Franchise Canada November/December 2025 (UNLISTED)

FRANCHISING RESILIENCE

From tough economic times to personal struggle, franchising helps entrepreneurs weather the storm

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From Serving in the Military to Serving Their Communities These military veterans have found a second career in local franchised business ownership

Seven Steps to Convert Your Successful Business into a Franchise: Part Two How to turn your thriving business into a growing franchise brand

Members! Diverse franchise opportunities from the CFA’s newest member brands

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MULTI-GEN MAGIC Franchising in Full Force Gen X franchisee Nader Hemmati excels in his second franchise adventure with The HandyForce, equipping years of wisdom along the way

58 FIRST YEAR

GIVING BACK

Helping Athletes Soar WingsUp! showcases its community spirit through a partnership with Hockey Diversity Alliance

Fixin’ for a Franchise Louie and Chiara Riccelli share the mechanics behind an auto repair franchise—and how they lifted their business to new heights

61

How Chili’s® Grill & Bar has made 68

SHOW ME THE MONEY

4 Franchises for under $50K

FRANCHISE TUTORIAL

• Intro to Royalties

A DAY IN THE LIFE Business Infused with Care In brewing up his Chaiiwala of London franchise, Shabar Jivraj’s story blends unprecedented challenges and remarkable successes 64 REGIONAL WONDER

• Intro to Advertising Fees

COLUMNS

PUBLISHER’S MESSAGE

CFA CODE OF ETHICS

INDUSTRY NEWS

ASK THE EXPERTS

MARKETP

ADVERTISERS’ INDEX

FRANCHISE ROUNDUP

ASTAYING STRONG

s every small business owner knows, owning a business is hard work. Entrepreneurs are renowned for their grit, determination, and persistence—working long days, strategizing about the future, and devoting themselves wholeheartedly to their dream of business ownership.

Franchising means this hard work and dedication pays off. Franchisees are small business owners, but they don’t have to go it alone; as we like to say, they’re in business for themselves, not by themselves. The support, knowledge, and proven systems offered by a franchise brand help franchised small business owners weather all kinds of storms, from the difficulties of startup to the pinch of economic uncertainties, to unprecedented moments like natural disasters.

That’s why franchising is such a resilient business model. As you’ll read in these pages, franchising has stayed strong through the COVID-19 pandemic, economic downturns, and political uncertainties—and has actually grown! Franchising is the 12th largest industry in Canada and is projected to contribute more than $133 billion to the country’s GDP by 2026. That’s in contrast to the $120 billion projected by 2025, which in reality the industry topped, coming in at $128 billion.

As we reach the end of the year and look forward to 2026, it’s important to celebrate the ways our industry has not just survived but thrived through difficult times. If you’re looking to open your own small business through the power of franchising, you’ll find plenty of inspiration in this, the Resilience Issue!

In our cover feature (page 17), three brands and their franchisees share how recession-resistant services, an adaptable business model, and franchisor support have carried through to business success in hard times. On page 22, we explore home restoration services, the indispensable brands helping Canadians recover from disaster.

Resilience isn’t just about bouncing back from hardship; it’s about imagining a better world. On page 26, we take a look at three franchise systems that are embracing eco-friendly products and practices to help customers live greener.

November also marks Remembrance Day, and on page 3 0, you’ll find stories of former military veterans who found a second career through franchising, going from serving their country to serving their local community.

As the year comes to a close, we also celebrate the new brands that have joined the Canadian Franchise Association (CFA) community over the past year (page 37). By joining, these brands have exhibited their commitment to excellence in franchising and to making the franchising community in Canada even stronger. Like all CFA members, they have signed on to the CFA Code of Ethics ( page 10), showing their dedication to industry best practices. A s you begin your journey into franchising, always Look for the Logo—the CFA member logo is your sign that the franchise system you’re considering is a qualified brand that meets this high standard of excellence.

There’s plenty more to explore in this issue, so read on! Don’t forget to visit FranchiseCanada.Online for more franchisee success stories and educational content, and to follow the CFA on all social media platforms. Together, we’ll help the franchise community continue to grow— into 2026 and beyond.

Sherry McNeil, CFE President & CEO, Canadian Franchise Association

Becoming a CEFA Franchise Partner was the best decision I've made. The support has been outstanding

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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.

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

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

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CFA BOARD OF DIRECTORS

BOARD CHAIR Ryan Picklyk*, A&W Food Services of Canada

PRESIDENT & CEO Sherry McNeil*, CFE, Canadian Franchise Association

1ST VICE CHAIR Todd Wylie*, Master Mechanic

PAST CHAIR David Druker*, The UPS Store Canada

SECRETARY & GENERAL COUNSEL

Darrell Jarvis*, Fasken Martineau DuMoulin LLP

TREASURER Lyn Little*, BDO Canada LLP

CHAIR, FRANCHISE SUPPORT SERVICES

Paul daSilva*, RBC

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

Andraya Frith*, Osler, Hoskin & Harcourt LLP

DIRECTORS

Andrew Arminen, Metal Supermarkets

Jon Domanko, Restaurant Brands International

Chuck Farrell, Pizza Pizza

Dixie Ho, Mr. Lube + Tires

Arno Krug Jr., CEFA Early Learning

Scott McCannell, Foodtastic

Ken Otto**, Redberry Restaurants

Nathan Oxford, Jani-King Canada

John Prittie, Koala Insulation

Angela Rollins**, Great Clips

Fiona Styant, CFE, MOLLY MAID Canada

Cailin White, Boston Pizza

Thomas Wong, CFE, Kevito Group

*Executive Committee member **Franchisee Representative

The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year. Find out more about these companies at www.cfa.ca/sponsorship

LAW FIRMS:

PUBLISHER

Canadian Franchise Association (CFA)

SENIOR EDITOR Joelle Kidd

CONTENT PRODUCER Alyssa Thulmann

GRAPHIC DESIGNER Andrea Lee

ADVERTISING SALES

Richard Davies, Jad Cheaib

AD COORDINATOR Andrea Lee

CONTRIBUTING WRITERS

Georgie Binks, Suzanne Bowness, David Chilton Saggers, Hannah Foulger, Gina Makkar, Alya Somar, Stefanie Ucci, Kym Wolfe

FOR ADVERTISING INFORMATION: Richard Davies, Senior Sales Consultant rdavies@cfa.ca

Jad Cheaib, Sales Representative jcheaib @cfa.ca

TO SUBSCRIBE TO Franchise Canada visit www.FranchiseCanada.Online

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

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.

Non-Traditional Opportunities With The UPS Store®.

The UPS Store Canada offers more than the traditional model typically located in strip malls or on main streets. Most recently, we introduced a store-in-store model within Walmart locations in Canada. This new relationship places our brand in direct contact with millions of customers in conjunction with one of Canada’s leading retailers. A number of these non-traditional locations are now open in Ontario, Quebec, BC and Alberta.

The UPS Store Canada has an aggressive development plan related to this opportunity. This is a multicentre franchising program and represents a great business opportunity for those who are ready to do the work required of this type of investment.

The UPS Store in Walmart Supercentre, Guelph

CODE OF ETHICS

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

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

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

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

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

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

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

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

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

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

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

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

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

LOOK FOR EXCELLENCE

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

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

LOOK FOR THE LOGO

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

By choosing a CFA member franchise, you can rest assured that you’re choosing a qualified brand committed to excellence in franchising. CFA member brands believe in the importance of the franchisee-franchisor relationship as the ultimate marker of franchising success!

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

Interested in learning more? View the full Code of Ethics on page 10!

65 YEARS OF NOURISHING CANADIANS

Bimbo Canada VP Enrique Escalona shares the recipe for success that has kept this bakery franchise selling strong for more than six decades

Bimbo Canada is Canada’s largest bakery, a part of Grupo Bimbo, which is itself the largest bakery in the world with a presence in more than 39 countries and four continents. It distributes some of Canada’s most popular brands of bread, baked goods, and salty snacks, including Dempster’s, Villaggio, Sara Lee, Hostess, Bon Matin, Vachon and more.

“Our purpose is to nourish Canadians,” says Enrique Escalona, vice president of national field sales at Bimbo Canada. “We want to nourish a better world—that means a lot to us. We do it every day through sustainable, high-quality products, delivered fresh everyday.”

The company operates off four unique pillars, he adds: “Our roots, our history in the country; our culture, our beliefs as a company; our quality; and our principles.”

The franchise opportunity with Bimbo Canada

Unlike a traditional brick and mortar franchise, franchisees of Bimbo Canada operate under a Direct Store Delivery (DSD) model. “We don’t use third party distributors, and we don’t use transportation companies,” Escalona explains. “Instead, franchisees own their franchise route business. This also means our franchise opportunities have a lower barrier to entry compared to traditional franchises.”

A Bimbo Canada franchise grants the business owner the right to sell and distribute Bimbo Canada’s brands and products for a specific list of customers. Franchisees are responsible for selling, ordering and delivering, for the day-to-day volume sold in stores. They also merchandise and foster customer relationships at the stores

on their route, which can encompass everything from large retail to express and convenience stores, to dollar stores, pharmacies, and more.

What draws prospective franchisees to Bimbo Canada? “Over and above our strong brand recognition in the market and high demand from consumers for our products, our franchise model is built to set our franchisees up for long term success and growth,” Escalona notes.

Key components of their successful franchise model include an in-house financing program available to all franchisees, a comprehensive three-week training program for new franchisees, and continuous training on topics such as driver awareness, direct store delivery, and best practices. In 2025, the brand also launched a new online training tool that provides franchisees and their employees access to training tools any time.

Another benefit for franchisees? They’re not alone. “We have a field sales team of close to 120 people across the country that are experts in sales that are really working together with our franchisees every single day,” he says.

Franchisees also have access to Bimbo Canada’s market research. “We have insights departments, we have customer insights as well and they are constantly… looking at the mega trends in the world,” he notes. Whether it’s high protein breads and snacks, authentic global flavours, easily digestible grains, or macronutrients, the company’s teams keep tabs on the latest trends and innovations to make sure franchisees can supply consumers with the products they want. A testament to Bimbo Canada’s values, a 24/7, 365 Franchisee Assistance Program is available

to all franchisees—a free confidential work, life, and health support for franchisees and their families.

Most importantly for franchisees, there are lots of opportunities to grow, Escalona notes. “By developing off-shelf displays, by developing relationships, by developing exposure of our brands and execution of our innovation, they can actually grow, and that’s what generates equity in their franchise business,” he says. Growth also happens for franchisees as they become multi-route owners. It is very common for Bimbo Canada franchisees to own and manage a portfolio of franchise routes. Another sign of this successful franchise model is the prevalence of multi-generational business owners in all regions across the country.

The company’s size also means franchisees can tap into world-class innovations including technology advancements and investments that drive the business forward and create efficiencies for both Bimbo Canada and their franchisees.

Deep roots

What is now Bimbo Canada has existed as a bakery in Canada in some form for more than 114 years, Escalona notes. “It’s been a good history of acquisitions and integrations of many national and local bakeries.” Grupo Bimbo purchased what was then Canada Bread—the country’s largest bakery—in 2014, and in 2018 changed the name to Bimbo Canada. 2025 marks a big milestone for the brand: the 65th anniversary of the brand operating as a franchise. The company had been operating in Canada since the early 1900s; a franchised model of distribution officially became into effect in 1960.

The brand takes this long history seriously. “We act as a community internally, but also externally, with every single member of the community around the different bakeries and centres that we have in the country,” Escalona says. “Our philosophy is that we need to do the right thing for our customer every single time. We aim to get results. The mindset we have is that we need to grow.”

It’s a “consumer-driven mindset” that fuels this growth, he adds. “We are a customer driven company. We want to understand what consumers want today and in the future. We want to understand the trends.” This helps the brand evolve not only its product offerings but the way it communicates with customers and plans its growth.

The aim is to endure, says Escalona. “We want to transcend and endure. Not just for the sake of making money, not just for the sake of having a company. We need to make sure our people, our customers, our consumers, and our franchisees are also part of this growth and part of this future.”

“We are a global company aligned on building a sustainable, highly productive and deeply humane company,” he says. “This is basically the root of our philosophy.”

A Canadian journey

Escalona himself has been with the company for 26 years, starting back as a young engineering student in Mexico City. His career with Grupo Bimbo brought him through project management, strategic planning, and sales—then all the way to Canada.

“I was invited to be part of the integration team when Grupo Bimbo acquired Bimbo Canada (Canada Bread) in 2015,” he explains. “[It was a] really good opportunity for me, my wife, and my kids. So we decided to take the to take the chance to move to Toronto.”

Since 2015, he has held several roles within the company, in Toronto and Montreal. He also spent a period of time working alongside a franchisee. “I had the opportunity to spend more than three months with a franchisee, learning the business, being in the truck, being in the stores, delivering my product, merchandising the product.”

When Escalona began leading the company’s field team at a national level, his on-the-ground experience was invaluable. “The model is very unique … That combination of relationship with customers, negotiating space, delivering product, ordering product, getting ready for promotion is very dynamic.” The best franchisees have the financial acumen, selling skills and operational abilities to run the business, he says.

While Bimbo Canada franchisees are a diverse group, Escalona notes that there are many franchisees who, like him, moved to Canada. With its low investment overhead, financial support, and extensive training, a Bimbo Canada franchise offers few barriers to entry for new Canadians, first time business owners, and other passionate franchisees.

Interested in joining a legacy of nourishing Canadians? Learn more about becoming a Bimbo Canada franchisee and start building your future today by visiting www.bcroutes.ca

Rising to the future

What about the next 65 years? According to Escalona, there’s no slowing down for Bimbo Canada. “We will continue driving innovation with functional products, functional ingredients, simpler ingredients,” he says.

Franchisees and customers alike love the DSD model, he notes, because of the level of service Bimbo Canada is able to provide, and the brand is continuing to review and adjust its distribution models to meet consumer demands, whether that means specializing channels or simplifying distribution of products by shelf life.

“We’re always looking for opportunities in the market,” he says. A recent trend toward healthy, organic food options has seen the business expand its product line with the purchase of Stonemill and Natural Bakery. In the future, he adds, they’ll be looking toward continued growth in categories such as salty snacks, sweet baked goods, and cookies.

After all, he says, “the company’s success and the success of our franchisees is a symbiotic relationship.” 

Franchisee Ivan Elliot (left) has been with the Bimbo Canada network since 1978 and now works with his son Chris (right) in the business. The father-son team poses with market sales leader Ivan Wicks.

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising

Metal Supermarkets puts a new spin on 11th annual Metal My Way Contest, extending competition to 12 months Metal Supermarkets, the world’s largest supplier of small-quantity metals, has announced the start of its 11th annual Metal My Way competition. This year’s international competition has been rebranded as Metal My Way: Everyday and will now accept entries for a full 12 months instead of the previous onemonth period. Metal professionals and artists from the U.S., Canada, and the U.K. are invited to submit their innovative metal projects all year round for the chance to win amazing prizes.

Previous month-long Metal My Way competitions have received over 1,000 submissions. Projects have ranged from small engine models, car restorations, and commissioned art to large-scale renovation and construction projects. Metalworking enthusiasts have also submitted exceptional works of art including a polished stainless steel eagle, a metallic blue heron, and a handcrafted “Wheel of Time” dagger.

“We’re thrilled to be extending this year’s Metal My Way competition for a full year, offering talented metalworkers—professionals and hobbyists alike—more chances to win incredible prizes,” says Ryan Pryznyk, president and CEO of Metal Supermarkets. “Every year, we’ve [been] amazed by the talent, ingenuity, and craftsmanship of metal projects that are submitted by people who transform metal into extraordinary creations and works of art.”

The most outstanding project will receive admission for two to FABTECH 2026 in Las Vegas,

including flights and accommodations for four days and five nights. Additionally, special prizes will be awarded throughout the year for other standout projects. These prizes may include metalworking tools and equipment, gift cards, and discounts on purchases made from metalsupermarkets.com.

Winners will be selected by a committee consisting of Metal Supermarkets corporate staff. Entrants can submit multiple projects to the Metal My Way: Everyday contest but are only eligible to win one prize per cycle (every six months). Criteria will include complexity, detail, and intricacy; scale; uniqueness and creativity; craftsmanship; quantity of metal used; and ingenuity.

The contest is open to legal residents of the U.S., the U.K., and Canada (excluding Quebec). Entries will be accepted online from October 1, 2025 to September 30, 2026. Applicants can submit photos and videos of their metal projects at metalmyway.com, where further contest rules and details, including sponsor information, can be found.

Double the excellence: ProColor Collision and NOVUS Glass Rivière-des-Prairies expand under one roof

ProColor Collision Rivière-desPrairies and NOVUS Glass Rivièredes-Prairies are pleased to announce the launch of NOVUS Glass Rivièredes-Prairies, co-located with the established ProColor Collision Rivière-des-Prairies facility. Under the ownership of Aniello Napolitano, this expansion marks a significant milestone in their ongoing commitment to quality, convenience, and community in the automotive repair industry.

Founded as Imac Auto Inc. in 2003 as a small, two-bay mechanical shop in Montréal-Nord, the company moved to a larger facility in Rivière-des-Prairies in 2008. In 2014, it broadened its capabilities with the launch of a dedicated collision repair department to meet growing customer demand. In 2016, the business officially joined Fix Network’s family of premium automotive repair brands, adopting the ProColor Collision banner at its Rivière-desPrairies location. In 2024, the team acquired a second ProColor facility, ProColor Collision Montréal-Est. Most recently, they added NOVUS Glass Rivière-des-Prairies under the same roof as their ProColor shop, further enhancing service offerings and delivering true one-stop convenience for clients.

Napolitano expresses his enthusiasm for this expansion with ProColor and NOVUS Glass: “I’ve worked in the automotive industry since I was a young teenager, so once it all started, it was hard to stop. With long hours, hard work, the right opportunities, and the support of the important people in my life, I was able to realize my dream of building an auto repair business. Today, my children are starting to learn the trade—and it’s only the beginning.”

ProColor Collision Rivière-desPrairies is renowned for its quality and trustworthiness among customers and insurance companies alike. The shop now enhances its service portfolio with advanced tools and capabilities, including Advanced Driver Assistance Systems (ADAS) equipment; NOVUS Glass replacement and repair services, including in-house calibration; and a stateof-the-art facility featuring five new mechanic bays.

Both banners also hold a variety of prestigious certifications, such as Replacement and Repair Certification for Windshields, Aluminum and Steel Welding Certifications, ongoing certifications with CCC Toyota and Honda, ongoing Tesla Certification, and ongoing Electric Vehicle Mechanic Certification.

“We chose to operate under the ProColor Collision and NOVUS Glass banners because Fix Network’s reputation speaks for itself. But Fix isn’t just a big enterprise that lends you prestige by association—they’re a hands-on team that stands with you and helps you succeed,” says Napolitano.

“Aniello and his team have built a standout operation, and adding NOVUS Glass to their established collision and mechanical services delivers a truly full-service experience under one roof. Their commitment to quality, safety, and customer care

exemplifies the Fix Network standard, and we’re proud to support their continued growth,” says Zakari Krieger, vice president, Prime CarCare Retail Brands, Fix Network.

Bento Introduces Brand Refresh Bento is unveiling Bento Brave, a striking new brand identity designed to bring fresh energy, modern design, and greater accessibility to North America’s sushi experience. The new brand signals the company’s evolution and continued growth in the food industry.

What began in 1996 as a small Toronto restaurant has grown into North America’s leading sushi company, pioneering sushi in grocery stores and food courts, and now serving more than 34 million portions each year across grocery, universities, hospitals, airports, and retail spaces.

