SPENT FOUR MONTHS ON FIVE STRATEGIES.
UNTIL AI HELPED LAND THE PERFECT ONE. GOOGLE WORKSPACE CREDIT HIRED THE TOP DESIGNERS. AND A UX WIZARD. ZIPRECRUITER HIRING CREDIT PICKED THE PERFECT NAME. RESEARCH SAID, “MEH.” ALL-NIGHT BRAINSTORM. SIDE OF NIGIRI.
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If you want to build a great business, you must think like an investor. Shark Tank’s Robert Herjavec explains how.
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One of our newest MassageLuXe spas opened its doors in McDonough, GA in 2025
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→ CARDINAL CONSTRUCTION
Iowa State University ranks on our Top Schools for Entrepreneurs list. P.57
18 The Hard Lessons of ’25
What did you learn this year? Six entrepreneurs share their biggest, hardest lessons.
20 How to Delegate
10 Lower the Stakes
How entrepreneurs can think sharper and move faster. by JASON FEIFER
12 What Keeps Eventbrite’s Future Bright
How do you keep a business relevant for decades? Eventbrite CEO Julia Hartz has learned a lot. by JASON
FEIFER
Stop drowning in work. Use this cheat sheet to save yourself. by DAVE KLINE
24 Why I Keep Hiring the Same People
It’s my secret to building multiple successful companies. by MICHAEL
LONDON
26 The Key to Successful Product Launches
I invented the selfie stick and many others. Here’s how I make sure my products sell. by WAYNE
FROMM
28 The 6-Step Formula for Building the Best Team
A system based on 40 years’ worth of hiring data. by RICHARD HAGBERG AND TIEN TZUO
32 The Best Tech for Work
Five new gadgets to help you improve your workflow and boost productivity. by MARIO ARMSTRONG
57 The 100 Top Schools for Entrepreneurs
Our annual ranking, produced in partnership with The Princeton Review.
TO BE AN ENTREPRENEUR?
of will prepare
The Miller School of Entrepreneurship will prepare you! SEE PAGE 59
November-December 2025
87 Top Franchises for Veterans
If you’ve served in the military, these brands want you.
by TRACY STAPP HEROLD
100 Seasonal Success
He owned a summertime franchise. Now he’s winning year-round.
by CARL STOFFERS
102 Saving a Local Biz
His uncle’s flower shop was failing. Then he turned it into a thriving franchise.
by JASON FEIFER
104 The Hardest Part of Owning Many Franchises
I call it the “Hell Zone”—and you can make it through!
by DAVID BARR
106 What Drives Massive Sales Today
We look at four booming franchise categories, and why they work.
by KIM KAVIN
120 The Top 10 Franchise Trends for 2026
Want to follow the money?
by TRACY STAPP HEROLD
by TRACY STAPP HEROLD
144 What Inspires Me
What my mother taught me about luck.
by TIFFANY KRUMINS
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→ EVENTS ARE BRIGHT Eventbrite cofounder and CEO Julia Hartz has led the company through two decades and many evolutions.
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Big decisions can feel overwhelming. This simple mindset shift will help you focus.
THE FOUNDER was freaking out. He’d been trying to raise VC funds and finally landed a big investor meeting. The night before the pitch, he texted me: “If this doesn’t go well, I’ll never raise this money.”
I replied: “The stakes are lower than you think.”
He thought I was insulting him. I wasn’t. Instead, I was offering him a lifeline. Because in the topsy-turvy world of entrepreneurship, this is the only way to survive: You must develop a low-stakes mindset.
Here’s what I mean.
I’ve interviewed thousands of entrepreneurs, consulted with hundreds, and sit on many advisory boards. And I see this pattern repeatedly: Struggling entrepreneurs tend to have a high-stakes mindset—treating everything as a make-orbreak moment, and believing that every action has dire consequences.
As a result, they overthink major decisions. Hesitate longer. Move through the world anxiously.
By contrast, the most successful entrepreneurs think differently. They have a low-stakes mindset—it’s a kind of emotional detachment where everything is treated as a small part of a larger journey, and nothing is ever final. This is a more rational way of looking at the world. Entrepreneurs often like to draw clean, simple, basic lines between things—assuming that
A leads to Z, and that today’s decisions can determine a company’s future. But that’s not usually true! Everything we see, and everything we experience, is only one data point in a much larger and more complicated calculation. It is literally impossible to predict how one action will lead to one outcome.
For example, consider the founder I described. He struggled to get an investor meeting, finally got one, and then worried that he had only one shot at success. If he flopped, it would doom his company to failure.
But...is that definitely true? Of course not! Every situation has infinite possible outcomes. Absolutely anything could happen! We cannot be certain of any one path, which means it’s pointless to worry about taking the wrong one. A high-stakes mindset only hinders our ability to think clearly, take action, and react fast.
Create three realistic positive outcomes from that.
If you’re stuck in high-stakes thinking, here’s how to bring those stakes down. It’s a formula I use whenever I get stuck in imaginary stakes. And it goes like this:
STEP 1/ Start with your current scenario. For example, let’s imagine that you’re pitching an investor.
STEP 2/ Imagine things not going the way you wanted. For example, maybe the investor says no.
FOR EXAMPLE...the investor might reject you, but they’ll also share an important insight that’ll help you refine your outreach. Or perhaps you’ll discover that you’ve been pitching the wrong kinds of investors all along. Or you might get feedback that prompts you to make massive changes to your business model, transforming your business in the process. Who knows! Ultimately, this is all about control. We want things to work out clearly and perfectly, exactly the way we want them to, and we struggle when we cannot control the outcomes.
There’s good news here, though: There’s plenty you still can control! Because once something happens, you can
That’s exactly what happened riously, and gave feedback that the founder took to heart. He’s now midway through raising his round—and he’s smarter, better, and more confident because of that first rejection.
Like I said: The stakes are much lower than you think.
P.S. Are you a regular reader of my column? Good news—you can get something like this every week, in your inbox! Subscribe to my newsletter at jasonfeifer .com/newsletter.
Jason Feifer jfeifer@entrepreneur.com @heyfeifer subscribe: entm.ag/subscribe
How do you keep a business thriving for 20 years? Ask Eventbrite CEO Julia Hartz, who believes that disruption is just another opportunity to improve. by JASON FEIFER
If you want to build a great business, look for an unsolved problem that’s newly solvable.
Two
Two decades ago, that’s what the cofounders of Eventbrite saw. Many people wanted to host events, but selling tickets had always been complicated. Then, two changes emerged: Social media enabled communities to form and organize events. And financial services companies like PayPal enabled microtransactions in a way previously unimagined. Eventbrite was built to bring it all together. “We wanted to combine the power of micro-transactions with the creative brilliance of community organization,” says Eventbrite CEO Julia Hartz, one of the company’s three cofounders. The company officially turns 20 in January, and a lot has changed. Eventbrite is a public company, awash in competition, and is actively evolving—working to find even more unsolved problems that are newly solvable. Instead of simply being a ticket sales platform, it’s expanded to become an event discovery platform. Hartz explains how they’ve kept the company relevant so long.
with the creative
Scout”: someone who is innately curious, who always knows the best new restaurant or best drink at a bar, who prides themselves on knowing what’s going on. And we thought about building a solution for this type of person.
It was less about structured data—I mean, there was a point at which I thought for sure if we could access [the events on] your calendar, we could nail it. But that’s not it at all, actually. Spotify didn’t win by helping you find the songs that you already knew, right? It doesn’t ask you what you want. Spotify won by learning your tastes and recommending the right songs at the right moment. And that’s what’s inspiring to us. Our bet is that the next billion attendees aren’t searching. They’re discovering.
So how do you go about serving that new kind of user?
Twenty years is a big milestone. How are you feeling right now?
I’m feeling sentimental. And I’ve been thinking about how post-IPO, post-once-everyhundred-years-pandemic, post different changes that we made to our product, there were a lot of would-be “endings” in there that we saw as opportunities. They forced us to clarify what really matters. And recently, we’ve been using this analogy of Eventbrite becoming “the Spotify for events”—which, kudos to them, because the analogy instantly sticks for people.
What inspired that comparison?
We had become, essentially, an infrastructure for creators. They come to Eventbrite, they publish their event, they bring their attendee list; they invite their community—and that community transacts on Eventbrite. But midway through our existence, we realized: Wow, we’ve amassed hundreds of millions of consumers looking for things to do, and we don’t always have the right answer for them. Whether it was on Eventbrite or through social media, people weren’t
discovering events. They were stumbling upon them. How many times have you felt like, Oh, I wish I would’ve known that show was coming to town?
So we found a missed opportunity in the experience economy: Discovery is broken.
When I think of events, I tend to think of a band telling me about their show. But what you’re describing is actually a completely separate user: It’s someone just searching for something to do.
We really started to focus on what I would call the “Social
Here’s the way we’re thinking about it: Every time someone is looking for an event, whether it’s on or off Eventbrite, they should be able to easily find great things to do through the Eventbrite source—which means making sure that we can put the right event in front of the right person at the right time, literally wherever they are.
We’ve never been super precious about it having to happen on Eventbrite. That’s our first principle. Discovery is happening through contextual media. So we’ve built APIs and distribution partnerships with people like Spotify that allow for the contextual discovery to happen. If you’re listening to an artist, and that artist is coming to town and their show is on Eventbrite, you’ll be able to buy tickets without leaving that experience. That’s the end goal. We started this way back when, with
Project LeanNation (PLN) is more than healthy meals, it’s a movement that empowers people to transform their lives.
PLN redefines what it means to live well by blending chef-crafted, nutritionally balanced meals with personalized coaching, technology-driven tracking, and a supportive community.
We go far beyond meal prep to provide customers with a complete lifestyle system that helps them stay consistent, accountable, and confident on their journey to better health.
Small footprint & fast to open
Simple operations, no kitchen, no prep
Central manufacturing ships direct to store
Recurring revenue with loyal members
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Purpose-driven culture
Facebook, and have expanded to TikTok and other social media distribution platforms.
Now here’s the second thing: When people log into the Eventbrite consumer app, our recommendations are a bull’seye for them. We’ve always thought we could leverage technology to make connection easier and faster and more effective. We know what they might be interested in based on past events they attended, where their friends are going, what’s trending in their area, and so on.
And if you can reach the Social Scout, they’re likely to bring other people along with them, right? They bring more customers into Eventbrite. Event creators are our heroes. It’s one of the most stressful careers you could possibly choose. When we think about the logistics of creating an event and breaking down the value loop for an event, every single additional attendee that we can lock in for the creator is massively valuable for them.
Most events have a fixed cost of the venue and the performers and the vendors, so the creator’s just hoping to clear that fixed cost. So we realized that if we could provide incremental value to each creator by helping them reach a bigger audience, that’s magical. That could be the difference between them being able to host another event or not.
It also could be the difference between them using Eventbrite or other platforms. Because now that you’ve been around 20 years, you’ve got competitors. We have a lot of competitors. But about 23% of the tickets that are transacted on
→ EARLY EXCITEMENT
Julia Hartz, with cofounder Kevin Hartz, spotting their logo in Eventbrite’s early days.
SPOTIFY WON BY LEARNING YOUR TASTES AND RECOMMENDING THE RIGHT SONGS AT THE RIGHT MOMENT. AND THAT’S WHAT’S INSPIRING TO US. OUR BET IS THAT THE NEXT BILLION [EVENT] ATTENDEES AREN’T SEARCHING. THEY’RE DISCOVERING.”
Eventbrite are driven by an action that Eventbrite uniquely took. We see power in that, but that’s not where we’re generating our value proposition. We’re really hoping that creators understand that if they stay with Eventbrite, they’re building their own compounding growth loop in audience, in community, in attendees, in people who are gonna tell other people about their event.
That’s where we really focus our product: on making sure that
they understand who their most loyal customers are—where they came from, when they bought tickets, at what price—and really helping them understand the intelligence layer of that.
So Eventbrite is not just seeking out Social Scouts.You’re still developing the creator side, too. Our job is to really help event creators understand, to a certain degree of precision, how we’re getting them audience members—to help them do
that more. Very antithetical to most of our competitors, we don’t operate in a black box. We show creators exactly where that person came from, because we know that creators are entrepreneurial; they’re builders. We want them to be able to go out and be better marketers of their event. So we’re never going to hide our marketplace tactics or how we drove a person to an event. We’ll always try to teach them how to do it themselves.
This fire and life safety solutions company leverages Amazon Business to help unify procurement and strengthen performance.
For leaders who are pursuing long-term growth, one big challenge is creating systems that grow with the business while supporting local teams.
For leaders who are is systems that grow with the business while teams.
Take Sciens Building Solutions for example. This leading fire and life safety solutions company has expanded rapidly through acquisitions, bringing together 32 divisions across the U.S. Each division operates locally, serving its community while contributing to the broader mission of ensuring that life safety systems remain compliant and ready to perform.
Take Sciens Solutions for This fire and life solutions company has acquisitions, 32 divisions across the U.S. Each division operates its while to the broader mission of ensuring that remain and to
This growth model, while successful, presented a procurement challenge. Divisions were buying independently, often through personal Amazon accounts or manual processes, which made it difficult to track spending or negotiate consistent terms. That changed when Sciens began working with Amazon Business to create a consolidated program that reflects its values of empowerment and its “be one team” culture.
Building visibility into purchasing
This while a procurement challenge. Divisions were buying independently, often through Amazon accounts or manual processes, which made it difficult to track or consistent terms. That when Sciens with Amazon Business to create a consolidated program that reflects its values of empowerment and its “be one team” culture. into
Backed the much of Sciens’ procurement function was handled locally across its many legal entities across the country. Nicholas Hartz, Procurement Manager at says to tabs on across these divisions was When he these issues with their account executive at Amazon Business, the started uncovering opportunities for cost savings, and
Backed by the Carlyle Group, much of Sciens’ procurement function was handled locally across its many legal entities across the country. Nicholas Hartz, Procurement Manager at Sciens, says trying to keep tabs on spending across these divisions was challenging. When he began discussing these issues with their account executive at Amazon Business, the pair started uncovering opportunities for efficiencies, cost savings, and deeper purchasing insights.
Hartz’s first priority was improving visibility into spending across the enterprise. “Step one was to build the reporting,” he says. “We need visibility in one central spot to even understand what we’re buying across categories, subcategories, SKUs, etc.”
Hartz’s first was into across the one was to build the he says. “We need in one central spot to even understand what we’re across SKUs, etc.”
that information, Sciens can track trends across compare and where Amazon stronger or faster fulfillment. The result has been both and cost savings.
By consolidating that information, Sciens can track trends across divisions, compare product choices, and identify where Amazon provides stronger pricing or faster fulfillment. The result has been both clarity and cost savings.
fast and division autonomy
growth and division autonomy
One of Sciens’ core values is to operate as “one team,” and Hartz says with Amazon Business has that Divisions can maintain their local while from centralized
One of Sciens’ core values is to operate as “one team,” and Hartz says working with Amazon Business has supported that philosophy. Divisions can maintain their local operations while benefiting from centralized advantages.
we on a new division, there’s a lot of excitement there’s an Amazon Business account,” Hartz says. can a half-hour call and extension invites. And then, away, and what we’re for.”
“Anytime we bring on a new division, there’s a lot of excitement knowing there’s an Amazon Business account,” Hartz says. “They can quickly adjust through a half-hour onboarding call and extension invites. And then, right away, they have tighter controls and what we’re looking for.”
Positive across the
Feedback from teams has with divisions eager to join the program. within the first week, I’ll get with the new location, understand a full worth of data and link that to national accounts that we have that in place Sciens,” Hartz says. And one of the first how do we get
Feedback from teams has been strong, with divisions eager to join the program. “Typically, within the first week, I’ll get with the new location, understand a full year’s worth of data and link that to national accounts that we have that in place today for Sciens,” Hartz says. And one of the first questions is, how do we get involved with the Amazon Business account?”
the
benefits of and Procurement can now cover from IT to fire components in a solution. “It allows us to be treated small, but then the reward is Hartz says.
Beyond onboarding, employees are experiencing the day-to-day benefits of efficiency and speed. Procurement can now cover everything from IT equipment to fire protection components in a single solution. “It allows us to be treated small, but then the reward is big,” Hartz says.
new ways of and a model for
The with Amazon Business has also Sciens to rethink its broader procurement “With new how new ways of This involves where you’re for Hartz says. “We found that we’ve the same from different You can shift volume and behavior to partners that are to help you grow, and you get the benefits.”
The relationship with Amazon Business has also inspired Sciens to rethink its broader procurement approach. “With new opportunities, how do you inspire new ways of working? This involves getting granular and understanding where you’re going for specific products,” Hartz says. “We found that we’ve previously bought the same product from eight different suppliers. You can shift volume and behavior to partners that are willing to help you grow, and you get the benefits.”
For Sciens, Amazon Business is a way to unify a diverse organization while preserving local expertise. It improves visibility across categories and strengthens the company’s ability to grow.
Looking ahead, Hartz sees significant potential with Amazon Business. “The runway and the horizon are essentially unlimited,” he says. “It just keeps getting more fun the more we spend.”
For Sciens, Amazon Business is a way to a diverse while local It across and to grow. ahead, Hartz sees with Amazon Business. “The runway and the horizon are he says. “It more fun the
To learn more about how Amazon Business can help your business save money and operate more efficiently through smart business buying tools, visit business.amazon.com
To learn more about how Amazon Business can business save money and operate smart business tools, visit
Every failure is an opportunity to learn. As we look back on 2025, we asked six entrepreneurs: “What went wrong this year, and what will you do better next time?” Here are their answers.
1/ Diversified supply chains are crucial.
“When your sourcing is too concentrated, you’re vulnerable. For us, the moment tariffs spiked, it became crystal clear that relying on a limited set of manufacturers and suppliers created real exposure. We had to react quickly, find alternative partners, and rethink our manufacturing footprint. The experience underscored a lasting lesson: Diversification isn’t just a best practice, it’s a safeguard for business continuity.”
—JILL LAYFIELD, CEO, Birdy Grey
2/ Putting comfort over conflict is costly.
“Leading up to a major system implementation, every time I asked probing questions, our CTO would react defensively. I wanted to give him space, so I held back from getting deeply involved. In hindsight, I was avoiding necessary conflict. The result? The implementation went poorly. Customers were disappointed. We’re still fixing issues three months later. And the CTO resigned. Outcomes matter more than comfort.”
—CHAD STARK, CEO, Stark
3/ No one is immune to cyber fraud.
“Weeks after bringing on a new CFO, he fell for a phishing scam that impersonated our COO. The first invoice was for fraudulent consulting services, and the second was for fake construction services. He didn’t follow our protocols, and $300,000 was wired to a scammer. I can’t describe the gut punch of discovering that. By pure grace—and quick action—Chase was able to reverse one of the wires, and we recovered the other through cybersecurity insurance. Even smart, diligent people make mistakes. Make sure you have cyber insurance and safeguards on your bank accounts.”
—MARYA KHALIL-OTTO, CEO, Vitality Institute
KHALIL-OTTO,
4/ Delays are opportunities for improvement.
“When I was developing my line of mocktails, I had a clear vision of when I wanted to launch. But supply-chain delays, testing rounds, and packaging changes kept pushing that date. At first, I felt like I was falling behind. Over time, I learned to see those shifts not as failures, but as part of the process. Each delay gave me space to refine—whether improving the recipe, rethinking the branding, or making the product more travel-friendly. Instead of fighting every timeline change, I now ask: ‘What can this delay teach me, and how can I use it to make the product even better?’”
—EMILY SUSMAN, founder, Navi Mocktails
5/ Consumer habits don’t change overnight.
“The hardest lesson was realizing that innovation doesn’t equal immediate adoption. I assumed our product’s uniqueness—a beverage that curbs cravings and boosts focus—would be embraced quickly. Instead, it required relentless education, patience, and persistence. Early on, I was frustrated. But I learned that reshaping consumer habits is a marathon, not a sprint. This lesson humbled me. Success isn’t just about a product, but about walking people through the story, patiently, one sip at a time.”
—DAVID ALLRED, cofounder and CEO, Släcka
—DAVID and
6/ What got us here won’t get us there.
“This year, we reached a major inflection point where the tactics, structures, and scrappy mindset that fueled our early growth wouldn’t get us to the next level. We had to pause and reevaluate every part of our go-tomarket strategy, from CRM and media to brand storytelling. We reassessed every agency partner and redefined roles on our internal team to make sure everyone’s focus and contributions aligned with a larger vision. Scaling isn’t about doing more of what worked in the past.”
—LAUREN BERLINGERI, cofounder and co-CEO, HigherDOSE
—LAUREN BERLINGERI, cofounder and
If you’re drowning in work, it’s because you’re not delegating properly. Here’s your cheat sheet for doing it right. by DAVE
KLINE
Most leaders think about leadership backwards. They see a problem and think, How can I solve this? But the better question is: “Who can help us solve this, and do they have what they need?”
Your role as a leader isn’t to do more work. It’s to constantly optimize the match between work that needs doing and people available to do it.
Here’s how I know this: I spent nine years at Ray Dalio’s hedge fund, Bridgewater Associates, where my job as co-head of our recruiting department was to identify and recruit the world’s best leaders. Today, I train corporate leaders with my own company, MGMT Accelerator.
Not delegating is the single most common problem I see. Leaders are stuck thinking of themselves as the star player on a team, when in fact, their role is much simpler: The best leaders are matchmakers.
In other words, here’s the simplest way to think about leadership:
That’s it. Everything else is noise.
So how do you become a great matchmaker? On these pages, I lay out my playbook.
When work piles up, leaders default to doing it themselves. But every task you take on is a task someone else doesn’t learn to do.
Most leaders fight for more people or accept more work. Few systematically evaluate whether the current match is optimal.
Use these to get what you need—even if you need to convince
Use these scripts to get what you need—even if you just need to convince yourself.
“Based on our workload, we need two additional people to avoid missing commitments. Here’s the specific impact...”
“We’re committed to 12 initiatives. If everything is a priority, nothing is. Which three to four should we focus on?”
“Do more work with the same people” is wishful thinking. Force the choice: “I can deliver X with current resources or Y with additional resources. Which is more important?”
Every Sunday, spend 30 minutes asking yourself the following questions to spot mismatches between the work and the people doing it.
→ What work is my team doing that someone else should own?
→ What work are we not doing that we should be?
→ What work could we stop doing without meaningful impact?
→ Who on my team is underutilized?
→ Who is overwhelmed with the wrong kind of work?
→ What skills do we need that we don’t have?
→ Where is great work being done by the wrong people?
→ Where are great people stuck with the wrong work?
→ What’s one change I could make this week to improve the match?
THE CAPACITY BUFFER/ Always operate at 80% capacity, not 100%. The 20% buffer allows for unexpected opportunities and strategic thinking space.
THE WORK ELIMINATION DIET/ Each month, ask: “What would we stop doing if we had to cut 20% of our work?” Then stop doing those things anyway.
THE PEOPLE MULTIPLICATION STRATEGY/ Instead of asking for more people, ask: “How could we help our current people be 20% more effective?” Often, the answer is better tools, clearer processes, or more focused priorities.
TEAM HEALTH INDICATORS/
Where leaders go wrong when to be matchmakers:
Where leaders go wrong when they try to be matchmakers:
TRAP/ “It’s faster if I do it myself.”
FIX/ Ask: “Who could learn to do this?”
TRAP/ Assigning work based on who’s done it before.
FIX/ Regularly stretch people into adjacent skills.
TRAP/ Saying yes without adjusting existing commitments.
FIX/ Every new “yes” requires an explicit “no” to something else.
→ People working in their strengths at least 80% of the time
→ No one consistently working over capacity
→ Clear ownership for every major initiative
→ Regular skill development
BUSINESS IMPACT INDICATORS/
→ Higher quality outputs
→ Faster project completion times
→ Increased team satisfaction scores
→ More valuable work getting done
STEP 1/ List all current work your team is doing.
STEP 2/ Categorize it using the Matchmaking Audit.
STEP 3/ Identify your biggest mismatch.
STEP 4/ Make one change to improve the match.
REMEMBER/ Your job is to create conditions where your team can do their best work.
The question isn’t whether you can do the work yourself. It’s whether you’re optimizing the alignment between work and people to maximize impact.
Great leaders own the space between work and people.
Every industry depends on steel. It’s the backbone of our economy. Agriculture, technology, defense, construction, energy, transportation and manufacturing all have one thing in common — they all rely on steel. Steel supports all our communities and our way of life. Without steel there’d be no farm-to-table, and the iconic American structures that make us proud would exist only in our imaginations. Without control of our steel supply, we are vulnerable. Policymakers in D.C., representatives from every state, and CEOs of companies large and small know this. Steel will forge our future, creating opportunities for generations to come. Let’s not become dependent on other countries for its supply. We all have a choice to make and a role to play.
Zekelman.com KEEP STEEL HERE
I’m a serial entrepreneur, and I owe my success to keeping my team consistent—from company to company. by MICHAEL
LONDON
Ihave started five companies in education technology and have been fortunate to see several through successful exits. My latest venture launched in 2020 and is now profitable, bringing in $30 million a year.
Here’s my number-one reason
team consist of familiar faces. At Uwill, the student mental health and wellness company I lead today, we have about 100 full-time employees. Roughly half have worked with me before, and many of those who haven’t came through referrals from trusted colleagues.
What’s the benefit of this? First, you can be up and running fast. Startups move quickly and you don’t want to waste time finding your rhythm. When we “get the band back together” (so to speak), we have people who already understand each other. They’re not waiting for someone to tell them how to do their jobs. They’re ready to play.
Second, this team has helped scale companies quickly. Whenever I start a new business, I need people who can quickly shift from “scrappy startup” to “serious scale” mode, and be excited about that. There’s a certain intensity in the way we do it. There’s also a lot of autonomy. This environment is not for everybody.
for success, and it’s not something you’ll find in a business textbook—it’s a revelation that came to me at my first company, and it’s simple: I try to hire the same people.
I’m not talking about a few top executives. I mean employees at every level. My goal is to have at least 50% of my
Finally, although all my companies are built with innovative technology, their missions are to contribute meaningfully to users’ lives. When I build a team, I look for employees who put that mission above everything else. Our work is meaningful, and it takes people who care deeply to achieve the impact we’re trying to make. Balance matters, but I’ve found that colleagues who are driven by our purpose and impact also appreciate that work may have to happen at unexpected moments.
I’ve developed a few other tactics to attract former colleagues. When I’m gearing up for a new venture, I’m the opposite of stealth mode. From Day 1, I’m out there on LinkedIn
promoting the vision and painting the picture of the business as if it’s already done, so that people know what we’re up to. We can’t always pay top dollar for salaries, but we give equity to every full-time staffer and cover 100% of health benefits. Medical, dental, vision—no one contributes a cent.
The system isn’t perfect. If you want to play devil’s advocate, familiarity can mean people don’t feel the need to prove themselves—that’s real. But we do things to make sure that doesn’t happen. I don’t hire former employees for positions that don’t suit their strengths, and I make sure to bring in outside hires with fresh skill sets and perspectives. Also, part of our growth model involves acquiring smaller companies, so that means absorbing and learning from some of their talent. We’ll be doing more acquisitions now, because our growth is accelerating. We have a partnership with the state of New Jersey to provide care to all of their higher-ed institutions, and we’re encouraged by new relationships with other state systems and leaders. We’re also seeing a rise in demand for K-12 mental health support. And we’re continuing to grow internationally and finding other new areas where we can support students.
Everyone is excited about our latest acquisition, a company called tbh, which addresses student basic needs like food, housing, and financial insecurity. It shouldn’t surprise anyone that these challenges are deeply connected to mental health.
Having worked with my colleagues for so many years, I know that these milestones are motivating for all of us. And that’s a powerful driver of success.
Slovenia has emerged in recent years as one of Europe’s most dynamic smaller economies.
According to the World Bank, the country recorded steady growth rates before the pandemic and has rebounded strongly since, with GDP projected to expand further thanks to its advanced manufacturing base and innovation-driven sectors. Deloitte notes that Slovenia’s combination of a skilled workforce, favorable geographic position, and integration into EU markets makes it an attractive hub for investment. In this environment, high-tech ventures have flourished, and one of the most remarkable stories is that of BIA Separations, a biotech company with a turbulent but ultimately successful journey.
The biotechnology sector has become increasingly important in the global economy, particularly in the fields of gene and cell therapy. Companies in this space develop highly specialized technologies for purifying viral vectors and biomolecules, processes essential for advanced therapies such as CAR-T and CRISPR-based treatments. Demand is growing rapidly as pharmaceutical companies race to deliver safer, more effective drugs. BIA Separations entered this field early, positioning itself in a niche where few competitors could match its expertise and speed of innovation.
The company’s roots go back to the early 1990s, when Aleš Štrancar, then a PhD student, began working with new polymeric materials that showed promise for purifying biomolecules. In 1998, with the support of venture capital, BIA Separations was officially founded in Ljubljana, Slovenia. Early successes with gene therapy applications were offset by clinical trial setbacks in the industry at large, yet the company pressed on, building the facilities and regulatory compliance needed to serve global pharmaceutical customers. Štrancar recalls: “We knew from the beginning that it would take 10–15 years to truly build the company, but we also expected the gene therapy market to grow. To survive, we turned to vaccines and novel therapies as well.”
But the company’s story was not one of steady growth. In 2007, under pressure to secure new financing, BIA moved its headquarters to Austria to attract an investor. That decision triggered years of legal and financial turmoil. The partnership proved to be a catastrophe, with risky venture loans and undisclosed contracts. These practices pushed the company into over-indebtedness. By 2015, the Austrian entity filed for insolvency, leaving the Slovenian subsidiary exposed and in danger. Efforts by hostile stakeholders sought to strip assets and transfer value into a by-pass company intended to seize control of BIA at the expense of its creditors, in what became a dramatic battle to keep control of the firm. Reflecting on that period, Štrancar later admitted: “We moved our headquarters to Austria and received an investment which later turned out to be a money laundering operation. Nobody realized
Aleš Štrancar Managing Director
it was a trap. In 2007 we fell into it, and it ended in a real financial disaster.”
Despite these challenges, the Slovenian arm of the company fought back. Courts in Slovenia allowed restructuring, while the Austrian efforts to force bankruptcy were resisted. After years of disputes, in 2018 BIA Slovenia successfully finalized its compulsory settlement, securing survival and independence. In 2020, the company was acquired by Sartorius, a German life sciences group, in a deal worth over 360 million euros—an extraordinary turnaround considering the near-collapse only a few years earlier.
Today, Sartorius BIA Separations’ unique selling points make it a global leader in its field. It is one of the very few innovators worldwide capable of rapidly developing purification technologies tailored to new therapies. The company has built a reputation for agility, often realizing new products within a year, driven by constant contact with customers and an unusually pragmatic culture. Its products are critical for ensuring the purity of gene therapies, cancer therapies, and other next-generation treatments, directly impacting patient safety. As Štrancar emphasizes: “We don’t only provide products and methods to purify those gene therapies and cancer therapies, but we also develop new methods to understand the products and what impurities they may present. This has been our main focus in the last 5–6 years.” For investors, this means access to a company that not only survived but now thrives at the heart of one of the fastest-growing sectors in medicine.
Looking ahead, the company sees its strongest opportunities in the United States, where the majority of its customers are based and demand for advanced gene and cell therapies is accelerating. This is the market where Sartorius BIA Separations already generates most of its business and expects to expand further. Beyond the U.S., Asia represents the next major growth frontier, with significant interest emerging in countries like China, Japan, and South Korea. With its proven technologies and decades of expertise, Sartorius BIA Separations is positioned to capture these opportunities and strengthen its role as a global biotech leader.
I invented the selfie stick and made massive products. Here’s my 4-step success system. by WAYNE FROMM
Product developers often have a critical blind spot.
It’s something I still suffer from myself—and I invented the smartphone selfie stick, as well as more than 50 products for brands including Disney and Nestlé.
Here’s an example of a blind spot that set me back recently.
In 2023, I created a kidfriendly, hands-free drink blender called the Snoopy Magic Mixer. When it debuted at the New York Toy Fair, people loved it. But then I shipped early samples to content creators, and feedback was puzzling. They kept saying the same thing: “The batteries don’t work.”
At first, I was baffled. Then they showed me the problem, and it all made sense. The Snoopy is manufactured with a little silicone ring, which disables the motor and keeps
it from accidentally turning on. The ring had instructions printed on it telling people to remove before use—but the text was too subtle to notice. People thought the Snoopy didn’t work, when in fact, they just hadn’t removed the ring yet.
At the time, I had already manufactured and packaged 8,000 units. That left me with two options: I could proceed and hope the confusion didn’t spread, or I could stop everything and fix the problem.
To me, it wasn’t a hard choice. I instructed the factory to open every box, add a high-contrast sticker to the ring—“Remove To Use Mixer”—and reprint every carton. These changes cost thousands of dollars and delayed my launch by 45 days, but they almost certainly saved me from thousands of angry returns and 1-star reviews.
This is the blind spot I’m
talking about: Entrepreneurs love innovation, but we forget that customers demand clar. If people don’t instantly understand how your product works, they’ll assume it’s broken. To ensure I make my creations as clear as possible, I’ve come up with a 4-step process that I now call the “FeedbackMakes-Safety System.” Here’s how it works.
I begin with rough prototypes to prove the concept and identify weaknesses. I deliberately look for ways to break the design, whether through drops, extreme temperatures, or deliberate misuse.
Once the obvious flaws are addressed, I refine the prototypes for safety. I tested the Snoopy mixer for 10 months— at every angle, with wet fingers, and under every scenario a child might attempt. Accredited safety labs later confirmed compliance. Yet none of us professionals noticed the issue with the ring.
This may be the most overlooked step. Inventors should want “brutal feedback”—the kind you don’t want to hear but need to know. At the Toy Fair, my Snoopy drew universal praise, because I was there to explain every feature. With content creators, I wasn’t. Their confusion about the
silicone ring exposed a clarity gap that no lab test would have revealed. That’s the power of letting outsiders try your product without guardrails.
Because I controlled the tooling and packaging, I was able to quickly halt production, add stickers, and reprint cartons. Painful? Yes. But by acting on feedback, I was able to preserve customer trust and prevent the damage that could have sunk the launch before it even began.
AS I COMPLETE these steps, I’m constantly iterating— tweaking the design, improving the instructions, and solving problems. While innovation creates excitement, clarity creates confidence. Parents trust a product they instantly understand. Retailers stock products that won’t generate complaints or returns. Online shoppers leave 5-star reviews for products that work without confusion. And competitors, while they may copy features, cannot copy trust.
The Snoopy Magic Mixer could have been remembered for dead batteries. Instead, it became a product that parents were eager to bring home to their kids—safe from all the confusion I could imagine, and all that I couldn’t on my own.
Wayne Fromm’s portfolio of creations can be seen at frommworks.com.
DRE WALLACE CEO & FOUNDER OF OPNR
Detroit was recently named the #1 emerging startup ecosystem in North America. Advancing the success of businesses statewide, MEDC supports the $60 million Michigan Innovation Fund. With well-rounded resources and collaborative communities, we welcome entrepreneurs from everywhere to bring their breakthroughs here.
Start your future with us at MICHIGANBUSINESS.ORG
Founders are often terrible at hiring. We have 40 years’ worth of data on how to do it right by RICHARD HAGBERG and TIEN TZUO
If you think you’re good at hiring people, you’re probably wrong. We have unusual insight into this.
Coauthor Richard Hagberg is a psychologist and executive management coach
who has worked with thousands of clients, seen inside of hundreds of businesses, and has collected 40 years’ worth of data. His experience has shown that hiring is one of those disciplines that, like marketing or design, many
founders are convinced that they understand and are very good at. But recruiting is a full-time profession for a reason. Too many times, he’s met brilliant founders who fail to grasp what’s required to build a good team.
Coauthor Tien Tzuo can attest to that from the founder perspective. He is formerly the chief strategy officer of Salesforce. He came to Richard 15 years ago after founding Zuora—now a $1.7 billion company—because Zuora was scaling fast but turnover was high. Tien realized that as his comneeded to grow
All these years later, we’ve teamed up to offer other business owners some practical, data-backed advice.
Here is our 6-step guide to finding and attracting the talent that will take your business to the next level.
Founders are generally abysmal at interviewing people. Some of them are standoffish at best, and downright robotic at worst. Many blatantly telegraph what they’re looking for: “Well, we need somebody who will do this and this. You’re like that, right?” They forget that, in interviews, they are there primarily to listen. Sometimes, candidates can’t get a word in edgewise. Our advice? Stick to the facts and focus on understanding the candidate’s past behavior. Avoid vague hypothetical questions (“Let’s say you were in the following scenario…”). Interrogate lived experiences: Why did you do this project? Who did you work with? What was the actual versus expected outcome? What were the biggest obstacles? What was your organizational structure? How did you interact with your cross-functional peers? There are no right or wrong answers; you’re just trying to get a sense of the person by how they respond. Their character will reveal itself.
