With more than 100 locations globally, Canadian-born Tommy Gun's Original Barbershop is growing fast
Becoming a CEFA Franchise Partner was the best decision I've made. The support has been outstanding
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.
Proven Success: 95% average enrollment across all schools.
Established Model: $2.3M+ average annual unit volume (AUV).
System Growth
Established Presence: 40+ schools operating. 20+ under development.
Growing Market: reaching $9.1B in Canada by 2026.
From selecting prime locations to comprehensive training and ongoing marketing assistance, we equip you with everything you need to thrive.
41
Self-Care Systems
the best franchise business opportunities available now
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Four franchise brands bringing the power of holistic living to Canadians
20
The Perfect Balance
Discover four brands that offer franchisees the opportunity to pursue business ownership with flexibility and a healthy work-life balance
25
New Players in a Growing Sector
Play, sweat, and unwind with these newly franchising brands making waves in the wellness space
36
Multi-Unit Marvels
For these franchisees, one location just wasn’t enough— meet three business owners embracing the responsibilities that come with multi-unit ownership
Making a House a Home Home and lawn care, renovation, and restoration services across Canada
49
Franchising Basics:
How Do I Buy a Franchise?
Inside a growing industry delivering innovation for eager customers 15
Franchise experts weigh in on what you need to know when taking the big step into business ownership
SPECIAL FRANCHISE FOCUS
29
Special Focus: Beauty and salon services
Gen X Success
How a MOLLY MAID franchisee turned her business into a balanced, successful life
LEADERSHIP PROFILE
Building Operations Success
A career full of restaurant experience led Jamie Weeks to the role of vice president and managing director of Wendy’s Restaurants of Canada
THE FIRST YEAR
The New Franchisee Feeling Former clients and current Massage Addict franchisees
Christina and Justin Dabu reflect on their first year as business owners in the wellness industry
A DAY IN THE LIFE
Fresh Success
Business owner Kam Dhanda fosters a community support system within his Subway franchise
ICONIC BRAND
The World’s Smartest Workout
Orangetheory’s tech-forward all-in-one workout program has captured the hearts and health of fitness fans across the globe
BACK
Supporting Clubs Across Communities
M&M Food Market celebrates five years and more than $450,000 raised with BGC Canada
Franchises for $150K-$250K
TUTORIAL
Tutorials 23 & 24
This issue: • Introduction to Dispute Resolution • Introduction to Termination, Transfers, and Assignments
BOARD CHAIR Ryan Picklyk*, A&W Food Services of Canada
PRESIDENT & CEO Sherry McNeil*, CFE, Canadian Franchise Association
1ST VICE CHAIR Todd Wylie*, Master Mechanic
PAST CHAIR David Druker*, The UPS Store Canada
SECRETARY & GENERAL COUNSEL
Darrell Jarvis*, Fasken Martineau DuMoulin LLP
TREASURER Lyn Little*, BDO Canada LLP
CHAIR, FRANCHISE SUPPORT SERVICES
Paul daSilva*, RBC
CHAIR, LEGAL & LEGISLATIVE COMMITTEE
Andraya Frith*, Osler, Hoskin & Harcourt LLP
DIRECTORS
Andrew Arminen, Metal Supermarkets
Jon Domanko, Restaurant Brands International
Chuck Farrell, Pizza Pizza
Dixie Ho, Mr. Lube + Tires
Arno Krug Jr., CEFA Early Learning
Scott McCannell, Foodtastic
Ken Otto**, Redberry Restaurants
Nathan Oxford, Jani-King Canada
John Prittie, Koala Insulation
Angela Rollins**, Great Clips
Fiona Styant, CFE, MOLLY MAID Canada
Cailin White, Boston Pizza
Thomas Wong, CFE, Kevito Group
*Executive Committee member **Franchisee Representative
The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year. Find out more about these companies at www.cfa.ca/sponsorship
PUBLISHER
Canadian Franchise Association (CFA)
SENIOR MANAGER, CONTENT & MARKETING Lauren Huneault
EDITOR Joelle Kidd
CONTENT PRODUCER Daniel McIntosh
EDITORIAL INTERN Alyssa Thulmann
GRAPHIC DESIGNER Andrea Lee
ADVERTISING SALES Stephanie Philbin
AD COORDINATOR Andrea Lee
CONTRIBUTING WRITERS
Georgie Binks, Suzanne Bowness, David Chilton Saggers, Hannah Foulger, Roma Ihnatowycz, Joelle Kidd, Gina Makkar, Daniel McIntosh, Alyssa Thulmann, Stefanie Ucci, Kym Wolfe
FOR ADVERTISING INFORMATION: Stephanie Philbin sphilbin@cfa.ca
TO SUBSCRIBE TO Franchise Canada visit www.FranchiseCanada.Online
We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or cfa.ca/ franchisecanada/franchise-questions.
LAW FIRMS:
SHOWCASED FRANCHISOR:
© 2025, Canadian Franchise Association. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher. Publications Mail Agreement No. 41043018 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.
s the saying goes, ‘health is wealth’—that’s true for everyday Canadians who want to live full, healthy lives, but more than ever it’s also true for the businesses that support those goals. The health and wellness sector is not slowing down; more and more consumers today are looking to keep active, relieve stress, take charge of their mental health, and otherwise find enrichment in their lives.
For our Health and Wellness issue, Franchise Canada explores the brands that are expanding the meaning of health to a holistic focus on feeling good. In our cover feature (page 15), find four businesses that do just that, helping Canadians be active, nourish themselves, relax, and get creative. On page 25, we also look to franchise systems in the wellness industry that are just starting their franchising journey in Canada.
As a prospective business owner, your health is also important. As you consider franchise opportunities and weigh what brand is the right fit for you, you may wonder about how to preserve a work-life balance as a business owner. To find out, we turned to franchisees from four different systems who have struck this balance for themselves (page 20) and got their top tips. And for more franchisee insight, turn to the multi-unit franchisee feature on page 36, which looks at three owners who run multiple franchise locations.
Even more franchisee success stories await in this issue! Turn to page 55 to read about MOLLY MAID franchisee Val Shijaku, whose two Ontario units were the perfect way to find success in a flexible industry while raising her three children. Our First Year article follows new franchisee couple Christina and Justin Dabu through the ups and downs of running a Massage Addict franchise (page 61), while we take a look at a Day in the Life of a Subway franchisee on page 64.
This issue we spotlight Orangetheory Fitness, another herald of health, in our Iconic Brand feature (page 67). Find out how this established brand brought its iconic orange storefront to every province in Canada. And in our Leadership Profile, we follow Jaime Weeks, the first woman to head up Wendy’s Canada, on her journey through the restaurant industry, from serving burgers herself to leading a quick service restaurant (QSR) empire (page 58).
As always, we spotlight Canadian-founded franchise systems in our Homegrown and Locally Owned feature
(page 52), including a family-run QSR business, a new eco-friendly spa, and a fast casual salad chain. And don’t forget to read about how M&M Food Market is investing in communities across this country through its charitable initiatives with BGC Canada in our Giving Back feature (page 70).
With all this inspiration, you may be feeling ready to take the leap into investing in your own franchise. If you don’t know where to turn, flip to page 49 for a step-by-step breakdown of what comes next, with notes from experts in the legal, financial, accounting, and consultancy sectors. Our Ask a Legal Expert section breaks down why you need a franchise lawyer (page 74), and on page 75, franchise consultant Mackenzie Allsop offers advice on how best to present yourself to potential franchisors.
As always, Franchise Canada and FranchiseCanada.Online are there along the way, with a wealth of resources to help you through the process of selecting and buying a franchised business. Browse the listings on LookforaFranchise.ca or the Franchise Canada directory for a full list of potential investments—and don’t forget to look for the CFA member logo! This logo signifies that a brand is a Canadian Franchise Association member, abides by the CFA’s code of ethics, and is deeply committed to excellence in franchising, which includes recognizing the importance of the franchiseefranchisor relationship.
It’s this relationship that we’ll be celebrating June 11, on the first-ever World Franchise Day, a new initiative of the World Franchise Council pioneered by the CFA. We invite you all to engage with your favourite franchise brands, support local franchisees, and highlight franchise small business owners on that day, using the hashtag #WorldFranchiseDay.
The health and wellness of a community is important— and it’s clear that Canadian franchising is thriving!
Sherry McNeil, CFE President & CEO, Canadian Franchise Association
The Canadian Franchise Association (CFA) is dedicated to encouraging and promoting excellence in franchising in Canada. Each member of the Association agrees to abide by the CFA Code of Ethics and to further the Association’s goals of encouraging and promoting ethical franchising in Canada. Each member of the Association agrees to comply with the spirit of this Code of Ethics in its general course of conduct and in carrying out its general policies, standards, and practices. The following are considered by the Association to be important elements of ethical franchising practices:
1. Franchise system and franchise support services members should fully comply with Federal and Provincial laws, and with the policies of the Canadian Franchise Association.
2. A franchisor should provide prospective franchisees with full and accurate written disclosure of all material facts and information pertaining to the matters required to be disclosed in advance to prospective franchisees about the franchise system a reasonable time [at least fourteen (14) days] prior to the franchisee executing any binding agreement relating to the award of the franchise.
3. All matters material to the franchise relationship should be contained in one or more written agreements, which should clearly set forth the terms of the relationship and the respective rights and obligations of the parties.
4. A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, personal qualities, and financial resources adequate to perform and fulfil the needs and requirements of the franchise. Franchise systems and franchise support services members of the Association should not discriminate based on race, colour, religion, national origin, disability, age, gender, or any other factors prohibited by law.
5. A franchisor should provide reasonable guidance, training, support, and supervision over the business activities of franchisees for the purposes of safeguarding the public interest and the ethical image of franchising, and of maintaining the integrity of the franchise system for the benefit of all parties having an interest in it.
6. Fairness should characterize all dealings between a franchisor and its franchisees. Where reasonably appropriate under the circumstances, a franchisor should give notice to its franchisees of any contractual
default and grant the franchisee reasonable opportunity to remedy the default.
7. A franchisor and its franchisees should make reasonable efforts to resolve complaints, grievances, and disputes with each other through fair and reasonable direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms.
8. A franchisor and a franchise support services member should encourage prospective franchisees to seek legal, financial, and business advice prior to signing the franchise agreement.
9. A franchisor should encourage prospective franchisees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise.
10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining, or participating in any franchisee association, or penalize a franchisee who does so.
11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.
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.
The Canadian Franchise Association (CFA) is dedicated to encouraging and promoting ethical franchising in Canada and requires all members to follow a strict Code of Ethics.
By choosing a CFA member franchise, you can rest assured that you’re choosing a qualified brand committed to excellence in franchising. CFA member brands believe in the importance of the franchisee-franchisor relationship as the ultimate marker of franchising success!
As you research franchise opportunities online, at tradeshows, and in the Franchise Canada directory ... Look for the Logo! The CFA member logo tells you that a brand is a part of the CFA community, has signed on to the Code of Ethics, and meets a high standard of excellence.
Interested in learning more? View the full Code of Ethics on page 8!
Canada’s largest specialty coffee retailer Second Cup Café celebrates 50 years of Canadian coffee culture
Second Cup Café, Canada’s premier specialty coffee retailer, commemorates its 50th anniversary this year. From modest beginnings in 1975 as a kiosk selling whole bean coffee, Second Cup has evolved into a beloved national brand deeply rooted in communities across the country.
Over the past five decades, Second Cup has remained dedicated to delivering exceptional coffee experiences, emphasizing quality, menu innovation and personalized service, as well as sustainability and community outreach.
“The Second Cup brand and its values are extremely precious in our eyes, but the key is the people behind the brand,” says Peter Mammas, founder and CEO of Foodtastic, parent company of Second Cup. “This milestone has been made possible by Canadian passion and talent, working hard to meet one of our most basic needs—a cozy place to enjoy good company and a good cup of coffee.”
Second Cup will celebrate the anniversary with promotions and events that pay homage to its rich history and its customers’ diverse tastes.
Pet Valu highlights the ‘Valu’ of playing with your pets with launch of ‘Playtime’ campaign Pet Valu, Canada’s leading specialty retailer of pet food and pet-related supplies, recently launched its “Playtime” campaign, reminding devoted pet lovers to take a “paws” and play with their pets. The fun-loving campaign features creative and valuable educational content, plus curated product recommendations so pet
parents can harness the benefits of pet playtime.
“Our lives are filled with digital distractions and it’s very easy to spend hours of time on screens every day,” says Idan Driman, vice president, marketing, at Pet Valu. “Interactive playtime with your pet is good for both of you as it can help improve physical health, lower stress, and strengthen your bond. With this new campaign we’re encouraging pet parents to unplug for a few minutes, pick up a pet toy, and have some fun with their pet.”
Over the length of the campaign, joyful dogs toting toys unexpectedly popped up on pet parents’ screens. Once they’d been interrupted, devoted pet lovers were directed to the Playtime landing page— petvalu.ca/playtime—where they can learn more about the mutual benefits of pet play as well as find play inspiration, expert tips, and toy recommendations. Educational content includes how to strengthen bonds, build trust, and enhance pet and pet parent well-being and mental stimulation through indoor play and outdoor adventures. Curated collections containing toys that encourage fun, interactive play are also featured. As always, Animal Care Experts in all of Pet Valu’s over 800 locations across Canada are ready to help provide playtime ideas and toy recommendations for however your pet likes to play.
“Pet play and pet toys aren’t just ‘nice to haves,’ they’re essential for supporting your pet’s health and happiness and they’re a key ingredient for a pet life well-lived. They’re also important for your own physical, mental, and emotional wellbeing,” says Driman. “Shared activities such as playing fetch, working
through a puzzle toy or dangling a wand toy will make both of you feel healthier and happier.”
Pet Valu will be popping up and reminding pet parents to play with their pet across owned and paid social channels, mobile gaming environments, TV, and Connected TV as well as in digital flyers, emails, and in stores.
Kumon Calgary centres partner to donate books to local children’s programs
A book drive organized by students and staff at the Kumon South Centre and Kumon Castleridge Centre collected and donated 492 books for the Children’s Cottage Society and Big Brothers Big Sisters of Calgary and Area.
Brothers Rico and Jason Au, who own the Kumon South Centre and Kumon Castleridge Centre respectively, encouraged their staff members, who are also students, to organize and plan the drives. They also tasked them with identifying community charities where the books could be donated.
“I’m so proud of my team for making this Book Drive such a success,” says Rico. “Two of my staff members immediately stepped up to take charge, handling everything from outreach to logistics. Thanks to their hard work, not only will Big Brothers Big Sisters and Children’s Cottage Society benefit from these donations, but some of the books will also go to local schools.”
The Children’s Cottage Society supports children and families in crisis through early intervention and prevention programs. Big Brothers Big Sisters of Calgary and Area empowers mentoring relationships, provides support to youth facing
adversity, and matches them with adult volunteers who can be positive role models.
“Big Brothers Big Sisters provides a strong support system for children who need guidance,” says Emma Michelson, an assistant at the Kumon South location who helped organize the drive. “Having benefited from a support system myself while growing up, I understand how important it is for children to have role models to look up to. Because of this, I felt passionate about giving back to an organization that fosters mentorship and support for young people.”
Kumon instructors and corporate staff in Canada, the U.S., and Mexico collect new and gently used books at their centres each year. As part of the international book drive, Instructors designate local organizations that provide resources to families—
such as children’s hospitals, local schools, literacy tutors, and library fundraising groups—to receive the books. Since 2022, instructors have collected and donated 57,268 books.
“Together, we’ve made a lasting impact, one book at a time,” says Danielle Sabbagh, Kumon’s communication and event specialist. “These books have been distributed far and wide across North America, supporting access to education and literacy for countless communities.”
Ricky’s restaurants open location in Yellowknife, Northwest Territories
One of Western Canada’s most popular family-style restaurant chains, Ricky’s All Day Grill, has opened a brand new location in Yellowknife, Northwest Territories, conveniently located in the heart of downtown at the Centre Square mall.
Leading this exciting new venture is franchisee Satwant Kaur, known as “Sweet,” alongside her two talented chefs. With four years of experience at Ricky’s, Sweet is thrilled to bring the brand to the Yellowknife community. “We’re excited to welcome everyone in Yellowknife with a warm smile and delicious breakfast, lunch, and dinner,” says Kaur.
Residents here will surely welcome Ricky’s All Day Grill to their community, where they can enjoy a delicious sit-down, made-to-order breakfast, lunch, or dinner with family and friends. Folks on the go can quickly grab their favourite meals for the road.
Ricky’s has been famous for quality breakfasts since 1962, and its delicious menu includes such great starts to the day as eggs benedict and signature Brekkie-Bowls. Lunches will become a neighbourhood favourite
with mouth-watering sandwiches, signature salads, and classics like their beer-battered Ocean Wise fish & chips. Ricky’s also serves fresh, never-frozen Alberta beef burgers, signature clubhouse sandwiches, hand-battered chicken tenders, and traditional pasta.
The new Ricky’s All Day Grill in Yellowknife is perfect for dining with family and friends. Plus, with fast express takeout, online ordering, and delivery services, guests can enjoy their favourite Ricky’s breakfast, lunch, or dinner in the comfort of their own homes.
JDI Cleaning Services makes U.S. debut with SparkleTeam acquisition
JDI Cleaning Limited Partnership (JDI) is excited to announce its acquisition of ST Franchising Systems, LLC (“SparkleTeam”). Sparkle -
Team’s founders and former owners, Arely Castellon and Henricus Cox, will continue to serve as advisors during the transition period and will remain as investors in SparkleTeam.
Established in 2003 and based in Boca Raton, Florida, SparkleTeam is a highly respected franchisor known for its commitment to environmentally friendly janitorial services, primarily serving the commercial and medical building sectors of South Florida. SparkleTeam boasts a robust network, servicing over 100 client sites across 23 franchisees.
JDI also owns JDI Cleaning Services (JDI Cleaning), a leading and expanding Canadian franchisor serving commercial, medical, and educational facilities across Canada.
JDI Cleaning services more than 2,000 client sites across over 170 franchisees in 14 Canadian regions. JDI Cleaning is led by Anita Elliott,
president, who has over 30 years of experience in the commercial cleaning franchise industry.
“The acquisition of SparkleTeam marks JDI’s entry into the United States, and we are beyond excited to be partnering with such a remarkable team,” says Elliott. “SparkleTeam is known for its fantastic culture and commitment to excellence, which will greatly enhance our network, making this partnership a pivotal step in broadening JDI’s reach across the continent. We are thrilled about the opportunities this brings to both of our teams and the enhanced support we will provide to our franchisees and their communities.”