The new look, designed by Jump Branding & Design and brought to life by Dialogue 38, introduces teal accents, clean typography, salmonvein cooler matting, and popartinspired visuals. The result is fresh, approachable, and cohesive, an identity designed to resonate with both customers and partners.

“Bento Brave aims to be the outward expression of attributes Bento seeks to highlight—modern, vibrant, sustainability-focused and evolving with the times,” says WesleyAnne Rodrigues, director of marketing. “It makes sushi feel accessible and inviting, while reflecting the values our customers care about.”

The updated brand identity begins rolling out this fall in Loblaws locations across Ontario, with early foodservice locations at CF Promenades St. Bruno and Eaton Centre in Montreal, and internationally at JFK

Airport in New York and Sangster International Airport in Montego Bay, Jamaica.

“Although its history reaches back nearly 30 years, Bento’s sights are set forward. Innovation isn’t just a value at Bento, it’s the lens through which we approach growth,” says Erica Gale, senior vice-president of brand development.

As part of this new chapter, Bento is also introducing two influencer campaigns designed to bring sushi into everyday family life. New Family Pack celebrates new moms returning to sushi after pregnancy with thoughtful care packages and complimentary rolls, while Family Sushi Nights makes sushi a weeknight dinner alternative with combo packs, gluten-free choices, and kid-friendly selections.

“We want sushi to feel simple and fun, and these campaigns are about

connection and enjoyment for everyone at the table,” adds Rodrigues.

Jimmy John’s is poised to win the hearts of ’Peggers

Jimmy John’s, the sandwich shop obsessed with quality, fast, and fresh sandwiches, opened the doors of its first location in Winnipeg, Manitoba on September 19th. Celebrations for the new store, located at 1740 Pembina Highway, included a free sandwich for the first 100 customers in-store only, not available through the drive-thru.

“Jimmy John’s is a real gem in our restaurant roster,” says Peter Mammas, the visionary behind Jimmy John’s introduction to Canada and expansion. “We’ve said it before and I’ll say it again—we bring the bread, the flavours, and the value offering, you bring the appetite. As we expand to new cities and communities, you

have my assurance we’ll be working non-stop to keep the integrity of this winning formula.”

In addition to a complete menu of sandwiches that includes signature options like Beach Club, Club Lulu, and Italian Night Club, as well as classics like The Pepe, J.J.B.L.T., and Turkey Tom, the shop features a drive-through window.

Jimmy John’s is known for using premium meats, fresh vegetables sliced in-house daily, and bread that’s baked fresh throughout the day. Guests can customize their order with fresh-baked bread or opt for the carb-conscious “Unwich” lettuce wrap. Unique to Canada, Jimmy John’s sandwiches can be toasted upon request.

Jimmy John’s will open two other Winnipeg locations this fall—one at 1430 Ellice Avenue and another at 360 Broadway.

Transform Lives & Build a Rewarding Career as an Oxford Learning Franchisee

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

FRANCHISING RESILIENCE

From tough economic times to personal struggle, franchising helps entrepreneurs weather

the storm

BY KYM WOLFE

Being resilient in the face of adversity, bouncing back after things take a turn … it’s an important quality to demonstrate, and one that can be difficult to gain. Whether it’s professional or personal, resilience can teach people how to successfully deal with stress, change, and disruption. For franchisee Emory Tsang, the healing process after a deep personal loss eventually led her to purchase her Studio Pilates International franchise—the first Canadian location—in 2024. While for Right at Home franchisee Ash Walani, the disruption caused by the pandemic required his home care business to pivot quickly—and in today’s challenging economic times, that nimble approach remains important to systems’ success.

“HOME HEALTH CARE IS CONSIDERED RECESSIONRESISTANT BECAUSE [IT’S] A NECESSITY, NOT A LUXURY.”

Ash Walani

Right At Home Canada

Since entering the Canadian market in 2012, Right at Home Canada has focused on its mission to improve quality of life for clients who choose in-home care over institutional care. Many of the brand’s franchisees have personal experiences with family members who required care, and that personal connection combined with a passion to help people is often more important than having a health care or business background (though those can be an asset), says Ash Walani. Walani has experience on both the franchisee and franchisor side of the business, as a multi-unit franchisee and a coach/trainer with the Right at Home franchise development team.

“Home health care is considered recession-resistant because [it’s] a necessity, not a luxury. Even in challenging economies, families continue to prioritize care for their loved ones,” he says. As a result, home care businesses remained relatively resilient during the disruptions caused by the global pandemic five years ago—but only those that could adapt to rapidly changing requirements and restrictions. Right At Home was able to source Personal Protective Equipment (PPE) and other supplies quickly, shift staffing models to guarantee full-time work for staff who were restricted from being employed in multiple workplaces, and had robust systems, policies, and tools in place that enabled the franchisees to respond effectively to client needs. “We thrived during COVID,” says Walani.

Since then the company has continued to adapt, he adds. The brand will be surveyed by CARF (the Commission on Accreditation of Rehabilitation Facilities) for network-wide accreditation of their 61 offices in early 2026. This accreditation assures clients that the company meets a series of rigorous and internationally recognized standards. “We’re seeing strong growth in demand

due to the aging population, and an increased focus on aging in place. More families are asking about specialized care—dementia, chronic illness support—and socially, families want more transparency and culturally sensitive care. Right at Home gives us updated training and tools so my caregivers are prepared.”

“Technology is playing a bigger role as our brand invests in digital tools, and AI is a big aspect of our latest strategic conversations,” Walani explains. “We’ve created streamlined hiring and continuous caregiver training systems, online health and caregiver scheduling tools, and taken our in-person home care services to another level with the help of Sensi: ‘always-on’ 24/7 virtual care assessment technology. Sensi uses a series of small devices to provide a client’s Care Team with intelligent insights, and alerts our team members to take action[able] steps.” Walani emphasizes that technology and AI tools augment—but don‘t replace—the human component to home health care.

As a franchisee, Walani was often talking to potential franchisees about Right at Home and mentoring new franchisees, so it was a natural progression for him to step into a more formal role with the franchise development team. His own franchise locations are in the Greater Toronto Area and Nova Scotia. He says Right at Home is

focused on expanding into the east coast provinces, and there are also opportunities for new franchisees in Manitoba and Saskatchewan.

Walani’s experience has been that franchisees “get the best of both worlds: the independence of owning a local business and the strength of a nationally recognized brand. We provide comprehensive training, operational support, marketing resources, and access to a network of fellow owners who share best practices. Our franchisor-provided 24/7 scheduling and administration services means that Right at Home owners can enjoy the benefits of a 24/7 business with protected time for themselves and their family.”

Still, he advises anyone who is interested to “do your due diligence. Talk to existing franchisees, understand the caregiver labor market in your area, and make sure you’re passionate about both business growth and helping people. Importantly, also speak to other franchise brands. Right at Home needs to feel just right.” Learn more at LookforaFranchise.ca

“PILATES BECAME A CRUCIAL PART OF MY HEALING JOURNEY, SUPPORTING ME BOTH PHYSICALLY AND MENTALLY.”

Emory Tsang

Studio Pilates International

An Australian brand with more than 120 locations worldwide, Studio Pilates International is fairly new to the Canadian market. The company was founded in 2002 by husband and wife team Jade (a former Olympic swimmer) and Tanya (trained in physical therapy) Winter, who describe their approach as a blend of cutting-edge audiovisual technology with scientifically backed programming. “On-screen visuals guide each class, freeing up instructors to ensure safety and correct form for every client, so clients receive consistent, world-class instruction,” says Jade.

“I was impressed by this teaching methodology when I first experienced it myself,” says franchise owner Emory Tsang. “Clients can visually follow exercises on the TV while also receiving personalized hands-on guidance from instructors who adjust and modify, based on individual needs. The combination of visual demonstration with instructor support makes our classes effective and accessible.”

Offering Pilates classes that are accessible to people in the community is important to Tsang. She discovered Pilates at a crucial time in her life, after the death of her spouse. “After I lost my husband there were days I could barely get out of bed. I was working as a coach to people with special needs, but I lost my job,” she says. “Pilates became a crucial part of my healing journey, supporting me both physically and mentally.”

She adds, “My son was four when his father died. I wanted to be there for him, and I also wanted to continue my work supporting others, but I knew it

Emory Tsang (left) with guest

had to be in a different way. I figured the only way was for me to be my own boss, so it was time to put on my ‘big girl pants’ and find a way to move forward.”

Tsang was passionate about Pilates, and through her own experience she felt there was a gap in the local market. “There were a lot of private classes, but not many group class options which were less expensive, and the groups were often full and hard to get into,” she says. So, she researched and found Studio Pilates International online. “When I reached out they were so welcoming, within a few months I was in Australia.” In partnership with her sister, she would go on to open a 13-reformer studio in Willoughby, British Colombia, in November 2024.

Studio Pilates International provides a turn-key operation, comprehensive training, a technology-enabled platform, ongoing business coaching and operational support, marketing resources, and fosters a collaborative community where franchisees can share best practices and learn from one another, aspects that were invaluable to Tsang, who had no prior business experience.

Her son is seven now, and Tsang is happy with the path she’s chosen. “It took a lot of courage to do this,” she says.

“Studio Pilates and their team walk with you every step of the way, teaching you everything you need to know about the business and how to navigate it. A consistent and humble person will succeed as a franchisee in this system— willing to work hard and also eager to learn.”

It was a good choice for Tsang, and it may be for others, says Jade. “Pilates is timeless—it’s not a fad or a passing fitness craze. It’s a modality rooted in science, focused on strength, flexibility, overall well-being, and suits all ages and fitness levels. In times of economic or social uncertainty, people consistently turn to health and wellness as a way to manage stress and maintain balance, which makes Pilates—and our model in particular— remarkably resilient.”

RESTORING HOMES, REBUILDING LIVES

Inside the world of the restoration franchises helping Canadians repair and rebuild

BY GINA MAKKAR

From flooded basements to fire-damaged homes, restoration franchises do more than repair properties; they guide homeowners through life's toughest moments. By combining hands-on skills with empathy, these brands are redefining customer support during disasters and equipping franchisees to meet homeowners’ needs while building successful businesses in the process.

RESTORING HOMES, REBUILDING LIVES

911 Restoration

911 Restoration began in 2003 as a small Los Angeles shop, offering everything from carpet cleaning to handyman services. Soon, they began to focus on restoration services—water, fire, and mould disaster cleanup. By 2007, the company took a pivotal step into franchising, a decision shaped by the aftermath of Hurricane Katrina. “We truly, genuinely understand what it means when people go through such chaos,” says CEO Miri Offir. “That was a life-changing moment when we said, ‘Okay, this is our time to make a difference, especially in our industry.’”

The company’s approach goes beyond repairing homes and businesses. It emphasizes empathy, integrity, and putting people first. Offir says that the people-centric approach is part of what sets 911 Restoration apart from other service providers. “It’s about what it means to be human. See the person you’re with, genuinely understand what they’re going through, and show that you support them. It’s about putting some ease into what they’re going through.”

The benefits of a 911 Restoration franchise are many. A new start-up doesn’t need a facility or storefront, so franchisees can work from home or operate out of a garage with a van, equipment, and a uniform, until they are ready to expand. “It’s simple, can be profitable, and a great return on investment.” Beyond the numbers, the work is deeply rewarding. “The biggest thing for me,” Offir adds, “is helping people get through a tough time, past the chaos. Seeing them relaxed and happy. That’s what it’s really about for us.”

Since expanding into Canada, 911 Restoration now operates five locations, with plans to grow to 20 in the

next two years. The growth is deliberate, focused on finding franchisees who fit the company culture and values. “We sell exclusive territories and want to make sure we set them up for success. It’s not about the numbers; it’s about having the right people in place.”

The ideal franchisee combines business savvy with strong communication and people skills. “Someone who wants to build a team, has great people skills, and wants to build a successful business,” Offir notes. While technical experience isn’t required, candidates must be ready for a 24/7 industry.

Training begins with a two-week program that blends virtual and in-person sessions. Franchisees are introduced to the company’s “$1 million model,” a proven roadmap for reaching $1 million in revenue, covering marketing, customer service, and technical operations. Each franchisee is paired with a dedicated consultant who checks progress monthly, providing guidance to keep growth on track. The ultimate goal is to help owners step back and concentrate toward working on the business rather than in it.

For prospective franchisees, Offir’s advice is clear: “Check the business demand. With us, it’s a necessity. There’s always a need for restoration. But most importantly, make sure your goals, strengths, and values align with our brand. That alignment is what carries you throughout this journey.”

Learn more at LookforaFranchise.ca

Miri Offir

RESTORING HOMES, REBUILDING LIVES

PuroClean

In the restoration industry, PuroClean stands out not just for its services but for its people-first culture. “We’re not in the business of selling franchises,” says CFO Heather Ciechorski. “We’re in the business of finding good people that are a great fit for our network and our culture.”

With 61 locations across Canada and a recent expansion into Quebec, PuroClean’s success is built on a shared sense of empathy and collaboration, says Ciechorski. This ensures collaboration across the network rather than competition. “Our franchisees work well together and support one another, leading to greater satisfaction.”

Every day is different. “You're going into someone's home that just had the worst day of their life, or a commercial building that has a huge loss. You have to provide that one-on-one kind of attention and support and let them know you’re here to help them through this.”

The pace of work in restoration can change overnight. Some days bring major weather events that trigger a surge of claims and long hours. “You’re inundated with calls and just trying to keep your head above water, pun intended,” says Ciechorski. Slower periods are a chance to regroup. “That’s when you refocus, catch up on things you got behind on when it was busy, invest in your team, and focus on training or business development.”

Ideal PuroClean franchisees are those with business acumen, the right finances, and most importantly, a good cultural fit. New owners undergo two weeks of intensive

training, one week earning Institute of Inspection Cleaning and Restoration Certification (IICRC) certifications at the company’s flood house in Florida and another at head office in Mississauga, followed by field mentoring and ongoing support. “We train them in every section of their business,” Ciechorski says, including accounting programs that help franchisees understand their financials and profitability.

The sense of connection continues with regular checkins, regional meetings, and a highly attended annual conference where franchisees can connect and network. “We have 90 to 95 per cent attendance every year.” The company also partners nationally with the Canadian Red Cross and encourages local community involvement.

As for future growth, the focus is on strengthening existing locations so they can continue to grow and succeed within their markets.

For those considering joining, the advice is simple: experience the culture firsthand. “You’ll feel the difference,” says Ciechorski. “Finding that great fit with a company that really values family and culture is a big draw.”

Heather Ciechorski

RESTORING HOMES, REBUILDING LIVES

Wise Cracks

Founded in Halifax, Nova Scotia, in 1991, Wise Cracks has built its reputation on innovation and simplicity. “Our brand is built on a simple but revolutionary concept: foundation repair from the inside of a property, eliminating the need for costly and invasive exterior excavation,” says Trisha Chambers, franchise director. It sets them apart in the industry, where most traditional solutions require digging up lawns, driveways, and landscaping, often leading to higher costs and significant property disruption.

With more than three decades of experience, Wise Cracks has grown from a small regional business into a trusted national brand. Its proprietary products and techniques give franchisees “a clear competitive edge in the waterproofing and foundation repair market.”

Franchising with Wise Cracks offers many advantages for business owners seeking stability and scalability. “We’ve intentionally kept startup costs and ongoing royalties low, making it more accessible to launch and grow a business,” says Chambers. The business model is “lean and efficient,” often allowing owners to operate from a home office and avoid the overhead of a traditional storefront.

As an essential service, Wise Cracks provides a yearround opportunity in home maintenance, especially when it comes to water damage. Chambers also acknowledges the emotional aspect. “Homeowners are often stressed, anxious, and dealing with damage,” she says, “so franchisees should approach their work with empathy, professionalism, and a problem-solving mindset.”

More than just repair technicians, franchisees often act as guides, helping customers navigate difficult decisions and understand their options. Building trust and clear communication are “key to fostering long-term customer relationships and referrals.”

Wise Cracks supports its franchisees with a full suite of marketing tools, lead-generation strategies, and ongoing operational guidance. “We take franchisee support seriously,” says Chambers. “We also provide ideas and resources to participate in local home shows and community events, helping franchisees build brand visibility and trust in their regions.”

Looking ahead, the company plans to expand across the provinces and into the U.S. market. “There’s significant demand for cost-effective and minimally invasive foundation repair solutions,” Chambers says.

Her advice for prospective franchisees is simple: “Do your homework. Take the time to research the industry and speak to existing franchisees. Look for a brand that not only has a strong product or service, but also a supportive culture and leadership team that’s genuinely invested in your success.”

Learn more at LookforaFranchise.ca

ON-BRAND SUSTAINABILITY

Three eco-friendly franchises leading the way on sustainable success

BY HANNAH FOULGER

Eco-friendly practices are in high demand. Gen Z and millennial customers in particular are taking sustainability seriously when deciding how and where they spend their money. According to a First Insight report on consumer spending, 62% of Gen Z shoppers prefer sustainable brands. Alongside millennials, they are more likely to purchase from companies based on their personal, social, and environmental concerns.

Read on to see three franchise brands in Canada that are taking their environmental and social impacts seriously.

Foxy Box Laser & Wax Bar

While wax bars have been popping up everywhere over the last few years, Foxy Box Laser & Wax Bar has been steadily building their brand since 2012, when the first salon opened in CEO Kyla Dufresne’s dining room in Victoria, British Colombia. The wax bar was a bold new concept, and Dufresne brought a perfectly brazen attitude into her marketing.

“I was a bartender at the time, so that proved to be such a great start for my business, because it was also my networking platform,” Dufresne shares. “Any customer that came into the bar, I would give them a Foxy Box card, so they woke up the next day with a Foxy Box card in their pocket.”

To this day, that energy lives large at every Foxy Box location. Team members are called “vagicians” and the walls are populated with cheeky messages like “Damn, you’re foxy.”

All cheekiness aside, Foxy Box takes sustainability seriously. They work with Green Circle, an organization that recycles the waste from Foxy Box locations. That recycled material is used in creating things like garbage bins, combs, and bike tires. In 2024, Foxy Box diverted 70,000 pounds of waste out of landfills.

This initiative isn’t cheap, but Dufresne says, “Our franchisees are not out of pocket for that money. Customers are happy to support a business that is sustainable.”

Customer preferences have led other changes, too. In 2021, acknowledging the diverse identities of both their customers and their franchisees, Foxy Box changed all of their branding and products to be gender neutral, a

direct response to the feedback from their customers. Services are specialized to body parts, not gender.

The brand has recently assembled their first Franchise Advisory Committee, giving their franchisees a stronger influence within the system. Dufresne is proud of the franchisee community that the brand has built, not only through logistical support provided by the company, but also by setting up new franchises in a way that accommodates the initial anxiety around building a new business.

“We’ve got a robust initial training program,” Dufresne says. “Before our franchise partners open the doors, we send a whole team to train their first fleet of vagicians and front of house staff. We’re really setting them up with a well-oiled machine.” They take a pause for a few weeks before a grand opening, to make sure everyone feels confident.

After opening, franchisees are partnered with a franchise business coach for weekly calls, and two months after opening, the trainer comes back to review with staff. The brand also runs regular events to help franchises turn one-off customers into regular members and help franchisees “really get into their community.”

Foxy Box plans to take over the world “one box at a time,” and to do so while mitigating every ounce of waste they can.

