Franchise Consultant Magazine - August 2026

AUGUST 2026

FRANCHISE CULTURE

THE STICKINESS FACTOR REP’M Group Shares What Keeps People in Franchising

32

Inside

AUGUST 2026 Franchise Culture

4 Editor’s Letter

6 The Stickiness Factor

REP’M Group leaders share what makes franchise brands last.

12

Red Flags & Green Lights

Great culture does not happen by accident.

14 Power Players

Dan Glaser of FranGrowth discusses the company’s values-driven culture.

16 Family Feel

Denver Dominas shares his journey with Fibrenew.

20 Fan of the Brand

26

A TAB employee becomes a franchisee.

22 Perfect Partner

Rainbow Restoration and its culture clicked immediately for a Virginian.

26 Branching Out

Joshua Tree Experts leverages culture and core values to grow.

28 All In

Brand President Heather Todd is passionate about Conserva Irrigation’s eco-friendly services.

22

30 Team Effort

Culture helps Squeegee Squad franchisees expand.

32 Big Moves

IFPG Regional Discovery Mixer takes on Charlotte, N.C.

The articles featured in this magazine are considered sponsored advertising content.

34 Ask the Suppliers

How do you foster a collaborative team culture?

AUGUST 2026 3

EDITOR’S LETTER

LEARN MORE ABOUT IFPG MEMBERSHIP call: 888-977-IFPG, Ext. 110

Franchise Consultant Magazine call: 888-977-IFPG, Ext. 114

Don Daszkowski

Red Boswell

Founder/CEO

President

don@ifpg.org

red@ifpg.org

888-977- IFPG

888-977- IFPG

Ext. 106

Ext. 112

FranchiseWire SHARE YOUR BRAND STORY!

Culture Is Contagious I am married to a Norwegian, so it’s not surprising that we were tuned in as Norway progressed through the World Cup matches this past month. Before long, however, it seemed like everyone was paying attention.

With a population of fewer than 6 million, Norway was one of the smallest countries in the tournament.

But what it lacked in size, it more than made up for in energy. Team Norway’s enthusiastic fans, signature rowing chant and Viking horns were a breath of fresh air, bringing some much-needed excitement and fun to our country.

CNN recently reported that Norway’s athletic success is closely tied to its sports culture. Children are encouraged to have fun, explore different activities and embrace the joy of playing.

You could see that joy in the way striker Erling Haaland played. You could also see the character behind it when he hugged England star Jude Bellingham after Norway’s loss. It showed respect, humility and an understanding that sports are about more than winning.

It reminded me of something people often say about franchising: Even competitors are friends. Brands may compete, but the people behind them still exchange ideas and support one another. That unusual sense of community is one of the things that makes franchising special.

When Norway’s team returned home, massive crowds filled the streets of Oslo to welcome the players. They did not bring home the title, but they had represented their country with heart, unity and pride. That was more than enough reason to celebrate.

My husband is always quick to remind me that Norway dominates the Winter Olympics time after time. Clearly, its massive success comes from more than talent. It comes from a strong culture.

Culture makes all the difference, and it is contagious — especially in franchising. The attitude and energy of leaders spread to franchise owners, employees, suppliers, partners and customers. When people feel supported, valued and connected, they are more likely to go all in, work collaboratively and help others succeed.

In this special Culture Issue, you will meet people who understand the power of being part of something bigger than themselves. For candidates, these stories are also a reminder to look beyond the numbers and consider how a franchise makes people feel. A great culture can be the clearest sign that you have found the right team.

Jill Abrahamsen Editor-in-Chief jill@ifpg.org Learn more about content marketing with FranchiseWire!

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COVER STORY

The Stickiness Factor REP’M Group shares what keeps people in franchising

P

eople who have been in franchising for a while are bound to notice something you don’t see in most other industries: staying power. People enter franchising from all kinds of careers and backgrounds, but once they get a taste of it, they often stay. Franchising becomes part of their DNA. There are consultants who have been helping candidates become business owners for decades.

Franchise professionals move between brands, organizations and roles without ever leaving franchising. Founders remain energized from the first franchise opening to the 100th. Franchisees open one location and quickly begin thinking about the next.

As of 2025, 19.3% of franchisees operated multiple units, and those owners controlled 58.8% of all franchised locations, according to FRANdata.

In other words, many people who find success in franchising choose to invest in it again and again.

Finding that opportunity, however, is not always easy. FRANdata tracks more than 4,000 franchise brands across hundreds of business categories. But with so many choices, not every concept has the qualities needed to remain relevant and grow over

6 FRANCHISECONSULTANT

time. So how can prospective owners tell which opportunities are truly built to last?

The team at REP’M Group looks for several indicators that point to what they refer to as the “stickiness factor,” or the qualities that help franchise brands stay relevant and thrive over time.

“The brands we work with have something real behind them,” says Cary Tober, vice president of franchise development at REP’M Group. “Strong unit economics, leadership teams that are actually invested in their franchisees and a product or service that people genuinely want.”

PRIORITIZING CULTURE Tober says “sticky” brands are culture-driven. “The best brands create a sense of belonging for their franchisees. When franchisees feel supported, seen and set up to win, they do not just stay. They recruit. They validate. They become the reason the next franchisee says “yes.”

Rachel Stender, vice president of franchise development at REP’M Group, says validation is the most important part of the franchise discovery process. “You can say all the right things in a presentation, but you cannot fake what

franchisees say when no one from corporate is on the call,” Stender says. “When candidates talk to existing owners and hear genuine enthusiasm, real numbers and honest assessments of the hard days alongside the good ones, that is culture showing up in real time.”

