Franchise World | Spring 2026

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Spring | 2026

FranchiseWorld Covering franchising since 1978

Eatphoria launches with venture capital investment Eatphoria, a multi-brand franchised quick-service restaurant group, which owns and operates Wraps & Wings, has announced its official launch alongside a multi-million-pound venture capital investment.

Pip Wilkins

UK franchising is in a good place, navigating uncertain economic waters.

Lucy Archer

More human than human? How AI is changing franchise communications.

Gordon Drakes

Has 2025, from a legal perspective, been a turning point for UK franchising?

GLOBAL BRAND UNIQUE PRODUCT RANGE PROVEN FRANCHISE CONCEPT COMPREHENSIVE FRANCHISE SUPPORT

paris baguette NEIGHBOURHOOD BAKERY & CAFÉ

If you’re ready to join the Paris Baguette family and spread joy through the art of baking, contact us today to learn more about this exciting franchise opportunity!

Scan to Explore Franchise Opportunities

Email: info@parisbaguette.co.uk Visit: www.parisbaguette.co.uk/franchising

Black Sheep Coffee’s plans for its footprint in the capital The ‘Black Sheep’ of the coffee world is strengthening its position in the capital with a new development agreement that will deliver a minimum of 10 stores across Central London, and forms part of broader plans to open 60 additional sites across the capital.

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CONTENTS...

Chopstix opens its first Roadchef travel hub site

Chopstix Group, a Pan-Asian quick service restaurant brand, has opened a Chopstix Noodle Bar at Strensham South Services, marking the first franchise site for the brand to open with Roadchef.

6

A Spring invitation to join a world-class bakery café As Paris Baguette continues to expand across the UK, it is inviting ambitious partners to join a globally recognised bakery-café brand known for its quality, consistency, and welcoming spaces that bring communities together.

8

Kutchenhaus milestone of reaching 100 UK showrooms The German kitchen brand, part of nobilia, Europe’s largest kitchen manufacturer, has opened its 100th UK showroom, the milestone showcasing the strength of its franchise model and commitment to expansion.

10

PG Fast Food sets out to redefine the QSR landscape A new fast-casual restaurant concept, PG Fast Food, founded in partnership between musician Professor Green and Hero Brands, has opened its first restaurant, located in Glasgow, Scotland.

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Eatphoria launches with venture capital investment Eatphoria, a multi-brand franchised quick-service restaurant group, which owns and operates Wraps & Wings, has announced its official launch alongside a multi-million-pound venture capital investment.

Page 21

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your portfolio, The National Franchise Exhibition, supported by the British Franchise Association, is the ideal place to discover franchise opportunities that suit a variety of budgets and ambitions.

25

Sides doubles down on UK and international expansion

Pacifica Local: Confidence in the model drives expansion

The national appliance repair service has welcomed two franchisees to its network with a new launch in Derby, and an established operator rebranding his Oxford-based business.

17

Confidence, growth and a strong start for franchising

UK franchising is in a good place, navigating uncertain economic waters and proving that business-format franchising is still a wise place for prospective franchisees to invest in.

By Pip Wilkins, Chief Executive, British Franchise Association

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From start-up to scale-up: Five years of Ovenu Petersfield Rob Cunningham launched his Ovenu franchise during the global pandemic and lockdown restrictions. Five years on, he is marking a milestone that reflects not just commercial success,

The UK-based fried chicken restaurant brand founded by The Sidemen, the UK’s biggest You Tube collective, in collaboration with Hero Brands, has announced bold plans to significantly grow its footprint across the UK and key international markets in 2026.

Page 17 but a decision that would change the course of his life.

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Business growth and social impact can go hand in hand

Ben Aires, a former BT Openreach senior manager, launched his More Than Loft Ladders franchise in Norfolk last year and is proving that business growth and social impact can go hand in hand.

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Start your franchise success story at The National Franchise Exhibition If you’re exploring entrepreneurship for the first time or looking to expand

FranchiseWorld magazine

27

Turtle Tots initiative supports baby swimming workforce

The baby swim school franchise held the world’s first International Baby Swimming Teacher Week to celebrate the role of baby swimming teachers and highlight career opportunities within the sector.

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Caprinos like-for-like sales growth ‘outperforms’ sector

The UK pizza franchise with more than 120 stores has reported strong like-forlike sales growth in 2025, driven by new product innovation, multi-channel marketing and growing brand loyalty.

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Editor Nick Riding nick@franchiseworld.co.uk

Britain’s longest-established franchise magazine, founded in 1978, covers franchising from the perspective of the two parties – franchisees and franchisors, both prospective and existing.

Advertising and accounts manager Jane Eyles info@franchiseworld.co.uk

Spring 2026 – No. 248

Franchise World Highlands House, 165 The Broadway, Wimbledon, London SW19 1NE info@franchiseworld.co.uk www.franchiseworld.co.uk

© 1978 – 2026 Franchise World Franchise World ISSN 0144-0543 ● Readers should seek advice from a qualified accountant and solicitor before

parting with money, or entering into financial or contractual commitments.

Information in the magazine is provided in the main by franchisors/advisors and readers should not rely upon it without having personally verified it at source.

4 Spring, 2026 | www.franchiseworld.co.uk

Official Media Partner of the BFA

Franchise World does not make any representation about the viability or otherwise of the franchises/advisers mentioned and does not accept any responsibility, or give any warranty, representation or assurance that statements, conclusions and opinions expressed or implied are accurate or valid.

Page 33 Page 49 DA Techs mobile service ‘a game-changing model’

The alloy wheel repair specialists have launched its first mobile workshop in Worcester and Hereford led by Diane Vesey, an experienced businesswoman who has a track record of helping international franchises expand.

33

Zambrero’s largest UK outlet opens in Glasgow’s West End

The Mexican-inspired food brand has opened its first restaurant in Scotland and aims to open 100 UK outlets by 2030 through its franchise programme.

37

UBX master franchisee for the UK and Ireland

Fight Path Ltd., a UK franchisee of the global Australian brand UBX Boxing and Strength, has acquired the master licence for the UK and Ireland.

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Caremark’s ‘no compromise’ strategy after a record year

Caremark, a home care provider, has set out a bold ambition to ‘be the best – no compromise’ as it celebrated a record-breaking year at its 2026 national conference.

44

Warrens Bakery store at the UK’s busiest railway station

Warrens Bakery continues to expand beyond the high street, opening its first London store in a travel location at Liverpool Street Station with a footfall of 94.4 million.

49

EWIB and EWiF Awards collaboration in 2026

The British Franchise Association’s Empowering Women in Business event will combine with the Encouraging Women in Franchising Awards to enable more women and their teams to attend these ‘top-tier’ franchising events.

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ADVISORY ARTICLES Beyond the 9-to-5: Guidance to rethink your working life

As the future of work continues to evolve, people are taking ownership of how work fits into their lives as traditional 9-to-5 structures are losing relevance.

By Lisa Stead, Chief Executive, Stagecoach Performing Arts

32

More human than human?

How AI is changing franchise communications

wellbeing and enrichment, return on investment isn’t just measured in pounds and pence. It shows up in changed lives, strengthened communities, personal achievement and the freedom to shape a life that works.

By Becky Goodfield, Chief Operations Officer, Drama Kids

42

2025 in review: A turning point for UK franchising?

In 2025, we have seen parliamentary debates on regulation, a landmark case law on good faith in franchising, and the filing at the High Court of the much anticipated claim between Vodafone and its franchisees.

Used well, AI can be a genuine asset to communications, where it starts to unravel is when the thinking part is outsourced along with the typing part – because franchising is not a sector that lends itself to generic storytelling.

By Gordon Drakes, Co-head of Franchising and Distribution, Fieldfisher

By Lucy Archer, Co-founder, Rev PR

When mental wellbeing is treated as a core business function, brands are better equipped to perform over the long term.

35

A franchise resale: Becoming executive route to promotion

Purchasing the right franchise resale with traction, clear evidence of performance and genuine headroom for growth, can change your trajectory far more quickly than waiting for a job promotion.

By George Pomfret, Business Broker, Franchise Resales

39

Why equipment strategy is a serious consideration in fitness franchising When investors look at a fitness franchise, equipment rarely tops the agenda, yet behind the scenes, it can shape everything from launch timelines to long-term profitability.

By John Glancy, General Manager of Equipment and Facilities, Body Fit Training

41

Why franchise success is about far more than money

For franchisees in people-centred sectors, such as children’s education,

45

Putting mental wellbeing on the franchise agenda

By Jen Chapman, Founder and Director, Cinder

48

What to look for in finding your franchise territory

Choosing the right territory is one of the most important decisions you’ll make as a franchisee – and it’s one that’s often oversimplified. A successful territory comes down to far more than population figures and postcode boundaries.

By Liam Hobbs, Franchise Director, More Than Loft Ladders

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How to use Artificial Intelligence to advance your local franchise marketing

Some franchisors may view generative AI as the ‘holy grail’, but before introducing AI into your franchisee marketing, it’s important to understand the associated risks.

By Kirsty Broughton, Content Writer, Mayfly Internet Marketing

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www.franchiseworld.co.uk | Spring, 2026 5

UK RECIPIENT OF THE GOLDEN ARCH AWARD

QSR NEWS

“

Roadchef has a compelling offer for its customers, so we’re excited to explore further opportunities as part of this ongoing partnership.

– Rob King

● Anne Wainwright’s refurbished McDonald’s Colton Mill restaurant launch in Leeds.

Global honour for a UK McDonald’s franchisee A

nne Wainwright (below), a franchisee of McDonald’s who operates 13 restaurants in Yorkshire, has been recognised with the Fred L. Turner Golden Arch Award – one of McDonald’s highest accolades.

Named after Fred L. Turner, McDonald’s former chief executive and a driving force behind the brand’s global growth, this award honours franchisees who exemplify operational excellence, leadership, and a deep commitment to the McDonald’s values.

Since Turner helped shape McDonald’s into a worldwide fast food restaurant brand, his vision of quality, service, and community impact continues to inspire. The Golden Arch Award celebrates those who carry forward that legacy.

Wainwright is among an elite group of 40 franchisees from 20 markets globally representing the very best in the McDonald’s system. Recipients of this award are recognised for outstanding business performance, people development, and contributions to their communities.

Receiving the award, Wainwright said: “This achievement is a testament to the hard work and dedication of my entire team and the unwavering support of our Yorkshire community. Since opening my first restaurant in 2008, my goal has always been to make each location a true cornerstone of its community.

6 Spring, 2026 | www.franchiseworld.co.uk

“Fred Turner’s legacy continues to inspire us, and I’m proud to play a part in carrying it forward. To be recognised alongside such an exceptional group of global franchisees is an honour.”

‘An inspiration to many’

Josh Morriss, director of franchising at McDonald’s UK & Ireland for the North West and Yorkshire, commented: “I’m thrilled that Anne has received this award. She was nominated for her commitment to championing community initiatives, fostering career progression, and strengthening franchisee collaboration.

“A respected leader known for operational excellence and a deep passion for people, Anne is an inspiration to many within the McDonald’s system, including her 1,500 employees.

“Her influence extends beyond her business as a Trustee for Ronald McDonald House Charities and as a national representative for McDonald’s franchisees, helping guide them through challenging times with transparency and collaboration.

“We are proud to recognise Anne for her dedication to excellence and her positive impact on the McDonald’s system.” l McDonald’s currently operates more

than 1,560 restaurants across the UK and Ireland, serving over three million customers each day and employing more than 159,000 people. n

www.mcdonalds.com/franchising

Chopstix open Roadchef trav

C

hopstix Group, a Pan-Asian quick service restaurant brand, has opened a Chopstix Noodle Bar at Strensham South Services (located on the M5 in Worcestershire), marking the first franchise site for the brand to open with Roadchef.

Strengthening its presence at travel hubs is a core focus for Chopstix and has already proven effective at not only driving revenue, but also supporting the brand’s uplift in awareness.

Its portfolio of travel hubs includes motorway service area units, rail, tube and airport sites.

Rob King, chief financial officer and franchise director at Chopstix Group, said: “We’re delighted to open at Strensham South and to be bringing Chopstix to the Roadchef estate for the very first time.

“Motorway services continue to offer an exciting area of growth and is another significant moment for us as we continue to ramp up the momentum we built last year.

“Roadchef operates a high-quality network of motorway service areas and has a compelling offer for its customers, so we’re excited to

BFA BOARD

“

It is great news that Ruth has been appointed as Chair of the BFA, and I know the entire association will benefit from her enormous experience in the franchise sector.

– Pip Wilkins

Ruth Brown appointed Chair of the BFA board

ns its first vel hub site

explore further opportunities as part of this ongoing partnership.”

‘A fantastic addition’

Dan Sutton, brands director at Roadchef, said: “Chopstix is a fantastic addition to Strensham Services, offering visitors another highquality, convenient and premium dining option.

“We remain committed to evolving with our customers’ needs, providing a wide range and variety of world-class brands they know and love while travelling across the UK’s motorway network.” l The Chopstix Group comprises of three brands – Chopstix Noodle Bar, Yangtze and Chozen. n

www.chopstixnoodles.co.uk/franchise

T

he British Franchise Association (BFA) has appointed Ruth Brown (below), chief operating officer of Home Instead, as Chair of the board following its annual general meeting in December.

The appointment is only the second time a woman has held the position since the association was formed in 1977. The first female Chair, appointed in 1996, was Pam Bader OBE, the former chief executive of Molly Maid UK.

named as Chair of the BFA and to follow in the footsteps of those who have served with dedication in the role: “I am looking forward to working closely alongside Pip, who is an inspirational figurehead for franchising and the wider BFA team.

“My commitment to the BFA’s membership is that I will continue to champion franchising in all its forms, celebrate the opportunities it creates and advocate for greater awareness of the amazing contribution it makes to the business community and to the lives of so many people.”

Brown takes over from the outgoing Chair Paul Thompson, founder of the children’s swimming franchise, Water Babies.

The BFA also welcomed a newly-elected member to the board, Caroline Gowing, founder of Pink Spaghetti.

“She has played a leading role in steering Home Instead through substantial growth, embracing multi-unit franchising across the brand and I know she is going to be a steady, guiding hand for the board throughout her tenure.”

Suzie McCafferty (Platinum Wave) was re-elected as Advisor and Supplier Forum Chair; Ken Deary (Right at Home) and Catharine Chalton (Home Instead) were also re-elected to serve as the franchisor and franchisee representatives on the board of the European Franchise Federation. n

Pip Wilkins, chief executive of the BFA, commenting on the appointment said: “It is great news that Ruth has been appointed as Chair of the BFA, and I know the entire association will benefit from her enormous experience in the franchise sector.

Brown said she was honoured to be

Re-elected board members

Angie Coates (Monkey Music) and Rachel Brooks (Swimtime) were both re-elected to their positions on the board, along with Catharine Chalton (Home Instead) and Jacqui Moore (McDonald’s Restaurants), who were reappointed as franchisee board members.

www.franchiseworld.co.uk | Spring, 2026 7

BAKERY CAFÉ FRANCHISE

“

Whether you are an experienced operator or new to franchising, we are here to help you bring great food, warm hospitality and a welcoming bakery café to your neighbourhood.

A Spring invitation to join a world-class bakery café franchise

S

pring is a time for fresh thinking and new opportunities. As Paris Baguette continues to expand across the UK, we are inviting ambitious partners to join a globally recognised bakery-café brand known for its quality, consistency, and welcoming spaces that bring communities together.

A season of momentum and growth in the UK

From our first UK openings at Battersea Power Station and High Street Kensington, to the launch of our first franchise location in Canary Wharf in October 2024, followed by successful openings in Westfield London and Notting Hill in 2025, and Southbank in

8 Spring, 2026 | www.franchiseworld.co.uk

early 2026, Paris Baguette has quickly become part of Londoners’ everyday routines.

As we move through spring 2026, we are building on this momentum with new bakery cafés planned across London and beyond.

The UK’s appetite for high-quality bakery cafés remains strong, driven by growing demand for French-inspired food, thoughtfully designed spaces and consistently excellent experiences. Paris Baguette is well positioned for continued expansion, and we are seeking franchise partners ready to grow alongside us.