Learn more at LookforaFranchise.ca

Kyla Dufresne

ON-BRAND SUSTAINABILITY

New Creations

New Creations is a unique mobile franchise founded in 1988 by Canadian entrepreneur Larry Stevenson. The brand boasts more than 40 years of experience in the fixing business, and the system has collectively completed millions of repairs. From cracks and chips on kitchen counters, to ripped up car seats, New Creations eliminates massive waste by repairing surfaces so damaged items don’t have to be disposed of. Working with New Creations also helps corporate clients avoid unnecessary waste and meet their green targets.

According to the New Creations president, and Larry’s son, Josh Stevenson, franchisees are not required to have repair skills before buying a franchise. What a franchisee does need, he says, are interpersonal skills and proactivity (to develop client relationships), as well as the ability to problem solve.

On the job, each franchisee can scan the repair with their phone and New Creations’ AI tool helps find the right training video to show them how to make the repair and information on which of their products to use. The

chisee peer groups.

Repairs generally only take a couple hours and can be spread throughout the day, making this flexible business an ideal choice for franchisees with families and those looking for a healthy work/life balance.

After all, it’s a family business. “My dad would see the potential in fixing something that others didn’t,” Stevenson says. His dad began the business fixing rips and tears in vehicles, but clients often asked him to fix other damaged items. “He hated stuff being thrown out and wasted when it was still fine. It just needed a little repair. Fast forward to today, and we can repair over 100 different surfaces. That’s our specialty. We can fix what no one else can.”

Learn more at LookforaFranchise.ca

brand also offers human support at head office and fran -

Winmark Corporation

Winmark Corporation is the proud parent company of resale retail brands Once Upon A Child (children’s clothing, toys, and other items), Plato’s Closet (teen clothes), Play It Again Sports (sports equipment), Style Encore (adult clothes), and Music Go Round (musical instruments). It has been a leader in the circular economy for more than 35 years. “We’ve been able to recycle two billion items since 2010,” says Shannon Hoppe, VP of franchise development. “That’s 185 million items per year, 510,000 per day, and six items per second.”

Winmark’s successful business model is uniquely resistant to a fluctuating economy, as their inventory is not affected by supply chains or tariffs; they buy inventory directly from consumers within the community. Customers may be even more attracted to Winmark brand stores when the economy is struggling and they can save money, particularly on clothes and equipment for children who perpetually outgrow these items.

Unlike thrift stores, which do not pay resellers for their wares, or consignment stores which only pay resellers if their items sell, Winmark pays on the spot for quality items. This way, they maintain a revolving stock and keep items from the landfill. They have also entered into partnerships with manufacturers and brands such as Rawlings and Easton and CCM Hockey to extend the life of their products.

“Consumers—particularly millennials and Gen Z— are prioritizing sustainability,” says Hoppe. “They’re

looking for circular fashion. They want to reduce waste. The resale market is projected to outpace regular retail in terms of growth. This positions our bands to continue to be leaders in a socially responsible way, driving forward our mission to provide resale for everyone.”

Hoppe says that what new Winmark franchisees really need is “the drive to own their own business,” along with “a passion for sustainability and truly giving back to their communities and the financial readiness to open their own business.” It also helps to have a clear understanding of, or experience with, the brand. “You need to be motivated, organized, and enjoy working with people and the public. If anyone is willing to follow our proven model, then they would make a great addition to one of the Winmark brands.”

Winmark opened the first Music Go Round store in Canada in September, marking their 1,377th location worldwide. And, they have 2,800 territories available to new franchisees in North America. “We have so much room to add talented operators to our system that truly believe in our model, [and] what we stand for,” Hoppe says. “Winmark is only successful if our franchisees are successful.”

FROM SERVING IN THE MILITARY TO SERVING THEIR COMMUNITIES

These military veterans have found a second career in local franchised business ownership

BY ALYSSA THULMANN

Franchising provides business owners with the unique benefit of being supported by a whole system eager to see their success. Still, at the heart and soul of each location is the franchisee themself, a local member of the community who gets to give back through their goods and services. For military veterans, franchising can offer a fantastic option for a second career, giving them the chance to lean on certain skills they’ve gained in their service while also building a business of their own. Franchise Canada sat down with two franchisees who’ve taken up new careers after their time in the military and made incredible feats in business.

Rick Davies, PropertyGuys.com

Rick Davies spent nearly 25 years with the Canadian military’s Air Force branch. An avionics technician, he began as an IS (Integral Systems) technician working on aircraft electronics.

During his time with the military, he visited nearly every province and territory in Canada; after basic training in Cornwallis, Nova Scotia, and basic trades training in Kingston and CFB Bordon in Ontario, he was posted to Comox, British Columbia, then to Gander, Newfoundland—where he was posted for about five years with the search and rescue units—before going to Shearwater, Nova Scotia. In Shearwater he trained on the Sea King helicopter, and once trained, he was posted to Esquimalt, Victoria to work on the back of a ship with the Sea King, spending another three years there.

“I went to all kinds of cool places,” Davies says: New Zealand, Australia, Hawaii, Tahiti, through the Panama Canal, up the Columbia River and many other destinations—“Just about everywhere you could go off the west coast of Canada.”

Trenton, Ontario was Davies’ next stop, where he was the sergeant in charge of an IS and Safety Systems training cell. Once he was promoted to warrant officer, he was directly responsible for a crew of roughly 70 technicians, before transferring to MOCC, the Maintenance Operations Coordination Center. “We basically chose which aircraft did which missions and so on from there,” he explains.

Davies received a promotion to master warrant officer, but his family was tired of moving around. He wanted to set down some roots for his family, and never actually wore the rank. “I had two young school-aged kids then, my two youngest daughters, and my wife Donna and I decided it would be a good time to ‘pull the pin’ on my military career,” Davies says.

“But I just really missed everything that the military offered as far as the social aspect of it,” says Davies. “When you're in such a social and demanding job and retire from that, you really miss it.”

So, he started to look into new career opportunities. “Actually, Franchise Canada magazine was one of the

“IT WAS A ONCE-IN-ALIFETIME EXPERIENCE THAT HIGHLIGHTED THE UNIQUE AND MEANINGFUL JOURNEY I’VE TAKEN FROM MILITARY SERVICE TO BUSINESS OWNERSHIP.”

magazines I’d pick up all the time from Chapters,” Davies says. “I just started to look for something that would fill that void for me.” He’d always been interested in real estate, and looking through the opportunities in Franchise Canada, he found that PropertyGuys.com checked most of his boxes. “I said, ‘This is what I want to do.’”

Initially, Davies joined the PropertyGuys.com franchise system alongside his brother and a coworker of his, both of whom were also military. The other two have moved on since then, but for Davies, this franchise was it.

At first the three of them bought three franchises, and later a fourth, before Davies eventually amalgamated some of them. Now, he has two PropertyGuys.com locations, Hastings and Prince Edward County, and Northumberland County. “I'm coming up on 20 years next year,” he says. In this time he’s built himself a team and is even one of the few PropertyGuys.com franchisees with an actual storefront location. He received the brand’s first-ever Person of the Year award from the PropertyGuys.com head office, a prestigious honour for the entrepreneur.

That wasn’t the only honour he received through his franchise system. In 2012, Davies had the unforgettable experience of being selected by the president of the Canadian Franchise Association (CFA) and the CEO of PropertyGuys.com to meet Prince Charles, during the

royal’s visit to Canada. “It was a once-in-a-lifetime experience that highlighted the unique and meaningful journey I’ve taken from military service to business ownership,” Davies says.

When asked if his time in the military has helped in his second career, Davies credits the responsibility and discipline he learned, “which are good things whether you're civilian or military.”

That being said, there was still a learning curve. “When I was in the military, I was given a budget,” he explains, “I never had to earn that budget first.” But being part of a franchise system provides business owners with a network to lean on. “I've always had top notch support from home office. Again, I know I'm responsible for my own success. You know, in the military, we've got a saying: one man, one kit. Basically, you're responsible for your stuff, and pointing fingers in responsibility for my success anywhere but myself just doesn’t make sense.”

He also found that getting involved with the Chamber of Commerce gave him access to even more support, “What challenges you have within your business are probably very common challenges that other small business owners face on a daily basis.”

As for his future, Davies plans to keep growing his business, and thanks to the flexible model combined with his team’s support, he plans to travel more too, including a trip to walk the El Camino in Spain.

Learn more at LookforaFranchise.ca

Janin Delorme, The UPS Store

“I've never thought really about being a business owner until the [past few] years,” shares Janin Delorme. From the ages of about 18 to 21, he was in the military, specifically artillery. At first, he was in the reserves part time while he studied during the school year, then full time in the summers.

He started working as an electrician, but wanting more, he attended college to become a technician of electronics and automation while in the reserves. He was subsequently involved in an unfortunate accident, wherein he was struck in the back with a metal pole, resulting in limited mobility in his left arm. Unable to continue his career in the military, he decided to go to university, and became an electrical automation engineer.

From there, Delorme worked as a robotics engineer, travelling and living in the U.S. until just after 9/11. “After that, it became more difficult to cross the border. So I came back here and I worked as an engineer for a few more years,” he explains. When an opportunity to teach came along, he jumped in with both feet, taking a masters degree in teaching to ensure he had the skills.

In 2018, Delorme faced a new challenge; he had a stroke. “That changed my life. At first, I lost my language, and I had to relearn that,” he says. He also lost sight in one of his eyes, “And more, I lost the ability to work as an engineer because there's some, you know, brain calculation stuff that I cannot do anymore.”

The next two years were spent in rehabilitation. “The words were not coming up when I wanted to say them. I was forgetting every word I needed. [It was like they were] behind doors that I need to open and it took time until I find the right one,” he explains.

“And so after two years of doing nothing except working on myself, I thought, okay, now I need to do something because I'm going to go crazy.” He considered a few different paths, but after seeing some lists of top franchise brands online, The UPS Store caught his eye—he was impressed by how high they ranked.

His previous life experience had equipped him with the ability to speak French and English, and he was familiar with customs and paperwork. “I might not be able to build bridges and program robots anymore, but I can take care of a computer and printers and stuff like that,” he thought.

In the beginning of 2020, he approached David Druker, the CEO of the UPS Store Canada. He had done all his research and made himself a business plan. Delorme says, “I wanted to be part of their team and I had a plan and he took it. He gave me a chance.”

Since then, Delorme has gone on to build two new The UPS Store locations, both located conveniently inside of Wal-Mart stores.

In his town of Victoriaville, Quebec, he worked to show his community that his The UPS Store location was locally owned and operated, and does more than just shipping. In fact, his store deals mainly in printing, “In my small town, if I don't print, I don't make it,” he explains. Now, his location in Trois-Rivières (Janin’s second The UPS Store franchise) is the leader in print of The UPS Store locations in all of Quebec, “and this is my biggest accomplishment.”

While the military didn’t provide him so much with the technical skills he’s utilizing now, it taught him resilience and discipline. “To be able to start a business and make it work, you need to be really focused,” says Delorme.

Being part of a system, Delorme has a network of support from the franchisor and the other franchisees. “The strength of being a group of franchisees is that the knowledge base is huge. It's like a mini internet just for us. So, we're not alone,” he says. He credits this team-mentality as one of the biggest advantages to franchising.

For others considering franchising, he recommends making the most of this network as well as the local Chamber of Commerce. “Every time I go to a special evening—or maybe it's just a breakfast event—I get out of there with a couple of names.”

Looking forward, Delorme is planning to use the learning curve from his first two stores to open more: “That's the thing, you know—try to be better, every time, at what you do.”

“THE STRENGTH OF BEING A GROUP OF FRANCHISEES IS THAT THE KNOWLEDGE BASE IS HUGE. IT'S LIKE A MINI INTERNET JUST FOR US. SO, WE'RE NOT ALONE.”

Seven Steps to Convert Your Successful Business into a Franchise

Part Two: Steps Four to Seven

BY MARIETTA SNETSINGER, CFE, FRANCHISE GROWTH EXPERT, ASCEND FRANCHISE SOLUTIONS

This is part two of a two-part series. To read part one check out the September/October 2025 issue of Franchise Canada magazine.

Franchising can be one of the most effective ways to grow a successful business—but it’s not a one-size-fits-all solution. Before jumping in, it’s important to understand what franchising actually involves and whether it’s the right fit for you, your business, and your goals. Are you ready to lead other entrepreneurs? Is your brand distinct and proven in the market? Do you have systems that others can follow and replicate successfully? These are just a few of the questions to consider.

In this guide, we’ll walk you through the seven essential steps to determine your franchise readiness and—if the model fits—how to take your business from solid foundation to scalable franchise system. Whether you’re just starting to explore the idea or already know franchising is in your future, this will give you the roadmap to do it right.

Step 4: Document Your Franchise Operating System

Once your Franchise Operating System (FOS) is built, the next step is to turn it into a detailed, user-friendly operations manual —the core resource your franchisees will use to run the business. This document brings your systems to life, turning your proven processes into clear instructions that can be followed consistently in any market.

The operations manual isn’t just a formality. It’s a critical tool that supports onboarding, day-to-day operations,

field coaching, and brand protection. It becomes the go-to reference for your franchisees as they learn how to deliver your product or service, manage the business, and represent your brand in their community.

Even if you already have internal SOPs or training documents, the operations manual used in a franchise system needs to be more comprehensive. You’re not just teaching someone how to do the work—you’re showing them how to run the business.

A strong operations manual should include:

• Standard Operating Procedures (SOPs)

These are the step-by-step instructions for how to complete core tasks. SOPs remove guesswork and ensure that franchisees (and their teams) can execute consistently—whether it’s handling a customer inquiry, scheduling appointments, or preparing a product for delivery. Each SOP should clearly outline who is responsible, what tools are used, how long it takes, and what success looks like.

• Checklists

One of the simplest and most effective tools for ensuring nothing gets missed, include checklists for opening and closing each day, safety inspections, inventory reordering, marketing tasks, and employee onboarding. These help maintain standards even when the owner isn’t on-site or new staff are being trained.

• Brand standards

This section outlines the non-negotiables that protect your brand identity—things like logo use, signage requirements, color schemes, tone of voice, customer experience standards, and visual merchandising. This is especially important in a franchise system, where brand consistency builds recognition and trust across multiple locations.

• Marketing guidance

Franchisees often have local marketing responsibilities. Give them an effective framework, including promotional calendars, event strategies, referral programs, and sample social media posts. Explain how they should use the marketing fund (if applicable) and what support they can expect from you.

• Sales processes

A repeatable sales system is key to helping franchisees grow revenue. This includes how to generate leads, what a typical sales conversation looks like, how to present pricing or offers, and how to follow up. Include scripts, objection handling tips, and a sample sales funnel or pipeline.

• Technology usage

Most franchise systems rely on specific software— POS systems, CRMs, scheduling tools, and reporting dashboards. Include setup instructions, login protocols, and basic troubleshooting. Explain how data should be entered and what reports are required.

• Financial tracking and KPIs

Help franchisees understand what numbers matter and how to track them. This could include revenue targets, gross margin, cost of goods, labor ratios, customer retention, and other key performance indicators. Include sample dashboards or spreadsheets and define benchmark goals for a healthy location.

• Reporting and compliance

Outline what franchisees are expected to report to you—weekly sales numbers, marketing updates, customer feedback, etc.—and how often. Detail your compliance process: how you’ll monitor performance, how often reviews or audits happen, and what happens if something falls below standard.

The operations manual should be clear, practical, and easy to navigate—not a dense binder that sits on a shelf. Use tables, visuals, screenshots, and real-world examples wherever possible. Keep language straightforward and actionable.

Creating this manual is a foundational step in delivering a turnkey franchise offering. It empowers franchisees to replicate your success, supports smoother training and onboarding, and creates alignment across your system as you grow.

Step 5: Days to First Dollar

From signing to making the first sale, this phase is all about setting your franchisee up for success. Expectations are managed, timelines are clarified, and both sides understand what’s needed to get the business open. New franchisees are usually energized and eager to launch. But without clear guidance, that energy can turn into confusion or delay. Helping them understand what this phase looks like—and what’s required—builds trust and momentum from day one.

When a physical location is involved, timelines often stretch. Permits, contractors, inspections, and deliveries can delay progress. It’s critical to outline the typical steps, offer consistent support, and reinforce that this phase requires patience and project management.

Franchisees are responsible for setting up their business but require guidance—legally, financially, operationally, and physically. This includes foundational items like setting up their company, securing the right licenses and insurance, preparing their space, hiring a team, completing training, and getting ready to market and serve customers.

Your role is to guide them through this process, providing a clear onboarding plan, reviewing key decisions, supporting setup and marketing, and checking in regularly to keep everything on track. This phase is about alignment and support. When franchisees understand the journey and feel confident in the plan, they’re more prepared to open successfully—and more likely to thrive in the long run.

Step 6: Finding Your Franchisees

Once your franchise model is ready, it’s time to get in front of the right people. This step is about building visibility and generating interest from potential franchisees who align with your brand.

Start with warm leads—past customers, team members, or industry contacts who already know and value your business. These are often your best first candidates. Use digital marketing to expand your reach: a dedicated franchise page on your website, targeted social media, online ads, email outreach, and listings on franchise directories. Make sure your message is clear and speaks to who your ideal franchisee is.

Franchise expos and industry events can also be helpful, especially for building awareness. Come prepared with a one-pager that outlines your opportunity and who it’s for.

Some franchisors work with franchise brokers to generate leads. While this can be effective, it’s often costly and may not be the best fit during the early stages when budgets are tight. Focus first on low-cost, high-connection opportunities to build your pipeline.

The key is to be visible, consistent, and intentional about where you show up—and who you’re speaking to.

Step 7: Creating a Qualification Process

Not everyone who’s interested in your franchise will be the right fit—and that’s a good thing. A strong qualification process helps ensure you’re bringing in franchisees who align with your values, can follow your system, and have what it takes to succeed.

This isn’t about just “making a sale.” It’s a mutual evaluation. You’re looking for people who are committed, coachable, financially prepared, and aligned with your brand. And they’re looking for a business they can believe in and often that means trusting you personally.

Start by outlining your minimum requirements such as available capital, time commitment, location, or relevant experience. Then design a clear step-by-step process, which might include an inquiry call or intro form, a franchisee application, a discovery call or info session, a financial review, and a more in-depth interview or discovery day.

Choosing the right franchisees early on protects your brand, strengthens your network, and lays the foundation for long-term success—for both of you.

Franchising is one of the most powerful ways to grow a business—but it takes more than a great concept. With the right systems, structure, and people in place, you can expand with clarity, confidence, and long-term success. These seven steps are your starting point to build a franchise that not only grows—but thrives.

How ready are you to franchise your business?

Take the Future Franchisor Assessment! In just a few minutes, you’ll gain clarity on your readiness, receive tailored insights based on your score, and walk away with recommended next steps to move closer to building a franchise system that’s both thriving and sustainable.

Go to FranchiseCanada.Online to take the assessment.

HELLO, NEW MEMBERS!

Diverse franchise opportunities from the CFA’s newest member brands

The CFA is happy to welcome more than 50 new and returning franchise brands to the Association. Each of these members have signed on to the CFA’s Code of Ethics and stated their commitment to excellence in franchising and to franchisee satisfaction, marking themselves as high-quality systems in the industry.

As the 12th largest industry in Canada, franchising offers entrepreneurs a path to business ownership with the security and support of an established system at their side. By the end of 2025, nearly 68,000 franchise units are projected to be operating across the country, a number that just keeps growing.