REP’M’s franchise development team works to establish trust early by taking a transparencyfirst approach with candidates. The goal is to help people understand the opportunity, the expectations and whether there is truly a good fit. “What also builds trust is our no-pressure approach,” Jen Rieck, vice president of franchise development, says. “It’s all about making the right match, not simply awarding franchise licenses.

We believe the best franchise systems are built by selecting the right franchisees and supporting them every step of the way.”

REP’M Group’s vetting process is designed to help brands grow responsibly, with franchisees who understand the business and are aligned with the brand’s direction.

John Taylor vice president of franchise development for REP’M Group says the strongest brands keep attracting interest because they have the fundamentals to back up the excitement. “They

have a track record and proof of concept, unit economics that support infrastructure, category resilience, quality of leadership and, above all else, happy franchisees who validate the model.”

Support is a major piece of the stickiness puzzle.

Franchisees may be drawn in by the concept, but they stay engaged when they feel supported through training, operations, marketing, problemsolving and growth.

Stender believes the brands that retain people long-term treat franchisees like partners.

They include owners in conversations, celebrate milestones and show up when the business gets hard. That kind of culture, she adds, does not happen by accident. It has to be built intentionally from the top down.

The same is true for customer appeal. Many REP’M brands operate in categories people naturally care about, from health and kids to pets, homes and personal growth. “When a candidate sees a brand and thinks, ‘I would be a customer here,’ that emotional connection is already there,” Stender says.

—Jill Abrahamsen For more information, visit www.repmgroup.com.

AUGUST 2026 7

WHY WE’RE

STILL HERE

Franchising has an unusually high retention rate of the people who live inside it. People find their way here from all different backgrounds and careers, but once they’re in, they tend to stick. We call that the stickiness factor. We asked our network why. See for yourself.

“After twenty years I can tell you exactly why people stick around. The work is meaningful, the community is real, and every single day someone in this industry is changing their life. You don’t walk away from that.”

NICK

SHEEHAN FOUNDER & MANAGING PARTN ER

“Seeing franchisees open and thriving in their new business!”

“As a PGA Professional, what keeps me in franchising is seeing the game reach more people. Every new location creates opportunities to develop golfers, mentor professionals, and strengthen communities through the game we love.”

ROSE

BARNHARD

S A M O N DS R E P ’ M A S S I S TA NT P R O J E C T M A N A G ER

“The people. We are not selling units, we are backing owners who bet everything on themselves, and watching them win is the whole reason I stay.”

M AT T

M I L LER C O -FOUND E R & CBO O F S WE AT 4 4 0

“Franchising is unlike any other industry.

Every number/account I work with represents someone’s dream in motion.”

TA M M Y

HAL E

R E P ’ M S TA F F A C C O UNTA N T

TA N N E R

V P G OL F T RK

“THE PEOPLE!” RED

B OS W E L L IFP G PRESIDENT

“The refreshing of new brands and repeating the process of growth with those new brands. Rinse and repeat theory.”

JULIE

HARRISON REP ’M FRANCHISE DEVELOPMENT MANAGER

“Building meaningful relationships and collaborating with consultants, candidates and franchisors alongside my team of industry pros to create community impact is timeless.”

CHRISTINE

HANSEN

REP’M DIRECTOR OF FRANCHISE DEVELO PM EN T

“What keeps me in franchising is the excitement of watching our brand grow while seeing that growth create a real, lasting impact in people’s lives.”

JOSH

MA R K L A ND

“I love helping people change their lives” “Franchising changes lives. It gives

“CHANGING LIVES!” OV E N S DAWN

HAME R I F P G C ONS ULTA NT

CO-FOUNDER OF 2 N D FA M I LY

JOHN

people the opportunity to build wealth, create freedom and leave a legacy”

IFP G CONSULTANT

RICK

MAYO CEO & FOUNDER OF A LLOY PERSONAL TRAININ G

COMERFORD

“FREEDOM AND FLEXIBILITY” J A K E

I F PG D I R E C TOR OF M E M B E R R E L AT I ONS

C A MB R U Z Z I

“The people. Franchising is filled with passionate, driven individuals who genuinely want to make an impact and I love being a part of it!”

AMY

“What keeps me in franchising is the tremendous opportunity to serve a diverse group of people who are all working to accomplish a specific goal(s) through business ownership.”

ALLIE

H A M B U R G ER FRANPATH CONSULTAN T

REP ’M HR

“Transformation, Growth & Excitement!”

JEAN MARIE

F ORD

F O U N D E R & C E O OF VA N IT Y F UR

“For me, it’s the people. We get to hand a proven model to someone betting on themselves, then watch them build something in their market that we never could have built alone.

That compounding of other people’s ambition is the most addictive thing I’ve ever been part of.”

AKE “REWARDING!” JFA RELL K AT I E

NE EDH AM

CEO OF ART OF DRAW ERS

R E P’M T E R R I TORY MANAGER

“It’s all about the power of leverage. Our services and products literally restore the quality of life to people that have injured their backs or necks in a significant manner. Most of the day, all over the country we are fixing herniated, slipped or bulging discs. These types of injuries destroy the quality of life of so many and they are desperate for relief. We fix discs, period! And through leverage, we now have over 23 million patients that have come to us to finally get their lives back......one spine at a time!”

DR. CHRIS

TO MS HA C K C E O OF H E A LTHS OURCE

“Franchising offers a path to wealth and freedom that most aspiring business owners would struggle to build on their own.”