JDI is a portfolio company of TrussPoint Equity Partners (TrussPoint).
Canadian founded brand
Low starting investment
Over 800 locations and growing
Full turn key operation
Industry-leading comprehensive training programs
Robust head office support
The UPS Store Canada offers more than the traditional model typically located in strip malls or on main streets. Most recently, we introduced a store-in-store model within Walmart locations in Canada. This new relationship places our brand in direct contact with millions of customers in conjunction with one of Canada’s leading retailers. A number of these non-traditional locations are now open in Ontario, Quebec, BC and Alberta.
The UPS Store Canada has an aggressive development plan related to this opportunity. This is a multicentre franchising program and represents a great business opportunity for those who are ready to do the work required of this type of investment.
BY GINA MAKKAR
Holistic practices nurture the mind, body, and spirit and foster lasting health and wellness. From mindful movement and balanced nutrition to natural therapies and emotional support, holistic health empowers us to live a more calm and vibrant life, and Canadian consumers are taking notice. These four franchise brands provide opportunities for self-care for their guests, and a way for passionate franchisees to spread wellness in their communities.
Canadian brand Chopped Leaf is redefining how people perceive healthy eating with nourishing meals made from fresh, quality ingredients. From signature salads, bowls, and wraps to refreshing “Chopped Water,” infused with a different delicious combination of fruits and veggies every day, the franchise promotes the philosophy of “feel good after you eat.”
With over 120 locations across Canada and the U.S., Chopped Leaf makes wellness both accessible and enjoyable. Its commitment to delivering greens without sacrificing flavour has set it apart in the quick-service restaurant (QSR) industry. “The idea is to change the perception that healthy food means sacrificing taste,” says executive vice president Genti Kongjika. Instead, Chopped Leaf aims to make greens “craveable,” by offering handcrafted dressings and signature flavour combinations.
To further support customers’ wellness journeys, Chopped Leaf launched a five-day customizable meal plan designed to help people eat well, save money, and meet their fitness goals. Each meal contains no more than 600 calories and is packed with protein.
Recognizing the importance of accessibility, Chopped Leaf strategically positions its restaurants near fitness centres and gyms, making it easier to enjoy a balanced meal after a workout. “When we select locations, proximity to a gym scores high in our evaluation,” says Kongjika. The brand has also expanded its presence in universities and colleges, and recent openings at McMaster University and Mohawk College have been a success.
For aspiring franchisees, the brand’s simple operational framework is designed to be easily replicated, making it ideal for owners seeking growth. “Ultimately,
it is easily scalable. Once you’ve mastered one unit, it’s easy to take the franchisee to the next level with the second, the third, and so forth.”
While restaurant experience isn’t required, Chopped Leaf seeks passionate individuals with an entrepreneurial spirit. Many current franchisees began as loyal customers. “We are people-driven,” says Kongjika, adding that one of the brand’s core objectives is to support the growth and journey of each franchisee.
Kongjika’s advice to investors? “Try the food first. If you love it, you’re already on the right track. Know what you want and what you don’t want. If you want to be a hands-on operator and be a part of a franchise system with access to proven processes, and you’re ready to roll up your sleeves and get into it, this could be the opportunity for you.”
Learn more at LookforaFranchise.ca
For those craving an experience through connection, Crock A Doodle offers a space to create and make memories through pottery painting.
The concept encourages patrons to embrace creativity, regardless of artistic skill, and president Annette Brennan says pottery painting offers many incredible therapeutic benefits. “Anything in the artistic playground is naturally good for mental health if we can get out of our heads and into our hands and play.” Customers often describe the experience as relaxing and therapeutic. “Being together with family, date nights, and friend nights, we have the space and the concept to facilitate memory making. It’s healthy to give people a place to unwind, create, and connect,” says Brennan. “It’s just good for your being.”
With a robust support system, comprehensive training, and a proven track record of year-over-year growth, Crock A Doodle franchisees have the tools they need to thrive. The brand’s success is also driven by enthusiastic franchisees seeking to build community connections and make their location a hub for creative fun. Recently, the brand has expanded to serve schools, long-term care facilities, and even corporate clients. Brennan says organizations are recognizing the importance of mental
health in the workplace, and pottery painting provides a fun, accessible way for teams to unwind and connect. “Bringing our concept to groups of every kind has been meaningful to see. It’s not about ability; it’s about the joy of participating.”
She says the path to ownership starts with introspection and understanding the model. “You have to be clear on what you are looking for. We want vested owners. We want them to be present, and we want their energy and enthusiasm. We want eyes wide open and all-in commitment to deliver on our promise.”
The brand often attracts candidates who want to invest in themselves for a different kind of ‘why.’ “They want to make meaning and add value. It’s no longer just about money. They are willing to risk a steady paycheck to build something more real. I think that’s the real mental health and wellness. Knowing what is no longer serving you and being able to take a step in a brighter direction.”
Learn more at
Founded in 2011, Oxygen Yoga & Fitness (OYF) provides franchisees and members the opportunity to experience holistic well-being through yoga, fitness, and community. When founder Jen Hamilton first experienced the power of infrared yoga, she realized the potential of combining fitness and yoga in an inclusive, welcoming space. Her passion soon became her purpose. “I fell in love with the infrared. I thought, ‘This is amazing.’” She acquired a small studio and quickly expanded its offerings.
Hamilton’s passion for personal growth and community connection is at the heart of the brand’s mission. “Our mission statement is, ‘I love my life.’ I love my life. I love myself enough to give myself one hour to take care of myself, to channel my energy in a positive way, in a community within the studio with like-minded people who want to create positivity and health and wellness for themselves.”
A core feature of the brand is the use of far infrared heat, which provides gentle, therapeutic warmth that promotes detoxification, improves circulation, and supports muscle recovery, Hamilton says. “The constant flushing and detoxifying are essential for overall health,” she adds.
Beyond the physical, OYF programs foster mental health benefits, from reduced stress to improved clarity. A sense of belonging is just as important as the workout.
A variety of class formats—from yoga and barre to highenergy fitness sessions—cater to all fitness levels and preferences, and keep members engaged and committed to their wellness journeys.
For those seeking to invest, a key advantage of franchising with OYF is the comprehensive support system. From real estate selection and construction to operations and marketing, franchisees receive guidance every step of the way. “About 85 per cent of our franchisees were once members,” says COO Melissa Hanssens. “They come in, they feel it, they fall in love with it and come to us with this passion for what it has done for them.”
Hanssens’ advice to prospective franchisees is to trust and follow the systems. “If you have a passion for the industry, you don’t need to be an expert. We’ve done our trial and error. We are sharing our best practices with franchisees. We’ve seen what works. Our most successful franchisees put in the work, follow the system, and give it one hundred per cent. You are only going to get out of it what you put into it.”
Kristin Gale, founder and CEO of THE TEN SPOT
For those looking to feel their best inside and out, THE TEN SPOT® makes everyone feel like a 10, from clients to franchisees. “We exist to make everyone feel great and make our franchise partners feel like they are living their best version of life. I think that entrepreneurship is an amazing way to realize that,” says founder Kristen Gale.
The business offers several benefits for owners. First, it provides a balanced lifestyle with a predictable schedule. The supportive environment and largely female network are appealing to those transitioning from maledominated corporate settings. “There’s a collaboration and camaraderie that is really lovely,” says Gale. Another major benefit is the system’s comprehensive operational support. The brand maintains detailed, up-to-date protocols and policies for every aspect of the business, from marketing campaigns to customer service. “There’s nothing that you could do within the business that we don’t already have written down for you.”
Feeling primped and polished can have a surprising impact on overall wellness. Small acts of self-care, like getting a manicure or shaping brows, can significantly boost confidence and create a sense of fulfillment for customers. “Confident people do great things, and confident people live the best version of their life,” says Gale.
Prioritizing self-care benefits both the individual and the people around them. When people feel good about themselves, they tend to be more patient, kind, and engaged—positively influencing their personal and professional relationships, says Gale. “You have to put your oxygen mask on first,” she adds.
With 41 locations and a dozen more in progress, the brand has established a strong presence across Canada and is expanding into the U.S. Despite the growth, it remains committed to maintaining a personal touch. “We’re big for Canada, but we’re still small enough that our franchise partners can pick up the phone and talk to people at head office.”
Gale says successful franchisees are those who are excited to be in the system they purchased and can fully execute the protocols in place. “The key thing is to know yourself and whether you want to deliver the experience the brand has created. I think that’s when franchising works the best.”
Learn more at LookforaFranchise.ca
Discover four brands in a variety of industries that offer their franchisees the opportunity to pursue business ownership with flexibility and a healthy work-life balance
BY STEFANIE UCCI
Trish Petersen, owner of Beyond the Classroom Mississauga, found that the franchise business model was appealing because it provided a route to own a business with all of the details already fine-tuned, ready to lift and repeat. With an existing connection to the owner of the brand, Petersen established trust in the core of the business she was buying into. In short, it just felt right!
Beyond the Classroom was founded in 1991 and offers in-home and online tutoring for students in elementary and high school. Through one-on-one custom tutoring, students of all ages can develop the skills needed to achieve their academic goals and accelerate learning.
Petersen says that as a busy mom with teens who were heavily involved in sports and extracurricular activities, work-life balance was especially important when considering this franchise opportunity. “I wanted to be available for that part of my family life and needed the flexibility to do that. I also wanted the flexibility to work from anywhere, and this kind of business offers the opportunity to work remotely as we don’t have any brick-and-mortar assets. All operations are conducted
remotely which also offers cost benefits and efficiencies,” she adds.
And while her life changes over time, “there is always that need and desire to have work fit in with my day-today,” notes Petersen. “In that balance equation, my life can often come first rather than work. And it can switch when needed. That’s the beauty of work-life balance.”
Conversely, she emphasizes that being a solo business owner does introduce a double-edged sword: while you can define your flexible work schedule, there’s also a need to be available at all times.
“Work-life balance is a nebulous goal, often hard to achieve and even harder to sustain,” says Petersen. “Be prepared to put in the hard work when needed in order to be able to enjoy the opportunities to slow down when they present themselves.”
Learn more at LookforaFranchise.ca
As a previous customer of COBS Bread, franchisee Stacie MacNeil says she had always loved that all the bread is baked fresh in-house daily. This customer-turnedfranchisee is now one of the friendly faces who gets to provide freshly baked goods to her community in Lloydminster, Alberta.
It was quite a career shift for MacNeil, who transitioned into franchising after 21 years in the Canadian Armed Forces. “During my time in the military, I was missing birthdays, first days of school, awards presentations, and anniversaries,” she says, as a mother of two kids aged 13 and 15. Having a supportive stay-at-home husband made the decision to become a business owner even easier.
MacNeil, who owns COBS Bread Brentwood Commons, explains that she likes the flexibility that business ownership provides. “I can make my own schedule for most of my tasks and I can book my in-store hours around my family commitments. By being a business owner, I’ve been able to give my children their first job and I love being able to work with them and watch them grow.”
Prospective franchisees should note the uniquely flexible working hours of this particular business. MacNeil says she regularly works on a 2 a.m. baking shift, and finds that she prefers going into the store early, at 12 a.m. so that she can get daily productions done for the week with no distractions around. But for her, this just works! “I prefer this over completing them after my shift ends, so I’m able to go home and rest before the kids get home from school, and then I can enjoy eating dinner with my family.”
MacNeil encourages anyone considering the franchising route to do so because it offers abundant flexibility if you’re able to get the right team in place. “I’ve found that if you treat the people who work for you with compassion and empathy, then they’re more willing to work with you to achieve the best possible work-life balance for both them and yourself.”
Learn more at LookforaFranchise.ca
Life partners and franchise partners Daniel and Carman Capostagno own Fibrenew Oakville-Burlington in Ontario. They both had a desire to work for themselves and become entrepreneurs—and they’re one of many couples who found that franchising was the best route to make that dream come true.
Fibrenew is the home of “Experts in Leather, Plastic & Vinyl Restoration” according to the brand’s tagline, and there are more than 300 locations across North America and beyond. Fibrenew offers services to restore items including furniture, automotive, medical, commercial, marine, aviation, and more.
As a trusted brand since 1987, the name was familiar to Daniel, who previously worked for a friend’s father that owned a Fibrenew franchise 30 years ago. “Fibrenew has a proven business model that has worked for decades and it has an excellent reputation,” explain the Capostagnos. It’s a business model that allows the couple to take control of their daily schedule while still building a solid financial future. “One of the benefits of this franchise is
flexible scheduling. We can set our own working hours and have the ability to work on projects at home in our own workspace,” they note.
While the business does require the pair’s full attention—as does any large or small business—they say that they have more control of their time and can prioritize daily tasks. Gone are the days of working on someone else’s schedule!
In the spirit of a healthy work-life balance, the couple advises that future franchisees prioritize and make time for themselves and their family. “Take advantage of the system that’s in place for you because the system works,” they add. “And it may take time, but learn to work on your business and not just in it.”
When Nicole King was looking for a new career opportunity that would offer more control over her future, she decided to join a seminar on becoming a business owner. At the time, WSI Digital—a digital marketing agency— was a new name to her, but she quickly discovered that it aligned with her own passion and goals.
“What drew me to WSI was the opportunity and the network. I found in my research that the growth opportunity is limitless and based on my own ambition. The ongoing training and support provided by WSI and the network is tremendous,” explains King, whose franchise serves the Ontario region.
It was important to King that she be able to work anywhere and have a steady schedule. With WSI, she’s able to set consistent working hours based on the clients she chooses to work with. That means she works Monday to Friday and gets to enjoy weekends and evenings off, with the choice to work outside of those hours if she desires.
In her previous career, King was responsible for business transformation. Now as a franchisee, her current work is very similar, with the addition of becoming a salesperson and selling her services to clients. Fortunately, she says that WSI provides abundant training and ongoing support in any unfamiliar areas. So, for King, the transition from a corporate job to running a business with WSI was seamless.
“WHAT DREW ME TO WSI WAS THE OPPORTUNITY AND THE NETWORK. I FOUND IN MY RESEARCH THAT THE GROWTH OPPORTUNITY IS LIMITLESS AND BASED ON MY OWN AMBITION.”
Reflecting on her experience, King explains that owning a marketing agency can be challenging, but it can also be incredibly rewarding and fun. She advises that prospective franchisees set boundaries and focus on what’s most important. “Embrace the learning journey, and don’t be hard on yourself. Ask others about their experiences when they started the business and try not to repeat their mistakes.”
Learn more at LookforaFranchise.ca
Play, sweat, and unwind with these newly franchising brands making waves in the wellness scene
BY KYM WOLFE
Stress is a part of everyday life, and people are increasingly responding by embracing regular wellness practices. According to the Global Wellness Institute, Canada’s wellness economy was worth $143.8 billion in 2023. For people interested in operating within this growing sector, three recent entrants into the Canadian franchise market offer opportunities that cater to different ages and demographics. Whether it’s providing an immersive and relaxing experience at Sabai Thai Spa, promoting the ultimate “hot exercise” experience at HOTWORX, or building kids’ confidence and sparking their imagination through Drama Kids, these franchises are helping Canadians protect and improve their physical and mental health and wellness every day.
The Drama Kids concept was launched in Australia in 1979, and for 45 years has positively impacted children and youth in communities around the globe. “Drama programs develop creative expression, confidence, self-esteem, and resiliency, and build communication, presentation, and social skills. It’s empowering for participants … it just changes their lives,” says Ellie Reynolds, CEO of DramaKids Canada. The franchise now has its global headquarters in England and a head office in Canada, where it is in its initial development stage and looking to establish franchise partnerships in communities across the country.
The ideal franchisee will have a passion for working with children and having a positive impact on their lives. “We have teachers and early childhood educators doing this—some initially as a side hustle—because it is so meaningful for them,” says Reynolds, “but you don’t need to have that work experience. We will teach you everything you need to know.”
The initial one-week training program covers specialist teacher training and all curriculums. The structure remains the same each week, but each lesson is different, and Drama Kids has developed ample content geared to each age group, says Reynolds. “A child can join at age three and stay until they are 18 without ever repeating a lesson.” There is also training in operations and marketing, which includes how to hire and train teachers and how to connect with parents, schoolteachers, and principals. During the first year, a new franchisee receives one-on-one mentoring by a seasoned, successful Drama Kids franchisee. Reynolds is also available to provide whatever supports are required. “My objective is to build a strong Canadian team,” she says.
There are three distinct revenue streams for franchisees: one-hour weekly sessions held after school or on weekends during the school year; birthday parties and camps during school breaks and summer; and in-school customized workshops focused on specific themes like Shakespeare, anti-bullying, literacy, the transition from elementary to secondary school, and many more unique workshops. Sessions are held in schools or rented spaces, so there is no cost to building a brick-and-mortar location, says Reynolds. “It could be a library, community centre… it’s a mobile business that allows you to go where the families are.”
This is an attractive franchise opportunity for both owner/operators and investors who want to hire managers for their locations, says Reynolds. “The educational market is fairly recession-proof,” she says, noting that parents will cut back in other places before cancelling extracurricular activities.
HOTWORX offers a distinctive workout experience combining infrared-energy-heated studios with small-group exercise programs led virtually by a qualified instructor. Using the HOTWORX app, clients pay a monthly fee that allows them 24/7 access to the studios, so they can schedule an efficient workout (either 15 or 30 minutes long) that fits their own schedule, day or night.
Clients are primarily women between the ages of 25 and 45 “who want to discover their inner warrior,” says CEO Stephen Smith. The company’s patented saunas use infrared energy to penetrate the skin, enhancing the benefits of traditional workouts. The 12 unique workouts, delivered on screens, include isometric and HIIT programs, each tailored to maximize calorie burn and enhance fitness benefits. A typical location will have 10 saunas in which three participants can work out at a time.
There are currently more than 750 locations, mainly in the U.S., and the first Canadian HOTWORX franchise will open in Calgary in the first half of 2025. “We anticipate Canada to be a strong market,” says Smith. The company will initially target cities with a high concentration of fitness enthusiasts and potential franchisees such as Calgary, Toronto, and Vancouver. HOTWORX is seeking multi-unit owners who will hire managers to run the daily operations. The company’s strategy is to have one location for every 100,000 people in every market.