Why choose Paris Baguette? l A trusted global brand

Founded in 1988, Paris Baguette has grown into a globally recognised bakery-café brand, now operating in 13 countries and with more than 4,000 locations worldwide. Our UK journey is part of this larger story, bringing our dedication to quality baking, exceptional coffee, and welcoming environments to neighbourhoods across Britain. l A strong and expanding UK market

The UK bakery café sector continues to thrive, as customers seek spaces that offer comfort, connection and wellcrafted food. Our combination of artisan

Advertorial

At Paris Baguette, our cafés are places where people naturally come together – to work, meet friends, mark special moments or simply enjoy a quiet pause with great coffee. This spring, we invite you to explore what it means to be part of a brand that blends quality, comfort and heartfelt hospitality.

NEWS

“

Our menu balances timeless French baking with seasonal favourites – from elegant cakes and fruit-forward desserts to comforting classics and savoury options.

baking, seasonal menus and modern, inviting interiors gives guests compelling reasons to return. l Support you can rely on

From site selection and café design to training, marketing and day-to-day operations, our experienced team supports franchise partners at every stage. We work closely with you to build a business that performs strongly and is rewarding to run – not just during peak seasons, but throughout the year. l Leadership that works with you

Our UK leadership team is hands-on, approachable and focused on long-term success. We collaborate closely with franchise partners to build resilient businesses that make a positive contribution to their local communities.

A menu made for Spring enjoyment

Spring at Paris Baguette brings a fresh sense of lightness and variety. Guests are greeted with flaky croissants, delicate pastries, savoury bakes and beautifully crafted celebration cakes.

Paired with a perfectly made latte, refreshing iced coffee or a seasonal special, each visit becomes an everyday ritual worth savouring.

● Paris Baguette’s store in London’s iconic Battersea Power Station.

and Excellence – guide everything we do. We focus on creating warm, welcoming spaces where people feel comfortable, connected and genuinely cared for.

When you join Paris Baguette, you are not simply opening a bakery café. You are creating a place your community can rely on – somewhere to meet, celebrate, unwind or enjoy a quiet moment with a favourite pastry.

Looking ahead

Spring is a natural time to consider new beginnings and the future. For those exploring their next business opportunity, Paris Baguette offers the strength of a global brand, a proven franchise model and a dedicated team committed to your success.

Our menu balances timeless French baking with seasonal favourites – from elegant cakes and fruit-forward desserts to comforting classics and savoury options. Whether guests stop by for a quick treat or settle in for a longer visit, there is always something to enjoy.

Whether you are an experienced operator or new to franchising, we are here to help you bring great food, warm hospitality and a welcoming bakery café to your neighbourhood in the year ahead.

Built on what matters

Ready to take the first step?

At Paris Baguette, our values – Craftsmanship, Authenticity, Kindness

Contact info@parisbaguette.co.uk or visit parisbaguette.uk/franchising. n

Record-breaking year for TaxAssist

TAXASSIST ACCOUNTANTS has announced its UK franchise network filed more than 70,000 Self-Assessment tax returns in the last 12 months, marking the first time it has exceeded this milestone.

TaxAssist said the record-breaking year highlights the scale, expertise and continued growth of the brand, as well as the trust placed in the network by tens of thousands of individuals and business owners across the UK.

With over 400 offices nationwide, TaxAssist supports limited companies, sole traders and partnerships with tax, accountancy and business advisory services, helping clients navigate complex financial obligations with confidence.

‘Client-focused approach’

Kelly Chick, director of group brand and marketing at TaxAssist Accountants, commented: “The number of returns filed by the network is growing each year. Reaching more than 70,000 Self-Assessment returns is a significant milestone and a real testament to the growing prominence of the brand, and the expertise and client-focused approach of our accountants.

“It also reflects the growing demand for accessible, specialist accountancy support for individuals and small and medium-sized businesses across the UK.”

TaxAssist adds it can also support individuals who require advice on mortgages, income protection, pensions and investments, offering a joined-up approach to personal and business finances. n www.franchiseworld.co.uk | Spring, 2026 9

NEWS

Kutchenhaus milestone of reaching 100 UK showrooms

● At the showroom opening: Charlotte Scofield (centre) with representatives from Kutchenhaus and nobilia.

K

utchenhaus, the German kitchen brand, has opened its 100th UK showroom in Beckenham, Greater London, with franchisee Charlotte Scofield.

The company said this milestone showcases the strength of its franchise model and a commitment to expansion, which has seen it progress from less than 10 UK showrooms in 2017 to its hundredth in 2026.

Multi-unit franchisee

Scofield is one of Kutchenhaus’ original UK franchisees having joined in 2018.

The new showroom is her third following the success of outlets in Orpington and Sevenoaks.

Kutchenhaus said Scofield has witnessed the company’s progress first-hand, expanding her showroom portfolio in line with its rapidly developing network.

Scofield commented: “Orpington was the sixth Kutchenhaus UK showroom, and now I’m delighted to be launching the brand’s 100th.

“My passion has always been for design and delivering kitchens which bring both joy and pride to customers. I’m incredibly proud of my team and the people I work with. Together we get to know the customer, understand their needs and deliver on our promise.”

Kutchenhaus said its rapid growth has

● The new showroom offers ‘a welcoming, inspiring space, bringing solutionorientated ideas to its customers and features five main kitchen displays’.

been fuelled by new franchisees joining the business and existing owners having the confidence and support to open multiple locations, with over 40 per cent owning more than one showroom.

Jim Barnard, general manager at Kutchenhaus, commented: “Opening our 100th showroom is only possible because of our talented franchise partner network. The people driving these businesses and the passion within them are the reason we can proudly offer customers exceptional design and a winning customer experience, from idea to installation.

“Our aim is always to inspire and offer exceptional value, ensuring that every Kutchenhaus experience is a memorable one. That’s through the very best German engineered design and quality,

10 Spring, 2026 | www.franchiseworld.co.uk

and brilliant, committed owners and teams who love what they do.

“We work hard to empower our owners, allowing them to thrive in their local communities and supporting them with the tools they need to become known and trusted locally. Building a positive future together is imperative, and this is a deeply collaborative process, enabling our franchise partners to have a voice in what we do as brand.”

l Part of nobilia, Europe’s largest kitchen manufacturer, Kutchenhaus franchisees have access to a recognised brand, competitive pricing, robust supply chains, and an extensive on-trend range of high-quality German-engineered kitchens. n

www.franchise.kutchenhaus.com

NEWS

Black Sheep Coffee’s plans for its footprint in the capital

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B

On the back of a record trading year, and a significant number of experienced operators coming on board as new franchisees, our appetite for new locations is bigger than ever before. – Oliver Brown

lack Sheep Coffee is strengthening its position in the capital with a new development agreement that will deliver a minimum of 10 stores across Central London, covering the City of London, Tower Hamlets and Hackney.

The agreement forms part of broader plans to open 60 additional sites across London in the coming years, a move that would more than double its footprint in the capital.

Black Sheep Coffee said the agreement signals the brand’s continued commitment to growth in one of the world’s most competitive coffee markets.

Estate across the capital

While it already operates a strong estate across the capital, this deal deepens its presence in areas known for high footfall, young professionals, students and global tourism.

The territory will be developed by new franchise partners joining the Black Sheep Coffee network for the first time, further demonstrating continued appetite for the brand’s franchise model in established urban markets.

As part of the rollout, it is actively targeting 1,500-2,500 sq. ft. sites in high-footfall, prominent locations,

● Sourcing the first specialty-grade 100% Robusta coffee, the co-founders went against the market trends and became the ‘Black Sheep’ of the coffee world.

prioritising strong visibility and clear signage opportunities.

The company said Central London remains a natural growth market, with dense commuter traffic, major business districts, leading universities and yearround tourism driving consistent demand throughout the day.

The stores will showcase the brand’s latest design evolution and expanded product range, giving more Londoners the opportunity to experience its 100% specialty-grade Robusta coffee and challenger mindset.

Alongside its London expansion, the brand is continuing to grow regionally, with 2026 set to see new store openings

in Edinburgh, Glasgow, Nottingham, Manchester, Liverpool and Exeter, alongside additional locations nationwide.

Oliver Brown, head of property acquisitions at Black Sheep Coffee, commented: “On the back of a record trading year, and a significant number of experienced operators coming on board as new franchisees, our appetite for new locations is bigger than ever before.

“We have seen locations outperform expectations in every setting including high streets, shopping centres and retail parks, with our first UK drive-thru outlets due to open this year.” n

www.blacksheepcoffee.co.uk/franchise

www.franchiseworld.co.uk | Spring, 2026 11

Reach your goals.

Find out how HSBC can help bring your franchise vision to life.

Visit business.hsbc.uk/hsbc-franchising or contact our Franchise team on 0121 455 3438* email franchiseunit@hsbc.com *Phone line is open 09:00 to 17:00, Mon to Fri (excl. Bank Holidays)

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Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. Our Financial Services Register number is 765112.

AC59112 ©HSBC Group 2022. All Rights Reserved.

QSR LAUNCH

PG Fast Food sets out to redefine the QSR landscape

● Professor Green with Rebecca Tye at the Glasgow restaurant.

A

new fast-casual restaurant concept, PG Fast Food, founded in partnership between musician Professor Green and Hero Brands, has opened its first restaurant, located in Glasgow, Scotland.

The aim is to challenge outdated views of fast food with an elevated, nostalgialed menu focused on flavour and choice.

The brand is committed to making fast food better, honest, enjoyable and suited to real life, whether customers want something indulgent or lighter.

The brand’s menu promises a ‘naughty but nice’ twist on fast food with nostalgic recipes and sweet treats, along with a selection of sodas.

Scalability through franchising

The business has been structured with long-term scalability in mind through franchising, supported by Hero Brands’ expertise in culture-led food concepts such as German Doner Kebab and Sides.

Rebecca Tye, managing director of PG Fast Food, said: “We set out to build a brand that brings something new to the market, fast food that feels fresh, playful and real and with a menu that everyone is happy to eat from.

“This launch gives us the foundation to grow and build a brand that champions quality, community and operational excellence.”

“

Seeing our doors open and people engaging with the brand is incredible. – Professor Green

Professor Green added: “PG Fast Food began with a simple idea to make fast food better, without stripping away the fun or flavour. We want to promote a healthy relationship with food.

“We’re here to shake things up, stay true and bring our food to more people across the country.” n

www.pgfastfood.com/franchise

www.franchiseworld.co.uk | Spring, 2026 13

MULTI-BRAND QSR GROUP

Eatphoria launches with venture capital investment

“

We have all of the necessary foundations in place, including new investment, an industry-leading senior management, and a proven track record of growth. – Mohammad Shaikh

E

atphoria, a multi-brand franchised quick-service restaurant group, which owns and operates Wraps & Wings, has announced its official launch alongside a multi-million-pound investment from TAN Food – part of TAN Holdings, a leading Italian venture capitalist.

In partnership with TAN Food, Eatphoria is planning to accelerate its expansion strategy, targeting 12 new Wraps & Wings brick and mortar restaurants this year, as it aims to cement its position as a leading franchised restaurant group.

Expected to open in Q2, the first of 12 restaurants with a hybrid-multi-brand offering, will present its evolved branding and store design to consumers and franchisees for the first time.

The Eatphoria group consists of several diverse and differentiated portfolio of halal brands, led by its flagship brand Wraps & Wings, which launched in 2014 and accounts for the majority of Group orders.

For more than a decade, Eatphoria said its management team has pioneered the use of virtual multi-brands, with each

restaurant operating several brands from the same, simple kitchen set-up to empower franchisees to trade throughout the day and drive profitability.

Alongside Wraps & Wings (offering wraps, crispy wings, grilled chicken and loaded burgers), its brands include: l Eggsquisite – a breakfast experience with vibrant flavours and creative all-day brunch dishes.

l Holy Bagel – toasted bagels with bold and decadent flavour combinations.

Mad about Doner – premium Halal meats cooked low and slow for late-night bites. l

l Dim Dum – Korean street foodinspired proposition, offering a true taste of the East.

In addition, Eatphoria has license agreements with international brands including Baskin Robbins, the ice cream and dessert brand, to further differentiate its proposition.

The Group currently operates five hybrid quick-service restaurant sites and dozens of cloud kitchens. Over the past three

14 Spring, 2026 | www.franchiseworld.co.uk

years, it reports system sales for Eatphoria’s brands have increased by 163 per cent to more than £25m in the year to December 2024.

Each year, the Group serves more than one million customers, two and a half million portions of chicken wings, three million tenders, and a quarter of a million servings of Baskin Robbins ice cream.

To realise its growth potential, Eatphoria has made several senior appointments including Richard Benton as new chief

NEWS

BFT appointment strengthens team

BODY FIT TRAINING (BFT) have welcomed Nev Jones (below) to the role of head of franchise sales and brand development in the UK and Europe, bringing a career shaped by elite sport, international experiences and leadership in high-performance fitness brands.

Jones said: “It’s a real privilege to join and represent the BFT brand. I’ve had the luxury of spending time in Australia with the founder and owners, supported by the guidance of CEO David Aitchison and the incredible HQ team.

operating officer. Benton spent five years at KFC’s largest franchise organisation overseeing 121 restaurants, and over 25 years at McDonald’s in a variety of consultancy and national roles focused on all areas of operations and franchising.

Olivia Vachon joins as head of marketing from Miscusi, Italy’s leading fast casual pasta brand, where she oversaw its national marketing strategy and execution. Prior to this, she spent nearly 10 years at Eataly, the world’s largest artisanal Italian food and beverage marketplace, working in the U.S., Italy, Brazil, and the UK.

‘A pioneer in the hybrid and multi-brand restaurant space’

Mohammad Shaikh, chief executive of Eatphoria, said: “Over the last 10 years, we have built Wraps & Wings into a leading brand and a true pioneer in the hybrid and multi-brand restaurant space.

“As one of the first to introduce the concept to the UK, we have built up a highly diversified portfolio of brands that create a win-win for our consumers, who have greater options for breakfast, lunch and dinner, and our franchisees, who can trade across all day-parts and drive profitable growth.

“Now, with the official launch of Eatphoria, we have all of the necessary foundations in place, including new investment from TAN Food, an industryleading senior management, and a proven track record of growth, to kick start our accelerated expansion.

“Over the coming years, we are aiming to cement ourselves as the clear leader in multi-brand hybrid restaurants, with a pipeline of new openings in strategically important locations.

“This will enable us to continue to test our proposition and create new opportunities to introduce our model to customers and prospective franchisees across the UK. This is the start of a truly exciting journey for Eatphoria.” n

www.eatphoria.co.uk

“The opportunity ahead for BFT is huge. Working alongside our successful UK and European franchisees has already been fantastic. I’ll continue to learn from them, support them, and help drive BFT’s award-winning group fitness franchise to even greater heights.”

‘Instant connection to the brand’

Drawn to BFT’s unique blend of science-backed programming, strong brand values and a real sense of community, Jones said he felt an instant connection to the brand.

“At BFT, we know the UK market is unique in its own way, so we’re focused on adapting where it matters; like offering earlier support for franchisees when it comes to finding the perfect property for their studios.

“We’re looking at new partnerships with athletes, fitness influencers and local ambassadors – people who really understand their communities and can help us tell the BFT story.”

Cameron Falloon, founder of BFT, said this appointment marks an exciting new chapter for the brand in the UK: “We’re absolutely thrilled to have Nev leading our franchise development in the UK – I can’t wait to see how he helps push the brand to the next level.” n www.franchiseworld.co.uk | Spring, 2026 15

CHAMPIONING REPAIR OVER REPLACE

Pacifica Local: Confidence in the model drives expansion P

acifica Local, the national appliance repair service, has welcomed two new franchisees – Fawaz Ibrahim (right) has launched in Derby, and Mark Linsey (below) has joined the network after rebranding his Oxford-based business.

‘Build my own business’

With a career in senior retail operations, Ibrahim had spent years in leadership roles but wanted to build something of his own, where he could really use his technical and problem-solving skills.

He said: “Pacifica gave me the structure, training, and operational support to do just that, so I can focus on the hands-on work I genuinely enjoy.”

A qualified Cisco Certified Internetwork Expert with a strong background in diagnostics, Ibrahim saw Pacifica Local as the perfect fit.

“I’ve got the independence to grow at my own pace with the backing of a national brand that sets high standards and gives me a lot of confidence.

“I want to create a service people can rely on. This is about supporting my community, delivering great repairs, and building a business I’m proud of.”

