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contents

NOVEMBER 2026

MAYOR AL ZAPANTA

18 From Service to Success: Why Franchising Is a Natural Fit for Veterans by Seth Lederman

24 From Vietnam War Hero to Champion of American Entrepreneurship: The Extraordinary Journey of Mayor Al Zapanta by Franchise Journal

30 From Military Valor to a New Mission Decorated Army Veteran German Villaseñor Brings SubContain's Revolutionary Waste Management Technology to Miami by Franchise Journal

36 From Apache Gunships to Main Street: How Andy Snelgrove Built a Career on Leadership, Strategy, and Entrepreneurship by Franchise Journal

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

VETERANS FRANCHISE COUNCIL How the Veterans Franchise Council Helps Veterans Navigate Franchise Ownership by Bob Hays

48 Your Next Mission: Five Questions Veterans Ask Before Buying a Franchise by Steve Taylor

The House That Learned a New Job by Rob Scott

58 From Mission to Ownership: Why FASTSIGNS Is Built for Veteran Entrepreneurs by Joe Carter

62 VETERANS FRANCHISE COUNCIL From Service to Ownership: Inside The Veterans Franchise Council by Dustin Helms

116 68 The Freedom to Choose: A Veteran’s Next Mission by Jack Tiwari

74 Army Ranger, Soldier, Hero to Franchise Founder: Kevin Berry’s Next Bold Mission by Mariel Miller

Building Your Future in Franchising by Ozzie Grupenmager

86 Surprising Reasons Veterans Are Dominating the Franchise World by Ron Filian

Army Chaplain Advises Veterans to Lean In by Robyn Deering

NEIGHBORLY® Neighborly® Helps Veterans Explore a Path to Business Ownership

100 Brandi Cox: Turning Service into a DoneFor-You Tech and Outsourcing Mission by Rick Morgin

106 Focal Point Coaching: The Franchise Veterans Trust for Their Next Mission by Bob Hays

112 From Military Kid to Pitmaster: How Essi Tadrus Built Southern Luv BBQ’s Scalable Model by Dan Goldbeck

116 Ultimate Longevity Center: 300 Territories in Under a Year by Gabriel Arechiga

160 120 From Service to Ownership: Why Veterans Can Become Sophisticated Franchise Owners by Obed Hernandez

124 Executing the Mission: Cheston Syma’s Rise in Multi-Brand Franchise Leadership by Bob Hays

130 A New Mission, A Familiar Structure: Why Military Veterans Are Built for Franchising by Aaron Bakken

134 After the Uniform: Why Business Ownership Is the Next Mission by Lane Klastow

138 FLOOR COVERINGS INTERNATIONAL From Military Taps to Tapping Into a New Career: Air Force Trumpeter Launches Floor Coverings International of Butler Pennsylvania by Rhonda Sanderson

142 The Flight to Quality: Why Franchising Serves as a Safe Haven for Capital During Economic Volatility by Braedon O’Shea

148 EXPRESS EMPLOYMENT PROFESSIONALS From Military Service to Business Leadership: Why Veterans Thrive in Franchising by Jeff Meyer

152 SCHOOLEY MITCHELL Adam Baker: Leadership, Service and a Commitment to His Community WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

188 NEXT DAY ACCESS A New Mission, A Lasting Legacy: How Navy Veteran Brian Week Continues to Serve Through Franchising

192 PUPTQE From Air Force Veteran to Entrepreneur: Building Community Through Dogs

192 156 MOSQUITO JOE Josh Lien Brings Army Leadership to a Family Supported Business

160 Thriving in Controlled Chaos by Bailey Rayner

164 AMERICAN VETERANS TRAVELING TRIBUTE (AVTT) American Veterans Traveling Tribute

168 From Service to Ownership: How CoolVu Supports Veterans by Mike Herrera

172 STEM TREE Mission-Critical: How a 20-Year Navy Veteran Is Closing South Florida's STEM Gap

176 DRYER VENT WIZARD® Army Veteran Gayle Patrick Finds Purpose in a Specialized Service Business

180 76 FENCE A New Mission: An Air Force Veteran Builds a Family Business with 76 FENCE

184 UNITS MOVING AND PORTABLE STORAGE A Lifetime of Service: How UNITS Moving and Portable Storage is Supporting Veterans Outside and Inside its Franchise System by Lydia Weinman 8

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196 NEIGHBORLY Jim and Tina Cook Build a Business That Keeps Family Close 200 IDEAL SIDING From Serving His Country to Building His Business: Air Force Veteran Aaron Lay's Entrepreneurial Journey