So if you’re looking for a fresh opportunity in business ownership, look no further! We’ve outlined the details of all 54 of our newest member brands, helping you take the first step in the franchise process.

Amore Pasta

Officially founded in 2016, Amore Pasta is an Edmonton-based fast-casual Italian restaurant that serves fresh pasta dishes made with locally grown vegetables, ethically raised meats, secret sauces, and imported cheeses. Customers can see the construction of their personalized pasta dishes before their very eyes, making a visit to Amore Pasta about more than just the food itself but the experience as a whole.

Though the brand was founded in 2016, the owners and their family have been involved in the restaurant industry for more than forty years. Today, they’ve grown the business into a system ready for expansion across Canada. For a required investment of $375,000 to $550,000, franchisees can join the Amore Pasta team with a franchise of their own, benefitting from the training and support boiled into the brand.

Beach Hill Smokehouse

Bringing the authentic flavours of Central Texas BBQ to Canada is Beach Hill Smokehouse, a quick-service restaurant brand that specializes in dry-rubbed meats cooked “low and slow” over indirect heat with oak or pecan wood. Since 2018, they’ve been operating with a passion for barbeque and a commitment to serving quality food with southern hospitality.

With three locations up and running, Beach Hill Smokehouse is sharing the love and the food by accepting franchise opportunities. The initial investment for a franchise runs from $250,000 to $850,000 and comes with a side of franchisee support: four weeks of initial training, ongoing operations and marketing support, research and development for new products, strong quality control, and a versatile business model. Those interested can join their mission to share the art of true Texas BBQ “one delicious bite at a time.”

Bento

Since it’s founding in Toronto in 1996, Bento has become a staple in grab-and-go sushi across Canada with a growing presence in the U.S. as well. Kiosks can be found in a myriad of locations such as grocery stores, educational campuses, malls, airports, and food courts, making the brand’s offerings both convenient and accessible. They’ve also continued to expand their menu to serve many kinds of sushi, hot foods, sandwiches, drinks, and more.

Bento has perfected their recipe for success and rolled up a ready-to-follow system that is welcoming new franchisees who are ready to start their own business in the food industry. For about $25,000, entrepreneurs can invest in a proven business model and the accompanying training, service, and guidance designed to help it succeed. The ideal franchisee is passionate, hands-on, and aspires to be part of something greater.

Burgers n’ Fries Forever

Burgers n’ Fries Forever (BFF) is a fast-casual, quick-service restaurant brand serving up fresh, halal-certified smash burgers, chicken sandwiches, hand-cut fries, and house-made sauces. Not only is their menu 100 per cent halal, but they offer gluten-friendly and vegetarian options as well. Customers can enjoy a modern setting with quality ingredients, inclusive dining, and options for dine-in, takeout, delivery, and catering

Burgers remain a classic, beloved source of food, and BFF is extending opportunities to get involved with the industry as a franchise owner. As part of this system, franchisees benefits from developed systems and passionate support teams including the operations team and construction and design department. BFF also provides three weeks of training alongside a current franchisee and an operations team member, plus opening day support to ensure that the business is a smashing success.

Chili’s® Grill & Bar

In the restaurant industry, where experience is just as important as the food, Chili’s ® Grill & Bar has built a business on a culture of belonging. Established in 1975, Chili’s ® has been long serving hamburgers, steaks, salads, ribs, and fajitas with a Southwestern or Mexican-style flair, and a full-service bar known for their iconic Presidente Margarita. Members of the team—affectionately named ChiliHeads—are passionate about creating meaningful connections and memories with their guests.

The Chili’s ® franchise system has grown across North America with 332 locations in the U.S. and more in Canada. Interested in joining the culture of belonging? Franchisees require a minimum liquidity of $1,000,000 USD and a net worth of $2,500,000 USD. With a franchise comes a committed Chili’s® support team to assist each franchisee with operations, marketing, training, supply chain, development, finance, and more. Chili’s ® is eager to make sure that both the guests and the team members feel right at home.

Columbus Café & Co

As the first coffee-shop chain to be established in France, Columbus Café & Co has become an emblematic brand, combining French artisanal expertise with the warmth and conviviality of modern coffee shops. The brand’s history goes back to 1994, and they’ve since established themselves as an international phenomenon with 250 locations across the world, including Canada. In each location guests will find hot and cold specialty beverages including coffee, hot chocolate, tea, and fruit-based recipes, alongside baked goods such as their signature muffin, available in more than 20 different flavours.

Every year, the Columbus Café system continues to grow with around 30 new outlets, and they are looking for committed franchisees who value entrepreneurship, hospitality, and attention to quality. The average investment ranges from $400,000 to $500,000 CAD, depending on location and format. It’s a turnkey concept, with the Columbus Café team providing full support at every stage, from site selection, design, and construction to training, opening, and ongoing operations.

Learn more at LookforaFranchise.ca

Cora Breakfast and Lunch

Founded in Montreal, Quebec, in 1987 by a single mother looking to provide for her family while still being present in their lives, Cora Breakfast and Lunch now serves Canadians country-wide with more than 125 locations. Their menu ranges from classic breakfast plates to innovative platters, spanning healthy and indulgent options for all kinds of dining experiences, particularly nutritious ones delivered in a warm family atmosphere with fresh fruit.

Cora’s inception is rooted in creating a scalable business with a flexible work/life balance, and those benefits are available to the brand’s franchisees. Regardless of prior professional experience, an ideal franchisee is passionate about hospitality and driven to succeed. The $750,000 to $1,000,000 initial investment comes with the necessary ingredients: five weeks of training, ongoing support, and a community of others in the Cora system to work alongside.

Drama Kids Canada

Through dynamic and curriculum-driven drama classes, Drama Kids is an academy designed to work on the development of skills such as creativity, performing arts, presentation, communication, confidence, and more in young people across North America. Drama Kids is centered on personalization, ensuring that all students are encouraged and nurtured as they grow through each lesson. These lessons are offered through after- and in-school programming, camps, and birthday parties.

As a home-based, mobile business, Drama Kids provides franchisees with high levels of opportunity at a low overhead. The required investment of $40,000 to $60,000 is accompanied by an exclusive territory, mentor support for the first year of operations, ongoing comprehensive support, and the full curriculum with the teaching and training necessary for a thriving franchise. It is called show business, after all.

Learn more at LookforaFranchise.ca

Learn

FiiZ Drinks

The history of soda as we know it goes back to the 18th century, with other forms of carbonated drinks going back even further. Still, the beverage is beloved to this day. The company FiiZ is a modern twist on the old soda fountain shop, offering 10,000 drink combinations made with flavoured syrups, fresh fruits, purees, and creams mixed up to make the perfect soda for each customer. They also have snacks and sweets to pair.

The franchise system already has 75 open stores and more than 200 more in development across North America, and is looking to expand their reach in Canada by extending more franchise opportunities. The initial investment, between $252,000 and $392,000, comes with access to the brand’s business model and guidance in real estate and site selection, construction, training systems, operations, POS systems, marketing and branding, and grand opening support.

Fix Auto

Founded in 1992, Fix Auto has been an aftermarket automotive services provider with hassle-free care, returning vehicles to their pre-collision brilliance and performance. With more than 27 years behind the wheel, Fix Auto has grown to 270+ locations in Canada with 675 points of service worldwide, in the UK, Germany, France, South Africa, Mexico, New Zealand, Australia, and the Middle East. This brand is committed to communication and understanding, highlighting the importance of customer experience in the automotive industry.

Franchisees under the Fix Auto brand experience the power of the network while maintaining their independent operations. They enjoy benefits like access to top insurance providers and OEMs, technical and training support, and streamlined operational processes. These advantages ensure consistent, high-quality vehicle repairs, reinforcing Fix Auto’s commitment to excellence in every facet of its operation.

FRSTeam

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 be assured that they’re investing in an award-winning low-cost 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.

Fork and Greens

Fork and Greens is an upscale, quick service restaurant serving up nutritious, customizable salads. These gourmet salad bowls are piled with high-quality ingredients sourced locally whenever possible to create a meal that is both physically and mentally satisfying. As a brand, Fork and Greens centers itself around passion, particularly “the passion to create a better life through the healthy choices we make every day.”

Those with passion for sharing healthy meal options can join the Fork and Greens system with an initial investment of roughly $350,000. They are looking for entrepreneurs who are driven, ambitious, and eager to succeed. Franchisees will receive comprehensive support throughout their journey in site selection, restaurant design, training, marketing, and ongoing operational assistance. With all these tools, it’s not just the salads that are well-balanced.

Garcha Bros Meat Shop & Poultry

When it comes to raw, marinated, and cooked meat products, alongside vegetarian options, Garcha Bros Meat Shop & Poultry is a franchise that specializes in it. They prepare, cut, and cook in a hygienic environment to bring delicious, exotic flavours to consumers across Canada through more than 80 pre-prepared and ready-to-eat meal options. They offer non-fried, healthy products cooked fresh within 20 minutes of ordering.

Franchising throughout Canada with 22 units operating and more opportunities available, Garcha Bros is looking for franchisees who work hard and believe in building strong teams, showcasing their learnability, leadership, integrity, and customer service skills to uphold this system’s attention to tasty food and commitment to quality. To ensure implementation of high levels of hygiene, quality, and customer service, their stores get regularly inspected by third party food industry experts and mystery shoppers.

Good Sorts Property Services

Founded in the Okanagan Valley in 2020, Good Sorts Property Services is a growing franchise system making its mark in the commercial cleaning and building maintenance industry. With a people-first approach, the brand focuses on creating meaningful, reliable experiences for every client. Good Sorts provides janitorial care, along with specialty services such as window cleaning, carpet and floor care, handyperson services, and more.

Becoming a franchisee with Good Sorts Property Services requires an initial investment of around $47,200 to $49,200, depending on the market. This people-first brand supports its franchise partners with a proven model, extensive training, exclusive territories, dedicated field coaching, and access to Good Sorts’ technology and systems—helping every partner build a business that’s both rewarding and scalable.

Gem Studio

Shopping has long been thought of as an activity, and by combining their retail concept with the interactive experience of creating custom jewelry, Gem Studio is making sure that shopping is more than just a chore. Customers can choose what they want to do—a three-hour silversmithing workshop, a charm curation workshop, or a drop-in permanent jewelry fitting—and how they want to do it, meaning that their new accessories are totally one-of-a-kind.

With Gem Studio’s growing popularity comes the opportunity to get involved with the business by owning a unit. A required investment of $150,000 to $240,000 gives each franchisee access to the business model, comprehensive training and support tools, territory rights, and already-developed brand recognition. Franchisees also benefit from diversified revenue streams by operating at the crossroads of traditional retail and experiential services.

Learn more at LookforaFranchise.ca

Graze Craze

“Craze” well describes the demand in recent years for grazingstyle food, with charcuterie boards, boxes, and arrangements dominating lists of must-haves for special occasions. Graze Craze specializes in curating gourmet, convenient dining arrangements—both sweet and savoury—for events of all sizes, or even as a treat for oneself to enjoy. Hand-styled and fresh, Graze Craze has locations in Canada, the U.S., Australia, and France to bring their tasty platters to tables across the globe.

For those looking to jump into the enthusiasm themselves, Graze Craze is franchising. The initial investment varies from $91,000 to $299,000, and includes a comprehensive support system centering operations, marketing, training, point-of-sale, store build-out and construction, site selection, and a network of other franchisees all joined to grow this franchise system even further.

The Great Greek Mediterranean Grill

The Great Greek Mediterranean Grill is a fast-casual restaurant brand that’s been dishing out third generation Greek family recipes to a loyal customer base since its start in May 2011 in Nevada, U.S. They’ve since opened additional locations to bring their fresh, made-from-scratch food, and relaxed, family-friendly dining experience to consumers across North America. And with these plates come opportunities for Canadian entrepreneurs.

Hopping on-board with The Great Greek Mediterranean Grill gives franchisees access to a proven franchise model with two streams of revenue (traditional dining and catering), a comprehensive in-person training program paired with access to online tools and an in-depth franchise operations manual, and ongoing support. The franchisor offers education and guidance regarding inventory, marketing, customer relations, food preparation, hiring, and more. The initial investment for a franchise is between $500,000 and $700,000, giving franchisees a turnkey model to feed their dreams of business ownership.

Learn more at LookforaFranchise.ca

Hurry Curry

Hurry Curry is a quick-service restaurant franchise with a mission to bring authentic Indian cuisine to North America with “a little extra speed and a little extra spice.” As a brand, Hurry Curry prioritizes quality chefs passionate in sharing authentic meals delivered from their Indian kitchen to their customers’ open plates. They even offer a myriad of dining options: dinein, pickup, delivery, and catering for events of all sizes, from banquets to parties to meetings.

Interested in joining a brand passionate about serving authentic Indian food, and owning your own business while doing it? Hurry Curry is welcoming franchising opportunities with a turnkey investment between $350,000 and $650,000, depending on location size and other pertinent factors. A franchise comes with developed menus and operations systems, marketing leverage, flexible layout options, and in-house support teams to help new franchisees cook up a blooming business.

HeartNest Care

The home care industry is an undeniable necessity, and for many seeking support, in-home care is what they need. HeartNest Care is a franchise system dedicated to providing high-quality, personalized care to seniors and individuals with special needs. HeartNest has a myriad of services covering companionship and connection, personal support and daily care, in-home nursing and medical support, and household tasks and everyday comfort. Furthermore, clients can seek these services from the comfort and security of their own home.

For prospective franchisees who resonate with the brand’s mission and want to make a difference in their community, investing in a HeartNest franchise may be just the place to start.

For an initial investment of $100,000, HeartNest franchisees gain the systems, tools, and training to deliver their services with pride, including caregiver retention tools, performance frameworks, hiring resources, practical training, and tailored guidance.

Innovative Fitness

It started with the simple idea that personal training is meant to be truly personal, and from there, Innovative Fitness was born. Now they have several locations throughout Canada where they engage science, data, and a holistic approach to level-up members’ fitness routines. Innovative Fitness utilizes one-on-one, two-on-one, and small group sessions, tracking assessments such as VO2 Max testing and 3D motion capture, integrated strategies that span movement, nutrition, and recovery beyond the gym floor.

An initial investment of $500,000 helps franchisees to develop and open a community-based studio that is part of the Innovative Fitness franchise system, where they can benefit from a tried-and-tested, scalable business model. Franchisees also receive exclusive market positioning and comprehensive support through pre-opening training and ongoing operational guidance through access to the brand’s management systems.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

The Iron Skillet

Established by a classically trained chef with more than 40 years in the industry, The Iron Skillet is a restaurant born from its founder’s experiences with cuisine all over the world. The menu is diverse, filled with many different cuisines, and emphasizes the brand’s focus on “big food, big flavour.” Each location extends this robust menu but with the added charm of being a stylized operation locally owned and operated. With more than 30 years behind the brand, The Iron Skillet is looking to continue its growth with franchising opportunities in small towns across Canada. A required investment of $550,000 to $750,000 opens the restaurant doors with training directly from Red Seal Chef Tony and his team, access to the Iron Skillet branding, operations and training manuals, regularly updated documents, and experience support from a knowledgeable and passionate franchisor.

Leela Eco Spa

Green is more than just a calming colour, it’s a way of operating. Leela Eco Spa is a green spa—environmentally conscious in the holistic wellness experiences they offer to clientele. Their mission to “celebrate the beauty of nature while respecting it at the same time” is seen through well-sourced and 100 per cent organic treatments. These treatments include massage therapy, chiropractic services, facials, waxing, manicures and pedicures, and other targeted treatments for both the body and the mind.

Founded in 2014 in Calgary, Alberta, the Leela franchise brand offers entrepreneurs the opportunity to get involved with the wellness industry while maintaining a healthy relationship with the environment. No prior industry experience is required; with an initial investment starting at $500,000, franchisees receive all the training and support they need. This includes virtual and on-site training, ongoing learning initiatives to stay current with industry trends, ongoing marketing, branding, and operational support, and guidance for upholding the brand’s eco-friendly focus.

Kinetic Auto Service

Erin Vaughan started Kinetic Auto Service to create a culture in the automotive industry that values inclusivity, respect, and professional growth. Kinetic also strives to demonstrate the importance of quality, safety, and education regarding automotive services, which includes educating clients to ensure they can make informed decisions about their vehicle’s care. Prospective franchisees can hop into the world of franchising with Kinetic Auto Service and benefit from a system that focuses on education and support with an initial investment of $250,000 to $350,000. This brand offers initial training, ongoing coaching through monthly sessions and webinars, marketing support from the head office, and assistance with both recruitment and staff retention. Alignment isn’t just important for cars, but for business partnerships too, and those who recognize the value in Kinetics’ principles are the best candidates to grow this franchise system.

Local Handyman

In the resilient and essential home improvement industry, Local Handyman Group has built itself a niche market in focusing on smaller home and business projects. They’ve established a franchise system made up of a collection of handyman services in order to foster quick response times for interior repairs, painting, and maintenance, furniture assembly, deck plans, weatherproofing, and more.

Local Handyman Group has hammered out the necessary materials to create an expanding franchise system and are welcoming new franchisees to grow their own handyman enterprises. An initial investment of $95,000 to $110,000 will provide five days of in-person business and marketing training as well as access to the brand’s operational systems and technology. For growth-oriented, decisive, and driven individuals who are hungry for success, Local Handyman Group offers a system and the tools to construct a business.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Maple Bear Global Schools

Operating more than 450 schools in over 35 different countries, Maple Bear Global Schools are a system of international education franchises offering full programming to preschool, elementary, and high school students with a Canadian methodology and curriculum. These bilingual programs encompass English language arts, science, mathematics, and locally required courses relevant to the area in which each campus is located.

A minimum investment of $700,000 provides entrepreneurs with an opportunity to kickstart their own Maple Bear school. Franchisees gain access to year-round training and support— online or in-person—based on the school’s individual needs. Maple Bear also supplies a detailed turnkey curriculum, experts to help train and mentor each location’s educational team, annual quality assurance visits, and ongoing support for services such as site selection, school design and layout, and purchasing support.

Maverick’s Donuts

Take donuts, the iconic baked good that they are, and make them gourmet, and you get the Maverick’s Donuts experience. This brand deals in gourmet, hand-crafted donuts made fresh daily with an array of flavour options ranging from classic to innovative. Not only do they offer their goods through store-front locations packed with ready-to-go donuts, but they also cater special events like anniversaries, baby showers, birthdays, corporate events, and weddings.

Since their first storefront in 2016 in Ottawa, they’ve grown to 22 franchise locations in Canada, and they’re not stopping there. Maverick’s Donuts declares their franchisees top priority, providing them a five-day hands-on training program, a launch coach to help iron out the operational details during the first week of opening, and ongoing guidance for all aspects of operation, marketing, HR, and bookkeeping. As part of a franchise system, business ownership can sure be sweet.

The Mule

Restaurant franchise The Mule has a long list of things that they love: chef-inspired tacos, cult classics, tequila drinks, good tunes, vegetarians, margaritas, graffiti, vegans, mood lighting, queso, and their customers. Plus, the menu is 100 per cent gluten-free (and they’re 100 per cent serious about that). Their mission is to provide unexpected experiences and a sense of community for their team members, guests, and community partners

For entrepreneurs who also resonate with all this love, franchising with The Mule is an avenue to business ownership with a brand seeking to build strong, sustainable partnerships that work for everyone. They even have a unique agreement to centre franchisee profitability, passing 100 per cent of food and beverage rebates directly to the franchisees. The franchise fee is $60,000, and franchise owners gain access the brand’s proven business model (established in 2015), and the initial training and support to kickstart a The Mule franchise of their own.