Established operators

Pacifica Local explained the appeal of its franchise model extends beyond new

“

I’ve got the independence to grow at my own pace with the backing of a national brand that sets high standards and gives me a lot of confidence. – Fawaz Ibrahim

Linsey said: “I had already worked with Pacifica for a number of years, so I know how strong and reliable the brand is.

“The level of support and the business structure stood out ‘straight off the bat’, but most importantly, I could see I would be guaranteed work from day one.”

With his Oxford business fully rebranded, Linsey is focused on scaling up: “Demand is growing fast and my next priority is recruiting trainees.

Joining Pacifica has given me the confidence and momentum to reach the next level.”

launches, with established operators, like Linsey, also choosing to join the network.

Built on partnerships and driven by purpose, Pacifica Local said its model is designed for the real world – combining low start-up costs, strong earning potential, and guaranteed work from day one.

Lee Garland, head of franchising at Pacifica Local, said the faith Fawaz and Mark have in the model is a source of pride and a clear show of trust in the brand’s vision.

“Seeing both a brand-new franchise partner launch with such energy, and an experienced operator choose to rebrand with us is great to see, and it reinforces our own belief in our franchise model.

“We’re proud to support our franchise partners at every stage of their journey, whether they’re just starting out or are ready to scale.

“As we continue to invest in people, territories, and local communities, our long-term commitment will set us up for a successful 2026 and beyond.” n

www.pacificalocal.co.uk

www.franchiseworld.co.uk | Spring, 2026 17

Secure your UK territory.

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Create your future.

We mentor SME owners into becoming professional entrepreneurs — building companies that are stronger, more pro table, and more rewarding to run.

E: info@thextonarmstrong.co.uk | W: thextonarmstrong.co.uk/join-us

NEWS: BFA ENGAGEMENT RESULTS

Confidence, growth and a strong start for franchising in 2026 A

By Pip Wilkins, Chief Executive, British Franchise Association

s spring arrives in the UK, the association can confidently say that franchising is in a good place, indeed Rachel Brooks, managing director of Swimtime, described it as being ‘in a bubble’, as it currently appears to be outperforming non-franchised businesses in every way.

What is happening on the outside

According to the Confederation of British Industry’s (CBI) latest Economic Forecast issued on 12th December 2025: Businesses are swimming against the powerful tides of weak demand, elevated labour and energy costs and ongoing domestic and global uncertainty.

In spite of these challenges the CBI have upgraded their growth domestic product projection from 1.0% to 1.3%, driven by the temporary boost to government expenditure following the Autumn Budget.

But Louise Hellem, chief economist at the CBI, tempered potentially premature excitement by saying: “While it’s welcome to see our growth forecast upgraded for next year, the mood music reads more ‘cautious optimism’ rather than ‘cause for celebration’.”

Positive messages

Whilst we all know that franchising businesses are subject to the same economic pressures, the stories we are hearing are markedly different.

New BFA research initiative

In January this year we launched a new initiative, the Question of the Month. A chance for the BFA to take the pulse of the industry, to give us real-time information on subjects that are pertinent to us all.

The question is sent to over 3,000 BFA member franchisors, franchisees, advisors and suppliers. We want to give our members real-time insights and create fresh data we can use to promote the sector through our public relations.

Confidence in business plans

Our first question in January was: How confident do you feel about your business plans for the year ahead?

The results were overwhelmingly positive: l Very confident – 28.30%

l Fairly confident – 49.06% l A bit uncertain – 20.75%

l Not confident right now – 1.89% l Not confident at all – 0%

I think you’ll agree that to have 77.36% of respondents saying they were ‘very’ or ‘fairly’ confident is encouraging and shows that once again, franchising is in a good place, navigating uncertain economic waters and proving that business-format franchising is still a wise place for prospective franchisees to invest in.

Respondent insights

Respondents to the survey were given the option to leave a comment, with many passing on tales of success across a variety of sectors.

Sarah Cressall, founder of The Creation Station, said: “Demand for our creative classes has increased by 29% and we have a waiting list of over 300 schools for our workshops.” – shattering any ideas about reduced consumer spending.

Anonymous comments

One slight error we made with the

“

I think you’ll agree that to have 77.36% of respondents saying they were ‘very’ or ‘fairly’ confident is encouraging and shows that once again, franchising is in a good place. – Pip Wilkins

Question of the Month was not asking respondents to leave their name with their comments, thinking they might prefer to be anonymous, something we have changed going forward.

But names or not, these are some of the very positive messages we received.

One respondent, who demonstrated that success comes from thoughtful planning and creative thinking said: “I’m very confident about our plans for the year ahead. We spent a lot of Q3 and Q4 last year really planning out what we wanted to achieve in 2026, so we’re coming into this year with a clear roadmap.

“We’ve got some exciting improvements lined up for our franchise package and support, including introducing AI and developing our new management software.

“We’re also continuing our journey to become a greener business and to make more of a positive impact in our local communities. It’s been great to have that planning time behind us, and now we’re ready to make it all happen.”

Another commentor praised their team and their network for the success of the business and its readiness for the new year: “We have a robust planning process, an engaged network and a superb network support team. ➥ www.franchiseworld.co.uk | Spring, 2026 19

NEWS: BFA ENGAGEMENT RESULTS

“

The ability to work flexibly is now the single most important part of anyone considering a new career irrespective of gender.

– Ben Brookes

“All of this is further supported by our network engagement team – a representative group of franchise partners who provide brilliant feedback enabling the leadership team to make better decisions for partners, colleagues and customers.”

Of course, not all views were 100% confident, with a few citing external factors such as the Government, the economy, the Employee Rights Bill and the instability of international politics as factors that will inhibit growth.

Graham Duckworth from Driver Hire said: “Our outlook for 2026 is positive, however, the degree of success will be influenced by external factors, notably ongoing economic uncertainty and the potential implications of the Employment Rights Bill/Act.

“While these macro conditions present challenges, our own activities should help ensure we remain well-positioned to perform strongly.”

One anonymous respondent probably summed it up well: “We had slower than predicted growth in 2025. Uncertainty about yet more ‘taxes on employment’ in the year ahead. Pondering why this current government has such a negative view of SMEs?” A thought no doubt many business owners in the UK share.

Women in franchising

With the research bit very much between our teeth, in February we turned our focus to the subject of women in franchising.

With our Empowering Women in Business (EWIB) event, combining with the Encouraging Women into Franchising (EWiF) awards, we thought it was time to do some fresh research into women in franchising, so we rolled out our second Question of the Month.

The question was: What do you think attracts women most to a career in

franchising? Respondents said they thought it was the flexibility.

l Flexibility and work/life balance – 62.16% l Low risk route to business ownership – 21.62% l Training and ongoing support – 10.81% l Community support and peer networking – 5.41%

Financially aware women

These figures won’t be a particular surprise, although it is interesting that the low risk element was more important to women than the training and support.

Women are traditionally debt averse, so they’re keeping their eyes keenly trained on the financials when buying their new business, and maybe this is something franchisors could bear in mind when talking to prospective franchisees.

Thoughts from our members

Again, the Question of the Month generated not only great data but also some fantastic quotes which we’ve been able to use in a number of articles and a press release, to further educate the British public about the benefits of franchising.

Flexibility important to all

Ben Brookes, managing director of Agency Express, noted that: “The ability to work flexibly is now the single most important part of anyone considering a new career irrespective of gender.”

Farrah Rose, head of international development at The Franchising Centre, agreed: “I think there are a multitude of reasons why women choose franchising, but most working mums choose it to give them flexibility to raise a family while developing a career.”

As ever, it was heartening to read the comments left by franchisees who had built their businesses around their families.

Katie Webster, a travel planner with The Holiday Franchise Company, said: “As a single parent, finding a career that offers real growth while still allowing me to be present for my two children has always been a big challenge.

20 Spring, 2026 | www.franchiseworld.co.uk

“Franchising has proven to be the perfect solution. It gives me the flexibility to set my own schedule without sacrificing family time, while also providing a path to build a career I’m genuinely proud of, enabling me to support my family financially.”

Strong network

Ann Viaene, chief executive of The Little Gym Europe, left her words of wisdom along with her endorsement of the power of the network.

“A work/life balance is not a realistic expectation in the early years of building a business. Yet many women are motivated to build a profitable legacy while creating meaningful community impact. A strong, supportive network plays a critical role in making that possible.”

In conclusion this probably hasn’t told us anything we didn’t already know, but what it does is reinforce the ‘why’ behind women’s purchases and hopefully give franchisors a little more insight into the importance of flexibility to prospective franchisees.

EWIB 2026 event

At the BFA we are fully committed to supporting women on their journey in franchising. We will be holding our annual EWIB event that welcomes women from all businesses, franchisees, franchisors, advisors and suppliers to come together in a hugely supportive space to learn, share, listen and to grow.

Thank you for participating

I’d like to extend my personal thanks to each and every one who took the time to respond to our Question of the Month survey’s and a special thanks to those that left a comment. It’s great to hear your authentic thoughts to such pertinent questions.

We remain firmly committed to upholding ethical franchising in the UK, supporting you and your network as you grow and using our platform and PR to educate the public about the successful, safe sector that is business-format franchising. Keep the answers coming. n l For further details of the Empowering Women in Business event, see page 56.

CASE STUDY: OVENU FRANCHISEE

Start-up to scale-up: Five years of Ovenu Petersfield

“

The guidance, training and ongoing support from both the head office team and fellow franchisees make life so much easier than if you start a business from scratch. – Rob Cunningham

W

hen Rob Cunningham (above) launched Ovenu Petersfield in January 2021, the UK was in the grip of the global pandemic and a national lockdown. Five years on, he is marking a milestone that reflects not just commercial success, but a decision that would change the course of his life.

Cunningham, now aged 57, has just signed an extended franchise agreement with the oven cleaning brand and has expanded his business by taking on a second oven technician to cope with the increased demand.

“The last five years have gone by incredibly quickly. In that time, I’ve built a client base of more than 2,300 and have received 763 maximum fivestar reviews, and a huge proportion of my work now comes from repeat customers,” said Cunningham.

Operating a compact and manageable territory in Hampshire that takes in Petersfield, Waterlooville, Liphook and the Meon Valley, his diary is solidly booked for up to five months in advance.

What started as a one-man operation has grown into a highly scalable business.

“My original aim was to do two oven cleans a day. But demand grew quickly, and I found myself sometimes doing three to four jobs a day, as well as working Saturdays. I didn’t want to let anyone down, but I knew it wasn’t sustainable long term.”

That realisation led Cunningham to bring in a second oven technician Freddie Muir, a family friend who had been a teacher since leaving university, until he too fancied a change of career.

‘Reassess my life’

Cunningham’s own journey to becoming a franchisee began during one of the most challenging periods of his life. In 2020, while still working as a development baker, he was admitted to hospital with Covid-19 where he received five days of oxygen therapy.

“Thankfully, I made a full recovery.

But lying in a hospital bed pushed me to reassess my life and focus on what mattered most to me and my family.”

He had spent 37 years in the baking industry, developing sweet bakery products for household names including

Starbucks, Pret A Manger, Waitrose and Costa.

“I’d always wanted to be my own boss and if I knew then, what I know now, I would have made the leap of faith into self-employment many years sooner.

“I probably hesitated, because I had a mortgage and a young family, but in hindsight, the structure and support of the Ovenu franchise model removes much of the risk.

“It really is a ‘business in a box’. The systems and processes have been refined over more than 30 years, and as long as you follow them and put the effort in, the rewards are there.

“I’m not the cheapest oven cleaning company, but my customers are happy to pay for a quality service that delivers great results and now most of my clients book their next clean before I’ve even left their home.”

Although Cunningham originally saw the business as a way of winding down towards eventual retirement, his ambitions have definitely shifted. ➥ www.franchiseworld.co.uk | Spring, 2026 21

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CASE STUDY

● Rik Hellewell engaging with the

Ovenu network of franchisees at its annual conference.

“I’m enjoying it far more than I expected. It offers real job satisfaction, as well as a good living. With the business growing and support on the ground, I can see the potential for further expansion. If things continue as they are, a third technician isn’t far off.”

Founder’s comments

Rik Hellewell, founder and managing director of Ovenu, said Cunningham’s journey reflects exactly what the Ovenu franchise is all about.

“Rob is a great example of what’s possible when someone fully commits and puts the work in. He launched in incredibly challenging circumstances, built his business steadily and sustainably, and has earned the trust of his clients. Seeing franchisees like Rob grow with confidence is one of the most rewarding parts of what we do.

“Sixteen new franchisees, and four sub-contractors, joined Ovenu in 2025, and so far this year we’ve already welcomed three new franchisees to the network, and I expect this level of interest to continue.”

Cunningham concludes: “The most important thing is that you are never on your own.

“The guidance, training and ongoing support from both the head office team and fellow franchisees make life so much easier than if you start a business from scratch. I certainly wouldn’t be anywhere near where I am today, had I gone down that route.” n

www.ovenu.co.uk/franchise

FRANCHISEE CREATING ROUTES BACK TO WORK

“

Being able to give someone like Luke (pictured) a chance, to see them succeed and know you’ve played a small part in changing their circumstances, that’s huge. – Ben Aires

How business growth and social impact can go hand in hand F

rom climbing the ‘corporate’ ladder to installing them, Ben Aires (below), a former BT Openreach senior manager, launched his More Than Loft Ladders (MTLL) franchise in Norfolk last year, and is proving that business growth and social impact can go hand in hand.

Alongside building his business, Aires has partnered with Norfolk-based social enterprise Rippleacts, that connects those struggling to find work with local employers willing to offer hands-on experience and a genuine opportunity to progress.

Aires said the partnership felt like a natural fit: “I wanted it to be more than a tick-box exercise, to give someone a proper chance, real work, real responsibility and the opportunity to prove themselves.”

Through Rippleacts, Aires offered a work placement to Luke, who had previous practical experience and a strong work ethic but had struggled to secure stable employment.

Aires said: “From the outset, Luke quickly found his feet, growing in

confidence and showing he was more than up to the task. Within just three weeks, the placement turned into paid employment. Watching someone grow into a role like that has been incredibly rewarding.”

‘The freedom to make decisions’

Luke’s placement-turned-employment reinforced why Aires had wanted to run his own business in the first place – having the freedom to make decisions that align with his values, while also strengthening his team and business culture.

Aires added: “Being able to give someone like Luke a chance, to see them succeed and know you’ve played a small part in changing their circumstances, that’s huge. It’s been a real highlight of running MTLL Norfolk.”

Liam Hobbs, franchise director at MTLL, commented: “What Ben has done is exactly what we want our franchisees to feel empowered to do.

“Our franchise model provides the support to grow a successful business, but also the freedom to act on personal values. Ben’s work with Rippleacts is a brilliant example of that in action.” n

www.morethanloftladders.co.uk

www.franchiseworld.co.uk | Spring, 2026 23

TheNational FranchiseExhibition

BOOK FREE TICKETS!

2 & 3 October 2026 | NEC, Birmingham

It’s time to be your own boss 100+ franchise brands | 50+ free talks | One-to-one expert advice Exhibitors include*: Exclusively supported by:

*Correct at time of press

Book FREE tickets at FranchiseTickets.co.uk

THE NATIONAL FRANCHISE EXHIBITION

Start your franchise success story at The National Franchise Exhibition f you’ve ever dreamed of running your own business with the backing of an established brand, The National Franchise Exhibition on 2 & 3 October at the NEC, Birmingham, is the ideal starting point.

Exclusively supported by the British Franchise Association (BFA), this industry-leading event opens the door to one of the UK’s most proven and rewarding business models. Whether you’re exploring entrepreneurship for the first time or looking to expand your portfolio, this is the ultimate place to discover what franchising can offer.

Explore proven franchise opportunities

With such a large variety of franchise brands exhibiting, visitors can discover opportunities across a wide range of sectors – from food and beverage to care, education to fitness.

Meet household names and high-growth brands including McDonald’s, Anytime Fitness, OVO Solar & Heating, Home Instead, Mathnasium, Urban Baristas

and many more. With investment levels starting from under £10,000, there are opportunities to suit a variety of ambitions and budgets.

Learn from the experts

Visitors can benefit from a rich seminar programme of over 50 free talks designed to give you a complete understanding of franchising.

Hear from franchise experts, established brands, successful franchisees and representatives from the BFA as they share: l How the franchise model works. l Current industry trends.

l What franchisors look for in franchisees. l Practical steps to launching and growing your business.