TRISH

SCELFO I F PG C O NS ULTA NT

“The impact. I get a front-row seat to people betting on themselves and reinventing their lives every day.”

SAMANTHA

SCHWEITZER F R A NPAT H C ONS ULTANT

“What keeps me in franchising is simple: for me, it’s creating opportunities that change lives.

When one person’s dream becomes a business that impacts an entire community, that’s incredibly meaningful to me!”

ROSALIE

B LA C K

FOUN DER OF VIBE HOUSE HOT PILATES

“We’re driven by the power of a collaborative network--brilliant people working together to build HOMEstretch into a nationwide powerhouse.”

DEREK

SHEWMON CO-FOUNDER OF HOMEST R ET C H

“Being a small part in changing the trajectory of another person’s life is incredibly fulfilling. Over the past 9 years I have watched hundreds of people take the leap of faith into business ownership in hopes to achieve something extraordinary.

Entrepreneurship is not for the faint of heart and I get to witness people’s bravery every single day to go “all-in”! That’s what keeps me in franchising!”

JEN

R IE C K RE P ’ M VP OF F RAN C HI S E DE VE L OP M E NT

“What keeps me here is watching the right concept, the right operator, and the right piece of real estate come together into something that outlives the deal itself.”

BRIAN

PEARSON IFPG CONSULTANT

“The entire effort is about helping people develop and grow - franchisees and employees. You spend every day making a difference in someone’s life.”

MIKE

PEARCE CDO OF RENEW MEDIC

OUR BRANDS PET

vanityfurfranchise.com

CARE

A luxury mobile pet grooming franchise that brings a full-service, stress-free grooming experience directly to customers’ doors with certified groomers and climate-controlled vans.

FA S H I O N

startafashionschool.com

A hands-on fashion design and sewing education program for kids and teens, building creativity, confidence, and real-world skills through classes, camps, and workshops.

H E A LT H

vibehousepilates.com/franchise

E D U C AT I O N

+

An infrared hot Pilates studio concept delivering high-energy, heat-powered workouts across three signature formats designed for maximum member retention and scalable growth.

SERVICE

2ndfamilyfranchise.com

CONCEPT

A family-founded in-home senior care franchise committed to providing the quality of compassionate care you’d want for your own loved ones.

SERVICE

renewmedicfranchise.com

1

WELLNESS

+

WELLNESS

A clinically supervised weight loss franchise delivering science-backed, physician-guided programs that produce real, lasting results for patients.

SERVICE

artofdrawers.com/franchise

+

The nation’s largest chiropractic franchise, delivering personalized, whole-body care across seven revenue streams to help patients heal and stay well.

H E A LT H

mediweightlossfranchising.com

CONCEPT

A specialty cabinet restoration franchise that uses proprietary color-matching and repair processes to restore fire- and waterdamaged cabinets without tearing out entire kitchens.

H E A LT H

hsfranchising.com

WELLNESS

CONCEPT

A custom kitchen, pantry, and bathroom organization franchise that retrofits pull-out drawers into existing cabinets, transforming cluttered spaces into organized ones without a full renovation.

G O L F

golftrkfranchise.com

TRAINING

A membership-based indoor golf training and performance facility built by golfers, for golfers who want to sharpen their game year-round.

S E R VICE

liquaroof.com/ franchise-opportunities

CONCEPT

The world’s first patented roof resurfacing franchise that rebuilds asphalt shingles with real roofing granules, delivering a stronger-than-new roof at a fraction of replacement cost.

S E R VICE

homestretch-franchise.com

CONCEPT

The pioneer of the home preparation industry, offering homeowners and real estate agents a single-source solution for cosmetic upgrades that sell homes faster and for more money.

E N T E R TA I N M E N T

monsterminigolf.com/franchising

An indoor, glow-in-the-dark mini golf and arcade entertainment franchise offering affordable, all-ages family fun in an immersive monster-themed atmosphere.

H E A LT H

sweat440.com/franchise

CARE

America’s all-inclusive pet care destination, combining daycare, boarding, grooming, training, retail, and in-home services under one roof for dogs and the families who love them.

H E A LT H

alloyfranchise.com

WELLNESS

CONCEPT

A full-service outdoor décor brand that designs, installs, and maintains custom window boxes and seasonal plantings that give every property a year-round curb appeal upgrade.

MU S I C

musicologielessons.com/franchising

+

A personalized fitness franchise built on 30+ years of proven programming, delivering small-group personal training that gets members consistently better results.

S E R VICE

wowwindowboxes.com/ franchise-opportunity

WELLNESS

A boutique HIIT fitness concept with 40-minute, coach-guided workouts starting every 10 minutes, so members are never late and always challenged.

P E T

thedogstop.com/ franchise-opportunities

+

E D U C AT I O N

A welcoming community music school offering high-quality instruction for all ages and skill levels, built on the belief that music truly is for everyone.

2

Red Flags & Green Lights

Franchising Wisdom & Musings For Lasting Positive Impact

By Red Boswell, IFPG President

Culture + Attitudes + Values + Practices = People AT EACH OF OUR PAST SEVEN IFPG RETREATS, I’VE USED MY STATE OF the Union to talk about what the “I” in IFPG stands for. We all know the official answer is ”International,” but around here, it also stands for “Integrity” and “Independent.” Fun fact: I’m actually writing this on July 4, so “Independent” feels especially fitting!

Over the years, I’ve shared plenty of other “I” words that capture the spirit of IFPG, including Innovation, Inclusive, Impacting, Improving, Intrapreneur and Influential. Each word describes an important aspect of the IFPG culture.