Japan has long been synonymous with resilience, innovation, and global influence. Today, as investors around the world look for stable yet dynamic opportunities, the Japanese economy presents a compelling case. With strong fundamentals, a culture of continuous technological advancement, and favorable macroeconomic shifts, Japan is positioning itself as one of the most attractive destinations for international capital in the coming decade.
Japan remains the world’s third-largest economy, supported by a robust industrial base, advanced infrastructure, and a highly skilled workforce. In recent years, GDP growth has surprised analysts with steady momentum despite global headwinds. Inflation has returned after decades of stagnation, driven by healthy domestic demand and a weaker yen that has boosted export competitiveness. For investors, this signals an economy on the move—one with the potential for both sustainable returns and long-term growth.
From robotics and advanced manufacturing to green energy and digital technologies, Japan continues to lead in areas where the global economy is rapidly evolving. Companies are heavily investing in artificial intelligence, semiconductors, and renewable energy solutions, aligning with worldwide transitions
Japan’s reputation for precision and reliability has long been a cornerstone of its global success. From automobiles to advanced electronics, the country’s manufacturers have built trust worldwide by prioritizing quality over speed and scale. This philosophy is especially visible in engineering and advanced manufacturing, where Japanese firms, as McKinsey notes, continue to lead the world in precision solutions that prioritize reliability and long-term value over sheer output—an edge that keeps them competitive in global supply chains.
Within this environment, one company has successfully adapted to the times. Founded in 1879, D. Nagata began as a trading business but has since redefined itself as a lean, engineering-driven enterprise. President Yosuke Nagata explained the philosophy behind the shift: “We used to think a good company was one with more people, more sales, more volume. But I changed my policy. A good company is smaller, leaner, with talented people.”
The results of this transformation are evident in its operations. In the United States, where D. Nagata has its strongest overseas presence, its Chicago office collaborates daily with Japanese engineers. American clients often see the company less as an external supplier and more as an extension of their own engineering teams. This model has proven so successful that Europe is the next target for expansion.
In Japan, the company’s dual presence highlights its balance of tradition and innovation. The Tokyo branch maintains a traditional trading role, while the Kobe office drives innovation, developing hardware and software for bespoke engineering solutions. This structure allows the company to explore new directions while retaining a stable foundation.
Another area of rapid growth has been imports for defense. Through its
toward smarter and more sustainable industries. Japan’s strong intellectual property protections and deep R&D culture make it a fertile ground for venture capital, strategic partnerships, and joint ventures.
Japan’s equity markets are experiencing renewed global interest. The Tokyo Stock Exchange has seen record inflows from foreign investors, attracted by shareholder-friendly reforms, increased transparency, and corporate governance improvements. Valuations remain competitive compared to other developed markets, offering opportunities to capture value in sectors ranging from technology and healthcare to real estate and consumer goods. At the same time, the Bank of Japan’s gradual policy normalization has created a more balanced financial environment. A stable interest rate outlook, combined with supportive fiscal measures, reassures investors that the domestic market will remain conducive to both growth and capital appreciation.
Beyond the numbers, Japan offers something rare: stability. In an era marked by geopolitical uncertainty and volatile global markets, Japan’s rule of law, regulatory predictability, and political continuity provide investors with a safe, reliable environment for deploying capital. At the same time, structural reforms and demographic shifts are spurring new areas of growth, particularly in healthcare, digital services, and sustainable infrastructure.
For global investors, Japan represents a unique blend of stability and dynamism. It offers the predictability of a mature economy combined with the innovation and growth potential of emerging sectors. Whether through equities, direct investment, or strategic partnerships, opportunities abound in an economy that continues to adapt, reinvent, and thrive. In short, Japan is not just back—it is ready for the future.
U.S. subsidiary, D. Nagata supplies critical aerospace and military components for the Ministry of Defense of Japan, including systems for advanced fighter jets and missile defense. The division, staffed primarily by women engineers in Japan, has earned recognition for its precision and reliability in one of the country’s most demanding industries.
Looking ahead, the company’s strategy is firmly rooted in partnerships and collaboration. It is open to joint ventures, alliances, and knowledge-sharing, particularly in engine-related fields. This approach reflects a belief that long-term success comes from building trust and shared expertise rather than purely transactional deals.
Despite its 140-year history, D. Nagata defines its true brand not through its legacy but through its people. As Nagata put it, “Our engineers are our pride and our brand.” By fostering an environment where innovation is encouraged and talent is valued, the company continues to attract top engineers who want to shape the future of precision solutions.
For investors and partners, Japan remains a safe and promising destination, and D. Nagata exemplifies why. “Japan is a very good place to do business,” said Nagata. “Investors should come and work with us because here we focus on quality, on trust, and on solutions that last.” In a world where quality often outlasts quantity, this philosophy may be its greatest advantage.
2/ Develop a disciplined hiring process.
Build a disciplined hiring process that includes writing out a job description, sourcing candidates, interviewing, following up, and reaching decisions. Enrich it by soliciting and synthesizing feedback from multiple references: team members, board members, and shared contacts. Utilize data-driven hiring tools like personality testing to improve fit and retention. It’s human nature to seize on commonalities and shared experiences, but those affinities can often obscure competency gaps.
For example, Tien is maniacal about job scorecards to keep interviews focused on skills, knowledge, and experience rather than just whether you like someone. His scorecards are derived from detailed descriptions of what the role entails: its context, its objectives, its challenges, its scope, and what you need the person to be able to accomplish. For important roles, he writes around a half-dozen drafts: writing, leaving it for a day, rewriting. And the best candidates? When they see their final scorecard, their eyes light up. They get excited. They can see themselves in the role. They see the future of their own story and their own growth.
3/ Diversify the gene pool.
YOU CAN’T PUT TOGETHER A GOOD BASKETBALL TEAM WITH FIVE ALL-STAR FORWARDS. BUT FOUNDERS TEND TO HIRE IN A SILO. THEY WANT THE BEST SALESPERSON. THE BEST ENGINEER. THE BEST MARKETER. THEY WIND UP WITH A BUNCH OF BIG EGOS.”
and taking advantage of a range of experienced perspectives to locate a specific suite of skills.
You need to reach beyond your own network. This is where your investors and board members can contribute, particularly for young founders. It marks the difference between essentially posting a classified ad (“Wanted: VP of Product”)
You might also consider hiring a recruiting firm. Be careful, though, because a lot of these are glorified temp firms. Look for a company that invests in understanding not only the job specifications but the culture. They need to conduct a thorough search to find exactly what you need. Avoid the folks who are just dialing for dollars.
4/ Hire for the team, not the position.
You can’t put together a good basketball team with five all-
star forwards. But founders tend to hire in a silo. They want the best salesperson. The best engineer. The best marketer. And they wind up with a bunch of big egos who can’t work together.
At a certain point, you’re going to need more experienced people. The biggest problem is that these hires have developed clear models of the “right way” to do things. If they have spent a long time at a single company, they may try to simply repeat past formulas. They will likely be more balanced if they have worked at multiple companies at various stages of growth, and even better if they have
different industry or market segment experience.
Someone coming from a big company presents another kind of challenge. If they were around during the growth and scaling of their last company, they may appreciate the lack of systems and processes at a startup. But if they joined at a more advanced stage, they could have real difficulty adjusting to the informal, unstructured nature of a startup. They may tell themselves (and you) that they will enjoy the challenge, but they tend to be thrown for a loop by the ambiguity and chaos. They label it as “naive.” As a result, your early
employees attack them as “big company” people and don’t benefit from their scaled-up models and processes.
5/ Practice extreme back channeling.
Back channeling is incredibly important. If you can’t find information about someone through your own network, cold-contact people who used to work with them. Don’t ask fuzzy questions like: Would you hire this person again? or How was your experience with X? Focus on the details: What specifically did this person do? How did they work with other people? What challenges did they face? What specific outcomes did they generate? Just because they came from a successful company doesn’t mean
they were in a role where they “made it happen.”
Why is this so important? Well, some people are very skilled interviewers. Marketers know how to tell a good story. Salespeople know how to pitch. Someone might dazzle throughout the entire process but be fundamentally unfit for the role. People who have worked with the candidate can tell you volumes. For example, you might get what Larry David calls a “non-recommendation recommendation,” in which an ex-coworker damns the candidate with faint praise. That’s always a red flag.
6/ Ask yourself: ‘Am I buying or selling?’ Finally, interviews aren’t just about assessing candidates.
They’re also about selling your company: the vision, the market, the funding, the product, the team. For experienced candidates, they have many options and weigh these fundamentals very carefully. They want to kick the tires. Here’s a simple way to think about it: When you’re buying, you’re listening— and when you’re selling, you’re talking. You need to switch gears at some point: “Do you have any questions that I can answer?” Now is your time to talk. Leverage your vision to inspire someone. Let people know their creativity is valued. This is vitally important if you want to attract people who can tolerate ambiguity and risk, because it will give them the
flexibility to be innovative. Ultimately, hiring is both an art and a science, requiring vision, empathy, and analytical rigor. By recognizing your own limitations, leveraging external expertise, and building a structured approach, you can cultivate a workforce that not only drives results, but also bonds together in spirit and collaboration. You can build a team of happy warriors.
This essay was excerpted from Founders, Keepers, copyright © 2025 by Richard Hagberg, Tien Tzuo, and Gabe Weisert. Reprinted with permission from Matt Holt Books, an imprint of BenBella Books, Inc. All rights reserved.
Emmy Award winner Mario Armstrong shares new tech finds that can help make your to-do list a bit easier—and maybe even enjoyable.
1/ A portable pick-me-up.
Few things derail productivity like the afternoon slump.
The 1.5-pound Wacaco Pixapresso [$160; wacaco.com] can get you back on track in just three minutes. Its built-in, rechargeable battery heats enough water for a fresh espresso shot without the fuss—perfect at your desk, in a hotel room, or on the road.
The compact brewer is about the size of an insulated water bottle and even stores a cup onboard. Recharge via USB in about 2.5 hours and expect roughly five shots, from ground coffee or Nespresso pods, per charge.
2/ The self-charging portable keyboard. Even the light from your desk lamp is enough to charge this handy keyboard. The Logitech Signature Slim Solar+ Wireless Keyboard K980 [$100; logitech.com] connects to up to three devices, letting you switch seamlessly between your computer, tablet, and phone. Once fully charged, it runs for up to four months in complete darkness, so you’ll effectively never run out of power. Its rechargeable cell, hidden under a discreet solar panel, is built to last at least a decade, and the keys are engineered to withstand up to 10 million strokes.
3/ A travel-ready projector.
The XGIMI MoGo 4 [$499; us.xgimi.com] comes with a built-in stand that lets you easily tilt and pivot the projector to fit almost any wall or screen. About the size of a coffee thermos, it runs for roughly 2.5 hours on its battery while streaming Netflix, YouTube, Prime Video, or any of over 10,000 apps and 800 free channels—all with punchy sound from dual Harman Kardon speakers. With 450 ISO lumens, expect a crisp display up to 120 inches. It’s perfect for presentations too, with an HDMI input.
4/ Your tiny transcriber.
When you’re not distracted by taking notes, meetings become far more productive. The Soundcore Work [$160 plus a $240 annual subscription for more advanced features; soundcore.com] handles that for you. Just place it in the center of a conference table or desk, and it captures and transcribes every voice in more than 100 languages using GPT. It’s about the size of a coin, so you can also wear it as a personal mic to record notes on the go. Hear something worth flagging? Double-tap the device, and it’ll highlight that exact moment in the transcript for review later.
5/ A spot-scrubbing vacuum.
After robot vacuums conquered dust, crumbs, and even mopping, one challenge remained: stains. The Eufy Robot Vacuum Omni E28 [$1,400; eufy.com] doesn’t scrub out pet messes or coffee spills on its own, but it helps you handle them fast. Its dock includes a built-in, corded, portable stain remover ready to go. Between bigger messes, the E28 roams your floors, using its rotating brush to reach deep into corners and suck up both wet and dry debris. Crumbs, spills, and gunk are collected in larger holding tanks.
Japan’s economic outlook is turning brighter. The International Monetary Fund (IMF) projects growth to accelerate in 2025, supported by rising wages, stronger consumption, and pro-investment policy shifts. For industries such as packaging, housing, and logistics, this momentum is creating new opportunities to innovate, expand, and deliver greater value. Companies that combine resilience with disciplined growth strategies are particularly well placed to benefit from this supportive environment.
Tomoku Co., Ltd., a Tokyo-listed company active across corrugated containers, housing, and transportation and logistics, has built a long-standing reputation for reliability, disciplined management, and consistent shareholder returns. Now, under the leadership of President Mitsuo Nakahashi, the company is pairing those strengths with a more ambitious agenda: restoring pricing power, expanding internationally, and embedding sustainability and innovation across its operations.
Mitsuo Nakahashi President
for energy-efficient living; Sweden House has proven a durable concept in this field. The transportation and logistics business, the third pillar, provides warehousing and transport capabilities that strengthen customer relationships and help balance group performance when one segment softens. Together, these businesses generate synergies and optionality across market cycles. International expansion is the next growth lever. Tomoku already operates a plant in Los Angeles, which provides an operational foothold and proximity to key customers. “The U.S. is a very strategic and prosperous market for us; with our Los Angeles plant in place, the next step is to open a second factory, ideally with partners,” says Nakahashi. In Europe, opportunities under review include the UK, Germany, and Sweden, while in Asia the company is considering logistics partnerships with strong hub and warehousing capabilities. The aim is to lift overseas sales from roughly 10% today to 15–20% over the next four to five years, ideally by around 2030—an ambition that balances prudence with progress.
Sustainability and innovation are also central to Tomoku’s model. The company aims to cut greenhouse-gas emissions by 50% by 2030, driven by a shift to renewable electricity. Operationally, it is embedding AI and digital tools to boost efficiency and reduce waste, while scaling automation where returns justify it. These initiatives go beyond compliance — they stabilize quality, cut variability, and free labor for higher-value work, strengthening competitiveness in packaging and housing.
“At the heart of our recent strategy has been a reset on pricing and profitability,” Nakahashi explains. “Over the past two years, we focused on correcting price depreciation and establishing a pricing policy that fits a volatile economy while staying fair to loyal customers.” Coupled with a dividend payout ratio raised to roughly 30% in line with medium-term profit growth, these measures have strengthened shareholder trust and positioned the company for sustainable expansion.
The company’s investor relations program mirrors that discipline. Tomoku communicates its medium-term plan with transparency and engages both institutional and individual shareholders on a regular cadence. About 10% of shareholders are currently overseas, and expanding that share is a clear priority. Financially, the company presents as stable yet under-scaled, with current annual sales around ¥200 billion. Near-term targets call for a 30–40% uplift through productivity gains, capacity additions, and selective M&A, while longer-term management has outlined an aspiration to reach approximately ¥300 billion in sales by 2030 — ambitious, but deliberately framed as a mid- to long-term goal aligned with industrial investment cycles. As Nakahashi summarizes: “We are very stable and profitable, and although we’re not large in scale, that gives us room to grow with investors who want to walk this path with us.”
Diversification is a key source of resilience. At its core, the corrugated container business remains central, with Tomoku shifting from volume to value—boosting efficiency, tightening service standards, and developing added-value products for customers who prioritize reliability and environmental credentials. The housing business aligns with Japan’s “Zero Energy House” policy, meeting growing demand
Reliability is the foundation of Tomoku’s business — the thread connecting every segment and geography. Whether in Japan, the U.S., or Vietnam, the company delivers the same standards: consistent quality, on-time delivery, and disciplined cost control. This strength is built on continuous improvement and
carefully measured investment, not risky bets. It is this dependable approach that has earned Tomoku the trust of customers and investors alike, and it is the same foundation on which the company is preparing to expand internationally.
Looking ahead, Tomoku’s story is one of balance — between stability and ambition, domestic depth and international reach, tradition and technologyenabled renewal. The roadmap is clear: strengthen the core, compound value through efficiency and service, expand capacity where demand and partnerships align, and keep shareholders at the center through disciplined capital allocation.
Nakahashi is direct that execution, not promises, will define success. “We intend to cut our greenhouse-gas emissions by 50% by 2030, including a shift to renewable electricity,” he affirms. “And we will continue partnering on AI and automation to raise efficiency and quality.” With a second U.S. plant on the horizon and selective M&A in focus, Tomoku has tangible levers to accelerate growth while safeguarding the reliability that defines its brand.
For long-term investors, that combination — proven stability with credible upside — is a rare proposition. Tomoku is not only preparing for the next stage of growth; it is positioning itself as a trusted partner in shaping the future of sustainable industry in Japan and beyond.
’ s
Want to impress an investor like Shark Tank’s Robert Herjavec? You must know what he’s looking for—and it’s not what you’d expect.
by JASON FEIFER
Robert Herjavec quit Shark Tank after its first year.
Technically speaking, he quit
Dragons’ Den which was the show’s name in Canada, where it appeared in 2006 before expanding to the U.S. in 2009. In the beginning, the show seemed destined to fail. The producers had low expectations. And the premise made no sense: Very serious investors were supposed to put real money into... random little products?
“I thought, What am I doing here?” Herjavec recalls. Before this, Herjavec’s entire career had been in enterprise sales. He’d founded a cybersecurity company, Herjavec Group, around 2003. Humble at first, it would go on to expand from a single employee to about 1,000 people globally, and has an enterprise value of about $1 billion today. He describes himself as “very, very technical.” His background is serious. “Then I do the show, and people are pitching me socks,” he says. “What do I know about socks?”
So Herjavec quit. Let someone else invest in socks, he figured.
Then Kevin O’Leary took him out for dinner. O’Leary was also on that inaugural season of Dragons’ Den, long before anyone called him Mr. Wonderful.
“There are two things I’m gonna say to you,” O’Leary told Herjavec. “Let me start with saying you’re an idiot. This show is going to be huge. The second thing is: You have to let go of the subject matter. You have to focus on the execution of the dream.”
Here’s what O’Leary was saying: Shark Tank is not a show about investing in things like socks. It’s a show about aspiring entrepreneurs’ dreams. Therefore, the sharks (or dragons) aren’t there to be “serious investors” in a traditional sense. They’re there to help test people’s dreams against reality, and to show what it truly takes to execute those dreams.
“I thought about that,” Herjavec says. “I realized that, in starting a business, there are certain execution steps that you do. You have to have an idea, you have to sell, you have to market, you have to raise money. Like, none of those things are related necessarily to the subject matter.”
Which means that, in fact, Herjavec did know a thing or two about selling socks.
So he stayed. You know the rest: Dragons’ Den spawned Shark Tank, which turned Herjavec and O’Leary and the rest of the sharks into global business celebrities. Herjavec has since done 17 seasons of the
U.S. show, along with versions of it in Egypt and Australia.
In the process, the show also brought investing into the mainstream. Venture capital became a TV spectacle. And there’s one problem with that, Herjavec says: Sometimes, people don’t see Shark Tank as a show about dreams.
They see it, as Herjavec originally did, as a show purely about investing—and a parable of what’s required to succeed.
“I sometimes worry that we’re telling people, ‘You can’t start a business without an investor,’” he says. “And that’s simply not true. Very few businesses need funding. Businesses don’t fail because of a lack of funding; businesses typically fail because of a lack of market acceptance.”
But you can see how people would get the wrong impression. In the real world, someone like Herjavec would almost never invest in the companies that appear on Shark Tank. In fact, many of these companies might never raise serious money at all. But there it is on TV. An entrepreneur says, “I need a shark to grow this business.” And a deal is made.
When people watch Shark Tank, Herjavec hopes they draw a more nuanced lesson. It isn’t about the need to get an investor. It’s simply the need to think like an investor.
“How many people get to be in the room when people like us are asking those questions and valuing a business? Before Shark Tank, nobody ever had access to that,” he says. “So even though not all businesses may need the investment, there’s a discipline in being able to answer the questions that investors are going to ask you.”
So, as you’re building a business, it’s helpful to wonder: What would Robert Herjavec ask me?
He’s happy to tell you.
If you want to think like an investor, you must get into the mind of one. What is an investor looking for? What motivates them? How do they value an opportunity?
The investor Mike Maples Jr. once described investors to me this way: “The investor doesn’t care about your desire for money,” he said. “The investor cares about getting paid for the risk they take with their money. So all investing must answer a specific question: How do I get paid for the risk I take?”
Maples Jr. is a cofounder of Floodgate, a leading pre-seed and seed-stage fund with a knack for picking winners. It invested in Twitter (back when it was called Odeo), as well as Twitch, Okta, and more. And to
Maples Jr., everything is about that word: risk. When he looks at a company, he’s simply making a risk assessment: The lower the risk, the more likely it is that he’ll invest. The greater the risk, the higher his potential upside must be.
I share this perspective with Herjavec. “Is that what you’re doing when you meet entrepreneurs?” I ask him. “Are you essentially just assessing risk?”
Yes, he said. Then he went further.
“The most common mistake I see in entrepreneurs is they think the investor is their friend,” Herjavec says. “They think when they get an investment, it’s like we’re partnering, and we’re in this thing together. To a certain degree, that’s true. But what you’re also doing is selling a piece of your business. So, what information does your buyer want to see?”
In other words: What information can help lower the perceived risk?
The sharks talk a lot about this on set, Herjavec says. Between pitches, they’re often chatting amongst themselves about what impressed them, or what didn’t, and what entrepreneurs need to do to really stand out.
They all agree: To succeed, an entrepreneur must be able to answer these three questions.
The first question is: Are you resilient?
In every segment of Shark Tank, the sharks ask about a founder’s background. Viewers often think that’s just for TV, Herjavec says—a way to create human drama. But it’s more than that.
“Before you sell me on your company or product, you’ve got to sell me on you,” he says. “I want to know what makes you. Have you failed before? What have you started before? Because inevitably, every business is going to hit hard times, and I want to invest in somebody that I believe is going to navigate those rough seas.”
The second question is: Does the data support you?
Sharks are always asking for sales numbers, but what they’re really looking for is evidence.
“The number-one thing the data tells me is: Is the story of you consistent with the data that you sent me?” Herjavec says. “You just told me how you’re great at sales, for example. Then you send me the income statement and your sales are wildly up and down.”
This is a useful way to think about data. Herjavec isn’t looking for some magic numbers or mysterious benchmarks. He’s looking for evidence of your story. If you say you’re great at sales, for example, then your data should show steady and predictive growth.
It’s market confirmation.
You can even take this a step further: If you have an idea, but investors don’t initially believe in it, then stop trying to convince them with your words…and just go gather the data that makes the case for you. For example, I once interviewed the founder of a media company for a niche audience. In the beginning, investors dismissed him. They all said there was no audience for that type of content. So the founder started a small newsletter on the cheap, grew it steadily and organically, then took that data back to investors and said:
See? The right people are signing up. They want this. That’s how he got funded. Now, here’s the final question: What’s the value proposition that this investor can affect?
In other words, if you’re pitching Robert Herjavec, what can he add to your business? Are you facing a challenge that the investor knows how to solve? Do you operate in a market that the investor has experience in? If you don’t know the answer to that, then Herjavec is often uninterested in helping you. Because he believes that his help is more valuable than his money.
Remember what he said above: “Businesses don’t fail because of lack of funding. Businesses typically fail because of lack of market acceptance.” What he’s really saying is: If money solved all your problems, then all sources of money would be interchangeable—because who cares where it came from, as long as it’s in the bank? To successfully court an investor, you must show them why they are valuable, and why their partnership can be the X factor in your business. Because that’s what they believe will make the difference.
This means you need to know their strengths, your needs, and how they align.
So I ask Herjavec: Do most entrepreneurs even know what they need?
“No,” he says.
But here’s a starting point, he proffers: For a moment, set aside what your business needs. Just think about what you need. “In order to start a great business, the entrepreneur first has to work on themselves,” he says. “Show me a small business that’s in trouble. I’ll show you an entrepreneur that’s in trouble. Show me a great small business, and I’ll show you an entrepreneur that has their shit together.”
Here’s what he means by that.
Just the other day, Herjavec was talking to a new entrepreneur. “They were telling me all the things they were not good at,” Herjavec says, “because the advice they’d gotten from someone was, ‘Work on the things you’re not good at.’”
That’s wrong, he says. His advice is the exact opposite.
“The world is so competitive that you have to take the things you’re good at and become great at them,” he says. “Because if you focus on the things you’re not good at, someone’s going to eat your lunch.”
Herjavec learned this through his own businesses, and his own mistakes.
In his early days, he tried overcompensating for his weaknesses. He wasn’t good at financials, at managing costs, and so on, so he’d work on those things and then present himself as an expert in them. But he just couldn’t compete. So he stepped back and asked himself: What am I truly great at?
The answer: He’s good at reading people. “So I over-indexed on the human element,” he says, and he left everything else to others.
Truth be told, when Herjavec first launched his company, he was no cybersecurity expert. But he was a seasoned tech entrepreneur, and he spotted an opportu-
nity. So he leaned heavily into sales, and treated it like people management.
His competitors would walk into a room and start listing off their products’ features. Then Herjavec would walk in and say, “Before I tell you about my great product, can you tell me the problems you’re trying to solve?” At that, people would open up. They’d talk about their challenges and frustrations, and exactly what kind of solution they wanted. Herjavec listened and asked questions. When he finally made his pitch, it was personalized to their needs. He’d earned their trust.
Then he earned their business. Because he doubled down on himself.
Here’s a final point about money. Herjavec is 63. He’s gathered a lot of wisdom in those years, much of it hard-earned. And like the value-oriented thinker he is, he’s come up with an interesting way to weigh that wisdom.
He lays out a scenario for me: When he was 22, he could have been given a choice—to get $5 million to start a business, or to get advice from his 63-yearold self. The question is: Which would have been more valuable?
And his answer is unequivocal: The advice is more valuable.
Why? Because the profits from his advice would vastly outweigh the value of that $5 million.
It goes back to what he said earlier—that very few businesses need funding, because funding isn’t the reason most businesses succeed or fail. Now he goes further: “If capital and a fancy education were the only requirements for success, then every MBA working at an equity firm would be Steve Jobs,” he says. But they aren’t. Money is good, and investors can be valuable, but make no mistake: Money does not solve problems by itself, and it does not accelerate businesses on its own.
“It’s the human element,” Herjavec says. “Ask: ‘What am I good at? What’s my skill set?’ Once you figure that out, how do you then convert that to a valuable product or service? You have to have a love for running a business. You have to have a love for your craft. So for me, the first thing you have to love is yourself.”
That’s how an investor thinks. And you can take that to the bank.
Jason Feifer is Entrepreneur magazine’s editor in chief.
If your sales calls are falling flat, steal this strategy.
Years ago, Robert Herjavec hired a young sales guy. The kid was smart, professional, and learned everything about the company’s products. But he couldn’t close a deal.
“This kid’s a loser,” his sales manager told Herjavec. “Let’s get him outta here.”
But Herjavec wanted to join a few calls with the kid first. What he observed was telling: The kid did nothing wrong, but he also did nothing to connect with his clients.
So Herjavec gave him some unusual advice: “On your next sales call, I want you to walk in, sit down, don’t say anything for like a minute,” Herjavec told him. “Then look the client in the eye and say, ‘I’m so thankful for you taking this meeting. But I have to be honest, I am so nervous. This is my first sales call.’”
The results were immediate: The kid started closing major deals. Why? Because he shocked the narrative. It’s one of Herjavec’s greatest sales strategies.
Here’s the problem, he says: In most professional situations, people think they know exactly how things will go. They’re expecting a standardized, predictable experience. Which means they’re mentally checked out before you even begin.
“People don’t really wanna listen to you,” Robert told me. “When you go on a sales call and you sit down and you’re so excited, the client is thinking: How the hell do I get this person to leave?”
In other words: They already have a narrative about how this will go. So to get their attention, you must shock that narrative—to do something so unexpected and genuine that it forces people to look at you anew.
In the case of his young salesman, the strategy appealed to their clients’ emotions. “We are selling to middle-aged men, typically in IT,” Herjavec says. “As soon as that young salesman said he was nervous, our clients all start thinking: ‘He’s like my son. I want to help him.’”
(To be clear, Herjavec says, the performance wasn’t a total lie. The kid really was young and nervous.)
The next time you’re trying to stand out, think about the narrative you might be stuck in. You can start by asking yourself:
1/ What are people expecting?
2/ How can I go beyond that?
And it’s worth recognizing: The answer may not be what you expect. For example, Herjavec’s advice to that kid seemed bad! Sales is supposedly all about confidence; who would admit nervousness? But it worked, which goes to show: Even we have narratives about our own work. Before we shock anyone else’s narrative, we must shock our own. Good is forgettable. Safe is interchangeable. Expected is nothing short of underwhelming.
Shock those narratives. Then tell a better story. —JASON
FEIFER
In this exclusive list for Entrepreneur, AngelList identified emerging early-stage investors who have a great track record and love working closely with founders.
It’s the first big question in anyone’s fundraising journey: “Who should I pitch?”
The answer might be: Pitch an emerging investor.
Why? For good reason, according to the team at AngelList, who we partnered with to make this list: Emerging managers bring a distinct mix of energy, focus, and accessibility. Because they’re actively building their reputations, they tend to be deeply engaged with the founders they back—and are often more open to unconventional ideas, backgrounds, and business models. Their funds are typically sized
to participate meaningfully in early-stage rounds, allowing them to invest earlier, build conviction faster, and form deeper relationships with founders from the start.
To create this list, AngelList began with a dataset of several hundred venture GPs and then focused on sustained performance, portfolio quality, and consistent early-stage activity. They then prioritized reputation and founder credibility, strength of top investments, and deal-leading activity. The result highlights firms (and their leaders) with meaningful traction—and signal for founders (like you!) to engage.
Wiz Khuzai leads Spacecadet, which invests in Spacecadets and markets their moonshots. Their goal? To seek and support the boldest, brightest founders to build world-changing moon-
Toyin Ajayi, Jaclyn Rice Nelson, Lindsay Ullman, and Ashley Mayer lead this earlystage firm powered by active founders and operators. They aim to create the venture product they’ve always wanted: specific, tangible support from people still in the trenches.
GPs Nick Davidov, alongside Marina Davidova, Mel Guymon, Alexey Rybak, and Charles Ferguson lead this venture firm focused on pre-seed and seedstage companies. They focus on repeat founders in AI, machine learning, robotics, fintech, enterprise software, and biotech.
Cambrian Ventures is founded by Rex Salisbury, a former partner at Andreessen Horowitz. He funds preseed and seed startups that are reshaping the financial services landscape through technological innovation.
Maya Bakhai is the founder and GP of Spice Capital, which seeks visionary founders building net-new ideas. Spice Capital is a first-yes firm investing into pre-seed and seed rounds. Since 2021, Spice Capital has backed 50-plus startups across AI, blockchain, fintech, consumer, and deep-tech.
Max Altschuler and Paul Irving focus on earlystage B2B SaaS companies founded by great go-to-market (GTM) operators. Their network of VP and C-level GTM leaders helps identify top startups, support due diligence, and help portfolio companies.
Pete Soderling and Yang Tran write first checks to enterprise startups that use emerging tech to transform how businesses operate—backing dayzero engineer-founders building technically differentiated startups.
Dan Teran and James Gettinger invest in preseed and seed-stage software and tech companies that reshape major industries or solve existential problems. The firm seeks exceptional founders tackling issues of affordability, economic mobility, and sustainability.
Mark Scianna invests in startups modernizing critical industries through applied AI. Scianna, who worked at Palantir for 11 years, primarily invests in the defense, energy, industrials, and AI sectors, leveraging active-duty and veteran networks to bridge U.S. government challenges with startup solutions.
Anand Iyer is the GP of Canonical, a San Francisco-based early-stage VC firm backing founders building deep technology companies. The firm invests in technical founders developing open and decentralized AI infrastructure that will power a post-AGI world.
Ben Zises’s early-stage fund backs consumer, proptech, and futureof-work startups. It invests early, stays close to founders, and doubles down as breakout growth and strong data emerge.
Allison Pickens invests in founders who are building AIpowered enterprise software, which draws on Allison’s experience as Gainsight’s former COO and a board director for leading SaaS companies.
Jay Zhao is the GP of Leonis Capital, a research-driven venture firm investing in exceptional early-stage startups. The firm backs AI-first companies at the seed and pre-seed stages, leveraging deep research to identify breakthrough trends before they reach the mainstream.
Somrat Niyogi is a preseed and seed “first check” B2B investor for horizontal and vertical AI applications. Recall Capital leverages their deep operating experience to help founders achieve go-to-market (GTM) fit through hands-on GTM coaching and pipeline generation.
James Mumma and Chris Nakutis Taylor (First 200 employees at Uber; founding team of Uber Eats) run this early-stage fund that’s focused on foundational industries, networkeffect businesses, and marketplace models.
Sundeep Ahuja is the founding GP of Climate Capital, one of the world’s most active climate investors. The firm backs companies across energy generation and transmission, critical minerals, wildfire prevention, and nuclear, providing founders with comprehensive support.
Yiğit Ihlamur and Fuat Alican lead Vela Partners, an AI-native VC fund built from day zero. From the beginning, the firm has used AI to find and evaluate companies, partnering with founders building in AI and other software domains.
Jeroen Bertrams and Sundeep Ahuja (also of Climate Capital, above) are the GPs of Duro Ventures, which invests in exceptional founders at the earliest stages across AI, B2B SaaS, dev tools, consumer, and health tech. The firm’s portfolio includes standout companies such as Turing, Substack, and Shef.
Ryan Hoover and Vedika Jain back earlystage startups shaping what’s next. With the support of 350-plus operator LPs, their portfolio spans weird consumer to boring (but big) B2B, led by cutting-edge founders.
Andreas Klinger invests across hardware, automation, AI, robotics, and frontier tech in Europe. His firm focuses on backing ambitious founders leveraging new technologies and is known for championing systematic change in Europe’s startup ecosystem.
George Rzepecki focuses on the intersection of software and network effects in Africa. His firm partners long-term with founders of categorydefining African software and internet companies.
Itamar Novick invests in pre-seed tech startups disrupting antiquated industries using data and AI. The firm partners closely with founders to build momentum, move quickly, and help secure smart capital to scale their businesses.
Todd Goldberg and Rahul Vohra are generalist investors focused on supporting earlystage founders with bold ideas. The firm backs ambitious startups with $300K to $500K investments, helping founders find product–market fit, accelerate go-to-market, and raise from top-tier investors.
Alex Pattis is the GP of Riverside Ventures, a generalist venture capital firm investing in high-growth technology companies. It has invested in 300-plus companies and does not typically lead or
Daniel Rumennik and Lenny Rachitsky are the GPs of AirAngels, which invests in earlystage tech that transforms the way people live, work, and play. Daniel and Lenny are former Airbnb operators who leverage their global network and deep expertise to help founders scale.
Jenny Fielding and Scott Hartley back preseed founders building the future of money, health, and work. The firm has grown from a New York–focused fund into a global operation with over $100M AUM and 300-plus portfolio companies, backing founders in more than 30 countries around the world.
Ben Narasin is the GP of Tenacity Venture Capital, which invests at the seed stage—the top one basis point of the thousand-mile journey. The firm focuses on early-stage technology companies and supports founders through the challenges of building enduring businesses.
Sriram Krishnan and Sunil Chhaya lead this early-stage fund backing founders building the next generation of B2B companies. They partner closely with ambitious technology founders from day zero, providing hands-on support and guidance.
Utsav Somani is the GP of iSeed, which backs Indian founders with their first checks in the U.S. and India. The firm invests in early-stage technology startups and is supported by a global network of founders and investors helping Indian entrepreneurs scale internationally.
Christopher Golda is the founder of Rogue Capital, a San Francisco–based earlystage venture firm investing in high-growth technology startups. A former engineer and founder of BackType (acquired by Twitter), he brings deep product and fundraising experience, having invested early in startups such as Benchling, Coinbase, and Supabase.
Zach Coelius invests in early-stage B2B and B2C software. The firm backs unconventional, high-potential ideas with checks ranging from $200K to $1M, with past investments including Mercury, Cruise, Booksy, Branch
Kevin Carter and Colt Sauers back exceptional founders building in massive markets. Founded by Carter, the firm invests $300K to $500K at the earliest stages across technology sectors and has a portfolio that includes companies such as Zip, Underdog, Kalshi, and Deel.
Draft Ventures is a venture fund and venture studio by Artia Moghbel and David Rodriguez. The firm invests in, incubates, and advises pre-seed and seed stage companies in AI, fintech, proptech, and climate tech.