Since the workout classes are all pre-recorded and there’s no need to hire or train instructors, each location will be able to respond quickly to fluctuating client demand when scheduling classes. Locations are staffed by client service providers 50 hours per week, requiring two to three part-time staff in addition to the full-time general manager. Clients can easily access the studios through their HOTWORX app, even when there are no staff on-site.
The initial virtual training program for franchisees comprehensively covers operations, customer service, sales, and marketing. Each new franchise “player” is assigned a member of the HOTWORX coaching staff. “Nothing is more important to the profitability of a franchise location than a reliable weekly business coaching process,” says Smith. “The coaches train and motivate the players to execute the HOTWORX playbook at the highest possible level of business operations.”
Smith says HOTWORX is looking for franchise owners with sound business acumen, leadership skills, and a strong work ethic, who focus on the client experience and understand that growing a business takes time and effort.
Nuttha Goutier was born and raised in a small village in Thailand where she learned natural wellness practices that were part of everyday life—including Thai massage. Her husband, Jacques Goutier, is a trained registered massage therapist. Together they brought a fusion of authentic Thai massage and modern practices to British Columbia with the opening of the first Sabai Thai Spa in 2005. Now they have seven locations across British Columbia and have set their sights on expanding Sabai Thai Spa’s presence across Canada. The first franchise location will open in Burnaby in the fall of 2025, and the couple’s goal is to eventually have 100 locations from coast to coast.
Thai massage involves a combination of stretching, movement, and pressure designed to relieve joint and muscle pain. While it would traditionally take place on a firm floor mat, the Goutiers have adapted their offerings to suit the Canadian market, opting for a typical massage table with a face rest. But the environment they’ve created in their spas incorporates the sights, sounds, and smells found in a traditional Thai setting—bamboo, lemongrass scents, jasmine lotions and oils, and music piped into the treatment rooms that is composed in Thailand and played on traditional Thai instruments.
“Sabai Thai Spa is rooted in authentic, Thai-inspired wellness—a sanctuary where traditional Thai healing meets modern self-care,” says Nuttha. There are a variety of massage options, facials, and skin treatments, plus eco-friendly spa products to take home.
When they first opened Sabai Thai Spa 20 years ago, the Goutiers also ran the Thai Massage School of Vancouver. The school has since closed, but the Goutiers incorporated elements of that curriculum into their current training and created a video library of training tools. Each location has a spa services trainer who works with and tests employees and massage therapists, ensuring that techniques are used properly and consistently across the franchise system.
Initial franchisee training covers all aspects of the spa’s operations as well as customer experience management and how to create an environment that attracts and retains good talent. Technology-driven operational tools are designed to streamline business growth, and ongoing mentoring and marketing support is provided to ensure long-term success.
“The ideal franchisee is passionate about wellness, self-care, and exceptional customer experiences,” says Jacques. “With strong leadership skills and a willingness to embrace our proven model, they can start with a manager, a trainer, and a small team, and easily grow to be multi-unit owners.” Learn more at LookforaFranchise.ca
is pleased to present a Special Franchise Focus on
Tommy Gun’s Original Barbershop is globally recognized, proudly Canadian, and committed to setting its franchisees up for success
In 2009 in Red Deer, Alberta, entrepreneur Ken Fisher noticed a gap in the market. Barbershops seemed to fall into one of two categories: a convenient option that lacked experience and quality, or a high-class experience that had to be booked weeks in advance. To fill that niche, Tommy Gun’s Original Barbershop was born.
“Our concept was designed around the basis of creating the ultimate five-star experience, but with what we call modern convenience— meaning it’s available when you want it,” says Keenan Fisher, Ken’s son, who now runs day-to-day operations at the company along with his brother-in-law, Cory Anderson.
The concept proved a popular one: at the height of the Great Recession in 2009, the newly launched brand doubled its first year’s projected budgets. Fifteen years later, the company is still going strong, hitting 29 record months in a row over the past two plus years.
This Canadian-founded, familyrun juggernaut knows they’ve hit on something special—for their customers and franchisees.
The ‘masstige’ experience
“Because of the way we operate, we create a lot of efficiency in our business, which allows us to provide a lot more for our guests at a very approachable and affordable price,” says Fisher. “We believe we can be just slightly above mid-price point, but we can provide a service level that’s best-in-class in the market.”
The brand calls this offering “masstige,” prestige offerings for the masses.
In practicality, it means being a full-service barbershop: haircuts, traditional straight razor shaves, beard trims, colouring and facial services, and the largest selection of professional-grade styling and grooming products in the industry. Then there are the extra touchpoints along the way that enhance every service: the sleek design of the space, inspired by 1930s Chicago and New York, classically designed Takara Belmont chairs, free drinks, an in-mirror TV controlled by the guest, and a complimentary twominute scalp massage with every service. “It’s not just about the haircut, it’s about every bit of the way,”
says Fisher. “It’s part of our Every Guest, Every Time code.”
The biggest innovation is Tommy Gun’s embrace of technology. In 2009, the brand hired a software developer to create proprietary queueing-based software to allow the barbershops to operate under a walk-in model. The brand has always stayed a step ahead with this prioritization of convenience and ease for customers.
“A guest could say, okay, it’s Friday, I’ve got an interview this afternoon and I need a haircut,” explains Fisher. The customer can get in the virtual queue, for either the next barber available or their favourite barber. The software will communicate how long the wait is and notify the guest via text message, either five or 15 minutes ahead of an appointment, depending on their preference. “And then the customer can get in, have a high-end, five-star service experience that same day, and leave feeling great,” says Fisher.
That’s what it’s all about, after all. “It can be an uplifting event, going for a haircut,” he adds. “When things are going great, or when they’re not
great. What we know about human nature is we want to feel great; we want connection.”
Fisher likens the never-flagging popularity of barbering services to the so-called “red lipstick effect” of the 1930s; even in tough economic times, the need for affordable luxuries stays strong, or even rises. It makes Tommy Gun’s a uniquely recession-resistant business model, he notes. “People want things that are uplifting, and haircuts are an affordable way to do that.”
The brand’s innovations have won it devoted customers. But it has also created a passionate network of success-driven, community-minded franchise partners.
Fisher credits the brand’s shared success model. “We really view the franchisee and franchisor relationship as a true partnership. We work backwards from our focus on setting franchisees up for success, and build our systems around that,” he says.
“We believe if we can make everyone around us as successful as possible, then, de facto, we’ll become successful as well.”
Along with Tommy Gun’s 15-year history, the Fisher family has more than 50 years of experience in the hair, beauty, and grooming business. This expertise has primed them well to support franchisees. The brand has a robust training and support system for its franchise partners, including Tommy Gun’s
University—an online learning management system—a global technical education team for barber education, a full suite of manuals, and a field team offering day-to-day support for franchisees.
Prospective franchisees don’t need barbering experience; in fact, most come from outside the industry.
“As long as someone wants to lead teams, has a community-focused personality, and is competitive in nature, we can help them on the industry side of the business,” says Fisher. A Tommy Gun’s franchise is “a work-on, not a work-in business,” he notes.
“You’re not buying a job; you’re buying a business that you can manage and scale.” More than 80 per cent of Tommy Gun’s owners are multi-unit franchisees, which Fisher says is the ultimate validation. “It shows that the franchisee wants to reinvest, which for us is the best signal of success.”
The system is focused on franchisee profits, but in the end the most successful franchisees are those passionate about the brand’s mission of creating unbeatable highend experiences with modern convenience.
“Barbershops naturally act as community hubs,” Fisher points out. “They’re a nice, shared space for a community, and a welcoming, positive environment. So it’s natural, as we open across different communities, to actually invest back in and connect with those communities.”
Tommy Gun’s franchisees often partner with youth sports teams, at the junior and youth level, supporting their local communities and encouraging kids to get active. And system-wide each November, the brand runs charitable events promoting men’s health. “We’ve raised hundreds of thousands of dollars over the years for various men’s health causes,” says Fisher.
All of this has not gone unrecognized. In February 2025, Tommy Gun’s Original Barbershop was named Best Franchise in the Health and Beauty category of the Global Franchise Awards.
“We were really honoured by that, as obviously it’s a very competitive category,” says Fisher. “It’s a testament to our amazing group of franchise owners, our barber network, and our shared success model.”
The brand has had major growth since that first shop opened up in Red Deer, and there’s no need for a trim. Today, there are 90 shops in Canada, and the brand has begun expanding into Australia, New Zealand, and the U.S.
“For us, it’s all about very strategic growth,” says Fisher. He notes that the brand is still looking to expand further, with the primary areas of growth including Ontario, the Maritimes, B.C., and the U.S.
“We’re a very competitive, ambitious bunch,” he says with a smile. “We want to lead the industry, and lead the evolution of the industry.”
To learn more about franchising opportunities, visit https://ca.tommyguns.com/pages/franchise-tommy-guns
The beauty and salon services industry is lush with new ideas and strategies for success
In a time of ever-evolving new trends and an emphasis on presenting your best self to the world, the beauty and salon services industry is ripe with fresh styles and ideas.
As new technologies, programs, and techniques are shared both within the industry and to the public, salons are focused on cultivating positive customer experiences to gain and maintain a loyal clientele. Social media is an unstoppable force of information, and there is no shortage of tips and tutorials teaching potential consumers how to take care of their hair at home. However, the salon experience is not so easily replicated.
Verified Market Research reported that the market size for hair salons was valued at $7 billion USD in 2024 and is projected to reach $8.8 billion by 2031. Moreover, the compound annual growth rate (CAGR) is estimated to grow 2.9 per cent between 2024 and 2031
Salon operators and staff offer a wealth of information on personal care and maintenance backed by education and expertise. And for customers, there’s no match for the experience of a professional salon service.
Despite tough economic times, beauty services are an affordable luxury and continue to be an integral and recurring investment for consumers as confidence and self-care influence everyday wellness routines. Plus, with the burgeoning tech developments in customer satisfaction strategies and loyalty programs, beauty specialists are looking at an optimistic future for their businesses.
85% of beauty professionals shared that by the end of 2024 they felt more optimistic about their businesses than they did 12 months prior.
A 2019 survey by Statistics Canada showed that the average Canadian household spent $1,243 on personal care services and products. About 45 per cent of this was on hair care specifically.
In 2021, household expenditures for personal care hit $1,430. The average Canadian household spent $89 on hair care products specifically and $515 on hair grooming services
Specialized services have become increasingly popular, bringing more clientele into the industry for services such as:
• Hair colouring
• Keratin treatments
• Scalp care
For 84 per cent of beauty industry leaders, social media marketing is important in driving business and sales. 82 per cent state the importance of using social media to educate clients about at-home beauty and wellness practices.
Social media isn’t just important for clients, but for the industry professionals too—online tutorials are a valuable resource for employees’ professional development.
For business owners, it’s an important tool in boosting traffic. 80 per cent of industry leaders are investing more time in marketing and social media than they were a year ago
On Pinterest alone, interest in “hair care routine” went up 600 per cent from July 2023 to 2024
New technology systems for scheduling and communication are on the rise, with many salons prioritizing these new developments in their regular business practices.
Professionals are increasingly leaning on automation and AI to boost their digital footprint and communication through social media. Beauty industry respondents said that their top uses for automated technology is generating social media posts at 43 per cent and writing marketing copy or product descriptions at 39 per cent .
Despite social media’s popularity, 80 per cent of Canadian beauty leaders believe that email is extremely or very important for generating sales and interest
The 2025 Future of Beauty Report found that most consumers appreciate the ease of tech-forward booking:
62% liked automated appointment reminders
59% liked mobile applications
56%
liked using automated payment systems
52% liked automated appointment scheduling
Many owners, operators, and employees of the beauty services industry are actively implementing new technologies into their work. 81 per cent of industry leaders said they’re researching or applying new time-saving technologies.
Source: 2025 Future of Beauty Report by Square
Aside from their services, in-house product sales offer additional revenue for beauty salons. With a rising emphasis on daily self-care, new programs and products provide extra revenue potential to the industry.
Statista projects that the beauty and personal care retail market in Canada will generate $9.1 billion dollars of revenue in 2025. Between 2025 and 2030, it’s estimated to grow annually at 2.3 per cent
Canada is experiencing a growing demand for natural and organic products in the beauty industry.
Beyond the traditional upselling of hair care and maintenance products, salons are getting creative with ways to generate new revenue. Approximately 78 per cent of beauty professionals say that both expanding their product offerings and implementing new classes for interested clients are important to their growth plans.
With the constant influx of tips, tricks, hacks, and advice shared online, it can be overwhelming to know what information is actually accurate. For clients, the personal touch of a stylist’s advice demonstrates the importance of their services. 41 per cent of Canadian consumers frequently or occasionally purchase a product or implement a wellness practice recommended by their specialist
Additionally, 43 per cent of consumers reported in Square’s 2024 survey that they had purchased an item such as a shampoo or cleanser from a local salon within that year
Sources: Square, Statistics Canada, Statista, Verified Market Research, Globe and Mail
For many, finding their trustedand-true stylist is like striking gold. Handing your appearance over to someone else is no easy feat; your confidence hangs in the balance. But once you find the stylist who makes you feel like your best self, there’s no going back. In the beauty and salon services industry, a loyal client base is key.
Square Future of Commerce’s data shares: 56 per cent of consumers reported that they have a preferred beauty provider. This loyalty is especially important to women, of whom 73 per cent visit beauty and personal care providers regularly, with 61 per cent remaining loyal to one provider
To foster success in the beauty and salon service industry, providers are honing in on loyalty programs: 79 per cent of beauty leaders use a loyalty or rewards program and 81 per cent plan to invest more in their loyalty programs over the next year
For these franchisees, one location just wasn’t enough— meet three business owners embracing the responsibilities that come with multi-unit ownership
BY GEORGIE BINKS
One of the many exciting aspects about investing in your own franchise is the potential for success, and with it, growth. As franchisees find their business thriving, they may consider opening more locations, and before long they’re a multi-unit marvel of their own. Expanding a business takes determination, but with it comes more opportunity, greater expertise, and the ability to foster more growth in the community. To illustrate the ins and outs of multi-unit franchising, Franchise Canada spoke with three business owners about their franchising journeys.
“One day I just wanted to start something of my own and work for myself.”
- Bhupinder Saini, franchisee with Bimbo Canada
When it comes to running his two Bimbo Canada franchise businesses and one distributor route, Bhupinder Saini says, “You have to stop looking at the clock. Our works starts at 2:30 in the morning. It’s not a nine to five job. We don’t know when it’s going to end.”
While that might sound a little daunting, Saini says he’s ready to take on another route. He started with his first Bimbo Canada franchise route in Dartmouth, Nova Scotia, in April 2023, then quickly added two more— altogether acquiring three routes in two years.
Saini had previously worked as a senior infrastructure consultant in Montreal. “One day I just wanted to start something of my own and work for myself,” he says.
Bimbo Canada is the country’s largest and oldest bakery, providing high-quality baked goods and snacks to Canadians. As Saini explains, the baked goods are produced by Bimbo Canada. The franchisee is responsible for ordering, distributing, and selling the products to restaurants and stores after the baked goods arrive at the sales centre in Dartmouth.
The biggest challenge is hiring and training drivers. Saini says, “This business requires training, understanding the logic and the skill to drive five-thousand kilos of weight in the back of the truck. It takes a month or two just to train the driver and, of course, [they need] the physical strength to load and unload the product into the truck.”
According to Saini, another challenge is the task of ordering, which requires some foreknowledge about
consumer habits and customer needs—increasing orders before a holiday, for example. To help, “Bimbo Canada provides us with the software which helps with predictive ordering,” Saini says.
Along with those resources, the brand offers ongoing support that’s always available for franchisees. “If you ask them to meet, they’ll come to the stores and see you within 24 hours,” says Saini.
But the job isn’t easy, he warns: “If you want [to work] nine to five, eight hours a day, this is not for you. You need to be quick to resolve things because there’s a new problem every day. You’re dealing with customers, heavy machines, your trucks.”
But that hard work is rewarded with the freedom to work for oneself. “You don’t need any technical expertise or particular kinds of skills. You will develop them over time,” says Saini.
For Saini, the main benefit of working with Bimbo Canada is the opportunity for entrepreneurial growth. “I did not plan to grow so quickly, but it happened and I am happy with it. I’m planning to add another [route] if the opportunity arises.”
Learn more at LookforaFranchise.ca
Hearing about the locations of Anthony Montanaro’s multi-unit Century 21 franchise empire is like taking a breezy drive through the beautiful countryside of southern and southwestern Ontario: Woodstock, Ingersoll, Tillsonburg, Kitchener, Brantford, St. Thomas, Guelph, Durham, Seaforth, Mount Forest, Niagara Falls, St. Catharines, Fonthill, and Fort Erie. With 14 locations in all, Montanaro’s life is pretty busy.
“In the real estate industry,” Montanaro explains, “Century 21 Canada is known for its innovation, global brand recognition, and commitment to helping agents and franchisees succeed. What makes it unique is its strong legacy, having been in Canada for close to 50 years, along with its cutting-edge technology, marketing, training, and global referral network.”
Montanaro says the main benefits of owning a Century 21 franchise is that it’s one of the best-known real estate brands globally and offers great technology and support.
He was drawn to the franchise because of its reputation for excellence, strong brand presence, and the level of support it provides franchisees. He quotes founder U. Gary Charlwood, who says, “With Century 21 Canada you’re in business for yourself, but not by yourself.”
Montanaro says the benefits of owning more than one location include greater revenue potential, brand dominance in the marketplace, and the ability to scale marketing and operational efficiencies. It also means more opportunities for agents and staff within the organization. The challenges with running multiple locations are
the increased financial investment and operational risk. Multi-unit franchisees also need to oversee more staff and agents, which requires strong leadership.
According to Montanaro, the greatest challenges facing the industry are fluctuations in the market, attracting and keeping top agents, keeping up with the latest tools and platforms to stay competitive, and competing with both independent brokerages and other franchise brands.
As for training and support, Century 21 offers onboarding and business training for both new franchisees and agents, marketing to help franchisees grow their business, and technology to streamline operations, along with networking and conference opportunities.
In order to be successful, a franchisee needs to be entrepreneurial, driven, and customer-focused, with strong leadership qualities. For franchisees considering multi-unit ownership, Montanaro says, “Make sure your initial location has a solid foundation and is running smoothly before taking on another. You should also be financially prepared as expansion does require capital, so make sure that cash flow is positive. Finally, build a strong leadership team. You can’t do it alone.”