Highlights include the Real Franchise Stories Q&As. These interactive discussions offer a chance to hear directly from successful franchisees, who will share their personal experiences, challenges, and insights

into running a franchise business. These sessions provide practical, real-world advice that can help prospective franchisees make informed decisions about their future.

Thinking bigger? The Multi-Unit Franchise Conference

Established multi-unit and multi-brand operators will take to the stage during the Multi-Unit Franchise Conference to shine a light on the do’s and don’ts of building a franchise empire. Existing franchisees ready to scale up or ambitious entrepreneurs looking to invest in multiple units from the outset will not want to miss the opportunity to learn from industry greats.

A networking lunch will follow allowing you to connect with those right at the forefront of the franchise industry and understand just what it takes to build an empire.

Free one-to-one expert advice

A standout feature of the exhibition is the free, one-to-one advice served up by a cross-section of industry experts. ➥ www.franchiseworld.co.uk | Spring, 2026 25

Advertorial

I

THE NATIONAL FRANCHISE EXHIBITION

The BFA, specialist lawyers and consultants will also be on hand throughout the event to answer your questions and help you make an informed decision about your future in franchising. Plus don’t miss The Barclays Finance Clinic which gives visitors the opportunity to get expert, one-to-one financial advice tailored to their business goals.

emphasis on member experience, they felt confident they had found the right fit.

● From left: Hardev and Pav Kang.

Your franchise journey starts here

For over 30 years the UK’s flagship franchise event has helped thousands of visitors find their perfect franchise match, realise their entrepreneurial ambitions and become their own boss.

This year promises to be the same.

Read on to hear how a visit to The Franchise Exhibition changed the life of two previous attendees.

Brothers in business: How Pav and Hardev Kang built a multi-unit empire with Anytime Fitness

Pav and Hardev Kang have always shared a passion for business. Before franchising, they successfully ran a property company, but both felt ready for a new challenge. They began exploring opportunities that would allow them to diversify, scale, and build

“

Attending The Franchise Exhibition in 2022 completely changed our path... it introduced us to Anytime Fitness and set everything in motion. – Kang brothers

something with long-term potential beyond the property sector.

Their franchising journey began at The Franchise Exhibition in 2022, where they first discovered Anytime Fitness.

“The brand really stood out,” they recall.

“The people were welcoming, the model was proven and scalable, and it offered the perfect balance between lifestyle and business ownership.”

What struck them most was the strong support structure behind the brand and the clarity of the business model. “We could see it was a long-term opportunity with genuine backing.”

When choosing a franchise, scalability and support were their top priorities.

Anytime Fitness delivered both. “From day one it felt like a community. They supported us with everything, from finding the right site and negotiating leases to securing funding and getting ready for launch.” Combined with its global reputation, 24/7 model and

26 Spring, 2026 | www.franchiseworld.co.uk

Working together as brothers, and now as multi-site franchisees, has been both rewarding and transformative. “It’s been challenging but incredibly rewarding.

We each bring different strengths, and having Anytime Fitness guide us throughout the journey has made a big difference. Their ongoing support has helped us navigate the challenges of running multiple sites successfully.”

Looking back, attending the 2022 event was the turning point. “That event completely changed our path, it introduced us to Anytime Fitness and set everything in motion.”

Their advice for prospective franchisees attending this year’s exhibition is simple.

“Keep an open mind, speak to as many brands as possible, and look for one that genuinely feels supportive and aligned with your values. For us, Anytime Fitness has delivered on everything they promised and more.”

Pav and Hardev’s story shows how a single conversation at The Franchise Exhibitions can spark a business journey that reshapes your future. Interested in following in their footsteps? l To find out more and book your free ticket to The National Franchise Exhibition at the NEC, Birmingham, visit FranchiseInfo.co.uk. n

GROWTH PLANS AT SIDES

“

For us, it’s always been about bold flavours and great food, good energy and sharing moments that go way beyond and this is honestly just the start. – The Sidemen

Sides doubles down on UK and international expansion S

ides, the UK-based fried chicken restaurant chain, has announced bold plans to significantly grow its footprint across the UK and key international markets in 2026.

Building on a period of strong performance and rising international demand, Sides plans to open 15 new restaurants globally, taking its total portfolio to 20 locations worldwide by the end of the year.

Sides said the UK will remain a core focus for the brand with three new restaurants planned across Scotland, alongside further expansion in Cardiff and Liverpool.

The hot-chicken brand currently has five UK restaurants: Bluewater, Kent; Boxpark Wembley, London; Lakeside, Essex; Manchester’s Arndale; and Merry Hill, West Midlands (pictured above).

Alongside its UK plans, Sides has announced a phase of international expansion into Asia and the Middle East, with four new sites across India, Malaysia, Singapore and the United Arab Emirates (UAE), with locations

● The Sidemen tucking into their Sides order.

already identified for Kuala Lumpur, Sentosa Island and Dubai.

This marks Sides’ second major step into international markets, following the opening of its first overseas restaurant in Singapore in June 2025.

The Sidemen

Sides, founded by The Sidemen in 2021, the UK’s biggest YouTube collective, in collaboration with Hero Brands, has set its ambition to ‘own the hot-chicken category’ in the UK through its high-quality product, great brand and leadership team.

Aaron Moore-Saxton, managing director

of Sides, said: “This is all about doubling down on growth during 2026.

We’re seeing incredible momentum in the UK and rising demand internationally, and that gives us real confidence in the next phase of our journey.”

The Sidemen added: “We are seriously hyped to take this next step and bring even more people into our Sides journey.

“For us, it’s always been about bold flavours and great food, good energy and sharing moments that go way beyond and this is honestly just the start.

We can’t wait to take you all along for what’s next.” n

www.franchiseworld.co.uk | Spring, 2026 27

tenreformer. An unmissable market opportunity from the UK’s leading Pilates provider While the UK fitness sector is growing strongly, Reformer Pilates is outperforming the sector spectacularly. It’s now the most searched for workout on google. And with fewer than 1,000 Pilates providers for the whole of the UK, demand remains untapped.

Against that backdrop, meet tenreformer. Created by Ten Health & Fitness, Reformer Pilates brand leader and acknowledged sector expert, it’s an unmissable opportunity for ambitious entrepreneurs. t Single and master license options available from £25,000. t Full payback approx 26 months, 5-7 times est ROI. t Funding available through HSBC, Bluestone leasing and the Growth Guarantee Scheme. t No fitness sector experience necessary. We provide all the support needed to grow & scale your business.

Interested? Let’s talk. web: tenreformer.com email: info@tenreformer.com insta: @tenreformer

NEWS

Turtle Tots initiative supports baby swimming workforce

● In addition to the UK and Ireland, Turtle Tots operates in

Dubai and has growing international interest including Canada.

T

urtle Tots, one of the UK and Ireland’s leading baby swim school franchises, held the world’s first International Baby Swimming Teacher Week on 1st March, 2026.

The initiative was delivered across the Turtle Tots franchise network, with teachers and franchisees in multiple regions coming together to celebrate the role of baby swimming teachers and highlight career opportunities within the sector.

Turtle Tots said the campaign reflected both the scale and consistency of its model, which supports more than 50 franchisees and over 180 specially trained teachers delivering structured baby and toddler swimming programmes nationwide.

It explained the initiative came at a pivotal time for the sector, as swim schools across the UK face growing challenges around recruitment, pool availability and rising operational pressures.

Sector survey

Figures from the latest National Baby Swimming Survey, published in 2025 by the Swimming Teachers’ Association – a national governing body for swimming – show that the shortage of qualified baby and pre-school swimming teachers is now the single biggest concern for swim schools, cited by 55% of providers.

The survey also found that 78% of swim schools report increased demand for weekend baby swimming lessons, linked to parents returning to work earlier, placing further strain on an already stretched teaching capacity.

‘Confidence and safety in water’

Caroline Sparks, co-founder of Turtle Tots, said: “Through our franchise network, we see first-hand both the demand for baby swimming lessons and the pressures facing the workforce.

Baby swimming teachers are often the very first professionals to help a child and their parent feel confident in the water, supporting early development, bonding and water safety.

“International Baby Swimming Teacher Week was about recognising these professionals, but also demonstrated how a supported franchise model can help attract, train and retain teachers – creating sustainable opportunities for growth across the sector.”

Turtle Tots teachers come from a wide range of professional backgrounds, with many entering the sector after becoming parents themselves. Former school teachers, healthcare workers, office professionals and career changers are increasingly drawn to the role for its flexibility, purpose and community impact – with franchisees providing local support backed by national training and standards.

Joanna Wood, head of aquatics at Turtle Tots, added: “Our franchise network enables us to support teachers at every stage – from initial training through to ongoing development. Many join after experiencing lessons as parents themselves and go on to build rewarding careers, supported by a structure that allows them to grow within their local communities.”

The week featured activity across the Turtle Tots network, including teacher celebrations, franchisee-led case studies, and behind-the-scenes insights into how lessons are delivered consistently across multiple locations. l Turtle Tots award-winning baby swimming programme also includes aqua-natal yoga for pregnant women, and progressive baby and toddler swimming classes. n

www.turtletots.com/franchising

www.franchiseworld.co.uk | Spring, 2026 29

BE A NOLTE KÜCHEN

ane r

For over 65 years, we’ve been Germany’s leading maker of exceptional kitchens.

Now, thanks to our global success, we’re bringing our awardwinning brand of premium design and German proficiency to the UK. With a number of successful stores already open, and plans for many more, the time to be a Nolte Küchen franchise partner is now.

So if you’re an experienced entrepreneur or kitchen designer looking to be your own boss, get in touch — and let’s cook up something special together.

CONTACT US AT FRANCHISE@NOLTEKITCHENS.CO.UK AND WE’LL BE IN TOUCH

O R , V I S I T U S AT W W W. N O LT E  K I TC H E N S . CO . U K / F R A N C H I S E

PAPA INDUSTRY AWARD WINNER 2025

“

It’s going to be a really exciting year that will take us one step closer to achieving our ambitions of becoming a household brand.

Caprinos like-for-like sales growth ‘outperforms’ sector C

aprinos Pizza, the UK pizza brand with over 120 stores, reports strong demand last year with like-for-like (2024 to 2025) sales growth of 14 per cent, outperforming the takeaway and fast food sector.

Co-founded by Gul Nawaz and Khalil Rehman in 2014, Caprinos champions high-quality ingredients and innovative flavour combinations served at affordable prices. The company said each year it serves more than 10 million customers a wide range of pizzas, freshly prepared pasta, sides and desserts.

Pizza Delivery Chain of the Year

Building on previous years of rapid growth, Caprinos added its success has been driven by key strategic initiatives, successful marketing campaigns, and new product innovation. Demonstrating the success of its approach, Caprinos was also named Pizza Delivery Chain of the Year 2025 at the Pizza and Pasta Association (PAPA) IndustryAwards.

In 2025 Caprinos opened 17 new stores across the UK and also launched two stores in Dublin, Ireland. Across all markets, it now operates more than 120 stores including outlets in Pakistan.

As the brand scales its UK position,

● Co-founders (from left) Gul Nawaz and Khalil Rehman.

Caprinos has been investing in marketing to build overall levels of brand awareness, and currently operates as a shirt sponsor for Oxford United Football Club and kit sponsor for Northamptonshire County Cricket Club – two key regional sponsorships that drive local and national awareness.

Caprinos is aiming to continue its accelerated store expansion strategy, targeting 20 new openings in 2026 and to reach 200 UK stores by 2030.

Alongside this, it aims to further bolster its international footprint with expansion into new markets in Europe and the Middle East.

The co-founders said 2025 had been a really important year for Caprinos:

“We’ve doubled down on what makes us famous – unique and delicious flavour combinations at affordable prices – and taken our brand and marketing to new heights, winning important sector awards in the process.

“The sector is not without its challenges.

However, our like-for-like results show the strength and relevance of our proposition and a growing shift from consumers who are tired of the same old high-street names and looking for new flavours.

“In 2026, we’ve got bigger and better plans to take Caprinos to greater levels, both in the UK and internationally.” n

www.caprinospizza.co.uk/franchising

www.franchiseworld.co.uk | Spring, 2026 31

ADVICE FOR POTENTIAL FRANCHISEES

Beyond the 9-to-5: Guidance to rethink your working life

By Lisa Stead, Chief Executive, Stagecoach Performing Arts

T

he world of work is in the midst of a quiet revolution. Traditional 9-to-5 structures are losing relevance, autonomy is becoming a core value and people are seeking careers that feel more purposeful, flexible and human.

The question shaping so many decisions is no longer ‘What job should I do next?’ but rather, ‘What do I want my life to look like – and how can work support that?’

Having worked closely with hundreds of people exploring new career paths, I have witnessed these shifts unfold in real time, where prospects reassess not just what they do for a living, but what they want that work to represent.

Here, I offer the following six tips for anyone rethinking their working life.

1. Start with the life you want, not the job you think you should have.

Many people jump straight into job searching before stopping to ask what they actually want their days to look like. Do you want slower mornings with your family? Do you want creativity to be part of your routine again? Do you want work to feel more grounded, more joyful or simply less frantic?

Plenty of Stagecoach franchisees only reach that clarity after taking a step back.

Someone realises they want their working hours to align with school pick-up times. Another recognises they miss being part of a community.

“

Once your priorities are clear, the right opportunities start revealing themselves without forcing anything.

2. Be really clear about what flexibility means to you.

Flexibility has become one of the most desirable features in any career, but it means something different for everyone.

One person might want to build a business around their family life.

Another might be looking for the freedom to shape their own team culture.

Someone else might simply want steady work that still leaves room for personal passions.

At Stagecoach, people often talk about rhythms that suit them perfectly. Some love running a business that comes to life in the afternoons and weekends.

Others appreciate the balance offered by term-time schedules and creative energy.

Once you understand your version of flexibility, you stop settling for work that only ‘sounds’ flexible on the surface.

3. Look for independence with support, not independence that leaves you stranded.

Wanting more control over your work is completely natural but wanting to do everything alone is far less common than people think. Autonomy feels empowering when you know there’s guidance behind you. It feels overwhelming when you are left guessing.

This is why more people are turning to franchising. It offers the best of both worlds: the chance to run your own

As the future of work continues to evolve, one message comes through clearly. People are taking ownership of how work fits into their lives, rather than shaping their lives around work.

32 Spring, 2026 | www.franchiseworld.co.uk

business with the reassurance of proven systems, training and a community of people who’ve been where you’re standing.

When independence is backed by support, stepping into something new becomes far more achievable.

4. Pay attention to the work that gives you energy.

Work that drains you day after day is almost impossible to sustain. But work that gives you energy creates its own momentum. That energy usually comes from making an impact, connecting with people or contributing to something that feels meaningful.

Within Stagecoach, those energising moments are easy to spot. A child stepping on stage for the first time, a nervous teenager discovering confidence, and a room full of students cheering one another on. These moments help franchisees feel excited about their work, even when the days are busy.

Whatever franchise model you explore, look for the kind of impact that fills you back up rather than wears you down.

5. Treat a career pivot as growth, not a reset.

There’s still a belief that changing

MOBILE WHEEL REPAIR direction means ‘starting over’, but modern careers rarely follow straight lines. The skills you’ve built over the years – communication, empathy, leadership, resilience – are often the very skills that help franchisees thrive.

Stagecoach franchisees regularly come from backgrounds that look nothing alike on paper, from healthcare to finance to hospitality. What they bring with them is experience, maturity and strong human skills.

A pivot is not a step backwards. It’s an opportunity to put your strengths to work in a setting that fits better.

6. Build your next chapter with people around you, not in isolation.

Franchising is often appealing because it sits in the ‘sweet spot’ between independence and community. You are not an employee, but you are also not alone.

Supportive networks give you; people to ask, people to learn from and people to share the journey with. They also make change feel far less daunting.

Whether you join Stagecoach or another franchise entirely, look for a network where collaboration feels natural and encouragement is part of the culture.

A strong franchising community turns uncertainty into confidence and makes the early stages of business ownership feel much more manageable.

A new definition of work

As the future of work continues to evolve, one message comes through clearly. People are taking ownership of how work fits into their lives, rather than shaping their lives around work.

Purpose, autonomy and human connection are no longer luxuries.

They are expectations.

Franchising is one of the routes that allows people to build a career aligned with these values. But the core principle remains the same: choose work that supports the life you want to build, not the life you feel stuck in. n

www.stagecoachfranchise.com

● Diane Vesey hands over the key to the mobile workshop operative.