The global retail sector is undergoing a dramatic transformation, shaped by shifting consumer behavior, digital disruption, and the rise of value-driven shopping. According to industry analysts, discount and variety retailers are among the fastest-growing segments worldwide, as consumers seek both affordability and innovation in their daily purchases. Within this dynamic landscape, few companies embody these trends more powerfully than DAISO — the iconic Japanese retailer that has grown from its humble 100yen shop roots into a global lifestyle brand — bringing the joy of shopping to millions worldwide.
DAISO’s evolution is also reflected in its expanding brand portfolio. What began as a 100-yen shop concept has grown into a broader lifestyle ecosystem. Standard Products offers minimalist, eco-friendly, premium goods, while THREEPPY caters to younger consumers with trendy, fashionable items. Together, these sub-brands support DAISO’s repositioning from a discount retailer into a full-fledged lifestyle brand capable of competing globally not just on price, but also on design, sustainability, and cultural relevance.
As of 2025, DAISO operates 5,670 stores worldwide in 26 countries and regions, expanding at nearly 400 new stores a year — more than one every single day. Its scale in Japan is unmatched, with 4,625 stores across all 47 prefectures, and its international expansion continues to accelerate, particularly in North America and Asia.
The United States has quickly become DAISO’s central growth stage, with 220 stores already open — heavily concentrated in California, Texas, and Illinois — and an established presence in Arizona, Florida, Nevada, New Jersey, New Mexico, New York, Oklahoma, Washington, and Hawaii. Expansion is accelerating further in 2025, with new stores planned across Colorado, Utah, Oregon, Texas, and other states, underscoring DAISO’s ambition to build a truly national footprint.
To support this growth, DAISO is also exploring local U.S. manufacturing — a move that would shorten supply chains, improve responsiveness to American consumers, and even allow U.S.-produced goods to be exported back to Japan. Rather than simply chasing store count, the company has refined its strategy to focus on flagship stores in key cities, driving higher sales per location and strengthening human resources and training. As President Seiji Yano explained,
“We are no longer just opening more and more stores for the sake of expansion. Instead, we are focusing on having strong flagship stores in major cities and achieving higher sales per store. We consider the US a key market.”
The results speak for themselves. When DAISO opened in Chicago, more than 300 people lined up overnight, an event widely covered by local media. In Arkansas, the store’s first-day sales even surpassed the legendary opening of DAISO’s flagship in Ikebukuro, Tokyo — clear evidence of the brand’s growing cultural resonance in the U.S.
At the heart of DAISO’s advantage is relentless innovation and agility. The company manages 70,000 products, with 35,000 actively sold, and introduces more than 1,300 new items monthly. Ninety percent are developed in-house, embodying Japanese monozukuri craftsmanship. As President Seiji Yano explained, “We can develop new products so quickly. If they sell, we keep them; if not, we replace them.” This rapid cycle keeps DAISO aligned with shifting consumer preferences, delivering locally resonant products while preserving its distinctly Japanese DNA — the cornerstone of its global success.
DAISO was recently honored with the International Retailer of the Year Award, affirming its status as a global leader in retail innovation and a testament to its ability to evolve from its 100-yen roots into a lifestyle powerhouse.
Partnerships also play a key role in DAISO’s international strategy. The company works closely with mall operators, landlords, and developers, positioning itself as a reliable anchor tenant that attracts steady traffic. Its stores appeal to diverse communities — including families, students, and multicultural groups — offering developers a proven magnet for footfall and repeat visits. Looking ahead, DAISO sees potential for future growth in Mexico, though its primary focus remains firmly on the U.S. market.
Sustainability is increasingly woven into DAISO’s vision. The company emphasizes eco-friendly packaging, sustainable sourcing, and durable product design, aligning with its ambition to be part of people’s “lifestyle infrastructure.” For Yano, the mission is clear: “We want to deliver products at a price that is easy to reach, while offering high quality that enriches people’s daily lives. From children to grandparents, DAISO is for everyone.” With a target of achieving one trillion yen in sales in the near future, DAISO continues to grow with integrity, agility, and innovation at its core.
From its early days as a 100-yen novelty shop to becoming one of Japan’s most iconic global brands, DAISO’s journey is one of constant reinvention. Its blend of craftsmanship, customer-first experimentation, and bold international vision has made it a lifestyle powerhouse with universal appeal. In the U.S., DAISO is no longer just a store — it is becoming a cultural phenomenon, bringing affordable quality and a touch of Japanese ingenuity to everyday life.
Congratulations to the 2025 Pepperdine Graziadio Business School’s Most Fundable Companies presented by the Singleton Foundation for Financial Literacy & Entrepreneurship. In our eighth year, more than 2,300 early-stage US startups from across all 50 states vied for a space on the list. All 14 winners are worthy of serious investor consideration based on several variables, including financial projections, market opportunity, intellectual property, competitive advantage, and team-management expertise. Serving as a free resource for startups looking to source capital and accelerate innovation across industries and communities, our program educates founders on investor diligence and provides critical business assessments.
At Pepperdine Graziadio, we believe that developing purpose-driven leaders involves connecting early-stage companies with the resources needed to positively impact the business market. Supporting aspiring entrepreneurs is at the core of Graziadio’s mission, and our Most Fundable Companies assessment provides valuable insights on how businesses will appear to top investors—driving beneficial outcomes for all stakeholders.
All startup submissions generate objective, personalized feedback through our scoring system to improve readiness for funding. Approximately 100 companies proceed to the semifinals, completing a more in-depth qualitative assessment to further refine and verify scores. During the finals round, a panel of judges interviews and selects the winners. View all finalists and semifinalists at bschool.pepperdine.edu/mfc-list.
Disclaimers: The Pepperdine Most Fundable Companies List does not represent an offer to sell securities. It does not constitute investment advice, nor is it an endorsement of any particular product or service. Pepperdine University is not a broker-dealer and does not perform services provided by a broker-dealer, including but not limited to any financial or investment advising.
Brooklyn, NY
Los Angeles, CA
Los Angeles, CA
Del Mar, CA
Fresno, CA
Houston, TX
Phoenix, AZ
Playa Del Rey, CA
Tucson, AZ
Montrose, IA
Compton, CA
Nathan Poon, Matthew Sargeant
Gene Eidelman, Ross Maguire
Delilah Lanoix, John Harris
Michael Kratzer
Waldo Moraga, Luis Aranda
Rawand Rasheed, Brad Husick
Andrew Ekmark, Samantha Ekmark
Ashley Harmon
Evan Unger
Philip Schwarz, Luke Phelps
Monica Williams, Dana Roberts, Jarrod Shaw
Nicole Paulk
Anders Sideris, Mitchell Turley, Shri Prabha Shivram, Phoebe Dijour
Andrew Parlock, Kendra Parlock
Avol builds autonomous electric aircraft to deliver products up to 11x faster for lower cost than driving, starting with medical deliveries.
Azure is changing the construction industry by leveraging 3D printing technology using recycled polymers to prefab homes 70% faster and 30% cheaper than existing methods.
Butterfli provides scheduled and on-demand assisted transportation to individuals with mobility barriers by using a proprietary SaaS technology platform serving B2B and B2C customers.
City Twig builds AI and software that integrate data, decisions, and operations through Hulii, an AI sales assistant that boosts distribution and efficiency.
ECO2MIX provides carbonic acid pH control as a service across the agriculture and golf industries. The product improves yields and lowers inputs. The company is cash flow positive with carbon credit potential.
Helix Earth Technologies is developing new NASA-born hardware to improve ventilation indoors and save energy used in air conditioning.
Ink'd Greetings is disrupting a multitrillion dollar greeting and gift card market by allowing consumers to rapidly select, personalize, and print greeting and gift cards on demand in over 100 retailers.
Mela Vitamins is building the first wellness brand designed for people of color, addressing a $16B market gap with science-backed supplements.
Microvascular Therapeutics develops patented ultrasound microbubble and nanobubble platforms, targeting multi-billion-dollar cardiovascular, oncology, and neurology markets by transforming ultrasound from diagnostic imaging to cure.
PVpallet helps solar, electrical, and manufacturing companies eliminate waste with reusable pallets, bins, custom packaging, and tracking software that reduce damage, cut costs, streamline logistics, and deliver sustainability analytics.
Scarlet by RedDrop creates puberty care products and education for tweens and teens, serving families, schools, and retailers with proven traction, profitability, and national growth.
Siren Biotechnology is pioneering the world’s first Universal AAV Immuno-Gene Therapy platform for cancer, bringing scalable, live-saving therapies to millions.
Somnair is developing the first wearable noninvasive neurostimulation oral appliance to treat obstructive sleep apnea, offering a safe, effective alternative to improve patient sleep health.
Space Phoenix Systems is a logistics company, providing easy, affordable, ondemand, return-trip access to space for the emerging $2.3 Trillion In-Space R&D and Manufacturing economy.
Just use this 5-page template.
Here’s the best and worst part about a pitch deck: It should be short Founders always want to go long. They have so much information to share, and so many points they want to make! But that just muddies the pitch.
So we asked Rollups by AngelList (it’s an AngelList brand that helps companies fundraise) to share their ideal pitch format—and they gave us this. It’s just five pages.
Brevity forces focus. After all, investors don’t want to know everything about your business—not initially, at least. They just want to understand if you’re solving the right problem, and if you’re the people to make it successful.
Don’t worry—five isn’t a standard you must hit. If you need a few more pages, nobody will be upset.
So, what belongs in those pages? Follow this template, and best of luck in your pitch meetings!
1
▶VISION
Think bigger than your V1 product. Share your vision for how the world should look when you’re done.
▶POTENTIAL
Your purpose and vision should illustrate what happens if things go really well for your startup.
▶POV
Do you see the world differently than others? What is everyone else wrong about, and why?
WHO/ Who has the problem? Be specific. What is their job title? How do they spend their time?
WHAT/ What is their problem in five words or fewer? Make it painfully obvious.
WHERE/ Is this a global problem?
WHY/ What is the root cause of the problem? Even better if this is an “earned secret” only you know.
WHEN/ Does your user/customer only have this problem once? Do they face it daily? Monthly?
KILLER FEATURES/ Pull the top two to three features out of the demo and list them on the page. Focus on the ones that draw users and customers to your product.
DIFFERENTIATION/ Subtly show what makes your solution unique, but don’t launch into a full competitive analysis (yet).
SANITY CHECK/ Is it apparent to a new reader that the “Solution” slide answers the “Problem” slide?
▶SOURCES
Link to social profiles. Include press coverage.
▶LOGOS
Where has the team worked before?
▶IMPACT
What impact did they have there?
▶VALUE
What unique value do they bring to your startup?
▶HISTORY
Does the team have a history of working together?
TIMING/ What has happened recently that makes now the right time for you to exist?
PATH/ Show how a path to exponential revenue growth is possible.
TRACTION/ Share data on first customers/users/ pilots. Include testimonials. Have you won any big names, and can you show their logos? Any evidence that you might unseat an incumbent?
GTM/ What is your go-to-market (GTM) or distribution strategy? Do you have evidence that it is a reliable machine?
Don’t include this in your pitch deck, but have it ready for when investors ask.
ROAD MAP/ What next milestone will this funding round enable you to reach?
CAP TABLE / Detailed view of company ownership plus founder stock purchase and IP assignment agreement(s).
CUSTOMER ROSTER / Investors may want to see where revenue is coming from. Can be deidentified (i.e., “Customer #12”).
FINANCIALS/ Historical and forecasted P&L for next one to two years, plus a balance sheet/cashflow statement.
COMPETITION / Competitive analysis table.
ASK/ How much you’re raising this round and high-level use of funds.
If you’re building an AI company, the fundraising rules have shifted. Here’s what it takes to succeed.
by AVLOK KOHLI, CEO of AngelList
We’re living through one of the biggest technology supercycles in history. Artificial intelligence isn’t just a new feature or platform—it’s a new substrate, the layer upon which the next generation of companies will be built. Think back to what AWS did
for cloud computing. Suddenly, the world had on-demand compute, and that infrastructure change unleashed an entire generation of software companies. AI is that, but multiplied by a thousand. For the first time, human-level intelligence is available on demand, anywhere. Every product, every workflow, every industry will eventually rebuild
itself around that reality.
At the foundation layer, we have large model companies providing the “intelligence utility.” Above that, founders are racing to build the application layer—companies that leverage this new substrate to solve real problems. What’s fascinating is that every layer of this stack is advancing simultaneously. The infrastructure is evolving, the tooling is evolving, and even the act of shipping software is changing. We are in a feedback loop of accelerating capability.
Because this technology is real—because it replaces a portion of human labor and intelligence—AI-native startups are scaling faster than ever. But that acceleration has consequences. It’s changing what investors expect from earlystage companies.
Two or three years ago, you could raise a Series A with promising usage metrics and an early customer or two. Today, investors are benchmarking you against a completely different cohort— companies with real revenue, high growth velocity, and clear signs of market pull.
The result is that the fundraising market has bifurcated. At the pre-seed and seed stages, not much has changed: It’s still art over science, still about backing founders and ideas. But once your product hits the market, momentum becomes everything. If your growth isn’t among the best of the batch, you’ll find fundraising to be brutally competitive.
Founders need to internalize that venture is a relative game. Investors are choosing from the option set in front of them, and that set is stronger than ever. The median startup today is simply better—better product, faster growth, more measurable traction. The bar has risen, and there’s no going back.
At the same time, founders should be deliberate about which problems they choose
to solve. Many categories are already overcrowded—AI copilots for developers, AI assistants for vertical niches, AI analytics for X. When 10 teams attack the same category, only one or two can truly break out.
The opportunity lies in identifying new frontiers— problems that are underserved or newly possible because of AI’s capabilities. As the substrate shifts, new categories emerge faster than we can name them. Staying close to the technology and listening to where users are pulling innovation is how you stay ahead of the crowd.
And remember: Venture capital is a grand-slam business. If your goal is to build a profitable, steady company and take some money off the table, that’s admirable—but, in that case, you shouldn’t raise venture capital. Once you do, you’ve opted into a pact to build something market-defining, something enormous and enduring.
At AngelList, we watch this world closely—and we see it constantly evolving. It’s why our mission is to give investors and founders new ways to connect, whether that’s by helping emerging managers raise and deploy capital efficiently, or building products like Roll Up Vehicles (RUVs) to let founders raise smaller checks from a wide network of supporters.
Today, we’re seeing a barbell market emerge: On one end, massive multistage firms that can deploy billions; on the other, solo GPs and micro funds operating with agility and speed. The middle, which was traditional Series A firms, is thinning out.
Where this goes next is hard to predict. But one thing feels certain: the United States remains the gravitational center of this boom. And the innovation will only accelerate.
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Jenny Fielding has taken meetings with entrepreneurs all over the world. She says the founders who make the best impression are those who are willing to go off-script.
by MORGAN LAVOIE
Entering into the world of venture capital for the first time can be overwhelming. How do you show investors you have what they’re looking for? What even are they looking for? Jenny Fielding knows. She is a cofounder of Everywhere Ventures, a globally oriented seed and
the ideal outcome is a check, when it actually might be a second meeting. What’s the best mentality to have when going in?
Try to make a personal connection. Get to know each other and how you’d interact. Yes, you will be talking about your business, but really let your own qualities shine through, because that’s what’s very attractive to investors. For instance, one of the things investors look for is whether you can steer the conversation in a friendly way.
story of that personal journey. We call that foundermarket fit. It’s important because this is going to be a decade-long journey at least. And if this is just some kind of fly-by-night thing that you thought was interesting, or a white space that you identified in a business school class, we’re not sure you’re gonna have the determination to see it out. So it’s super important to make it known what your connection to the problem is, through your life experiences.
What should a founder do if the answer is “no”?
pre-seed fund backing high-potential founders, and she has a wealth of experience from the other side of the conference table. Here, Fielding offers her best advice on how to make a positive first impression.
Let’s talk about the first meeting—which can be very intimidating. A lot of founders think
So as comforting as it may be to come prepared with a script, you should also be able to engage with what the interviewer is interested in— even if it’s not on that script. You hit it right on the nail. I’m looking for how responsive you are to information and how you’re able to zig when others zag. If you’re set on, This is how the conversation’s gonna go this is how my business is gonna go, it’s gonna be tough to run a startup. And not just with investors. Your job as a leader is to understand what’s going on, so you can help your team thrive. Say you want to talk about product with one of your teammates, but she’s having a horrible day. You need to be able to unpack that with her. So I definitely want founders to be prepared, and it is fine to go through a script. But you also have to be prepared to answer questions, be interrupted, and be dynamic.
That speaks to the idea that investors invest in people, not companies. A lot of founders feel like the scariest part of the pitch is the “Why you?” question. Do you have any insight into how to answer that?
Have a personal connection to the problem, and tell the
“No” is a gift, because you’re not wasting time on an investor that is not going to invest. And if you can turn that “no” into some information by really unpeeling it—What didn’t resonate? What could I have done better? Where do you think the gaps in my pitch or my business are?—that information is gold. Take it as a learning opportunity.
If an investor doesn’t give you feedback, can you ask for it?
Yeah I mean, there’s really no incentive for the investor to close that door, right? Who knows, they might wanna come back later on. So try, but you don’t have to be pushy about it. If the response is, “Hey, you’re just a little too early, but keep in touch,” another thing you can do is ask, “Can I put you on my quarterly update?” That’s a great way to stay in touch, but a little bit more passively, until the next round.
But you need to be resilient. You’re going to get noes from customers, from investors, from the market, from your engineering team. You’ve just got to have really thick skin. It’s a numbers game. There’s so many investors out there. Keep on cultivating those relationships and building your lists. You just need one “yes.”
Japan stands at the forefront of the reuse industry, setting global standards for quality, trust, and innovation. The reuse jewelry industry in particular is booming and is projected to more than double by 2033. As consumer awareness grows, what was once dismissed as secondhand is increasingly celebrated as sustainable luxury.
At the forefront of this shift is Kishun, a Japanese company founded in 2014 and specializing in “urban mining.” Rather than extracting new resources, Kishun breathes new life into pre-loved gemstones and diamonds. Managing appraisal, design, and craftsmanship entirely in-house, the company blends ethical sourcing with Japanese monozukuri, or devoted craftsmanship. In just 11 years, it has grown from humble beginnings into a pioneering brand redefining sustainability in Japan while earning recognition on the global stage. Its mission is not simply to recycle, but to reframe jewelry—transforming the old into something newly precious.
The past two years have been transformative for Kishun. President Shun Tsuji explains that much of this period was devoted to strengthening the organization, developing talent, and building platforms for expansion. The effort paid off: sales have doubled in just two years, reaching ¥78 billion, and momentum continues to build. “Two years ago, we thought we were prepared for growth,” Tsuji reflects. “But now that the market has accelerated even more, we see we must prepare further still.” What began as preparation has become rapid expansion, placing Kishun firmly at the center of Japan’s reuse jewelry industry.
Shun Tsuji President
that goes beyond international lab standards. This expertise allows the company to uncover hidden value in colored stones and educate both partners and consumers on their worth.
Several forces are driving this success. The reuse jewelry industry is expanding quickly across Asia, with rising demand in Taiwan, China, the Philippines, and Thailand. The weaker yen has made Japan especially attractive
for overseas buyers seeking high-quality reused jewelry. Kishun also benefits from Japan’s reputation for authenticity and durability—qualities that reassure buyers who might hesitate in uncertain supply chains. By transforming existing jewelry into new creations, the company delivers both provenance and cultural value. In an industry where authentication is everything, Kishun’s proprietary appraisal system ensures that every jewel carries a verified story of origin and value.
A defining strength of Kishun is its expertise in colored stones. Unlike diamonds, which are relatively straightforward to appraise, colored stones are complex and often undervalued. For decades they were overlooked, while platinum and diamonds dominated the market. Kishun invested heavily in building a deep knowledge base and developed a proprietary appraisal system
Pearls are another area where Kishun stands apart. Traditionally, pearls were cultivated over three to four years, producing thicker layers and greater durability. Modern mass production has shortened the process to just one or two years, resulting in thinner coatings and less longevity. Kishun champions the authenticity of traditional pearls, valuing their ability to be passed from one generation to the next. The company’s philosophy is simple yet powerful: “old jewels are more valuable.” By prioritizing durability and authenticity, Kishun ensures its creations carry meaning as well as beauty. Kishun’s ambitions are global. The company has expanded into Bangkok, Hong Kong, Taiwan, and Dubai, while also maintaining a strong presence at international exhibitions such as the Las Vegas jewelry summit. These efforts are already paying off, with sales tripling in some regions and margins steadily improving. Kishun’s international strategy centers on B2B partnerships with wholesalers and retailers, where professional appraisal and trust are paramount. The goal is clear: to become the world’s preferred supplier for jewelers—delivering products that unite ethical sourcing with cultural depth. At the same time, Kishun is extending its reach directly to consumers. Through exhibitions, pop-ups, and its e-commerce platform, Pocket by Kishun, the company brings its philosophy and craftsmanship to the public. While B2B remains the core business, consumer engagement plays a vital role in building brand awareness and cultivating a new generation of conscious buyers who see jewelry not only as beauty, but as a statement of environmental responsibility. Partnerships will play a defining role in Kishun’s next chapter. President Shun Tsuji welcomes collaborations not only within the jewelry industry but also across sectors. He believes that diversity of perspective is essential to reframing value: a single jewel can hold entirely different meanings depending on culture and context. “If we look at the same jewel from different angles, with different cultural eyes, hidden value emerges,” he explains. This openness extends to collaborations with IT and AI companies, as Kishun sees technology as a catalyst to bring fresh perspectives and innovation to a sector that has often lagged behind.
At the heart of Kishun’s story is President Shun Tsuji’s entrepreneurial philosophy, rooted in humility. He insists the company has not yet reached the peak of its success, but is continually in the process of creating it. From childhood, Tsuji was inspired by the idea that discarded stones could hold hidden value—a belief that became the foundation of Kishun. Today, he reminds employees that they are not simply selling jewelry, but creating meaning. “We don’t sell jewelry,” Tsuji says. “We create value—and that value is measured by the happiness it brings to people.” His vision extends beyond business to embrace culture, society, and the responsibility to contribute positively to the world.
Kishun is redefining Japanese craftsmanship—seamlessly uniting tradition and innovation with sustainability and global reach. By reshaping the very meaning of jewelry, the company shows that true luxury is not only exquisite, but also ethical, enduring, and profoundly human. For President Shun Tsuji, the mission extends beyond business itself: jewelry must not merely radiate, but embody the power to inspire joy, meaning, and lasting value for generations to come.
scales rapidly and has the potential to grow to a massive size. For many, many businesses, VC is not
should a founder begin
considering VC?
Get as far as you can bootstrapping and getting a lot of validation to the point where it becomes obvious. If you should raise venture capital, you’ll know it. If you’re operating in a massive market, and you’re working on something that really starts to click, you’ll start to feel this pull from customers. They’ll be trying to give you a bunch of money, and you’ll realize there’s an opportunity to accelerate everything you’re doing by partnering with a capital partner. There’s so much transparency in the venture capital ecosystem today if you have a business that’s starting to take off, investors will probably start reaching out to you.
Kevin Carter has invested in over a thousand companies, dozens of which have gone on to billion-dollar valuations. He says that if venture capital is right for your business, you’ll know it. The harder part will be knowing who you should take it from.
by MORGAN LAVOIE
Venture capital is a powerful tool to scale startups, but is it the right tool for your startup? According to major VC investor Kevin Carter, not necessarily. Throughout his career, Carter has invested in more than 1,000 early stage companies, dozens of which have gone on to billion-dollar valuations. He entered early into disruptive companies like Airbnb, Stripe, and Snap and
now his firm Night Capital backs high-potential founders in massive markets. Here, he shares how to decide whether venture capital can take your business to the next level, and if so, which investors are worth partnering with.
So what kind of business is right for venture capital?
In reality, venture capital is a very specialized tool for building a very specific type of business: one that
founders. When a founder is at a very early stage, raising the first round or two, they’re kind of orchestrating a syndicate of investors that come together. You want to think about bringing on a group that is going to help across the vectors that could be useful for your business: finding some investors that have some operational experience and might be more hands-on day-today in operations, investors who have a big network and can make connections for future rounds of funding, and investors who have a specific domain expertise and are able to provide insights based on their specific knowledge of a specific industry. All of those can be valuable.
How much can founders ask for advice when facing problems without worrying they’ll shake investor confidence?
What sort of questions should a founder ask investing partners to make sure it’s a good match? Ask about the investor’s story, their background. What other companies have they worked with? Who are they working with now? Where does the capital for their fund come from? How do they work with their portfolio founders? What does the cadence of communication look like? In a good scenario, this will be a 10-plus-year relationship, so you want to get it right. You’re thinking of the money first, but also think about all the other components of that partnership.
So what does a good investor bring to the table, in addition to capital?
We’re also kind of a service provider. We’re there to help when founders have issues—good or bad. Typically, those are bigger inflection points: fundraising, hiring talent, governance in operational issues. Internally, I do a lot of connections to other experts in my network. But different investors play different roles with their portfolio
You should feel comfortable going to them. Transparency is hugely valuable. The founders who are sending regular updates, notifying investors about issues as soon as they arise—they are going to do better. If you have the right investors around the table, they’ll be expecting problems. They’re there to help solve them.
I’ve got to ask about AI. In Q3 of this year it accounted for 62.7% of venture funding. But there’s also a lot of talk about a bubble. When they pitch, should founders be leaning into AI features? With everything that’s happening in AI, the barriers to entry for building something of value have gone down dramatically. But I think the important thing is still building something of value to customers, that they are gonna wanna pay for. I think worrying about the optics of pitching a company as AI is focusing a bit on on the wrong thing. Finding what you’re genuinely passionate about and meant to do is extremely important. It cannot be talked about too much. You don’t need to build something in AI just because you keep hearing people talking about AI.
The global manga industry has transformed into a cultural and commercial powerhouse over the past decade. Once considered a niche outside of Japan, manga now generates billions in worldwide sales, driven by digital distribution and the rise of webtoon-style formats. In North America, comics and graphic novel sales reached $1.94 billion in 2024, a 73% increase since 2019, with manga leading much of that growth. The U.S. market alone topped $1 billion last year and is projected to nearly quadruple by 2030, making it one of the fastest-growing worldwide. This momentum reflects not only the surge in digital reading on smartphones and tablets, but also a wider fascination with Japanese culture — from cuisine and fashion to anime and manga. For American readers eager to discover both beloved classics and fresh new stories, Renta! — the flagship platform of Japanese digital pioneer Papyless — offers a flexible, modern gateway into Japanese storytelling.
Papyless, a pioneer in e-book rentals since the early 2000s, has built its reputation as a leader in digital publishing and as a global ambassador of Japanese culture. Its flagship service, Renta!, is where this innovation comes to life. Unlike purchase-only platforms, Renta! uses a flexible rental model: readers can unlock a title for 48 hours at an affordable price or choose permanent access if they want to keep it. For U.S. audiences, where manga sales are rising but print still dominates, this model offers a low-commitment way to explore new stories. It lowers the barrier to entry and encourages discovery.
adapting Japanese storytelling traditions for the global era.
Today, Renta! is Japan’s largest rental e-comic platform, with more than ten million members and a catalogue of over 1.27 million titles. That includes 138,000 in Traditional Chinese, 69,000 in English, and additional selections in Korean. But translations still account for less than ten percent of the Japanese library, leaving enormous growth potential as more works are adapted for international readers. With digital stores already serving English, Chinese, and Korean audiences, Renta! ensures that Japanese creativity can reach readers worldwide in accessible formats.
Renta! is reshaping how manga is read. To match the habits of digitalnative audiences, the platform has rolled out innovative formats designed for smartphones. Its vertical scroll format, VertiComix, now spans more than 270,000 titles — the largest collection of its kind. Renta! also offers AniComix, motion comics with voice acting and music that are faster and more cost-effective to produce than anime, with several already broadcast on Japanese television. In 2025, the platform launched shortform vertical video, placing itself at the intersection of manga, animation, and social media. These innovations underscore Renta!’s agility in
Some of Renta!’s biggest wins come from its own original intellectual property. A flagship example is Your Saint Is In Another Country – One State’s Loss Is Another State’s Gain, a romantic fantasy series that has surpassed two million downloads and was adapted into a TV anime broadcast on TV Tokyo in early 2025. Ranked among the top ten best sellers on the D Anime Store that March and drawing more than 26,000 wish list registrations, the series — available in both VertiComix and AniComix formats — shows how Renta! can turn original IP into global franchises. Backed by its joint venture with Sega Sammy Holdings, which holds a ten percent stake in Papyless, Renta! is investing heavily in new pipelines such as JadeComix, positioning the platform as a hub for the next wave of international Japanese titles.
As the U.S. manga market expands, Renta! is well placed to win new readers. American fans already flock to digital platforms for streaming and webtoons, yet manga here is still dominated by costly print and purchaseonly models — and Renta!’s flexible rental system offers an alternative. It provides an affordable way to explore Japanese stories without longterm commitment. With a focus on underserved genres such as shojo romance and Boys’ Love, the platform speaks directly to an audience that is both passionate and rapidly growing. Through its subsidiary, Aldo Agency Global, Renta! is expanding translations, building partnerships, and raising its profile across North America. Events like Anime NYC show the enthusiasm of U.S. fans and the platform’s strong potential for growth.
Renta! has become a cultural bridge, connecting Japan’s storytelling traditions with readers around the world. By combining a vast catalogue with cutting-edge formats and original hits, the platform is redefining how manga is discovered and enjoyed. For U.S. readers, it opens the door to both beloved classics and exclusive new titles like Your Saint Is In Another Country, all available in engaging digital formats at a fraction of the cost. As manga continues to fuel the global content boom, Renta! stands at the forefront, shaping the future of digital comics and sharing Japanese creativity with the world.
As an investor in emerging markets, George Rzepecki looks for opportunities—and founders—that don’t fit the Silicon Valley mold.
by MORGAN LAVOIE
Whether you’re building outside Silicon Valley or just working on an idea that’s unconventional, there’s something about your story that makes you an outsider. George Rzepecki says that for investors like him, that’s not a red flag—it’s a competitive advantage. Rzepecki leads The Raba Partnership,
have a disadvantage. How can they convince investors that being an outsider is actually a superpower?
The first thing that comes to mind is: competition. There’s incredible talent everywhere, but the depth of capital markets is very different across different ecosystems. In places like Silicon Valley, people and capital are in abundance. In our markets—less obvious markets—there’s often too little capital, and very large incumbents that have never been tested by traditional kinds of venture-backed challengers. They’re very profitable, but they’re stagnant, right?
A great example of that is the U.S. airline industry. There’s demand, there’s growth—no one’s going debate that there will be more people flying—but if you look at the entire industry, it erodes to almost no one earning a profit. If you can raise capital and build a formidable early team and go after these incumbents [in less obvious markets], the field really opens up.
In highly competitive ecosystems, if someone sees a company that’s running away with a particular industry, venture capital firms start to fund competitors very, very quickly. But in emerging markets it’s the inverse of that, which is a powerful thing that’s not widely understood by venture investors.
pletely changes the course of the dialogue. I think founders would benefit from doing the same, really highlighting the potential. Because it exists, right? You could pick almost any market, any country, and you can find examples of incredibly large businesses. It’s just telling the story, and telling it with data and a depth of understanding.
When it comes to taking on major incumbents, how do you convince investors that you’re the David to take on that particular Goliath? Be authentic to who you are and how you do things. This is not performative theater. You don’t need to be a version of some “investor ideal.” Every firm has their views of what they like to track or make decisions on. Just be true to thyself. That means you’re not going to be for everyone. And that’s absolutely okay. Find the person who resonates with you.
We’ve covered unconventional markets. But what about unconventional ideas? Some of the most groundbreaking companies had to make investors believe in something that didn’t exist yet. How would you make that argument today?
an investment group focused on early-stage technology companies in emerging markets, especially Africa. Here, he shares how founders can sell an investor on an idea—or even an industry—that no one has imagined until now.
You focus on emerging markets. If a founder is outside of Silicon Valley, they might feel like they
There tends to be an expectation that emerging markets are riskier. How should founders address that when talking to investors?
Oftentimes, the “more risk” narrative comes from oversimplification. We love dispelling those narratives with actual examples—real businesses built in these markets. When you can show someone a tangible example of what’s possible, it com-
I firmly believe that most great businesses are modern takes on models that have existed since the Industrial Revolution. I always say to founders and to fellow investors that a really worthwhile investment of time is just studying business history. You can learn from prior cycles, from prior founders and builders. I would argue what’s changed is the toolkit you have. You have software, internet, and now AI as leverage into the business model. So you can now solve problems at scale that were impossible a few years ago. The principles are timeless. It’s the speed and scale of what you can do that’s new today.
Japan’s food industry is globally renowned for its safety, quality, and innovation — qualities that have made Japanese products trusted worldwide. As global consumers seek healthier, premium, and niche food solutions, Japanese companies are increasingly well-positioned to lead. Among them, O’will has emerged as a dynamic growth story. Founded as a food-ingredients specialist, it has expanded into a trusted provider of food products and environmental solutions. Headquartered in Japan with a presence in the U.S., O’will combines global reach with uncompromising Japanese quality standards.
Since taking the helm in 2019, President Kazuki Date has doubled operational profit while broadening the company’s portfolio to more than 8,000 products. These range from dairy products, food additives and agricultural inputs to mangoes sourced from India, Mexico, and Thailand, as well as vitamin C, where O’will holds roughly 14% of the market. “Unlike specialists who only handle one category, we supply almost everything, making us a true one-stop partner,” Date emphasizes. This breadth brings convenience to clients while creating opportunities for crossselling and long-term relationships.
O’will’s strategy is ambitious: it aims to grow tenfold over the next decade, fueled by new customer acquisition, product innovation, and overseas expansion. Beyond its subsidiary in the United States, Vietnam has been designated a priority growth market, while mergers and acquisitions — supported by trusted banking intermediaries — remain central to its roadmap. A recent stock split and dividend increase underscore O’will’s commitment to rewarding shareholders and reinforcing market confidence.
The company also sets itself apart by focusing on profitable niche markets rather than crowded commodity segments. As part of this strategy, O’will has diversified into industrial equipment, notably U.S.-manufactured HVLS fans (High Volume,
In the world of advanced materials and precision technology, Japan has long been synonymous with craftsmanship and quiet innovation. Within this tradition stands Orbray, a company that has been shaping industries and enabling lifestyle shifts for more than eight decades. From diamond record styli that defined the sound of a generation to pioneering vibration motors in mobile phones and today’s breakthroughs in diamond wafers for semiconductors, Orbray has consistently proven that Japanese engineering is, in the words of its President Riyako Namiki, “like oxygen to technology—unseen, but essential.”
What sets Orbray apart is its ability to transform “technology with soul” into global solutions. In the 1960s, the company supplied 70-80% of the worldwide demand for diamond record styli, producing about 10 million annually. In 1979, when the first portable cassette players hit the market, Orbray’s micromachined components made them possible. Later, their vibration motors for mobile phones reached a 70% global share. Today, Orbray is a world leader in producing diamond wafers—materials with extraordinary potential as next-generation semiconductors. Diamond’s unique properties allow it to function in environments ranging from outer space to nuclear plants, making it an unparalleled platform for the future of electronics, medicine, and energy.
Beyond its technological milestones, Orbray’s story is deeply human. President Riyako Namiki, once a professional snowboarder, took over the family business six years ago during a period of struggle. “I made the decision to protect our employees and their families,” she says. That decision sparked a turnaround that restored the company’s strength and redefined its purpose. Today, 700 of Orbray’s 1200 Japanese employees live in the snow country of Akita, where Namiki herself has relocated with her family to be close to her team. Her mission is as ambitious as it is heartfelt: to build sustainable industry in a declining region, nurturing both community and company.
Low Speed) imported into Japan. Classified within its environmental solutions segment, this business meets rising demand for energy efficiency and workplace improvements. Already profitable, it is expected to grow steadily and contribute nearly a quarter of total revenue.
For investors, the message is clear: O’will combines growth, resilience, and innovation in a way that sets it apart. Revenue continues to rise, and its share price has more than doubled over the past three years — clear evidence of strong execution and growing confidence. This performance is underpinned by transparent governance, agile decision-making, and an increasingly international team. As Date notes: “Opportunities can disappear if you hesitate. Business is simple: something is either good or bad, profitable or unprofitable, and you must assess the risks quickly.”
Looking ahead, O’will intends to deepen its international presence, diversify its team, and strengthen its role as a partner of choice for global food manufacturers, retailers, and brands. With proven growth, a clear tenfold vision, and Japan’s reputation for quality behind it, O’will is writing one of the country’s most compelling growth stories.