206 PILLAR TO POST HOME INSPECTORS From Navy Warships to Home Inspections: Richard Hull Brings 22 Years of Military Leadership to Pillar To Post Home Inspectors by Rhonda Sanderson

210 THE JOINT CHIROPRACTIC Two Clinics, One Shared Mission: The Military Family Fueling The Joint Chiropractic's Northeast Expansion

214 NEIGHBORLY Army National Guard Veteran Justin Eimers Leads With Employees in Mind

218 IMAGINE ARTS ACADEMY™ Become A Hero to Kids by Emily Manuel

222 NEIGHBORLY Cody Regan Builds a Business Around Strong Teams and Family

226 ASK THE RESULTS GUY™: Could One Crucial Conversation Transform Your Franchise Results? by Tony Jeary

230 From West Point to Entrepreneurship: A Legacy of Leadership, Integrity & Freedom by Paulette Callender

PLANNING ON ATTENDING A TRADE SHOW IN 2026? THERE ARE ALOT OF CHOICES! Download our Free White Paper on how to get the most from your time at WHATEVER show you go to! Go to www.FranchiseJournal.com/whitepaper

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welcome

NOTES

THE NEXT MISSION

Why Veterans Are Built for Franchising For thousands of military veterans, entrepreneurship offers something more than a paycheck. It offers a new mission, a team to lead, and the opportunity to build something of their own.

here is an interesting contradiction in the American economy. Companies spend billions of dollars trying to develop leaders, teach accountability, instill discipline, and build organizations that execute consistently. Meanwhile, thousands of men and women leave military service every year having spent much of their adult lives mastering those very skills. Yet many struggle with a surprisingly basic question: What comes next? For some, the answer may be franchising. The numbers tell an interesting story. According to the International Franchise Association's VetFran initiative, approximately 14% of American franchises are veteran-owned,

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despite veterans representing roughly 7% of the population. That is a remarkable concentration of military experience in an industry built around systems, procedures, accountability, and leadership. The broader economic impact is substantial. U.S. Census Bureau figures show that veterans owned approximately 1.6 million American businesses in 2023, generating roughly $1 trillion in annual receipts. Some 261,000 of those businesses employed workers beyond their owners. These aren't ceremonial enterprises or side projects. They represent a meaningful part of the American economy.

APPROXIMATELY 14% OF AMERICAN FRANCHISES ARE VETERAN-OWNED, DESPITE VETERANS REPRESENTING ROUGHLY 7% OF THE POPULATION. — ACCORDING TO THE INTERNATIONAL FRANCHISE ASSOCIATION'S VETFRAN INITIATIVE WHY THE MILITARY MINDSET TRANSLATES Franchising has always occupied an unusual space in entrepreneurship. You're buying a business, but you're also buying a playbook. The brand provides operating procedures, training, marketing infrastructure, and a defined business model. The franchisee supplies the leadership, capital, judgment, and execution. Sound familiar? A military officer doesn't invent a new organizational structure every morning. Neither does a successful franchise operator. Both operate within established systems while making thousands of decisions that determine whether those systems actually work. But there's an important distinction. Following orders doesn't automatically make someone an entrepreneur. Running a profitable business requires financial discipline, salesmanship, hiring ability, customer service, and the willingness to put personal capital at risk. A decorated military career offers no guarantee of commercial success. That's precisely why the transition deserves more attention.

More importantly, veterans work with people who understand both military service and the realities of operating a business. The Council's roster includes Bob Hays, a U.S. Navy veteran identified as Council chair; Andy Snelgrove, a former Army captain who served during Operation Iraqi Freedom and became a multi-unit franchise owner; and Stephen Rotay, a Marine veteran. Other members bring equally relevant experience. JP Bolat retired as a Navy commander after a 20-year career. Steve Taylor served as a Navy lieutenant before becoming a franchise owner. Dave Sullivan combines Army service with more than 35 years of business experience. That combination matters. Veterans don't necessarily need another motivational speech about leadership. They need candid advice about financing, franchise economics, territory