DA Techs service: ‘A game-changing model’ T

he alloy wheel repair specialists, DA Techs, have launched its first mobile wheel workshop in Worcester and Hereford, led by franchisee Diane Vesey, an experienced businesswoman.

With a proven track record of helping international franchises expand; from Anytime Fitness to Code Ninjas and Laser Clinics, Vesey said she jumped at the chance to invest after recognising the potential in DA Techs innovative business.

“It’s a game-changing model that delivers high-quality wheel repairs directly to car dealerships, helping them sell more well-presented cars faster and saving them precious time and resources.”

Patented diamond-cutting lathe

DA Techs said the mobile workshops are equipped with its patented diamondcutting lathe (right), delivering the same premium finish as a high-end workshop.

They can complete 95 per cent of wheel repairs in the van, tackling diamond-cut and painted wheels with precision and speed.

Vesey commented: “What excites me most about DA Techs is bringing a level of wheel repair and finish that was once

only possible in a workshop, straight to our customers. It’s a first of its kind in the region and knowing we can make a difference for dealerships and drivers alike makes this franchise truly special.”

From day one the service has impressed local clients by combining convenience, quality and innovation in one mobile solution, which Vesey plans to replicate in the surrounding areas, added DA Techs. n

www.datechsfranchise.co.uk

www.franchiseworld.co.uk | Spring, 2026 33

Franchisors are finding it harder and harder to meet

good people to join their network.Our PR services raise awareness,build trust and help fill up the pipeline.

ADVICE FOR FRANCHISORS

More human than human?

How AI is changing franchise communications

By Lucy Archer, Co-founder, Rev PR

W

e don’t know about you, but we’re playing AI Lingo Bingo these days in the office. There seems to be a new phrase doing the rounds every week. Whatever the latest acronym or initialism, the overall message seems to be “AI is changing everything”. And that point at least, we concede.

The problem is that this change is bringing with it a tidal wave of bland, interchangeable, slightly-too-polished content that all sounds the same. You’ve seen it, we’ve seen it and, take it from us, journalists have definitely seen it.

Some of the most common giveaways include:

l The “it’s not this, it’s that” structure: “It’s not just a business – it’s a lifestyle.”

Or our personal favourite, “It’s not about profit – it’s about purpose.”, usually followed by another version of the same line. l Over-polished, under-informative

headlines like, “Revolutionising the Future of Franchising” or “Redefining Success in a Changing Landscape”.

Big words and very little substance.

l Generic opening paragraphs, almost always starting with: “In today’s fast-paced world”, “In an ever-evolving marketplace”, or “As the industry continues to change”. Yawn. l Buzzword clustering. Phrases like innovative, scalable, dynamic, cuttingedge, best-in-class, industry-leading all crammed into one paragraph.

“

l The “motivational poster” tone.

Everything sounds inspirational but nothing sounds specific because no one actually speaks like this in real life.

l Rev PR public enemy number one: the em dash. Not because humans don’t use dashes – good writers absolutely do.

But AI tends to use em dashes very frequently, dropping them mid-sentence instead of restructuring for better flow, and often pairs them with grand, sweeping statements for added drama.

Granted, none of this is disastrous on its own. But when you stack several of these together, you end up with content that feels manufactured and laughably inauthentic. And right now, so many businesses (not just in franchising) are edging dangerously close to a credibility problem. Not because AI exists, but because it’s being used without proper guardrails in place.

Before we go any further, let’s acknowledge the obvious irony here.

We are a PR agency, writing an advisory article about how AI is diluting franchise communications (comms). It could be interpreted as somewhat self-serving, but our no-nonsense promise to clients is a hill we’re prepared to die on, so strap in.

And besides, this isn’t an anti-AI article, it’s a professional judgement.

What does ‘pro-judgement’ look like in practice?

It means recognising that AI is, at heart, a tool. A powerful one, but still just a

Right now, so many businesses (not just in franchising) are edging dangerously close to a credibility problem. Not because AI exists, but because it’s being used without proper guardrails in place.

tool and is only ever as effective as the person wielding it.

Used well, it can be a genuine asset to comms. It can help with research, structure, first drafts, idea generation, even sense-checking if you watch out for the odd hallucination. It can save time and can absolutely take some of the heavy lifting out of content creation.

Where it starts to unravel is when the thinking part is outsourced along with the typing part – because franchising is not a sector that lends itself to generic storytelling.

At its best, it’s built on nuance. On founder backstories, the evolution of core businesses and on franchisee journeys that don’t follow neat templates. Almost every one of the 20 plus brands we work with has a business model and financials that don’t fit comfortably into a single prompt.

The reason this matters is simple: people looking to invest in a franchise are not casually browsing. They’re weighing up significant risk and return, culture fit, leadership traits and longevity. If your content feels templated, the hesitation that results can stretch out decision-making timelines and sometimes even stop conversations before they really begin.

Journalists are having a similar experience. AI-assisted pitches are increasingly recognisable through rhythm and tone. This doesn’t mean they will dismiss anything that’s been touched by AI. But, because they tell us, they’re more likely to give priority to pitches and stories that feel, yes, more human. ➥ www.franchiseworld.co.uk | Spring, 2026 35

ADVICE FOR FRANCHISORS

“

NEWS

Used well, AI can be a genuine asset to communications, where it starts to unravel is when the thinking part is outsourced along with the typing part – because franchising is not a sector that lends itself to generic storytelling.

Authenticity has become more valuable than ever.

Right now, the brands cutting through are not the ones producing the most content so do be wary if that’s your strategy. It’s far better to produce fewer, more considered pieces and remember to pause long enough to ask; “Does this actually sound like us?”, “Would we say this out loud to a prospect?” and “Does this reflect what’s really happening in our network?”.

That pause is where judgement lives and AI struggles. Technology is brilliant at recognising patterns. It’s not so good at understanding context, politics, reputation risk, sector history, or the subtle reasons why certain messages land well in franchising and others fall flat. That’s where your own and your team’s opinions and lived experience come in.

So, what now?

AI in PR and comms is fantastic for efficiency in the right places. But if we’ve said it once, we’ve said it a thousand times; trust is the backbone of franchise recruitment and it is not built by efficiency alone. If you’re a franchisor trying to navigate this sensibly, a few non-negotiables tend to make the difference.

1. Positioning has to exist before the prompt does.

If your leadership team can’t clearly articulate what differentiates your opportunity, AI won’t magically uncover it. It will simply rearrange what’s already there.

2. Someone still needs to own the voice.

Not in theory, in practice. Who is reading recruitment copy and asking

“

Over the next decade, the brands pulling ahead will be the ones building the strongest human connection, even if technology has helped shape the message.

Appointment with sector experience

whether it genuinely reflects how the business operates? Who is checking that claims about support, earnings or growth align with reality? That responsibility can’t be outsourced to software.

3. Treat AI output as a starting point rather than a finished product.

If a paragraph sounds impressive but could belong to three other brands in your sector, should you really be using it?

4. Lean harder into social proof.

Think franchisee case studies and testimonials, network statistics and milestones and commentary from leadership. These things are harder to generate synthetically, which is why they carry more weight.

5. Resist the urge to increase volume just because you can.

More content is only an advantage if it deepens trust rather than spreading it thin.

None of this is about rejecting technology because AI isn’t going anywhere. But as more brands lean on automation, the advantage will shift to those who use it intelligently.

Over the next decade, the brands pulling ahead will be the ones building the strongest human connection, even if technology has helped shape the message.

More human than human?

Perhaps one day... just not yet.

If this resonates and you’d like to sensecheck how AI is being used in your own comms, get in touch. Email me on lucy@revpr.co.uk or call 07921 572554.

If you suggest meeting for cake, we’ll pay. l At Rev, we regularly share articles

about hot topics and offer advice to help you maximise your PR activities. Follow us on social media to stay updated: LinkedIn, Facebook or Instagram. n

36 Spring, 2026 | www.franchiseworld.co.uk

SIDES, the hot chicken brand, has appointed Nick Evans (above) as head of new business development, a role to drive its UK and international growth plans, development opportunities and strategic partnerships.

Evans brings over 20 years of experience in hospitality, franchising and multi-site operations, including more than a decade with Yum! Brands where he opened new restaurants across the UK and Europe and supported major franchise growth programmes.

Aaron Moore-Saxton, managing director of Sides, said: “We are incredibly excited to welcome Nick to Sides at such a pivotal moment in our journey. He brings a wealth of experience and strategic insight that will be instrumental in delivering our ambitious 2026 growth plans.”

‘An exciting challenge’

Evans commented: “Sides is an incredible brand with a powerful foundation, and the opportunity to help shape its next phase of growth is both a challenge and something that truly excites me.

“I’m passionate about bringing our bold flavours, culture and energy to new locations and new communities across the UK and internationally and about creating fresh experiences that give people even more reasons to fall in love with Sides.”

In addition to the new leadership appointment, Sides also welcomed Georgia Hobson to its marketing department to deliver brand-building initiatives, campaign execution and community engagement. n

‘PLATE 4 PLATE’ HUMANITARIAN INITIATIVE

Zambrero’s largest UK outlet opens in Glasgow’s West End

“

We can’t wait to share our ‘Feel Good Mex’ with the West End community.

– Dan Hawley

Z

● Founded in 2005 in Canberra, Australia, by then-medical student Dr. Sam Prince, Zambrero has over 350 restaurants globally.

ambrero, the Mexican-inspired restaurant group, has opened its largest UK outlet in Glasgow’s West End, the brand’s first restaurant in Scotland.

Serving a fresh take on Mexican favourites, the restaurant offers both dine-in, a leisurely meal with seating for over 40 customers, and a takeaway option for food ‘on-the-go’.

Known for its burritos and bowls, Zambrero also offers tacos, nachos and quesadillas, with slow cooked meat fillings, as well as vegetarian and vegan menu options.

Humanitarian initiative

At the heart of Zambrero is its ‘Plate 4 Plate’ humanitarian initiative.

Every time a burrito or bowl is purchased at any of its restaurants, it sends a nutritious meal to someone in need in the developing world via its charity partner, Rise Against Hunger.

Zambrero added that since the inception of ‘Plate 4 Plate’, over 100 million meals

have been donated by its network of restaurants in Australia, Ireland, New Zealand, the U.S., and the UK.

The combination of freshly prepared food and giving back is why Zambrero call themselves ‘Feel Good Mex’.

Experienced background

The Glasgow restaurant has been opened by experienced Zambrero restaurant owner, Dan Hawley (above), who is passionate about the brand and its ‘Plate 4 Plate’ initiative. Having run four restaurants in Australia, he relocated with his family to launch Zambrero in Scotland.

Hawley said: “I’m thrilled to have opened the first Zambrero restaurant in Glasgow and Scotland. We’ve already had a great response, with hundreds of people coming out to support us on our opening day.

“I saw an incredible opportunity for the brand here. Glasgow’s food scene is already bursting with amazing options, but I truly believe Zambrero’s vibrant

flavours – and our mission to help end world hunger – will not just earn us a spot, but make us a standout favourite among locals.” l Zambrero UK, since its launch in 2021, has outlets in London, Manchester, Birmingham, Reading, Essex and Glasgow, and aims to open 100 restaurants by 2030 through its franchise programme. n

www.zambrero.co.uk/franchise

www.franchiseworld.co.uk | Spring, 2026 37

ADVICE FOR POTENTIAL FRANCHISEES

A franchise resale: Becoming executive route to promotion

By George Pomfret, Business Broker, Franchise Resales

F

or many professionals job promotion follows a familiar pattern. You work hard, deliver results, and then wait. Sometimes the next role appears, but often it may not.

Even strong performers operate within constraints, such as salary bands, headcount limits, internal politics and economic cycles.

Progression depends not only on performance but on timing, which is rarely in your control.

That’s why we are seeing a growing number of ambitious executives choose a different route. Instead of waiting for a promotion they’re buying into something that already generates income, not by launching a brand-new franchise territory from scratch, but by acquiring an existing resale.

Most buyers leaving employment have one clear objective and that’s to replace their salary. A franchise resale gives them a realistic platform to do that because the business is already trading.

There is revenue to analyse, customers to retain, margins to understand and performance history to assess. The franchisor framework is in place and demand has already been proven.

Stepping into ownership

In the early stages, ownership isn’t about dramatic change but about control.

Getting ‘under the bonnet’ of the numbers, tightening reporting, building

“

Corporate progression requires approval and sometimes the fastest way up isn’t another rung on someone else’s ladder, it’s buying one of your own.

relationships with the team, and protecting what already works.

In many ways it mirrors what senior operators are already doing in corporate roles, the difference is the upside now belongs to them.

At that point, ownership feels less like risk and more like responsibility. The income hasn’t vanished, it’s simply no longer capped by someone else’s structure.

Once stability is achieved, replacing salary is only the starting line. The real opportunity in a resale lies in what happens next.

The gap that creates headroom

Many businesses come to market because the owner is retiring or stepping back. They’re established, often stable, but growth may have flattened. Not because the market disappeared but because the owner’s appetite did. Their marketing becomes lighter, expansion slows, and margins drift. That gap between stability and ambition creates headroom.

With sharper key performance indicator management, renewed commercial focus and a bit of energy, that headroom can often be unlocked relatively quickly. In these situations, the opportunity isn’t about rebuilding but about executing better.

Income grows but more importantly, perspective changes. The question moves from: “What do I earn?” to “What am I building?”. That distinction is fundamental.

The business stops being viewed simply as income and starts being managed as an asset – something you can strengthen, de-risk and grow, and potentially exit again in the future on improved terms.

With clearer reporting, stronger margins and genuine transferability beyond the owner, enterprise value becomes tangible, profit improves, and risk reduces. The valuation becomes defendable rather than hopeful.

Credibility compounds

That’s the real promotion. Because once you’ve acquired, stabilised and improved one business, the market begins to treat you differently.

Banks are more comfortable lending to someone who has demonstrated they can run and improve an asset. Franchisors are more confident awarding additional territories to operators with a track record. Even sellers become more receptive to buyers who understand the realities of transition.

You don’t need to begin with a sevenfigure acquisition to reach that point.

Many capable operators start with a modest resale even when they could stretch further, because proving the model matters more than stretching financially.

From earning to building

First replace the income, then improve the performance and build the value of your business.

A well-run business can be refinanced to support expansion. It can form the foundation for acquiring additional territories, sold and capital recycled into something larger, or retained as part of a growing portfolio.

Of course, not every resale represents a step forward or guarantees a pay rise.

But, if you purchase the right resale with traction, clear evidence of performance and genuine headroom for growth, you can change your trajectory far more quickly than waiting for a promotion. n www.franchiseworld.co.uk | Spring, 2026 39

NEWS

MANUAL MAGIC AI PLATFORM

AI platform transforms operational ‘know-how’ into SOP’s and manuals M

YouMeSushi plans for UK growth

YOUMESUSHI has continued its nationwide expansion with the recent opening of three new stores. Building on this momentum, a further 14 sites are planned this year with four openings scheduled during the first quarter.

The brand said its freshly handmade sushi and flavourful hot Asian dishes, alongside sustained customer demand, has driven it to invite applications from new franchisees across the UK.

Tim Circus, franchise development director of YouMeSushi, said: “Our experienced team has spent years refining a strong, scalable franchise model.

“While the market has grown, the quality and freshness of our food remain unmatched, driving exceptional customer loyalty.”

Multi-site franchisee growth

The company added the three recent stores at London Victoria, Watford and Chatham were opened by existing franchisees, reflecting confidence in the brand and appetite for multi-site growth.

Muhammad Ali, franchisee of Reading and Chatham, said: “Chatham is my second site. Great food sits at the heart of the brand, and the franchise support, from location selection to fit-out and recruitment, has been outstanding.”

l Founded 18 years ago and franchising since 2021, YouMeSushi now operates 29 locations nationwide. n

anual Magic AI has launched an AI-driven ‘software as a service platform’ that helps franchisors convert existing operational intellectual property (IP) into franchise-ready standing operating procedures (SOPs) and an operations manual – reducing documentation time by up to 75%.

Penny Hopkinson, founder and chief executive of Manual Magic AI, said: “As franchise networks expand, operational knowledge often becomes scattered across documents, policies, training materials, and local workarounds.

The result is inconsistent onboarding, operational drift, and confusion over versions across sites.