NOVUS Glass

NOVUS Glass, part of the Fix Network, is a global presence in automotive glass technology and a franchise system specializing in windshield repair and replacement. Named after the Latin word for “new” or “innovative,” NOVUS has more than 27 patents for glass repair products and various service offerings from windshield and mirror repair to headlight restoration to window tinting and more. And, increasing accessibility for customers and opportunity for business owners, the brand also has mobile services for remote repairs.

NOVUS Glass provides their franchisees with a strong foundation from which to start their business as well as the support needed for ongoing growth. They leverage operational processes, tools and technologies, management systems, and training programs to help franchise owners successfully kick their business into gear. As long as vehicles are on the roads, they’re going to need experts to keep the glass in top shape.

OHC Renovations

For homeowners looking to tackle their kitchen, bathroom, basement, and whole-home projects, OHC Renovations helps them to see their vision through with a predictable and professional experience. A licensed builder, they combine standardized processes, vetted trades, and transparent pricing to ensure quality results from a respected local brand. They see their clients through each step, from consultation to design to construction to warranty, creating spaces that homeowners can feel good in.

OHC Renovations is looking for franchisees that are motivated to succeed, people-focused, and ready to follow a proven system. With the required investment of $99,300, owneroperators get to join an established brand that supplies them with sales and managing training, marketing support, ongoing coaching, and the developed systems to construct a business that sees each project through with professionalism.

Outdoor Fitness

Two famously important facets of physical and mental health are exercise and time spent outside. Cue Outdoor Fitness, a proprietor of group workouts and training that all take place out in nature. They offer programs varying in intensity and makeup, including bootcamp, hybrid strength and cardio, and low intensity workouts between two to four times a week depending on each individual’s needs. These sessions run year-round, rain or shine, and embrace the brand’s core values—health and wellness, nature, and community—all at once.

With 55 locations and 25 trips around the sun, Outdoor Fitness is looking to continue its expansion with franchising opportunities. Franchisees are met with comprehensive training, operations and marketing support, exclusive territory rights, and a proven business model to jump off from.

Learn more at LookforaFranchise.ca

PayMore

Founded in 2011, PayMore buys, sells, and trades electronic devices through local storefronts to connect customers with affordable, high-quality gadgets while decreasing the amount of e-waste that ends up in landfills. These stores give consumers a place to safely dispose of their technology and purchase new devices with the added benefit of being able to speak with PayMore team members face-to-face about their needs.

PayMore has more than 50 franchise units throughout Canada and 100 more in the U.S., with more opportunities available for an initial investment between $175,000 and $340,000. Each store generates its own inventory and trades between locations, avoiding any supply chain challenges and fostering a sustainable, green enterprise. Additionally, franchisees receive support through site selection, construction, training systems, operations, POS, marketing and branding, and more. As a brand, PayMore boasts being made up of “real stores and real people.”

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Pearce Bespoke

With this brand, it pays to look good. Pearce Bespoke is a mobile tailoring service that provides its customers with affordable, custom tailored clothing. Clients range from professionals to politicians to athletes to anyone interested in dressing well. Their five-step process ensures that the end result is a perfect fit for each individual and their personal needs.

For entrepreneurs who think they could be a good fit with the brand, Pearce Bespoke offers franchising options. Lack of experience in the sewing or retail industry is not a roadblock either, as the brand has a team of experts to train franchisees on all they need to know. The system also boasts low overhead, a quick launch, cash flow, event-based foot traffic for increased lead generation, and an easy-to-use cloud-based POS system. Learn more at LookforaFranchise.ca

PetMobile

It’s no secret that for many, delivery services are a must-have to keep on top of shopping needs while juggling the many other tasks on the to-do list. Whether its food, treats, toys, accessories, or hygiene products that a pet needs, they can be delivered directly to the customer’s door by a PetMobile distributor. Since 2009, the PetMobile brand has been connecting consumers with pet-related products and services through their web platform, growing to offer more than 10,000 products.

Aspiring entrepreneurs can fetch a chance at business ownership with PetMobile, purchasing a franchise of their own with a required investment of $5,000 for a base territory or $25,000 for a master franchise territory. Becoming a distributor with this brand comes with an exclusive launch program, guaranteed inventory supported by PetMobile.ca, reserved territory, and available financing options.

Phenix Salon Suites

Founded in 2007 by renowned stylist and industry entrepreneur Gina Rivera, Phenix Salon Suites is a property management franchise dealing in retail and commercial spaces sub-divided into fully equipped, private suites that are then licensed to independent stylists, barbers, estheticians, and wellness providers. With more than 425 locations worldwide, Phenix offers a modern, B2B solution for both franchisees and lifestyle professionals.

The franchise model features a simple buildout, recurring rental income, flexible hours, and minimal staffing requirements, all backed by dedicated operational and marketing support. The investment range to open a Phenix Salon Suites location is $721,000–$1.4 million, with financial qualifications of $1 million net worth and $300,000 in liquid capital.

Premier RN Geriatric Care

As the number of Canadians aged 65 and older continues to grow, the senior services industry becomes increasingly needed. Premier RN Geriatric Care has been operating since 2010 and was founded by an Advanced Practice RN with more than 40 years of nursing experience. This brand provides seniors with Registered Nurse (RN)-led care management services. Whether it’s comprehensive clinical assessments, support during medical visits, family coordination, direct advocacy, or the creation of a customized care plan, Premier RN aims to deliver peace-of-mind to their clients.

Premier RN also aims to deliver sustainable success to their partners. The franchise fee is $35,000, and for franchisees, this system provides access to multiple revenue streams, ongoing training, brand awareness, and an innovative model with which to provide beneficial services to members of the community.

ProColor Collision

First launched more than 20 years ago, ProColor Collision is a system of collision repair centres with a growing presence across Canada and the U.S., and is a member of Fix Network World. Their winning formula is based in high customer satisfaction and quality collision repairs, leveraging their commitment to safety and training, outstanding customer service, and a National Limited Lifetime Warranty with the aim of becoming an industry leader for all types of vehicle repair services.

ProColor Collision has established national and global partnerships with insurers, fleets, and suppliers in order to drive business to their franchisees. The brand offers independent body shops in Canada an opportunity to join one of the largest and fastest growing automotive aftermarket networks in the world, leveraging established national and global partnerships with insurers, fleets, and suppliers to help drive business to franchisees. With the backing of a whole network, franchisees can launch their business with a proven model and established systems already strapped into place.

Rajdhani Sweets & Restaurant

“Love at First Bite” is the official tagline of Rajdhani Sweets & Restaurant, a fast-casual dining franchise specializing in authentic Indian cuisine and sweets. Since their start in 2002, Rajdhani’s vision to share affordable, traditional Indian cuisine with consumers across North America has grown with more than 25 locations throughout Ontario and new openings lined up in Alberta, Quebec, and the U.S. Each location offers dine-in, take-out, and catering services so their broad menu—spanning sweets, snacks, and full-course meals—is accessible.

Rajdhani franchisees benefit from being part of an established brand with a built-in support system. The franchisor assists marketing and branding on both the local and national level to increase brand awareness and in-store traffic. Plus, those who resonate with this brand’s vision can join the system and treat themselves to additional benefits like extensive training, operations support, and continuous product innovation.

Learn more at LookforaFranchise.ca

RNR Tire Express

When it comes to automotive vehicles, wheels and tires are a necessary expense—and an important safety consideration. RNR Tire Express is a franchise retailer and installer of safe, quality tires and custom wheels, with the added benefit of flexible payment options for its customers. Since 2016, the brand has ranked first place five times in the Tires & Wheels category of Entrepreneur ® magazine’s Franchise 500 ®. With more than 20 years behind the wheel and nearly 200 locations, RNR Tire Express is well-positioned for continued growth.

For an initial investment between $703,561 to $1,687,275, franchisees can join RNR’s network in providing safe tires and associated services to all who need them. Most of their franchisees start with no prior industry experience, but with the brand’s ongoing support more than 80 per cent go on to own multiple units. For aspiring entrepreneurs with an interest in the industry and an eye for expansion, RNR has a breadth of territories available.

Restore Canada

Restore Canada is a property restoration company that deals in full-circle service for residential, commercial, and industrial clients. Their mission, to give Canadians a building they feel safe and comfortable in, is done by representing the property owner first and foremost. Among their services are 24/7 emergency response, water damage mitigation and structural drying, mould remediation and asbestos abatement, full rebuild and renovation services, commercial and industrial restoration, and more.

Actively expanding across Ontario, Restore Canada is looking for motivated and community-focused franchisees to continue building up their system. Initial investments start at $500,000 and are packed with comprehensive training and certification, exclusive territory rights, centralized marketing and lead generation support, full access to the brand’s systems, branding, SOPs, and vendor partnerships, plus ongoing coaching and business development. Becoming a business owner with Restore Canada means having the chance to build your own local business with the backing of a developed system.

Learn more at LookforaFranchise.ca

Senior Homecare by Angels

Senior Homecare by Angels is a network of non-medical senior homecare agencies. They offer short- and long-term care services, some of which include personal care and assistance with daily tasks, medication and fluid reminders, transportation arrangement, memory care, transitional care, respite care, and companionship. Programs are designed to be flexible and catered to the needs of each patient to ensure they are well supported in their personal haven.

Senior Homecare by Angels offers extensive resources and support to its franchisees. Initial training consists of five days at the headquarters in Philadelphia in addition to comprehensive training manuals; a complete preferred vendor list; forms and marketing materials; webinars; annual conferences, seminars and meetings; a 24/7 extranet resource centre; and other forms of ongoing support. The required investment for a Senior Home Care by Angels franchise is $96,435-$101,975 with a franchise fee of $49,950.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Shamrock Storehouse

Shamrock Storehouse, founded in 2019, is a local Irish pub and a cozy neighborhood bar boasting hearty Irish food, pints of Guinness, and “the best Sunday Session in Vancouver.” Their menu serves an array of appetizers, Irish main courses such as savoury pies, burgers, and an all-day breakfast, as well as Irish beers ranging from lagers to stouts. Now, Shamrock Storehouse is ready to expand its brand across Canada to offer memorable experiences, exceptional service, and a sense of community to customers across the country.

Entrepreneurs with a passion for the hospitality industry and an interest in classic Irish fare can get in on the ground floor of the Shamrock Storehouse franchise system, joining two locations in Vancouver and more to come.

Speedy Auto Service

Since its inception, Speedy Auto Service has been a trusted brand for auto repair services across Canada. From oil change to brakes to mufflers, its highly qualified, licensed technicians provide complete vehicle repair and maintenance services. For more than 65 years, and with over 65 locations nationwide, they’ve committed to creating stellar customer experiences, providing a full range of services while maintaining thorough communication with clients to guarantee both their safety and peace of mind.

Speedy Auto Service is part of Fix Network World, an automotive aftermarket network with global reach. Franchisees gain access to this robust network and the accompanying assets: proprietary technology, comprehensive training programs, direct support from the brand’s market managers, exclusive territory rights, buying power, and more. To really drive home their innovative technology, Speedy Auto Service also extends its unique Speedy Zone drive-through vehicle diagnostic system to lift franchisee opportunity to new heights.

Shotgun Golf

In the ultimate fusion of precision and entertainment, Shotgun Golf is a 24/7 indoor, automated range and golf simulator brand that features cutting-edge Trackman iO technology. At any level, lovers of golf can play on their own terms; it’s easy to book, year-round and weatherproof, and offers an environment with private bays, quality rentals, and a laid-back, social vibe. Shotgun Golf also provides venues for social plans and events alongside flexible membership packages to fit each client’s needs.

Those interested in taking a swing at business ownership can invest in a franchise with Shotgun Golf for $500,000. Locations run entirely through the brand’s proprietary booking and access system, contributing to low overhead and centralized support. The franchisor also assists with site selection, design and construction, training and automation setup, marketing support, and access to an operational playbook. Customers can play however they want, and franchisees get to play with a support team at their side.

Stacked Pancake and Breakfast House

Stacked Pancake and Breakfast House is a restaurant franchise rooted in Canadian culture and committed to innovating and delivering the best customer experience through delicious breakfasts. Stacked’s story goes back to the early 1980s in Barrie, Ontario, and they’ve since built a growing brand with 140 franchises across Canada, all sharing their vision to deliver fresh takes on classic dishes in a hospitable space that feels welcoming to everyone.

Entrepreneurs looking to partner with a fast-growing brand can own a Stacked Pancake and Breakfast House location of their own. A franchise requires an investment of $700,000 to $800,000, and franchisees gain access to a proven business model and the brand’s unwavering support. With five weeks of hands-on training at a certified Stacked location, ongoing coaching and guidance, marketing resources, and streamlined systems developed by a successful, established brand, the benefits are really stacking up.

Teriyaki Experience

Teriyaki Experience is a quick-service restaurant brand dishing out fresh, made-to-order Asian-inspired meals with healthy options like grilled chicken, beef, and seafood paired with rice or noodles and flavourful sauces. Since their start in 1986, they’ve grown to 29 franchise units coast-to-coast offering dine-in, takeout, and delivery options.

Immediate franchise opportunities are available in Toronto, Barrie, and Mississauga, with the ability to reach out to the franchisor about other opportune regions. Teriyaki Experience outlines a detailed process to help aspiring franchisees each step of the way, leveraging a proven business model, an operations team for support, their construction and design department, two to three weeks of initial training alongside a current franchisee and an operations team member, and grand opening support to ensure franchisees see a successful launch.

The Ugly Driveway

Driveways, pathways, walkways, patios, pool decks, porches … all these surfaces, at least one of which can be found on most properties, can be brought back to life by The Ugly Driveway. Their services cover decorative driveway sealing, weed removal and polymeric sanding, driveway and pathway lighting, deep cleaning and power washing, paver releveling, crack repair, edging and driveway landscaping, concrete staining, and pool deck resurfacing. The Ugly Driveway’s team will even assess the driveway and exterior surfaces around a home to provide a free estimate with the best solutions to ensure each property looks its best.

It may be called the Ugly Driveway, but as a business, it’s curb appeal reflects polished services and an industry necessary for property owners everywhere. And, they’re looking for franchisees to spread their reach even further.

Learn more at LookforaFranchise.ca

Window World

Since 1995, Window World has served homeowners across North America with exterior remodeling and a full range of home improvement products encompassing windows, siding, doors, gutters, storm protection, and more. They’ve built their reputation around quality, value, and customer satisfaction while increasing curb appeal, improving efficiency, and enhancing the quality of life for each homeowner they assist.

The window of opportunity is wide open with Window World— entrepreneurs can join a franchise system with more than 225 other members, each working to build their business with the support of the franchisor. The required investment for a Window World unit is $350,000 and equips franchisees with a proven business system and strong customer support. The brand also offers initial training sessions with a combination of classroom instruction and field support to set each franchisee up for success.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

On the Franchise Canada page on LookforaFranchise.ca, you’ll find all the brands featured in the pages of this issue in one easily accessible space! cfa.ca/lookforafranchise/ franchisecanada/

Wing’n It Restaurants

Wing’n It Restaurants boast more than 100 flavours of chicken wings to choose from, and that’s just part of the expansive menu: there are also appetizers, soups, salads, sides, flatbreads, and entrees among other options. These familyfocused restaurants focus on friendly service, a balanced atmosphere, and fun, aviation-themed décor. They even have a No Fear of Death (NFOD) Hall of Fame to celebrate the brave customers who’ve conquered their ultimate heat challenge.

Looking to set course for a business of your own? Wing’n It is open to franchising opportunities across Canada, with flexible options for single and multi-unit ownership. The brand offers their franchisees extensive training, marketing resources, and operational guidance alongside their proven system and comprehensive menu. Those interested in taking off with the Wing’n It brand can do so with an initial investment of $375,000+.

Learn more at LookforaFranchise.ca

ZUBU

A growing brand with a heart for community and a love of Japanese cuisine, ZUBU is about more than just ramen; it’s a community-driven experience. Since the brand’s start in 2020 in Vancouver, British Columbia, ZUBU has grown to multiple locations serving dishes that blend tradition and innovation. Their menu features house-made broths, hand-rolled temaki, gyoza, and rice bowls, with vegan options and seasonal specials to top it all off.

ZUBU is looking for passionate, hands-on entrepreneurs who love great food and hospitality to become franchise owners. Franchisees receive access to a proven system with strong brand recognition and a dedicated following, turnkey support, flexible models to choose from, and community-focused growth. The required investment for a franchise is between $100,00 and $800,000 for a turnkey operation and $800,000 to $2,500,000 for a new build. With ZUBU’s support, franchisees can focus on growing their business and delivering exceptional experiences to their guests.

Learn more at LookforaFranchise.ca

100% CANADIAN FRANCHISE SYSTEMS

One aspect signifying a successful system is a unique selling proposition, particularly one based on features such as demographics, value, or market segment. Profiled here are three Canadian franchise systems who each demonstrate those key principles.

BY DAVID CHILTON SAGGERS

Ledgers Canada

Ledgers Canada is a financial one-stop shop for small businesses. It got its start in 1994 in the Sydney, Nova Scotia, says CEO Gordon Haslam. A group of certified professional accountants got together because there was nothing serving that market during the dot-com craze, Haslam explains. Unfortunately, those good times didn’t last, and he acquired Ledgers Canada out of bankruptcy, moving the business to Newmarket, Ontario in 2000.

Its previous owners had tried franchising with limited success, says Haslam, but since he took over and started franchising in 2005, the system has grown considerably. There are now 50 Ledgers Canada franchises, “and we’re growing all the time. We want 75 franchises.”

Most of the original Ledgers Canada franchises were in Southern Ontario, but Haslam says his system is now Canada-wide and strong in smaller communities. About half a dozen of his investors own more than one franchise.

Ledgers Canada’s small business focus means that its clients generally have annual sales under $3 million or $4 million. As for the services it provides, Haslam says, “We do everything. We do payroll. We do incorporations. We service small business across all sectors such as day care centres, dental offices, and restaurants.”

The majority of his franchisees are men, says Haslam, although he points out that women tend to be more

successful investors. The age of franchisees differ, but most of them of them are in their 40s. There’s no need for an investor to be an accountant, but they will need drive, motivation, and business acumen—“and people skills are number one,” Haslam emphasizes. That’s because networking largely drives Ledgers Canada’s client acquisition efforts. “It’s a personal service,” he says. “Clients want to know who you are.”

Training takes one week in Newmarket, and there’s hands-on instruction before that, too. The cost of a franchise is $40,000, and while many investors work out of an office, franchisees can also operate a home-based business, as all of the software is cloud-based.

The principal benefit of a Ledgers Canada franchise is the power of its 150-person network, says Haslam. “Franchisees talk to their peers. Their wealth of knowledge is just huge.” But that’s not all, he continues. “We’re kind of recession-proof and totally sustainable.” And a Ledgers Canada franchise comes with a low cost of entry and a very modest overhead.

Learn more at LookforaFranchise.ca

Ledgers’ 2025 Awards of Excellence Winners (left to right): Stephen Johnson, Zayra Saldana, President Daniel Haslam, Savio Goveas, Minh Nguyen, and Hasin Said

Kevin Kingsley-Williams of Ledgers Burlington.

30 Minute Hit

Twenty-one years ago, Jackson Loychuk was teaching boxing and martial arts at his gym in North Vancouver. At the time, about 90 percent of his clients were men. That imbalance sparked an idea: what if women could experience the same high-energy, confidence-boosting training that keeps fighters in peak condition—but in a format designed just for them? From that vision, 30 Minute Hit was born.