But with Century 21 Canada, you don’t have to. Learn more at LookforaFranchise.ca
It was more than just the fluffy animals and their charming personalities bouncing through the door that convinced Josh Blinder to open three Global Pet Foods locations in Atlantic Canada. “I’m proud to help educate our customers on ways they can improve the lives of their pets,” he says.
For Blinder, that means owning two Global Pet Foods locations in Prince Edward Island and one in St. John’s, Newfoundland. He started as a corporate employee with the franchise in 2005, and soon found himself purchasing a franchise. Blinder says, “I had no intention of owning multiple locations but quickly discovered the opportunity of being a multi-store owner.”
Global Pet Foods has been a trusted Canadian brand for almost 50 years in an industry with consistent growth. The brand’s concept centres around the goal of being the most trusted source of innovative pet care products in Canada, helping pets and their families live happier, healthier lives. “We are especially proud of the large selection of Canadian-made and -sourced pet products,” says Blinder.
Choosing locations and expanding into different areas requires careful research and strategy. Blinder says, “There’s great support from our franchisor to analyze the demographics and market opportunities available to us. Although my Newfoundland business is far from my
P.E.I. business, I strategically opened my third location in a province that had, at that time, no other Global Pet Foods stores. It allowed me to develop my own market and create a relationship within my own community.”
Having multiple locations allows you to focus on being an entrepreneur as opposed to just an owner-operator, Blinder says. “A single store would allow a franchisee to be active in every aspect of the day-to-day business but having more than one location allows you to develop a system, within a system, that works for you.”
Being a part of a thriving and successful industry that’s constantly changing means there’s a lot of competition, and that can be a challenge. The key is to “keep building, adapting, innovating, and growing to remain relevant to our customers,” says Blinder. To any prospective franchisees considering multi-unit ownership, Blinder says that owning multiple Global Pet Foods locations in one market will allow you to build your local brand and improve your overall profitability.
And, of course, meet a lot more pets.
Whether house, apartment, or condo, we all have a home we go back to. Home care and maintenance is an important, unavoidable task we all need to think about, whether it’s necessary repairs or decorative touches to make us feel more comfortable and fulfilled. The home renovation and repairs industry, alongside lawn care and landscaping services, is an essential market and a groundbreaking investment for prospective business owners.
For those looking to get in on the ground floor of their own franchise, we’ve hammered out a list of home and lawn care brands paving the way for Canadians ready to bring their business goals to fruition.
911 Restoration bills itself as the “fresh start” company, offering a full range of emergency restoration services for homeowners and businesses, including water damage restoration, fire and smoke cleanup, mold remediation, sewage backup cleanup, and more. Since starting its franchise program in 2007, 911 Restoration has grown to more than 130 locations across the U.S. and Canada, helping communities recover from unexpected disasters.
Franchisees receive in-depth, hands-on training in restoration techniques, business operations, marketing, customer service, and more. The company emphasizes compassion, fast response, and customer care. 911 Restoration teaches its franchisees how to use cutting-edge technology and systems to operate and scale growth efficiently. The brand is also committed to keeping its number of franchise units under 500, to protect franchisee territories and preserve the quality of support for franchisees. Franchising with 911 Restoration comes with a franchise fee of $49,000.
DKI Canada is a network of restoration companies that provide sustainable property restoration solutions, providing services to commercial and residential clients from coast to coast. The brand offers 24/7 service in emergency loss mitigation and restoration services, including fire and water damage, mould remediation, asbestos abatement, cleaning, and complete property reconstruction. DKI Canada uses environmentally friendly cleaning products and encourages sustainable practices.
For prospective franchisees looking to join a 100 per cent Canadian-owned restoration franchise, DKI offers territories in urban and rural centres. DKI’s unique proposition allows existing property restoration professionals to keep their small businesses while incorporating company branding. Franchisees should have client service skills and care about developing relationships with people in their time of need.
Being a B-Protek franchisee means access to a proven system, and a business with high margins and strong demand. Also known as Béton Surface in Quebec, the brand provides concrete resurfacing services and custom storage solutions for homeowners and businesses, including polyaspartic and epoxy floor coatings and wall storage systems.
Why franchise with B-Protek? The brand has over 10 years of experience and immense brand recognition for garage, basement, and commercial resurfacing and storage solutions. Territories are available all across Canada, with an investment range of $109,500 to $119,000. Incoming franchisees get access to pre-opening marketing, coaching, and training. Best of all: no experience is required.
End of the Roll has been Canada’s flooring leader for more than 35 years. The brand’s stores carry a wide variety of internationally sourced flooring, and it has connections to Canadian suppliers, manufacturers, and distributors to ensure franchisees get the best selection and deals at the best value.
Franchisees get access to competitive pricing through the brand’s group buying plan. The range of in-house team members, from management experts, accountants, and marketing support staff ensure franchisees’ ongoing success. Franchisees can also participate in annual workshops and conventions to gain even more business advice and support. End of the Roll is currently seeking enthusiastic and committed partners in multiple locations across Canada. This opportunity requires an investment of $250,000, which includes a franchise fee of $40,000.
When it comes to painting, one spill could spell disaster. That’s why customers trust the experts at Five Star Painting for interior and exterior jobs. The brand focuses on quality and customer satisfaction so clients can count on a top-quality paint job on time and on budget. Even better, Five Star Painting is backed by Neighbourly, the world’s largest home services franchisor.
Five Star Painting offers an established business model, with more than 260 franchise locations across the U.S. and Canada. With its strong brand recognition, extensive support system, and ongoing training, franchisees can be sure they’ll have a five-star business ownership experience. For prospective franchisees seeking a service-oriented, colourful opportunity, the franchise fee is $45,000.
Whether you’re refreshing a room or transforming a house, it’s best to start with a steady foundation. Since 1988, Floor Coverings International has been outfitting homes with both hard and soft flooring products, including carpet, vinyl, hardwood, laminate, and tiles. The brand also offers window blinds.
The brand has more than 250 locations across Canada and the U.S. and is continuing its expansion with new franchisees. Franchisees receive in-depth training and support through the brand’s two-year new franchise development program and emerge ready to provide their services to a large, protected territory. Prospective franchisees should be prepared to pay a franchise fee of $75,146 and an overall investment of $250,489.
We all carry a soft spot in our hearts for the personal items that decorate our homes. When it comes to damage by fire, water, or even mould, FRSTeam specializes in restoring personal artifacts in commercial and residential capacities, whether they’re textiles, electronics, or hard goods like furniture.
Franchisees receive initial training and support through the brand’s customized training platform, and access to the system’s proven, proprietary tools. Interested franchisees can know that they’re investing in an award-winning lowcost franchise. The brand also offers a discount of 15 per cent off their franchise purchase for military veterans. The total investment for opening a FRSTeam franchise runs from $84,400 to $441,000 USD.
Founded in 1994, The Gardener is one of Canada’s most trusted landscape brands. Services offered include landscaping and grounds maintenance for commercial and residential clients, as well as seasonal services like weekly lawn cutting, ice and snow removal, and spring/fall lawn clean ups, making lawn care a year-round business.
The Gardener’s comprehensive training program includes intensive classroom training, optional in-field apprenticeship, continuing seminars on industry trends and skills upgrading, and daily support and coaching. Franchise fees are $25,000, with a total investment of $60,000 to $125,000. Franchisees take advantage of low startup costs, the flexibility of a mobile business, name and brand recognition, and a place in the growing sector of landscaping services.
With over 40 years of experience and as part of the Neighbourly family of brands, The Grounds Guys® offers lawn and grounds care services year round with the backing of extensive experience and support. Residential and commercial maintenance services include landscaping design and installation, snow and ice management, and specialty services such as irrigation repair and outdoor lighting.
A $46,220 to $165,870 investment is required for a The Grounds Guys franchise, along with $35,000 in franchise fees. Franchisees benefit from a recession-resistant business that’s always in demand and a honed, proven business model. The variety of seasonal services offered means franchisees have the chance to build long-term relationships with clients and keep their teams busy all year round.
Handyman Connection’s home improvement concept provides services from total teardowns to simple touch-ups in homes and businesses. Although offering services for several property types, the brand specializes in small- to medium-sized home improvement, repairs, and remodeling projects. Some popular requests include drywall installation, basement remodeling, and bathroom improvement.
By franchising with Handyman Connection, entrepreneurs can get extensive support and access to a network of experienced professionals to guide them through initial setup and day-to-day operations. The brand also has a comprehensive marketing program, operational assistance, and access to efficient business systems. Franchise fees are $70,000 with a required investment between $99,000 and $150,000.
When making changes to their living space, homeowners want a difference they can feel. Fulfilling that desire is the mandate of Koala Insulation, which installs and removes batt, spray foam, and blown-in insulation, in addition to offering solar-powered attic fans, attic hatches, and air sealing services.
Prospective franchisees can take advantage of a unique and growing niche in the home improvement sector. In Canada alone, the insulation industry is projected to grow at a 4.4 per cent compound annual growth rate through 2030. The brand also offers exclusive territories to franchisees in order to capture a significant customer base. The franchise fee is $49,500 with an investment requirement of $571,500 to $687,000.
This Vancouver-based brand offers outdoor landscape lighting to give any lawn a bit of magic. Well-designed, low-voltage landscape lighting provides safety while highlighting the beauty and architectural detail of customers’ homes. The brand’s services cover front and back yards, patios, condo balconies, gardens, water features, and rooftops—from design to installation to maintenance and repairs.
Franchisees benefit from a proven system and expert knowledge catered to outdoor lighting, pathway lighting, garden lighting, architectural lighting, and safety lighting. The brand specializes in rain-resistant and energy-efficient solutions, and gives back through a matching-donation program to a B.C. owl sanctuary.
Need a TV mounted? Want a bathroom reno done? Since 2016, Local Handyman Group has been handling odd jobs with skill. Local technicians provide handyman services designed to return customers’ homes to tip-top shape. The brand focuses on home and business projects, allowing a quick response time and a faster completion schedule.
No industry experience is necessary for prospective franchisees, who start with one van and one handyman and grow to four vans and four handymen in 12 months. Incoming entrepreneurs receive support from the experienced head office staff or the 17 Success Partners, franchisees who’ve found success with Local Handyman Group across Canada. The opportunity to join the franchise runs about $60,000 in fees and up to $40,000 in additional investment ($100,000 in total).
Since 2000, Mr. Handyman has been in operation as a one-call solution for home maintenance and repair needs. Its uniformed technicians are fully trained and insured, with an average of 10 years of experience in the trades.
Franchisees should be ready to meet the workmanship and reliability standards that the brand has built. With established systems, expert training, and ongoing support, Mr. Handyman offers a proven franchise opportunity for entrepreneurs looking to capitalize on the growing industry. The initial franchise fee is $60,000 with an additional investment of $58,000 to $94,600 covering startup costs like equipment and marketing.
This surface repair brand has been in business for over three decades. Built on the idea of restoring damaged materials to look like new, the brand makes a point of championing sustainability. Why throw it away when you can restore damaged elements of your home, vehicle, or even sentimental items? Using a variety of cutting-edge technologies, New Creations takes on wood, plastics, stone and tile, vinyl, fabrics, siding and windows, bathroom fixtures, and more.
Franchisees with New Creations must provide a $100,000 to $150,000 investment, which includes a $65,000 franchise fee. Investors in the brand benefit from more than 37 years of experience, exceptional franchisor support, and a proven, lowrisk business model. As a mobile-based business, this brand is able to offer a low overhead investment ideal for those who value flexibility.
Paul Davis Restoration provides cleanup, reconstruction, and repair services for residential and commercial properties. A leader in the full-service restoration industry in Canada, Paul Davis has 60 locations and thousands of emergency claims fulfilled annually, including floods, fires, mould, broken pipes, storms, and more.
For prospective franchisees looking to own a solutions-oriented, recession-resistant business, Paul Davis offers markets with existing clientele. The brand’s onboarding program includes interactive training at the brand’s national training centre in Jacksonville, Florida, covering the latest equipment and techniques that help franchisees keep up with required industry certifications. The initial investment range is between $285,000 and $737,400.
A home-based franchise in the growing home improvement space, Prep’n Sell offers a full range of services to real estate agents and their clients to make homes ready to sell more quickly, for a higher return on investment. Bathroom and kitchen renos, painting, handyman services, flooring, decluttering and junk removal, deep cleaning and deodorizing, staging, and landscaping for curb appeal are just some of the services on offer. Twin brand RENOmagic offers high-quality renovations to buyers and homeowners.
Both brands offer a unique “One Call Does It All” promise to provide all services a home needs, giving sellers a market edge and buyers and homeowners a streamlined reno process. Requiring a franchise fee of $30,000 and investment of $50,000, the low-overhead business model is a benefit alongside franchisee training and support, strategic partnerships, consumer financing, digital marketing, and centralized outbound sales lead generation. Prep’n Sell is proud to have won the CFA’s Franchisee’s Choice Designation award six years in a row.
The “paramedics of property damage,” PuroClean specializes in emergency repair services, including water, fire, smoke, and mould damage, for both homes and businesses. With more than 450 U.S. locations and nearly 60 locations in Canada, PuroClean has become a property restoration provider of choice for insurance professionals and property owners alike.
As a B2B brand providing essential support, PuroClean offers a recession-proof business that can resist fluctuating demand. Franchisees can take advantage of the proven systems and longevity of a system that has been franchising in the Canadian market since 2009, as well as national brand recognition, a mentorship program, and exclusive territory rights. Franchise fees are $69,000 and the brand requires a $250,000 investment. Immediate opportunities are available in Northern Ontario, New Brunswick, and P.E.I.
Unfortunately, disasters happen. But Rainbow Restoration is there to renovate, reconstruct, and restore when they do. For more than 40 years, the brand has been a trusted name in the industry, restoring hope to communities in need. Specialized services include cleaning, reconstruction after fire or water damage, mould damage restoration, material removal, and more.
Part of the “Neighbourly” family of companies, Rainbow Restoration benefits from large-scale buying power, with price breaks from more than 200 suppliers, as well as a wide network of support and strong name recognition. Franchisee investments run from $169,336 to $325,900 USD (plus any additional fee and real estate costs), with a franchise fee of $40,000 USD.
ServiceMaster Restore’s trusted network of disaster restoration services has been operating in Canada since 1953. Despite this more than 70 year history, the brand stays on the cutting edge by incorporating new technology, industry resources, ongoing training and development, and a peer support program. All with the goal of restoring homes and businesses affected by fire and water damage, and helping Canadians feel safe in their homes and places of work.
Prospective franchisees with ServiceMaster Restore should be passionate about helping others and dedicated to delivering exceptional customer service. A franchise fee of $72,500 and a total investment of $250,000 or higher is required.
From small individual disasters to multi-million dollar large-loss events, SERVPRO takes on every property damage emergency and restoration job, and treats each with the same high level of care and professionalism. Along with restoration services for fire, mould, water, or storm damage, SERVPRO offers a wide variety of services including construction, commercial services, and specialty cleaning from graffiti removal to air duct/HVAC cleaning and document restoration.
As a fast-growing and internationally recognized brand, SERVPRO offers franchisees high brand recognition, extensive training and support, and the benefit of serving a recessionresistant industry. A comprehensive training program means prospective franchisees of all professional backgrounds may apply. Franchise fees are $50,000, with a total investment of $251,500 to $336,800.
Whether moving into a new home, downsizing, welcoming a new family member, or just trying to build a custom, comfortable space, customers love custom organization that works for them. STOR-X Organizing Systems are designed, measured, and cut to fit the spaces and needs of the client, offering solutions to maximize space in closets, home offices, garages, kitchens, and more.
STOR-X franchisees benefit from a proven system, Canadianowned and -operated, with more than 35 years of experience. STOR-X offers exclusive territory rights, ongoing training, marketing support, and access to 3D design software to custom design any storage solution. Franchise fees are $60,000 with an overall investment of $75,000, making this brand an ideal low-cost investment for passionate Canadian entrepreneurs.
A franchised brand that’s truly top shelf. ShelfGenie specializes in custom glide-out shelving for kitchens, bathrooms, pantries, and more, as well as closet organization services. With the support of Neighbourly, ShelfGenie has been helping customers feel at home in their living space with innovative storage solutions for almost 25 years.
Franchisees can opt for an executive model ($83,050 to $137,000 USD investment) or owner/operator model ($45,300 to $75,300 USD investment). In addition to initial training, the brand offers ongoing support and access to a business support centre. As a mobile-based business, franchisees take advantage of an easily scalable, flexible business model.
SWAT Wildlife specializes in humane solutions to wildlife management. The company removes rodents, raccoons, and pests with a focus on the protection of their clients’ homes and local ecosystem. The brand also offers other contracting services including attic and crawlspace insulation, chimney capping, demolition services, and restoration services. With SWAT Wildlife, incoming franchisees receive hands-on, on-site, and continuous guidance in pest control and removal, pigeon netting, rat extermination, dead animal removal, and a series of related renovation topics. Franchising with SWAT requires an initial investment between $116,450 and $176,100, which includes an initial franchise fee of $40,000.
This Canadian-founded concrete repair and foundation waterproofing brand is so confident in its product, it offers clients lifetime warranties on their repairs. Specializing in sump pump installation, basement waterproofing, and foundation crack repair using proprietary Wise Seal technology, the brand puts more than 30 years of experience to use toward its goal of wowing every customer.
Potential Wise Cracks franchisees should be motivated, ethical, and passionate about customer service. As a mobile-based franchise with low overhead and minimal staffing and inventory, Wise Cracks is ideal for families, young entrepreneurs, and others looking for a flexible, scalable business. Franchisees must provide a $17,500 franchise fee and $42,500 to $55,000 investment.
59%
of Canadians are willing to pay extra for renovations that make their home more environmentally friendly.
Source: CIBC
Canadian households need minor repairs and 1 in 14 need major repairs.
Source: Statistics Canada
Learn more at LookforaFranchise.ca
Approximately 70% of Canada’s land area in large urban population centres is classified as “green” as of summer 2024.
Source: Statistics Canada
Franchise experts weigh in on what you need to know when taking the big step into business ownership
You’re ready to own your own business and have found a concept you love and want to invest in. But how do you take the next step?
Franchise Canada reached out to four experts to help demystify the process of buying a franchise. Below, find out how to make your entrepreneurial ambitions a reality, with the help of a franchise consultant, franchise lawyer, financing expert, and franchise accountant.
Andrew Seid, MSA Worldwide
The question of which franchise brand is right for you can be overwhelming—after all, there are franchise opportunities in just about every industry sector and across a wide range of investment price points.