Great culture does not happen by accident. It comes from people who believe in a shared purpose, support one another and genuinely enjoy working together. At IFPG, that includes our support team, consultants, zors and suppliers. Every one of you plays a role in building our credibility, effectiveness, fairness, longevity and reputation in the marketplace.

As IFPG continues to grow and evolve, I’m committed to protecting and strengthening the culture that brought us here. I hope you are too.

When the IFPG family works together, we bring out the best in our entire community.

It is the positive attitudes, teamwork and everyday efforts of our members that turn those powerful “I” words into real results.

Every relationship built, every connection made and every franchise awarded is proof of what we can accomplish together. And let’s be honest — we have a whole lot of fun along the way!

Looking ahead, our culture will continue to guide us. By embracing cooperation, transparency and mutual respect, we can raise the bar not only for IFPG but for the entire franchising community.

Together, we are building a brighter future with passion, excellence and the kind of unity that makes IFPG feel like family.

Thank you all for making your IFPG community and culture truly exceptional!

12 FRANCHISECONSULTANT

POW ER PLAY ERS

NAME | COMPANY

FRANCHISING’S HEAVY HITTERS

DAN GLASER | FRANGROWTH

Faith, trust, service and hard work are the qualities Dan Glaser has built into every part of FranGrowth.

As founder and president of the franchise development organization, Glaser leads a team focused on helping strong franchise brands grow responsibly while connecting them with qualified, values-driven owners. FranGrowth’s mission is to change lives and bless generations through franchise entrepreneurship.

FranGrowth is also a “God First” company.

Glaser and his business partner, Brandon Haire, pray before making major decisions, and faith guides how the team serves its brand partners, consultants and candidates. “I will never hold the title CEO of FranGrowth because God is our CEO. We believe that serving one another and doing more than what is expected is what makes our culture uncommon,” Glaser says.

Glaser launched FranGrowth after recognizing a need for a more thoughtful approach to franchise development. He saw many franchise sales organizations focused heavily on the number of territories sold, sometimes without considering whether those locations would open or whether the franchisor had the resources to support them.

“Franchise development is more than just selling franchises,” he says. “We don’t believe in selling franchises. We believe in awarding franchises to only the best candidates.”

FranGrowth uses a mutual evaluation process to help candidates fully understand an opportunity while allowing franchisors to identify people who have the right skills, motivation and values. The goal is to find franchise owners who are passionate about developing their territories

14 FRANCHISECONSULTANT

“When values come first, success will follow.” and becoming champions of the brand.

The FranGrowth team works closely with founders to shape franchise systems, strengthen operations, build support teams and prepare brands for sustainable growth. FranGrowth is highly selective about the companies it represents. Glaser looks for franchisee-focused brands with proven results, strong support systems, clear values and founders who are excited to teach others how to succeed. “We turn away the ordinary to drive

The team at FranGrowth is passionate about franchisee success.

Q&A Q: WHAT’S YOUR FAVORITE MANTRA OR BUSINESS MOTTO? A: I believe in building long-term, mutually beneficial relationships, starting with a strong foundation of trust and transparency.

explosive growth for the extraordinary,” he says.

FranGrowth also creates a customized development strategy for each partner rather than relying on a standard formula. Its team considers the brand’s ideal owner, territory model and long-term growth goals when building a pipeline of qualified candidates.

For Glaser, culture is essential to that process.

FranGrowth’s values include putting God first, showing respect, serving others, working hard, telling the truth and acting with honor.

“When values come first, success will follow,” he says.

—Jill Abrahamsen

Q: WHAT DO YOU CONSIDER YOUR GREATEST CAREER ACCOMPLISHMENT? A: I get more joy today in helping others succeed than anything else. On an almost weekly basis, I receive emails and reviews from franchise consultants raving about working with one of my franchise directors. I am proud to lead a team that represents our values so well and works hard to help everyone including our franchisors, franchisees and franchise consultants win.

Q: WHO DO YOU ADMIRE MOST IN FRANCHISING? A: I am honored to have my best friend also be my business partner. To know Brandon Haire is to know one of the best people in franchising. I admire his tenacity as well as his capacity to love and lead people so well. He is a man of integrity who puts God first in every area of his life. He has been a faithful companion and to work alongside him has been one of the greatest honors of my life.

AUGUST 2026 15

Family Feel Denver Dominas shares his journey with Fibrenew

D

enver Dominas came to Fibrenew for a part-time job and ended up building a career. A musician by trade, he joined the Canadian-based franchisor’s warehouse to earn extra money between shows. It did not take long for him to realize he had found more than a side gig. He loved the people, the atmosphere and the company. As he grew with Fibrenew, new opportunities kept coming his way.

Dominas eventually became warehouse manager and in 2023, the company offered him an opportunity in franchise development. The role brought together the people skills he had developed through music, including networking, communicating and connecting with people from all walks of life. “It was perfect for me because I love people,” Dominas says.

Today, Dominas helps prospective franchise owners learn about the mobile leather, plastic and vinyl restoration franchise and decide whether the opportunity is right for them. He enjoys the company’s culture so much that he regularly works from the office even though his job can be done remotely. “I could be on an island somewhere, but I choose to come into the office because it’s a great environment.”

A FRIENDLY CULTURE Dominas describes the Fibrenew community as collaborative, approachable and built around people helping one another. “It is an all-for-one, one-for-all culture,” he says. “We really work to

16 FRANCHISECONSULTANT

“It is an all-for-one, one-for-all culture.” help each other out, not just from head office to the franchises, but from franchise to franchise.” For example, neighboring franchise owners may share products if someone runs low, cover jobs during a vacation or meet to discuss business ideas and local opportunities.