This commitment is embodied in initiatives like the Orbray Academy, designed to train and develop talent with a balance of genders and a growing number of international colleagues. By investing in its people as if they were family, the company ensures that traditional Japanese craftsmanship—monozukuri—will endure for the next 100 years. For investors, this culture of resilience and purpose is more than sentiment; it is a foundation for sustainable growth.
Strategically, Orbray is preparing for its next chapter: a planned IPO by 2029. With more than 70% of its business driven by exports, and growing orders particularly from the U.S. semiconductor sector, the company is positioned for international expansion. It already operates manufacturing in Thailand with about 1,000 employees and sales offices in Singapore, Germany, and the United States. Orbray is open to partnerships and equity participation, especially from those who share its philosophy of blending innovation with social responsibility.
As Namiki reflects on her company’s role in Japan and beyond, she frames it not only as a business opportunity but also as a national mission. “We are working to help shape the Japan we want to see—making life better for people in Akita, in our region, and across the country—while supporting monozukuri.” For investors, the message is both practical and inspiring: here is a company where innovation, resilience, and opportunity converge.
The 50 and 50 as ranked and The
here’s no single way to become an entrepreneur. Some founders leap straight into building. Others experiment on the side while keeping a steady job. Then there are those who choose to train for it—immersing themselves in classrooms and campus labs where they can study how businesses work, launch projects with real stakes, and connect with people who may one day become cofounders or investors.
Education can’t guarantee entrepreneurial success, but it can certainly accelerate it. The right program goes beyond theory and numbers to create a proving ground where ideas are stress-tested, ambitions are harnessed, and real-world partnerships are formed.
That’s why, for the past 20 years, Entrepreneur has collaborated with The Princeton Review to identify standout undergraduate and graduate programs. We want to shine a light on the most powerful and proven programs—not just by looking at what they teach, but by also looking at the results. Do students go on to become entrepreneurs? Do they walk away with lasting mentors? Were they provided access to capital, and tested with trial-and-error opportunities that mirror the challenges of running a company? Our list takes that all into account, and more.
This year’s ranking features schools across the U.S., Canada, Mexico, and Europe. You can see a full breakdown of our methodology below, and the rankings on the following pages.
LAST SUMMER, The Princeton Review surveyed more than 250 colleges and universities to determine which of them best serve future entrepreneurs. Below are a few of the key metrics collected from those schools. For more information on the methodology and details on each ranking, go to: PRINCETONREVIEW.COM/ENTREPRENEUR
→ Academics and requirements
and the classroom
Schools were asked whether they offer a major, minor, concentration, or degree program in entrepreneurship; how many courses in entrepreneurship they offer in topics such as new technology, social entrepreneurship, business analytics, idea development, and venture capital; and whether they provide cross-disciplinary opportunities to interact with students in other majors (e.g., working with computer engineering students to develop a product).
→ Outside the classroom
Schools were asked for the number and value of scholarships available and the number of outside mentors who worked with students. Annual business-plan or new-venture competitions, hackathons, and pitch-deck or startup weekends, among other activities— along with prize money amounts—were also considered. Schools were also asked to report the total dollar amount of prize money won from outside competitions by students enrolled in their entrepreneurship offerings.
→ Students and faculty
Students and
Schools were asked for the total number of full- and part-time students enrolled in entrepreneurship courses in the 2024–2025 academic year, and how many of them had developed an actionable business plan to launch a startup. Then it asked how many companies were started by graduates both over the past five and the past 10 years, and how much money those companies have raised from investors. The Princeton Review also tallied the number of faculty teaching courses on entrepreneurship during the year, and how many faculty members have started, bought, or run a business.
Tecnológico de Monterrey Institute for Entrepreneurship Eugenio Garza Lagüera Monterrey, Nuevo León, Mexico
Erasmus University Rotterdam
Erasmus Centre for Entrepreneurship, Erasmus Enterprise, Yes!Delft Rotterdam, Netherlands
Drexel University
Laurence A. Baiada Institute for Entrepreneurship Philadelphia, PA
Saint
University
University
University
Babson
The
Blackstone
New
The FGCU advantage:
} Experiential learning integrated in every course
} Curriculum built around lean launch methodology
} Mentor-embedded instruction from experienced practitioners
} Opportunities to consult for real clients
} Access to free startup capital for student ventures
} Affordable in-state tuition/fees — $6,118 per year compared to $12,422 national average
And we’re still growing.
New concentrations and minors for fall 2026:
} Digital Influencer & Content Creation
} Sustainable Entrepreneurship
} Applied Blockchain Technologies
} Music Entrepreneurship
} Family Enterprise
Entrepreneurship is woven into the student experience at Florida Gulf Coast University. Through the Daveler & Kauanui School of Entrepreneurship, students don’t just learn business– they build it, launching real ventures before graduation. FGCU offers:
• Bachelor of Science in Entrepreneurship
• Minor in Entrepreneurship
• Master of Science in Entrepreneurship
39 Entrepreneurial Faculty
21 Entrepreneurship Courses
24 Average Class Size
1,628
FGCU Student Businesses Started
$75M+ Total Capital Raised
Erasmus University Rotterdam Erasmus Centre for Entrepreneurship, Erasmus Enterprise, Yes!Delft (3 institutes) Rotterdam, Netherlands
John Molson School of Business, Concordia University District 3 Innovation Hub, National Bank Initiative in Entrepreneurship and Family Business, Barry F. Lorenzetti Centre for Women in Entrepreneurship and Leadership, Dobson Practicum, Bob and Raye Briscoe Centre in Business Ownership Studies, KPMG-JMSB Entrepreneurial Indices Montreal, Quebec, Canada Temple University Innovation & Entrepreneurship Institute, Blackstone LaunchPad, iNest, Office of Technology Development and Commercialization Philadelphia, PA
American University
Veloric Center for Entrepreneurship Washington, DC
Drexel University Laurence A. Baiada Institute for Entrepreneurship
MBA WITH CONCENTRATION IN ENTREPRENEURSHIP
M.S. IN ENTREPRENEURSHIP
B.S. IN ENTREPRENEURSHIP
B.S. IN INTERNATIONAL BUSINESS/ ENTREPRENEURSHIP
MINOR IN ENTREPRENEURSHIP
At the University of Tampa’s Lowth Entrepreneurship Center, entrepreneurship isn’t just theory — it’s action. Our program prepares students to launch and lead ventures with creativity, innovation and financial savvy. You’ll learn to spot opportunities, create value and grow ideas into thriving businesses — even when resources are scarce. Graduate or undergraduate, UTampa gives you the tools to turn vision into reality.
At the of program prepares students to launch and lead ventures with and financial savvy. You’ll learn to spot ideas into businesses — even when resources are scarce or to turn
• Thousands of students have been empowered to explore, launch and grow new ventures through immersive programs like the Spartan Accelerator and Spartan Incubator.
Thousands of students have been to launch and grow new ventures immersive programs like the Accelerator and Incubator.
• In 2017, the Lowth Entrepreneurship Center was recognized as a GCEC Nasdaq Center for Entrepreneurial Excellence — an award given to the top university entrepreneurship center in the world.
In 2017, the Lowth Center was as a GCEC Nasdaq Center for Entrepreneurial Excellence — an award given to the top center in the world.
• The center is home of the Collegiate Entrepreneurs’ Organization (CEO) national headquarters.
• Sykes College of Business was recognized in the Bloomberg Businessweek Best Business School 2025-2026 listing, and was noted as the No. 27 school in the U.S. for learning and No. 34 for entrepreneurship.
center home of the Entrepreneurs’ (CEO) national headquarters of Business was in the Best Business School 2025-2026 listing, and was noted as the No 27 school in the U S for and No. 34 for entrepreneurship
LEARN MORE: utampa.edu/graduate or call (813) 258-7409
Syracuse University
Blackstone LaunchPad at Syracuse University Libraries, Couri Hatchery,Center for Digital Media Entrepreneurship, Institute for an Entrepreneurial Society Syracuse, NY
New Jersey Institute of Technology Center for Student Entrepreneurship
University of Connecticut
Peter J. Werth Institute for Entrepreneurship and Innovation Storrs, CT
Rensselaer Polytechnic Institute
Paul J. ’69 and Kathleen M. Severino Center for Technological Entrepreneurship Troy, NY
The State University of New YorkStony Brook University Innovation Center, Center of Entrepreneurial Finance Stony Brook, NY Boston University Innovate@BU Boston, MA
University of Arkansas Office of Entrepreneurship & Innovation Fayetteville, AR
IN11MONTHS,YOURENTREPRENEURIAL VISIONBECOMESREALITY.
TheMSinEntrepreneurshipandInnovation putsyouattheheartofSiliconValley'sinnovation ecosystemwithsmallclasses,STEM-designated curriculum,BayAreainternships,executive mentors,andhands-onventurecreation.
Graduatereadytolaunchyourcompany, scaleahigh-growthstartup,orrevolutionize establishedenterprises.
Whereeducation meetsethical innovation
John P. Lowth Center
Alan B.
Regent Center for Forcht Center for
in &
At Florida Atlantic University’s College of Business, we don’t just teach entrepreneurship—we cultivate it. Through the Adams Center for Entrepreneurship, we empower students from all disciplines to transform ideas into impactful ventures.
Ranked among the top 25 undergraduate and top 50 graduate entrepreneurship programs nationally by The Princeton Review, the College of Business offers:
• Immersive Boot Camps: Hands-on training to launch or scale your business.
• Academic Programs: Offering entrepreneurship concentration, minor, and certificate program.
• The Runway: Comprehensive new venture accelerator program supporting startups of all types.
• Veterans Entrepreneurship Program: Supporting veterans in launching their own ventures.
Alum named as “Forbes 30 Under 30” top young entreprenuers
IGNITING THE NEXT GENERATION OF ENTREPRENEURS.
Ready to turn your idea into reality? Explore our programs and start your entrepreneurial journey today.
California
Why did The Princeton Review rank us in the top 10 of undergraduate entrepreneurship programs internationally for 2026?
• Our ISU Pappajohn Center for Entrepreneurship provides comprehensive entrepreneurial resources, from pitch competitions to mentorship.
• At the Pappajohn Center, we continually create hands-on programs, like CYstarters, CyBIZ Lab, ISU Startup Factory, and more.
• With our innovative campuswide Start Something network, students in all majors can develop their entrepreneurial capacity.
We’re dedicated to preparing the next generation of talent with unlimited opportunities. So they can hit the workforce sprinting. Learn more about our
• At our $84 million Student Innovation Center, students have access to a 146,000 sq. ft. innovation playground where they can create and collaborate in our state-of-the-art makerspaces.
If you’ve served in the military, these 150 franchise brands really want you!
compiled by TRACY STAPP HEROLD
Are you a veteran or active-duty member of the U.S. military in search of your next mission? A franchise might just be the perfect fit. In fact, many franchisors actively seek to recruit veterans—because they know that a veteran’s leadership and team-building skills, determination, familiarity with following established playbooks, and ability to adapt to challenges can make them ideal candidates for franchise ownership. One of the ways these companies attract veterans (and thank them for their service) is by offering incentives, usually in the form of franchise fee discounts, to make it easier for them to get into business.
If business ownership sounds like an attractive follow-up to your military career, start your search on the following pages with our list of the top franchises for veterans. We rank these companies by first collecting data on what incentives they offer to veterans, how many of their units are veteran-owned, whether they offer any franchise
giveaways for veterans, whether they have any veterans on their leadership teams, and more. Along with all of those factors, we also take into account each company’s 2025 Franchise 500 score—which is based on an analysis of 150-plus data points in the areas of costs and fees, size and growth, franchisee support, brand strength, and financial strength and stability—to determine this final ranking of the top 150 franchise brands offering opportunities to veterans.
Remember, this list is not intended as an endorsement of any particular company; it’s simply a starting point for your own research. It’s vital to do your homework before investing in any franchise opportunity, to make sure that it’s the right one for your skills, goals, and values. Once you’ve found a brand that interests you, be sure to read its legal documents, consult with an attorney and an accountant, and talk to current and former franchisees before making your final decision.
1
Snap-on Tools
Professional tools and equipment
TOTAL UNITS
(Franchised / Co.-Owned)
4,396/212
STARTUP COST
$221.8K-$500.1K
FRANCHISE FEE
$16K
VETERAN INCENTIVE
$20,000 off cost of startup inventory
2
The UPS Store
Shipping, packing, package management, mailboxes, printing, faxing, shredding, notary services
TOTAL UNITS
(Franchised / Co.-Owned)
5,818/15
STARTUP COST
$57.1K-$608.98K FRANCHISE FEE
$9.95K-$29.95K
VETERAN INCENTIVE
$15,000 off standard franchise fee ($29,950)
3 Dream Vacations Travel agencies
TOTAL UNITS (Franchised / Co.-Owned)
2,363/0
STARTUP COST
$2.6K-$20.97K
FRANCHISE FEE
$495-$10.5K
VETERAN INCENTIVE
30% off franchise fee; training fees waived for business partner and first veteran/military spouse associate, reduced by 50% for additional veteran/ military associates
4
Matco Tools
Mobile sales of mechanics’ tools and equipment
TOTAL UNITS (Franchised / Co.-Owned)
1,857/0 STARTUP COST
$108.1K-$382.8K FRANCHISE FEE
$10K
VETERAN INCENTIVE
$10,000 off initial inventory
5 FastSigns Signs, graphics, and visual communications
TOTAL UNITS (Franchised / Co.-Owned)
790/0 STARTUP COST
$215.2K-$377.3K FRANCHISE FEE
$49.8K
VETERAN INCENTIVE 50% off franchise fee
6 Budget Blinds Window coverings, window film, rugs, accessories
TOTAL UNITS (Franchised / Co.-Owned) 1,476/0
STARTUP COST
$100.5K-$211.3K FRANCHISE FEE
$19.95K
VETERAN INCENTIVE 15% off initial franchise and territory fees
7 Tropical Smoothie Cafe Smoothies, salads, wraps, sandwiches, flatbreads
TOTAL UNITS (Franchised / Co.-Owned) 1,595/1
STARTUP COST
$340.8K-$814.5K FRANCHISE FEE $35K
VETERAN INCENTIVE 50% off franchise fee
8
Cruise Planners Travel agencies
TOTAL UNITS
(Franchised / Co.-Owned) 3,062/1
STARTUP COST
$1.9K-$20.5K
FRANCHISE FEE
$695-$10.99K
VETERAN INCENTIVE
$4,000 off $10,995 franchise fee
9 Express Employment Professionals
Staffing, HR solutions
TOTAL UNITS
(Franchised / Co.-Owned) 838/5
STARTUP COST
$131K-$598.7K
FRANCHISE FEE
$40K
VETERAN INCENTIVE 50% off franchise fee
10
PuroClean
Property damage restoration and remediation
TOTAL UNITS (Franchised / Co.-Owned) 505/0
STARTUP COST
$226.3K-$262.1K
FRANCHISE FEE
$59K
VETERAN INCENTIVE 25% off franchise fee
11
Ziebart
Vehicle appearance and protection services
TOTAL UNITS (Franchised / Co.-Owned)
339/11
STARTUP COST
$450.1K-$924K
FRANCHISE FEE
$45K
VETERAN INCENTIVE Franchise fee waived
12
Scooter’s Coffee
Coffee, espresso, smoothies, pastries, breakfast items
TOTAL UNITS
(Franchised / Co.-Owned)
854/24
STARTUP COST
$692.2K-$1.5M
FRANCHISE FEE
$40K
VETERAN INCENTIVE
$20,000 credit toward first-year product
13
Sport Clips Haircuts
Haircuts for men and boys
TOTAL UNITS
(Franchised / Co.-Owned) 1,791/88
STARTUP COST
$288.5K-$475K
FRANCHISE FEE
$30K-$69.5K
VETERAN INCENTIVE 20% off franchise fee
14
Pearle Vision
Eye care and eyewear
TOTAL UNITS
(Franchised / Co.-Owned)
460/106
STARTUP COST
$71K-$1.3M
FRANCHISE FEE
$30K
VETERAN INCENTIVE 20% off franchise fee
15
PIRTEK
Hydraulic and industrial hose maintenance, repair, and replacement
TOTAL UNITS
(Franchised / Co.-Owned)
772/0
STARTUP COST
$235.1K-$666.6K
FRANCHISE FEE
$55K
VETERAN INCENTIVE
$15,000 off franchise fee
After 25 years in the Air Force, Jeff Meyer and his wife chose Express Employment Professionals for their second act, opening their staffing agency in San Antonio, Texas, in 2013.
Why did you choose Express Employment Professionals?
want to give that up. Express Employment Professionals filled both needs for us.
How has your military experience helped you as a franchisee?
In the Air Force, we lived by some core values: integrity first, service before self, and excellence in all we do. My wife
and I brought these same values to our business, creating a team and respect with our customers
What advice would you give to other veterans considering franchise ownership?
Do your research. Make sure your values align with the organization you are going to own and represent. Most importantly, be prepared to work in the business and become the expert in your new life that you became in your military career field.
16
WIN Home Inspection Home inspections
TOTAL UNITS (Franchised / Co.-Owned) 291/0
STARTUP COST
$49.7K-$55.4K FRANCHISE FEE
$29.5K
VETERAN INCENTIVE 5% off franchise fee
17 Leadership Management International Leadership and organizational training and development
TOTAL UNITS
(Franchised / Co.-Owned)
495/0
STARTUP COST
$20K-$27.5K FRANCHISE FEE
$15K
VETERAN INCENTIVE
80% interest-free financing on franchise fee
18 Pillar To Post Home Inspectors Home inspections
TOTAL UNITS (Franchised / Co.-Owned) 435/0
STARTUP COST
$102.7K-$134.3K FRANCHISE FEE
$58.5K
VETERAN INCENTIVE 20% off franchise fee
19 Kitchen Tune-Up Kitchen remodeling and cabinetry updates
TOTAL UNITS
(Franchised / Co.-Owned) 260/0 STARTUP COST
$129.9K-$188.9K FRANCHISE FEE
$19.95K
VETERAN INCENTIVE 15% off initial franchise and territory fees
20 Servpro Fire, water, and other damage cleanup, restoration, and reconstruction
TOTAL UNITS
(Franchised / Co.-Owned)
2,345/0
$258.8K-$379.5K
FEE $100K
VETERAN INCENTIVE 20% off franchise fee
21
7-Eleven Convenience stores
TOTAL UNITS
(Franchised / Co.-Owned)
79,021/6,113
STARTUP COST
$141.7K-$1.4M FRANCHISE FEE to $1M
VETERAN INCENTIVE 10% to 20% off franchise fee, up to $50,000; preferred interest rates and special financing
22
The Goddard School Preschool/educational childcare
TOTAL UNITS
(Franchised / Co.-Owned) 655/0
STARTUP COST
$952.5K-$8.6M
FRANCHISE FEE
$135K
VETERAN INCENTIVE
$20,000 off franchise fee
23
Kiddie Academy Educational childcare
TOTAL UNITS
(Franchised / Co.-Owned) 354/1
STARTUP COST
$405K-$6.95M
FRANCHISE FEE
$150K
VETERAN INCENTIVE
$25,000 off franchise fee
24
Grease Monkey Oil changes, preventive maintenance, brakes, light repairs
TOTAL UNITS
(Franchised / Co.-Owned) 273/176
STARTUP COST
$291.3K-$1.97M
FRANCHISE FEE
$39.9K
VETERAN INCENTIVE
$10,000 off franchise fee; 50% rebate on royalty fees for first year; 25% rebate on royalty fees for second year
25
STARTUP COST
$476.5K-$982.6K
FRANCHISE FEE
$30K
VETERAN INCENTIVE 50% off franchise fee
28
Captain D’s Seafood
TOTAL UNITS
(Franchised / Co.-Owned) 232/291
STARTUP COST
$898.6K-$1.4M
FRANCHISE FEE
$35K
VETERAN INCENTIVE 50% off first-unit franchise fee; reduced royalty fee for first year
29 AAMCO Transmissions and Total Car Care
Auto repair, maintenance, and service
TOTAL UNITS
(Franchised / Co.-Owned)
524/2
STARTUP COST
$263.1K-$400.2K
FRANCHISE FEE
$39.5K
VETERAN INCENTIVE
$8,000 off franchise fee
30
Postal Annex Packing, shipping, postal, and business services
TOTAL UNITS
(Franchised / Co.-Owned) 326/0
STARTUP COST
$249.1K-$349.8K
FRANCHISE FEE
$35K
VETERAN INCENTIVE 25% off franchise fee
31
My Salon Suite Salon suites
TOTAL UNITS
(Franchised / Co.-Owned) 314/51
STARTUP COST
$675.1K-$1.7M
FRANCHISE FEE
$50K
VETERAN INCENTIVE
50% off franchise fee
32
Jan-Pro Cleaning & Disinfecting Commercial cleaning
TOTAL UNITS (Franchised / Co.-Owned) 11,266/0
STARTUP COST
$4.8K-$58.1K
FRANCHISE FEE
$2.5K-$44K
VETERAN INCENTIVE 24-month interest-free financing on 50% of franchise fees of $8.1K+
33
Phenix Salon Suites Salon suites
TOTAL UNITS (Franchised / Co.-Owned) 377/44
STARTUP COST
$721.3K-$1.4M
FRANCHISE FEE
$52.5K
VETERAN INCENTIVE
$17,500 off franchise fee
34
Image One USA Commercial cleaning
TOTAL UNITS
(Franchised / Co.-Owned) 23/0
STARTUP COST
$49.9K-$72K
FRANCHISE FEE
$39.8K
VETERAN INCENTIVE 20% off franchise fee, or $5,000 in monthly recurring revenue for one year, or 0% financing
35
Precision Tune Auto Care Auto repair and maintenance
TOTAL UNITS
(Franchised / Co.-Owned)
281/19
STARTUP COST
$181.6K-$478.1K
FRANCHISE FEE $25K
VETERAN INCENTIVE
$15,000 off franchise fee, reduced royalty fee for first year
$346.4K-$1.3M
$15K-$30K
$7,500 off franchise fee
40 Charleys Cheesesteaks & Wings
Philly cheesesteaks, fries, wings, lemonade TOTAL UNITS (Franchised / Co.-Owned) 823/69
$203.7K-$984.7K
$24.5K VETERAN
41 Corvus Janitorial Systems Commercial cleaning
TOTAL UNITS (Franchised / Co.-Owned) 2,538/0 STARTUP COST
$7.6K-$32.5K FRANCHISE FEE
$6.5K-$16.5K
VETERAN INCENTIVE 20% off base franchise fee ($6,500)
42
Spherion Staffing & Recruiting Staffing and recruiting TOTAL UNITS (Franchised / Co.-Owned) 189/3
STARTUP COST
$211.7K-$423.9K
FRANCHISE FEE
$30K-$60K
VETERAN INCENTIVE 25% off franchise fee
43 Anytime Fitness Fitness centers
TOTAL UNITS (Franchised / Co.-Owned) 5,612/11
STARTUP COST
$458.8K-$907.6K
FRANCHISE FEE
$42.5K
VETERAN INCENTIVE Up to 10% off franchise fee
44 The Maids Residential cleaning
TOTAL UNITS (Franchised / Co.-Owned) 1,496/142
STARTUP COST
$117.7K-$141.2K
FRANCHISE FEE
$60K
VETERAN INCENTIVE $1,000 off franchise fee
45
Wireless Zone
Wireless devices, services, and accessories
TOTAL UNITS (Franchised / Co.-Owned) 790/0
STARTUP COST
$201.9K-$532.6K
FRANCHISE FEE
$1K-$25K
VETERAN INCENTIVE 50% off franchise fee/ transfer fee
46
Home Instead
Nonmedical senior care
TOTAL UNITS
(Franchised / Co.-Owned)
1,209/9
STARTUP COST
$91K-$269.8K
FRANCHISE FEE
$54K
VETERAN INCENTIVE 20% off franchise fee
47
The Cleaning Authority
Residential cleaning
TOTAL UNITS
(Franchised / Co.-Owned)
245/3
STARTUP COST
$76.6K-$147.1K
FRANCHISE FEE
$15K-$20K
VETERAN INCENTIVE 30% off first-unit franchise and territory fees
48
PJ’s Coffee of New Orleans Coffee, tea, pastries, sandwiches
TOTAL UNITS
(Franchised / Co.-Owned) 188/0
STARTUP COST
$498.5K-$1.7M
FRANCHISE FEE
$40K
VETERAN INCENTIVE 20% off franchise fee
49
HomeTeam Inspection Service
Home and commercial property inspections and related services
TOTAL UNITS
(Franchised / Co.-Owned) 191/0
STARTUP COST
$65.1K-$91.8K
FRANCHISE FEE
$45K-$65K
VETERAN INCENTIVE 15% larger territory
50
Wild Birds Unlimited
Backyard bird feeding supplies and nature gift items
TOTAL UNITS
(Franchised / Co.-Owned) 363/1
STARTUP COST
$226.6K-$378.98K
FRANCHISE FEE
$40K
VETERAN INCENTIVE 15% off franchise fee
Bobby Moore served eight years in the Army and more than 20 years in law enforcement before opening his first Smoothie King in 2014. Now he owns six stores in the Atlanta, Georgia, area.
Why did you choose Smoothie King?
Health and wellness has always been a passion of mine, and I admired how the brand promotes healthier lifestyles in a way that’s approachable. My wife, Pamela, and I met years ago working at a Burger King, and we used to dream about building something together. Smoothie King brought that dream full circle as it’s a family business now, with my wife, son, and daughter all involved.
How has your military experience helped you as a franchisee?
My time in the service taught me how to lead by example, mentor others, and stay resilient, which are all skills I draw on every day as a franchisee.
What advice would you give to other veterans considering franchise ownership?
Start by finding your “why.” In the military, you learn that having a clear mission and purpose keeps you focused. The same is true in franchising. If you know why you want to be a business owner, that purpose will carry you through the challenges and keep you motivated to succeed.
Channel your courage, discipline, and purpose into a thriving business of your own. At PuroClean, we built PuroVet for veterans like you. Leaders who are ready to build a team and own something that matters.
A Thriving & Recession-resistant Industry
25% Initial Franchise Fee Discount
State-of-the-Art Training Facility
A Support Team Rooted in Family Values
$114.4K-$133.5K
56
61
Real Property Management
Property management
TOTAL UNITS
(Franchised / Co.-Owned) 448/0
STARTUP COST
$91.8K-$234.2K
$536.5K-$1.97M
$49.9K
VETERAN INCENTIVE 20% off franchise fee
57
Biggby Coffee Specialty coffee, tea, smoothies, energy drinks, baked goods, sandwiches
TOTAL UNITS (Franchised / Co.-Owned) 445/0
STARTUP COST
$296.3K-$1M
FRANCHISE FEE
$20K
VETERAN INCENTIVE 50% off franchise fee
58 Checkers and Rally’s Burgers and hot dogs
TOTAL UNITS (Franchised / Co.-Owned) 509/219
STARTUP COST
$514.9K-$2.1M
FRANCHISE FEE
$30K
VETERAN INCENTIVE Franchise fee waived
59
Mr. Appliance Residential and commercial appliance installation and repairs
TOTAL UNITS (Franchised / Co.-Owned) 321/0
STARTUP COST
$116.5K-$214.9K
FRANCHISE FEE
$63.8K
VETERAN INCENTIVE 20% off franchise fee
60
Allegra Marketing Print Mail Printing, marketing, direct mail, signs, promotional products
TOTAL UNITS
(Franchised / Co.-Owned) 216/1
STARTUP COST
$130.4K-$455.8K
FRANCHISE FEE
$45K
VETERAN INCENTIVE 50% off franchise fee
FRANCHISE FEE
$59.9K
VETERAN INCENTIVE 15% off franchise fee
62
Homewatch CareGivers Home care services
TOTAL UNITS
(Franchised / Co.-Owned) 239/0
STARTUP COST
$121.6K-$177.8K
FRANCHISE FEE
$50K
VETERAN INCENTIVE 30% off franchise fee
63
Aussie Pet Mobile Mobile pet grooming
TOTAL UNITS
(Franchised / Co.-Owned) 152/0
STARTUP COST
$167.3K-$208.7K
FRANCHISE FEE
$19.95K
VETERAN INCENTIVE 15% off initial franchise and territory fees
64
Mr. Electric
Electrical services
TOTAL UNITS
(Franchised / Co.-Owned)
238/0
STARTUP COST
$152K-$314.9K
FRANCHISE FEE
$42.5K
VETERAN INCENTIVE 20% off franchise fee
65 Paul Davis Restoration Insurance restoration
TOTAL UNITS
(Franchised / Co.-Owned) 316/0
STARTUP COST
$298.8K-$804.9K
FRANCHISE FEE
$65K-$208K
VETERAN INCENTIVE 25% off franchise fee (up to $50K), plus financing on up to 67% of franchise fee
66
Firehouse Subs Subs
TOTAL UNITS
(Franchised / Co.-Owned)
1,372/42
STARTUP COST
$379.7K-$1.4M
FRANCHISE FEE
$20K
VETERAN INCENTIVE
$100,000 cash contribution per restaurant for first three restaurants; $50,000 per restaurant for all additional restaurants
67
Golden Chick Chicken
TOTAL UNITS
(Franchised / Co.-Owned) 198/33
STARTUP COST
$497.5K-$2.3M
FRANCHISE FEE
$30K
VETERAN INCENTIVE 33.3% off franchise fee
68
Lawn Doctor Lawn, tree, and shrub care; mosquito and tick control
TOTAL UNITS
(Franchised / Co.-Owned) 660/1
STARTUP COST
$150.1K-$177.1K
FRANCHISE FEE $50K
VETERAN INCENTIVE 10% off franchise fee
69
CertaPro Painters Painting, home services, and decorating services
TOTAL UNITS (Franchised / Co.-Owned) 331/4
STARTUP COST
$171K-$320.5K
FRANCHISE FEE $65K
VETERAN INCENTIVE 20% off franchise fee
70 USA Insulation Home insulation and energy-efficient products
TOTAL UNITS (Franchised / Co.-Owned) 115/1
STARTUP COST
$299.5K-$470K
FRANCHISE FEE
$45K-$55K
VETERAN INCENTIVE 20% off first-unit franchise fee
71 Batteries Plus Batteries, light bulbs, and related products; device repair
TOTAL UNITS (Franchised / Co.-Owned) 604/135
STARTUP COST
$262.6K-$496.99K
FRANCHISE FEE
$44.5K
VETERAN INCENTIVE
$10,000 off first-store franchise fee
$25,000
78
82
Window World
Sales and installation of windows, doors, siding, roofing, and other exterior remodeling products
TOTAL UNITS
(Franchised / Co.-Owned) 211/0
STARTUP COST
$123.1K-$331K
FRANCHISE FEE
$45K
VETERAN INCENTIVE
$15,000 off franchise fee
83
PrideStaff
Staffing
TOTAL UNITS
(Franchised / Co.-Owned) 69/5
$177.1K-$270.7K FRANCHISE FEE
$19.95K
VETERAN INCENTIVE 15% off initial franchise and territory fees
79 SpeeDee Oil Change & Auto Service Oil changes, tune-ups, brakes, and repair services
TOTAL UNITS
(Franchised / Co.-Owned) 165/9
STARTUP COST
$291.3K-$1.97M FRANCHISE FEE
$39.9K
VETERAN INCENTIVE
$10,000 off franchise fee; rebates on royalty fees for first two years
80
Molly Maid
Residential cleaning
TOTAL UNITS
(Franchised / Co.-Owned) 444/0
STARTUP COST
$139.9K-$197.2K FRANCHISE FEE
$14.9K
VETERAN INCENTIVE 20% off territory fee
81 Huntington Learning Center
Tutoring and test prep
TOTAL UNITS
(Franchised / Co.-Owned) 249/4
STARTUP COST
$159.4K-$298.4K
FRANCHISE FEE
$36K
VETERAN INCENTIVE 25% off franchise fee
STARTUP COST
$99.8K-$230.7K
FRANCHISE FEE to $40K
VETERAN INCENTIVE 50% off franchise fee
84
Glass Doctor
Auto/residential/ commercial glass installation, repair, and replacement
TOTAL UNITS
(Franchised / Co.-Owned) 187/0
STARTUP COST
$152.9K-$323.1K
FRANCHISE FEE
$59.9K
VETERAN INCENTIVE 20% off franchise fee
85
Image360
Signs, graphics, displays, digital imaging, visual communications
TOTAL UNITS
(Franchised / Co.-Owned) 271/1
STARTUP COST
$139.1K-$502.2K
FRANCHISE FEE
$40K-$45K
VETERAN INCENTIVE 50% off franchise fee
86
The Joint Chiropractic Chiropractic services
TOTAL UNITS
(Franchised / Co.-Owned) 880/83
STARTUP COST
$245.3K-$543K
FRANCHISE FEE
$39.9K
VETERAN INCENTIVE
$6,000 off first-unit franchise fee
Marisa L. Mason has served in the Navy for 20 years— and counting. While still active-duty, she recently opened her Hotworx studio in Virginia Beach, Virginia.
Why did you choose Hotworx?
geon recommended Hotworx to aid my recovery, and before long, it became part of my daily life. It completely transformed my body, my mindset, and my outlook on wellness. I wanted to share with others the same life-changing results I had experienced.
How has your military experience helped you as a franchisee?
As a Senior Chief Petty Officer, leading and mentoring sailors has been my calling, and those
skills have carried directly into business ownership. My service has taught me to adapt quickly, push through setbacks, and trust the process.
What advice would you give to other veterans (or current members of the armed forces) considering franchise ownership?
Do not wait, just take the leap. I began my franchise journey three years before my proposed retirement, while juggling the responsibilities of a senior leader and a mother. Life will always be busy, so if you are waiting for “the perfect time,” it will never come.