“At the same time, with younger teams shaped by video-first learning, traditional text-heavy manuals can struggle to hold attention, impacting adoption and compliance.

“Manual Magic AI addresses these issues by using a franchisor’s existing IP to produce structured SOPs and a comprehensive operations manual covering around 80% of the creation and update workload.

“The remaining 20% is where operational leaders apply their expertise to validate accuracy, brand consistency, and fitness for purpose before publication.”

Founder’s experience

Hopkinson added: “With over 40 years working with brands like Costa Coffee, Kwik Fit, and the AA Driving School, I’ve seen teams hesitate at a blank page, unsure where to start.

“Our platform removes that obstacle,

40 Spring, 2026 | www.franchiseworld.co.uk

“

This new AI platform is powerful, exciting, and actually energising to build. – Paul Needham

so experts can focus on judgment, standards, and approval rather than formatting and first drafts.”

Manual Magic AI explained the platform is built as a governed SOP production system, not merely a storage tool – supporting how SOPs are created, reviewed, approved, presented, and used across teams and locations.

Outputs can be derived from a single source of truth and adapted into various operational formats, including checklists, FAQs, infographics, and video-ready storyboards, with QR-code access at the point of need for on-site guidance. It can also facilitate gap analysis against the franchise agreement to enhance consistency and compliance.

User comment

Paul Needham, founder of Sky High Window Cleaning, commenting on the platform said: “I’ve honestly been craving something like this for a long time. The manual I’ve been working on has felt boring and draining – I hated doing it, even though I knew how important it was.

“But this new AI version? It feels completely different. It’s powerful, exciting, and actually energising to build. With the size of our network and new franchisees coming on board, I know this is something they’re going to really value. I can’t seem to pull myself away once I start, it’s that good.”

l Manual Magic AI offers two subscription tiers to its service platform: Administrator (editing rights) – £199 per month, and Read-only – £5 per month per franchise, both exclude VAT. n

www.manualmagic.ai

ADVICE FOR POTENTIAL FRANCHISEES: FITNESS FRANCHISES

Why equipment strategy is a serious consideration in fitness franchising

By John Glancy, General Manager of Equipment and Facilities, Body Fit Training

W

hen investors look at a fitness franchise, the headline attractions are obvious: brand strength, programming, market demand.

Equipment rarely tops the agenda. Yet behind the scenes, it can shape everything from launch timelines to long-term profitability.

In premium and boutique fitness concepts especially, equipment is more than a practical necessity. It sets the tone of the studio, affects how sessions flow and plays directly into how members perceive value and for franchisees, that has direct implications for revenue, retention and operating costs.

Consistency that goes beyond branding

Franchise models live or die by consistency. A member training in Manchester should feel the same energy, layout and session structure as someone in Melbourne.

That consistency isn’t just the logos you see and playlists you hear, it’s the feel of a sled push, the grip of a dumbbell or the spacing between stations. All of it contributes to the experience.

Some operators have started tightening control over equipment specification as they scale, rather than relying on a patchwork of third-party suppliers across regions.

Built for the realities of group training

Group training environments are

unforgiving. Equipment is used repeatedly, often back-to-back, by members of varying abilities. It’s dropped, dragged, loaded and reset dozens of times a day.

When equipment isn’t designed with that intensity in mind, the cracks show quickly – literally and commercially.

Details such as storage footprint, durability, grip design and weight increments may sound minor. In practice, they determine how smoothly sessions transition and how safely members move. For a brand positioned as premium, that operational smoothness matters.

The supply chain conversation investors are starting to have

Equipment is also one of the largest upfront costs for franchisees – and one of the most unpredictable if it’s left entirely to external suppliers. Shipping delays, fluctuating material costs and inconsistent regional distributors can all push back launch dates or shift investment levels at short notice.

Brands that build stronger relationships with manufacturers – or take greater ownership of the production process – can offer more clarity around pricing and timelines.

Thinking long-term, not just fit-out day

Premium equipment often comes with a higher price tag. Replacement cycles, maintenance demands and lifecycle planning matter just as much as the initial invoice.

Higher quality infrastructure can reduce downtime, limit repair costs and make

multi-site replication simpler. For growing networks, that standardisation makes expansion more efficient.

As the fitness industry continues to mature, investors are becoming more forensic in their due diligence. Beyond brand awareness and revenue projections, they’re asking practical questions: l How is equipment sourced?

l Is it aligned with the training methodology?

l How stable are the costs across markets?

l What does replacement look like after three to five years?

None of it is particularly glamourous but it’s often the difference between a smooth launch and a stressful one – or between a studio that simply operates and one that runs with confidence.

l Body Fit Training provides group strength training programs built to provide positive outcomes for all fitness levels in a welcoming and encouraging environment. n

www.bodyfittraining.au/franchise

www.franchiseworld.co.uk | Spring, 2026 41

ADVICE FOR POTENTIAL FRANCHISEES

The real ROI: Why franchise success is about far more than money

By Becky Goodfield, Chief Operations Officer, Drama Kids

F

or many new business owners, return on investment (ROI) conjures up images of spreadsheets, profit margins and year-end accounts.

Important? Absolutely. But for franchisees in people-centred sectors – like children’s education, wellbeing and enrichment – ROI isn’t just measured in pounds and pence. It shows up in changed lives, strengthened communities, personal achievement and the freedom to shape a life that works.

In franchising today, the real investment is emotional, creative and social – and the real return is purpose.

Here, I discuss why the most successful franchisees measure growth not just by numbers, but by the impact they make.

A case in point is Andréa Wright (below), the franchisee of Drama Kids St Helens, who shows this richer return on investment in action.

Purpose: The starting point of meaningful growth

Successful franchisees tend to be driven by more than the ambition to run a business. Their motivation comes from a clear belief in the mission, which influences how they lead and where they take their academy.

For Andréa, that sense of alignment came early. After visiting a Drama Kids class shortly after completing her Drama degree, she recognised a strong connection between her own values and the organisation’s ethos.

“The classes were really structured, and the kids were having so much fun.

I thought the company’s values were so inspiring – to develop confidence, communication and creativity.”

With that clarity, Andréa focused on reaching the families who would benefit most and building a local reputation based on trust and consistency. This gave her business a solid foundation and allowed growth to develop at a pace that felt authentic rather than forced. As her academy settled into its identity, the impact of that steady approach became more visible.

Impact: The difference that shapes the work

For many franchisees in the children’s education and wellbeing space, impact becomes the clearest measure of progress. When families feel the benefits of the programme, it strengthens confidence in the work and reinforces why they chose this path.

Andréa regularly sees children grow in confidence and find their voice, both in class and at home. Parents often share how these improvements translate into everyday life. “Parents have been amazed – their shy child has become confident, and the classes have helped their child’s mental health.”

There is also a sense of continuity that emerges as families stay involved for many years. “One of our parents attended Drama Kids when she was

“

younger and has very happy memories, so she joined her child. Her daughter attends our youth theatre class and is also our student teaching assistant.”

When experiences like this start to accumulate, franchisees often find their work becomes rooted not only in teaching but also in community building.

Those connections naturally shape the role they grow into next.

Growth: Developing confidence and capability

Running a franchise brings challenges that require creativity, leadership and adaptability, and it is in navigating these moments that franchisees often experience their most significant personal growth.

For Andréa, the learning curve quickly became a source of confidence. “Since becoming a franchisee, I am now an expert in what I do, therefore I feel happy and confident in myself.”

Her role expanded far beyond what she initially expected. She began directing plays, writing scripts, choreographing routines and training others. Each new responsibility encouraged her to step forward with more independence.

When franchisees choose a business that aligns with their values and strengths, the rewards extend well beyond financial outcomes and influence every part of their lives.

– Becky Goodfield

42 Spring, 2026 | www.franchiseworld.co.uk

MASTER FRANCHISE ACQUISITION “I quickly became very proactive and independent, as it was my franchise and I had to make it work.”

This development naturally influenced the way she structured her work and made decisions, which ultimately shaped the lifestyle she was able to create.

Lifestyle: Creating a career that supports your life

One of the most practical advantages of franchising is the ability to organise work around life. This flexibility allows franchisees to balance ambition with family commitments and personal wellbeing.

For Andréa, this flexibility has had a noticeable effect. “I have the school holidays off with my two boys. I take them to school and pick them up and attend their school assemblies.”

Being able to choose how and where she works adds a sense of ease to her day-today routine. “In the summer term, I was replying to emails around the outdoor pool at David Lloyd in the glorious weather, having a cappuccino!”

Alongside industry recognition, including her recent Innovation Award, this balance contributes to a working life that feels productive, enjoyable and aligned with her priorities. It reflects the broader potential of franchising when purpose, impact and personal development come together.

The real return on investment

The ROI of a Drama Kids franchise cannot be reduced to a single figure. It is shaped by purpose, strengthened by the difference franchisees make in their communities and deepened by the personal growth that comes from leading a thriving academy. It is also reflected in the freedom to build a professional life that supports the things that matter most.

Andréa’s journey shows how these elements connect and evolve over time.

When franchisees choose a business that aligns with their values and strengths, the rewards extend well beyond financial outcomes and influence every part of their lives. n

www.dramakids.co.uk/franchise

● From left: David Herman, Izzy Huber and Andre Hordagoda.

UBX master franchisee for the UK and Ireland F

ight Path Ltd., founded by David Herman and Andre Hordagoda, a UK franchisee of the global Australian boutique gym brand UBX Boxing and Strength, has acquired the master licence for the brand across the UK and Ireland.

The network currently has 10 established gyms across the UK and Ireland located in London (five outlets), Sheffield, Bath, Alderley and Stepaside in Dublin.

After successfully launching and running the first UBX London club in Wembley Park, Fight Path has appointed Izzy Huber into the national business development role to oversee the expansion and success of the network.

‘Train like a professional fighter’

UBX said it's recognised as the world’s fastest-growing boxing and strength brand, offering a distinctive workout that allows everyone to train like a professional fighter in a communitydriven environment.

Each session combines boxing skills and drills with high-intensity cardio, explosive movements, and functional strength training, structured within a coach led 12-round circuit that keeps members engaged, challenged, and motivated.

With the increasing focus on health and well-being, UBX sees tremendous

potential for its training model as the UK fitness sector is booming, driven by growing consumer demand and evolving trends.

In 2024, the industry reached a record £5.7bn in revenue – an increase of 8.8 per cent year-on-year – with 11.5 million members and over 600 million gym visits.

Herman commented: “It’s an incredibly exciting time for UBX as we continue to redefine the fitness landscape. Our expansion reflects not only UBX’s global momentum, which spans four continents, but also our firm commitment to building healthier, stronger communities and creating new opportunities for both members and franchisees.” n

www.ownaubx.com/gb

www.franchiseworld.co.uk | Spring, 2026 43

HOME CARE PROVIDER CELEBRATED RECORD YEAR

Caremark’s ‘no compromise’ strategy after a record year C

aremark, one of the UK’s leading home care providers, has set out a bold ambition to ‘be the best – no compromise’ as it celebrated a recordbreaking year at its 2026 national conference, delivering care to its highest number of customers and reporting double-digit year-on-year growth in turnover to £189m across its franchise network.

Held in January, the conference brought together nearly 200 franchisees, senior leaders, suppliers and sector stakeholders to focus on raising standards, investing in people and sustaining innovation across the Caremark network.

David Glover, chief executive of Caremark, highlighted to attendees that 2025 was another phenomenal year: “We delivered more than seven million hours of care to over 10,000 customers, supported by almost 6,000 care assistants.

“Across the UK, we delivered £163m turnover, with an additional £26m in the Republic of Ireland – a 10.2% year-onyear increase.

“What sits behind our business success and industry recognition is our shared purpose. I know how passionate our teams are about what they do, and that’s why we must continue committing to being the best – no compromise.”

A key highlight of the event was Caremark’s first Franchise Owner Panel, which shared practical, experience-led insights into quality, compliance, recruitment, culture and community engagement. The session reinforced the importance of collaboration and knowledge-sharing in driving consistent standards and sustainable growth across the network.

Independent feedback from a WorkBuzz franchise satisfaction survey further

underlined confidence in Caremark’s franchise model. Results showed continued year-on-year improvement in its Franchise Satisfaction Benchmark Score, alongside high levels of trust in senior leadership and strong ratings for induction and ongoing operational support.

Many franchisees also signalled ambitions to expand their territories and said they would recommend the franchise to others.

Keynote contributions

The conference also addressed wider sector challenges and opportunities.

Keynote contributions from behavioural expert David Meade and Jane Townson, chief executive of the Home Care Association, emphasised the importance of confident leadership, clear communication and sustainable commercial decision-making.

Townson urged providers to avoid underbidding for contracts, warning that a race to the bottom on fees ultimately undermines care quality, workforce investment and long-term viability.

Caremark’s continued investment in franchise support was highlighted by Emma Scholes, director of marketing, who shared the impact of its National Marketing Fund.

Since its introduction, enquiries across the network have increased by 802% compared with pre-fund activity, demonstrating the effectiveness of

44 Spring, 2026 | www.franchiseworld.co.uk

l David Glover (left) receiving the Franchisor of the Year Established Award at the BFA HSBC UK British Franchise Awards 2025.

coordinated national and local marketing in driving awareness, engagement and lead generation.

Looking ahead, newly appointed Adam Byrne, director of technology, outlined Caremark’s commitment to future-ready digital investment, including the use of AI to reduce administrative burden, strengthen compliance and free up care assistants’ time to focus on personcentred support.

Glover, closing the conference, reinforced Caremark’s long-term vision: “By investing in our people, embracing innovation and continually improving how we support our customers, we’re building a sustainable, high-quality future for care.

“We want Caremark to be the ‘gold standard’ for home care franchising – setting the standard for care, support and franchise excellence.” n

www.caremark.co.uk/franchise

LEGAL ADVICE FOR FRANCHISORS

2025 in review: A turning point for UK franchising?

By Gordon Drakes, Co-head of Franchising and Distribution, Fieldfisher

H

ere, I assess the key developments in franchising in 2025 and offer strategic insights for UK franchise systems to thrive in 2026 and beyond.

In 2025, we have seen parliamentary debates on regulation, a landmark case law on good faith in franchising, and the filing at the High Court of the much anticipated claim between Vodafone and its franchisees.

The English Courts are signalling a growing intolerance for franchise disputes which involve rigid, one-sided, standard franchise agreements, particularly where the inequality of the bargaining power is stark. The UK Government has been watching and considering intervention.

The legislative environment is becoming complex and regulators are gaining more powers. There was a U-turn over the repeal of the UK’s Commercial Agents Regulation, and new legislation, in the form of employment law reform, and increased regulation of online activities means that for franchisors, the lesson is clear: adapt or die.

The regulatory drumbeat: A call for accountability

The year began with a UK Government Business Select Committee hearing into claims of sexual harassment in the McDonald’s UK network.

“

As one of the leading franchisors in the UK, the spotlight inevitably shone on franchising, and the issue exposed a franchising Gordian Knot; the public (and Government) do not appreciate the distinction between a franchisor store and a franchisee store – they see one brand – but a franchisor cannot control a franchisee’s operations and practices in the same way as it controls its own.

Public and then Government attention shifted to the high-profile dispute between Vodafone and its franchisees, resulting in a parliamentary debate on whether franchising should be regulated in the UK.

Most recently, following further revelations around franchisee wellbeing, the voices demanding action – no doubt influenced by the failure to protect the Post Office postmasters – are getting louder.

Transparency and fairness are no longer optional. For franchise networks, which are built on trust, the message is clear; anticipate change, don’t react to it.

Case law: The compass points

Several decisions in 2025 have reshaped the contours of franchise law.

Ellis v John Benson Ltd [2025] EWHC 2096 (KB) underscored the judiciary’s willingness to scrutinise franchisor conduct, elevating good faith from a moral aspiration to a legal expectation.

Meanwhile, Davidson & Others v Pinz Bowling Ltd & Others ([2025] CSIH 6)

If 2025 taught us anything, it’s that rigidity is a liability.

The risks of deploying standard, non-negotiable agreements across a network were laid bare. Courts and regulators alike signalled intolerance for one-size-fits-all approaches.

highlighted the perils of blurred roles – where franchisors double up as shareholders in joint venture franchisees, conflicts of interest can quickly become litigation flashpoints.

