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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.”
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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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