87
$109.2K-$355.7K
92 National Property Inspections Home
TOTAL
$41K-$54.95K
88 Two
$143.2K-$179.6K
90
Aire
93
Jeremiah’s Italian Ice
Italian ice, gelati, soft ice cream, ice cream cakes
TOTAL UNITS (Franchised / Co.-Owned) 157/19
STARTUP COST
$294.8K-$743.7K
FRANCHISE FEE
$30K
VETERAN INCENTIVE 20% off franchise fee
94 Ace Handyman Services
Residential and commercial repairs, restoration, and maintenance
TOTAL UNITS (Franchised / Co.-Owned) 382/18
STARTUP COST
$131.99K-$223.8K
FRANCHISE FEE
$70K-$100K
VETERAN INCENTIVE
$7,000 off first-unit franchise fee
95 Office Pride Commercial Cleaning Services Commercial cleaning
TOTAL UNITS (Franchised / Co.-Owned) 143/0
STARTUP COST
$70K-$133K
FRANCHISE FEE
$45K
VETERAN INCENTIVE
$10,000 off franchise fee
96
Kilwins Chocolates, fudge, ice cream
TOTAL UNITS (Franchised / Co.-Owned) 174/4
STARTUP COST
$295.4K-$880.3K
FRANCHISE FEE
$20K-$40K
VETERAN INCENTIVE
$5,000 to $10,000 off franchise fee
TOTAL UNITS (Franchised / Co.-Owned) 392/23
STARTUP COST
$120.5K-$157.95K
FRANCHISE FEE
$54.5K
VETERAN INCENTIVE 10% off franchise fee
Massage Envy
Therapeutic massage, hot stone massage, stretch therapy, facial and skin care services
TOTAL UNITS (Franchised / Co.-Owned) 1,001/0
STARTUP COST
$719.4K-$1.1M
FRANCHISE FEE $45K
VETERAN INCENTIVE
$9,000 off first-unit franchise fee; $7,000 off franchise fee for subsequent units
101
Cold Stone Creamery Ice cream, sorbet, ice cream cakes, shakes
TOTAL UNITS
(Franchised / Co.-Owned)
1,479/2
STARTUP COST
$335.7K-$655.3K
FRANCHISE FEE
$27K
VETERAN INCENTIVE 20% off franchise fee
SuperTots Sports Academy Children’s fitness programs
TOTAL UNITS
(Franchised / Co.-Owned) 79/51
STARTUP COST
$57.8K-$89.8K
FRANCHISE FEE
$42.5K
VETERAN INCENTIVE 30% off franchise fee
103
Instant Imprints
Embroidery, signs, banners, promotional products, custom T-shirts
TOTAL UNITS
(Franchised / Co.-Owned) 39/4
STARTUP COST
$159.3K-$364.9K
FRANCHISE FEE
$39.95K
VETERAN INCENTIVE
$10,000 off franchise fee; free training
104
Koala Insulation Insulation services
TOTAL UNITS
(Franchised / Co.-Owned) 395/0
STARTUP COST
$189.1K-$234.3K
FRANCHISE FEE
$49.5K
VETERAN INCENTIVE 15% off franchise fee
Coffee, espresso, tea, energy drinks, baked goods
TOTAL UNITS
(Franchised / Co.-Owned) 127/0
STARTUP COST
$597.8K-$1.8M
FRANCHISE FEE
$25K
VETERAN INCENTIVE 50% off first-unit franchise fee
106
The Junkluggers
Environmentally conscious residential and commercial junk removal
TOTAL UNITS (Franchised / Co.-Owned) 148/4
STARTUP COST
$96K-$359.2K
FRANCHISE FEE
$50K
VETERAN INCENTIVE 30% off franchise fee
107
Precision Garage Door Service
Residential garage door repair, installation, and service
TOTAL UNITS (Franchised / Co.-Owned) 143/0
STARTUP COST
$164.3K-$360.3K
FRANCHISE FEE
$75K-$150K
VETERAN INCENTIVE 20% off franchise fee
TOTAL UNITS (Franchised / Co.-Owned) 417/13
STARTUP COST
$149K-$201K
FRANCHISE FEE
$55K
VETERAN INCENTIVE 15% off franchise fee
109 Bin There Dump That Residential-friendly dumpster rentals
TOTAL UNITS (Franchised / Co.-Owned) 279/0
STARTUP COST
$116.2K-$235.4K
FRANCHISE FEE
$29K-$55K
VETERAN INCENTIVE Royalty fee on first truck waived for first year
110 Two Maids Residential cleaning
TOTAL UNITS (Franchised / Co.-Owned) 165/0
STARTUP COST
$93.4K-$149.9K FRANCHISE FEE
$19.95K
VETERAN INCENTIVE 15% off initial franchise and territory fees
$519.9K-$837.2K
112
$254.5K-$544.5K
114 Pop-A-Lock
116
G-Force Parking Lot Striping Pavement marking services
TOTAL UNITS (Franchised / Co.-Owned) 51/0
STARTUP COST
$47.8K-$153.3K FRANCHISE FEE
$20K-$57.5K
VETERAN INCENTIVE Franchise is offered exclusively to veterans
117
Superior Fence & Rail Fence sales and installation
TOTAL UNITS (Franchised / Co.-Owned) 322/2
STARTUP COST
$133.5K-$275.3K
FRANCHISE FEE
$59.5K
VETERAN INCENTIVE 15% off first-unit franchise fee
118
Griswold Nonmedical home care
TOTAL UNITS (Franchised / Co.-Owned) 195/11
STARTUP COST
$99.6K-$180.6K
FRANCHISE FEE
$49.5K-$54.5K
VETERAN INCENTIVE 20% off first-unit franchise fee
119
Benjamin Franklin Plumbing Residential and light commercial plumbing services
TOTAL UNITS (Franchised / Co.-Owned)
400/10
STARTUP COST
$143.3K-$286.7K
FRANCHISE FEE
$43K
VETERAN INCENTIVE 30% off franchise and additional population fees
115 Pak Mail
Packing,
TOTAL
$249.1K-$349.8K
The Grounds Guys Lawn and landscape design and maintenance
TOTAL UNITS
(Franchised / Co.-Owned)
251/0
STARTUP COST
$74.6K-$224.8K
FRANCHISE FEE
$35K
VETERAN INCENTIVE 20% off minimum franchise fee
121
Ductz
Air duct cleaning, HVAC restoration, indoor air quality services
TOTAL UNITS (Franchised / Co.-Owned) 60/5
STARTUP COST
$166.9K-$227.97K
FRANCHISE FEE
$49.9K-$74.9K
VETERAN INCENTIVE 20% off franchise fee
122
Screenmobile
Mobile window and door screen installation and maintenance
TOTAL UNITS
(Franchised / Co.-Owned) 138/0
STARTUP COST
$144.5K-$206.1K
FRANCHISE FEE
$49.5K
VETERAN INCENTIVE 30% off first-unit franchise and territory fees
123
Green Home Solutions
Indoor air quality and remediation services
TOTAL UNITS
(Franchised / Co.-Owned) 216/0
STARTUP COST
$115.96K-$199.3K
FRANCHISE FEE
$55K
VETERAN INCENTIVE 20% off franchise fee
124
Ziggi’s Coffee
ASK
Why did you choose Jeremiah’s Italian Ice?
Coffee, energy drinks, dirty soda, breakfast and lunch items
TOTAL UNITS
(Franchised / Co.-Owned)
103/8
STARTUP COST
$581.5K-$2.1M
FRANCHISE FEE
$40K
VETERAN INCENTIVE 25% off first-unit franchise fee
Jeremiah’s was a brand and experience I grew up on, as my family often visited the original location in Florida. It’s something that became such an integral part of my life, and I wanted to be able to create those experiences and traditions for other families.
How has your military experience helped you as a franchisee?
Some people laugh when I explain that I went from operating nuclear weapons to selling frozen desserts. But the
the military, even small details can have a big impact, and daily operations are essential to overall success.
What advice would you give to other veterans considering franchise ownership?
Find a brand you’re truly passionate about! It will be difficult to stay motivated and put in the necessary effort if you’re not fully committed to the brand and its culture. You will be pouring your blood, sweat, and tears into the business, so make sure it’s one you genuinely care about.
125
Chem-Dry Carpet & Upholstery Cleaning
Carpet, upholstery, wood floor, and area rug cleaning, tile and stone care, granite countertop renewal
TOTAL UNITS
(Franchised / Co.-Owned) 1,545/0
STARTUP COST
$99.6K-$240.99K FRANCHISE FEE
$18K-$42K
VETERAN INCENTIVE 20% off of franchise fee
126
Gold’s Gym Health and fitness centers
TOTAL UNITS (Franchised / Co.-Owned) 520/60
STARTUP COST
$1.8M-$4.5M FRANCHISE FEE
$40K VETERAN INCENTIVE 20% off first-unit franchise fee
127 Blue Kangaroo Packoutz Contents restoration
TOTAL UNITS (Franchised / Co.-Owned) 136/1
STARTUP COST
$298.6K-$596K FRANCHISE FEE
$59.9K
VETERAN INCENTIVE 20% off franchise fee
128 Nurse Next Door Home Care Services Medical/nonmedical home care
TOTAL UNITS (Franchised / Co.-Owned) 213/1
STARTUP COST
$119.1K-$216.6K FRANCHISE FEE
$72K
VETERAN INCENTIVE
$10,000 off franchise fee
Cleaning
Carpet, upholstery, hardwood floor, tile, and grout cleaning; odor control; home disinfection
TOTAL UNITS
(Franchised / Co.-Owned) 459/12
STARTUP COST
$53.8K-$83.8K
FRANCHISE FEE
$47.9K
VETERAN INCENTIVE 10% off franchise fee
130
Amada Senior Care
Home care, medical staffing, assisted-living placement
TOTAL UNITS (Franchised / Co.-Owned) 275/6
STARTUP COST
$118.2K-$430.1K
FRANCHISE FEE
$57K
VETERAN INCENTIVE 10% off franchise fee
Property Management Inc.
Commercial, residential, association, short-term rental, and multi-family property management
TOTAL UNITS
(Franchised / Co.-Owned) 417/0
STARTUP COST
$77.2K-$153.8K
FRANCHISE FEE
$64.9K-$90K
VETERAN INCENTIVE 10% off standard franchise fee ($64,900)
132
PremierGarage
Garage organizing units, storage, and flooring
TOTAL UNITS (Franchised / Co.-Owned) 155/0
STARTUP COST
$186.7K-$284.3K
FRANCHISE FEE
$19.95K
VETERAN INCENTIVE 15% off initial franchise and territory fees
133
DonutNV
Mini doughnuts, juices, hot and iced coffee
TOTAL UNITS
(Franchised / Co.-Owned) 146/2
STARTUP COST
$184.9K-$337.3K
FRANCHISE FEE
$59.5K
VETERAN INCENTIVE
$5,000 off first-unit franchise fee
134
TeamLogic IT IT managed services for businesses
TOTAL UNITS (Franchised / Co.-Owned)
318/0
STARTUP COST
$109.5K-$144.7K
FRANCHISE FEE
$49.5K
VETERAN INCENTIVE
$9,500 off franchise fee
135
Five Star Bath Solutions
Bathroom remodeling
TOTAL UNITS
(Franchised / Co.-Owned)
322/3
STARTUP COST
$162K-$293.5K
FRANCHISE FEE
$59.5K
VETERAN INCENTIVE 10% off franchise fee
136
Tint World Auto, home, and business window tinting; vehicle wraps, mobile electronics, auto accessories, detailing services
TOTAL UNITS
(Franchised / Co.-Owned)
155/0
STARTUP COST
$239.95K-$449.95K
FRANCHISE FEE
$49.95K
VETERAN INCENTIVE 10% off franchise fee
137
Jack in the Box Burgers, chicken sandwiches, tacos, salads, bowls, sides
TOTAL UNITS
(Franchised / Co.-Owned)
2,032/146
STARTUP COST
$1.9M-$4M
FRANCHISE FEE
$50K
VETERAN INCENTIVE 25% off first-unit franchise fee
138
Zoomin Groomin Mobile pet grooming
TOTAL UNITS
(Franchised / Co.-Owned) 210/0
STARTUP COST
$64.97K-$205.4K
FRANCHISE FEE
$45K
VETERAN INCENTIVE 10% off franchise fee
139
CMIT Solutions
Outsourced IT services
TOTAL UNITS
(Franchised / Co.-Owned) 266/6
STARTUP COST
$106.5K-$159.5K
FRANCHISE FEE
$49.95K-$60.5K
VETERAN INCENTIVE 20% off franchise fee
140
Handyman Connection Home repairs, remodeling
TOTAL UNITS
(Franchised / Co.-Owned) 69/0
STARTUP COST
$110.7K-$231.1K
FRANCHISE FEE
$70K
VETERAN INCENTIVE
$10,000 off franchise fee
141
Home Helpers Home Care
Nonmedical/skilled home care; monitoring products and services
TOTAL UNITS
(Franchised / Co.-Owned) 352/0
STARTUP COST
$114.3K-$162.5K
FRANCHISE FEE
$49.9K
VETERAN INCENTIVE 20% off franchise fee
142
Outdoor Lighting Perspectives
Residential landscape, architectural, holiday, and hospitality lighting
TOTAL UNITS
(Franchised / Co.-Owned) 137/0
STARTUP COST
$179K-$222.2K
FRANCHISE FEE
$59.5K
VETERAN INCENTIVE 15% off franchise fee
143
The Grout Doctor
Grout, tile, and stone cleaning, restoration, and maintenance
TOTAL UNITS (Franchised / Co.-Owned) 81/2
STARTUP COST
$23.8K-$37.8K
FRANCHISE FEE
$15K-$20K
VETERAN INCENTIVE 50% off franchise fee
144
Bio-One
Biohazard and decontamination cleaning
TOTAL UNITS (Franchised / Co.-Owned) 128/0
STARTUP COST
$134.6K-$221.1K
FRANCHISE FEE
$60K
VETERAN INCENTIVE 15% off franchise fee
145
Hoodz
Commercial kitchen exhaust cleaning and maintenance
TOTAL UNITS (Franchised / Co.-Owned) 132/6
STARTUP COST
$199K-$244.3K
FRANCHISE FEE
$59.9K
VETERAN INCENTIVE 20% off franchise fee
146
One Hour Heating & Air Conditioning Heating and cooling repairs, replacements, and maintenance; indoor air quality services
TOTAL UNITS (Franchised / Co.-Owned) 403/28
STARTUP COST
$143.3K-$286.7K
FRANCHISE FEE
$43K
VETERAN INCENTIVE 30% off first-unit franchise and additional population fees
147 Fibrenew Leather, plastic, and vinyl restoration and repair
TOTAL UNITS (Franchised / Co.-Owned) 309/1
STARTUP COST
$100.6K-$121.8K FRANCHISE FEE $47K
VETERAN INCENTIVE 10% off franchise fee
148 Metal Supermarkets Metal stores
TOTAL UNITS (Franchised / Co.-Owned) 135/1
STARTUP COST
$350.5K-$612.5K
FRANCHISE FEE
$44.5K
VETERAN INCENTIVE
$5,000 off franchise fee
149 Scoop Soldiers Pet waste removal
TOTAL UNITS (Franchised / Co.-Owned) 95/11
STARTUP COST
$68.6K-$118.8K FRANCHISE FEE
$39.5K
VETERAN INCENTIVE
$10,000 off franchise fee
150 ERA Group Cost intelligence and optimization consulting
TOTAL UNITS (Franchised / Co.-Owned) 806/2
STARTUP COST
$76K-$105.9K
FRANCHISE FEE
$69.9K
VETERAN INCENTIVE
$5,000 off franchise fee
Some franchises are very seasonal. So what if you want business year-round?
Buy a different brand for summer and winter! by CARL STOFFERS
When the air gets crisp, mosquitoes die off for the winter. Most people love that. But for Chris Snead, who owns five Mosquito Joe territories in Northern Virginia, it once meant that business died off too. Snead bought his first Mosquito Joe franchise in 2014, and kept expanding. But eventually, the seasonal aspect of Mosquito Joe began to feel limiting. He wanted businesses that operated year-round.
The solution: In 2022, he opened a Wonderly Lights franchise (formerly known as Grand Illuminations). Demand surges during the fall and winter, when people want their holiday lights up, but it also provides year-round service for landscape lighting. It’s why the company’s tagline is literally “Making Every Season Brighter”—reminding customers that it’s not just seasonal. So, what’s it like running separate franchises that peak in the summer and winter? Snead explains.
How compressed is the holiday lights business?
The holidays really start with Halloween now; it’s become such a big holiday. Everyone wants their installs right around Halloween, and that creates a huge push in a short time—and each year it starts earlier.
Do you cross-sell between Mosquito Joe and Wonderly Lights? Absolutely. Last year, we did door tags—Mosquito Joe on one side and Wonderly Lights on the other. Our technicians would put them on the doors they were treating.
How do you handle staffing between the two businesses?
Initially, I maintained some of the staffing from the pest control business for the lighting. But as opportunities in year-
round lighting and landscape lighting have become more robust, I’m starting to use separate staff for the two.
How do you maintain quality and consistency across six locations and now two brands?
I tell our people all the time that we have two sets of customers. We have our external customer, who relies on us to provide wonderful service, and internal customers—our employees and technicians—who we have to train. So the customer service is just as important to us as the tactical training of pest control or physically lighting a property.
What advice would you give to someone who wants to be an entrepreneur but isn’t sure where to start?
Figure out what you truly love
to do. I love training, selling, and talking with customers. Whatever it is you love, align your opportunities with that.
Is being a business owner important to your identity?
My grandfather was a farmer in Georgia. He got a $6,000 loan, which wasn’t easy in the 1940s. He worked a job from 5 a.m. to noon and then farmed from noon until dark. My father was the first in the family to go to college. He became the Inspector General of the Department of the Interior. So I love what I’m doing. It drives me, you know? I would love for my sons to take over someday. Either way, I’ll continue to build.
What’s the most memorable lighting installation you’ve done so far?
Decorating for a customer whose father passed away, and whose mother insisted they still needed lights for the holidays. There was one tree that her father always took extra care in decorating, but her father’s lights were in bad shape. So we replaced them with a brighter white strand, just for that tree. When we turned on all the lights, and saw the one tree shining brighter than the rest, we both broke down in tears. It was a deeply personal and emotional moment. That’s the kind of experience that you don’t have any other time of year.
French Florist was once a struggling florist shop in Los Angeles. Here’s how it transformed into an innovative franchise that’s taking on the industry. by JASON FEIFER
In 2018, Michael Jacobson was fresh out of college when he got an unexpected call. His uncle had been running a local flower shop called French Florist for 40 years, but he was burned out and wanted Jacobson to help him sell it. Jacobson said yes— but the more he learned about the floral industry, the more he realized there was a bigger opportunity there.
The way Jacobson saw it, all local florists suffered from the same three problems. First, most orders came through aggregators like 1-800-FLOWERS, whose commission and fees often took north of 40% of a sale’s revenue. Second, local shops couldn’t buy directly from flower farms, so they had to go through expensive middlemen, which reduced the freshness of the flowers. And third, local shops were working with outdated technology. If Jacobson could solve all of these issues, he figured, he could build a competitive business— so he became the CEO of French Florist, and transformed it into a budding franchise which is on track to have 11 locations by late November. Here, he explains how he did it.
How did you free yourself from that 40% cut to aggregators?
Because we were already paying such a high commission, that gave us a lot of budget to try to acquire clients more directly.
In other words: You were already losing 40% on these orders, so why not spend that money on marketing your own business?
Yes. When someone buys directly from you instead of an aggregator, you get that client’s data—and the second time they purchase from you, you’re not paying that acquisition cost anymore.
What attracted those customers?
We invested into website conversion rate and search engine optimization, plus ads. Your traditional florists might get 10% to 40% of their clients from the internet. We get 95% while still getting the same amount of walk-ins. We also got creative on the client retention side—which is equally as important as client acquisition. We send a handwritten card to every first-time client. We also tried to increase our average order value to help our unit economics. It was not one magic pill that made the business explode.
Next, you had to figure out how to source directly from farmers. They don’t generally sell to local florists, because local florists often aren’t able to order in bulk. So what did you do?
It took a few years, until we were spending millions per year on flowers. Then it became a very virtuous cycle. If we have a better supply chain, we’re gonna have a better product at a lower price and provide a better client experience. Then we’re going to have better client retention, which allows us to increase revenue further, which allows us to invest in our supply chain deeper, or maybe make our technology better.
What was your approach on the technology side?
It was asking: If I could have any tech that existed, what would it be? Technology is in a wonderful space. The question is not whether it’s possible, it’s whether you have the money to do it. We were spending $13,000 a year on ink for printing out
six iPads for $2,000 and develop
sage that comes with the flowers through a QR code on the card.
When you were a local shop, you were frustrated with the aggregators like 1-800-FLOWERS. Now you’re a franchisor, and your franchisees are paying you royalties. As you grow, how do you avoid becoming a version of the thing you fought against?
We question ourselves constantly. Where the aggregators are charging 40%, we charge 6%. And we’re not just aggregating orders. We’re fulfilling them from a local French Florist and have control all the way through. Our goal is to resurrect what people have always known flowers to be—a reminder that life is beautiful— after our industry messed up delivering that experience.
One franchise can be fun to run. Three can feel like hell—until you figure out how to navigate that treacherous stretch of growth, and build a truly thriving business. by DAVID BARR
There’s a magical stage of growth that every franchisee dreams of reaching. It’s the point where your business has enough scale and momentum to run without your hand on the wheel every minute of the day. Finally, you get to sit back and enjoy the ride.
Unfortunately, between the comfort of your first successful location and the stability of true scale, there lies a brutal and unglamorous stretch of growth. I call it the Hell Zone.
As a former chair of the International Franchise Association board, I’ve advised many franchisees through the Hell Zone. I’ve also experienced it myself.
My entrepreneurial journey began when I bought two KFC franchise locations. It was manageable and generally enjoyable, and the units made money. I knew every employee, every
number, and every problem. Then I opened a third location, and my life became a whirlwind of chaos. Constant work. The business was too big to do everything myself and too small to afford the structure of larger organizations—area managers, HR, finance, marketing. Instead of me controlling the business, the business was controlling me.
At the time, it felt like I was doing something wrong. But I’ve since learned that this is a normal part of multi-unit growth (and it holds true for people outside franchising too). The Hell Zone is the phase when your growth outpaces your resources, and you are the only thing holding the business together. You’re running two, three, maybe four locations— or juggling a handful of key clients—but you don’t have the financial or operational cushion to breathe. You’re scaling revenue faster than infrastructure, and every decision feels like a
trade-off between short-term survival and long-term stability.
For most of us, this phase is unavoidable. The good news: It does not last forever. And if you approach it right, then you’ll find incredible growth on the
Here is my advice for building through the Hell Zone.
Understand why the Hell Zone occurs, so you can focus on solutions to move beyond it.
I believe that most multi-unit franchisees need at least $5 million of revenue before they can afford a multi-unit supervisor. This is because, for most concepts, it is difficult to pay out more than 2% of revenue for this supervision and still have an income statement that shows a return on investment. Thus, the answer is either grow revenue organically or through development, or invest early in multiunit supervision and accept a lower return.
2/ Acknowledge the pain, but don’t dwell on it.
Create time to work on solutions versus getting stuck on the urgent problems in front of you. While you are in the Hell Zone, the tyranny of the urgent can become a real impediment to growth.
3/ Invest in processes early.
The systems you think you can’t afford are exactly what will get you out of the Hell Zone faster. Better unit-level management,
better training, better technology for multi-unit management—all of these processes allow for the entrepreneur to focus on vision and growth. Don’t procrastinate on investing in processes, because either you or a future multi-unit supervisor will need these tools to manage the business regardless.
4/ Be sure you have the financial and intellectual capital you need before starting to scale. Entrepreneurs who are starved for funds often get stuck in the Hell Zone. But too often, the focus is solely on financial capital, when the entrepreneur does not have the intellectual capital (knowledge and experience) to grow the business. Your growth plan should address both.
5/ Stay positive and committed to the destination.
The Hell Zone is part of the journey; it is not your destination. If your dream is to have a larger business, stay focused on that. A positive attitude reframes challenges as opportunities and allows your team to rally behind you as a leader. When you emerge on the other side, you will have a team that executes without constant oversight, systems that run without you, and growth that compounds instead of consumes. The Hell Zone is where entrepreneurs are forged. If you are in it right now, take heart—you’re not failing. You’re graduating.
These hot franchise trends all capture something about the way we live now.
by KIM KAVIN
Here’s perhaps the most common question in business: What do people want?
But there’s a bigger, better, and meatier question to ask: Why do people want what they want?
If you can answer that, you know what’s driving people’s spending—and you can understand where they might be spending next.
That’s what we at Entrepreneur endeavored to do, by looking at four of the hottest trends in franchising today. Over the past year, there’s been a boom (or a continuing boom) in franchises that focus on pets, junk removal, personal care, and Asian cuisine. (Those aren’t the only trending categories; see more on page 120.) So we wanted to know: What’s driving that growth? Why are people spending more in these areas? What does that say about consumers today and opportunities for franchisees tomorrow?
The answers go far beyond basic needs. For example: Yes, sure, people own a lot of pets, and their spending can sustain a lot of businesses—but it’s also a question of why they’re spending the way they are, and what business models are now most appealing.
“I think the brands that are succeeding now aren’t trying to lock people in,” says Mark Van Wye, CEO of the dog-training brand Zoom Room. He thinks consumers are suffering from subscription fatigue, so they are more responsive to things that create real and sustained excitement. “It’s about making experiences so good that people are willing to opt in.”
On the following pages, we look closely at today’s trending categories to explain what’s driving that growth, what’s motivating consumers, and how entrepreneurs can put those insights to good use.
Our relationships with our pets are changing.
People have always loved pets. But they really love them now.
According to the American Pet Products Association, pet owners are projected to spend $157 billion in 2025—up from about $152 billion last year, and up from about $103 billion just five years ago. Food and treats continue to be the biggest moneymakers, followed by trips to the veterinarian, but other services such as grooming, training, and pet sitting are also raking in billions of dollars a year combined.
Why? The answer lies in consumer psychology. In a stressful world, perhaps pets offer a much-needed escape? But more importantly, consumers now have an increasingly personal relationship with their pets.
“People look at their dogs like they are part of the family,” says Mark Siebert, CEO of iFranchise Group. Case in point, Siebert points to the success of Resting Rainbow, a pet cremation franchise.
“When I was a kid, it was, ‘Call up the local garbage people and have them take your dog away.’ Resting Rainbow does memorials, and they’ll cremate your dog and put him in an urn. They will do memory boxes of all the stuff you have for your dog, like the collar, the favorite toy.”
Other franchises are helping people nurture that ani-
mal-human bond. Zoom Room, which got its start in 2007 and started franchising in 2009, now has almost 70 franchised locations with indoor dog-training gyms that focus on socialization, which is different from teaching dogs obedience commands such as “sit” or “stay.” Socialization is more about helping a dog feel comfortable day to day, so the dogs’ lives and their owners’ lives are calmer and happier.
“Most people don’t want a trained dog so much as a socialized dog, because it removes the anxiety of walking around the block and getting tense when another person approaches,” says Mark Van Wye, CEO of Zoom Room. “Once
you realize you can’t achieve that by watching a YouTube video or having a trainer come to your house, you see why what we’re doing is working.”
This focus on practicality, and integrating pets into daily life, is a shift from some of the luxury pet brands that flourished in previous decades. “I remember during the recession in 2008 and 2009, people had whole businesses that made cookies for their dogs,” Van Wye says. “Or diamond collars. All of those businesses closed because no one can really afford or justify that. Twenty percent of our business, on average, is retail sales—but every product is solution-oriented.
The toys solve a particular issue, such as your dog chewing up the house.”
As more and more people seek out ways to spoil their fur babies, or just coexist in peace and harmony, Siebert says the Pets category doesn’t show any signs of weakening.
“There’s studies out there that 90% of pet owners will buy their dogs and cats Christmas presents,” Siebert says. “Think about it. The dogs and cats don’t know that it’s Christmas. They’re not waking up in the morning and running downstairs to unwrap their presents. But we’re treating them like part of the family. That trend has not slowed down one bit in my lifetime.”
Diners are becoming more sophisticated and curious.
Every year, the National Restaurant Association shares the results of its “What’s Hot” survey. In 2025, Southeast Asian foods were forecast to be all the rage. Vietnamese and Filipino cuisines were scoring big points with consumers, along with Korean and Indian (though those cuisines are technically East Asian and South Asian, respectively).
More familiar Asian foods like Chinese, Japanese, and Thai are growing in the fran-
chise industry as well, but less-established regional flavors are especially hot.
“As the years have progressed, two important trends have occurred concurrently,” says Hudson Riehle, the National Restaurant Association’s senior vice president of research. “First, Asian cuisines and their supply chains have grown in diversity and availability. Second, diners and their global palates have become more sophisticated and knowledgeable. As a result, there is a much broader and
receptive audience.”
Franchisors are taking note. “America has become more of a melting pot,” says Gregg Majewski, CEO and founder of Craveworthy Brands, which includes Dirty Dough cookies, Gregorys Coffee, and now, the Indian barbecue brand Sigri. “We took authentic Indian food and made it the way it’s supposed to be. You walk into the restaurant and you smell the curry.”
Sigri, which opened in 2015, has two New Jersey locations, and has sold 10 units since it started franchising in 2025. The concept is fast-casual Indian food, where meals are made fresh and customers walk down a line, choosing the ingredients they want to include in their meals. The fusion of authentic flavors with modern branding and presentation seems to be working. Another of Craveworthy’s successful concepts is Genghis Grill, which serves build-yourown stir-fry bowls from dozens of fresh ingredients. It has 34 franchised locations with another 30 to 40 now sold.
“Both [Southeast Asian and Indian] are growing areas, without a doubt,” Majewski says. “Americans are never going to give up their burgers or chicken sandwiches, but they are looking for other avenues. We made a conscious decision to have brands in the ethnic category
going forward.”
Siebert of iFranchise says he’s seeing similar success with one of his clients, Curry Up Now, an Indian brand that also offers catering as well as food trucks. “Those guys are knocking it out of the park,” Siebert says. “I think that to some extent, it’s people liking the flavor, but it’s also a segment that has been underdeveloped from a franchise standpoint. If you think about it, what other Indian chains are out there now that are doing really well? There’s not that many.”
Korean brands are also reporting gains. Bonchon, a global leader in Korean fried chicken, recently described “explosive growth” from 150 to 500 planned U.S. locations.
Siebert says he’s seen this category’s brands do well if they have perfected their offerings in Korea and are now transplanting those dishes to the United States. “These guys have hundreds, maybe thousands of locations in Korea, and they’re coming to this market with a new take on chicken,” Siebert says. “It’s sort of what you think of as barbecue, but they put different sauces on it. The flavor profile of the wings and the chicken is very different from the traditional buffalo-style hot, hotter, or hottest. With the Korean ones, they’re more sweet-and-spicy.”
It’s on people’s minds, and good for the bottom line.
The pandemic may have started in 2020, but its economic shifts are still being felt in 2025.
It affected how we think about all kinds of things—especially our mental and physical well-being. A Pew Research Center survey found that during the pandemic, about a quarter of Americans who responded said that keeping healthy was more important, including putting more emphasis on a healthy lifestyle. The medical media company Healio reported that 80% of Americans intended to be more mindful about regular self-care after the pandemic. And McKinsey reported that the pandemic led U.S. consumers to try new brands and channels to address their care needs.
That shift is leading to all kinds of new personal care concepts in the franchise industry,
while existing brands are upping their game by adding new “self-care” services.
For example, in 2024, the franchise Massage Heights announced its plan to rebrand as Heights Wellness Retreat. Massage will remain a cornerstone service, but the transformation will position the company to meet consumers’ evolving demands.
“Consumers are looking for a more complete and personalized approach to their wellness,” Massage Heights cofounder and CEO Shane Evans said. “Through our evolution to Heights Wellness Retreat, we are expanding our offerings, which will result in higher revenues and profit margins for our franchisees and the ability to reach a wider audience.”
The 111-location franchise brand is implementing several touchless therapies—such as
lymphatic drainage, meditation, red light therapy, and salt therapy—which, the company says “will offer consumers a new level of convenience to achieve holistic wellness.”
Siebert of iFranchise says this approach not only taps into what customers seem to want from their personal care, but also adds revenue at the franchisee and franchisor levels.
“It’s a differentiation thing,” he says. “Franchisors are seeing that the best way to increase their profitability is to increase the revenue at the franchisee level. You can do that by adding services to boost the revenue line, which boosts the royalty payment to the franchisor, and presumably the consumer also wins with the more wellrounded experience.”
Similarly, the Colorado-based Woodhouse Spa has seen significant growth in the past five years. The brand now has 93 locations: four corporate-owned and the rest franchises. Michelle IchazoVazquez, vice president of marketing, says, “The way people think about luxury, maybe they think it means diamond earrings or handbags. For us, luxury means the time to disconnect, time to step away, time for yourself and self-care.”
Woodhouse’s market positioning is modern, accessible luxury. “We’re not priced like the Four Seasons—we’re a little under that— but it’s definitely a luxury spa,” Ichazo-Vazquez says.
Some of the newer Woodhouse locations, she says, are adding self-guided customer experiences—sometimes called self-therapy—where a customer can access certain services without help from a dedicated staff member, like a masseuse. These types of services have gained popularity in the past five years. “We have some locations with a wellness wave bed, the infrared sauna, a dry-water jet massage, there’s light therapy, aromatherapy,” IchazoVazquez says. “There’s a combination of things happening in the self-guided space.”
Woodhouse locations also have a quiet room—essentially an elevated waiting room where customers relax before and after treatments. It’s a place to unplug from life’s overwhelming, moment-to-moment, smartphone-fueled demands. The room is dark-lit with soothing smells, music in the background, comfy couches, blankets, natural essence waters, and snacks. All of it is intended to give customers a moment of respite and pampering, even if they’re just waiting to get their nails done.
Ichazo-Vazquez says that at Woodhouse Spa, new offerings are always in the context of the tried-and-true business model. “It’s how you treat people from the moment they come in, and make their experience feel personalized,” she says. “Those are the things that make the value of the sanctuary significant.”
As e-commerce grows, so do our garbage piles.
Junk removal has been around for decades. One of the largest brands in the space, 1-800-GOT-JUNK?, dates back to a single truck that started rolling in 1989. But now it has a lot of competition. By our count, there are at least 13 more brands, with names like Junk King and The Junkluggers.
Premium Service Brands, which owns nine brands, even bought the franchise Rubbish Works in 2020. “It appealed to us because it has two revenue streams,” says Premium founder and CEO Paul Flick: It rents dumpsters to businesses, and hauls residential junk. So, what’s driving growth in junk removal? Simple: It’s all the junk we’re buying.
There is a confluence of reasons for this, says Flick. First, young people are spending more on experiences—and less on high-quality, long-lasting products.
“I remember my parents, living in their house, some of the furniture was passed down from their parents,” Flick says. “Right now, we live in a disposable world.”
And with the rise of e-commerce, those disposable products are cheaper and easier than ever to acquire.
Flick also points to the type of furniture a lot of people are buying. Furniture Today describes millennials (born between 1981 and 1996) as the “Ikea generation,” likely to upgrade only as they got married, bought a first home, got a promo-
tion or had a baby. About half the people in Gen Z (born between 1997 and 2012) prefer to rent apartments, according to RealPage, which provides data analytics for the real-es-
tate industry.
Those trends aren’t conducive to the kinds of pricier, better-quality furniture you might invest in if you owned your home
and planned to stay in the same place for many years. Instead, younger consumers are buying what they see as temporary furniture for their temporary living spaces.
The demand for junk removal is also pulling existing franchise brands like College Hunks into the space, Siebert of iFranchise says. “They were originally just doing moving, but they branched into junk, probably because moving tends to be more related to the housing market. It can go up and down, and they wanted to make sure they had more of a steady-state business opportunity.”
All of this junk is pretty terrible for the environment, so some franchises are capital-
izing on customers’ desire to get rid of their stuff in a more responsible way.
For instance, The Junkluggers markets itself as eco-friendly junk removal. Its junk haulers sort through everything they collect to separate out any items that can be donated, recycled, or repurposed. Junk King does something similar, saying it recycles 60% of what it takes in, on average.
“The evolution that we’re seeing is that a lot of the companies are focusing on being more green,” Siebert says. “They’re focusing on recycling, repurposing discarded materials or donations—some of the things that are larger trends of being eco-friendly.”
Ready to own your own business? Check out these top business opportunities and take the first step toward entrepreneurship.
PuroClean’s PuroVet Program empowers veterans to build thriving businesses through franchise ownership. With tailored training, financial incentives, and ongoing support, PuroClean helps veterans transition from military service to entrepreneurship with purpose and impact.
$210 Billion property restoration industry
PuroVet program specific to veteran Franchise Owners
25% veteran franchise fee discount
Recession-resistant industry
Exclusive access to NVBDC SD/VOB Certification
PuroClean has once again earned the #10 spot on Entrepreneur’s Top Franchises for Veterans list. A testament to the company’s strong support network and veteran-friendly franchise model, the ranking highlights how PuroClean is more than just a restoration brand; it’s a platform for veterans to translate service into entrepreneurship.
With more than 500 locations throughout North America and known as the “Paramedics of Property Damage®,” PuroClean is a property restoration and remediation franchise offering water damage, fire and smoke mitigation, mold removal and biohazard cleanup services. PuroClean Franchise Owners benefit from the company’s proven business model, training at PuroClean Academy, and unparalleled ongoing support. Moreover, the PuroClean system emphasizes leadership, discipline, and service,
qualities many veterans already possess, and helps veterans transition smoothly into business ownership. PuroClean’s dedicated PuroVet program provides qualified veterans with a 25% discount on the initial franchise fee, as well as access to tailored mentorship, peer networks of fellow veteran Franchise Owners, and forums emphasizing veteran engagement and support. In fact, one in seven PuroClean Franchise Owners are veterans!
“Being in the military has undeniably shaped me into a more effective and resilient business owner,” says PuroClean Franchise Owner and veteran, Jennifer Wine. “The military taught me discipline, resilience, and the importance of teamwork, all of which are crucial in running a business.”
Entrepreneur’s latest ranking of PuroClean as one of the Top Franchises for Veterans underscores the company’s
commitment to honoring military service and dedication to creating real opportunities for those who have served. Beyond simply recognizing veterans, PuroClean actively empowers veterans with a clear and supported path into entrepreneurship through training, discounts, and community.
Founded with a mission to provide exceptional pet care with a strong focus on transparency, safety, and personalized service, Dog Unleashed® has quickly gained a reputation for its high standards and innovative approach. Unlike many competitors that turn away dogs that do not pass temperament tests for group play, Dog Unleashed® has created their socialization program that is individualized for each dog, thus allowing all dogs to receive appropriate social engagement and care.
With six distinct play group categories tailored to meet each dog’s unique needs, Dog Unleashed® is redefining excellence in the dog daycare industry.
Dog Unleashed® also provides concierge-style pet services, including personalized playtime, grooming packages, and high-margin add-ons that drive additional revenue for franchisees.
Entrepreneurs who join the Dog Unleashed® franchise system will benefit from a proven business model, extensive training, and ongoing operational support. Franchisees receive 59 hours of classroom training and 72 hours of on-the-job training ensuring they are well-equipped to manage daily operations, provide high-quality pet care, and build strong customer relationships. Additionally, the brand’s client communication system keeps pet owners engaged and informed, further setting Dog Unleashed® apart in the industry.