Yew Freight Trading Ltd v Puro Ventures Ltd ([2025] CAT 46) was a preliminary judgment involving a freight franchise system and allegations that the franchisor was breaching competition law through its approach to passive selling restrictions – a reminder that competition is a key area of compliance in franchise systems.

And who could ignore Morley’s copycat appeal? This intellectual property (IP) battle reaffirmed that brand protection is not just about logos – it’s about safeguarding the essence of your business model.

Operational pressures and legislative change: Beyond the legal text

Legal developments rarely occur in isolation. Global tariff tensions and supply chain fragility forced franchisors to revisit their manuals and agreements. Clauses once considered boilerplate, on sourcing, pricing, and force majeure, suddenly became strategic levers.

In parallel, the Employment Rights Bill is adding complexity to franchise systems, where franchisors have traditionally maintained a sensible distance from the employment practices of franchisees.

The evolving regulatory environment demands a different approach to deal with the increase in potential liability and reputational risk, as McDonald’s found out earlier in the year.

Aspects of the long-awaited Digital

➥

www.franchiseworld.co.uk | Spring, 2026 45

Europe’s leading franchise lawyers Fieldfisher is a full service, European law firm.

Our market leading franchise team has been advising franchise businesses for over 35 years.

We advise start-up, growing and mature businesses and their investors on domestic and global expansion, network management issues (including disputes) and exit/transfer issues.

Fieldfisher maintains a superlative franchising practice.

Chambers UK 2025

Top ranked for franchising in the UK

by Chambers and The Legal 500. fieldfisher.com

Please contact us to find out how our experience and expertise can benefit your business.

David Bond Partner +44 (0)330 460 6316 david.bond@fieldfisher.com

Gordon Drakes Partner +44 (0)330 460 6317 gordon.drakes@fieldfisher.com

“

LEGAL ADVICE FOR FRANCHISORS

Franchise systems can fall victim to complacency. In 2025, the warning signs have been clear: the regulatory landscape is shifting, and the old certainties are no longer safe.

Markets, Competition and Consumers Act 2024 (DMCCA 2024) started to come into force in 2025, increasing liability and focusing on unfair practices such as drip pricing, fake reviews, auto-subscriptions and greenwashing.

Contractual discipline: The devil in the detail

If 2025 taught us anything, it’s that rigidity is a liability. The risks of deploying standard, non-negotiable agreements across a network were laid bare. Courts and regulators alike signalled intolerance for one-size-fits-all approaches.

Allegations of breaches of good faith and/or the Braganza duty in relation to exercising contractual discretion are now commonplace in pre-litigation correspondence.

For franchisors, this means embracing nuance – drafting agreements that balance consistency with flexibility, and manuals that evolve with operational realities, backed-up by robust decisionmaking criteria and audit trails.

Action points for franchisors l Audit your agreements thoroughly

Review termination provisions for fairness and transparency; ensure IP clauses protect brand assets and operational know-how; add clear conflict-of-interest provisions for franchisees acting in dual roles. l Update franchise manuals for operational resilience Include contingency planning for sourcing and pricing flexibility; add protocols for alternative suppliers and emergency responses; integrate compliance checklists for employment law updates. l Embed flexibility into agreements

Replace rigid templates with modular clauses allowing negotiated variations; build review mechanisms for pricing, technology adoption, and sustainability;

consider ‘living’ manuals that can be updated digitally. l Strengthen IP strategy beyond trademarks Register trademarks and monitor for infringement proactively; protect proprietary processes and training materials through confidentiality clauses; educate franchisees on brand integrity and enforcement protocols. l Monitor regulatory signals and

prepare for change Assign responsibility for regulatory monitoring within your legal team; engage with industry bodies to stay ahead of consultations; scenario-plan for potential compliance obligations (e.g., disclosure requirements). l Train your network on legal literacy

Incorporate legal awareness into onboarding programmes; provide regular webinars or updates on case law and regulatory changes; create quickreference guides for franchisees on key contractual obligations.

Looking ahead: Building resilience

So, what does this mean for 2026 and beyond? Three priorities stand out:

1. Compliance as culture: Move beyond tick-box exercises; make legal awareness part of everyday decision-making.

2. Flexibility in frameworks: Draft agreements and manuals that anticipate change – whether regulatory, economic, or technological.

3. Investment in relationships: Good faith isn’t just a legal standard; it’s the foundation of sustainable growth.

Final thought

Franchise systems can fall victim to complacency. In 2025, the warning signs have been clear: the regulatory landscape is shifting, and the old certainties are no longer safe.

For franchisors, the lesson is simple – don’t wait for the axe to fall. Instead, embrace change, cultivate resilience, and make adaptability your hallmark.

In franchising, as in life, it’s those who see beyond the routine who survive and thrive. n

www.fieldfisher.com

NEWS

Greensleeves lays foundations

GREENSLEEVES LAWN CARE has appointed John Marshall as its new franchise sales manager to help guide the next phase of expansion across the UK.

Marshall’s career began in retail and field management, where he first gained insight into franchised models. A move to Australia proved pivotal: “That’s where my franchising journey really took off. Over 18 years, I worked across four different franchise groups in senior national roles, covering both franchise recruitment and operations across a range of sectors,” said Marshall.

In 2020, Marshall became a franchisee of a martial arts school in Australia, which he grew to nine schools with nearly 600 students before successfully selling the business.

‘Drawn to the role’

After returning to the UK, Marshall joined Greensleeves, drawn by the strength of the brand and the clarity of its model: “Greensleeves operates in a strong market and has excellent systems in place. There’s also a very supportive culture across the network, which really stood out to me.”

Looking ahead, Marshall said he is excited about expanding the brand’s footprint in new regions such as Wales, Devon and Essex.

Commenting on the appointment, Cheryl Harper, managing director of Greensleeves said: “John brings a depth of experience that is incredibly valuable.

Having worked in senior franchisor roles and as a successful franchisee, he understands the realities of franchising from every angle.

“His appointment supports our ambition to continue growing the network while ensuring new franchisees feel supported from day one.” n

www.franchiseworld.co.uk | Spring, 2026 47

EXPANSION PLANS

ADVISORY ARTICLE

Putting mental wellbeing on the franchise agenda T

By Jen Chapman, Founder and Director, Cinder

Cinnamood set for UK expansion

CINNAMOOD, a German bakery concept renowned for its indulgent cinnamon rolls, has appointed Seeds Consulting to lead its franchise expansion across the UK and France.

It currently operates across 12 countries with 56 stores.

The brand has already secured a multi-site franchise partner for the UK, with the first location set to open in London in Camden Town, followed by a site at Westfield.

Cinnamood is targeting major metropolitan areas including London, Manchester, Birmingham, Paris, Lyon and Marseille, with opportunities for both single-unit and multi-unit agreements.

Comments

Santiago Hernández Acevedo, chief business officer of Cinnamood, said: “The UK and France are strategically significant markets for us, and we believe Seeds’ expertise in franchise development and market entry will help us find the right partners to build a strong and sustainable presence.”

Matteo Frigeri, founder of Seeds Consulting, commented: “Cinnamood is a standout brand with a clear point of difference in the bakery and sweet treat segment. Beyond its product quality and strong visual appeal, what truly sets the concept apart is the strength of its unit economics.” n

www.seeds-consulting.co.uk

his year marks five years since the launch of Cinder, with a clear purpose: to help franchisors and franchisees better understand, practically support, and protect mental wellbeing within franchising.

At the time, mental health was still widely viewed as a ‘nice to have’ in many commercial environments.

Important, perhaps, but separate from performance, profitability or brand sustainability.

Five years on, that perception is slowly but meaningfully shifting.

Franchising is a powerful business model, but it comes with unique pressures.

Franchisees are business owners, often operating alone, carrying financial risk, responsibility for others, and the emotional weight of running a business day-to-day.

Franchisors, meanwhile, are responsible for supporting entire networks while protecting brand standards, culture and commercial outcomes.

Structured support

Over the past five years, I’ve worked with hundreds of franchisees and franchisors to address those realities head-on.

Through training, consultancy and leadership support, the focus has always been practical and preventative. Helping leaders spot issues earlier, have better conversations, and put structured support in place before problems escalate into crisis, absence or attrition.

This approach has clear commercial benefits. Stronger leadership capability, improved decision-making, healthier

48 Spring, 2026 | www.franchiseworld.co.uk

network culture and fewer reactive interventions all contribute to more resilient, sustainable franchise systems.

When wellbeing is treated as a core business function rather than an afterthought, brands are better equipped to perform over the long term.

The work has also helped challenge long-standing stigma. I’ve had people openly tell me at the start of sessions that they believe stress is simply ‘part of the job’ and that mental health is ‘overplayed’. What’s been encouraging is that, without exception, those conversations evolve.

When leaders understand the tangible impact of mental fitness on productivity, performance and retention, the conversation moves from scepticism to strategy.

Along the way, the work has been recognised through industry awards, being named a British Franchise Association Academy Partner for Mental Health and Wellbeing, running the sector’s first national mental health and wellbeing survey, and helping lead the first National Franchise Wellbeing Week.

Five years in, this work is no longer about proving that mental wellbeing matters in franchising. It’s about helping franchisors embed it confidently and commercially into how they lead their networks.

As expectations on franchise brands continue to rise, there is a growing need to evidence how people are supported in practice, not just in principle.

Frameworks such as our Cinder Franchise Well Accreditation provide a clear, structured way for franchisors to do exactly that, strengthening leadership capability while protecting performance and brand reputation for the long term. n

FLAGSHIP RAILWAY STATION STORE

● Warren Bakery team members at the Liverpool Street Station store, from left: Katie Anderson (head of travel), Milota Cernanska (store manager), Mark Sullivan (chief executive), Louise Moye (marketing director), and Paul Denham (retail director).

Warrens Bakery store at the UK’s busiest railway station W

arrens Bakery continues its growth in railway station stores with the opening of a flagship store at London’s Liverpool Street Station, the UK’s busiest railway station with a footfall of 94.4 million.

The store offers customers a range of the bakery’s renowned Cornish pasties, artisan baked goods and freshly brewed hot drinks, and has a custom-branded Café Racer coffee machine, designed to keep up with the busiest service environments.

‘Beyond high street opportunities’

Its first London travel site, the Liverpool Street Station store demonstrates Warrens Bakery’s expansion beyond the UK high street with new franchise openings and opportunities in railway and petrol stations, motorway services, hospital cafés and retail parks.

The flagship location follows the success of its railway station stores in Basingstoke, Slough, Cardiff and Bath.

In addition to its expansion into railway stations, Warrens Bakery also has a growing number of franchise stores in SGN Retail petrol station forecourts.

These multiple sites demonstrating its ability to deliver speed of service, quality and operational consistency.

Warrens Bakery said it occupies a distinctive position in the bakery and café market, bridging the gap between value-led bakery chains and premium café bakeries, by delivering an accessible price point while offering an elevated food and coffee experience.

The brand was established on the cobbled streets of St. Just in Cornwall when two Cornish families, the Warrens and the Harveys, united in marriage in 1860 to share their love for baking and brought together a host of artisan baking skills. Today, it has 46 UK bakery stores.

Comments...

Mark Sullivan, chief executive of Warrens Bakery, commenting on its railway station stores said: “Our plan is to expand our presence in other London travel locations as well as other roadside and destination locations with franchise partners in the coming months.”

Katie Anderson, head of travel at Warrens Bakery, added: “This is quite a journey for us from the streets of Cornwall to Liverpool Street Station.

Our focus has always been on quality and choice, and we’re delighted to introduce people to our famous handcrimped pasties, delicious baked goods and exciting new collaboration with roasted coffee experts Bridge Coffee.”

Hamish Kiernan, commercial director at Network Rail, said: “We’re so pleased to welcome Warrens Bakery to our busiest station. When it comes to sales, bakery is one of our fastest growing categories, and we know that passengers at Liverpool Street want quick service and convenient foods to eat on the go, without compromising on high quality.

“Warrens Bakery taps into all of this and will be a welcome addition to the food and drink line up at our destination station.” n

www.warrensbakery.co.uk/franchise

www.franchiseworld.co.uk | Spring, 2026 49

ADVICE FOR POTENTIAL FRANCHISEES

What to look for in finding your franchise territory

By Liam Hobbs, Franchise Director, More Than Loft Ladders

C

hoosing the right franchise territory is one of the most important decisions you’ll make as a franchisee – and it’s one that’s often oversimplified.

Most people start by looking at the numbers: population, households and whether the territory boundaries make sense. That’s important, but those fundamentals should already be built into any well-structured franchise.

At More Than Loft Ladders (MTLL), we know that a successful territory comes down to far more than population figures and postcode boundaries.

Here, I discuss what prospective franchisees should really be looking for when choosing their ideal franchise territory.

Start with the role you want to play

Once the basics are covered – sensible boundaries, strong demographics and realistic demand – the next question should be a personal one: what role do you want to play in the business?

Some territories are perfect for an owner-operator who wants to be handson, manage jobs day-to-day and grow steadily. Others are designed with a bigger operation in mind, where recruiting a team early on is necessary.

Larger territories can look more attractive on paper, but often come with longer travel times, higher running costs and the need to hire from the outset.

That’s not a problem if it fits your plan – but it can be overwhelming if it doesn’t.

Geography and accessibility matter

In home services, territory success is about how efficiently you can service it. Urban, suburban and rural territories all come with their own challenges and advantages. What matters is

understanding how those differences affect your operations.

Things like travel time between jobs, road networks, traffic patterns, fuel costs and vehicle wear and tear all add up quickly. A territory that looks compact on a map can still be frustrating to operate if it’s difficult to navigate or constantly congested.

A practical, accessible territory makes life easier for you, your team and your customers – and that efficiency often shows up in better service, stronger reviews and healthier margins.

The importance of local knowledge and existing relationships

Home service franchises are built on trust, and trust is often local.

Relationships with estate agents, property managers and complementary trades can make a real difference, especially in those early stages.

Operating on familiar ground can give you a head start. Existing connections and local insight often help franchisees build momentum more quickly and embed into the community faster.

That said, moving into a new area can still work extremely well. It may just require a little more patience at the beginning, along with greater resilience on the franchisor’s systems, marketing and lead generation support.

This is where strong franchisor backing becomes crucial – particularly if local knowledge isn’t something you’re bringing with you from day one.

Think beyond launch: Lifestyle and long-term plans

It’s easy to focus on getting up and running, but the best territory decisions are made with the future in mind.

50 Spring, 2026 | www.franchiseworld.co.uk

Ask yourself some honest questions.

Is this an area you can see yourself working in for years to come? Does the territory give the work-life balance you’re aiming for? How do travel demands and growth expectations fit with your personal goals?

Scalability matters too. A territory that performs well early on but becomes exhausting to manage isn’t a recipe for longevity. The strongest territories are the ones that support consistent performance without burning you out.

What support to expect from your franchisor

A good franchisor won’t design territories on population alone. They’ll consider service capacity, operational realities and what sustainable growth looks like in practice. You should expect open, honest conversations about staffing requirements, realistic workloads and how the business is likely to evolve as it grows.

Training and ongoing guidance should also cover local area marketing, building and maintaining partnerships and adapting your operations as demand increases. With the right support in place, a well-designed territory becomes much easier to manage and scale.

At MTLL, territories are designed with the future in mind. Careful consideration is given to service capacity, growth expectations and the level of support franchisees need as their business develops – because the right territory only delivers real value when it’s backed by the right structure and ongoing guidance. n l MTLL loft solutions include ladders,

hatches, boarding and insulation.

www.morethanloftladders.co.uk

ADVICE FOR FRANCHISORS

How to use AI to advance your local franchise marketing campaigns

By Kirsty Broughton, Content Writer, Mayfly Internet Marketing

D

espite only entering mainstream consciousness in the past few years, Artificial Intelligence (AI) has captured the attention of businesses everywhere, with franchisors and franchisees eager to try to make their business models more efficient by incorporating AI into their model.

They’re not the only ones caught in AI’s headlights, with a 2024 study from the Department for Science, Innovation and Technology finding one in three people use generative AI chatbots (a software application designed to simulate human conversation) in their day-to-day life.

Franchisors that have long struggled with implementing personalised marketing campaigns for each of their franchisees, whilst maintaining a consistent brand image, may view generative AI as the ‘holy grail’. It can provide franchisees with unlimited information at their fingertips and generate masses of content much faster than a person could.