Since Fibrenew started franchising in 1987, it has grown to 315 locations across Canada and the U.S., but Dominas says the organization feels small. Franchise owners can call the president, a support team member or someone at the corporate office without working through layers of departments or waiting for a service ticket.

“It’s very much a human business, and we like keeping it that way.”

Franchisee feedback is also taken seriously.

Whether an owner suggests a product improvement or a change to the system, the corporate team listens and responds. “We’re a proud head office, but we’re not an elite head office,” Dominas says. “We take what the franchisees say very seriously.”

UNIQUE BUSINESS MODEL Fibrenew franchisees repair and restore damaged leather, plastic and vinyl rather than replacing it. The work can include furniture, vehicle interiors, boats, aircraft, medical equipment and commercial seating.

It is a feel-good, eco-friendly business that gives worn items a second life while helping keep bulky furniture, vehicle seats and other materials out of landfills.

Owners can work across automotive, aviation, marine, medical, residential and commercial markets.

That variety creates several potential revenue streams and keeps the business from depending too heavily on one type of customer.

The model also gives owners flexibility in how they grow. Some remain hands-on owner-operators who complete most of the restoration work themselves. Others add technicians, pursue larger accounts and build a more expansive operation.

“We’re not locking you into anything,” Dominas says.

Because restoration requires technical skill, training is an important part of the opportunity.

Above: Fibrenew franchisees go through a thorough, two-week training plus a year of field training and continued support. Below: Even with more than 300 locations, Fibrenew still retains a tight-knit feel.

New owners complete two weeks of hands-on instruction, followed by a year of field training and continued support. Dominas says the initial program gives franchisees a strong foundation, while the follow-up helps them become more efficient and confident.

“The best fit is someone who enjoys working with people, isn’t afraid to roll up their sleeves and wants to make a positive difference for customers and the community,” Dominas says.

—Jill Abrahamsen For more information, visit www.fibrenew.com/ fibrenew-franchising or franchiseconsultantmag. com, company code 16194.

AUGUST 2026 17

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Fan of the Brand TAB employee becomes franchisee

P

hil Schwolert benefited from a lengthy preview of The Alternative Board, or TAB, and its culture before partnering in the franchise’s Northern Colorado unit. That’s because he previously had worked as a field trainer, membership sales director and franchise developer at TAB International.

“I onboarded new TAB business owners for 10 years,” says Schwolert, who visited nearly 20 countries to help launch franchises that offer

executive coaching and develop advisory boards serving small and mid-size business owners.

He admired the culture. “I saw how the sausage was made, and I valued the franchisor’s candor and commitment to equipping its franchisees to succeed. When Schwolert decided to invest, he says, “I needed to be equipped, trained and supported. The rest was on me, and I was willing to bet on myself.”

The supportive culture also permeates his Northern Colorado TAB, which served Fort Collins, Loveland, Longmont, Boulder and Estes Park for several years before he joined as a partner. “TAB NoCo leans heavily into candid camaraderie. We work hard to provide something that very few business owners have in their lives — a safe place to be honest with themselves and others.”

As a TAB franchisee, Paul Schwolert has more flexibility to spend time with his family.

20 FRANCHISECONSULTANT

THE TAB MODEL Schwolert, whose career also included work as a corporate executive and at forestry agencies in Texas and Colorado, praises TAB’s support from top to bottom. “The TAB model equips each franchise owner to build as simple or complex a business as their personal ambitions desire. They receive the tools, training and support to deliver one-on-one coaching services, peer group facilitation, strategic planning services and leadership training. All of that is backed by an online operating platform that enables me and my customers to

Why He Invested “TAB equipped me to do the work I love.” comprehensively assess, plan and track businessbuilding activities. I wanted to build my own business. I just needed the right model to help me do it.

“TAB equipped me to do the work I love with the people I want to help succeed,” he adds.

“Having sold franchises as well as trained and coached new franchisees, I’ve seen when the fit is not right. For me, the core of ‘fits’ is to be doing the work you love with the people you want to help succeed. In the absence of one of those, it loses the fulfillment aspect that gets you out of bed and keeps going on tough days,” he says.

Phil Schwolert says the main driver for becoming a TAB franchisee was that “there are few ‘typical’ days. I needed the flexibility to support aging parents and to be present with my grandsons. The model has enabled me to work remotely in other states while tending to family needs,” he says.

But there are typical business activities that Schwolert combines as necessary within his workdays. Those include oneon-one coaching sessions, peer-group sessions, retainer-based consulting, one-off consulting, regular communications with his TAB members, and business development activities. “And I keep up my community engagement through business networking groups and community service,” he says.

REWARDING WORK “Working across the table and around local small business owners is my jam. I have a passion for those who drive the local economy and contribute to community richness. Getting to help them make improvements in their businesses in ways that can change their lives is a privilege, and it provides the type of diverse experience I need to keep me engaged.”

Schwolert finds it particularly rewarding to see what clients accomplish between their monthly coaching sessions. “The back of my business card says, ‘Not every athlete has a coach. But every Olympian does.’ Getting to be part of a business owner’s journey to being their best is pretty hard to beat.”

—Mary Vinnedge Before becoming a TAB franchise owner, Phil Schwolert spent 10 years at the brand’s headquarters. During that time, he attended many franchise conferences, including the IFPG Retreat in 2021.

For more information, visit www.tabfranchise.com or www.franchiseconsultantmag.com, company code 17109.