According to consultant Andrew Seid of MSA Worldwide, the most important element to consider is not the details of the product or service but whether that franchise is the right cultural fit for you.
“Culture is key,” says Seid. Franchisees should make sure a potential franchisor’s culture prioritizes three things: “open communication, honesty, and collaboration.”
“Of course, all the business elements need to make sense—return on investment (ROI) opportunity; what investment level you can afford; what fits your skill set;
etc.—but if the franchisor’s culture does not prioritize those three things, you likely won’t want to sign up,” he says. Because franchisees are committing to following a system, trust in the franchisor is an important element. “Franchisees need to trust that the franchisor is making decisions with the best interests of the brand in mind. Being able to collaborate and be a part of the discussions that go into those decisions can be key in building that trust.”
When vetting a franchisor, along with determining whether the business model is profitable, Seid recommends asking “how they evaluate success, both for the brand as well as individual franchisees.” The answer should revolve around franchisee success and continually improving the unit economics for franchisees in the system. “If their focus is on how many franchisees they’ve sold and how fast the brand is growing, that would be a red flag for me,” he says.
Seid also recommends speaking with as many current and former franchisees of the brand as possible before making your final decision. “Not only can you gather important financial and other hard data, but you’ll be able to get a better understanding of the culture, communication, and other soft skills that the franchisor may or may not possess.” He adds, “Franchisees who have exited a system are some of the best validators for a brand. If they can tell you that even though they might not have had the best success as a business, that they were treated
fairly and the franchisor worked with them to help them leave the system with grace and dignity, that is the type of franchisor I want to be aligned with.”
When buying a business, it’s important to consult a legal professional. For prospective franchisees, a franchise lawyer’s specialized knowledge is essential to help demystify the Franchise Disclosure Document (FDD), a document provided by the franchisor to break down the various elements of the business.
This document is “the second-best source of information about the franchise opportunity” you can get, says Peter Viitre, partner at Sotos LLP. “I say second best because, really, the best way to find out what a franchise system is all about is to talk to existing and former franchisees.” Speaking with franchisees yields crucial information about the culture of the system as well as earning potential, which—because stating earning claims is optional for the franchisor—may not be part of the FDD.
The FDD “can be daunting,” Viitre notes, “so you really want to get a good lawyer and a good accountant to go through it with you and highlight the things you need to know.” Going into business, he says, is all about risk: “Identifying the risks that are there, that you’re going to need to deal with by either mitigating them, working around them, by insuring against them, or at least understanding them so that you can figure out whether it’s a good deal for you.” Some risks may include signing with a new or emerging franchisor, or a foreign franchisor that hasn’t opened a location in Canada yet. “All of those things can add risk to the proposition, and you’ve got to balance that against your own skills and against the amount of money you’re being asked to pay for the privilege of going into the system.”
He adds, “Only your own business advisors and legal advisors can help you make that assessment.”
In order to finalize a franchise decision, a new franchisee has to sign a franchise agreement, which sets out rights and obligations of both franchisee and franchisor. Viitre also recommends enlisting a franchise lawyer’s help to make sure you understand everything about this document and any other attached, relevant documents such as a personal guarantee or general security agreement.
While it may not be top of mind for new franchisees, Viitre also stresses the importance of thinking about an exit strategy from the moment you begin to consider buying your business. This includes discussing personal liability in case of a default, but also considering succession planning.
Another expert it’s crucial to consult with when determining whether to make a franchise investment is your bank. Your advisors can help you determine financing requirements, the cost of your investment, and all the expenses included in running a franchise.
To understand the different financing options and programs
available, we turned to Paul daSilva, national VP of franchise financing for RBC.
“Banks want to know, what is the total cost of the project, and how will you finance that cost?” says daSilva. “For franchisees getting into buying a franchise, you want to try and cover as much of your investment as possible.”
Most first-time franchisees take advantage of a Canada Small Business Financing Loan (CSBFL), daSilva notes.
However, “there are lots of financing options!” daSilva adds. Beyond the CSBFL, first-time franchisees can turn to regular bank loans. “Go to the bank where you already have your business,” he suggests. “They know who you are, they know your credit history.”
Credit card financing is another option, though daSilva says he doesn’t recommend it because it’s much more expensive. “The other one we see a lot is friends and family,” he notes. Groups of friends or family members sometimes pool their assets to purchase a franchise. Other times, parents want to help their children with an investment—a franchise is a great business opportunity in this case, daSilva notes, as the proven system provides coaching and support for new business owners that makes it a much safer investment.
When it comes to calculating the cost of your total investment, “You want to make sure there are no surprises,” daSilva says. “You also, in this environment, need to make sure you have liquidity—the ability to inject funds if an unexpected fee pops up. You want to make sure you have the capital to keep the business running.”
As you launch your business, it’s a good idea to consult with a franchise accountant who knows the ins and outs of franchising and can help with budgets, cash flows, and creating a business plan.
A business plan is a crucial step in laying out the goals of your franchise and your strategy for success. Most importantly, it provides banks, investors, and lenders with a sense of the scope and specifics of your future business.
“One of the main purposes of a business plan is to help the business owner, as well as the clients, stakeholders, and partners, visualize the direction in which
Rick Chittley-Young, MNP LLP
the franchise is headed,” says Rick Chittley-Young, partner, assurance and accounting, at MNP LLP, an accounting firm.
A business plan should begin with a summary of the franchise you hope to purchase, including a company profile of the franchisor, an assessment of the general market your franchise will cater to, and a description of your strengths and experiences as a manager, Chittley-Young says. “This is especially crucial, as the quality of management can ultimately make or break a franchise.”
Next, your plan should analyze your business competitors and explain how you expect to meet sales and revenue targets. It should include a marketing section laying out “demographics and characteristics of the customer base, the expected market share, and the overall marketing strategy,” Chittley-Young says. After that, an operations section can explain the logistics and business principles that show exactly how your products and services will be produced. Finally, a section outlining your
personal financial situation and how you expect the business to perform is crucial.
When you’re ready to launch your business, ChittleyYoung says, accounting should be one of your top priorities. New business owners might not give as much thought to maintaining clear records, but this is crucial for every small business owner, he adds.
“New franchisees, one, need to make sure they have enough capital, and two, that they have up-to-date weekly, monthly, and yearly accounting records on a timely basis, that they can analyze and benchmark against other franchisees and against the market,” he says.
Luckily, with modern tools such as QuickBooks, Dext, and POS systems, he notes, there’s no reason a franchisee’s accounting systems should fall more than a month behind.
Chittley-Young’s top advice for franchisees? “Make sure you’re in a business you want to be in, and make sure it’s capitalized—that it has funds for the future and contingencies built in.” And, he adds, “Expect the unexpected.”
Health and wellness are ever more important parts of Canadians’ lives. Whether it’s improved diets, massage therapy, chiropractic treatment, or other such services, demand is growing, and this represents an excellent opportunity for potential investors.
BY DAVID CHILTON SAGGERS
When Gaurav Gupta first stepped into a spa in 2014, he had no intention of buying a business. Yet something about the energy of the space and the people in it sparked a vision. That moment of instinct became the foundation for Leela Eco Spa, a leading Canadian well-being brand with 11 locations, and more on the horizon.
Gupta bought Calgary, Alberta-based Leela in 2014 and his company expanded organically with eight corporate locations in that city. Two years ago he decided on a franchise model to spur faster growth. Now, he’s talking to potential franchisees, and he expects that the first Leela franchise to open will be in Ontario. The first corporate Leela location outside of Calgary opened in 2021 just outside Toronto in the suburb of Oakville. He’s also looking beyond Canada and he says interested parties in the U.S. have been in touch with him about expanding there.
For those interested in the franchise, Gupta’s looking for down-to-earth investors and good team players with strong customer service skills. “Just being money-oriented is definitely not the right mentality,” he says. Gupta himself came from a non-business background and previous spa or business experience for would-be franchisees is not mandatory.
A franchise costs $500,000 and training takes one to two weeks at the corporate store in Calgary. Each
location offers services such as massage therapy, waxing, esthetics, manicures and pedicures, and chiropractic treatments. Leela’s target customers are aged 25 to 45 and come from dual-income households whose members are “proactive about their health,” says Gupta. About 60 per cent of them are women.
Franchisees don’t need spa or business experience; what matters is alignment with Leela’s values of kindness, integrity, and operational excellence. “We’re ready to grow with the right people,” says Gupta.
Leela’s culture is what truly sets it apart, he adds. Therapists and staff are passionate about their craft, thriving in an environment where positivity and support are the norm.
“Our success is built on a culture where people love where they work, and that infectious positivity is something our clients sense and appreciate every visit,” Gupta explains. Learn more at LookforaFranchise.ca
Fork and Greens’ name speaks volumes, but it doesn’t tell the entire story. This quick service restaurant is a dynamic system based around healthy eating and built on freshly prepared vegetables, grains, and legumes. So, to see how this brand bloomed, let’s rewind back to 2012.
Joel Hector wanted to lose a significant amount of weight, so he attended the Pritikin Longevity Center in Florida. In just six months he lost 100 pounds, but a real estate career kept him on the road, and he found there were no healthy food options while travelling. His wife suggested he start his own salad restaurant, and he spent half a year studying the salad market in New York before opening what was then called Fork and Salad in Calgary, Alberta in 2016.
The restaurant was an instant success, says Hector, speaking from the brand’s head office in Calgary. That one store brought Hector many requests for franchise opportunities, and so, in 2024, he brought on his son, Maxwell Hector, to lead franchise development across Canada and the U.S. Franchise operations went live in January this year, when the system’s name officially changed to Fork and Greens, since the original name couldn’t be trademarked in the U.S. At the moment, Hector says he’s negotiating with eight potential franchisees and is looking at having 64 units open in the next five years. His principal market will be Alberta, followed by British Columbia and then Ontario.
When considering the qualities of potential investors, Hector says, “Principally, I’m looking for heart and soul and a commitment to the business.” Restaurant experience isn’t necessary, he continues, but enterprise-level business experience is because “we do massive volume.”
Training takes two weeks at his flagship store in Calgary. The cost of a franchise runs from $350,000 to $500,000, and high-density residential street front locations are preferred. Ideal locations are between 1,200 and 1,500 square feet and all have the same look and feel, whether they’re new or renovated spaces. Fork and Greens’ major customer demographics are men and women aged 22 to 44, and menu options average about $20.
One benefit of a Fork and Greens franchise is its simplicity, says Hector. “We bring in our vegetables. We wash them. We serve them. Just as nature intended.” Hector adds, “Ours is a fresh, pure concept of eating healthy and feeling full. I think that’s paramount. But that’s not all. We succeed by helping others succeed,” he explains, and notes the extensive system operations manual that, if followed to the letter, will drive that success.
Learn more at LookforaFranchise.ca
More than 20 years ago, when Sam Osmow prepared a traditional Egyptian lunch at his sub shop, he unknowingly started something big for the Osmow family. Local people, intrigued by his meal, asked if they could try it. That’s when Sam Osmow, founder of Osmow’s Shawarma saw an opportunity beyond his sub shop in Streetsville, Ontario, and ventured on a new path.
In 2001 he decided to switch from subs to Middle Eastern and Mediterranean food, says his daughter Bernadette Osmow, president and chief marketing officer of the now 200-restaurant business. Everyone was against it, says Osmow, but Sam persevered, and that year sampled his new menu during Streetsville’s Bread & Honey Festival. The next day there was a line-up around the block, Osmow recalls from the head office in Mississauga, Ontario, and soon customers were asking for an Osmow’s Shawarma where they lived.
This success led to a restaurant in Mississauga, and in 2010, the first franchise location in Brampton, Ontario. But it was in 2017 when franchising really took off, claims Osmow, and now there are 194 locations in Canada and another six in the U.S. The system currently has 51 active franchise partners, many of them multi-unit franchisees who own up to 20 restaurants each.
Of course, a savvy business sense and an understanding of their market segment were crucial to Osmow’s Shawarma’s success, but so was the type of food it offered. With its use of lean protein, whole grains, legumes, and olive oil, the extensive practice of baking and grilling, and the avoidance of excessive salt and fat content, the system’s menu hits all of the right health food notes. Osmow’s owns its own plant where these ingredients are
made specially and fresh from scratch, making for greater consistency and freshness system-wide. For those looking to enjoy these meals, lunch for two at Osmow’s Shawarma costs about $20.
Osmow says the brand caters to a wide segment of the market, with their main customer base evenly split between men and women, ages 18 to 56. “A lot of our customers grew with the brand,” she says. “And we have people who come in two to three times a week.”
For potential franchisees, Osmow says restaurant experience isn’t necessary, but drive, ambition, and a passion for the food are. Training takes two to three weeks at the corporate location in Mississauga. The cost of a franchise is around $450,000, and their restaurant size sweet spot is 1,400 square feet, preferably at street front.
The benefits of a franchise are numerous, says Osmow. “We’re family run and family involved. We take feedback from our customers and our team.” The system has the advantage of size as well, as it is the largest quick service shawarma restaurant in North America, with new locations opening in Saskatchewan and Newfoundland & Labrador this year. Its digital footprint is also growing, with the introduction of a proprietary app for customer rewards and online ordering. But that’s not all: Osmow’s Shawarma doesn’t collect royalties from new franchisees for the first three months as they introduce healthy, quick service eating to their new customers. Learn more at LookforaFranchise.ca
How a MOLLY MAID franchisee turned her business into a balanced, successful life
BY SUZANNE BOWNESS
Even people who are unfamiliar with MOLLY MAID have likely seen the cleaning services’ distinctive pink and blue cars. So, it’s not surprising that’s how the brand popped into the mind of MOLLY MAID franchise partner Val Shijaku when she was looking for a business that offered standard workday hours with weekends off, in her quest to optimize her work-life balance while raising her three children.
Fortunately, when Shijaku first reached out in 2016, the brand had an established franchise available in central Toronto. By 2022, she’d bought a second territory, north of the city, as well. Through challenges and growth alike, this adaptable entrepreneur has built her own happy and holistic residential cleaning business.
Founded in 1979 by Adrienne and Chris Stringer in Mississauga, Ontario, MOLLY MAID now operates across Canada as well as in the United States, the United Kingdom, Japan, and Portugal. Services include scheduled cleaning at weekly or monthly intervals, one-time service, move-in and move-out service, and more. The services are insured and bonded, and undertaken by teams of two in their custom pink and blue uniforms. And yes, they all drive cars that match that distinctive palette.
In Shijaku’s business, most clients are residential homeowners, although she also serves some small office buildings. By 2019, she had grown her first location to seven teams of two. When the pandemic caused disruptions in the home services industry, the franchise had to regroup along with the rest of the world. But Shijaku is now regrowing her business and has already bumped her second franchise up to five teams.
Since starting with the franchise system, Shijaku has put a lot of work into her business. While she was a lot more hands-on when first acquiring her MOLLY MAID franchise, today she can manage both franchises thanks to the team she’s built, with office supervisors hired to help her at each location. As a result, she’s able to focus on the big-picture elements like marketing, growing clientele, training her teams, in-home estimates, and quality control checks. This also helps her to maintain the worklife balance she was looking for when she joined.
Born and raised in Albania, Shijaku’s previous career background included working for an international nongovernmental organization, first in public relations and then as vice-national director. Most recently, she worked for a financial institution in downtown Toronto for several years. While she didn’t have direct business-ownership experience, Shijaku says that becoming a franchisee later in life meant that she benefitted from all she had learned in previous work experiences, particularly in developing communications and people skills.
“I find that being a Gen Xer in franchising has only been beneficial. All the practical skills and ethics— including the soft skills that I’ve gained from previous job experiences—have been very helpful for me in managing and building a successful business,” she explains.
While Shijaku says many backgrounds could work in this business, the right attitude is essential. “I believe that you need a strong work ethic, you need to have customer service skills, and to have some experience in managing teams,” she says. Shijaku adds that the culture at MOLLY MAID is inclusive of all generations, and flexible enough to offer the same work-life balance she sought to younger team members who may also be looking for flexible hours to balance raising young children.
She says this flexibility and franchisee support is also part of what attracted her to the franchise and still makes her proud. “MOLLY MAID’s values aligned so well
with my personal values: making a difference in our community, and in the life of people that work with us, in the sense that we offer support to our employees,” she says.
With a full week of training at the start, and continuous support from her MOLLY MAID franchise coach and support office, Shijaku says she quickly grew her business using Google ads, flyers, and sponsorship of local school events. When the pandemic hit, she says she was even more thankful to be part of a franchise rather than on her own because of the brand’s strong leadership. While they paused business for a month, the president and CEO of MOLLY MAID invited franchisees to work together to come up with the Healthy Home Cleaning System, a set of updated safety and sanitization guidelines that debuted when businesses reopened. “I think that our clients appreciated the fact that we were back in business after a month of closing, because it was more important than ever to have a clean home and to have everything sanitized,” she recalls.
When it comes to everyday challenges, Shijaku says that employee turnover is the main one. “Some challenges are constant when running a small business, like hiring the right individuals, training and retaining staff, and handling client complaints,” she says. To overcome this, Shijaku says she’s very careful when interviewing. “I look for [team members] that are committed, that have experience, but also have the right attitude, and customer service skills. Some of these skills you cannot train for, like attitude.” She also maintains close contact with new hires to ensure they’re properly trained and aligned with the values of MOLLY MAID.
Attitude in action
“I tell my teams all the time that we do much more than cleaning. For example, when we go to a senior’s home, sometimes MOLLY MAID is their only visitor that week, so besides cleaning, our team members can also be personable and chat with the client and provide emotional support,” Shijaku says, offering a recent example where her team brought flowers for a regular client on her birthday and stayed for tea.
In the end, Shijaku says she’s very pleased with what she’s built, both in terms of the business and the home life that’s made possible by her adaptable work schedule. “It has been very helpful for me that this type of business gives me the flexibility to look after my family. I have three children, so there’s a lot of school appointments, and this type of business have given me the flexibility to step out of the office. I do my duties as a mom, then I can come back in the office and continue the work.”
In terms of future plans, Shijaku plans to continue growing the business, with an eye to weathering whatever economic concerns may be coming. “This year may be more challenging in terms of sales, but I can focus on building stronger teams, marketing initiatives, retraining teams in the field, quality control, and other aspects of the business,” she says. After all, it’s all about flexibility.