Initial franchise investment ranging from $530,000 to $981,500 and a franchise fee of $35,000
Access to lucrative markets with high demand for quality pet care services
Expert guidance and direct founder support throughout your franchise journey
Proven, scalable business model designed for long-term success
Opportunity to enter a billion-dollar industry with exceptional profit potential
Dog Unleashed® Boarding is transforming what pet owners expect from overnight care. With a range of suite sizes and tailored accommodations, Dog Unleashed® consistently maximizes occupancy while delivering an exceptional guest experience.
Value-added offerings such as Story Time with Belly Rubs, Cookies and Milk, Home-Made Ice Cream and more, enhance the guest experience while increasing client loyalty. Together with personalized suite setups and more than 18 concierge options, these features have become proven revenue drivers. This innovative approach not only enhances client satisfaction and retention but also positions Dog Unleashed® as a leader in the rapidly growing pet-care industry.
Entrepreneurs looking to enter the booming pet care industry should franchise with Dog Unleashed® because the demand for dog daycare services is at an all-time
high. The U.S. pet industry reached $136.8 billion in 2022, with pet services, including grooming and boarding, accounting for over $11 billion and growing at a rapid pace.
Paul Davis Restoration is a full-service property damage restoration franchise with nearly 60 years of proven expertise. We provide entrepreneurs with the training, systems, and support to build successful businesses that serve and restore their communities.
Top Franchise for Veterans 2025
$6M+ Avg. Gross Sales (2+ yrs) Proud VetFran Participant
Training, Technology & Support
At Paul Davis Restoration, our promise is simple: When things go wrong, we do what’s right. For nearly 60 years, we’ve been helping communities rebuild after disasters, delivering trusted expertise in full-service property damage restoration.
This mission-driven culture is one reason we’re proud to be named a Top Franchise for Veterans by Entrepreneur Magazine. Veterans bring leadership, discipline, and service-oriented values that align perfectly with the Paul Davis way.
Take U.S. Marine Corps veteran Graham Pulliam (2005–2013), now the owner of Paul Davis Restoration of Pasadena, CA. “I was at a career crossroads,” Graham reflects. “After ten years trying to find the right mission in the corporate world, I decided to create it myself. Franchising gave me the chance to build and lead a team,
execute off a commander’s intent, and get back into that embedded advisor mode I thrived on in the Marines.”
Why Paul Davis? For Graham, the decision was clear: “Relevant professional experience, available territory, industry thesis, and a corporate culture that resonated with me.”
That culture is reinforced by results. In 2024, the average reported gross sales per franchise operating more than two years was $6,006,779. And for veterans, the opportunity is even stronger: Paul Davis proudly participates in the VetFran program and offers financial incentives designed to support veterans as they transition into ownership.
For veterans ready for their next mission, or entrepreneurs driven to make a difference, Paul Davis offers more than a franchise. It offers purpose, impact, and the foundation for success.
About College HUNKS Hauling Junk & Moving® Franchise
College H.U.N.K.S. Hauling Junk & Moving® is a toprated, award-winning franchise ranked #244 on the 2025 Entrepreneur Franchise 500®. A purpose-driven, AI- and recession-resistant business offering strong returns and veteran-friendly ownership opportunities.
College HUNKS Hauling Junk & Moving® Facts
Franschise Fee: $75,000
Two Businesses in One Brand. 2 Revenue Streams
175+ franchisees and 350+ zones
“AI is reshaping office jobs. I want something tangible and durable.” – Erica Fine, Franchisee
Looking for one of the best franchises to own in 2025 and 2026? College
H.U.N.K.S. Hauling Junk & Moving® continues to prove that purpose-driven, people-powered brands lead the way. Ranked #244 on the 2025 Entrepreneur Franchise 500® and honored among Entrepreneur’s Top Franchises for Veterans 2024 and 2025, this award-winning business blends recession-resistant services with strong returns, scalable systems, and a mission that moves the world—literally.
College H.U.N.K.S. offers two powerful, high-demand services under one franchise— junk removal and moving. This dual-revenue model creates consistent income and strong margins across seasons, positioning owners among the franchises with the highest profit potential in the service sector.
From Entrepreneur’s Top Franchises for Veterans (2025) to Inc. 5000’s FastestGrowing Private Companies, College H.U.N.K.S. has earned recognition for its leadership, growth, and financial strength. Forbes even ranked it among America’s Best Junk Removal Companies for its quality, consistency, and customer satisfaction.
Automation can’t replace empathy, teamwork, or hustle. That’s why College H.U.N.K.S. keeps growing year after year. Backed by a national call center that booked nearly 350,000 jobs last year, franchise owners receive expert marketing, technology, and operations support to build scalable businesses in every economy.
PROVEN ROI + COMMUNITY IMPACT
With 175+ franchisees and 350+ zones across North America, College H.U.N.K.S. empowers owners to lead with purpose while driving performance. Franchisees recycle up to 70% of hauled items, create jobs, and build profitable businesses backed by national recognition and a strong mission: to Move the World.
Mobility City is the leading national franchise providing sales, rentals, and repairs of mobility equipment. Backed by 40+ years of experience, we help franchisees grow fast through turnkey systems, national accounts, and community impact.
98 signed locations
Turnkey startup from $250k all-in
7 diverse revenue streams for steady growthy
Large 1M-person territories built to scale
In a world where mobility truly means freedom, Mobility City gives you the chance to build a business that changes lives. Founded by Diane and Vinny Baratta, this brand blends mission with margin. With more than 40 years of home medical and mobility experience behind it, franchisees gain a proven, multi-stream system that is rooted in compassion and designed for growth.
At each location, you will operate a sleek showroom and a mobile service fleet that brings repairs, rentals, and sales directly to customers’ homes. Every Mobility City franchise supports seven revenue paths: sales, rentals, repair, sanitization, national contracts, warranty work, and facility services. Backed by negotiated agreements with more than 90 national accounts and now an exclusive Veterans Affairs (VA) service contract, your territory starts with
business already in motion.
For Diane and Vinny, this is not just business, it is personal. As Diane recounts, “My late husband was dependent on his mobility scooter…I found a dealer who repaired scooters and made house calls. That is how I learned about Mobility City’s incredible model.” And for Vinny, the system is built for purpose and scale: “We do not sell our franchise. We show people what we do, and they say, ‘This is my calling in life.’
That heart-driven approach is matched by a clear, repeatable blueprint. Many owners reach cash-flow-positive status within months. With a small, efficient team and hands-on leadership, you will serve markets of up to a million residents, territories designed to grow. Our corporate support team manages marketing, operations, vendor partnerships, and lead generation so you can focus on execution and impact.
When you become a Mobility City franchisee, you are not just owning a business, you’re restoring dignity, movement, and independence in your community.
MENTION THIS ARTICLE & RECEIVE $5000 OFF YOUR FRANCHISE FEE!
by TRACY STAPP HEROLD
Where are the hottest opportunities in franchising? At Entrepreneur, we’re uniquely suited to answer that question. We collect data from hundreds of franchise brands every year, giving us unique insight into the types of businesses that are growing and thriving.
So, here’s our answer: The 10 hottest growth areas in franchising today are Asian Food, Beverages, Business Services, Children’s Education & Enrichment, Health & Wellness, Junk Removal/Dumpster Rentals, Personal Care, Pets, Recreation, and Restoration. Each category grew in 2025, and we expect that momentum to carry into 2026.
Want to get in on the action? On the following pages, we list more than 600 franchise brands inside these categories—and one of them could be right for you. (And on page 106, we dig into the market forces propelling some of them.)
As you peruse the list, you may notice something interesting: Many of the franchises can fit into more than one trending category. For example, many of the brands in the Beverages category offer Asian-inspired teas and other drinks. There’s obvious overlap between the Health & Wellness and Personal Care categories, of course. And salon suites, which you’ll find under Personal Care, can also be considered Business Services, because they rent suites to independent hair and beauty professionals.
Those brands may be well-positioned for success, but of course, nothing in business is guaranteed. That’s why this list is for informational purposes only and not intended as a recommendation of any particular brand. It’s essential that you do your own research. Read the company’s legal documents, consult with an attorney and an accountant, and talk to as many franchisees as you can to decide whether an opportunity is strong and right for you.
TOTAL UNITS
(Franchised / Co.-Owned) 479/3
Cupbop
Korean barbecue
STARTUP COST
$296.4K-$664.4K
TOTAL UNITS
(Franchised / Co.-Owned) 205/33
Curry House CoCo
Ichibanya
Japanese-style curry dishes
STARTUP COST
$907K-$1.4M
TOTAL UNITS
(Franchised / Co.-Owned) 1/6
TOTAL UNITS (Franchised / Co.-Owned) 3/1
Hawaiian Bros Island Grill
Hawaiian plate lunches
STARTUP COST
$1.2M-$4.1M
TOTAL UNITS (Franchised / Co.-Owned) 41/26
Jayasri Sweets
Indian sweets and snacks
STARTUP COST
$243K-$497K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
Jinya Ramen Bar
Ramen, tapas, craft beer
STARTUP COST
$1.6M-$3.5M
TOTAL UNITS (Franchised / Co.-Owned) 73/5
TOTAL UNITS (Franchised / Co.-Owned) 220/7
Lime House
Sushi and ramen STARTUP COST
$348.3K-$781.7K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Nippon Curry
Japanese curry STARTUP COST
$226.6K-$730.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
101 Chicken
Korean fried chicken and sandwiches
STARTUP COST
$396.5K-$809.3K
TOTAL UNITS (Franchised / Co.-Owned) 2/1
TOTAL UNITS
(Franchised / Co.-Owned) 72/6
Puffles
Hong Kong egg waffles, ice cream, and bubble tea STARTUP COST
$139K-$296K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
Rakkan Ramen Ramen and Japanese food STARTUP COST
$379.5K-$865K
TOTAL UNITS
(Franchised / Co.-Owned) 12/7
Beverage-focused franchises continue to be some of the fastest-growing in the restaurant industry, with no signs of slowing. Coffees, teas, juices, and smoothies are still the most popular beverages to build a brand around, but you’ll also find franchises offering menus based on beers, wine, and even sodas.
Beyond Juicery + Eatery
Smoothies, juices, smoothie bowls, wraps, salads, soups
STARTUP COST
$366.2K-$497.2K
TOTAL UNITS (Franchised / Co.-Owned) 46/3
Biggby Coffee
Specialty coffee, tea, smoothies, energy drinks, baked goods, sandwiches
STARTUP COST
$296.3K-$1M
TOTAL UNITS
(Franchised / Co.-Owned) 445/0
Boba Nation
Bubble tea and other beverages
STARTUP COST
$350K-$495.5K
TOTAL UNITS
(Franchised / Co.-Owned) 1/3
Brass Tap
Craft-beer bars
STARTUP COST
$792.95K-$1.3M
TOTAL UNITS
(Franchised / Co.-Owned) 48/2
Break Coffee
Subscription-based workplace coffee service
STARTUP COST
$102.5K-$146K
TOTAL UNITS
(Franchised / Co.-Owned) 9/1
CC’s Coffee House Coffee
STARTUP COST
$520K-$1.4M
TOTAL UNITS
(Franchised / Co.-Owned) 0/18
Chicha San Chen
Teas, milk teas, juices
STARTUP COST
$155.5K-$249.5K
TOTAL UNITS
(Franchised / Co.-Owned) 116/2
Clean Juice
Organic juices, smoothies, acai bowls, wraps, sandwiches, salads, toasts
STARTUP COST
$243K-$419K
TOTAL UNITS
(Franchised / Co.-Owned) 60/0
Dunkin’ Coffee, doughnuts, baked goods
STARTUP COST
$437.5K-$1.8M
TOTAL UNITS
(Franchised / Co.-Owned)
14,094/34
Dunn Brothers Coffee
Coffee, baked goods, sandwiches, wraps, desserts
STARTUP COST
$455.6K-$798.96K
TOTAL UNITS
(Franchised / Co.-Owned) 44/4
Ellianos Coffee Specialty coffee and smoothies
STARTUP COST
$671.5K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 69/0
Mixed sodas and snacks
STARTUP COST
$249.5K-$774.5K
TOTAL UNITS (Franchised / Co.-Owned) 66/3
Fresca Palapa
Fruit juices, fruit cups, smoothies
STARTUP COST
$153.2K-$303.9K
TOTAL UNITS (Franchised / Co.-Owned) 3/11
Gong cha Bubble tea
STARTUP COST
$184.5K-$627.1K
TOTAL UNITS
(Franchised / Co.-Owned) 2,069/93
The Good Pour Wine, spirits, and specialty item stores
STARTUP COST
$350K-$2.3M
TOTAL UNITS
(Franchised / Co.-Owned) 3/3
Hoppin’
Self-pour beer, wine, and cocktail taprooms
STARTUP COST
$553.95K-$1.7M
TOTAL UNITS
(Franchised / Co.-Owned) 3/2
HTeaO
Iced tea and coffee STARTUP COST
$387.1K-$1.9M
TOTAL UNITS
(Franchised / Co.-Owned) 135/14
The Human Bean Specialty coffee
STARTUP COST
$582.1K-$1.3M
TOTAL UNITS
(Franchised / Co.-Owned) 173/12
Jamba
Smoothies, juices, bowls
STARTUP COST
$468.9K-$928.8K
TOTAL UNITS
(Franchised / Co.-Owned) 783/1
Juan Valdez Colombian Coffee Coffee
STARTUP COST
$414.5K-$1.98M
TOTAL UNITS
(Franchised / Co.-Owned) 320/292
Juice It Up!
Smoothies, raw juices, acai
bowls
STARTUP COST
$247.8K-$711K
TOTAL UNITS
(Franchised / Co.-Owned) 95/1
Junbi
Matcha and tea
STARTUP COST
$273.8K-$581.3K
TOTAL UNITS
(Franchised / Co.-Owned) 12/1
Kung Fu Tea
Bubble tea
STARTUP COST
$169K-$378K
TOTAL UNITS
(Franchised / Co.-Owned) 368/4
Mariam Coffee Coffee
STARTUP COST
$149K-$283.5K
TOTAL UNITS
(Franchised / Co.-Owned) 4/0
Movita Juice Bar
Juices, smoothies, acai bowls, functional beverages
STARTUP COST
$275K-$500K
TOTAL UNITS
(Franchised / Co.-Owned) 15/3
Nekter Juice Bar
Juices, smoothies, acai bowls, nondairy ice cream
STARTUP COST
$243.2K-$647.2K
TOTAL UNITS
(Franchised / Co.-Owned) 184/26
Pacific Perks
Mobile event catering
STARTUP COST
$67.8K-$109.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
PJ’s Coffee of New Orleans Coffee, tea, pastries, sandwiches
STARTUP COST
$498.5K-$1.7M
TOTAL UNITS
(Franchised / Co.-Owned) 188/0
Pure Green
Smoothies, cold-pressed juices, acai and pitaya bowls
STARTUP COST
$177.5K-$493.9K
TOTAL UNITS
(Franchised / Co.-Owned) 61/9
Ramblin’ Joe’s Coffee
Coffee
STARTUP COST
$176.7K-$334K
TOTAL UNITS
(Franchised / Co.-Owned) 1/1
Robeks Fresh Juices & Smoothies
Juices, smoothies, bowls, toasts
STARTUP COST
$298.1K-$511.5K
TOTAL UNITS
(Franchised / Co.-Owned) 105/3
Scooter’s Coffee
Coffee, espresso, smoothies, pastries, breakfast items
STARTUP COST
$692.2K-$1.5M
TOTAL UNITS (Franchised / Co.-Owned) 854/24
Sip Fresh
Fruit-based beverages STARTUP COST
$233.7K-$420.8K
TOTAL UNITS (Franchised / Co.-Owned) 3/3
Smoothie Factory + Kitchen
Smoothies, juices, nutritional supplements, sandwiches, salads, wraps, toasts
STARTUP COST
$278.5K-$475K
TOTAL UNITS (Franchised / Co.-Owned) 48/0
Smoothie King
Smoothies and smoothie bowls
STARTUP COST
$346.4K-$1.3M
TOTAL UNITS (Franchised / Co.-Owned) 1,221/44
Tapioca Express Tea and snow-bubble beverages, snacks STARTUP COST
$217.9K-$479.1K
TOTAL UNITS (Franchised / Co.-Owned) 21/1
Tapster Self-pour bars
STARTUP COST
$229.2K-$1.3M
TOTAL UNITS (Franchised / Co.-Owned) 2/4
Tapville Social Self-service beer and wine restaurants/kiosks/mobile units
STARTUP COST
$100.5K-$2.5M
TOTAL UNITS (Franchised / Co.-Owned) 40/3
TeaCupFuls Boba Tea Boba tea
STARTUP COST
$160.3K-$390.5K
TOTAL UNITS (Franchised / Co.-Owned) 2/4
ThirsTea
Bubble, milk, and iced teas, other beverages, ice cream, acai bowls
STARTUP COST
$213.3K-$291.4K
TOTAL UNITS (Franchised / Co.-Owned) 10/0
Travelin’ Tom’s Coffee Coffee and beverages STARTUP COST
$201.8K-$255.3K
TOTAL UNITS (Franchised / Co.-Owned) 283/3
NO SKILLED LABOR NO PREP LABOR
Tropical Smoothie
Cafe
Smoothies, salads, wraps, sandwiches, flatbreads
STARTUP COST
$340.8K-$814.5K
TOTAL UNITS
(Franchised / Co.-Owned) 1,595/1
Vara Juice
Juices, smoothies, fruit bowls
STARTUP COST
$236.1K-$634.5K
TOTAL UNITS
(Franchised / Co.-Owned) 10/0
WineStyles Tasting Station
Wine bars, wine and craft beer retail sales, food, events, wine club memberships
STARTUP COST
$298K-$609.5K
TOTAL UNITS
(Franchised / Co.-Owned) 9/1
Ziggi’s Coffee Coffee, energy drinks, dirty soda, breakfast and lunch items
STARTUP COST
$581.5K-$2.1M
TOTAL UNITS
(Franchised / Co.-Owned) 103/8
BUSINESS SERVICES
More people than ever have sought to start their own businesses in recent years, with the U.S. Census Bureau reporting a record high of 5.49 million new business applications filed in 2023. That means growing opportunity for franchises that serve business owners, including those offering postal services, training, staffing, advisory services, and more.
AIM Mail Centers
Packing, shipping, postal, and business services
STARTUP COST
$249.1K-$349.8K
TOTAL UNITS
(Franchised / Co.-Owned) 42/0
All County Property Management
Property management and real estate services
STARTUP COST
$85.95K-$183.4K
TOTAL UNITS
(Franchised / Co.-Owned) 80/10
Allegra Marketing
Print Mail
Printing, marketing, direct mail, signs, promotional products
STARTUP COST
$130.4K-$455.8K
TOTAL UNITS
(Franchised / Co.-Owned) 216/1
AlphaGraphics Printing, marketing communications, signs and graphics
STARTUP COST
$295.8K-$378.7K
TOTAL UNITS
(Franchised / Co.-Owned) 249/0
The Alternative Board (TAB)
Business owner advisory boards, coaching, strategic planning
STARTUP COST
$77.1K-$95.4K
TOTAL UNITS
(Franchised / Co.-Owned) 337/8
AmSpirit Business Connections
Professional networking referral groups
STARTUP COST
$5.9K-$62.1K
TOTAL UNITS
(Franchised / Co.-Owned) 19/1
ATC Healthcare Services
Staffing services for medical facilities
STARTUP COST
$158.5K-$301.5K
TOTAL UNITS
(Franchised / Co.-Owned) 40/2
AtWork Group
Temporary, temp-to-hire, and direct-hire staffing
STARTUP COST
$156K-$213K
TOTAL UNITS
(Franchised / Co.-Owned) 86/6
Referral-based business networking
STARTUP COST
$53.4K-$273.1K
TOTAL UNITS
(Franchised / Co.-Owned) 1,015/293
BooXkeeping
Bookkeeping for small and medium businesses
STARTUP COST
$38K-$74.5K
TOTAL UNITS
(Franchised / Co.-Owned) 16/1
City Publications Publications for affluent homeowners
STARTUP COST
$46.3K-$269.9K
TOTAL UNITS
(Franchised / Co.-Owned) 52/0
CMIT Solutions
Outsourced IT services
STARTUP COST
$106.5K-$159.5K
TOTAL UNITS
(Franchised / Co.-Owned) 266/6
Coffee News
Weekly publications distributed at restaurants and waiting areas
STARTUP COST
$11.2K-$12.3K
TOTAL UNITS
(Franchised / Co.-Owned) 333/3
Cordova IT and executive staffing solutions
STARTUP COST
$94K-$291.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
The Coven Inclusive coworking spaces and virtual resources
STARTUP COST
$213.4K-$465.2K
TOTAL UNITS
(Franchised / Co.-Owned) 5/2
Crestcom
Leadership development and training
STARTUP COST
$91.9K-$104.9K
TOTAL UNITS
(Franchised / Co.-Owned) 168/0
Dale Carnegie Workplace training and development
STARTUP COST
$77K-$252K
TOTAL UNITS
(Franchised / Co.-Owned) 214/1
Discovery Map
Visitor-information maps and digital guides
STARTUP COST
$29.1K-$36.3K
TOTAL UNITS
(Franchised / Co.-Owned) 115/0
Dope CFO Certified Advisor
Accounting, tax, and CFO services for cannabis/CBD/ hemp businesses
STARTUP COST
$73.2K-$103.3K
TOTAL UNITS
(Franchised / Co.-Owned) 17/1
The Entrepreneur’s
Source
Franchise/business coaching and development
STARTUP COST
$114.4K-$133.5K
TOTAL UNITS
(Franchised / Co.-Owned) 255/0
ERA Group Cost intelligence and optimization consulting STARTUP COST
$76K-$105.9K
TOTAL UNITS
(Franchised / Co.-Owned) 806/2
Exit Factor
Business coaching and consulting
STARTUP COST
$62.8K-$86.99K
TOTAL UNITS
(Franchised / Co.-Owned) 81/4
Express Employment Professionals
Staffing, HR solutions STARTUP COST
$131K-$598.7K
TOTAL UNITS
(Franchised / Co.-Owned) 838/5
FastSigns Signs, graphics, and visual communications
STARTUP COST
$215.2K-$377.3K
TOTAL UNITS
(Franchised / Co.-Owned) 790/0
First Choice Business Brokers Business brokerages STARTUP COST
$69.2K-$98.1K
TOTAL UNITS
(Franchised / Co.-Owned) 122/0
Fortune Personnel Consultants (FPC)
Executive recruiting STARTUP COST
$74.7K-$134.9K
TOTAL UNITS
(Franchised / Co.-Owned) 59/1
FranNet
Franchise consulting STARTUP COST
$33.8K-$62.8K
TOTAL UNITS (Franchised / Co.-Owned) 62/0
FranReal
Commercial real estate services
STARTUP COST
$44.2K-$162.4K
TOTAL UNITS (Franchised / Co.-Owned) 3/1
Fun 4 US Kids
Family calendar/directory websites for local communities
STARTUP COST
$25.7K-$58.8K
TOTAL UNITS
(Franchised / Co.-Owned) 19/3
Grand Welcome
Vacation rental property management
STARTUP COST
$67.8K-$169.8K
TOTAL UNITS (Franchised / Co.-Owned) 70/3
The Growth Coach Business and sales coaching for SMBs
STARTUP COST
$54K-$75.9K
TOTAL UNITS (Franchised / Co.-Owned) 51/0
HRBoost
HR consulting STARTUP COST
$83.2K-$195.3K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
i4 Search Group
Healthcare recruiting STARTUP COST
$65.3K-$111.1K
TOTAL UNITS (Franchised / Co.-Owned) 33/1
Image360
Signs, graphics, displays, digital imaging, visual communications STARTUP COST
$139.1K-$502.2K
TOTAL UNITS (Franchised / Co.-Owned) 271/1
Intelligent Office Virtual office services, coworking spaces, executive-suite and conference-room rentals
STARTUP COST
$228K-$1.5M
TOTAL UNITS
(Franchised / Co.-Owned) 53/0
InXpress
Shipping and logistics services
STARTUP COST
$86.9K-$169.3K
TOTAL UNITS (Franchised / Co.-Owned) 443/2
Jay Berry Signs Custom signs
STARTUP COST
$190K-$317K
TOTAL UNITS (Franchised / Co.-Owned) 0/2
Jomsom Staffing Temporary and direct-hire staffing, payroll services
STARTUP COST
$72.8K-$132K
TOTAL UNITS (Franchised / Co.-Owned) 4/1
Keyrenter Property Management Residential property management STARTUP COST
$116.4K-$240.98K
TOTAL UNITS (Franchised / Co.-Owned) 70/0
Kwik Kopy Digital printing STARTUP COST
$210.6K-$248K
TOTAL UNITS (Franchised / Co.-Owned) 25/3
Leadership Management International Leadership and organizational training and development STARTUP COST
$20K-$27.5K
TOTAL UNITS (Franchised / Co.-Owned) 495/0
Ledgers
Bookkeeping, payroll and tax services, advisory and consulting STARTUP COST
$28.2K-$69.7K
TOTAL UNITS (Franchised / Co.-Owned) 6/0
Minuteman Press Printing, graphics, and marketing services STARTUP COST $81.99K-$221.1K
TOTAL UNITS (Franchised / Co.-Owned) 1,028/0
Money Pages
Direct-mail and digital marketing
STARTUP COST
$109.2K-$240.5K
TOTAL UNITS (Franchised / Co.-Owned) 13/15
Motivera Search Group
Contract and permanent staffing services
STARTUP COST
$47.4K-$72.8K
TOTAL UNITS
(Franchised / Co.-Owned) 4/1
Navis Pack & Ship
Packing, crating, and shipping of fragile, large, awkward, and valuable items
STARTUP COST
$111.6K-$191.1K
TOTAL UNITS
(Franchised / Co.-Owned) 48/0
Network In Action
Professional networking and referral groups
STARTUP COST
$37.7K-$42.7K
TOTAL UNITS
(Franchised / Co.-Owned) 159/3
NorthPoint
Executive Suites
Virtual office services, coworking spaces, and conference-room rentals
STARTUP COST
$620K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
NTV360
Indoor billboard advertising, digital marketing services
STARTUP COST
$48.2K-$120.4K
TOTAL UNITS
(Franchised / Co.-Owned) 15/2
Oasis Business & Insurance Solutions
B2B growth tools and business solutions
STARTUP COST
$72.4K-$132.8K
TOTAL UNITS
(Franchised / Co.-Owned) 4/1
Office Evolution
Virtual office services, coworking spaces, executive-suite and conference-room rentals
STARTUP COST
$193K-$2.2M
TOTAL UNITS
(Franchised / Co.-Owned) 86/0
Services
Tax, accounting, compliance, payroll, and advisory services
STARTUP COST
$8.7K-$117K
TOTAL UNITS
(Franchised / Co.-Owned) 250/0
Pak Mail
Packing, shipping, crating, freight, mailboxes, business services
STARTUP COST
$249.1K-$349.8K
TOTAL UNITS
(Franchised / Co.-Owned) 289/0
Parcel Plus
Packing, shipping, postal, and business services
STARTUP COST
$249.1K-$349.8K
TOTAL UNITS
(Franchised / Co.-Owned) 21/0
Patrice & Associates
Hospitality, executive search, retail, and sales recruiting
STARTUP COST
$105.1K-$121.1K
TOTAL UNITS
(Franchised / Co.-Owned) 200/0
Payroll Vault
Payroll and workforce management services
STARTUP COST
$77.4K-$111.9K
TOTAL UNITS
(Franchised / Co.-Owned) 63/1
PIP Marketing, Signs, Print
Printing, signs, marketing services
STARTUP COST
$246.7K-$274.2K
TOTAL UNITS
(Franchised / Co.-Owned) 50/0
Postal Annex
Packing, shipping, postal, and business services
STARTUP COST
$249.1K-$349.8K
TOTAL UNITS
(Franchised / Co.-Owned) 326/0
Postal Connections & iSold It
Postal, business, and internet services
STARTUP COST
$56.5K-$239.2K
TOTAL UNITS
(Franchised / Co.-Owned) 40/0
Packing, shipping, printing, signs, marketing solutions
STARTUP COST
$230.2K-$296.8K
TOTAL UNITS
(Franchised / Co.-Owned) 768/0
PrideStaff
Staffing
STARTUP COST
$99.8K-$230.7K
TOTAL UNITS
(Franchised / Co.-Owned) 69/5
Property Management Inc.
Commercial, residential, association, short-term rental, and multi-family property management
STARTUP COST
$77.2K-$153.8K
TOTAL UNITS
(Franchised / Co.-Owned) 417/0
Real Property Management
Property management
STARTUP COST
$91.8K-$234.2K
TOTAL UNITS
(Franchised / Co.-Owned) 448/0
RSVP Direct Mail
Advertising Advertising STARTUP COST
$114.3K-$381.8K
TOTAL UNITS
(Franchised / Co.-Owned) 54/0
Sandler
Sales and salesmanagement training
STARTUP COST
$77.5K-$102.3K
TOTAL UNITS
(Franchised / Co.-Owned) 220/0
Satellite Teams
Remote staffing and talent
acquisition
STARTUP COST
$75.5K-$96K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Sculpture
Hospitality
Bar and restaurant management solutions
STARTUP COST
$45.5K-$64.5K
TOTAL UNITS
(Franchised / Co.-Owned) 253/12
Signarama
Sign products and services
STARTUP COST
$109.2K-$355.7K
TOTAL UNITS
(Franchised / Co.-Owned) 693/0
Sir Speedy Print
Signs Marketing Printing, signs, marketing services
STARTUP COST
$251.7K-$299.2K
TOTAL UNITS
(Franchised / Co.-Owned) 125/0
SkyRun Vacation Rentals
Vacation rental management
STARTUP COST
$105.1K-$153.98K
TOTAL UNITS
(Franchised / Co.-Owned) 40/10
SnapHouss
Real estate photography, videography, 3D virtual tours, aerial/drone photos/ videos
STARTUP COST
$31.3K-$129.7K
TOTAL UNITS
(Franchised / Co.-Owned) 80/0
Social Indoor
Indoor print and digital advertising services
STARTUP COST
$94.1K-$310.7K
TOTAL UNITS
(Franchised / Co.-Owned) 51/5
SpeedPro
Large-format printing and graphics
STARTUP COST
$234.9K-$350.2K
TOTAL UNITS
(Franchised / Co.-Owned) 166/0
Spherion Staffing & Recruiting
Staffing and recruiting
STARTUP COST
$211.7K-$423.9K
TOTAL UNITS
(Franchised / Co.-Owned) 189/3
Stroll
Monthly publications for upscale neighborhoods STARTUP COST
$2K-$12.6K
TOTAL UNITS
(Franchised / Co.-Owned) 497/86
TAPinto
Local online news and digital marketing platforms STARTUP COST
$7.8K-$11.3K
TOTAL UNITS (Franchised / Co.-Owned) 89/12
TeamLogic IT
IT managed services for businesses
STARTUP COST
$109.5K-$144.7K
TOTAL UNITS (Franchised / Co.-Owned) 318/0
360 Tour Designs
Real estate and commercial photography, videography, aerial drone services, 3D virtual tours
STARTUP COST
$66.1K-$77.4K
TOTAL UNITS
(Franchised / Co.-Owned) 10/5
Town Money Saver
Direct-mail and digital advertising
STARTUP COST
$16.7K-$28.5K
TOTAL UNITS
(Franchised / Co.-Owned) 28/6
Transworld Business Advisors
Business brokerages; franchise consulting STARTUP COST
$104.1K-$131.1K
TOTAL UNITS (Franchised / Co.-Owned) 500/1
True Install Business sign installation
STARTUP COST
$112.5K-$447.4K
TOTAL UNITS
(Franchised / Co.-Owned) 10/0
TrueNest Property Management
Property management and real estate services
STARTUP COST
$70.3K-$99.95K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Unishippers
Arrangement of parcel and freight shipping services
STARTUP COST
$45.9K-$233.3K
TOTAL UNITS
(Franchised / Co.-Owned) 199/1
The UPS Store Shipping, packing, package management, mailboxes, printing, faxing, shredding, notary services
STARTUP COST
$57.1K-$608.98K
TOTAL UNITS (Franchised / Co.-Owned) 5,818/15
Valenta Business process automation and staffing augmentation
STARTUP COST
$89.9K-$113K
TOTAL UNITS (Franchised / Co.-Owned) 43/0
Venture X Coworking spaces
STARTUP COST
$346.5K-$3.4M
TOTAL UNITS (Franchised / Co.-Owned) 67/0
WCH Service Bureau Medical billing, provider credentialing, auditing
STARTUP COST
$54.6K-$75.3K
TOTAL UNITS (Franchised / Co.-Owned) 2/0
We Sell Restaurants Restaurant and business brokerages, business services
STARTUP COST
$105.6K-$150.4K
TOTAL UNITS (Franchised / Co.-Owned) 58/3
Wed Society Digital and print wedding publications, industry events
STARTUP COST
$97.8K-$120.95K
TOTAL UNITS (Franchised / Co.-Owned) 19/0
Whole Property Management Residential property management
STARTUP COST
$40.8K-$65K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
YESCO Sign & Lighting Service Sign and lighting service and maintenance
STARTUP COST
$65K-$432.2K
TOTAL UNITS (Franchised / Co.-Owned) 56/40
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& ENRICHMENT
Parents place a premium on their kids being healthy, happy, and successful in school and beyond. And prospective franchisees interested in serving that market have a variety of options, including childcare centers, afterschool enrichment programs, sports programs, swimming lessons, and tutoring.