“It really took off,” recalls co-founder Deanna Loychuk, who launched the brand with her husband, Jackson.

Since franchising began in 2004, Loychuk says the system has grown just shy of 100 franchises from British Columbia to Nova Scotia and has crossed the border into 18 U.S. states. The brand’s global reach continues to grow, with franchises now open in Dubai, and further expansion planned throughout North America and Europe.

Women who attend 30 Minute Hit get exactly that, says Loychuk: They follow a 30-minute routine at 13 different exercise stations supervised one-on-one by an instructor. “It’s a full-body workout in half an hour… We’re not a traditional gym—each location is a ‘Hit,’ a space where women can come in anytime in our open hours and get the most out of their workout.” Having no set class times has been one of our biggest differentiators.

The company’s owner-operator model attracts women and couples who want to own a business with purpose. “In the early years, we attracted mostly younger owners,” Deanna explains. “Now we’re seeing more experienced entrepreneurs who want to take control of their future.”

30 Minute Hit investors must have the funds to run a franchise, says Loychuk, but there’s more to it than that: “Our system works if [franchisees] use the system and its tools.”

A 30 Minute Hit franchise requires an investment of $70,000, which includes all equipment. Locations typically run from 1,400 to 1,800 square feet and are often found in strip malls and light industrial sites. Franchisees receive comprehensive support every step of the way, Loychuk says—from guidance throughout their buildout process, to six months of dedicated contact with a personal on-boarder after opening. Ongoing professional growth continues through monthly training meetings with their peers, creating a strong network of collaboration and shared success.

New franchisees also train for a week in Vancouver, receive three days of on-site support before opening, and have continual access to online resources and operational tools.

Beyond the strength of its proven system, Deanna highlights what makes the opportunity special: “Our model offers low startup costs, flexible hours, the freedom of being your own boss—and most importantly, the ability to make a real difference in women’s lives while adding something truly special to their own community.” Learn more at

Stacked Pancake and Breakfast House

It was in Barrie, Ontario, at the Country Kettle Family Restaurant, that Stacked Pancake and Breakfast House began its rise to prominence with a fresh take on breakfast and lunch. Guided by founder and owner Manish Mehra, there are now 140 stores in the system, and Michael Wong, director of development for the brand, says the company wants to grow to more than 200 locations by 2026.

Stacked began franchising in 2018 with a store in Orangeville, Ontario, and has expanded just about everywhere. “We’re in every province except Quebec, and we’re set to open in Newfoundland and Prince Edward Island,” says Wong. “We even hope to expand to the territories,” he notes. Other investment opportunities are expected around the Greater Toronto Area as well.

Stacked stores can be found in big box centres, regional neighbourhood plazas, and in some malls, Wong says. The system uses new builds, renovations, and conversions, and the sweet spot for a restaurant is 2,400 to 2,600 square feet. Plus, every store is getting a design makeover.

The cost of a franchise is $750,000. Training takes five weeks, and instruction is given in Barrie, Ontario in one of two corporate stores. There’s a further two weeks of onsite support for investors as well. And as Wong notes, “We are with our franchise partners every step of the way.”

Stacked’s customer base is broad. “We’re a restaurant for everybody,” says Wong, with the average cheque for one person being $18. Most customers leave with a takeout box since the restaurant serves large portions of pancakes—of course—and waffles, bacon and eggs, burgers and fries, fried chicken, and the like.

Wong is looking for hands-on investors who have a background in the restaurant business and well-developed communications skills. Stacked wants franchisees, as Wong describes it, to be the “mayor” of their local community and involved daily. A commitment to customer service and quality delivery are important, too. Stacked is open 7 a.m. to 3 p.m. seven days a week and weekends are its busiest time.

The benefits of a Stacked franchise are numerous. The system has sophisticated supply chain arrangements; there’s a committed corporate team, a heavy focus on social media, and menu innovation. Learn more at

Stacked’s founder and owner Manish Mehra

FRANCHISING IN FULL FORCE

Gen X franchisee Nader Hemmati excels in his second franchise adventure with The HandyForce, equipping years of wisdom along the way

BY STEFANIE UCCI

Take a moment to stand in your home and look around at all the small details that make it homey and inviting. Now, look for those parts that you’ve always wanted to change but just didn’t know where to start: the original kitchen tiles, that basement bathroom you’ve always dreamed of building, or the backyard fence that’s in desperate need of a repair.

As a homeowner, sometimes you need a helping hand to turn an ordinary house into a cozy home. For the friendly faces at The HandyForce, every day is an opportunity to be that helping hand and turn visions into reality.

Operating with the slogan, “We make home renovations stress free,” The HandyForce is a go-to franchise for homeowners, commercial businesses, DIYers, and more. Offering support for home renovations, handyman services, homecare, and commercial maintenance, the brand has been in the market since 2010 and just recently began franchising around Toronto. Locations are found in the Beaches, Leaside, Cabbagetown, Leslieville, East York, and North York. The latter is owned by passionate and experienced business owner, Nader Hemmati.

All in a day’s work

Falling on the cusp of Generation X at 59 years old, franchising comes naturally to Hemmati. With a background in engineering, Hemmati purchased his first franchise in the home inspection industry 12 years ago, and he still plays double duty as owner of both franchises. Now, he’s owned The HandyForce North York for the past two years. With both being in the home improvement space, the two businesses go hand-in-hand, and branching out to The HandyForce just felt like the right fit.

According to Hemmati, the most important part of being a business owner is getting familiar with every aspect of the business. “I wear different hats, so sometimes I’m in front of the customer as the one who provides a quote for their projects. I also make suggestions for them too. For example, if they want to build a bathroom in the basement, I can help them come up with the best solution. It’s important that I follow the financial aspect of the business and am good with hiring the proper people to represent my franchise.”

So, why The HandyForce for Hemmati’s second franchise adventure? “It’s new in the franchising space, and because it’s a smaller company, they take care of you personally,” he explains. “They don’t see you as a number, which I found as an advantage of owning a franchise with this brand.”

The HandyForce provides interior, exterior, and premier renovation services to Canadians looking to enhance their home with a little extra support from the pros who know homes the best. Their services include everything from drywalling, insulating, roofing, and plumbing, all the way to painting, tiling, flooring, and

“WHETHER YOU’RE A FRANCHISE OWNER WITH YOUR OWN BUSINESS, OR YOU’RE WORKING A 9 TO 5 JOB WITH A CORPORATION, AT THE END OF THE DAY, THE MOST IMPORTANT PART IS HAVING BALANCE TO RESTORE YOUR LIFE.”

wallpapering. On the commercial side, the brand caters to realtors, landlords and property managers, and small businesses. In short, it’s all in a day’s work for these hardworking handymen.

And because the HandyForce was Hemmati’s second business, having the years of experience helped him to grow and succeed much quicker than he was expecting to. “I wasn’t blindsided at all because I knew what I was getting myself into. My first franchise was more surprising. But with The HandyForce, I was more prepared and knew what to expect, so I did better in my first year than I anticipated. It was much better the second time around.”

He may sound like a busy businessman, but outside of running his franchises, Hemmati loves to spend time with his daughter, enjoys reading and watching movies to relax, and is an avid player and lover of tennis.

The magic of wisdom

So, what’s the magic in being a Gen X business owner? For Hemmati, the advantages are plentiful and the disadvantages, well … they’re just a part of getting older!

“For me, my biggest advantage is my life experience. People assume that the older you are, the more you know and understand about a business,” explains Hemmati. “I do believe that you understand people much better. And you’re more patient in everything you do. When I talk to people, I can persuade them to go one way over another with their home renovation. They trust me because of my age and experience.” With age comes wisdom, of course.

As for that disadvantage, it’s especially felt in the hands-on homecare and renovation industry. “When your body gets older, you’re not as flexible anymore, not like you were when you were young. But if you take good care of yourself, then it’s all about balance and you can manage it much better. Whether you’re a franchise owner with your own business, or you’re working a 9 to 5 job with a corporation, at the end of the day, the most important part is having balance to restore your life,” says Hemmati.

Know thyself

Looking back many years ago to when he first stepped into the world of franchising, Hemmati reflects on the things he wishes he knew then and that he’s grown to know and appreciate today. First are the financial aspects of owning a business: how to hire a good accountant or bookkeeper and understanding the relevant numbers through and through. The financial side is important in knowing how you’re performing, and will reflect the health of your business.

Second, Hemmati says he’s learned the importance of continuously developing your skills. For example, if you know 30 per cent of the business and don’t develop a target to learn more and strive for at least 80 per cent or 90 per cent of the business, you may fall behind. Hemmati recommends continuously upgrading your skills and knowledge to keep up with changing times and new techniques. He also advises that you know your business inside and out, including those minute details of a job that you may not have thought about, or assumed you didn’t really need to know.

Even with his experience, there came a few challenges along the way. Hemmati explains that at the start of owning his HandyForce franchise, he struggled with quoting projects because he didn’t know how much materials

cost for the jobs his team was performing. “It was a challenge for me at the beginning. I had to spend a lot of time in Home Depot!” says Hemmati with a laugh.

His advice for those considering franchising is plentiful. “Know yourself. You know yourself better than anybody else. Sometimes people ignore that and don’t want to face their actual skillset,” notes Hemmati. “I don’t recommend that you go for the money, because it’s not just about how much money you can make from the business. For me, I approach owning a franchise as, ‘What can I do to make this business successful? Do I have enough skills or support from the company?’ All of these factors are more important to me than money.

“You have to know that you’re capable of doing the job that you choose.”

Fixin’ for a Franchise

Louie and Chiara Riccelli share the mechanics behind an auto repair franchise— and how they lifted their business to new heights

BY GEORGIE BINKS

2025 may have been the Riccellis’ first year with Fix Auto, but Louie Riccelli was basically raised in the world of auto repair before joining the franchise. “I grew up in the family body shop and worked from a young age at my original location in Vaughan, called North Seven Auto Body,” he says.

North Seven Auto Body has been in business since 1972, founded by Louie’s father, Elio Riccelli, and is still going strong. But that didn’t mean things couldn’t be improved. After acquiring a second location, York Mills Automotive, he and his wife Chiara joined Fix Network under the Fix Auto banner as franchisees six months ago. The York Mills location is now called Fix Auto York Mills and NOVUS York Mills, while North Seven Auto Body is ProColor Vaughan Central.

Chiara and Louie Riccelli (left) in front of their ProColor Collision location

“Joining the franchise significantly increased my industry visibility and complemented the strong processes I already had in place.”

Joining the network

The Fix Auto franchise system was founded in 1992, consolidating a previously fragmented collision repair industry and uniting shop owners who were passionate about operating futuristic collision centres. Fix Auto has become one of the largest collision repair brands globally, and is part of the Fix Network, a family of brands that includes NOVUS Glass, ProColor Collision, and Speedy Auto Service as well.

Today, Fix Auto has locations in the United Kingdom, Germany, France, South Africa, Mexico, New Zealand, Australia, and the Middle East.

Franchisees under the Fix Auto brand experience the benefits of the overarching network while maintaining their independent operations. These benefits include enhanced insurer and parts vendor relationships, technical and training support, marketing resources, and streamlined operational processes.

Riccelli says he was drawn to the Fix Auto franchise for several reasons. “Being part of a larger community with continued support, having a big brother promoting you in the background, and getting involved with regular meetings and conferences to keep on top of the industry” is a huge benefit, he says. “The business has gone totally [towards] insurance referrals by performance—[not just by] personal relationships, like in the ‘old days.’”

Riccelli explains, “More and more insurers are relying on a one-contact point to manage their repair relationships for cost savings and ease of management. This allows constant exposure and communication to insurance partners about your business, which benefits both franchisee and franchisor.”

Becoming part of the franchise made it easier for the couple to operate and expand. Riccelli says, “Being part of a larger team allowed greater exposure, marketing and support in areas of tech, vendors, networking, and industry trends.”

Sparks fly

The franchise was a natural fit for Riccelli, who started managing the Vaughan location when he was 18. After working as the head mechanic and production and parts manager, he went to business school for an automotive marketing diploma and then to a trade college where he studied to be an auto technician. He also acquired his 310B license for the compulsory trade of Auto Body and Collision Damage Repair.

“I mainly used my experiences and knowledge in the industry,” he explains. “I was successful putting in place new procedures and modernizing my original location after I took it over from my father.” He also attended many external industry conferences and sat in on financial and production meetings with other shop owners from around the country to see what worked well for them. “I gathered lots of knowledge and then slowly implemented what would work best in my shop. Once I took over the second location, I basically transferred the same procedures over from my first location and [the staff] embraced them and took off.”

Riccelli says the change in operating two shops went well because of his extensive experience in the industry. “The new staff all welcomed me and accepted the new procedural changes I brought in, modernizing the complete facility and the operations. We are basically doing double the sales with two more added staff members.”

He adds, “Joining the franchise significantly increased my industry visibility and complemented the strong processes I already had in place. I came in as a highperforming shop, and the network amplified that success—adding new insurance partners and helping me organically grow my book of business through existing relationships.”

Riccelli also says his wife Chiara plays an integral role in operations, and has taken on management and accounting duties. “Without her, both locations would not operate successfully. She developed an affection for business and strong organizational skills from a young age. She is an extremely loyal and helpful person,” he says.

“I recognized that early on in our relationship and brought her on to work for the business one year after we first started dating. We’ve been together for 25 years.”

Riccelli also credits his minority partner, Bav Mehan, for his success. Mehan started with Riccelli’s business three years ago, and is now the general manager and minority partner of the York Mills location. “In a year and a half, he’s still going strong and oversees a successful operation. He absorbed all my experience, learned quickly, and respects what I accomplished in my business career.”

For Riccelli, the first year owning the franchise has gone smoothly because of his experience and success in the industry, although he admits there were challenges. “The main challenge was getting employees to believe in the franchise model and training them in the new procedures, along with added duties and onboarding the management software program.”

Initial training with the franchisor involved learning the software management program and the ADAS

(Advanced Driver-Assistance System) calibration, equipment purchased through the franchise supplier.

Driving onwards and upwards

Riccelli is already looking ahead at what’s next for the business, and plans to add additional OEM certifications and grow the ADAS calibration business. He also plans to invest in the training and equipment required to be certified to work on higher-end luxury model vehicles which will give them more insurance referrals.

One of the most rewarding aspects to the franchise, says Riccelli, was hiring an in-house full-time social media manager and creator. “It has helped greatly keep the staff entertained, proud, and engaged in the quality of their jobs and where they work. They look forward to seeing the final results in the ads, posts, and reactions.”

Riccelli says he loves being a franchisee with Fix Auto: “Being part of a larger entity and the support received by all members of the franchise corporation. There are articles and recognition in major trade publications. We’ve also been introduced to insurance partners that I was not aligned with previously.”

As far as reaching success with the franchise, Riccelli advises, “You need to research your market area and clientele, be able to make changes large and small, and be able to take direction from others, especially if you have an existing business.”

Business Infused with Care

In brewing up his Chaiiwala of London franchise, Shabar Jivraj’s story blends unprecedented challenges and remarkable successes

BY ALYA SOMAR

The team at Shabar Jivraj’s Mississauga, Ontario, location.

A DAY IN THE LIFE

The Chaiiwala of London café franchise has grown globally in recent years, forging ahead from its humble beginnings in New Delhi, India in 1927. As of September 2021, Chaiiwala launched their first store in Ontario with the help of franchisee Shabar Jivraj. Before joining the Chaiiwala team, Shabar had a career in financial services back home in the United Kingdom. After studying business management and human resources in university, he switched gears and went on to work in banking for 16 years after graduating. Later in life, he found himself trying another new venture in commercial and industrial property management. With a background in financial planning and property management, and a drive to try new things in the workplace, Chaiiwala of London master franchisors Shiraz Kothiwala and Ajmal Gundhra felt Shabar would be an ideal fit to help them bring Chaiiwala from the U.K. to the Canadian market.

Shabar had fantasized about owning a cafe and could immediately see Kothiwala and Gundhra’s passion to build a meaningful legacy through the Chaiiwala franchise. They believed that they could enrich the communities around them through their businesses and dedication. Shabar trusted in their vision and signed on as the head of operations in Ontario in 2020, before later switching things up once again and becoming a franchise owner himself.

When Shabar first joined the team, he put in months of preparation to open Ontario’s first Chaiiwala location in Scarbrough, a neighbourhood of Toronto. The location had no more than 12 seats, and from the moment they opened their location, they found themselves with lineups out the door and a thriving café they could be proud of. As business took off, Shabar found himself side by side with the employees, helping to make Chaii in the back of the store and serve customers in the front. With a taste for day-to-day operations, Shabar decided to leave his role as head of Ontario operations and become a franchise owner.

The rocky road

When Shabar shifted to being a franchise owner, he faced numerous challenges leading up to the opening of his Dixie and Eglinton location in Mississauga, Ontario.

Construction started during the COVID-19 pandemic and work was halted multiple times due to government policies, setting back the projected timeline of their opening. Construction and labour costs skyrocketed as the pandemic remained an issue. Rent remained at a constant rate while Shabar and his team struggled against the rising costs just to open their doors to customers. Despite the uncertainty, everyone worked together to pull through and finally open the store in June 2022.

“Opening our Dixie location during the pandemic, with rising construction costs and so much uncertainty,

felt nearly impossible,” Shabar shares. “Looking back, it’s incredible that we managed to open through such an adverse time. It truly felt like a miracle.”

A year into the pandemic, the entire restaurant industry was still suffering. Shabar acted quickly and shifted their business online to help them sustain their solid customer base despite lockdowns. This action, paired with government breaks for businesses, helped Shabar and his team stay afloat during the uncertain early days of his first location.

Another boost was found in a surprising addition to their marketing campaign. A simple road sign got the word out to customers at a competing business across the street. Folks would be in the competitor’s drive through line, see the Chaiiwala of London sign on the road, and leave the line to try them out instead. Shabar was pleasantly surprised that something as simple as a sign could help them compete with a bigger franchise that had been established in Canada longer than them. These kinds of unexpected results keep Shabar and his team motivated in their dedication to serving their community.

Steeped in collaboration

As a franchisee, Shabar values the unique qualities that every employee brings to the team. At his two locations, he’s taken on students, new Canadians, and everyone in between. He views his role as the boss as an opportunity to help each individual grow and thrive through the workplace and believes in supporting his team as closely as possible. His hands-on approach to the day-to-day

Chaiiwala of London franchisee Shabar Jivraj

needs of the business is just one of many ways he’s there for his employees.

On any given day, Shabar can be found checking in on the store sales statistics and crunching data at all times of the day. He sees himself as any other part of the team and enjoys working regular shifts at both his Mississauga and Vaughan locations, making Chaii one day and scrubbing toilets the next. Working so closely with his employees allows him to get to know them on a personal level, so that he can understand how to better serve their needs as a boss. This has led to a low turnover rate at his franchises, which he takes a great deal of pride in, cheering on several of the employees at his Mississauga location who have remained with him since those first, challenging days of the franchise.

“When you see the owner of your location, who owns two stores, cleaning the bathrooms: what does that do to you as an individual? As an employee?” Shabar asks.

He goes the extra mile to give back to the communities his franchises are built in. At multiple Chaiiwala locations, Shabar has seen the other local businesses around him thrive as a result of their cafés opening. Local clothing retailers, shisha lounges, vape shops, and restaurants have all come over to his locations to share what a positive impact the cafés have had on their businesses. An increase in foot traffic to their areas have led to increased sales for the entire ecosystem of businesses around them.