A DIFFERENT KIND OF VETERANS ORGANIZATION One organization working at this intersection is The Veterans Franchise Council, a veteranfocused initiative connecting former service members with franchise ownership opportunities. Its approach is refreshingly practical. Rather than assuming every veteran should own a franchise, the Council begins with a more fundamental question: Does business ownership make sense for this particular individual? The organization offers access to more than 400 franchise brands and a network of over 200 franchise consultants, with no consultation fee to prospective candidates. WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

selection, working capital, and what happens when revenue misses projections. BEYOND DISCOUNTS AND THANK-YOUS The franchise industry has made meaningful efforts to attract veterans. VetFran, an initiative of the International Franchise Association, promotes franchise-fee discounts, mentorship, training, and career resources. Those incentives are useful, but a discounted franchise fee won't rescue a poorly selected business. Consider a veteran investing $250,000 into a franchise. Saving $10,000 on the initial fee is welcome. But understanding labor costs, customer acquisition, royalties, local competition, and cashflow requirements will have a far greater influence on the investment's ultimate performance. Veterans also face challenges that conventional franchise recruitment often overlooks. Some want to operate a business personally. Others need flexibility for family obligations. Some have significant savings but limited sales experience. Others possess extraordinary operational expertise but little access to capital. Treating them as a single category does them a disservice. The strongest veteran programs recognize these differences. They emphasize education, 12

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realistic expectations, validation with existing franchisees, and the freedom to walk away from an unsuitable opportunity. THE OPPORTUNITY AHEAD America spends considerable resources preparing people for military service. We should be equally thoughtful about helping them apply that experience afterward. Franchising won't be the answer for every veteran. Nor should it be. But for someone accustomed to responsibility, teamwork, measurable objectives, and operational discipline, owning a franchise can offer a compelling next chapter. Organizations like the Veterans Franchise Council have an opportunity to make that transition more informed, more accessible, and ultimately more successful. Because the real objective isn't simply to help more veterans buy franchises. It's to help more veterans build businesses worth owning.

Nick Neonakis

Editor, Franchise Journal

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

FOUNDER

NICK NEONAKIS DESIGN DIRECTOR

Pete Neonakis DIGITAL DIRECTOR Chantae Arrington ART DIRECTOR Brenda Lesch

SENIOR EDITOR Joe Fox SENIOR CONTRIBUTING EDITOR Rob Petka ONLINE EDITOR Seth Lederman STAFF WRITER Alex Neonakis SOCIAL MEDIA EDITOR Ted O'Shea ASSOCIATE EDITOR Mariel Miller ONLINE EDITOR Greg Gasparini VIDEO PRODUCER Matt Panepinto CONTRIBUTORS Gabriel Arechiga

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

Paulette Callender Joe Carter Robyn Deering Ron Filian Dan Goldbeck Ozzie Grupenmage Bob Hays Dustin Helms Obed Hernandez Mike Herrera Tony Jeary Lane Klastow Seth Lederman Emily Manuel Jeff Meyer Mariel Miller Rick Morgin Braedon O’Shea Bailey Rayner Rhonda Sanderson Rob Scott Steve Taylor Jack Tiwari Lydia Weinman

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VETERANS ISSUE

From Service to Success

Why Franchising Is a Natural Fit for Veterans by Seth Lederman, Consultant, The Franchise Consulting Company

hen veterans return to civilian life, they often face a question that feels both thrilling and daunting: What’s next? After years of operating within a structured, purpose-driven environment, finding a career that offers both independence and impact can be a challenge. Yet one path continues to stand out for former service members—franchising. For veterans, franchising offers the best of both worlds: the freedom to run your own business combined with

the structure, training, and teamwork that mirrors military life. It’s an opportunity to build something enduring, backed by a proven system and a supportive network. In many ways, franchising feels like a natural continuation of service—just in a new mission, with a new kind of team. THE ALIGNMENT OF VALUES: MISSION, STRUCTURE, AND LEADERSHIP Did you know that about 1 in 20 working age adults is a veteran? What’s more, veterans

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are nearly three times as likely to own a franchise as non-veterans. Franchising appeals to veterans because it thrives on many of the same principles that define military success. In both, there’s a clear mission, a defined operational framework, and a strong emphasis on leadership and teamwork. Veterans are trained to follow systems, adapt to challenges, and make strategic decisions under pressure— all core skills of successful franchise owners. Unlike starting a business from scratch, a franchise offers a blueprint—a proven model, comprehensive training, and ongoing support that reduces risk and uncertainty. This structure helps veterans channel their discipline and focus into growth rather than guesswork. The missiondriven nature of franchising— where every team member contributes to a common goal—resonates deeply with the military mindset. VETERANS AND FRANCHISING: A STRONG TRACK RECORD OF SUCCESS It’s no coincidence that veterans consistently outperform the