AUGUST 2026 21

Perfect Partner Rainbow Restoration and its culture clicked immediately for Virginian

S

evasti Aboud beams when talking about Rainbow Restoration®, which remedies fire, water, smoke and mold damage to residential and commercial properties. “I love my Rainbow franchise,” Aboud says. “I bleed Rainbow.”

That enthusiasm infuses the culture of her Norfolk, Va., franchise. “Everything about my franchise has created a positive atmosphere,” she says. “Our team is phenomenal. We love growing.

We have a culture of community.”

Aboud brought solid business experience to her Rainbow franchise. She had owned and run preschools while helping her husband with invoicing and accounting for their “true momand-pop business” doing construction and painting. The couple’s subcontracting sideline with a local restoration company prompted Aboud to earn her Institute of Inspection, Cleaning and Restoration Certification, a bonus for running her Rainbow franchise.

When she left the preschool field and wanted a career change, the restoration industry beckoned to her.

“With my husband’s encouragement, I reached out to three restoration franchises.

Rainbow Restoration stood out immediately because the other companies were asking for my financials, and Rainbow immediately wanted to fly me and my husband out to Texas to see if we were the right fit for the franchise before asking

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what money we had. While we were in Waco [the Central Texas headquarters of Rainbow Restoration’s parent, Neighborly®], we quickly knew — through the people we met and the support they gave — that they were the right fit.

“They didn’t sell something to us and then drop off the support side and just collect money.

They live their code of values every day — Living RICH,” which stands for Respect, Integrity, Customer focus and Having fun in the process.

“They have been a close partner of our learning and success, providing support and training the entire time we have owned Rainbow.”

TRAINING AND SUPPORT Field training is a particular strength of the brand.

The Abouds were on-site with a well-established Rainbow Restoration franchise owner to witness business function in real time. The franchisee guided them through the operation from

“Everything about my franchise has created a positive atmosphere.” beginning to end, with explanations of how jobs were handled, how systems worked together and how decisions were made in the field.

Aboud’s franchise launched in 2018 and benefited from the couple’s strong network in the Norfolk and Hampton Roads area, where Aboud had grown up. “I know a lot of people, and they knew my husband’s and my work ethic, community involvement and trustworthiness from the beginning of any of our business ventures. People know we thrive off doing good in people’s time of need. I keep that same work ethic since day one, no matter how difficult life gets, doing the right thing and setting high standards with our team.”

Rainbow’s Benefits Rainbow Restoration:

• Has built a trusted 45-year track record while growing its system of 330-plus franchises.

• Enjoys recession resilience because its services are needs, not wants.

• Leverages the relationships the franchisor developed with major insurers.

• Enhances operational efficiency with state-of-the-art technology such as online appointment scheduling.

• Is a member of the 5,500-franchise Neighborly network that provides personalized coaching as well as crosspromotion opportunities with sister brands like Molly Maid® and Mr. Rooter®.

• Offers supply-chain cost advantages through the scale of Neighborly, which posts more than $4 billion in systemwide sales.

The parent home-services franchisor has negotiated discounts for goods, services and equipment.

The core of Aboud’s operation combines mitigation and reconstruction. The team’s work often begins with customers stressed by the aftermath of fires and floods, and Aboud and her team quickly become their heroes. “They’re going through a disaster, and we love putting their property back together for them.”

—Mary Vinnedge For more information, visit franchise.rainbowintl. com or www.franchiseconsultantmag.com, company code 16570.

The Blue Moon Estate Sales team of Central Rainbow Restoration franchise owner Sevasti Aboud and her family.

AUGUST 2026 23

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and maintenance facility. My equipment then was similar to each franchisee’s required startup package of a sales vehicle, a truck with a spray rig, a forestry truck and chipper.”

By 2009, he had 20 employees and moved to a site that better accommodated the growing business, which aims to save rather than remove trees.

The Pennsylvania-based company, which has 27 franchise partners in 16 states, added lawn care in 2017 and pest control in 2020.

Joshua Tree Experts had developed a great company culture, but Malik didn’t prioritize it until 2021, when franchising began. “Business culture exists whether the owner focuses on it or not. If the culture builds itself and it’s not right, the brand will be negatively affected,” he says.

So Joshua Tree Experts identified five core values to guide its people-centric ethos:

Branching Out Joshua Tree Experts leverages culture and core values to grow

B

orn as a scrappy service business, Joshua Tree Experts has built a rocksolid franchise system around its culture and five core values.

Those intangibles support employees, strengthen customer relationships and empower

26 FRANCHISECONSULTANT

franchise growth, says founder Joshua Malik.

As a teenager in 1992, Malik began learning the tree-care industry from the ground up.

“When I launched Joshua Tree Experts in 2005, I used my three-car garage as a storage

1.

2.

3.

4.

5.

Work hard/play hard.

Improve and adapt.

Be reliable.

Be a team player.

Find a way.

Malik says the core values determine who’s hired, rewarded, terminated and retained. The franchise’s goal is to keep 90% of all employees year over year, and employee retention is tracked weekly.

To reinforce employee engagement as a team, companywide biannual meetings cover franchise status and goals, he says. “We talk about production

“If the culture builds itself and it’s not right, the brand will be negatively affected.”

numbers, profit numbers, reinvestment in the business via benefits, vehicles, equipment, training, etc.” Regarding “play hard,” Joshua Tree Experts holds end-of-day cookouts multiple times per year and a company picnic in May. Whitewater rafting is scheduled for August.

— Joshua Malik

Core values apply to client interactions, too, with clear communication from project proposal to scheduling to completion. “We want to build rapport, educate clients and perform the additional services of plant health care, lawn care and pest control,” Malik says.