This impact is something that Shabar and his team take great pride in. Building community and creating opportunities for the people around them is what he dreamed of

doing through the Chaiiwala franchises, and he is seeing his goal play out in real time. “We try and maintain relationships with local store owners and their employees by offering them discounts at our locations. We support local sports teams through sponsorship deals and community groups as they are very important.”

Moving forward, together

Shabar believes strongly in the future of Chaiiwala of London in Canada, despite the pandemic-fuelled struggles during the early days of his Mississauga location. As he strives to help his franchises be the best that they can be, he welcomes the gaps in his knowledge and looks forward to growing as a franchisee. Both master franchisers Kothiwala and Gundhra have encouraged Shabar’s growth mindset throughout his franchisee journey.

“One thing that they’ve always done is that they’ve always been there and supported me throughout this process,” says Shabar. “They’ve been like, ‘Just reach out to us, we’ll help you.’ They give you, as a franchisee, confidence.’”

With two successful stores under his belt, Shabar is excited for the future of Chaiiwala, and proud of all they’ve accomplished so far.

Learn more at LookforaFranchise.ca

Some Like It Hot

How Chili’s® Grill & Bar has made its mark in Alberta, and where it’s going next

BY KYM WOLFE

Chili’s® Grill & Bar is an iconic brand across the U.S. and in Alberta, and if Troy Duzsik’s predictions are correct, in the coming years it will be just as well known in Ontario and other parts of Canada. Duzsik is the director of operations for Chili’s® Canada and runs five corporate locations in Alberta.

In 1991, Duzsik was working for a restaurant ownership group that opened the five Alberta restaurants, which at that time were the first Canadian Chili’s® franchises. “Our restaurants performed so well that in 2013, Brinker International approached us with an offer to purchase them. Given my deep passion for the brand and Brinker’s desire to retain the existing support structure, I made the decision to transition to the corporate side of the business. Since then I’ve continued to lead the brand in Canada,”

says Duzsik. “With my long-standing history with Chili’s®, deep knowledge of the Canadian market, and consistent feedback from local guests, I strongly believe there is significant opportunity to grow the brand beyond Alberta. I’m now actively seeking new franchise partners to help expand Chili’s® across Canada.”

Duzsik is initially targeting Ontario, starting with communities within a three-hour radius of Toronto. Cities with OHL hockey teams seem to be a good fit, he says, as well as university and college towns. “I think Ontario is going to be a great market, and can easily grow to 25 restaurants.” He adds, “As much as we would like to move at lightning speed, it’s more important to ensure we find the right partners that are aligned with our culture and operation excellence.”

Brand evolution

Ideally, new franchise partners will commit to opening a minimum of five to ten locations depending on the territory. The synergy is so different when you have multiple locations, he says; it’s easier to train staff, there is higher visibility in the community, and efficiencies are created in the supply chain.

One of the appeals of the Chili’s® concept is its flexibility: franchisees can convert an existing restaurant space or build new; the size can range from 1,000 to 5,000 square feet to suit a specific location; the menu can be tailored to suit local tastes and preferences; and the restaurants can operate in a typical streetside location in a local high traffic neighborhood, office towers, strip malls, hotels, airports, and other sites. Just look at Chili’s® in other parts of the world, and you see how adaptable the brand can be.

“Over the years, we’ve continued to evolve the Chili’s® brand to stay ahead of consumer trends and manage cost pressures. Our refined business model offers franchisees the flexibility to adapt to specific market needs—from traditional to non-traditional restaurant formats, with full or limited menus that incorporate local and regional flavors into the Chili’s® signature flavor DNA,” says David Weston, VP of international business and global development.

The first Chili’s®, a relaxed and affordable family restaurant, opened in Dallas in 1975. Its signature margaritas and big mouth burgers were so popular that by the early 1980s there were more than 28 Chili’s® in the Dallas region. After Norman Brinker purchased the chain in 1983, the menu was expanded to include sizzling fajitas, world famous baby back ribs, quesadillas, and handbreaded crispy chicken crispers. The first franchise partnership was established in 1984, and since then the brand has grown significantly—there are over 1,100 Chili’s® Grill & Bars across the U.S. and more than 370

in over 32 countries around the globe. But the very first international location was right here in Canada.

“Chili’s® offered an approachable, ‘come as you are’ atmosphere—something we felt was missing from the local restaurant landscape,“ Duzsik recalls. “It struck the right balance between quality food and drink offerings, great service, and a relaxed, welcoming environment. This filled a unique niche between fast casual and upscale dining, appealing to a wide range of guests looking for great value without compromising on experience.”

“One of the biggest initial challenges in launching the Chili’s ® brand in the Canadian market was educating guests about our brand positioning and menu offerings,” he adds. “We needed to communicate that we were more than just another casual dining spot. We had to tell our story: that Chili’s ® is known for bold, flavorful food like burgers, fajitas, [and] crispy chicken crispers as well as the world-famous margaritas. Equally important was training our team members to share that story with pride.”

Then, as now, the new franchise partners were required to take extensive initial training before they launched: two weeks of senior-level executive training for the leadership team, and for the management team, a seven-week intensive program at a Chili’s® Certified Training Restaurant. The brand invests significant time and resources to ensure franchise partners are set up for success, enabling them to open smoothly and operate efficiently from day one. For the first restaurant, a team of 15 support staff travel to the new location and spend two weeks facilitating training, onboarding team members, and assisting with the grand opening; a smaller four-person support team will stay onsite for at least one more week. By the time a franchisee opens their third or subsequent restaurants, they often opt for less corporate support during the opening weeks.

Following the opening, a dedicated team of over 20 representatives from the Restaurant Support Center across all key disciplines—including Operations, Culinary, Supply Chain, and Marketing—regularly provide guidance, ensure alignment with brand standards, and help the franchisee continue growing successfully. Just as each location is unique, so is the support that the franchisee receives, says Weston. “We provide meaningful and differentiated support that is unique and tailored to each franchisee to ensure their success.”

The brand offers expert guidance on recruiting, staffing, and succession planning, and regular conferences to educate and connect franchise owners and leadership teams. “The unwavering support available 24/7 makes you feel like you’re never on your own,” says Duzsik.

Bold flavours, bold franchisees

An ideal Chili’s® franchisee will have the hospitality gene, a passion for making people feel special, and a track record of developing a multi-unit food and beverage system, says Weston. Potential Canadian franchise owners will meet with Duzsik first, and his process always begins by sitting down and talking to them to get to know who they are as a person. What are their core values? What is their sense of community?

“The most enjoyable part of being part of the Chili’s® family is the culture—especially how the brand values and treats its people,” says Duzsik, noting that new franchisees don’t need, for example, to have extensive food and beverage experience, but can hire people who do. The top priority is that they “need to be the right person. It’s not always the person with the most money to invest.”

Those who eventually do join Chili’s® as a Canadian franchise partner will appreciate the corporate team’s “win together” mentality, says Duzsik.

As Weston notes, “Chili’s® has become one of the world’s leading casual dining brands thanks to our dedication to operational excellence, innovative and relevant food and beverage offerings, strong value proposition, and unwavering commitment to hospitality. We believe our strong return on investment, focus on guest experience, and relevant food and beverage offerings position the brand for success in the Canadian market.”

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Helping Athletes Soar

WingsUp! showcases its community spirit through a partnership with Hockey Diversity Alliance

BY JOELLE KIDD

Sports fans know the allure of a few pounds of chicken wings while watching the big game. But for WingsUp!, the chicken wing franchise that has been serving customers across Canada since 1988, the connection runs a little deeper.

The brand has recently partnered with the Hockey Diversity Alliance (HDA), a grassroots organization promoting diversity and inclusion in Canada’s most popular sport through child and youth programming that increases accessibility and opportunity within underserved communities across the country.

WingsUp! joined the festivities for SummerFest 2025, the HDA’s recent event in Toronto, providing wings for the event volunteers and celebrities participating in a charity ball hockey game.

“The mission of the organization really resonated with me, personally,” says Tanner Johnson, marketing director at WingsUp! “I thought, what a great partnership—hockey culture and wing culture just naturally go together.”

But the alignment goes deeper than that, too. As Johnson notes, diversity is an important part of WingsUp!’s corporate philosophy. A majority of WingsUp! franchisees—Johnson estimates around 70 to 75 per cent—are

newcomers to Canada. The inclusive messaging, as well as the power of community sports to help integrate newcomers into local communities, makes the Hockey Diversity Alliance a great fit for the brand’s charitable initiatives, he says.

Inclusion goals

The HDA was founded by eight current and former NHL players in 2020. The organization’s mission is to foster inclusivity, combat discrimination, and advance diversity in the hockey community, its website states, ultimately “promoting a more equitable and diverse sport.”

Among the organization’s programs is the Grassroots Original Hockey League (GOHL), a community league that provides free equipment, ice time, and coaching to underserved communities. Programs offer a space for kids to play and youth to volunteer, as well as mentorship and free trips to sports, arts, and cultural events.

The HDA also produces educational content about the history of hockey, the impact of BIPOC players, and diversity and unconscious bias in the NHL.

The first annual SummerFest, which took place August 16 in Toronto, was a new addition after the popularity of

a similar WinterFest event, Johnson says. Featuring ball hockey and a kids’ carnival, SummerFest was a celebration of diversity in the sport.

There were also appearances by the players behind the HDA: Akim Aliu, Trevor Daley, Anthony Duclair, Matt Dumba, Nazem Kadri, Wayne Simmonds, Chris Stewart, and Joel Ward.

WingsUp! had the perfect practical offering to help make the event a success: “We wanted to actually bring high quality food to the volunteers,” Johnson notes. They enlisted the help of a nearby franchise partner, Omar Sherazi, owner of the 22 Bathurst St. location in Toronto, to supply the “Cater ’Wing.”

“Omar is one of our newer franchise partners—he had just taken over the location about six months [prior] at the time, so he was a little bit nervous about preparing that volume of food,” Johnson shares. Sherazi and his team rose to the occasion and scored big, serving up an estimated 120 pounds of wings to more than 100 volunteers, the celebrity players, coaches, and families.

“Omar was the perfect partner. because he and his brother actually enjoyed playing hockey as youngsters, but always faced challenges and sometimes didn’t feel excepted in certain arenas,” says Johnson—a perfect fit for the HDA and its mission to increase inclusion for youth in the sport.

WingsUp! sticks up

The brand is hoping to continue their partnership and find further opportunities to work with the Hockey Diversity Alliance. “We just love everything they do— scholarships, education, a focus on anti-discrimination,” says Johnson. “Those are all big things that resonate with us at a head office level. So we’re looking forward to building on that relationship.”

Giving back is a key part of the WingsUp! brand, Johnson notes. “The brand doesn’t have a national charity, per se—we really push [our franchisees] to establish

partnerships on a local level.”

For some franchisees, this means sponsoring community teams or kids’ sports. Some locations partner with local hospitals; one location recently donated one dollar per pound of wings sold to a local hospice care facility.

Although franchisees typically choose their own causes, “sometimes we’ll connect the dots for them or open some doors,” says Johnson, “something that’s close to their heart or an initiative they resonate with, and then we support them on a head office level.”

The HDA and other youth sports sponsorships connect with many WingsUp! franchisees, he adds. “It resonates with them because a lot of them are newcomers [to Canada]. They have kids they want to put through sports. It just helps with inclusion, getting them involved in school programs.”

To amplify these initiatives, Johnson says the brand mostly uses its social media platforms. It’s all about bringing community together, he notes. “What we love about the HDA partnership is, it’s a free event for the community. For us, we think the more the merrier. We push it out to local communities and say, ‘Come out and take part!’ That’s the angle we take.”

It’s this grassroots feeling that makes the organization such a fit for WingsUp! to support, Johnson adds. “We really like what they stand for, we like where they’re going … We feel that they are making a difference.”

And WingsUp! is making a difference too. At the end of the day, Johnson notes, the brand wants it to be known that their doors are open to everyone, no matter where they come from—as long as they share the same passion for chicken wings!

Learn more at LookforaFranchise.ca

4 FRANCHISES FOR UNDER $50K

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 under $50K.

Anago Cleaning Systems

Since 1989, Anago Cleaning Systems has been working with business owners and managers, powered by a unique two-tiered model designed for maximum scalability. The Master Franchise model caters to executive leaders (former C-suite, sales execs, operations pros) who want to own a high-growth enterprise, while unit franchise partners are entrepreneurs who deliver the essential commercial cleaning services (janitorial, disinfection, floor care). With 1,795 Unit franchisees in the U.S. and 127 in Canada, Anago is a clear path to substantial market presence in the $116.5 billion cleaning industry.

Carson Dunlop Home Inspection

With more than four decades in the home and commercial inspection industry, Carson Dunlop Home Inspection offers a strong foundation on which to build a business. Regardless of previous professional experience, their intensive training program provides both initial and continual education to ensure the success of their franchisees. After their initial 2-week in-person training, Carson Dunlop franchise owners have access to a robust 400-hour online education program that lets them operate at the height of their ability while they launch and grow their inspection business. And, to secure additional support beams for their team, Carson Dunlop offers ongoing marketing and software support seven days a week, boasting an “unmatched inspector-to-staff ratio.”

CENTUM Financial Group

CENTUM Financial Group is one of Canada’s largest and most respected mortgage networks, with more than 200 offices and 2,200 professionals operating nationwide. Backed by the Charlwood Pacific Group (including Century 21 Canada), CENTUM aims to transform how brokers are supported, through innovative technology, practical training, and trusted partnerships. CENTUM’s large social media presence and modern marketing initiatives make for a highly visible brand, giving franchisees significant brand awareness to leverage alongside the technology, training, financial products, systems, and support they need to advance their business.

Good Sorts Property Services

Good Sorts Property Services is raising the standard in commercial cleaning and maintenance with a peoplefirst mindset, technology-backed systems, and a comprehensive one-stop-shop approach. They offer a full range of reliable, high-quality solutions that help clients look their best, including janitorial services, window cleaning, floor care, junk removal, light maintenance, handyperson services, and more. The company’s ecofriendly products and sustainable practices give franchise partners a competitive edge, supported by a three-stage onboarding program and ongoing coaching in sales, operations, and growth.

What do I need to know about relief from termination?

WHAT RIGHTS DO FRANCHISEES

HAVE when they face termination of their franchise agreements? Was the termination done in bad faith? What if the termination was in response to a breach made by the franchisee?

Most franchise agreements contain robust termination rights so the franchisor can move quickly to prevent irresponsible franchisees from causing harm to the system. However, the franchisor’s ability to exercise its termination rights does not go unchecked:

1. The franchisor must comply with the termination provisions in the franchise agreement

2. The franchisor cannot terminate in bad faith

3. Where franchisees can rectify their breach and face consequences that are disproportionate to the breach, franchisees may be able to obtain relief from forfeiture from the court

If the franchisor is threatening termination, check the franchise agreement. Franchisors are typically required to provide notice of default and an opportunity to cure monetary and operational breaches of the franchise agreement before terminating. If this is done within the cure period, then the franchisor is not entitled to terminate.

Additionally, the franchisor must not breach its common law and statutory duties of good faith and fair dealing.i Both parties to a franchise agreement must act honestly, fairly, and reasonably in their dealings with each other. If the franchisee has evidence that the franchisor has an improper or fraudulent motive, then they may be able to resist termination of the franchise agreement.ii

If the franchisor terminates in good faith after providing notice of default, the franchisee might be able to get assistance from the court by seeking relief from forfeiture. If a breach occurs, but the conduct is not wilful or egregious, the courts may allow the franchisee to retain their rights in the franchise if they promptly remedy the default and demonstrate good faith.

Relief from forfeiture

Historically, relief from forfeiture applied in the context of insurance policies and leases, but courts have extended this principle to a variety of commercial relationships, including franchise agreements.

See e.g. Ontario Arthur Wishart Act (Franchise Disclosure), 2000, S.O. 2000, c.3, and Alberta Franchises Act, RSA 2000, c F-23, and Shelanu Inc. v. Print Three Franchising Corp., 2003 CarswellOnt 2038, 64 O.R. (3d) 533 at para 5 and 64-66

ii Seto v. Wendy's Restaurants of Canada Inc., 2016 ABQB 493 at paras 34-35.

iii Ibid

In the commercial leasing context, the Ontario Court of Appeal explains that the relevant factors for granting relief from forfeiture fall into two broad categories: (1) the conduct of the parties, and (2) the impact on the parties of granting or refusing the request for relief from forfeiture.iii

The Supreme Court of Canada identified the factors to be considered by the court in the exercise of its discretion as: conduct of the franchisee; gravity of the breaches; and disparity between the value of the property forfeited and the damages caused by the breach.iv

With respect to the conduct of the franchisee, unreasonable conduct or wilful breaches of contract may bar relief from forfeiture. One such example is Saskatchewan River Bungalows Ltd. v. Maritime Life Assurance Co.v where the application for relief from forfeiture was dismissed because the applicant did not make reasonable attempts to renew an insurance policy before it lapsed.

Relief from forfeiture in the franchise context

A franchisee is more likely to obtain relief from forfeiture where the breach is purely financial or a minor operational issue that either has been remedied by the franchisee or the franchisee is taking reasonable steps to remedy promptly.

For monetary breaches, the Court will normally require full payment or impose a payment plan as a condition of granting relief.vi

In the case ANC Business Solutions Inc. v. Virtualink Canada Ltd., the Court found that there was nothing wilful or malicious in the conduct of the franchisee and that the forfeiture of the franchisee’s million dollar investment was grossly disproportionate to any harm caused by its alleged misconduct.vii The alleged misconduct was regarding a breakdown of the franchisee’s phone mail system and a dispute about whether the franchisor provided the franchisee with sufficient time to repair or replace the system.viii

It is important to note that relief from forfeiture is generally limited to situations in which the franchisee acted reasonably, and the breach relates to financial breaches or minor operational issues. Relief is unlikely

(continued on page 72)

iv Saskatchewan River Bungalows Ltd. v. Maritime Life Assurance Co., [1994] 2 S.C.R. 490 at para 32 and 33.

v Ibid at para 34

vi Hudson’s Bay Company, supra at para 57.

vii ANC Business Solutions Inc. v. Virtualink Canada Ltd., 2014 ONSC 1619, at para 68.

viii Ibid

(continued from page 71)

to be granted where the breach relates to unauthorized transfers, serious operational issues, the expiry of the franchise agreement or other situations in which the franchisee has engaged in improper conduct directly related to the subject matter of its claim.

Practical considerations for franchisees

Act quickly to remedy any breaches. If a franchisee faces termination despite taking good faith steps to remedy a breach, they must act quickly to seek assistance from the court.

Keep good records. If a franchisee is required to move quickly for relief from the court, the franchisee will need to have ready access to records of investments, communications with the franchisor and other relevant parties, efforts taken to avoid or repair the breach, and an explanation as to any additional steps required to remedy the breach.

Relief from forfeiture is an important safeguard for franchisees in Canada. In the limited circumstances where the franchisee faces termination that is lawful but unfair, they might be able to get assistance from the court to preserve their substantial investment in their franchise.

Note: The author used AI to assist with research and with preparation of a first draft of this article. All cases have been verified and reviewed by the author and there were many revisions between the first AI draft and this final version.

Tamara Ramsey Dale & Lessmann LLP tramsey@dalelessmann.com

ASK A FRANCHISE EXPERT

Why are franchisee advisory councils important?