How a career full of restaurant experience led Jaime Weeks to the role of vice president and managing director of Wendy’s Restaurants of Canada
BY ROMA IHNATOWYCZ
Jaime Weeks likes to say she grew up in the restaurant industry. After all, she was just a teen when she landed her first restaurant job as a server at Red Robin, a gourmet burger chain in the U.S. What started as a part-time job rapidly morphed into training roles within the company, followed by a steady stream of increasingly senior positions at other quick service restaurant brands. That starting point led Weeks to where she is today: vice president and managing director of Wendy’s Restaurants of Canada.
To say it’s been a stellar career climb would be an understatement, and it all began with waiting tables at a burger joint in Virginia, where Weeks grew up. “That’s really where my career started,” says Weeks. “I’ve worked in the restaurant industry for more than 20 years, beginning as a server in high school and college, and then was able to transition that into a career.”
That transition took hold when a training director spotted Weeks working on the floor of the restaurant and was impressed with her energetic approach and work ethic. She felt that she had the potential to move from serving and hosting into a training role. “She saw something in me that I didn’t even see in myself at the time,” says Weeks, reflecting on her big break.
Weeks completed her undergraduate degree in interdisciplinary studies—followed later by an MBA—but it didn’t take long for her to realize that she had found her chosen career. “I caught the restaurant bug; it just kind of grabs a hold of you,” she says. “There’s something about being in this business—it’s fast-paced and very peopleoriented—that I was drawn to and loved, and I had the opportunity to make a career out of it.”
Following her tenure at Red Robin, Weeks moved on to other well-established restaurant brands where she honed her training skills, serving in a number of training roles across many brands—including her most recent role as vice president, international training and operations at FOCUS Brands, before moving to Wendy’s in 2019.
One of Weeks’s notable work experiences was when she moved to Japan to work for Marine Corps Community Services. There, she was responsible for employee training in all the shops and restaurants at the base. It was an eye-opening experience, and helped Weeks develop a global skillset that’s served her well in her career. “It was an exciting opportunity, and it was the right time in my life for it,” says Weeks. “I had always been interested in international business and wanted that global experience.”
Weeks at Wendy’s Weeks was well prepared for her next big career move: joining The Wendy’s Company, the second-largest quick service restaurant company in the hamburger sandwich segment in the U.S., with an extensive presence worldwide. Home to the famous Baconator ®, fresh square beef patties, and iconic Frosty ® dessert, Wendy’s® is a brand that needs no introduction.
Weeks initially led training for Wendy’s before packing her bags in the summer of 2023 to move abroad for the second time in her career. This time it was north of the border. She joined Wendy’s Restaurants of Canada as vice president of operations, before advancing into the role of managing director earlier this year. “I jumped at the opportunity to lead operations across Canada,” says Weeks. “It’s our largest international market, so it’s significant and of great importance to us. I’ve always been up for a new challenge and a new opportunity, and as you can tell by my past, I really enjoy the international aspect of the business.”
Embracing new opportunities is in Weeks’ DNA. In fact, she credits being “comfortable with being uncomfortable” as one of her most important career lessons and a large part of her success. “It’s when we’re a little uncomfortable and feel a bit challenged that we’re in the best position to uncover our growth or opportunities that will take us in a different direction than expected,” explains Weeks.
Equally important, says Weeks, is what a fellow executive she once worked with called “the hotshot rule.” What that means, she says, is continually asking yourself the following question: If a new “hotshot” employee were to come into your role, how would they do it differently?
“That allows you to have a fresh perspective,” says Weeks. “It’s something I’ve been able to employ in my career that has really helped me open my eyes. When you get stuck on something, you can ask, ‘If someone new was coming in with fresh eyes, how would they look at that?’”
These days, Weeks is embracing the opportunity to expand on Wendy’s success in the Canadian market, where the brand is celebrating its 50th anniversary this year. The first Wendy’s restaurant in Canada opened in Hamilton, Ontario back in 1975. Today, says Weeks, “We’re positioning Canada as a key driver of growth across North America.”
Plans are in place to add 125 more restaurants over the next four years, with a strong focus on advancing digital capabilities at the restaurants. There will be more self-order kiosks, better delivery integration, and more locations incorporating the company’s Global Next Gen design concept, first introduced in 2022. The new design embraces the digital age to meet the demands of today’s consumers. For instance, it includes a walk-up window with dedicated parking spots for delivery drivers.
“Our ultimate goal is for the design to help us deliver a better experience and better returns,” says Weeks.
“We believe that these advancements will not only help to improve the convenience and overall experience for our customers but also help us improve operational efficiency and ultimately profitability as well.”
At the same time, Wendy’s Canada continues to focus on its commitment to fresh-made quality fast food and innovative new or temporary offerings that align with contemporary food trends. This includes limited time offer items like its mushroom poutine, garlic mushroom bacon cheeseburger, and white chocolate strawberry Frosty, all of which rolled out last year. Its fresh beef patties are made from 100 per cent Canadian beef and 70 per cent of its overall menu is sourced in Canada, furthering its appeal to the Canadian market.
Wendy’s also continues to uphold the brand’s focus on community and charity initiatives, especially those supporting foster care adoption, such as the Dave Thomas Foundation for Adoption® and its signature program, Wendy’s Wonderful Kids. Wendy’s founder, Dave Thomas, himself adopted as an infant, was a passionate lifelong advocate for adoption and established the Foundation in 1992. Weeks now sits on the board of directors for the Dave Thomas Foundation for Adoption – Canada.
Building solid relations with franchisees is also high on Weeks’ priority list, and she is proud to share that more than 70 per cent of the brand’s current Canadian franchisees are actively looking to expand their footprint across the country—a testament both to their business success and their great relationship with the franchisor.
Furthermore, Wendy’s is actively looking for new franchisees to add to its team—people whose values and mission align with the brand’s core values. Most importantly, says Weeks, prospective franchisees need to be passionate about running a Wendy’s restaurant and all that it entails. Simply put, they need to enjoy the work. “It’s fast paced and it’s fun but it’s also a lot of hard work, so making sure [as a franchisee] you love what you do is a key part of that,” Weeks says.
Weeks is a walking example of someone who loves what she does, and she relishes the opportunity to build on Wendy’s success in Canada. “When you’re passionate about the work that you do, you don’t really feel like you’re working—I’m fortunate to feel like that,” says Weeks. “And being able to experience the culture of Canada, the diversity of Canada, and to travel all around this country has been an incredibly positive experience. I’m excited to give back to Canada in some small way in my role here.”
Former clients and current Massage Addict franchisees Christina and Justin Dabu reflect on their first year as business owners in the wellness industry
BY ALYSSA THULMANN
In the world of wellness, the holistic approach to selfcare begs us to consider the whole picture. Our bodies, connected from head to toe by interlocked systems of personal data, carry with them the effects of everyday life—the stress, the exhaustion, and the labour as well as the love. Therapeutic services targeting the body can improve pain or discomfort as well as decrease stress and improve mental well-being; this is the approach that franchised massage therapy brand Massage Addict takes when it comes to caring for their clients through chiropractic care, reflexology, acupuncture, and yes, massages.
Christina and Justin Dabu began their relationship with Massage Addict as customers, and upon seeing the health benefits, quickly became regular members. Christina came from a background in the dental industry while Justin gained experience in leadership roles at various hospitality and wellness companies.
When it came to their careers, though, the couple had another role that they wanted to muscle their way into. “Christina and I were always keen to one day start a business,” says Justin. “[We] felt franchising was the best approach, with the ability to leverage tried-and-true methods and a support system.” Having experienced for themselves the value of a membership with Massage Addict and learning of the brand’s positive reputation as a franchise, they jumped into opening a location of their own.
For the Dabus, 2024 was a big year: Justin earned his MBA and the couple prepared to open the doors of their own Massage Addict location. Fortunately, the franchisor was there to help along the way: “Training and support was best-in-class from the very start. There were weekly calls and regular check-ins in the six months prior to opening,” says Justin.
Massage Addict also provided a library of training resources including recruitment trackers, construction and clinic set-up guides, and operations manuals, alongside virtual cohort training and hands-on in-clinic training.
Finally, on September 4, 2024, the Dabus opened the doors to their new business in Okotoks, Alberta, offering therapeutic wellness services to a welcoming community. “It’s been not only a learning experience but also extremely fulfilling,” the couple shares. “We did not anticipate the impact this business would have and what it would mean for our practitioners and for our clients.”
The first year of operation can be a period full of fluctuations, changes, and challenges for any franchisee. For the Dabus, there was a steep learning curve to navigate with such a big development in their lives. The couple listed construction delays, the recruitment of an entire team from scratch, and the management of their time and workload as some of the kinks they needed to massage out.
“We found it challenging to juggle administrative tasks, daily operations, customer service, and staff management while still making time for family,” Justin says. They also have two young daughters between the ages of six and seven, both of whom are homeschooled. He adds, “it all quickly became overwhelming. Christina and I had to adapt to such a big change for our family.”
However, obstacles are to be expected when beginning any new adventure, and the Dabus built up a support system and a strategy to tackle anything thrown their way. They explain how they focused on prioritizing tasks, delegated and deferred as needed, set boundaries for themselves, and relied on the supports being offered: “This helped to prevent burnout and maintain a healthy balance during this crucial period.”
“In addition, we really needed to be patient, resourceful, and to lean on the franchise systems in place,” says Justin. Since it was their first time owning and operating a business, it was integral they took to heart the expertise of the corporate team. “They helped guide us through many of the year-one challenges of development, construction, recruitment, startup, and operations.”
Joining the Massage Addict brand also brings with it ongoing support well past the official opening day. The Dabus benefit from being part of a community within the brand. They have access to continuous learning
opportunities via webinars offered for both franchisees and staff; recruitment support and invites to recruitment fairs; ongoing system and technology updates; regular check-ins with feedback and performance reports; and shared resources and marketing strategies. Each clinic also has its own franchise business consultant assigned to them. There are even contests between clinics to promote fun and engaging intra-franchise relations.
Just as practitioners work through long-term treatment plans to support their clients’ overall wellness, Christina and Justin have clearly visualized what it will take to achieve long-term success in their business.
“What we enjoy most is the opportunity for Christina and I to bring both of our passions to life through this business. It’s exciting to see how hard work and enthusiasm can translate into something meaningful for so many people,” says Justin.
As many who’ve worked within an organization will understand, one of the most crucial steps in creating a positive environment is developing a team that is not just knowledgeable and hardworking, but supported and happy to be there.
Many of the Dabus’ day-to-day responsibilities revolve around their team—recruiting new members, ensuring that their current staff are set up for success by training, developing, and supporting them in their mission to deliver high-quality care, and fostering opportunities for team building, recognition, and gratitude.
Plus, like any high-quality holistic care, the Dabus consider the whole picture. They handle administrative tasks such as planning the days, weeks, and months in advance so that their front desk team, their practitioners, and by extension, their clients, are conditioned for success. They’re also present to handle any new situations that arise while busting out the necessary problem-solving skills. All of this is to ensure the best care for their clients, who they engage with regularly in order to develop relationships that keep guests coming back again and again.
In traversing their first year as franchise owners, Christina and Justin developed a style that worked well for them and their brand. When Franchise Canada asked the couple the biggest lesson they’ve learned during this time, they responded: “Focus on a few key objectives, namely hiring/developing a great team, investing heavily in early-stage marketing, and cultivating a great in-clinic experience for everyone. These few focuses make the biggest impact in generating momentum and securing early wins.”
Now, the Dabus are looking forward to a promising future. The couple embodies Massage Addict’s “Proudly Canadian, Locally Owned” identity, and they hope to make their clinic the go-to for therapeutic wellness in the Okotoks community. In light of all the positive experiences they’ve gained and the lessons they’ve learned opening their first Massage Addict location, they have plans to open one to two more locations in the next five years as well.
Reflecting on their adventure so far as franchisees, Christina and Justin say, “We would describe the experience as ‘all of the above’: Exciting, challenging, adventurous, transformative, rewarding, and fulfilling.”
For those considering the brand for their own franchise: “Experience a treatment at Massage Addict for yourself, or even better, become a member like we did to learn first-hand the value Massage Addict provides its clients,” the Dabus recommend. “During the discovery process, ask plenty of questions to both the franchisor as well as existing franchise partners—you will learn all you need to know through these conversations.”
Learn more at LookforaFranchise.ca
Business owner Kam Dhanda fosters a community support system within his Subway franchise
BY HANNAH FOULGER
“DAILY
DAYS IT IS A SIMPLE SMILE FROM A GUEST OR A FIST BUMP FROM A TEAM MEMBER THAT MAKES ALL THE DIFFERENCE.”
It was 1992 when Kam Dhanda arrived in Canada from the U.K., looking to become an entrepreneur. He was no stranger to the restaurant business, having been raised in the industry, but as a new immigrant arrived without the contacts and connections that he had back home. That is, until he learned of a relative from the U.S. who had built a successful business as part of Subway, one of the world’s largest and most successful franchise brands.
That’s how Dhanda’s story began.
It’s been 33 years since Dhanda was inspired to buy his first Subway franchise in Surrey, British Columbia. He’s since expanded to three locations, and alongside his business partner, employs more than 50 people. For him, Subway was the right choice, not just at the time but for every day since because of the community environment that Subway creates, supported by their tried-and-true business concept.
“Subway fosters a sense of unity, making franchisees feel like one big family,” says Dhanda. “I’ve always felt valued and supported, with ample opportunities for lifelong learning. The Subway franchise system provides all the tools and resources necessary for success, and by following Subway’s example, franchisees like me can grow and thrive.”
Starting the day right
In fostering his success, Dhanda starts his day at 4 a.m. before getting some exercise and heading to work. Having grown up in the restaurant industry, Dhanda’s “family approach” is important not only to maintain minimal turnover, but to support his team both in work and life. Every morning, he emails his staff to check in on them. “I like to check in with my team often so that they always know that I’m there for them,” he says. “My partner and I personally go to every single restaurant daily to check cleanliness, and food safety. We also have team meetings where we focus on motivation and ensuring that every team member feels like a part of the organization.”
One small moment of pleasure Dhanda has every day is when one of his employees sports a genuine smile,
proud of a job well done. He knows that the best customer service comes from employees that feel safe and supported in what they do.
“Mental health and wellness are a key part of what we do as a team, and we are always looking to support each other.” Some of his employees have been with his company for as many as 20 years. They have daily team meetings “to ensure everyone is on the same page and feeling good about their responsibility and most importantly, their overall mental and physical well-being,” Dhanda shares.
Dhanda knows he’s not just a franchisee, he’s one part of a whole team that makes Subway a great place to work.
“My philosophy is that everyone is a team player, and we all do our part to make the guests happy—we treat each other with respect and appreciate each other, which, in turn, has a positive impact on our guests,” he says. “Daily interactions really matter—some days it is a simple smile from a guest or a fist bump from a team member that makes all the difference. The bigger moments of giving back and supporting the community have stayed with me and I hope to have even more of those in the years to come.”
Dhanda sees the emphasis on fostering a healthy community reflected in the Subway brand and business, not just in the restaurant but also in the neighbourhoods and especially at schools. Through the opportunities that Subway provides, Dhanda has been able to support important causes, including Subway’s own Never Miss Lunch program, which they run in partnership with Food Banks Canada. Together, for the past five years, they’ve been able to deliver around 740,000 food packs to children in more than 200 communities across the country. These packs of fruits and vegetables are given to children annually at the end of the school year, helping them eat balanced and nutritious food over the summer break.
Dhanda has also felt personally supported by the Subway brand because of their ongoing assistance in helping to develop his skills as a franchisee.
“Subway fosters a sense of unity, making franchisees feel like one big family,” he says. “I’ve always felt valued and supported, with ample opportunities for lifelong learning.”
Subway’s system is so strong and consistent that even in historically unprecedented times, Dhanda knew that he had the structure, the knowledge, and the foundation to get through difficult circumstances.
“From day one, I knew sticking to the Subway system was key—recognizing it as a tried-and-tested formula for success. One of the biggest challenges in my 33 years as a Subway franchisee was the unprecedented time of COVID-19. It was a profoundly challenging time across the industry and one that underscored the importance of my teams and the communities we serve. Throughout the uncertainty, I remained steadfast in my commitment to stand by my team and local communities when they needed it most.”
By sticking to Subway’s system, Dhanda’s franchises have not only endured through historically arduous times, but have thrived enough to be named Business of the Year by the Surrey Business Excellence Awards multiple years in a row.
“I continue to learn something new every day. As my business expanded, I quickly realized how crucial it was to have solid plans, clear goals, and effective systems to keep everything running smoothly,” Dhanda says. “I’m very grateful to the Subway team for their steadfast support, which played an instrumental role in helping me reach my goals and bring my vision to life.”
As tried-and-true as the brand is, Subway continues to evolve and change to meet the needs of today’s and
tomorrow’s customers. “Subway is currently transforming their offerings through new restaurant concepts, new technology, and new menu innovation, targeting the next generation of consumers,” Dhanda shares. Each step of the way, Subway provides training to equip their franchisees for success. The “University of Subway,” the brand’s online training platform for franchisees and employees, offers continuous learning resources to support them through upgrades and changes to the menu and the different offerings available.
What’s more, Subway has sent Dhanda to multiple local conferences, regional meetings, and conventions. These have given him the opportunity to exchange insights and best practices with fellow franchisees. “This collaborative environment not only enhances the Subway brand but also recognizes the success of individual franchisees,” he says.
As Subway evolves and changes, Dhanda is excited to be at the forefront of this change. He is a member of various franchisee advisory boards. He also mentors and trains other franchises, as he loves to support other new and established franchisees as they achieve success. His ultimate goal is to enhance the brand for everyone. Even after 33 years of working with Subway, Dhanda still has a passion for his customers, his team, and the franchise brand’s “endless opportunities for growth.”
BY DANIEL MCINTOSH
As consumers aim to look and feel better, fitness brands are reaping the rewards of a growing client base looking to improve their mental and physical health through exercise. Orangetheory Fitness, a fitness franchise brand, has pledged to give clients longer and more vibrant lives.
What was once the domain of elite athletes can now be experienced by people of all shapes and sizes looking for an innovative, tech-driven workout program. The brand provides data-driven workouts, bringing together total-body, strength, and cardio training in an energizing one-hour workout. Clients wear heart rate monitors to collect biometric data through classes that are designed to drive metabolism, leading them to burn calories and body fat while also building lean muscle.
Blake MacDonald, the president and master franchisee for Canada, recalls being impressed by this tech innovation when he joined Orangetheory Fitness. In 2010, he and his business partner, David Hardy, took a closer look at the company after a workout with the brand.