“We focus on client count, client penetration and client retention.”

—Mary Vinnedge For more information, visit www.treecarefranchising.com or www.franchiseconsultantmag. com, company code 17971.

People-Oriented Culture Joshua Tree franchisees readily adopt the brand’s people-oriented culture and core values. A prime example is Austin, Texas, franchise owner Katy Flores, whose career includes 20-plus years in corporate leadership and supply chain management. “I try to create an environment where every team member understands they make a difference,” says Flores, whose franchise opened in June 2025.

“We don’t just remove or prune trees. We help families protect their homes, improve their properties and preserve the beauty of the Austin landscape. I invest in training, encourage professional development, and make safety and communication a priority every day.

“I believe in leading by example. Whether I’m meeting with clients, helping solve a challenge in the field, delivering lunch or Gatorade to the crew to say thank you on a brutally hot day, or sitting in the shop waiting on equipment repairs, I want my team to see that we’re all in this together.”

Flores invested in Joshua Tree Experts to build something of her own while serving her community. “Joshua Tree Experts focuses

Joshua Tree franchise owner Katy Flores believes in a strong team culture. on proactive care rather than simply reacting to emergencies, which resonated with me. In Austin, people can be emotionally attached to a 100-year-old live oak in a way they never will be to a fence or roof. Trees hold memories, increase property value and shade us from the hot Texas sun.”

AUGUST 2026 27

All In

Brand President Heather Todd is passionate about Conserva Irrigation’s eco-friendly services

H

eather Todd, Brand President of Conserva Irrigation, has spent more than 25 years in franchising.

She grew up in a franchise family and has worked in operations, sales, marketing, human resources, training and executive leadership. At Conserva Irrigation, part of the Empower Brands portfolio, she helps guide the water-saving irrigation franchise’s growth, strengthen operations and support franchise owners as they build successful businesses.

She is especially passionate about Conserva’s mission

to help homeowners and businesses maintain efficient sprinkler systems and healthier landscapes. Here, she shares what makes the culture at Conserva so special.

Q. Describe the culture of your team.

A. We genuinely care about each other, and we genuinely care about our franchise owners. That creates a team that’s willing to jump in, solve problems together, and celebrate wins together.

We’re always looking for ways to improve, but we also know how important it is to enjoy the

Members of the Conserva Irrigation Circle of Excellence (top owners) enjoyed a memorable awards trip last spring.

28 FRANCHISECONSULTANT

journey. People here work hard, hold themselves accountable, and aren’t afraid to roll up their sleeves when someone needs help.

Q. What qualities are most important when building a strong team?

A. For me, it starts with attitude. I can teach systems and processes, but I can’t teach someone to genuinely care about people or take pride in their work. Those qualities create the foundation for a great culture.

I also look for people who are adaptable. Growing organizations are constantly changing, and the best team members embrace those changes instead of resisting them.

Coachability is another big one. The strongest teams are full of people who are always learning and just as willing to share their knowledge as they are to gain it.

Q. What do you appreciate most about the culture and support from the corporate team?

A. What I appreciate most is that

Empower’s culture feels authentic.

People genuinely want to help each other. Whether it’s sharing ideas across brands or offering support when someone faces a challenge, there’s a real sense that we’re all on the same team.

We’re given the resources and expertise we need, but we’re also empowered to make decisions that are right for our brands and our franchise owners.

Q. How has franchise leadership helped you grow personally and professionally?

A. Early in my career, I measured success by growing businesses and improving operations. Over time, I realized the greatest impact comes from helping other people grow.

Every franchise owner has a different story, different goals and different challenges. Learning how to listen first, build trust and meet people where they are has made me a better leader and honestly, a better person.

The most rewarding moments aren’t the numbers on a report.

They’re seeing someone gain confidence, achieve a milestone they weren’t sure was possible or realize they’ve built something that changes their family’s future.

hard days. Learn what support the franchisor provides and what ownership really looks like.

Just as importantly, pay attention to the relationship.

You’re entering a long-term partnership, so make sure you’re joining a system where you trust the leadership and believe they’ll be invested in your success.

Q. What advice would you give to someone considering franchise ownership?

A. Take your time and do your homework. Talk to as many franchise owners as you can. Ask about the good days and the

Q. What qualities set Empower Brands apart?

A. Our franchise owners know they’re part of something bigger than themselves, and they genuinely want to see one another succeed. That

willingness to share ideas and help each other is something you don’t find everywhere.

One of my favorite examples is our weekly Zee Chats. Every week, more than 70 owners come together to celebrate wins, ask questions, exchange ideas and learn from each other. There’s plenty of healthy competition, but there’s even more collaboration.

For more information, visit empowerfranchising.com or www.franchiseconsultantmag. com, company code 17340.

AUGUST 2026 29

Team Effort Culture helps Squeegee Squad franchisees expand

T

“We are focused on building a culture centered on mutual respect, professional and personal growth, and efficiency.”

30 FRANCHISECONSULTANT

o build a winning business culture, Squeegee Squad franchisee partners Rose Englebert and Ty Morgan invested in their employees and set high performance standards. Morgan and Englebert balanced those efforts with the expansion of their business footprint. They were drawn to Squeegee Squad — which primarily provides residential and commercial window cleaning, power washing and gutter maintenance — for its scalability along with its robust corporate system and the ability to combine their strengths in operations and finance.

In spring 2024, their business began serving Montgomery and Tuscaloosa, Ala. They soon added Huntsville, Ala. And in late 2025, Morgan and Englebert expanded into Louisville and Frankfort, Ky. That rapid expansion was matched by recordsetting performance. In their first calendar year of business, Morgan and Englebert generated more than $1.2 million in gross sales, establishing a new first-year revenue record for a first-time Squeegee Squad franchise owner.