IN A 2018 BOOKLET titled “Building a Franchise Advisory Council That Gets Results,” published by Franchise Business Review, the authors state: “Franchise advisory councils (FACs) are a critical franchise business and relationship-building tool: they can build franchisee loyalty and trust, increase support and buy-in to corporate initiatives, create better programs, and minimize resistance to change, among other benefits.”

Although those benefits are geared towards franchisors, they cannot be realized without franchisee support and participation. In fact, the benefits of a well-operated franchise advisory council accrue to all members of the franchise system, including the franchisor and the franchisees.

In franchising today, a common topic of conversation among franchisors and franchisees is whether and when an FAC should be established. The next topic is what the involvement of franchisees will be.

The answer to the first topic is that most franchise systems should have some form of FAC, but only when

the time is right. While it is difficult to generalize, key factors are the maturity of the system in terms of years and number of franchises. The answer to the second topic is that a properly established FAC should have a fair balance of franchisor and franchisee involvement. Franchisors should not dominate the operation of an FAC.

Let’s look at these issues in more detail.

Franchise system policies are contained in manuals which, while confidential, are usually accessible by franchisees on electronic platforms maintained by the franchisor. Many franchisor policy manuals contain a section dealing with FACs. An FAC will be established by the franchisor, operate according to a defined set of rules and procedures, and can deal with a variety of issues. The constitution of the FAC will usually be determined by the franchisor. Meetings should be held regularly, and for larger systems, regional FACs might be necessary. Minutes of meetings should be made available with transparency and in good time after meetings. FACs do not make

policy decisions but do make strong suggestions for the franchisor to consider.

Franchise agreements may have some mention of FACs, but the agreement will often be silent on this subject. Franchisees are required to conform to the agreement and the franchisor’s policies, which will likely change and be modified from time to time. However, though not included in the agreement itself, policies have the same force and effect as if contained in the agreement. As stated above, the fundamental principle for FACs to contribute to the growth and success of the franchise system is that they must be supported by both the franchisor and the franchisee body to have credibility. Franchisees should participate in FACs whenever possible.

The initial operational elements of an FAC will usually be taken care of by the franchisor: costs, budgets, type of entity, name, charter, mission, scheduling of meetings, bylaws, and rules and regulations. While there is no specific rule as to when an FAC should be formed, in my experience, any franchise system with at least 10 units should have established some sort of FAC, or be seriously considering the formation of an FAC. It is never too late for franchisees to suggest to a franchisor that they would like to have a working FAC established and to assist the franchisor by giving suggestions as to the membership and structure of the council.

In the past, some franchisors have established FACs but used them as a means of operational control with little meaningful involvement by franchisees. These FACs inevitably fail and result in a lack of trust between the franchisor and its franchisees. A failed FAC may result in the formation of a dissident franchisee association which may consider or initiate litigation, particularly class actions, over issues that have been ignored by the franchisor.

For an FAC to succeed, it must have the support of the franchisor’s key management and the franchisee body. Membership is not necessarily equal in numbers. There should be a dedicated member of management who has the responsibility of ensuring the operational aspects and reporting to the CEO. Management representatives should be available to address issues on the agenda of meetings, but they don’t need to be sitting board members of the FAC. The majority of members on the board should be franchisees.

Initially, the franchisor may select franchisee members, or propose a mechanism whereby members can be selected by the franchisee body. For example, a national franchisor may determine geographical areas in which franchisees elect members to the board. The terms of board members should be fixed, and there should ideally be a rotation of members.

Franchisees should be aggressive in suggesting topics for consideration at meetings and be positive in their

participation. Meetings are not for personal matters and should be conducted in the best interests of the franchise system. Franchisee costs of travel and out-ofpocket expenses should be covered by the franchisor, and the franchisor should also budget for the operating costs of the FAC.

Franchisees should realize that a well-operated FAC will benefit the franchisee body if the FAC is operated with respect for each party and in consideration of the ideas and views of the franchisees.

FACs can be very beneficial to a franchise system in times of stress, economic downturn, and unexpected emergencies. For example, many franchise systems turned to their FACs during the pandemic for guidance and goal setting, as well as information sharing, to assist struggling franchisees and to lobby governmental bodies for assistance.

In several leading court cases involving well-known franchise systems, the courts have reviewed the involvement of FACs in dealing with good faith and fair dealing issues in franchise system disputes. The courts have favoured franchisors that have operated their FACs in a fair and balanced manner and disapproved of franchisors that have operated their FACs unfairly or with little regard for the interests of their franchisees.

Prospective franchisees should ask franchisors if they have an FAC and obtain details of the operation and goals of the FAC. Franchisees should encourage the formation and operation of an FAC and, for those who are prepared to spend the time, become a member of the FAC to benefit their fellow franchisees and the franchise system at large. As stated above, an FAC is a critical franchise relationship and business-building tool.

The above article first appeared in the May/June 2024 issue of Franchise Canada magazine.

Frank Zaid Mediator, Arbitrator, and Business Operations Consultant

Frank Zaid FRANlegal Support Services fzaid@frankzaid.com

TUTORIAL 5: THE FUNDAMENTALS OF FRANCHISING

INTRO TO ROYALTIES

MOST FRANCHISES REQUIRE the franchisee to pay a royalty for the right to use the franchisor’s trademarks and operating system. Royalties are the franchisor’s portion or share of the revenues for allowing you to use the system. By being connected to an established brand, franchisees benefit from using the trademarks and operating system to increase the value of their business assets and future income. Customers are more receptive to products that are associated with a known brand and this in turn generates revenue. Once a franchisee has found a new customer, the operating systems are in place to assist franchisees in keeping them as repeat customers.

The franchisor uses royalties to develop an infrastructure that provides ongoing support to franchisees including:

• Consulting and sharing of best practices

• Arranging suppliers to capitalize on purchasing power

• Research and development

• Operational reviews and ensuring brand consistency

• Accounting systems

• Computerization

• Field support

• Initial training programs

• Ongoing training programs

For a franchise system to be successful, royalties need to be both affordable for the franchisee and large enough for the franchisor to be able to fund the necessary support. Business models vary widely, and as a result, there’s no standard royalty amount. Typically, royalties are paid monthly, calculated on the franchisee’s gross sales for the month, and usually don’t include legitimate refunds or taxes. Royalty amounts aren’t the same for every system, and they can start at three to four per cent and range as high as 10 per cent or more. It’s common to find royalties between five and six per cent for retail franchises, and eight to 10 per cent for service franchises.

There are numerous variations regarding royalty fees. Some franchisors charge escalating or declining percentages based on different levels of sales. Some franchisors don’t charge a percentage of sales, but instead charge a royalty based on a flat fee each month. Others may charge no royalty at all, but instead earn revenues through product sales.

A flat fee royalty is often used when it’s difficult for the franchisor to monitor the franchisee’s monthly sales. This system may seem attractive to the franchisee, but a potential downside is that there is no incentive for the franchisor to work with their franchisees to increase their sales. The franchisor receives a flat fee each month regardless of the level of support they provide. The advantage of a flat fee amount is that franchisees know exactly what their franchise costs will be each month.

Revenues to the franchisor through product fees are typically used when the franchisee is distributing a product manufactured or distributed by the franchisor. Examples of a product-based franchise are gas stations, automobile dealerships, or soft-drink bottlers. Product franchising derives income from selling products wholesale to the franchisees, with a profit margin for the franchisor built into the wholesale pricing. The franchisee is required by the licence agreement to purchase products from the franchisor.

Royalties are usually non-negotiable and are often preset by the franchisor. If one franchisee is paying four per cent and another is paying eight per cent, there could be potential conflicts within the franchise system. For the most part, royalty fees are constant and don’t change. Exceptions to this would be if a franchisee were awarded a franchise of a fairly new and emerging franchise system. When joining a franchise system at the early stages of growth, franchisees may receive the benefits of lower royalties as the emerging franchise system is starting out. As the franchise grows, so should the operating systems and support. When renewing their franchise agreement, franchisees may then be faced with an increase to their royalty fees. However, one must remember that the franchisor must make money in order to remain in business, and royalties are an important revenue stream for the franchisor.

Low royalty fees don’t necessarily result in an advantage, as low fees can result in the franchisor’s inability to provide franchisees with the necessary level of support and ensure the success of the system.

Most franchise agreements have a clause stating that failure to pay royalties is a breach of the franchise agreement, and may lead to the termination of the agreement. The franchisee may then also be liable for other damages.

The benefits of paying royalty fees often far outweigh the costs. A royalty is a cost of doing business as a franchise. It gives the franchisee the right to operate a business under a proven brand and business model. However, prospective franchisees must always do their due diligence when looking at any franchise opportunity. Speaking with current and past franchisees of the franchise system will help to ensure that the value for the royalties is there.

TUTORIAL 6: THE FUNDAMENTALS OF FRANCHISING

INTRO TO ADVERTISING FEES

IN MOST FRANCHISE SYSTEMS,

the franchisee is required to contribute a certain amount of money, called the advertising fee, for regional and/or national advertising. It’s the pooling of advertising dollars so that the franchisees can create a greater marketing impact by spending collectively on promoting and advertising the brand versus if each franchisee were to spend their advertising dollars independently.

Advertising creates name recognition so that all franchisees may benefit. By combining advertising fees into one fund, there’s more money available to spend on larger advertising projects like radio, large-scale newspapers, and TV.

Advertising fees are calculated on a percentage of a franchisee’s gross sales, and are usually collected once a month. Advertising fees often range from one to four per cent. Some franchisors charge a flat fee, while other franchisors have no advertising fees at all. Some franchisors will put a cap on minimum and maximum advertising fees. With maximum advertising fees, a franchisee is only expected to pay up to a certain amount. When that amount is paid, they’re not expected to pay more. This method helps to alleviate the most successful franchisee supporting the advertising fund. Instead, it becomes a collaboration of all franchisees in the system. Every franchise system works differently, and it’s important for franchisees to understand how franchise advertising fees work.

The management of the advertising funds is often separate from royalties and the general revenues of the franchisor. It’s not considered income of the franchisor, but rather funds collected “in trust” for a specific purpose: to market and advertise the brand, or sometimes to rebrand or refresh the brand. The fund is often collected through a separate bank account, and sometimes through a separate company. Franchisors may charge a management fee for administering the advertising fund. Franchisees can

typically request to see the financial statements regarding the advertising fund and how the funds were spent. This ensures that the fund is being used appropriately.

To further support the management of the advertising fund, some franchisors will set up an advisory council or marketing committee, wherein franchisees have a voice and can provide input into the use of the funds. Input from franchisees leads to better decisions on how to utilize ad fund dollars, and leads to greater buy-in to those decisions. Advertising/marketing programs are often evaluated for effectiveness to ensure the return on investment of marketing dollars.

For the most part, advertising fees are constant and do not change. An exception to this would be if a franchisee were awarded a franchise from a fairly new and emerging franchise system. Emerging franchise systems may require lower advertising fees. As the franchise grows, so does brand awareness and the franchisor may find that there aren’t enough advertising fees being collected to support the advertising and marketing initiatives required. They may then ask franchisees to increase the percentage they make to the advertising fund.

In addition to the national/regional marketing funds, franchisees should be aware that they’ll typically be required to spend money on local marketing initiatives, over and above the advertising fees. While the national/ regional advertising drives brand awareness, local marketing initiatives drive customers to specific locations. Most franchise agreements stipulate that franchisees are financially responsible for carrying out local market advertising each month, often predetermined as a percentage of monthly sales ranging from one to three per cent. Franchisees may also be required to participate in local cooperative advertising with other franchisees in their area.

(continued on page 76)

(continued from page 75)

It’s recommended that franchisees review advertising fee requirements in their franchise agreements. Here are a few questions to ask for a better understanding of the national/regional advertising fund:

• What type of advertising has been done in the past?

• What advertising/marketing initiatives are planned for the near future?

• How is the money held?

• Is the fund segregated from the franchisor’s regular accounts?

• Will the franchisor provide accounting or financial statements pertaining to the fund’s expenditures to the franchisees?

Watch the Franchise Tutorials video on Royalties

STUDY QUESTIONS

TUTORIAL 5

1. A franchisor uses royalty fees to a) develop an infrastructure that provides ongoing support to franchisees. b) refund customers who return products. c) pay for national advertising campaigns.

2. Royalties are often calculated based on a) the square footage of a franchise location. b) a franchisee’s gross sales for the month. c) the number of franchise units a franchisee has invested in.

3. Royalty amounts are the same for every franchise system. True or False? a) True b) False

4. The benefits of royalty fees do not outweigh the costs. True or False? a) True b) False

• How much of the fund is used to pay administrative expenses?

• Is there an advisory council set up, and how many franchisees sit on this advisory council?

There are strong benefits to franchisees contributing to the advertising fund. Advertising is expensive, and when all the franchisees put their money together, they’re able to execute advertising initiatives that may not have been affordable otherwise.

Different types of advertising, whether it be radio, newspaper, or TV, can be tested to see what works best for franchisees. A national ad campaign, along with local advertising, can reinforce brand awareness to the customers and, in turn, encourage the customer to patronize franchise locations.

Watch the Franchise Tutorials video on Advertising Fees

TUTORIAL 6

1. Advertising fees are calculated based on a) the total number of franchise units in the franchise system.

b) a percentage of the franchisor’s annual operating budget.

c) a percentage of a franchisee’s gross sales.

2. Advertising fees range from a) 10% to 20%.

b) 6% to 8%.

c) 1% to 4%.

3. Advertising fees are not considered income of the franchisor. True or False? a) True b) False

4. Franchisees cannot request financial statements on how advertising fee dollars are spent. True or False?

a) True b) False

Bimbo Canada is Canada’s largest bakery, a part of Grupo Bimbo, which is itself the largest bakery in the world with a presence in more than 39 countries and 4 continents. Since 1911, we have distributed some of Canada’s most popular brands of bread, baked goods, and salty snacks, including Dempster’s, Villaggio, Sara Lee, Hostess, Bon Matin, Vachon and more. We have operated as a Franchisor since the 1960’s and provide premium branded and private label bakery and food service products through our franchisees and distributors.

Franchise units in Canada: 1,000

Franchise fee: $5,000-$12,500, depending on region Investment required: Varies – depending on size of route

Initial training: Yes

In business since: 1911

www.bcroutes.ca

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: $2.5M–$3M (total estimated investment)*

• Liquid Cash Required (Startup Cost): $750K–$1M

• Average School Size: 10,000–15,000 sq. ft.

• Royalty Rate: 6%

• Marketing Fund: 2.5%

*Final costs may vary based on location and speci c site requirements.

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

A trusted brand with 50 years of experience backing you.

Since 1976, Global Pet Foods has built a network of 230+ franchisees, all united by one fundamental belief: pets are undeniably part of the family.

Our commitment to quality has earned unwavering customer loyalty and consistent growth across ve decades.

Today, 98% of Global Pet Foods stores are independently owned and operated by passionate entrepreneurs who embody the nest Canadian small business values: they’re pet lovers serving pet lovers, creating authentic connections that big-box retailers simply can’t match.

Take the next step to discover is a Global Pet Foods franchise is the right opportunity for you.

Contact the Franchise Team franchises@globalbancorp.ca

“It’s Gonna Be Great”

Great Clips is the world’s largest and fastest growing salon brand with nearly 4,500 salons throughout North America. Our salons are conveniently located in strip malls in over 130 markets. What really makes this business concept unique is the fact that it is recession-resistant, with steady growth and multiunit opportunity. Manager-run salons allow for exibility in how you transition into business ownership. No haircare experience necessary!

Franchise fee: $20K (USD)

Investment required: Net Worth $500K ($1M in select markets)

Available territories: BC, SK, MB, ON, US

Training : Yes

Franchise units Canada: 163 US: 4,300

In business since : 1982

Franchising since: 1983

CFA member since: 2016

Find out more at franchise.greatclips.com.

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.

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.

Over Forty Years of Helping Canadian Students Succeed Oxford Learning ® is passionate about our mission to help children achieve their highest potential. We achieve this mission using a cognitive learning model for all programs, which helps students develop new and better pathways to learning.

Unlike traditional tutoring, a cognitive approach leads to lasting educational changes. This shift in the approach to tutoring makes Oxford Learning stand apart from other supplemental education options, leading to academic achievement for students, satisfaction for parents, and success for franchisees.

Founded in 1984, we are an award-winning franchise system with 140 locations across Canada.

Oxford Learning ® celebrates multiple awards, including:

· Elite Franchise Canada Top Ten Franchise Award

· Franchisees’ Choice Designation, 8-Year Designee (2018 - 2025)

· CFA Awards of Excellence Gold (2021); Silver (2022); Bronze (2025)

· Franchisee of the Year 2020 (Gold); 2022 (Bronze)

· Lifetime Achievement (2020) for Oxford Learning’s founder

A background in education is not a prerequisite: our unique cognitive learning programs, proprietary curriculum, and comprehensive training—combined with your drive to succeed— are the only requirements!

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

Explore the Oxford Learning opportunity today! 1-888-559-2212 or franchise@oxfordlearning.com

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 41 locations across Ontario and 43 by end of 2025! 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: christina.morris@toppers.ca www.toppersfranchise.ca

FRANCHISE ROUNDUP

Insights, ideas, and opportunities to keep on your radar

FRANCHISING BY THE NUMBERS

60,000

The number of jobs added to Canada’s economy in September 2025. Of all the provinces, Alberta contributed the highest number with 43,000 jobs.

14%

The increase in new home construction this September in comparison to August. This increase was higher than economists expected.

92%

Of business owners would choose to pursue entrepreneurship again if they had to start over.

25%

Tariff on imported medium- and heavy-duty trucks beginning November 1, per the executive order signed by U.S. President Donald Trump. Trucks compliant with the Canada-United States-Mexico Agreement will only be tariffed on their non-American parts.

167,017

New motor vehicles were sold in Canada in August 2025, marking an increase of 0.5% from August 2024.

$133.3+ billion

The predicted contribution to the national GDP by 2026 from the Canadian franchise industry. This represents a $4.9 billion increase before the end of 2025.

Source: CBC CBC BDC 2025 State of Entrepreneurship Report , CTV News , Statistics Canada , Canadian Franchise Association (Franchise Forecast 2025)

NOMINATIONS ARE OPEN FOR THE CFA AWARDS PROGRAM

Are you ready to showcase the outstanding achievements and innovation within your franchise? The CFA Awards Program is your platform to step into the spotlight and be recognized for your commitment to excellence, innovation, and leadership in the franchising industry. Open for nominations are the Awards of Excellence, Franchisee’s Choice, Recognition Awards, and Franchisee of the Year. Recipients will be celebrated during two signature events at the 2026 CFA National Convention, taking place at The Westin, Ottawa.

The deadline for submissions is December 31, 2025 at cfa.ca/cfa-awards-program-2026

UPCOMING EVENTS

November 8-9, 2025

Franchise Canada Show Vancouver Vancouver Convention Centre

Your most trusted path to business ownership, the Franchise Canada Show (FCS) is the ultimate franchise exhibition and the official show of the CFA. The FCS provides the opportunity to meet face-to-face with popular leading national brands and franchisors, connect with industry experts, attend free seminars, and explore franchise business opportunities in every industry and at all investment levels.

IN THE NEXT ISSUE

January/February 2026 - 2026 Trends and Insights

Stay tuned for the next issue of Franchise Canada to find out what the future of franchising holds! Our first issue of the new year will kick off 2026 with a roundup of trends, insights, and forecasts from experts in the franchise industry. Plus: health and fitness franchises to start off the new year on the right foot, coffee and bakery opportunities across Canada, and more inspiring stories of franchisee success!