"THE BEST WAY TO FIND YOURSELF IS TO LOSE YOURSELF IN THE SERVICE OF OTHERS.” — MAHATMA GANDHI general population in franchise ownership. According to the International Franchise Association, one out of every seven franchises in the U.S. is veteran-owned. Many of these business owners report higher levels of satisfaction, faster ramp-up times, and stronger profitability than non-veteran peers. The reasons are clear. Veterans bring exceptional leadership, a bias toward action, and the ability to work within systems without losing sight of the big picture. They know how to set objectives, develop teams, and hold themselves accountable for results—all while maintaining composure under stress. For franchisors, this makes veterans some of the most valuable partners they can have. For veterans, franchising provides a renewed sense of mission and a tangible path to financial independence.

daily civilian life can be difficult. FASTSIGNS is dedicated to helping veterans find success and purpose through our sign franchise opportunities, which is validated by the fact that 10 percent of our franchisees are veterans. We have been recognized as one of the Top Franchises for Veterans by the Franchise Business Review™ and as a top Military Friendly Franchise by G.I. Jobs. We also have an immense amount of respect for our first responders and offer special opportunities to them as a

“thank you” for their service. WHY DO VETERANS & FIRST RESPONDERS CHOOSE FASTSIGNS? FASTSIGNS makes it a point to welcome our veterans and first responders into the company and give them the tools they need to build a successful business after their service. Take a look at our franchise initiatives available to veteran franchisees and first responders: • Franchise Fee of $24,875 (Usually $49,775)

VETERANS EMERGE READY TO LEAD Veterans emerge from service with strong leadership skills and a thorough understanding of teams. Military experience includes leading and motivating people, improving processes, and accomplishing a defined mission. Like the military, successful franchisees and employees accomplish the mission with a team. For many veterans, transitioning out of service to WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

• Reduced Royalties for the First 12 Months • Flexible FASTSIGNS Location Options (Over 400 Ideal Markets Available) • 20.7% Pre-Tax Owner Benefit in a Weekday-Only Business** • SBA-Approved Franchise Financing FASTSIGNS’ proven business model can maximize your success and the growth of our brand. Our veteran and first responder program helps you grow a thriving FASTSIGNS location, achieve financial independence, and build a profitable business. A CAREER THAT HONORS SERVICE For many veterans, the idea of “service” doesn’t end when the uniform comes off—it simply changes form. Franchising allows them to stay connected to their community, create jobs, and make a measurable difference in people’s lives. Whether running a home care agency, a fitness center, or a signage business like FASTSIGNS, veterans continue to serve—this time through leadership, mentorship, and entrepreneurship. Franchising also provides an ideal environment for veterans seeking a balanced lifestyle. Many franchise systems, including FASTSIGNS, operate primarily on weekday schedules, allowing owners more predictable hours and valuable time with family—a welcome shift after years of demanding deployments and long hours. THE POWER OF PURPOSE AND INDEPENDENCE What makes franchising 20

particularly rewarding for veterans is the alignment between purpose and autonomy. Veterans are used to working toward a mission larger than themselves. Franchising offers the same sense of direction—backed by personal ownership and the ability to shape the future of the business. Instead of navigating the uncertainty of a corporate career or starting a business from scratch, veterans in franchising leverage a trusted name, a network of peers, and established marketing and operational systems. The result? Faster ramp-up times, lower risk, and a community of fellow owners who understand the journey. WHY THE FUTURE IS BRIGHT FOR VETERAN FRANCHISEES As the franchise industry continues to grow across sectors—from home services to technology to retail— opportunities for veterans have never been stronger. Many franchisors are actively expanding programs that reduce financial barriers and increase accessibility for those who have served. Organizations like VetFran and the International Franchise Association are helping connect veterans with franchise opportunities that fit their interests, skills, and financial goals. At the same time, companies like FASTSIGNS are setting a new standard for what veteran-friendly franchising looks like—offering not just discounts, but genuine mentorship and a shared commitment to success.

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CONTINUING THE MISSION In the military, success is measured by teamwork, resilience, and results. In f ranchising, those same traits drive growth, innovation, and community impact. Veterans who choose this path find that their service has uniquely prepared them for entrepreneurship—they already possess the discipline, leadership, and adaptability that business ownership demands. Franchising doesn’t just offer a career; it offers a continuation of purpose. It’s a chance to lead again, to build again, and to serve again—this time in a way that strengthens families, communities, and the economy. For veterans and first responders ready for their next mission, f ranchising— especially with organizations like FASTSIGNS—offers the opportunity to transform experience into enterprise, and service into lasting success. Think that the next step in your career could be f ranchising? Frannexus can help you find the right f ranchise for your needs. Reach out today to learn more. ABOUT THE AUTHOR Seth Lederman, CFE, a Franchise Acquisition and Development Specialist, is a multi-faceted entrepreneur with over 30 years of experience in small business success, including ownership and sale of his business enterprises. He frequently contributes to The Franchise Journal and is on the exclusive Forbes Business Council. Contact Seth at seth@ thefranchiseconsultingcompany.com.