Abrakadoodle
Art-education programs for children
STARTUP COST
$39.2K-$83.1K
TOTAL UNITS
(Franchised / Co.-Owned) 296/2
Amazing Athletes
Educational sports programs
STARTUP COST
$72.8K-$98.8K
TOTAL UNITS
(Franchised / Co.-Owned) 164/6
Aqua-Tots Swim Schools
Swimming lessons
STARTUP COST
$1.6M-$2.9M
TOTAL UNITS
(Franchised / Co.-Owned) 171/1
Bach to Rock
Music schools for children and adults
STARTUP COST
$254.5K-$544.5K
TOTAL UNITS
(Franchised / Co.-Owned) 48/11
Best Brains
Learning Centers
Learning centers for ages
3 to 14
STARTUP COST
$29.9K-$134.3K
TOTAL UNITS
(Franchised / Co.-Owned) 206/2
Big Blue Swim School
Swimming lessons for ages 3 months to 12 years
STARTUP COST
$2.1M-$3.8M
TOTAL UNITS
(Franchised / Co.-Owned) 27/20
British Swim School
Swimming and watersurvival lessons for all ages
STARTUP COST
$122.1K-$168.4K
TOTAL UNITS (Franchised / Co.-Owned) 320/0
Brooklyn Robot Foundry
STEAM enrichment classes, camps, and parties
STARTUP COST
$90.6K-$145.8K
TOTAL UNITS
(Franchised / Co.-Owned) 15/1
Building Kidz School
Preschool/educational childcare
STARTUP COST
$309.5K-$1.5M
TOTAL UNITS
(Franchised / Co.-Owned) 43/9
The Bunny Hive
Social clubs for children from 2 weeks old through kindergarten and their caregivers
STARTUP COST
$126.6K-$330.9K
TOTAL UNITS
(Franchised / Co.-Owned) 15/2
Celebree School
Early childhood education and childcare
STARTUP COST
$922.5K-$7.4M
TOTAL UNITS (Franchised / Co.-Owned) 34/28
Challenge Island Educational enrichment programs
STARTUP COST
$58.5K-$74.1K
TOTAL UNITS
(Franchised / Co.-Owned) 245/7
Children’s Art Classes
Art education for ages 3 to 18
STARTUP COST
$134.3K-$264.1K
TOTAL UNITS
(Franchised / Co.-Owned) 15/2
Children’s Lighthouse Early Learning School
Childcare
STARTUP COST
$967.6K-$8.8M
TOTAL UNITS
(Franchised / Co.-Owned) 75/0
Club SciKidz STEM enrichment programs
STARTUP COST
$74.4K-$88.5K
TOTAL UNITS
(Franchised / Co.-Owned) 21/1
Code Ninjas
Computer-coding learning centers for ages 5 and up
STARTUP COST
$174.8K-$298.3K
TOTAL UNITS
(Franchised / Co.-Owned) 344/4
Crayola Imagine
Arts Academy
Art education and entertainment
STARTUP COST
$128.3K-$167.8K
TOTAL UNITS
(Franchised / Co.-Owned) 29/0
Creative World School
Early childhood education and childcare for ages 6 weeks to 12 years
STARTUP COST
$5.8M-$10.1M
TOTAL UNITS
(Franchised / Co.-Owned) 25/3
D-BAT Academies
Indoor baseball and softball training, batting cages, merchandise
STARTUP COST
$536.5K-$1M
TOTAL UNITS
(Franchised / Co.-Owned) 189/0
Drama Kids
After-school drama classes and summer camps
STARTUP COST
$48K-$57K
TOTAL UNITS
(Franchised / Co.-Owned) 181/0
DroneTogether
STEM-based drone flying enrichment programs
STARTUP COST
$39.3K-$61.7K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Ducklings Early Learning Center
Early education and childcare
STARTUP COST
$993.4K-$2.2M
TOTAL UNITS
(Franchised / Co.-Owned) 15/3
Eye Level Learning Centers
Supplemental education
STARTUP COST
$55.3K-$129.2K
TOTAL UNITS
(Franchised / Co.-Owned) 525/753
Freckled Frog
Dance Studio
Children’s dance lessons
STARTUP COST
$49.6K-$115.4K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
Gideon Math & Reading
After-school math and reading programs
STARTUP COST
$158.2K-$308.7K
TOTAL UNITS
(Franchised / Co.-Owned) 27/1
The Goddard School
Preschool/educational childcare
STARTUP COST
$952.5K-$8.6M
TOTAL UNITS
(Franchised / Co.-Owned) 655/0
Goldfish Swim School
Infant and child swimming lessons
STARTUP COST
$1.7M-$3.7M
TOTAL UNITS
(Franchised / Co.-Owned) 186/6
Haven
Childcare, workspace, and fitness
STARTUP COST
$917.1K-$2.2M
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
High Touch-High Tech
STEM enrichment activities for schools, parties, summer camps, and afterschool programs
STARTUP COST
$63.3K-$71K
TOTAL UNITS
(Franchised / Co.-Owned) 27/4
Hudson Valley Swim
Swimming and water safety lessons for all ages
STARTUP COST
$93.7K-$121.99K
TOTAL UNITS (Franchised / Co.-Owned) 17/7
Huntington Learning Center
Tutoring and test prep
STARTUP COST
$159.4K-$298.4K
TOTAL UNITS
(Franchised / Co.-Owned) 249/4
Inclyousion Sports
Youth sports programs for children with and without disabilities
STARTUP COST
$63.6K-$74.4K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
i9 Sports
Youth sports leagues, camps, and clinics
STARTUP COST
$59.9K-$69.9K
TOTAL UNITS (Franchised / Co.-Owned) 286/0
Ivybrook Academy Preschool STARTUP COST
$540.7K-$869.9K
TOTAL UNITS (Franchised / Co.-Owned) 44/1
Ivy Kids Early Learning Center
Childcare and early learning STARTUP COST
$895.5K-$9.6M
TOTAL UNITS
(Franchised / Co.-Owned) 17/5
JEI Learning Center
Individualized supplemental education STARTUP COST
$65K-$115K
TOTAL UNITS
(Franchised / Co.-Owned) 140/239
Kidcreate Studio Art enrichment programs for children and adults
STARTUP COST
$63K-$487.8K
TOTAL UNITS (Franchised / Co.-Owned) 31/1
Kiddie Academy Educational childcare STARTUP COST
$405K-$6.95M
TOTAL UNITS
(Franchised / Co.-Owned) 354/1
Kidokinetics Sports and physical education programs for ages 1 to 10
STARTUP COST
$97.7K-$137.4K
TOTAL UNITS (Franchised / Co.-Owned) 148/6
KidStrong Physical fitness, leadership, and confidence-building training for children
STARTUP COST
$448.1K-$600K
TOTAL UNITS (Franchised / Co.-Owned) 143/10
Kinderdance Children’s dance, gymnastics, movement, fitness, and yoga programs
STARTUP COST
$24.6K-$59K
TOTAL UNITS (Franchised / Co.-Owned) 228/4
KLA Schools Preschool/childcare STARTUP COST
$1.1M-$5.9M
TOTAL UNITS (Franchised / Co.-Owned) 19/8
The Knight School Chess enrichment activities STARTUP COST
$41.4K-$98.99K
TOTAL UNITS (Franchised / Co.-Owned) 22/2
Kumon Supplemental education STARTUP COST
$73.1K-$165.4K
TOTAL UNITS (Franchised / Co.-Owned) 25,543/20
The Learning Experience Academy of Early Education Preschool/educational childcare STARTUP COST
$780.8K-$5.6M
TOTAL UNITS (Franchised / Co.-Owned) 418/32
LearningRx One-on-one cognitive training for all ages STARTUP COST
$150K-$223K
TOTAL UNITS
(Franchised / Co.-Owned) 46/1
Lightbridge Academy Early childhood education and childcare STARTUP COST
$1M-$7.6M
TOTAL UNITS (Franchised / Co.-Owned) 65/20
The Little Gym Child-development/fitness programs
STARTUP COST
$519.3K-$756.99K
TOTAL UNITS
(Franchised / Co.-Owned) 370/1
Little Kickers
Soccer classes for children 18 months to 7 years old
STARTUP COST
$38.1K-$53.5K
TOTAL UNITS
(Franchised / Co.-Owned)
349/0
Little Kitchen Academy
Cooking schools for children and teens
STARTUP COST
$436.5K-$880.99K
TOTAL UNITS (Franchised / Co.-Owned) 7/3
Mad Science Science education and entertainment activities
STARTUP COST
$132.3K-$191.96K
TOTAL UNITS
(Franchised / Co.-Owned) 95/12
Magikid Robotics Lab Robotics/AI education
STARTUP COST
$144.9K-$242.1K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
Maple Bear
Bilingual early childhood education and childcare
STARTUP COST
$799K-$2.4M
TOTAL UNITS
(Franchised / Co.-Owned) 483/0
Marigold Academy Childcare
STARTUP COST
$846.6K-$2.4M
TOTAL UNITS (Franchised / Co.-Owned) 0/2
Mathnasium
Learning Centers
Math tutoring
STARTUP COST
$112.9K-$149.6K
TOTAL UNITS (Franchised / Co.-Owned) 1,227/4
Montessori Kids
Universe
Preschool
STARTUP COST
$782.2K-$1.7M
TOTAL UNITS
(Franchised / Co.-Owned) 19/0
My Gym Children’s Fitness Center
Early-learning/fitness programs
STARTUP COST
$240.8K-$425.6K
TOTAL UNITS (Franchised / Co.-Owned) 396/6
National Academy of Athletics
Youth sports programs
STARTUP COST
$44.8K-$65.3K
TOTAL UNITS
(Franchised / Co.-Owned) 10/10
New York Musician’s Center
Music lessons
STARTUP COST
$79.4K-$181.3K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
N Zone Sports
Sports leagues and preschool programs for ages 3 to 16
STARTUP COST
$54.4K-$97.5K
TOTAL UNITS
(Franchised / Co.-Owned) 75/0
Overtime Athletics
Youth sports programs
STARTUP COST
$46.4K-$58.5K
TOTAL UNITS
(Franchised / Co.-Owned) 58/0
Parker-Anderson Enrichment Enrichment programs
STARTUP COST
$45.5K-$141.1K
TOTAL UNITS
(Franchised / Co.-Owned) 14/1
The Pineapple School
Spanish language and cultural immersion preschools
STARTUP COST
$665.5K-$7.98M
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
Prepaze Academy In-person and online tutoring
STARTUP COST
$144K-$233.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
Primrose Schools
Educational childcare
STARTUP COST
$742.9K-$8.6M
TOTAL UNITS
(Franchised / Co.-Owned) 541/0
Romp n’ Roll
Recreational and enrichment classes, camps, parties
STARTUP COST
$321.8K-$475.5K
TOTAL UNITS
(Franchised / Co.-Owned) 11/2
Safari Kid
Early childhood education and afterschool programs
STARTUP COST
$401.5K-$1.8M
TOTAL UNITS
(Franchised / Co.-Owned) 37/9
SafeSplash Swim School
Child and adult swimming lessons, parties, summer camps
STARTUP COST
$57.5K-$1.3M
TOTAL UNITS
(Franchised / Co.-Owned) 91/29
School of Rock
Music education
STARTUP COST
$425.3K-$704.8K
TOTAL UNITS
(Franchised / Co.-Owned) 366/50
Shoot 360
Basketball skills training facilities
STARTUP COST
$658.5K-$2.1M
TOTAL UNITS
(Franchised / Co.-Owned) 48/1
Skyhawks & SuperTots Sports Academy
Children’s fitness programs
STARTUP COST
$57.8K-$89.8K
TOTAL UNITS
(Franchised / Co.-Owned) 79/51
Snapology
STEAM education programs
STARTUP COST
$75.3K-$195.1K
TOTAL UNITS
(Franchised / Co.-Owned) 182/2
Soccer Shots
Soccer programs for ages 18 months to 8 years
STARTUP COST
$42.95K-$54.3K
TOTAL UNITS
(Franchised / Co.-Owned) 323/23
Soccer Stars
Youth soccer programs
STARTUP COST
$70.4K-$102.3K
TOTAL UNITS
(Franchised / Co.-Owned) 165/7
STEM For Kids
Biomed, coding, and engineering programs for ages 4 to 14
STARTUP COST
$9.95K-$64.95K
TOTAL UNITS
(Franchised / Co.-Owned) 55/3
Stemtree
Science, coding, robotics, electronics, and math programs
STARTUP COST
$90.7K-$195.3K
TOTAL UNITS
(Franchised / Co.-Owned) 18/1
Sticky Fingers
Cooking
Children’s cooking classes
STARTUP COST
$77.5K-$125.4K
TOTAL UNITS
(Franchised / Co.-Owned) 6/2
Stretch-n-Grow
Children’s fitness enrichment programs
STARTUP COST
$64.2K-$88.8K
TOTAL UNITS
(Franchised / Co.-Owned) 110/3
Sylvan Learning
Supplemental education, STEM camps, college prep
STARTUP COST
$107.9K-$239K
TOTAL UNITS
(Franchised / Co.-Owned) 604/0
Taste Buds Kitchen
Cooking classes, camps, and parties for children and adults
STARTUP COST
$396.2K-$516.8K
TOTAL UNITS
(Franchised / Co.-Owned) 12/2
TGA Premier Sports
Golf, tennis, pickleball, and athletic enrichment programs
STARTUP COST
$72.8K-$111.3K
TOTAL UNITS
(Franchised / Co.-Owned) 59/1
Tierra Encantada Spanish immersion childcare and preschools STARTUP COST
$1.5M-$3.7M
TOTAL UNITS
(Franchised / Co.-Owned) 4/12
Tutors Who Care
Mobile tutoring services
STARTUP COST
$59.4K-$66.2K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
Tutu School
Children’s ballet schools
STARTUP COST
$115K-$216K
TOTAL UNITS (Franchised / Co.-Owned) 107/4
urSwim
Swim instruction, pool safety education, lifeguard staffing, and pool management services
STARTUP COST
$76.3K-$106.9K
TOTAL UNITS (Franchised / Co.-Owned) 1/2
USA Ninja Challenge
Youth fitness programs
STARTUP COST
$413.3K-$644.3K
TOTAL UNITS (Franchised / Co.-Owned) 40/0
Water Wings Swim School
Child and adult swimming lessons, athletic events and competitions
STARTUP COST
$994.4K-$1.4M
TOTAL UNITS (Franchised / Co.-Owned) 0/13
Wise Wonder Enrichment
Small group literacy instruction for children STARTUP COST
$169.4K-$319K
TOTAL UNITS
(Franchised / Co.-Owned) 0/6
Wize Computing Academy
Coding, robotics, and design classes, camps, and competition prep
STARTUP COST
$49K-$79K
TOTAL UNITS
(Franchised / Co.-Owned) 40/2
Wushu Central’s Kung Fu Kids
Children’s martial arts classes
STARTUP COST
$213.6K-$396.8K
TOTAL UNITS
(Franchised / Co.-Owned) 0/4
Young Chefs Academy Cooking schools for children and adults STARTUP COST
$247.3K-$397.4K
TOTAL UNITS (Franchised / Co.-Owned) 33/1
HEALTH & WELLNESS
People are more interested than ever in taking their health into their own hands, and we’re seeing an increase of health and wellness franchises coming on the scene to serve that demand, including everything from traditional medical clinics to chiropractic care, acupuncture to autism treatment services, and of course, a variety of fitness options.
AlignLife
Chiropractic & Natural Health Centers
Chiropractic and wellness services
STARTUP COST
$227.8K-$595.7K
TOTAL UNITS (Franchised / Co.-Owned) 30/2
Alloy Personal Training
Small-group personal training
STARTUP COST
$298.7K-$541.1K
TOTAL UNITS (Franchised / Co.-Owned) 51/1
Alpha Sports Performance Medicine
Sports performance medicine
STARTUP COST
$405.95K-$605.3K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
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American Family Care
Urgent care/primary care centers
STARTUP COST
$955.5K-$1.5M
TOTAL UNITS
(Franchised / Co.-Owned) 293/0
Anderson Longevity Clinic
Injury treatment, hormone replacement, sexual health therapies, antiaging therapies, and other treatments
STARTUP COST
$173.5K-$309.3K
TOTAL UNITS
(Franchised / Co.-Owned) 0/6
Any Lab Test Now
Direct-to-consumer health, wellness, and DNA lab testing services
STARTUP COST
$60K-$298.4K
TOTAL UNITS
(Franchised / Co.-Owned) 241/7
Anytime Fitness Fitness centers
STARTUP COST
$458.8K-$907.6K
TOTAL UNITS
(Franchised / Co.-Owned) 5,612/11
ApexNetwork
Physical Therapy
Physical therapy
STARTUP COST
$192.9K-$522.95K
TOTAL UNITS
(Franchised / Co.-Owned) 24/60
Arubah Emotional Health Services
Emotional health services
STARTUP COST
$44.4K-$69.6K
TOTAL UNITS
(Franchised / Co.-Owned) 0/4
The Bar Method
Barre fitness studios
STARTUP COST
$304.3K-$511.2K
TOTAL UNITS
(Franchised / Co.-Owned) 80/0
Barre3 Fitness centers
STARTUP COST
$408.7K-$650.9K
TOTAL UNITS
(Franchised / Co.-Owned) 149/5
Bodybar Pilates
Reformer Pilates studios
STARTUP COST
$389.96K-$759.4K
TOTAL UNITS
(Franchised / Co.-Owned) 59/0
Body Fit Training
Group strength and conditioning training
STARTUP COST
$509.8K-$1.2M
TOTAL UNITS (Franchised / Co.-Owned) 335/0
BodyRok
Pilates fitness programs
STARTUP COST
$269K-$1M
TOTAL UNITS
(Franchised / Co.-Owned) 34/13
Body20
Personal training using electrical muscle stimulation
STARTUP COST
$265.5K-$427.8K
TOTAL UNITS
(Franchised / Co.-Owned) 65/1
BodyWorkz
Chiropractic, acupuncture, and massage services
STARTUP COST
$127K-$197K
TOTAL UNITS
(Franchised / Co.-Owned) 1/1
BPR Method Chiropractic Chiropractic services
STARTUP COST
$275K-$610K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
B12 RX & More
Vitamins and IV infusions
STARTUP COST
$83.9K-$179.3K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
Burn Boot Camp Gyms
STARTUP COST
$281.9K-$645.3K
TOTAL UNITS
(Franchised / Co.-Owned) 366/9
The Camp Transformation Center
Fitness/weight-loss services
STARTUP COST
$349.4K-$472.4K
TOTAL UNITS
(Franchised / Co.-Owned) 76/4
Club Pilates
Group Reformer Pilates classes
STARTUP COST
$385K-$839.1K
TOTAL UNITS
(Franchised / Co.-Owned) 1,319/0
Crunch
Fitness centers
STARTUP COST
$804K-$6.7M
TOTAL UNITS
(Franchised / Co.-Owned) 494/32
CycleBar
Indoor cycling classes
STARTUP COST
$410.8K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 171/0
Discover Strength
Strength training
STARTUP COST
$472K-$838.5K
TOTAL UNITS
(Franchised / Co.-Owned) 21/8
D1 Training
Athletic training and fitness programs
STARTUP COST
$474.8K-$906.98K
TOTAL UNITS
(Franchised / Co.-Owned) 155/2
Ellie Mental Health
Outpatient mental health services
STARTUP COST
$392.3K-$679.6K
TOTAL UNITS
(Franchised / Co.-Owned) 255/0
Essential Speech and ABA Therapy
ABA, speech, and occupational therapy for children 18 months to 6 years diagnosed with autism
STARTUP COST
$267.5K-$698.8K
TOTAL UNITS
(Franchised / Co.-Owned) 11/3
The Exercise Coach
Personal training
STARTUP COST
$259.8K-$389.97K
TOTAL UNITS
(Franchised / Co.-Owned) 252/0
Fastest Labs
Drug, alcohol, and DNA testing, background screening
STARTUP COST
$130.5K-$199.5K
TOTAL UNITS
(Franchised / Co.-Owned) 230/1
F45 Training
Fitness studios
STARTUP COST
$349.2K-$786.1K
TOTAL UNITS
(Franchised / Co.-Owned) 1,435/2
Prenatal and postnatal fitness and wellness programs for mothers
STARTUP COST
$2.7K-$28.7K
TOTAL UNITS
(Franchised / Co.-Owned) 208/0
Fitness Together
Personal training
STARTUP COST
$221.5K-$524.5K
TOTAL UNITS
(Franchised / Co.-Owned) 89/0
Fly Dance Fitness
Dance-based fitness studio
STARTUP COST
$176.3K-$365.4K
TOTAL UNITS
(Franchised / Co.-Owned) 5/1
FreeForm
Chiropractic Chiropractic services
STARTUP COST
$379.7K-$599.7K
TOTAL UNITS
(Franchised / Co.-Owned) 7/2
FS8
Pilates, tone, and yoga classes
STARTUP COST
$343.7K-$781.6K
TOTAL UNITS
(Franchised / Co.-Owned) 50/1
Fyzical Therapy & Balance Centers
Physical therapy, balance and vestibular therapy, preventive wellness services
STARTUP COST
$217.9K-$518.6K
TOTAL UNITS
(Franchised / Co.-Owned) 561/54
GameDay Men’s Health
Men’s hormone replacement therapy and wellness services
STARTUP COST
$224.6K-$410.5K
TOTAL UNITS
(Franchised / Co.-Owned) 368/6
Get In Shape For Women
Small-group fitness and personal training for women
STARTUP COST
$105.4K-$194.8K
TOTAL UNITS
(Franchised / Co.-Owned) 18/0
Gold’s Gym
Health and fitness centers
STARTUP COST
$1.8M-$4.5M
TOTAL UNITS
(Franchised / Co.-Owned) 520/60
The Good Feet Store
Arch supports, related products
STARTUP COST
$256.3K-$617.9K
TOTAL UNITS
(Franchised / Co.-Owned)
297/0
The Gravity Vault
Indoor rock-climbing gyms
STARTUP COST
$1.7M-$3.3M
TOTAL UNITS
(Franchised / Co.-Owned) 11/4
GreenLight Mobility
Mobility equipment and home modifications for safety and accessibility
STARTUP COST
$160.9K-$287.1K
TOTAL UNITS (Franchised / Co.-Owned) 4/1
GYMGUYZ
In-home and on-site personal training
STARTUP COST
$92.1K-$174K
TOTAL UNITS
(Franchised / Co.-Owned) 171/20
HealthSource
Chiropractic
Chiropractic, rehabilitation, spinal decompression, laser therapy, and wellness services and products
STARTUP COST
$115.8K-$618.4K
TOTAL UNITS
(Franchised / Co.-Owned) 136/0
HomeFit
In-home/on-site personal training
STARTUP COST
$41.5K-$79.7K
TOTAL UNITS
(Franchised / Co.-Owned) 3/1
Hotworx 24-hour infrared sauna fitness studios
STARTUP COST
$252.2K-$1.2M
TOTAL UNITS
(Franchised / Co.-Owned) 771/7
Hydrate IV Bar IV therapy spas
STARTUP COST
$242.1K-$448.1K
$266K-$645K TOTAL UNITS (Franchised / Co.-Owned) 41/1
Jazzercise Dance fitness classes STARTUP COST
$2.2K-$40.7K
TOTAL UNITS (Franchised / Co.-Owned) 7,071/2
JetSet Pilates Boutique fitness classes, Pilates
STARTUP COST
$413.1K-$806.9K
TOTAL UNITS (Franchised / Co.-Owned) 28/2
/ Co.-Owned) 880/83
Group strength training
COST $295.5K-$583.3K
UNITS (Franchised / Co.-Owned) 43/0 MaxStrength Fitness Personal training
COST $437.6K-$638.99K TOTAL UNITS (Franchised / Co.-Owned) 4/3
TOTAL UNITS (Franchised / Co.-Owned) 17/5 ISI Elite Training Group fitness STARTUP COST
Medi-Weightloss Medical weight-loss and wellness programs STARTUP COST $251K-$494K TOTAL UNITS (Franchised / Co.-Owned) 95/17 Millennium Medical Care On-site physician services, and telehealth services STARTUP COST $306K-$474.5K TOTAL UNITS (Franchised / Co.-Owned) 0/5 Miracle-Ear Hearing aids STARTUP COST $120K-$402.5K TOTAL UNITS (Franchised / Co.-Owned) 1,203/412
Mobility City
Mobility equipment repairs, rentals, and sales
STARTUP COST
$255.4K-$653.8K
TOTAL UNITS
(Franchised / Co.-Owned) 52/1
Moms on the Run Fitness programs for women
STARTUP COST
$13.9K-$21.1K
TOTAL UNITS
(Franchised / Co.-Owned) 16/16
Neighborhood Barre
Barre fitness classes, apparel, merchandise STARTUP COST
$94K-$266K
TOTAL UNITS
(Franchised / Co.-Owned) 21/1
Next Day Access
Wheelchair ramps, grab bars, stairlifts, and other accessibility and mobility products
STARTUP COST
$176.2K-$352.1K
TOTAL UNITS
(Franchised / Co.-Owned) 50/0
OccMed Connect
Occupational health services including substance abuse testing, physicals, and OSHA exams
STARTUP COST
$101.3K-$192.8K
TOTAL UNITS
(Franchised / Co.-Owned) 1/18
Ohm Fitness
Group fitness training using electro muscle stimulation
STARTUP COST
$378.5K-$890K
TOTAL UNITS
(Franchised / Co.-Owned) 13/1
100% Chiropractic Chiropractic services, massage therapy, stretch therapy, nutritional supplements
STARTUP COST
$356.7K-$837.2K
TOTAL UNITS
(Franchised / Co.-Owned) 75/5
101 Mobility
Mobility and accessibility equipment sales and services
STARTUP COST
$181.9K-$258.6K
TOTAL UNITS
(Franchised / Co.-Owned) 191/16
Orangetheory Fitness
Heart-rate-based group interval workout classes
STARTUP COST
$821.6K-$1.4M
TOTAL UNITS (Franchised / Co.-Owned) 1,436/15
Pearle Vision
Eye care and eyewear
STARTUP COST
$71K-$1.3M
TOTAL UNITS
(Franchised / Co.-Owned) 460/106
Pilates Addiction
Pilates studios
STARTUP COST
$238.7K-$646.5K
TOTAL UNITS
(Franchised / Co.-Owned) 11/0
Planet Fitness
Fitness clubs
STARTUP COST
$1.5M-$5.2M
TOTAL UNITS
(Franchised / Co.-Owned) 2,487/275
Powerflex Gym
Fitness training facilities
STARTUP COST
$193.1K-$314.8K
TOTAL UNITS
(Franchised / Co.-Owned) 0/4
Prime IV Hydration & Wellness
IV therapy, micronutrient injections, NAD+ therapy, weight-loss solutions, hormone replacement therapy, wellness plans
STARTUP COST
$187.7K-$631.2K
TOTAL UNITS
(Franchised / Co.-Owned) 133/3
Project LeanNation
Healthy prepared meals and health coaching
STARTUP COST
$237.5K-$354K
TOTAL UNITS
(Franchised / Co.-Owned) 29/1
Pure Barre
Barre fitness classes and apparel
STARTUP COST
$314.4K-$629.3K
TOTAL UNITS
(Franchised / Co.-Owned) 626/0
Pure Physique
Fitness and wellness centers
STARTUP COST
$197.7K-$270.9K
TOTAL UNITS
(Franchised / Co.-Owned) 3/1
Pvolve
Functional fitness training studios
STARTUP COST
$454.3K-$799.6K
TOTAL UNITS
(Franchised / Co.-Owned) 22/3
QC Kinetix
Regenerative medicine and nonsurgical pain management therapies
STARTUP COST
$250.1K-$655.1K
TOTAL UNITS
(Franchised / Co.-Owned) 124/9
RCG Behavioral Health
Therapy services for children on the autism spectrum
STARTUP COST
$282.1K-$584.1K
TOTAL UNITS
(Franchised / Co.-Owned) 1/3
Reef Health
Group and individual health care plans
STARTUP COST
$53.3K-$56.7K
TOTAL UNITS
(Franchised / Co.-Owned) 0/0
RevStrong
Fitness centers
STARTUP COST
$424K-$710K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
RockBox Fitness
Boxing, kickboxing, and functional strength training fitness studios
STARTUP COST
$388.4K-$622.9K
TOTAL UNITS
(Franchised / Co.-Owned) 41/0
Rumble Boxing
Boxing and strength training group fitness studios
STARTUP COST
$509.6K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 99/1
The Smile Home
General and cosmetic dentistry
STARTUP COST
$513K-$893.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
Special Strong
Adaptive fitness for individuals with physical, mental, and cognitive challenges
STARTUP COST
$85K-$102.8K
TOTAL UNITS
(Franchised / Co.-Owned) 18/0
Spenga
Fitness studios
STARTUP COST
$480.3K-$789.6K
TOTAL UNITS
(Franchised / Co.-Owned) 48/1
Sports
Acupuncturist
Acupuncture for pain relief, recovery, and injury prevention
STARTUP COST
$125.8K-$221.3K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
StretchLab
Assisted stretching STARTUP COST
$269K-$610.2K
TOTAL UNITS
(Franchised / Co.-Owned) 528/0
StretchMed
Assisted stretching STARTUP COST
$118.2K-$253.3K
TOTAL UNITS
(Franchised / Co.-Owned) 35/0
Stretch Zone
Assisted stretching STARTUP COST
$138.7K-$320.1K
TOTAL UNITS
(Franchised / Co.-Owned) 402/0
Strive 11 Fitness
Full-body group fitness
STARTUP COST
$150.5K-$250K
TOTAL UNITS
(Franchised / Co.-Owned) 1/1
Studio Pilates
International
Reformer Pilates studios
STARTUP COST
$486.95K-$818.2K
TOTAL UNITS
(Franchised / Co.-Owned) 119/1
Success on the Spectrum
Autism treatment services for children and young adults
STARTUP COST
$320.5K-$848.2K
TOTAL UNITS
(Franchised / Co.-Owned) 72/1
Sunmed - Your CBD Store
CBD stores
STARTUP COST
$95.8K-$151.1K
TOTAL UNITS (Franchised / Co.-Owned) 183/12
Sweat440
Fitness studios
STARTUP COST
$284.9K-$667.9K
TOTAL UNITS (Franchised / Co.-Owned) 23/3
30 Minute Hit
Boxing/kickboxing circuittraining programs for women
STARTUP COST
$145.4K-$342.95K
TOTAL UNITS (Franchised / Co.-Owned) 63/1
Vertica Fitness
Pole-based group fitness training
STARTUP COST
$194.4K-$324.3K
TOTAL UNITS (Franchised / Co.-Owned) 11/2
Vital Care Infusion Services
Infusion drugs, supplies, and equipment, infusion nursing, and related services
STARTUP COST
$555.8K-$1M
TOTAL UNITS
(Franchised / Co.-Owned) 119/2
Workout Anytime 24/7
24-hour gyms
STARTUP COST
$1.1M-$1.8M
TOTAL UNITS
(Franchised / Co.-Owned) 175/19
YogaSix
Yoga studios
STARTUP COST
$529.2K-$826.3K
TOTAL UNITS (Franchised / Co.-Owned) 196/0
Zion Healing Centers
Mental and behavioral health services
STARTUP COST
$395.2K-$578.3K
TOTAL UNITS
(Franchised / Co.-Owned) 13/1
JUNK REMOVAL/ DUMPSTER RENTALS
We’ve watched this industry grow significantly over the last few years, fueled by decluttering and home renovation trends and consumers’ desire for convenience and increasing interest in the environmentallyfriendly solutions offered by many of the junk removal companies on this list.
Accelerated Waste Solutions Junk removal and apartment/condo doorstep trash pickup
STARTUP COST
$90.99K-$352K
TOTAL UNITS
(Franchised / Co.-Owned) 37/6
Bin There Dump That
Residential-friendly dumpster rentals
STARTUP COST
$116.2K-$235.4K
TOTAL UNITS (Franchised / Co.-Owned) 279/0
College Hunks
Hauling Junk & Moving Junk removal, moving, and labor services
STARTUP COST
$158.1K-$355.5K
TOTAL UNITS
(Franchised / Co.-Owned) 172/5
Dumpster Dudez Residential and commercial dumpster rentals; weekly/ monthly trash collection
STARTUP COST
$358K-$439K
TOTAL UNITS
(Franchised / Co.-Owned) 49/1
DumpStor
Dumpster and job-site storage container rentals
STARTUP COST
$124.6K-$507.9K
TOTAL UNITS (Franchised / Co.-Owned) 23/2
Gone for Good
Residential and commercial junk removal; thrift stores
STARTUP COST
$79.4K-$101K
TOTAL UNITS
(Franchised / Co.-Owned) 4/0
JunkCo+
Residential and commercial junk removal, property cleanouts, and light demolition
STARTUP COST
$200.8K-$297.8K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
Junk King
Junk removal and recycling STARTUP COST
$121.2K-$236K
TOTAL UNITS
(Franchised / Co.-Owned) 191/1
1-800-Got-Junk?
Junk removal STARTUP COST
$183.8K-$294K
TOTAL UNITS
(Franchised / Co.-Owned) 174/2
redbox+ Dumpsters Construction dumpsters with attached portable restrooms
STARTUP COST
$643.2K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 255/0
Rubbish Works
Eco-friendly junk removal and dumpster rental
STARTUP COST
$117.4K-$195K
TOTAL UNITS
(Franchised / Co.-Owned) 3/0
The Junkluggers
Environmentally conscious residential and commercial junk removal STARTUP COST
$96K-$359.2K
TOTAL UNITS (Franchised / Co.-Owned) 148/4
Two Men and A
Junk Truck Commercial/residential junk removal
STARTUP COST
$83.2K-$349.3K
TOTAL UNITS
(Franchised / Co.-Owned) 68/0
VETS Junk Removal & Dumpster Rentals
Junk removal and dumpster
rentals
STARTUP COST
$62.1K-$178.4K
TOTAL UNITS
(Franchised / Co.-Owned) 15/1
We’re seeing impressive growth across the board in the area of personal care services, from more essential services like senior care and haircare that have long been the mainstays of the industry, to an increasing variety of self-care services such as facials, massages, waxing, saunas, cryotherapy, and more.