“It was the perfect fusion of science, technology, and coaching, all rolled up into one thing,” says MacDonald. “It was like nothing we’d ever experienced before.”
MacDonald and his team immediately bought the Canadian rights for the brand. When they opened the first Canadian location in 2012, it was only the eighth unit in the brand’s history. Now the brand has over 1,500 studios in more than 20 countries.
Its quick ascension is due in part to its unique fusion of fitness and technology. When the brand got its start in the early 2000s, there was nothing of its kind.
Science-backed, technology-tracked
Orangetheory’s founder, Ellen Latham, was an exercise physiologist driven by her passion for health and wellness. She ran classes through her Pilates studio, coached celebrities, and built up her cache as a health and fitness columnist in newspapers across the Florida area.
Latham noticed that many of her clients struggled to meet their goals with existing programs. So, she devised
her own program—Ellen’s Ultimate Workout—that contained elements of interval cardio, strength exercises, and rowing. That program formed the bedrock that Orangetheory Fitness is built upon. She began running the program out of her Boca Raton studio in 2007, and it became a massively popular fitness option—so popular, in fact, that by 2009 classes were consistently booked solid.
One of the first clients to see the benefits happened to be an entrepreneur who also saw the potential for a franchise concept in the nascent brand.
An Orangetheory class blends strength training with high-intensity interval training (HIIT) cardio and rowing for a full-body workout. Clients use the brand’s heart rate monitors to collect data and glean insights into their performance. The goal is to keep clients in the coveted “Orange Zone,” where they use 84 to 91 per cent of their maximum heart rate. Twelve minutes in this zone per hour can reportedly result in the burning of calories for up to 24 hours after a workout.
The breakneck pace that Orangetheory grew is a testament to its value for clients. The brand was one of the first franchises in the world to open 1,000 locations without any closures, according to MacDonald.
“It’s a global brand,” he says, “and in the boutique studio space, we’re definitely an industry leader.”
MacDonald opened the first Canadian location in St. Albert, Alberta, and at the time, the system lacked the structure it needed to properly thrive as a franchise brand. MacDonald and his Canadian office team helped shape the concept past its early iterative stages. “There
was no music or workout templates, no real consistency or guardrails,” recalls MacDonald. “I think the Canadian operations were the sharp edge of the sword on the innovation side.”
The small team set guidelines for operations, moving away from package pricing to a monthly recurring membership model. The brand also developed workout guidelines and music templates that made scaling easier, divesting from the expectation of traditional fitness brands.
“What ends up happening [at other workout studios] is their coaches come up with workouts, and so they’re content producers and coaches and motivators within the concept,” notes MacDonald. “By having templates that were consistent and tested and built by exercise physiologists, we took all the work out of actually building the workouts themselves.”
These templates gave trainers and coaches the opportunity to lean into motivating clients and providing a more focused presence in the studios. MacDonald says that developing those workflows were essential keys to helping scale the brand.
As for the tech, Orangetheory developed its own proprietary heart rate monitoring system (another initiative led by the Canadian team), which allowed them to control and compile all the data to develop better workouts.
“Canada’s always been on the cutting-edge of all the innovation and technology, and we continue to try and be that for the brand,” MacDonald adds.
That’s the case within the brand and for franchisees as well.
MacDonald says that Orangetheory seeks out engaged owners who have a desire to be social and love being able to sell a high-end, value-based customer experience. Orangetheory franchisees don’t need to come from the fitness industry, but they should be passionate and accountable to the customer experience, making them great executors.
Despite both being native to Quebec, Jean-Sébastien Carré and Sophia Stiperski met through mutual friends while they were performers in Las Vegas, Nevada. He was a musician playing in Celine Dion’s residency band, while she was an acrobat for Cirque du Soleil. A mutual friend of theirs was the master franchisee for Orangetheory in Nevada. Stiperski left her role as an acrobat after 19 years and leveraged her passion for personal fitness to become the studio manager for Orangetheory’s first Las Vegas location before it officially opened in 2014.
An experienced athlete, she became accredited to teach Pilates, barre, and several other fitness styles. She says none of them were as valuable as Orangetheory.
“It was really the workout that, for me, gave the most results. I could see we were really changing lives.”
Stiperski found that clients were in better health: losing weight and meeting their goals, and reducing their reliance on medications for cholesterol and diabetes. Stiperski saw all the benefits from the one-hour sessions with Orangetheory that other workout concepts were lacking. “People really love Orangetheory, and you could see really true results.”
When the opportunity to buy the franchise rights in Quebec arose, the pair jumped at the chance to bring the brand back home.
“We’re both Canadian, so when we were done [in Las Vegas], we moved here with the purpose of sharing Orangetheory with the Québécois and Canada. That was our purpose.”
The pair opened their first studio in Boucherville, Quebec in 2017.
Both Stiperski and Carré had family in Quebec, and following their high-flying careers, they rediscovered an entrepreneurial part of themselves as the province’s master franchisees.
“We put almost everything we had into this project, and I think that’s part of the success we have because we didn’t have a choice but to make it work,” says Carré.
Although Stiperski already had experience with the brand from her days living in Las Vegas, training included a two-day discovery session at the brand’s Canadian head office in Edmonton and a week of further training at their Boucherville location.
MacDonald adds that there’s a national pre-sale and training manager who guides franchisees through the
grand opening and ensures coaches have all necessary certifications.
“We’re very hands-on with launching the business. Every single department that we have, whether it’s construction, design, signing the lease, or your operations, we have departments that are holding our franchisees’ hands through the entire process,” says MacDonald. “That’s really where we hang our hat in terms of our success.”
Carré and Stiperski echo these details, saying that the brand provides all the tools to succeed.
“I’m a very by-the-book girl,” says Stiperski, “and they have 1,500 studios around the world, so obviously they know what they’re doing.”
By combining cardio, weightlifting, and high-impact technology, Orangetheory has carved out its own niche in the franchise industry. MacDonald describes it as “prescribed” fitness.
“We’re very prescriptive in everything we do, whether it’s how many times you’re working out in a week, what exercises you’re doing, what types of classes you need to include in your weekly program,” he says.
Since finding success in Boucherville, Carré and Stiperski have since opened two more locations, and are actively seeking out real estate for their next two locations. Both mention their community of clients as a core facet of enjoying franchising with Orangetheory Fitness.
“The members are almost family to us now. We all know their names, know what they do in life, and know their kids,” says Stiperski. “We get so close with our community.”
She adds, “It’s a people business, and that’s what I like the most about it.”
Learn more at LookforaFranchise.ca
M&M Food Market celebrates five years and more than $450,000 raised with BGC Canada
BY JOELLE KIDD
The spring of 2020 was an uncertain time. The COVID-19 pandemic lockdowns were in full effect, supply chains were disrupted, and community-based food programs found themselves in need of help.
BGC Canada (formerly Boys and Girls Club of Canada) was one such program, facing increased need and limited resources. That’s where M&M Food Market came in.
“We connected with BGC Canada when we learned that local Clubs had been affected by lockdowns,” says Al Lindsay, president of M&M Food Market. BGC’s childcare programs and morning and after-school care needed to be shuttered to comply with lockdowns, putting additional strain on families in need. “We worked closely with our partners at BGC Canada, and M&M Food Market was happy to provide $125,000 in gift cards for BGC Canada to distribute to families in their communities.”
The success of this effort led to further conversations “about how to work together to make an even bigger impact,” Lindsay says. By October 2020—at the brand’s virtual 40th anniversary celebration—M&M Food Market formalized the partnership.
“Since then, our head office team, franchise partners, store managers, and meal advisors have rallied behind this cause and have raised over $450,000 in food, cash, and gift card donations to support this national charitable organization at a local level,” says Lindsay.
The idea of giving back locally is baked into the M&M Food Market concept from the start.
“As a Canadian-owned and operated retailer, for over 40 years M&M has helped Canadians put delicious meals on the table by offering easy-to-prepare, top-quality foods, and personalized customer service, all within a uniquely convenient shopping environment,” Lindsay says. The brand is proud of its Canadian roots: more than 80 per cent of the products sold in M&M Food Market stores are made in Canada, and the brand has more than 300 locations across the country, in every province and two territories.
While the brand has evolved since its humble beginnings in 1980 in Kitchener, Ontario—including a 2016 rebranding, refreshed store design, launch of a cuttingedge e-commerce site, and an acquisition by Parkland Corporation—that local-shop mentality and focus on the community has remained.
“Our stores have been part of communities across Canada since we opened our doors in 1980,” says Lindsay. And M&M has made it a point to commit to the communities it operates in. “We consider this to be a responsibility of ours, as a company and as local operators.”
Last year, the brand set out to raise $100,000 for BGC Canada’s Club Day campaign. In-store teams, employees, and customers came together in a month-long campaign. The efforts of the M&M team and their customers resulted in $152,000 in cash, gift cards, and food donations, according to Lindsay.
Parkland’s Ultramar Foundation also joined M&M in donating an additional $100,000, bringing their 2024 total to a whopping quarter of a million dollars.
BGC Canada is the country’s largest organization serving children and youth, running community-based programs that include before- and after-school care, childcare services, youth mental health support, food security initiatives, and educational programs. In addition to raising funds, the annual Club Day event spreads awareness for BGC Canada’s programs. This year, M&M Food Market plans to support Club Day again on Friday, June 6, 2025.
Lindsay, who is a member of the BGC Canada foundation board, says he’s looking forward to continuing the partnership. “This is a cause I’m very passionate about. I’m looking forward to continuing to stand up for young people, creating a platform for their voices, and working together to create a more equitable and inclusive Canada from coast to coast.”
Franchisees are excited about the ongoing partnership as well, which Lindsay notes could open up new opportunities on the local level. “Many of our franchise partners have made connections with their local BGC Canada Club, and we expect to see some very inspiring things continue to happen at a local level this year and into the future,” he says. “Everything from food donations to Clubs, to showing up and supporting Club events, to hosting a barbecue event for the youth at a Club.”
Living (and giving) local M&M Food Market franchise partners also support a wide variety of causes and community events in their local areas, Lindsay notes—“everything from food donations, financial contributions, team and club sponsorships, barbecue events, and even volunteering their time.” Franchise partners with the brand are passionate about providing this support, and proud of the work they do, he adds.
“Many of our franchise partners appreciate the fact that we support BGC Canada as a national organization at a corporate level, and at the same time, they have the opportunity to support additional local charitable groups that they feel most connected to.”
Franchise partners across the country make their support felt by sponsoring local sports teams, contributing gift cards to raffles, donating proceeds to help with fundraising efforts, hosting charity events, and donating food, among other ways.
Four decades ago, M&M Food Market (then called M&M Meat Shops) was founded to offer a new kind of meal option to busy consumers who might not have time to cook a meal from scratch but didn’t want to rely on takeout or low-quality prepared food. The product lineup featured restaurant-quality foods at an accessible price point, flash-frozen and easy to prepare—the kinds of products not available at any other retailer.
Since then, this mission has continued, with the product range expanding to include everything from healthy daily dinners to hors d’oeuvres and other options for special events and entertaining. M&M Food Market
stores now feature colour-coded packaging to help customers navigate the selection, line-ups of essential products to keep kitchens and pantries stocked, and delicious options for a wide range of dietary needs and consumer tastes, including gluten free, vegetarian, and vegan options. Expertly trained meal advisors help customers navigate the selection and find their new favourite meals.
With this focus on customer connection, it’s a natural extension for franchisees to share their community outreach. “Given the deep local connections our franchise partners have with charitable groups in their communities, word-of-mouth and talking to customers in store is a great way to spread the word about all the great work our team is doing,” he says.
All of this is not to try to get credit for the charitable work M&M Food Market and its franchisees do, Lindsay notes. “It’s more about using our channels and network to raise awareness for these charitable groups in hopes to garner even more support beyond what our team is already doing.”
After all, it all cycles back around to strong community connections. “The work our franchise partners do to support local organizations and charities in their communities,” Lindsay says, is “truly inspiring.”
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.
From their business model to their workout templates, 30 Minute Hit focuses on flexibility and productivity. They’ve combined high-intensity circuit training with boxing and kickboxing to design a workout specially for women. Thanks to the nature of these workouts, franchise locations can serve a large membership with a relatively small space as there’s no bulky or expensive machines to upkeep. Additionally, franchisees benefit from the recurring revenue model, a flexible schedule, and extensive support from the franchisor on matters ranging from site selection and floor plan design to training certification.
With more than 50 franchises across Canada and 700 worldwide, Comfort Keepers provides in-home care to seniors and adults requiring assistance with daily activities, improving their quality of life while maintaining their independence. Comfort Keepers provides its franchisees with comprehensive training in management and operations, and access to a Franchise Support Centre with resources for marketing, client care, HR, and more. The brand is a member of the Military Veterans Program, providing additional support to Canadian Veterans interested in going into business for themselves. This franchise is a good fit for those passionate about providing quality in-home care to a growing segment of Canadians as the population ages.
Since 1983, the Active Green + Ross brand has supplied Canadians with their automotive needs, from tires and wheels to general servicing and repairs for most car and light truck models. A background in the automotive industry is not a requirement to get involved as a franchisee—just the drive to succeed. Active Green + Ross offers their franchisees assistance in training, site selection, legal fees, and shop layouts along with a protected territory for their business. With more than 65 locations across Southern Ontario, this established brand is perfect for those who want to get into the automotive industry without reinventing the wheel.
Who doesn’t love a sweet treat? Grinner’s Food Systems Ltd. has already established itself with two previous franchise systems and has now added FROZU! to the mix—a family-friendly brand offering self-serve frozen yogurt to hungry Canadians. Franchisees can fit the business to their individual needs, whether it be a standalone unit or an add-on to a previous business. For those interested in building on to their location, Grinner’s has complementary brands Greco Pizza and Capt. Submarine as available add-ons to the business.
As a prospective franchisee, why is it important to hire a lawyer that specializes in franchise law?
relationship is a contract that sets out the parameters of that relationship and the manner in which the franchisee must operate the franchised business. Entering into a franchise agreement is a significant legal commitment that requires a careful understanding of both the opportunities and the risks involved. Beyond the franchise agreement itself, there are many other legal elements that a franchisee may face, including the incorporation of a company, shareholder agreements, lease negotiations, and operational matters such as employment, permits and licensing, and supplier and vendor agreements.
For prospective franchisees, hiring a lawyer that specializes in franchise law is an important step to ensure that (a) the franchisee has understood the legal commitment they’re entering into and (b) that they have the adequate legal support to successfully operate the franchised business.
The legal landscape of franchise law in Canada
In Canada, six (soon to be seven) provinces have specific franchise legislation in place. Legislation is unique to each province, however they share a common purpose: to ensure that a prospective franchisee is provided with the information required to make an informed investment decision before purchasing the franchise. In addition, franchise legislation creates a legal framework that governs the relationship between franchisors and franchisees outside of the confines of the franchise agreement.
It is paramount that a prospective franchisee understands their statutory rights and the legal protections afforded to them by the franchise legislation in their province. On the other hand, if the prospective franchisee is located in a province that does not have franchise legislation, then the relationship between the franchisor and franchisee is governed by the law of the contract, and the prospective franchisee should understand that it cannot access statutory remedies; therefore, the negotiation of the franchise agreement becomes even more important.
The franchise agreement is the foundation of the franchisor-franchisee relationship. This contract will affect many aspects of the franchisee’s business, including financial obligations, operational duties, territory rights, and any restrictions during and after the length of the contract.
The franchisor will present a standard franchise agreement to the franchisee, prepared by the franchisor’s lawyer, which will contain various protections, rights, and remedies in favour of the franchisor.
An experienced franchise lawyer can provide invaluable assistance in reviewing and negotiating the terms of the franchise agreement. While some franchisors may be flexible, others may be more rigid in their terms. A franchise lawyer can help identify (a) contextual factors that ought to be reflected in the franchise agreement and (b) any clauses that are particularly onerous, atypical, or otherwise unfavourable to the franchisee, as well as suggested amendments.
In many cases, franchisees incorporate corporations or enter into joint ventures with others to share the financial burden and operational responsibilities of running a franchise. If multiple individuals are involved in the franchise, it is essential to establish a comprehensive shareholder agreement that outlines the terms of corporate governance as well as the rights and obligations of the shareholders, and defines the dispute resolution process.
While any corporate lawyer can draft a shareholder agreement, a franchise lawyer’s input is vital as the shareholder agreement should be tailored to reflect the realities of the franchise agreement, both with respect to the practical operation of the business as well as the limitations and responsibilities of the franchisee. For example, the franchise agreement may specify that particular terms are included in the shareholder agreement as it relates to death, disability, and transfer, and failure to include such terms would be a violation of the franchise agreement.
Furthermore, any distribution of shares, liquidation of assets, or transfer of the business will be governed by both the shareholder agreement and the franchise agreement. It is important that these two documents work hand in hand to avoid any conflict.
Franchising offers an exciting opportunity, but is a serious legal commitment that requires careful planning and expert advice. Hiring a franchise lawyer is essential to
(continued on page 81)
Cassandra Da Re Partner Dale & Lessmann LLP cdare@dalelessmann.com
YOU’VE DONE YOUR HOMEWORK. You’ve read, you’ve researched, and you’ve narrowed it down to one or two franchise systems that meet your criteria. All that’s left to do is make your final decision and sign on the dotted line … right?
Not all franchise buyers realize that franchises are not simply “sold,” they’re awarded. Each franchisor has a particular set of criteria that a prospective franchisee must meet in order to be approved for a franchise purchase. Even once you’ve decided that a specific brand is the right one for you, there’s no guarantee that the franchisor feels the same.
So how do you put your best foot forward?
Know your strengths ... and your weaknesses
Take a hard look at your skills and experience to identify what you’re great at. Evaluate how your strengths will translate into success within the franchise system, and be prepared to articulate this throughout the discovery process. This is not the time to be humble! Demonstrate to the franchisor that you understand what success looks like within their business model, and that you have the skills to achieve it.
Toot your own horn, but be sure to temper this with a healthy dose of self-awareness. We all have weaknesses, and it’s important that you know yours. Address how you’ll navigate these gaps as a business owner and discuss your weaknesses from a solutions-based perspective. Talk about how you’ll hire a team whose strengths compliment your areas of weakness. Outline how you’ll leverage the franchisor’s resources to level-up in the areas where you’re not as skilled. By highlighting your strengths and addressing your weaknesses in a constructive way, you’ll present yourself as a well-rounded, transparent, and coachable franchise partner.