However, AI isn’t a risk-free tool, and it should be used carefully. Misuse can damage consumer trust and even breach data protection legislation. Before introducing AI into your franchisee marketing, it’s important to understand the associated risks to assess the true benefit of AI.

Creating personalised marketing campaigns with AI

Most franchisees don’t come from a marketing background, and juggling

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running email campaigns, social media profiles, monitoring analytics, contacting clients, as well as actually conducting the work, can leave them feeling overwhelmed. Unsurprisingly, the 2025 State of Franchise Marketing Report found that almost 90% of franchisees believe AI would improve their marketing performance.

The study found that franchisees pinpointed a lack of time to manage localised campaigns and insufficient tools to assess their effectiveness as the biggest roadblocks in generating effective marketing channels. Poorly optimised marketing efforts that don’t dynamically shift with consumer habits often dampen profits, demotivate franchisees, and limit their potential.

The franchisees’ predictions may be right – the McKinsey 2025 State of AI report found companies with scaled and governed AI use increased their return on investment (ROI) by almost 50%, while those that only lightly used AI and didn't provide their employees with use parameters saw just an 11% ROI.

Scaling content creation

Whether franchisees have full marketing control or largely rely on their franchisor team for promotion material, they will need to produce some marketing content to boost their business. Consistent posting across a variety of channels helps engage a wider audience and builds trust.

AI can quickly generate content for

AI isn’t a risk-free tool... before introducing it into your franchisee marketing campaigns, it’s important to understand the associated risks to assess AI’s true benefit.

social media sites such as Facebook and Instagram, email campaigns, and blog posts. For franchisees who are short on time and content creation experience, this can be a huge help.

Maintaining brand identity

A significant risk of using AI content is losing the unique identity of each franchisee. AI-generated content often sounds generic, has a uniform structure, and lacks creativity.

Potential customers seeking out social media profiles and blogs are interested in hearing from the franchisee – not an AI chatbot.

When using AI to create articles and posts, it’s crucial that each franchisee edits and refines the content to ensure their voice shines through. Ideally, it’s best practice for them to create the content first, then use AI to edit and optimise the material, to ensure both the overarching franchise identity as well as their own personality make it through to the final edit.

Preserving consumer trust

Large language models such as ChatGPT frequently generate false or misleading information – known as AI hallucinations – and present them as fact. A study from the Alan Turing Institute found two-thirds of British people surveyed had received false information from AI, leading them to be wary of it.

Franchisors looking to add AI content to their marketing campaigns should exercise caution. Providing your customers with wrong or made-up facts can damage your relationship and erode trust. ➥ www.franchiseworld.co.uk | Spring, 2026 51

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The privacy features of chatbots – or lack of – is a growing cause for concern.

The environmental impact of generative AI

Public awareness of generative AI’s impact on the planet is growing. If your franchise prides itself on sustainable and environmentally-friendly practices, incorporating AI into your brand may confuse and dissuade customers from using your services. Franchisors will need to decide whether the benefits of using AI outweigh the risk of alienating their customers and justify its effect on the environment.

On average, generative AI uses half a litre of water to generate a single image, in order to cool its data centres. Water used for cooling requires extensive processing to be safely used again.

Unifying AI usage across franchisees

The State of Franchise Marketing report found that a third of franchisees had complete free rein to choose and use their AI tools as they wish, leaving franchisors vulnerable to data protection breaches and misuse. Managing how your franchisees use AI to produce marketing material is essential to protect your business, maintain your brand identity, and prevent reputational damage.

User manuals and training materials on AI use can prove invaluable for your franchisees. Approving a select few trusted AI tools helps to narrow down the guidance required and enables you to create specific training. As AI technology is rapidly evolving, it’s important you regularly reviewing and updating your guidelines in line with technological developments.

Guidance on the type of acceptable prompts your franchisees can use in AI chatbots can help to ensure brand guidelines are adhered to and prevent misinformation from slipping into AI-generated content.

Instilling into your franchisees the importance of checking AI-generated content for false information and editing to ensure their personality and the

ADVICE FOR FRANCHISORS

NEWS

franchise’s identity are present in all material is essential.

Data protection legislation and AI

The privacy features of chatbots – or lack of – is a growing cause for concern.

A Stanford University study from October last year found major AI companies, including ChatGPT, Gemini, and Meta AI, stored chat logs and used them for future training, with some allowing people to view the data.

For franchisors to reap the rewards of AI without damaging their reputation or falling foul of the law, training must define what information can and cannot be shared with AI chatbots. This includes customers’ personal details and the franchise’s confidential documentation.

Some franchises use AI bots to manage and store customer information for their records, transactions, and correspondence. While some enhance data protection through encryption, others are less secure. Franchisors should provide guidance on which bots are approved for franchisee use, to ensure private information is safely stored.

Accelerating localised franchise marketing with AI

● Mary Simons holds an MSc in Accounting and Finance.

TaxAssist growth across Kent

TAXASSIST ACCOUNTANTS has welcomed Mary Simons to its growing network of accountancy practices in Kent, which covers Chatham and Rochester.

Simons has over 20 years of sector experience and will offer clients expert guidance across a wide range of tax and business matters.

AI can enable franchisors to create unique, localised content on a previously unachievable scale. Some franchises have hundreds of franchisees, and no head office is large enough to create personalised, effective marketing material at that scale.

She has also served as a voluntary trustee on a local government charity board, giving her insight into how local authorities support small businesses and individuals within the community.

AI use must be careful and deliberate, backed by rigorous training, protocols, and safety parameters to guarantee it’s in line with the law and your brand standards. Successful implementation of AI within franchise marketing can lead to successful marketing campaigns and a significant ROI increase for both franchisors and franchisees. n

“These services include self-assessment tax returns, year-end accounts, payroll, bookkeeping, mortgages, financial planning, research and development tax credits, business start-ups, debt recovery, business planning and cash flow management.”

Even franchises that outsource their marketing could be at risk of AI use by their partner agencies. Finding an agency you can trust and cultivating a close working relationship between the two is essential to maintaining quality.

www.may-fly.co.uk

‘Long-standing ambition’

Opening her own practice had been a long-standing ambition for Simons: “I’m thoroughly looking forward to getting started, meeting new clients and explaining more about the wide range of additional services available through TaxAssist to help them thrive.

l TaxAssist operates from over 400 locations across the UK and Ireland. n

www.franchiseworld.co.uk | Spring, 2026 53

NEW TO FRANCHISING?

Q&A to put you on the right track to buying a franchise

By Nick Riding, Editor, Franchise World magazine

T

his Q&A seeks to address the fundamental issues of businessformat franchising for the beginner.

Q What is business-format franchising?

It is simply a system for marketing goods/services that is not unlike licences, dealerships or concessions.

The franchisor sells you, the franchisee, the rights to set-up your own local outlet, or cluster of outlets, to market the company’s goods/services.

Q Would the company not be better off owning its own outlets?

Yes, in terms of operating profits, but it would have to find the money to set them up, whereas it is the franchisee who funds the outlets, usually through bank loans.

The other big advantage to the franchisor is that it can expect that, as you have invested your own money, you will be more motivated and committed over the long-term to make the business successful than an employee.

Q What is it going to cost me?

This, of course, depends on the franchise. A business that you can run from home, for example, will obviously cost a lot less to set-up than one that needs premises, particularly in the high street.

You pay an initial fee to cover your training, and the rights to use the brand and the business system for the period of the franchise contract.

Also you will pay regular ongoing fees, a fixed fee, or based on a percentage of your turnover, or a mark-up on the goods that you are obliged to buy from your franchisor. There may also be an advertising/marketing levy, again based on a fixed fee or turnover.

Q Will the initial fee be higher for the larger, ‘better known’ franchises?

Not necessarily. The franchisor shouldn’t be setting out to make a profit from the initial fee, but from the ongoing fees.

This is one of the important principles of the franchise system because it creates the incentive for the franchisor to help you build your business and continue to develop it. Putting it simply, in order for the franchisor to succeed, you must first succeed.

Q What is likely to be the scale of my profits?

This will depend on the franchise you choose, the territory or location you buy, and particularly how hard you are willing to work.

The latter is critical. Franchising is not about investing money, sitting back and spending the profits. Launching and developing a new business, even with the back-up of a competent franchisor, is hard work.

Franchisors are seldom looking for what are known as ‘absentee investors’. They need hard-working, fully-committed franchisees.

The question can best be answered by looking at the franchisor’s projections for the business and asking current franchisees whether they found them to be realistic.

If the figures are impressive and you are prepared to work equally as hard as the franchisees you have met, you should be able to look forward to similar profits. After all, you will have had the same training and help that they did so on that basis, given your location offers similar potential to theirs, whether you succeed or not at the end of the day is down to you.

54 Spring, 2026 | www.franchiseworld.co.uk

Q Would it be better for me to go it alone and start a business without having regular fees to pay?

You would miss the many benefits of being a franchisee, such as training, the use of the franchisor’s proven business system and branded, marketing and ongoing development.

You would also face much less risk than you would if you were starting out on your own, particularly in a type of business in which you had no knowledge or experience.

With a franchise you have all the help you need to set-up your own outlet of a business in which success has been demonstrated by its existing franchisees.

Speak to them, and ask their opinion of aspects such as the standard of their initial training, the accuracy of the franchisor’s financial forecasts (income, outgoings, etc.) and the level of ongoing support they receive.

Q Which franchise should I buy?

This is the big question only you can answer. It’s rather like asking what house or car should you buy? As with them, it depends on your personal situation, preferences and available finance.

What can you afford? What are your personal aptitudes and working background? What would you really like to do for the rest of your career? Would the business need the support and participation of your family? Would the franchise be profitable enough to support your lifestyle? Would it meet your work/lifestyle balance aspirations?

Before looking at these questions in-depth, you need to ask yourself whether you are, in fact, suited for self-employment, and whether you

would be prepared to run the business according to the franchisor’s ‘rules’.

You will at the end of the day own your own business, but you must accept the fact that you are not entirely your own boss as you must run it according to the franchisor’s system.

This is necessary to maintain the quality and integrity of the whole network. After all, you are buying into the system not just to benefit from the brand but also its proven business system so why try to change it?

Q I often see franchisees described as franchise owners. Is this true?

No, it’s misleading. It is the franchisor who is the franchise owner.

Certainly, the franchisee owns his business, but it is only able to trade in a particular franchise under a contract with the franchisor for a stipulated period, usually with the option to renew for a further term.

It is only by owning the business that the franchisor can be in the position to police the network and ensure that each franchisee maintains the brand’s standards and reputation.

This issue was made clear by one of the UK’s earliest and successful franchisors who preferred to call the system ‘business leasing’, as it is a process in which the franchisee ‘leases’ the franchisor’s brand and businessformat for a contracted period.

Q Might the necessity to strictly follow the franchisor’s formula make the business insufficiently challenging?

This question is often overlooked.

Some franchisees are, of course, more ambitious than others. There are those who are looking mainly for a comfortable work/life balance, rather than making large profits.

However, franchising does offer the ambitious the opportunity to become a multi-unit franchisee with a significant regional chain of outlets.

If you are highly ambitious, negotiate with your prospective franchisor at the

buying stage to include in the agreement an option on extra territories/sites. Some franchisors particularly welcome franchisees who have aspirations to open a number of outlets and are particularly looking for candidates with the ambition to become multi-unit franchisees.

The benefits for the franchisor is that it doesn’t have to face the costs of recruiting and training the ambitious franchisee and, most importantly, knows that he is successful in the business. You suit them, and they suit you. Also financing extra units is easier as it can come from the profits of the earlier outlets.

True entrepreneurs are, however, unlikely to be fulfilled in conforming to what they increasingly see as restraints imposed by the franchisor and they may, in fact, be better suited to starting their own business from scratch and go on to develop it as a franchise system.

Q What does the phrase, comfort zone mean in the context of franchising?

It describes the stage at which the franchisee’s business has become so profitable that he chooses not to develop it further. He has reached his ambition and is happy with his work/life balance.

This causes two problems for the franchisor. Firstly, it puts a cap on the future royalties it receives from taking a percentage of the franchisee’s turnover.

Secondly, it gives competitors the opportunity to capture a greater share of the market.

This situation is not easy for the franchisor to overcome. It can offer incentives, such as a reducing sliding scale of royalties for higher turnovers and persuading the franchisee to sell back part of his area to create an extra territory for a new franchisee.

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price.

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country.

Such franchisees act similarly to a franchisor in respect to recruitment and control.

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor. The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system.

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture.

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful.

It is not unknown for a wealthy U.S. franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising.

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law.

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise. The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter. ➥ www.franchiseworld.co.uk | Spring, 2026 55

NEW TO FRANCHISING?

EVENT COLLABORATION

The quality and reputation of the system will depend on its standardised business formula which is spelt out in the contract and the operating manuals you must follow.

If franchisees were allowed to make their own changes, standards would differ from outlet to outlet; the franchisor would lose control; and customers would not get the same service across the network.

As a result, the quality of the franchise and its brand would decline, and along with them the resale value of your business, when it comes to the stage you want to sell and make a substantial capital gain.

The franchisor’s refusal to make changes is an indication of the strength of its system. Conversely, if it allows changes to its formula it is a sign of weakness and often its desperation to recruit franchisees. One of the most essential ‘jobs’ of the franchisor is to police its network effectively.

Q If I can’t change the contract, do I need a solicitor?

Yes, the contract is complex and you need a solicitor specialising in franchising to explain it to you. It should set out in detail what the franchisor is going to do for you and what you will have to do in return. All this needs to be spelt out in the contract and, as it will govern how you run your business, you will need to understand it to the letter.

As the franchisor has to protect its interests and those of the network even beyond the point at which you may have left the franchise, the contract can still control the options available to you after the two of you have parted. A franchisee just can’t take the sign down and continue trading as before but under a different name.

After all, it provided your training and its business system. It wouldn’t like you to become a competitor and will, therefore, want to resell your territory to a new franchisee. n

Q

If you have a question, email info@franchiseworld.co.uk

“

Guests can now look forward to a day of learning and networking at EWIB, followed by all the fun and the glamour of the EWiF Awards. – Pip Wilkins

EWIB and EWiF Awards collaboration in 2026 T

he British Franchise Association’s (BFA) Empowering Women in Business (EWIB) event will combine with the Encouraging Women in Franchising (EWiF) Awards 2026.

The new joint event will be held on 20th May at Mattioli Woods Welford Road Stadium, home of Leicester Tigers rugby club. There is a combined or single ticket option, with the goal of the collaboration to reduce costs for the franchise community and time out of the office.

‘Events have one core objective’

Pip Wilkins, chief executive of the BFA, said: “I am delighted with this important merger between EWIB and the EWiF Awards. Both events have one core objective, recognising and celebrating the importance of women in UK franchising.

“Guests can now look forward to a day of learning and networking at EWIB, followed by all the fun and the glamour of the EWiF Awards. We hope this joint day will mean more women and their teams will be able to attend these top-tier franchising events.”

Helen Mansfield, managing director of EWiF, agreed: “For the last couple of years, we have been aware of the pressure on brands and their networks, especially financially. Pip and I had been

56 Spring, 2026 | www.franchiseworld.co.uk

discussing how we could best support the sector; bringing these two events together into one amazing day felt like a clear, positive step.”

The theme for EWIB 2026 is Leadership – Legacy – Impact, bringing together inspiring women from across business and franchising to celebrate success and share real, lived experience.

Through powerful stories and practical insight, the event will explore how women grow sustainable businesses, build support systems, and lead with confidence, while navigating everyday challenges.

The BFA added the EWIB event programme will move beyond buzzwords to honest conversations that empower women to lead, lift others as they climb, and create lasting impact on their own terms.

l Tickets for the two events are available from the BFA website. n

Discover Your Tomorrow Here at the BFA we believe there’s nothing quite like franchising to make business ambitions happen.

We’ve been here for over 40 years supporting and educating franchisors and franchisees at every level of their development, from newcomers to household names, setting the highest ethical standards to make sure everyone is treated fairly.

Franchisors Membership isn’t just a badge, it’s a conscious decision to operate to UK franchising standards and access a wealth of trusted know how for your ongoing development.

Franchisees Franchisee membership is FREE to BFA accredited brands. Access a platform of peer to peer networking, business support and promotional opportunities.

Advisor Become an active in uencer in the delivery of high standards and protection of the industry.

Get in touch today!

Visit our website www.thebfa.org, or email mailroom@thebfa.org for more information.

Recognition & Representation

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