Acti-Kare
Nonmedical home care
STARTUP COST
$32.5K-$57.6K
TOTAL UNITS (Franchised / Co.-Owned) 148/0
Always Best Care Senior Services
In-home care, assistedliving referral services, home health care
STARTUP COST
$89.7K-$145.9K
TOTAL UNITS
(Franchised / Co.-Owned) 285/0
Amada Senior Care
Home care, medical staffing, assisted-living placement
STARTUP COST
$118.2K-$430.1K
TOTAL UNITS
(Franchised / Co.-Owned) 275/6
Amazing Lash
Studio
Eyelash-extension studios
STARTUP COST
$464.5K-$719.8K
TOTAL UNITS
(Franchised / Co.-Owned) 187/0
AmeriCare
Nonmedical home care
STARTUP COST
$168.3K-$207.9K
TOTAL UNITS
(Franchised / Co.-Owned) 34/0
A Place At Home
Nonmedical home care, care coordination, seniorliving placement, staffing solutions
STARTUP COST
$91.2K-$166K
TOTAL UNITS
(Franchised / Co.-Owned) 48/1
ARock Beauty and Wellness
Spa and aesthetic services
STARTUP COST
$98K-$226K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Assisted Living Locators
Senior-living placement and referral services
STARTUP COST
$74.6K-$94.5K
TOTAL UNITS
(Franchised / Co.-Owned) 170/0
Assisting Hands
Home Care
Home care
STARTUP COST
$94.9K-$176.5K
TOTAL UNITS
(Franchised / Co.-Owned) 217/5
Beauty Bungalows
Salon suites
STARTUP COST
$936.7K-$1.96M
TOTAL UNITS
(Franchised / Co.-Owned) 1/4
beem Light Sauna
Light therapy studios
STARTUP COST
$392K-$666.9K
TOTAL UNITS
(Franchised / Co.-Owned) 45/0
Bellezza Studios
Non-surgical cryo slimming/fat freezing, shaping, toning and skin
tightening
STARTUP COST
$131K-$275K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
bex+Co
Salon suites
STARTUP COST
$378.6K-$551.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/7
Blo Blow Dry Bar
Hairstyling and makeup services
STARTUP COST
$308.5K-$402.6K
TOTAL UNITS
(Franchised / Co.-Owned) 126/0
Boost Home Healthcare
Home healthcare
STARTUP COST
$157.7K-$312.8K
TOTAL UNITS
(Franchised / Co.-Owned) 6/0
BrightStar Care
Medical/nonmedical home care, medical staffing
STARTUP COST
$132.5K-$235K
TOTAL UNITS
(Franchised / Co.-Owned) 384/35
Brilliant Massage & Skin
Massage therapy and aesthetic services
STARTUP COST
$120.8K-$255K
TOTAL UNITS
(Franchised / Co.-Owned) 1/2
BYou Laser Clinic
Skincare, cosmetic health products and services
STARTUP COST
$489.7K-$917K
TOTAL UNITS
(Franchised / Co.-Owned) 2/2
CarePatrol
Senior care advisory services
STARTUP COST
$64.9K-$135.8K
TOTAL UNITS
(Franchised / Co.-Owned) 201/0
Care with Love
In-home senior care
STARTUP COST
$132K-$207.3K
TOTAL UNITS
(Franchised / Co.-Owned) 2/3
Caring Senior Service
Nonmedical home care
STARTUP COST
$97.4K-$148.7K
TOTAL UNITS
(Franchised / Co.-Owned) 52/5
Cereset
Neurotechnology to help the brain relax and reset
STARTUP COST
$102.9K-$226.6K
TOTAL UNITS
(Franchised / Co.-Owned) 62/1
Chefs For Seniors
In-home meal preparation service for seniors
STARTUP COST
$17.4K-$36.5K
TOTAL UNITS
(Franchised / Co.-Owned) 94/1
Clean Your Dirty Face
Facials, skin-care products
STARTUP COST
$131.8K-$330.8K
TOTAL UNITS (Franchised / Co.-Owned) 31/0
ComForCare
Nonmedical home care
STARTUP COST
$72.98K-$163.9K
TOTAL UNITS (Franchised / Co.-Owned) 281/0
Comfort Keepers
In-home senior care
STARTUP COST
$116.95K-$188.2K
TOTAL UNITS (Franchised / Co.-Owned) 729/5
Compassionate Connections Home Care
Senior home care
STARTUP COST
$90.7K-$159.7K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
Cookie Cutters
Haircuts for Kids
Children’s hair care
STARTUP COST
$118.2K-$365.2K
TOTAL UNITS (Franchised / Co.-Owned) 121/1
Deka Lash
Eyelash extensions and lifts, brow services, skin care
STARTUP COST
$285.9K-$460.9K
TOTAL UNITS (Franchised / Co.-Owned) 120/0
Drybar
Hair care and blowouts
STARTUP COST
$409.98K-$1M
TOTAL UNITS (Franchised / Co.-Owned) 188/0
Elements Massage
Therapeutic massage services
STARTUP COST
$515.8K-$729.6K
TOTAL UNITS
(Franchised / Co.-Owned) 241/0
European Wax Center
Body waxing services, skin and beauty products
STARTUP COST
$327.6K-$836.95K
TOTAL UNITS (Franchised / Co.-Owned) 1,060/5
Executive Home Care
Home healthcare
STARTUP COST
$99.95K-$143.7K
TOTAL UNITS (Franchised / Co.-Owned) 22/0
Facial Mania Med Spa Spa, aesthetic, and med spa services
STARTUP COST
$280.3K-$718.5K
TOTAL UNITS (Franchised / Co.-Owned) 8/5
Fantastic Sams Cut & Color Hair
/ Co.-Owned) 501/0
COST $126.8K-$218.8K TOTAL UNITS (Franchised / Co.-Owned) 273/0
Floyd’s 99 Barbershop Haircuts, hair coloring, shaves, retail products STARTUP COST $399.5K-$767.5K
TOTAL UNITS (Franchised / Co.-Owned) 67/73
4Ever Young Preventative health, wellness, and aesthetic services STARTUP COST $386.8K-$747.4K TOTAL UNITS (Franchised / Co.-Owned) 62/3
Foxy Box Laser + Wax Bars Hair removal STARTUP COST $222.8K-$565.95K TOTAL UNITS (Franchised / Co.-Owned) 22/2
Ginger & Maude Hair Salons Hair services and products STARTUP COST $199.8K-$302.3K TOTAL UNITS (Franchised / Co.-Owned) 1/4
Glo Tanning Tanning STARTUP COST
$462.3K-$917.7K
TOTAL UNITS (Franchised / Co.-Owned) 68/10
Glo30
Skincare studios
STARTUP COST
$2.96M-$599.5K
TOTAL UNITS
(Franchised / Co.-Owned) 13/4
Glow Sauna Studios
Infrared saunas, light therapy, halotherapy, related services
STARTUP COST
$262.1K-$454.3K
TOTAL UNITS
(Franchised / Co.-Owned) 2/2
goGlow
Sunless tanning and skincare services
STARTUP COST
$282.9K-$497K
TOTAL UNITS
(Franchised / Co.-Owned) 14/3
Great Clips
Hair salons
STARTUP COST
$187.8K-$419.9K
TOTAL UNITS
(Franchised / Co.-Owned) 4,439/0
Griswold
Nonmedical home care
STARTUP COST
$99.6K-$180.6K
TOTAL UNITS
(Franchised / Co.-Owned) 195/11
HaloHeat Sauna Studios
Sauna and wellness memberships
STARTUP COST
$504K-$796.1K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Hammer & Nails
Haircuts, beard trims, shaves, face treatments, waxing, manicures, and pedicures for men
STARTUP COST
$653.5K-$866.5K
TOTAL UNITS
(Franchised / Co.-Owned) 50/0
Hand & Stone
Massage and Facial Spa
Massage, facial, skincare, body contouring, and waxing services
STARTUP COST
$578.5K-$871.6K
TOTAL UNITS
(Franchised / Co.-Owned) 645/15
Heights Wellness
Retreats
Therapeutic massage and facial services
STARTUP COST
$622.4K-$819.7K
TOTAL UNITS
(Franchised / Co.-Owned) 110/1
Hello Sugar Waxing, sugaring, and laser hair removal
STARTUP COST
$90.98K-$736.3K
TOTAL UNITS (Franchised / Co.-Owned) 136/18
Home Helpers
Home Care
Nonmedical/skilled home care; monitoring products and services
STARTUP COST
$114.3K-$162.5K
TOTAL UNITS
(Franchised / Co.-Owned) 352/0
Home Instead
Nonmedical senior care
STARTUP COST
$91K-$269.8K
TOTAL UNITS
(Franchised / Co.-Owned) 1,209/9
Homewatch CareGivers
Home care services
STARTUP COST
$121.6K-$177.8K
TOTAL UNITS
(Franchised / Co.-Owned) 239/0
HomeWell Care Services
Home care
STARTUP COST
$54.4K-$233.9K
TOTAL UNITS
(Franchised / Co.-Owned) 191/0
Idolize Brows and Beauty
Eyebrow threading, waxing, facials, and lash services
STARTUP COST
$77K-$573.8K
TOTAL UNITS
(Franchised / Co.-Owned) 6/4
Image Studios
Salon suites
STARTUP COST
$832.6K-$1.7M
TOTAL UNITS
(Franchised / Co.-Owned) 115/2
Interim HealthCare
Medical and nonmedical home care, medical staffing
STARTUP COST
$156K-$628K
TOTAL UNITS
(Franchised / Co.-Owned) 600/4
LashKind
Eyelash extensions and beauty services
STARTUP COST
$202.2K-$294.7K
TOTAL UNITS
(Franchised / Co.-Owned) 16/0
Lemon Tree Hair
Salons
Hair salons
STARTUP COST
$180.8K-$273.9K
TOTAL UNITS
(Franchised / Co.-Owned) 36/11
Loyal Care
In-home care
STARTUP COST
$90.4K-$138.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Lu’s Barber Shop
Haircut & Shave
Haircuts, shaves, beard trims, and facials
STARTUP COST
$201K-$353K
TOTAL UNITS
(Franchised / Co.-Owned) 0/6
Massage Envy
Therapeutic massage, hot stone massage, stretch therapy, facial and skin care services
STARTUP COST
$719.4K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 1,001/0
MassageLuXe
Therapeutic massage, facials, waxing
STARTUP COST
$570.9K-$799K
TOTAL UNITS
(Franchised / Co.-Owned) 100/0
M Browz
Aesthetic and med spa services
STARTUP COST
$273.5K-$439.9K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
MiniLuxe
Nail care, waxing, massage, and beauty products
STARTUP COST
$547.6K-$924.8K
TOTAL UNITS
(Franchised / Co.-Owned) 2/20
My Salon Suite
Salon suites STARTUP COST
$675.1K-$1.7M
TOTAL UNITS
(Franchised / Co.-Owned) 314/51
The Natural Place Med Spa
Medical beauty services
STARTUP COST
$183K-$270.3K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
New Life Assisted Living Assisted living STARTUP COST
$109.5K-$202K
TOTAL UNITS
(Franchised / Co.-Owned) 1/7
New Mom School Training and communities for new mothers
STARTUP COST
$125.6K-$202.8K
TOTAL UNITS
(Franchised / Co.-Owned) 17/0
Next Health Health, wellness, longevity, medical, aesthetic, and related services
STARTUP COST
$1.6M-$2.2M
TOTAL UNITS
(Franchised / Co.-Owned) 5/6
The Now Massage Massage services
STARTUP COST
$476.5K-$813.1K
TOTAL UNITS
(Franchised / Co.-Owned) 77/4
Nurse Next Door Home Care Services
Medical/nonmedical home care
STARTUP COST
$119.1K-$216.6K
TOTAL UNITS
(Franchised / Co.-Owned) 213/1
Oasis Face Bar Skincare services STARTUP COST
$163.9K-$384.5K
TOTAL UNITS
(Franchised / Co.-Owned) 17/1
Oasis Senior Advisors Senior-living placement
STARTUP COST
$67.6K-$113.7K
TOTAL UNITS
(Franchised / Co.-Owned) 137/39
Palm Beach Beauty & Tan Tanning and wellness services
STARTUP COST
$648.5K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 395/249
The Pampered Peach Wax Bar Waxing spas STARTUP COST
$67.7K-$195.9K
TOTAL UNITS
(Franchised / Co.-Owned) 14/0
Perspire Sauna Studio Infrared sauna and wellness services STARTUP COST
$565.5K-$989.6K
TOTAL UNITS (Franchised / Co.-Owned) 83/3
Phenix Salon Suites
Salon suites
STARTUP COST
$721.3K-$1.4M
TOTAL UNITS
(Franchised / Co.-Owned) 377/44
Pigtails & Crewcuts
Children’s hair salons
STARTUP COST
$130K-$283K
TOTAL UNITS (Franchised / Co.-Owned) 82/1
Qualicare
Medical/nonmedical home care, concierge services, and patient advocacy
STARTUP COST
$95.7K-$218.7K
TOTAL UNITS (Franchised / Co.-Owned) 81/3
Radiant Waxing Body waxing
STARTUP COST
$387.8K-$554.9K
TOTAL UNITS (Franchised / Co.-Owned) 57/0
Recline & Unwind
Social Spa Massage and spa services
STARTUP COST
$184.4K-$359K
TOTAL UNITS (Franchised / Co.-Owned) 1/1
Restore Hyper Wellness Wellness and recovery services
STARTUP COST
$777.2K-$1.3M
TOTAL UNITS
(Franchised / Co.-Owned) 205/12
Right at Home
In-home senior care and personal care
STARTUP COST
$92.3K-$165.5K
TOTAL UNITS
(Franchised / Co.-Owned) 766/9
Sabai Thai Spa Massage and facial services
STARTUP COST
$599.8K-$912.96K
TOTAL UNITS
(Franchised / Co.-Owned) 0/7
Salon 809
Hair salons specializing in textured and natural hair care
STARTUP COST
$147.1K-$424.4K
TOTAL UNITS (Franchised / Co.-Owned) 0/2
Salons by JC Salon suites
STARTUP COST
$1.3M-$2M
TOTAL UNITS (Franchised / Co.-Owned) 157/13
2nd Family Senior home care
STARTUP COST
$119.8K-$217.5K
TOTAL UNITS (Franchised / Co.-Owned) 10/1
Seek Wellbeing Medical home-based primary, transitional care, and advanced illness management services
STARTUP COST
$102.5K-$132K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
sek Sauna Studio Infrared saunas, blue and red light therapy, pressotherapy, and cold plunge
STARTUP COST
$443.3K-$687.8K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
Senior Care Authority Senior-care consulting and placement STARTUP COST
$85.9K-$105.8K
TOTAL UNITS (Franchised / Co.-Owned) 102/2
Senior Helpers In-home senior care
STARTUP COST
$149K-$201K
TOTAL UNITS (Franchised / Co.-Owned) 417/13
Sharkey’s Cuts For Kids
Children’s hair salons
STARTUP COST
$197.4K-$336.2K
TOTAL UNITS (Franchised / Co.-Owned) 189/1
Shear Madness Haircuts for Kids
Children’s hair salons
STARTUP COST
$166.7K-$426.5K
TOTAL UNITS (Franchised / Co.-Owned) 13/2
Skinovatio Medical
Spa
Medical spas
STARTUP COST
$632K-$1.5M
TOTAL UNITS
(Franchised / Co.-Owned) 6/1
Sola Salons
Salon studios
STARTUP COST
$1.2M-$1.9M
TOTAL UNITS
(Franchised / Co.-Owned) 671/69
Spavia Day Spa
Massage, facials, waxing, skincare
STARTUP COST
$496.5K-$795.95K
TOTAL UNITS
(Franchised / Co.-Owned) 60/0
Sport Clips
Haircuts
Haircuts for men and boys
STARTUP COST
$288.5K-$475K
TOTAL UNITS
(Franchised / Co.-Owned) 1,791/88
Private infrared saunas, cold plunge therapy, vitamin-C showers
STARTUP COST
$569.8K-$1.2M
TOTAL UNITS (Franchised / Co.-Owned) 47/16
Synergy HomeCare
Nonmedical home care
STARTUP COST
$51.9K-$159.1K
TOTAL UNITS
(Franchised / Co.-Owned) 577/0
Take it Off! Spa
Permanent electrolysis, laser hair removal, waxing, and facials
STARTUP COST
$109.9K-$250.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Talem Home Care & Placement Services
Senior care and placement services
STARTUP COST
$51.7K-$250.5K
TOTAL UNITS (Franchised / Co.-Owned) 6/2
Tan Republic
Tanning, spray tanning, red light therapy, and wellness services
STARTUP COST
$117.3K-$582K
TOTAL UNITS
(Franchised / Co.-Owned) 65/1
The Ten Spot
Nail care, waxing, facials, laser hair removal
STARTUP COST
$377.5K-$530K
TOTAL UNITS
(Franchised / Co.-Owned) 39/0
Touching Hearts At Home
Senior home care
STARTUP COST
$84.6K-$147.2K
TOTAL UNITS
(Franchised / Co.-Owned) 65/0
The Tox
Lymphatic-based body sculpting services
STARTUP COST
$285.3K-$448.8K
TOTAL UNITS
(Franchised / Co.-Owned) 26/9
Trua Senior Living Locators
Assisted living placement services
STARTUP COST
$74K-$116.9K
TOTAL UNITS
(Franchised / Co.-Owned) 1/1
True REST Float Spa
Floatation therapy, contrast therapy
STARTUP COST
$422.5K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 50/0
VIO Med Spa
Skincare, cosmetic health, and wellness products and services
STARTUP COST
$794.3K-$1.2M
TOTAL UNITS
(Franchised / Co.-Owned) 61/2
V’s Barbershop
Upscale barbershops
STARTUP COST
$265K-$630.9K
TOTAL UNITS
(Franchised / Co.-Owned) 60/0
Waxing the City
Facial and body waxing
STARTUP COST
$310.8K-$646.4K
TOTAL UNITS
(Franchised / Co.-Owned) 166/0
Woodhouse Spa Spa treatments
STARTUP COST
$1.5M-$2.7M
TOTAL UNITS
(Franchised / Co.-Owned) 88/4
Zen Massage
Massage and skincare services
STARTUP COST
$295.5K-$362.5K
TOTAL UNITS
(Franchised / Co.-Owned) 8/0
Zivel
Cryotherapy, float therapy, infrared saunas, red light therapy, body contouring
STARTUP COST
$327.4K-$429K
TOTAL UNITS
(Franchised / Co.-Owned) 17/0
Pets is probably the category we’ve kept on our annual trends list the longest, and for good reason. Spending on our furry, feathered, and scaly friends increases every year—reaching a projected $157 billion this year, according to the American Pet Products Association. And there are numerous franchise options for those interested in grabbing a piece of that pie.
All American Pet Resorts
Pet boarding, daycare, and grooming
STARTUP COST
$798K-$1.7M
TOTAL UNITS (Franchised / Co.-Owned) 12/0
Angie’s Mobile Pet
Styling
In-home grooming for dogs and cats
STARTUP COST
$115K-$175K
TOTAL UNITS
(Franchised / Co.-Owned) 0/13
Aussie Pet Mobile Mobile pet grooming
STARTUP COST
$167.3K-$208.7K
TOTAL UNITS (Franchised / Co.-Owned) 152/0
Barx Parx
Indoor dog park and social club
STARTUP COST
$220.3K-$419.1K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Bombs Away!
Pet waste management
STARTUP COST
$51.7K-$113K
TOTAL UNITS
(Franchised / Co.-Owned) 6/1
Bowie Barker
Pet grooming
STARTUP COST
$315.3K-$618K
TOTAL UNITS
(Franchised / Co.-Owned) 4/2
Camp Bow Wow
Dog daycare, boarding, training, grooming
STARTUP COST
$1.2M-$2M
TOTAL UNITS (Franchised / Co.-Owned) 224/1
Camp Run-A-Mutt
Dog daycare and boarding
STARTUP COST
$588K-$1.1M
TOTAL UNITS (Franchised / Co.-Owned) 12/0
Central Bark
Dog daycare, boarding, grooming, training, and retail
STARTUP COST
$569.2K-$1.4M
TOTAL UNITS (Franchised / Co.-Owned) 45/0
Cooper’s Scoopers
Pet waste management
STARTUP COST
$21.9K-$75K
TOTAL UNITS
(Franchised / Co.-Owned) 4/0
Dog daycare, boarding, and spa services
STARTUP COST
$543.1K-$1.4M
TOTAL UNITS
(Franchised / Co.-Owned) 265/6
Dog Unleashed
Dog boarding, day care, grooming, and cat services
STARTUP COST
$530K-$981.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
DoodyCalls
Pet waste management
STARTUP COST
$76.5K-$93.9K
TOTAL UNITS
(Franchised / Co.-Owned) 123/0
EarthWise Pet
Pet food and supplies, grooming, self-wash, and veterinary services
STARTUP COST
$288K-$863K
TOTAL UNITS
(Franchised / Co.-Owned) 157/57
Fetch! Pet Care
Pet-sitting, dog-walking STARTUP COST
$75.1K-$140.2K
TOTAL UNITS
(Franchised / Co.-Owned) 153/20
Furry Land Mobile Grooming
Mobile pet grooming STARTUP COST
$137K-$309.7K
TOTAL UNITS
(Franchised / Co.-Owned) 71/1
Happy Cat Hotel & Spa
Cat boarding and grooming
STARTUP COST
$464.5K-$781K
TOTAL UNITS
(Franchised / Co.-Owned) 6/2
Hike Doggie
Dog hiking
STARTUP COST
$94.5K-$213.8K
TOTAL UNITS
(Franchised / Co.-Owned) 1/1
Hounds Town USA
Dog daycare, pet boarding, pet grooming
STARTUP COST
$475.9K-$1.3M
TOTAL UNITS (Franchised / Co.-Owned) 90/1
K9 Resorts Luxury
Pet Hotel
Luxury dog daycare and boarding
STARTUP COST
$2.3M-$3.6M
TOTAL UNITS (Franchised / Co.-Owned) 45/0
Onyva
Dog grooming STARTUP COST
$410.9K-$807.7K
TOTAL UNITS (Franchised / Co.-Owned) 1/1
Orlando Cat Cafe
Cafes offering cat adoptions
STARTUP COST
$424.2K-$663.6K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
Pet Evolution
Healthy pet food, pet products, grooming, selfwash stations
STARTUP COST
$595.3K-$1.2M
TOTAL UNITS
(Franchised / Co.-Owned) 19/3
Petland
Pets, pet supplies, boarding, daycare, grooming
STARTUP COST
$315.5K-$1.1M
TOTAL UNITS
(Franchised / Co.-Owned) 268/18
Pet Passages Pet funeral and cremation services and products
STARTUP COST
$285.4K-$524.7K
TOTAL UNITS (Franchised / Co.-Owned) 18/2
Pet Supplies Plus
Pet food and supplies, bathing/grooming services
STARTUP COST
$536.5K-$1.97M
TOTAL UNITS
(Franchised / Co.-Owned) 502/225
Pet Wants
Natural pet-food stores/ delivery
STARTUP COST
$137.9K-$219K
TOTAL UNITS
(Franchised / Co.-Owned) 162/0
Royal Pet Bakery & Grooming Pet bakery and grooming
STARTUP COST
$147.2K-$235.6K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Salty Dawg Pet
Salon + Bakery
Dog grooming, food, treats, and accessories
STARTUP COST
$194.8K-$470.5K
TOTAL UNITS
(Franchised / Co.-Owned) 3/0
Salty Paws Ice Cream Truck
Dog ice cream trucks
STARTUP COST
$81.8K-$201.95K
TOTAL UNITS (Franchised / Co.-Owned) 8/0
Scenthound
Routine hygiene and wellness care for dogs
STARTUP COST
$328.1K-$549.9K
TOTAL UNITS (Franchised / Co.-Owned) 135/5
Sit Means Sit Dog Training
Dog training
STARTUP COST
$66.7K-$163.8K
TOTAL UNITS (Franchised / Co.-Owned) 154/0
Tails N’ Trails
Dog hikes, daycare, boarding, and in-house sitting
STARTUP COST
$52.6K-$68K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
Tropical Dog Training Success Center
Dog training
STARTUP COST
$59.95K-$83.1K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
Vanity Fur Mobile pet grooming services
STARTUP COST
$90.2K-$116.4K
TOTAL UNITS
(Franchised / Co.-Owned) 2/1
Wagbar
Off-leash dog parks and bars
STARTUP COST
$487.5K-$1.2M
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Wag N’ Wash
Self-service pet bathing, grooming, pet supplies
STARTUP COST
$520.5K-$1.4M
TOTAL UNITS
(Franchised / Co.-Owned) 23/4
Wild Birds Unlimited
Backyard bird feeding supplies and nature gift items
STARTUP COST
$226.6K-$378.98K
TOTAL UNITS
(Franchised / Co.-Owned) 363/1
Woof Gang Bakery & Grooming Pet stores and pet grooming
STARTUP COST
$184.4K-$506.6K
TOTAL UNITS
(Franchised / Co.-Owned) 273/0
Woofie’s Pet-sitting, dog-walking, mobile pet grooming
STARTUP COST
$180.4K-$294.7K
TOTAL UNITS
(Franchised / Co.-Owned) 95/0
Zoomin Groomin
Mobile pet grooming
STARTUP COST
$64.97K-$205.4K
TOTAL UNITS
(Franchised / Co.-Owned) 210/0
Zoom Room
Indoor dog training and socialization, pet products
STARTUP COST
$318.5K-$497.1K
TOTAL UNITS (Franchised / Co.-Owned) 60/4
We’re seeing more and more new recreation concepts join the franchise industry, offering everything from pickleball and indoor golf to craft experiences and family fun centers. Whether you’re interested in helping people break a sweat, stretch their creative muscles, or travel the world, there’s a franchise brand for you here.
Ace Pickleball Club
Indoor pickleball clubs
STARTUP COST
$817.8K-$2.4M
TOTAL UNITS
(Franchised / Co.-Owned) 13/3
Altitude Trampoline Park
Family entertainment centers
STARTUP COST
$1.6M-$2.96M
TOTAL UNITS (Franchised / Co.-Owned) 76/10
American Poolplayers Association
Recreational billiard leagues
STARTUP COST
$22.2K-$30.7K
TOTAL UNITS (Franchised / Co.-Owned) 373/5
The Back Nine Golf Indoor golf simulators
STARTUP COST
$276.1K-$603.6K
TOTAL UNITS (Franchised / Co.-Owned) 53/1
Blank Mason
Candle Bar
Candles, home decor, perfume, workshops
STARTUP COST
$231.4K-$596.4K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Bouquet Box Flower Bar Flower bar event experience
STARTUP COST
$20.6K-$75.3K
TOTAL UNITS
(Franchised / Co.-Owned) 3/0
City Brew Tours/ Flavor Walks
Educational craft brewery and food tours
STARTUP COST
$81K-$99.3K
TOTAL UNITS
(Franchised / Co.-Owned) 15/8
Color Me Mine
Paint-your-own-pottery studios
STARTUP COST
$180K-$437.7K
TOTAL UNITS
(Franchised / Co.-Owned) 136/1
Craft Loft Arts and crafts workshops and retail
STARTUP COST
$100.9K-$178K
TOTAL UNITS (Franchised / Co.-Owned) 0/1
Crafty Cruiser by AR Workshop
Mobile DIY studios
STARTUP COST
$64.2K-$99.9K
TOTAL UNITS (Franchised / Co.-Owned) 86/1
Creatif
DIY art projects, art classes, parties, summer camps, kits
STARTUP COST
$131.6K-$342.5K
TOTAL UNITS (Franchised / Co.-Owned) 4/1
Cruise Planners
Travel agencies
STARTUP COST
$1.9K-$20.5K
TOTAL UNITS
(Franchised / Co.-Owned) 3,062/1
Ctrl V
Virtual reality arcades
STARTUP COST
$217.7K-$395.2K
TOTAL UNITS
(Franchised / Co.-Owned) 2/3
Destination Athlete
Equipment, apparel, fundraising, and performance solutions for youth, high school, and college athletic teams
STARTUP COST
$28.3K-$93.6K
TOTAL UNITS
(Franchised / Co.-Owned) 280/0
Dill Dinkers
Indoor pickleball clubs
STARTUP COST
$425.8K-$922.8K
TOTAL UNITS
(Franchised / Co.-Owned) 17/3
DivaDance
Dance classes and parties for adults
STARTUP COST
$54K-$262.95K
TOTAL UNITS
(Franchised / Co.-Owned) 41/4
Dream Vacations
Travel agencies
STARTUP COST
$2.6K-$20.97K
TOTAL UNITS
(Franchised / Co.-Owned) 2,363/0
810 Entertainment
Bowling, billiards, arcades, and sports bars and restaurants
STARTUP COST
$2.9M-$4.97M
TOTAL UNITS
(Franchised / Co.-Owned) 5/5
Escapology
Escape rooms
STARTUP COST
$626.5K-$2.3M
TOTAL UNITS
(Franchised / Co.-Owned) 82/17
Expedia Cruises
Retail travel agencies
STARTUP COST
$149.5K-$258.7K
TOTAL UNITS
(Franchised / Co.-Owned) 243/0
Five Iron Golf
Indoor golf simulators, lessons, and events
STARTUP COST
$1.7M-$4.4M
TOTAL UNITS (Franchised / Co.-Owned) 9/26
Freedom Boat Club
Membership boat clubs
STARTUP COST
$223.5K-$502.5K
TOTAL UNITS
(Franchised / Co.-Owned) 284/147
FunBox
Outdoor and indoor inflatable amusement parks
STARTUP COST
$647K-$1.5M
TOTAL UNITS (Franchised / Co.-Owned) 39/3
Get Up And Go
Kayaking
Guided clear kayak tours
STARTUP COST
$68.4K-$110.2K
TOTAL UNITS (Franchised / Co.-Owned) 29/2
Hyper Kidz
Indoor play areas
STARTUP COST
$748.6K-$1.8M
TOTAL UNITS (Franchised / Co.-Owned) 5/2
iSmash Entertainment centers offering rage rooms, splatter paint, and ax throwing
STARTUP COST
$277.6K-$753.7K
TOTAL UNITS (Franchised / Co.-Owned) 6/2
Launch Entertainment Family entertainment centers
STARTUP COST
$3.5M-$6.5M
TOTAL UNITS (Franchised / Co.-Owned) 28/1
Monster Mini Golf
Indoor mini golf and family entertainment centers
STARTUP COST
$885.2K-$1.5M
TOTAL UNITS (Franchised / Co.-Owned) 36/0
U.S. POSTAL SERVICE STATEMENT OF OWNERSHIP, MANAGEMENT, AND CIRCULATION REQUIRED BY 39 U.S.C. 3685
1) Title of Publication: Entrepreneur®. 2) Publication No. (ISSN): 0163-3341. 3) Date of Filing 10/1/2025. 4) Frequency of Issue: Bi-Monthly. 5) No. of Issues Published Annually: 6. 6) Annual Subscription Price: $19.97. 7) Complete Mailing Address of Known Office of Publication: Entrepreneur Media, Inc., 1651 East Fourth Street, Suite 125, Santa Ana, CA 92701. 8) Complete Mailing Address of Headquarters of General Business Office of Publisher: Entrepreneur Media, Inc., 1651 East Fourth Street, Suite 125, Santa Ana, CA 92701. 9) Full Names and Complete Mailing Addresses of Publisher, Editor, and Managing Editor. Publisher: Jason Feifer, 1651 East Fourth Street, Suite 125, Santa Ana, CA 92701. Editor in Chief: Jason Feifer, 1651 East Fourth Street, Suite 125, Santa Ana, CA 92701. Managing Editor: Monica Im, 1651 East Fourth Street, Suite 125, Santa Ana, CA 92701. 10) Owner: Entrepreneur Media, Inc., 1651 East Fourth Street, Suite 125, Santa Ana, CA 92701. 11) Known Bondholders, Mortgagees, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities: None. 12) Tax Status: Not Applicable. 13) Publication Title: Entrepreneur®. 14) Issue Date for Circulation Data: July/Aug 2025. 15) Extent and Nature of Circulation (Average No. Copies Each Issue During Preceding 12 Months. No. Copies of Single Issue Published nearest to Filing Date); A. Total Number of Copies (Net Press Run): 227,312; 222,848; B. Paid Circulation: 1) Mailed Outside-County Paid Subscriptions Stated on PS Form 3541: 174,537; 170,291; 3) Paid Distribution Outside the Mails Including Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and other Paid Distribution Outside USPS: 5,488; 6,000; C. Total Paid Distribution (Sum of 15B-1 and 15B-3): 180,025; 176,291; D. Free or Nominal Rate Distribution: 1) Free or Nominal Rate Outside-County Copies Included on PS Form 3541: 21,964; 21,429; E. Total Free or Nominal Rate Distribution: 21,964; 21,429; F. Total Distribution (Sum of 15C and 15E): 201,989; 197,720; G. Copies Not Distributed: 25,323; 25,128; H. Total (Sum of 15F and 15G): 227,312; 222,848; I. Percent Paid (15C/15F x 100): 89.1%; 89.2%. 16) A. Requested and Paid Electronic Copies: 116,361; 155,495; B. Total Requested and Paid Print Copies and Requested/Paid Electronic Copies (Line 15c): 296,385; 331,786; C. Total Requested Copy Distribution (Line 15F) and Requested/ Paid Electronic Copies: 318,350; 353,215; D. Percent Paid and/or Requested Circulation (Both print & Electronic Copies): 93.1%; 93.9%. 17) Publication of Statement of Ownership: If the publication is a general publication, publication of this statement is required. Will be printed in the November/December 2025 issue of this publication. 18) Signature and Title of Editor, Publisher, Business Manager, or Owner: I certify that all information furnished on this form is true and complete. I understand that anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties). Jason Feifer, Publisher
More Than Pickleball
Indoor pickleball facility
STARTUP COST
$190.4K-$590K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Nana’s Wonderland
Indoor playground, cafe, and lounge
STARTUP COST
$370K-$920K
TOTAL UNITS
(Franchised / Co.-Owned) 0/3
Nautical Boat Club
Membership boat clubs
STARTUP COST
$503.7K-$902.3K
TOTAL UNITS
(Franchised / Co.-Owned) 26/1
NinjaTrix
Children’s fitness and life skills training
STARTUP COST
$229.6K-$386.5K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Painting with a Twist Paint-and-sip studios
STARTUP COST
$119K-$255.5K
TOTAL UNITS
(Franchised / Co.-Owned) 206/1
Pickleball Kingdom
Indoor pickleball
STARTUP COST
$940K-$2.3M
TOTAL UNITS
(Franchised / Co.-Owned) 14/1
Pinot’s Palette
Paint-and-sip studios
STARTUP COST
$119K-$259K
TOTAL UNITS
(Franchised / Co.-Owned) 70/0
Play It Again Sports
New and used sporting goods/equipment
STARTUP COST
$343.1K-$456.5K
TOTAL UNITS
(Franchised / Co.-Owned) 305/0
Play Street
Museum
Children’s play museums
STARTUP COST
$448.9K-$698.6K
TOTAL UNITS
(Franchised / Co.-Owned) 29/2
Sandbox VR Virtual reality games
STARTUP COST
$250.7K-$2.9M
TOTAL UNITS
(Franchised / Co.-Owned) 26/37
Sea Love
Candle-making workshops
STARTUP COST
$109K-$292.3K
TOTAL UNITS
(Franchised / Co.-Owned) 13/1
Shot of Art
Art experience studios
STARTUP COST
$137.2K-$330.1K
TOTAL UNITS
(Franchised / Co.-Owned) 1/4
Sky Zone
Trampoline parks/entertainment centers
STARTUP COST
$2.3M-$5.2M
TOTAL UNITS
(Franchised / Co.-Owned) 131/121
Slick City Action Park
Family entertainment centers
STARTUP COST
$1.9M-$4.9M
TOTAL UNITS
(Franchised / Co.-Owned) 2/15
The Swing Bays
Indoor golf instruction and fitness
STARTUP COST
$226.4K-$924K
TOTAL UNITS
(Franchised / Co.-Owned) 0/1
Team Up Athletics
Team sport uniforms, jerseys, apparel, and equipment; corporate apparel and promotional items
STARTUP COST
$56.5K-$142K
TOTAL UNITS
(Franchised / Co.-Owned) 39/0
Tee Box
Indoor golf training
STARTUP COST
$496K-$797.5K
TOTAL UNITS
(Franchised / Co.-Owned) 5/3
Tipsy Tie Dye
DIY tie dye experience
STARTUP COST
$140.7K-$253.7K
TOTAL UNITS
(Franchised / Co.-Owned) 0/2
TourScale
Mobile entertainment tours
STARTUP COST
$140.1K-$683.6K
TOTAL UNITS
(Franchised / Co.-Owned) 68/17
Trapped Escape rooms
STARTUP COST
$538.4K-$958.3K
TOTAL UNITS
(Franchised / Co.-Owned) 19/1
Urban Air
Adventure Park
Adventure parks
STARTUP COST
$3.1M-$8.4M
TOTAL UNITS (Franchised / Co.-Owned) 201/4
X-Golf
Indoor golf entertainment venues
STARTUP COST
$993.5K-$1.9M
TOTAL UNITS (Franchised / Co.-Owned) 129/4
With its reputation for being recessionresistant, the restoration industry continues to be one of the strongest within the franchise world, as it offers essential services to help home and business owners get back to normal as quickly and conveniently as possible after disasters strike.
AdvantaClean
Mold removal and remediation and water damage restoration
STARTUP COST
$116.9K-$197.4K
TOTAL UNITS
(Franchised / Co.-Owned) 77/0
All Dry Services
Water and mold remediation and restoration
STARTUP COST
$155.6K-$344.5K
TOTAL UNITS
(Franchised / Co.-Owned) 109/1
Best Option Restoration Disaster restoration
STARTUP COST
$185.9K-$230.4K
TOTAL UNITS
(Franchised / Co.-Owned) 73/0
Bio-One
Biohazard and decontamination cleaning STARTUP COST
$134.6K-$221.1K
TOTAL UNITS
(Franchised / Co.-Owned) 128/0
Blue Kangaroo Packoutz Contents restoration
STARTUP COST
$298.6K-$596K
/ Co.-Owned)
$201.3K-$422.7K TOTAL UNITS (Franchised / Co.-Owned) 65/1
Disaster Blaster
(Franchised / Co.-Owned) 0/1
Water, mold, fire, and smoke restoration; COVID sanitation
STARTUP COST
$166.5K-$258.1K
TOTAL UNITS (Franchised / Co.-Owned) 98/2
ServiceMaster Restore Commercial/residential disaster restoration STARTUP COST
$266.6K-$442.9K
TOTAL UNITS (Franchised / Co.-Owned) 2,129/0
$298.8K-$804.9K
$226.3K-$262.1K
$258.8K-$379.5K TOTAL UNITS (Franchised / Co.-Owned) 2,345/0
Steamatic Insurance/disaster restoration, cleaning, mold remediation, air quality control STARTUP COST
$222.4K-$444.7K
TOTAL UNITS (Franchised / Co.-Owned) 131/3
Steri-Clean Biohazard cleaning STARTUP COST
$85.8K-$262.7K
TOTAL UNITS
(Franchised / Co.-Owned) 61/0
True North Restoration Restoration services STARTUP COST
$115K-$233.3K TOTAL UNITS (Franchised / Co.-Owned) 23/0
United Water Restoration Group Water, fire, and mold restoration STARTUP COST
$300K-$700K
TOTAL UNITS (Franchised / Co.-Owned) 42/10
Voda Cleaning & Restoration
Cleaning and restoration STARTUP COST
$201.4K-$357.6K
TOTAL UNITS (Franchised / Co.-Owned) 95/1
Partner Authorities to market presence, and drive measurable Our curated entrepreneurs content creation, distribution, and to help you connect with a wider audience
Personalized content strategy and donefor-you writing and editing support
Monthly article distribution on Entrepreneur. com and a spotlight article in print magazine
Personalized content and support com and a
Robust
Robust framework for your personal brand foundation and supporting social media strategy
Dedicated team for full book publishing and podcast creation to help you build trust
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by Tiffany Krumins, founder, Opu Probiotics
Growing up, my mom and I had a running joke about four-leaf clovers: I always found them, and she never did. She called me “the lucky one.”
I’d find clovers on sidewalks, hiking trails, and even in fields of weeds. She’d look repeatedly but never spot one. As I grew older, this seemed to symbolize something deeper. My whole life was lucky; I was cared for, built a successful business, and even scored a deal on the first-ever episode of Shark Tank mom’s life was unlucky: She was one of 10 siblings, most of whom were put up for adoption. She was diagnosed with a life-threatening autoimmune disease, placed on the organ transplant list, and a donor match did not come fast enough to save her life.
Just days before we lost her, I found another four-leaf clover. I handed it to her in the hospital, and she looked at me with a soft smile and said, almost in a whisper, “But of course.” We were hoping, just this once, she could borrow a little of my luck.
The experience left me with a nagging question: some people lucky and some not? I wish I knew. But as I’m now building my second business and challenging myself in new ways, I’m starting to think about luck differently.
Here’s why. My mom came from nothing, yet she built a beautiful home and life. She supported our family and became a nurse to help others too. She worked harder than anyone I knew. In fact, even while hospitalized and waiting for the transplant, she was studying for her fourth college degree. She was convinced she’d pull through, recover, and return to serving others. Her hope was unshakable.
None of this was about luck. It was about purpose and perseverance. And it made me realize: Luck could cut the other way too. A person could grow up “lucky,” with so much given to them, and never learn to work for or accomplish anything. Success is not really about luck. It’s about showing up.
On hard days in my business, this is now what I think about. And I look at that four-leaf clover—the one I handed my mom in the hospital, which I’ll keep for the rest of my life. Because although my mom never found a four-leaf clover, she had always been mine. But luck was never what really mattered.
WHAT INSPIRES YOU?
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