Franchises are built on systems and processes that have been carefully curated over time to drive success. The franchisor has tried and tested everything so that you don’t have to. They’ll provide you with a road map to success; show them that you can follow it.
Just as franchise operations are carefully structured, so is franchise recruitment. Franchise recruiters manage many interested candidates and deliver a huge amount of information to ensure all parties can make an informed decision about the business. There are systems in place to ensure nothing is overlooked during the discovery process, and following these systems benefits everyone. If you skip steps, rush timelines, or shirk homework, you
are doing yourself a disservice and raising a major red flag for the franchisor. If you’re already challenging the process at this early stage, why should they trust you’ll follow their systems as a franchisee? Work with the system, not against it.
Responsible franchising is all about transparency. Your franchisor wants you to succeed, and they will help you get there, but you need to provide them with confidence that you understand the highs and lows inherent to their franchise. They will assess you to determine that you have the skills and mindset to thrive in their business model, and that you have the grit to weather any storms you might face.
Clearly communicate your ambition and optimism, but make sure it’s grounded in reality. Do you understand the amount of work you’ll need to put in while you get the business off the ground? How might this change as the business matures? What will you do if it takes longer than you thought to break even? How will you turn things around if your business is underperforming? Define what success looks like to you, understand the various obstacles you might face along the way to that goal, and communicate this to the franchisor.
Purchasing a franchise is a big decision. Do your homework and help the franchisor get to know you so that you can decide together if there’s a mutual fit. You want to align yourself with a franchisor who will protect your investment by building a franchise system of like-minded franchisees who share the organization’s vision, culture, and operational requirements. Give the discovery process the time and consideration it deserves to ensure a healthy long-term partnership.
Mackenzie Allsop Account Director Cadence Franchising
there may come a time during a franchise partnership where a franchisee and franchisor disagree. This is a reality in any relationship. Maybe you disagree with how national advertising dollars are being spent, or think new menu items being introduced will not sell well in your market. Many franchisors have a franchisee advisory council where issues can be dealt with as a group.
Another approach is to simply talk to the franchisor. Many issues can be resolved by open communication between the parties with mutual respect for each other’s viewpoint. Set up a face-to-face meeting and present your case, but at the same time keep an open mind and listen. You may not have heard the research and logic behind the decision. Similarly, the franchisor may not have fully taken into account the franchisees’ firsthand experience.
If agreement still cannot be reached, there are options. The Canadian Franchise Association (CFA) has an Ombudsman program, a free program available to all franchisees and franchisors in Canada. The Ombudsman will listen to one or both sides and try to facilitate communication. All discussions are completely confidential and done informally by phone. Contact the CFA Ombudsman at 866-443-8255.
A franchise agreement will typically address dispute resolution. The agreement may make reference to both parties being required to go to mediation to resolve differences. Mediation is an effective way to resolve disputes that’s quicker and often less costly than going to court. The costs of mediation are shared by both the franchisee and franchisor and will vary depending upon the complexity of the disagreement. The process is formal and involves both parties meeting face to face with a neutral third party facilitating discussions to reach an acceptable agreement. Mediation is voluntary and nonbinding. It’s important to find a neutral mediator that both the franchisee and franchisor agree upon.
If an agreement can’t be reached through mediation, then arbitration becomes the next step to resolving the differences. Whereas mediation is non-binding, arbitration is binding and may result in a decision that’s not acceptable to one party. It’s a quicker and more efficient process than going through the courts and often less costly. By going to arbitration, the parties agree to give up their rights to pursue the dispute in court.
The arbitration must be agreed to by both parties. The arbitrator is ideally someone who understands law and franchising, often a lawyer or judge. The franchisee and franchisor typically must agree on an arbitrator. If an agreement can’t be reached, then often the franchisee and franchisor will each pick an arbitrator and the two arbitrators then pick a third. The arbitration process is then conducted before a panel of three arbitrators. This will result in the costs, shared equally by the franchisee and franchisor, being as much as three times more as that of a single arbitrator. The arbitrator(s) listen to both sides and review all evidence. This may take several days or several weeks. Once all material is reviewed, the arbitrator(s) deliberate before making a final decision. The entire process may take several months.
The last method of dispute resolution is going to court. In some cases, this may be the only way to find a solution, although it’s the most costly and can take years to resolve. This method is one that both franchisees and franchisors should look to as a last resort.
Disputes are often a part of any long-term relationship. Good franchisors are sensitive to individual circumstances but make decisions for the system as a whole. Communication and discussions often resolve many issues. If not, it’s prudent to understand the resolution alternatives.
Watch the Franchise Tutorials video on Dispute Resolution
FRANCHISE relationship, there may come a time where a decision is made to bring the franchise partnership to an end. The franchise licence term may simply come to an end and you may decide not to renew, or there could be other reasons why the franchise agreement could end.
All franchise agreements make reference to defaults. This is where you’re in breach of the franchise agreement. The franchise agreement has obligations that you must meet, and failing to meet these obligations will cause financial loss to the franchisor or cause damage to the franchise brand.
Some defaults can be corrected or “cured.” Examples would be non-payment of royalties or fees, noncompliance with standards, or failing to submit reports and financial statements. In these cases, the franchisor will give you a reasonable amount of time to cure these defaults, usually 14 days. If you need more time due to unusual circumstances, let the franchisor know and they will often grant extensions. If you still fail to cure the default, then the franchisor has the right to terminate the agreement. Through your actions, you will decide whether or not the agreement comes to an end.
There will be some instances where the franchisor has the right to terminate the franchise agreement without notice due to your actions. It may be that you have charged a security interest or sold the business without the franchisor’s permission, intentionally provided false or misrepresented financial statements, or you have given away confidential information. It may be that your company has gone bankrupt, into receivership, or simply been abandoned. These circumstances all reflect a failing business. It’s important to remember that a good franchise system will usually minimize your risk, but doesn’t make you immune. The nature of business is that there will always be a chance that the business will fail for a variety of reasons. Ideally, you and the franchisor have been communicating and dealing with the shortfalls of the business long before it gets to this stage.
Know that, in the event that the business is failing, you have choices. One is to sell the business and transfer or assign the franchise licence agreement to a new franchisee. This is a far better choice than letting the business fail, as it allows you to recoup some, if not all, of your investment. You may also choose to transfer
the franchise agreement because the business is doing well and you wish to recoup a return on your investment. You may want to retire, there may be a partnership breakup, or you’ve simply decided you want to do something else. Understand that a franchise isn’t a life sentence. Although the term of the franchise agreement may say 10 years, you may choose to sell your business and get out sooner.
When selling your business and assigning the franchise licence, be sure to check with the franchisor to see if they have a resale program. They may be working with qualified buyers who have an interest in your location. A transfer involves several requirements. The franchisor will want to approve any advertising that you do for the business sale. The franchisor must approve the new franchisee, all royalties and fees must be paid, and the franchise must be in good standing. There will typically be a transfer fee to pay to the franchisor, often a percentage of the current franchise agreement and, in some cases, a percentage of the total business sale price. The transfer fee will typically be used to cover the franchisor’s administration and training costs to facilitate the transfer to the new franchisee. Note, in many franchise agreements, there will be a clause where the franchisor has the right of first refusal and may choose to match the purchase price and buy the business themselves.
There are several unique circumstances where a change in ownership takes place. In some cases, you may decide to assign shares to potential investors or even key employees. The franchisor will typically want to approve the new shareholders if it’s a substantial share transfer and will definitely need to approve the assignment of shares if it changes controlling interest in the company. There may be circumstances where you transfer shares to family members. Often franchisors will allow this to take place without a transfer fee. There may be the harsh reality of death or permanent disability. The franchise agreement will often contemplate these situations with terms allowing the estate a reasonable amount of time to transfer the franchise to a new franchisee and recoup the investment. During this time, the business must continue to operate and the franchisor will often step in and manage or arrange the management of the business for a fee.
When the franchise is terminated, you’ll be required to immediately cease doing business under the brand.
You’ll be required to return the confidential operation manuals and pay all outstanding fees and payments to the franchisor. In some cases, this may include future royalties that the franchisor would have earned if the franchised location had continued. Typically, you won’t be able to operate a competing business within a defined geographical area for a specified period of time.
Franchise relationships will come to an end for a variety of reasons. In many cases, it’s you and your actions that’ll dictate if it will happen and how. In other circumstances, it’ll be events outside of your control. When it’s time to bring the franchise relationship to an end, review your franchise agreement to have a full
understanding of what the terms and conditions are for your agreement in these various scenarios. This will allow you to maximize your return on investment, or alternatively, minimize your loss.
Watch the Franchise Tutorials video on Termination, Transfers, and Assignments
1. The first method of dispute resolution a franchisee or franchisor should explore is:
a) Mediation
b) An open discussion
c) Legal proceedings
2. The costs involved in mediation, arbitration, or a court case are paid for by:
a) The franchisee
b) The franchisor
c) Splitting the cost equally between the franchisee and franchisor
3. Mediation is a non-binding process, while the results of arbitration are binding. True or False?
a) True b) False
4. Going to court is the fastest and cheapest way to resolve franchisee-franchisor disputes.
a) True b) False
1. A default is:
a) When a franchisee is in breach of a franchise agreement
b) Something that all franchise agreements make reference to
c) Both a) and b)
2. When selling your business and transferring the licence to a new franchisee:
a) You should advertise and conduct the sale without notifying the franchisor
b) You must allow the franchisor to approve the new franchisee
c) You will never pay a transfer fee
3. If your franchise agreement is terminated, you can open a competing business next door right away. True or False?
a) True b) False
4. Franchise relationships can come to an end for a variety of reasons. True or False?
a) True b) False
As the #1 sushi business in Canada, Bento Inc. offers extensive training, exceptional service, and a perfected support system designed to nurture the success of every franchisee. Our comprehensive training programs, robust support, and expert guidance ensure you have everything you need to thrive. With a commitment to fresh ingredients, continuous innovation, and a proven track record, Bento is the gateway to a thriving franchise opportunity. Join us and turn your passion for sushi into a pro table business venture.
Franchise fee: $9K
Franchise units Canada: 45, US: 105
Investment required: $25K CFA member since: 2025
www.bentosushi.com
“It’s Gonna Be Great”
Great Clips is the world’s largest and fastest growing salon brand with nearly 4,500 salons throughout North America. Our salons are conveniently located in strip malls in over 130 markets. What really makes this business concept unique is the fact that it is recession-resistant, with steady growth and multiunit opportunity. Manager-run salons allow for exibility in how you transition into business ownership. No haircare experience necessary!
Franchise fee: $20K (USD)
Investment required: Net Worth $500K ($1M in select markets)
Available territories: BC, SK, MB, ON, US
Training : Yes
Franchise units Canada: 155 US: 4,300
In business since : 1982
Franchising since: 1983
CFA member since: 2016
Find out more at franchise.greatclips.com.
CEFA Early Learning, Canada’s leading premium early education franchise, is expanding across Canada—speci cally in Ontario, Alberta, Saskatchewan, and Manitoba. With 25+ years of proven success, CEFA offers franchise partners an opportunity to invest in a scalable business model with a $2.3M+ projected annual unit volume and a 95% average enrollment rate across all schools.
If you’re passionate about children’s education and development, this is your chance to invest in the rapidly growing childcare market and create a meaningful impact in your community.
Investment Details:
• Franchise Fee: $70,000
• Initial Investment: $2M–$2.8M (total estimated investment)*
• Liquid Cash Required (Startup Cost): $750K–$900K
• Average School Size: 10,000–15,000 sq. ft.
• Royalty Rate: 6%
• Marketing Fund: 2.5%
*Final costs may vary based on location and speci c site requirements.
Visit franchise.cefa.ca or email at franchising@cefa.ca to learn more about the CEFA franchise.
After over 40 years of providing easy-to-prepare, top-quality foods, M&M Food Market has become a trusted and iconic Canadian brand that customers have come to rely on for a uniquely convenient and welcoming shopping environment. Canadians looking to serve real food at home that ts with their busy lives has never been more prevalent. We offer innovative products for those looking for new and different meal solutions, including more than 35 gluten-free products spanning every category. Our customers can trust they’ll nd something that suits their dietary needs. The initiatives that we implemented during our recent brand transformation, such as our new store design, food innovation, digital marketing, and e-commerce (including in-store, curbside pick-up, and delivery), along with our industryleading loyalty program, have put M&M Food Market in a position to continue to serve our loyal customer base when they need us the most. For our newest partners, we offer a comprehensive training program and ongoing operational support, along with head of ce support to help ease the transition into business ownership. All this, and we are growing! We have new store opportunities available across Canada. Reach out today to nd out about opportunities near you!
For more information, visit our website at www.mmfoodmarketfranchise.com or call us at 1-800-461-0171.
Over Forty Years of Helping Canadian Students Succeed Oxford Learning ® is passionate about our mission to help children achieve their highest potential. We achieve this mission using a cognitive learning model for all programs, which helps students develop new and better pathways to learning. Unlike traditional tutoring, a cognitive approach leads to lasting educational changes. This shift in the approach to tutoring makes Oxford Learning stand apart from other supplemental education options, leading to academic achievement for students, satisfaction for parents, and success for franchisees.
Founded in 1984, we are an award-winning franchise system with 131 locations across Canada.
Oxford Learning ® celebrates multiple 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)
· 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
Join The UPS Store franchise network and count on the support from our experienced home of ce and in- eld teams to get you to your grand opening and beyond. Many offer printing or shipping services, but our dedication to innovation and convenience are what keep The UPS Store at the top of our industry. With over 400 franchised locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee, you will enjoy an established system to get your business started off on the right track, in-depth training programs and ongoing support to make sure you continue to succeed, and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. We are proud to have been designated as an essential business at a time Canadians needed us most.
Visit us at www.theupsstore.ca. We print, ship, and more!
Locations in North America: Over 5,700
Locations in Canada: Over 400
Minimum cash investment: $100,000
Total cash investment: $214,700 to $293,500 plus working capital.
For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.
Since our launch in 2009, Tommy Gun’s Original Barbershop has always been about more than just haircuts. Our mission has been to create a space where every guest can relax, enjoy a unique barbering experience, and leave feeling refreshed and con dent. Tommy Gun’s has become the complete men’s barbering destination, with over 100 locations worldwide, by providing the ultimate barbershop experience to Every Guest, Every Time. It’s the original Barbershop concept with modern luxuries as we continue to be the leader and innovator in our industry.
At Tommy Gun’s Original Barbershop, we take pride in being trailblazers in the barbering industry. We have crafted an unparalleled, experience-based brand that resonates perfectly with today’s experience-driven economy. Unlike any other barbershop brand, Tommy Gun’s delivers the ultimate barbershop experience at a price-point accessible to the mass population. We embrace the concept of “MASSTIGE”—a premium brand offering premium services and products at an affordable price.
Franchise Fee: $40K
Franchise Units Canada: 90, USA: 1
Investment Required: $495K and up
In business since: 2009
CFA member since: 2006
https://ca.tommyguns.com/pages/franchise-tommy-guns
Topper’s Pizza is a premium QSR brand that has been satisfying pizza-lovers’ cravings in neighbourhoods across Ontario for over 40 years. And what sets us apart starts with our dough. Our Authentic Italian Bread Crust™ is handmade in pizzeria daily, from a century-old family recipe from San Daniele, Italy. The precision and care that goes into every order has led Topper’s to become a local fan favourite. Rooted in traditions that stand the test of time, our authentic avours have led to continued success in 39 locations across Ontario. As Topper’s expands across the province, we invite you to join our family and own a business you can be proud of.
While the food franchise business can be crowded and challenging, Topper’s Pizza’s proven methods outshine the competition. Our family recipe for success is not only in the dough, it lives throughout our entire pizzeria and business model. Our business model is rooted in heritage while constantly evolving to remain competitive.
Topper’s Franchise Partners may be in business for themselves, but they are not alone. A dedicated franchise team offers comprehensive training and support to ensure that every location is set up to thrive. Contact our team to learn more: franchiseinfo@toppers.ca www.toppersfranchise.ca
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navigating the legal complexities of franchise and/or contract law, negotiating fair and beneficial terms in the franchise agreement, and setting up the proper legal and corporate structure for the business. With the guidance of a skilled franchise lawyer, franchisees can protect their interests, minimize risks, and set themselves up for long-term success.
ideas, and
8th
Canada’s global ranking for the size of its wellness economy, according to the Global Wellness Institute’s 2024 report for 2019-2023. Canada ranked third for its mental wellness sector at $11.5 billion and ninth for its healthy eating sector at $25.8 billion.
19.5%
The percentage of majority women-owned businesses in Canada’s private sector in the first quarter of 2025. This a 1.9 percentage point increase from the first quarter of 2024 at 17.6 per cent.
2,200
The number of restaurants McDonald’s plans to open worldwide in 2025. The company aims to reach 50,000 total restaurants by the end of 2027.
34,600
The number of new jobs in Canada’s foodservice industry between November 2024 and January 2025. The number was significantly higher in January 2025 than in January 2024, likely due to the federal GST holiday.
(Sources: Benzinga; Global Wellness Institute; StatCan; Restaurants Canada)
Subscribe to the CFA’s YouTube channel for a warm introduction to the franchisees and franchisors that make up our membership of great brands. Catch up with our National Convention in a Minute series to see our franchise community in action! If you haven’t already left a comment or a thumbs up, we would greatly appreciate your support! Your subscription and feedback help others discover the show and allow us to continue delivering valuable content. www.youtube.com/@CanadianFranchiseAssociation
Eh Sayers by Statistics Canada . Wondering how inflation affects your wallet or how your environment influences your happiness? The Eh Sayers podcast brings Statistics Canada’s database to life. The podcast delivers insights and surprising data about Canadians and the country we live and work in. It’s available wherever you listen to podcasts.
The July/August 2025 issue of Franchise Canada is the Excellence in Franchising issue, featuring the winners of the Franchisee of the Year Awards, the Recognition Awards, and the Awards of Excellence Grand Prize Winners, as announced at the 2025 CFA National Convention. This issue will also spotlight families in franchising, remote and mobile businesses, and a special focus on CFA Award Winners to help you find an award-winning opportunity!
June 11, 2025
World Franchise Day
Celebrate the impact of franchising with other franchisees and franchise professionals around the globe! On the first-ever World Franchise Day, celebrate and promote franchising using the hashtag #WorldFranchiseDay. You can also join the celebration by visiting your favourite franchised small business and watching the CFA's social media accounts for highlights of the small business owners across Canada who contribute to their local economies through franchising.