Eight people comprise their core team, but staffing increases to 14 during busy periods. “Every person matters. We are focused on building a culture centered on mutual respect, professional and personal growth, and efficiency,” Englebert says. “We want our business to be a place where employees don’t just have a job, but where they genuinely develop their skills and feel supported as part of an extended family.”

A WINNING CULTURE They hire based on attitude and work ethic.

Then they devote extensive time to training and familiarizing every employee with the high standards expected. “We also lay out clear paths to advancement and recognize their hard work frequently,” Englebert says. “Witnessing our technicians grow, develop, master their craft and take pride in their work is easily the most rewarding part of this entire journey.”

Morgan and Englebert run an efficient, lean operation, which happens to be a specialty among

Opposite: Business partners Rose Englebert (lower left) and Ty Morgan (upper right) with their spouses.

Right: Squeegee Squad provides residential and commercial window cleaning, power washing and gutter maintenance.

their business skills. Before becoming Squeegee Squad co-owners, they ran a consulting firm that helped other companies streamline their operations and finances. “We quickly realized that if we had the blueprint to scale other people’s businesses, we should invest that capability into a venture of our own,” Morgan says.

The consulting firm was a byproduct of their work experience. Morgan spent three years in corporate America with Aldi; Englebert is an Air Force veteran with more than 30 years experience in enlisted and officer roles that included human resources.

Their complementary skills support solid financial stewardship and operational excellence. Morgan oversees financial planning, capital allocation, risk management, budgeting, forecasting and longterm growth initiatives. He evaluates expansion opportunities and keeps the organization positioned for sustainable profitability and scalability. Englebert covers operational performance, workforce leadership, resource management, process optimization and organizational effectiveness to maintain consistency in service delivery, safety, quality and client satisfaction.

Their spouses share the workload, too.

Englebert’s husband, Lance, a registered nurse

and an Air Force veteran, assists with sales, marketing and project management during his off days. When Morgan’s wife, Alexis, isn’t on shift as a registered nurse, she handles back-office duties.

BUILDING A LEGACY Morgan and Englebert say the best part of their Squeegee Squad ownership is working for themselves and building a legacy for their families while having the safety net of a 21-year franchise system.

“The corporate team at Squeegee Squad is phenomenal,” Morgan says. “They are incredibly responsive and highly efficient whenever we reach out with a question or request. Their corporate structure is designed to help franchisees win big contracts and drive revenue, which perfectly aligns with our aggressive growth goals of deep commercial and residential market penetration along with steady geographic expansion.”

Their next objective, Englebert says, is hiring dedicated sales professionals in each of their Squeegee Squad locations to capture commercial and residential contracts.

Long-term, Morgan predicts they will slowly, strategically add territories. “We absolutely love this business, and we are excited to see how far we can take this opportunity,” he says.

For more information, visit www.squeegeesquad. com or www.franchiseconsultantmag.com, company code 16267.

AUGUST 2026 31

QUEEN CITY, BIG MOVES! What could be better than spending time with more than 100 of your franchise friends in a fun and beautiful location?

That is exactly what IFPG Elite members and consultants did at the Charlotte Regional Discovery Mixer in June — and the event did not disappoint!

With a great mix of networking, education, delicious food and fun, attendees had plenty of opportunities to share ideas, learn from one another and build meaningful relationships. It was a chance to reunite with the IFPG franchise family, welcome new faces and leave with fresh insights, valuable connections and amazing memories.

32 FRANCHISECONSULTANT

REP’M Group brought the fun to Lake Norman, where attendees relaxed, connected and enjoyed time together on the water.

The group was treated to a behind-thescenes look at HomeFront Brands’ training center and learned how the company prepares and supports its franchise owners.

Our popular Power Pitches gave attendees a quick look at new franchise opportunities and helped start great conversations.

ASK THE SUPPLIERS

How do you Foster a Collaborative Team Culture?

Suppliers are the behind-the-scenes heroes of franchising, helping brands and franchisees grow through their services. Growth starts with a strong team culture that shapes everything they do. The following IFPG suppliers share how they foster collaborative cultures at their brands.

“I find that the only way to get the most out of any team is to have them fully invested in the success of not only themselves, but the team. Companies need to do more than just talk about, ‘We’re a family or a team,’ if they want to become more than a collection of individuals working toward individual goals.”

— Michael Ganda, Redline Fractional Marketing

“We believe in hiring exceptional individuals, giving them the resources and support they need and allowing them to perform at the highest level without micromanagement. That leadership philosophy has been a driving force behind our success, and we’re incredibly thankful for our team and the opportunity to work alongside them every day.”

— Eric Harden, Insuramax

“Culture isn’t something you write on a wall — it’s something people feel every day.

Our purpose is to help people achieve the dream of business ownership, and that begins with creating a workplace where our own people feel valued, trusted and inspired to do meaningful work. When people know they matter, they bring their best ideas, support one another and create extraordinary experiences for our clients and partners. We don’t see culture as a competitive advantage; we see it as the foundation that makes every success possible.”

— Sherri Seiber, FranFund “Through our team approach, everyone is encouraged to contribute based on their experience in a collaborative environment. All of our team has either owned a franchise or been in a family business, so entrepreneurship is part of our DNA. We keep lines of communication open and welcome creative ideas to continue to innovate.”

— Steve Beagelman, SMB Franchise Advisors

34 FRANCHISECONSULTANT

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