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From Vietnam War Hero to Champion of American Entrepreneurship: The Extraordinary Journey of Mayor Al Zapanta Decorated combat veteran. Major General. Presidential appointee. International business leader. Now mayor of Irving, Texas. For Al Zapanta, six decades of leadership have been preparation for his next mission. by Franchise Journal

rving, Texas - where Texas meets the world. On October 24, 2026, Mayor Albert “Al” Zapanta stood before entrepreneurs, franchise executives, and aspiring business owners to cut the ribbon at The Great American Franchise Expo in Irving, Texas. The occasion was more than a ceremonial appearance. It represented something

that has defined Zapanta’s extraordinary career: a belief in the power of entrepreneurship, economic opportunity, and the American dream. Few American mayors arrive at City Hall with a résumé quite like his. A decorated Vietnam War hero, retired Major General, presidential appointee, international business

executive, and president and CEO of the United States–Mexico Chamber of Commerce, Zapanta has spent more than six decades serving his country and building bridges between government and business. Now, as mayor of one of Texas’s most important corporate centers, he is putting that experience to work. FORGED IN VIETNAM: LEADERSHIP UNDER FIRE Born and raised in East Los Angeles, Zapanta enlisted in the United States Army in 1964, beginning a military career that would distinguish him among America’s most decorated veterans. Commissioned as an officer in 1966, he served in Vietnam with the 75th Infantry Rangers of the 9th Infantry Division, leading soldiers in some of the war’s most dangerous conditions. His bravery earned him the Silver Star, five Bronze Stars for Valor, the Purple Heart, and numerous additional military decorations. During one particularly

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and lead under pressure— qualities that would prove invaluable in business and public service.

harrowing engagement, Zapanta repeatedly exposed himself to enemy fire to rescue wounded soldiers, carrying them individually to safety. It was an extraordinary demonstration of courage, but also an early expression of the leadership philosophy that would guide his life: responsibility for others comes before personal ambition. His military service continued well beyond Vietnam. Zapanta participated in international missions involving Desert Shield and Desert Storm, Somalia, and Haiti, and served in a senior leadership capacity with a United Nations peacekeeping mission in Western Sahara. He later attained the rank of Major General and served as chairman of the Department of Defense’s Reserve Forces Policy Board from 2002 to 2004. His military experience taught him to make difficult decisions, build effective teams,

FROM THE BATTLEFIELD TO THE WHITE HOUSE Zapanta’s leadership abilities soon attracted national attention. In 1973, he was selected as a White House Fellow during the Nixon administration, serving in the U.S. Department of Transportation. He subsequently became a Senate-confirmed Assistant Secretary of the Interior under President Gerald Ford. Throughout his career, he received additional presidential appointments and served in advisory capacities involving international trade, energy policy, national security, and economic development. His responsibilities included participation in the U.S.–Mexico Partnership for Prosperity and leadership of the Reserve Forces Policy Board. These assignments placed him at the intersection of government, international relations, and economic policy. But unlike many career public officials, Zapanta also developed extensive experience in the private sector.

18 years with the energy company, he held senior management and government affairs responsibilities, working on complex energy and regulatory issues involving the United States and Mexico. His experience included negotiations with both governments concerning oil and natural gas policy. Following his retirement from ARCO in 1993, he pursued entrepreneurial ventures, including founding PAZ Resources and serving as CEO of PAZ Energy. These experiences provided something invaluable for his future public service: a firsthand understanding of how businesses operate, invest, create jobs, and navigate government regulation. For Zapanta, economic development is not simply a government program. It is the

AN ENTREPRENEUR WHO UNDERSTANDS BUSINESS Zapanta began his civilian business career as an industrial engineer with Bethlehem Steel before joining Atlantic Richfield Company, commonly known as ARCO. During approximately WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

VETERANS ISSUE

product of an environment where entrepreneurs and established companies can succeed. BUILDING BRIDGES THROUGH THE U.S.–MEXICO CHAMBER OF COMMERCE One of Zapanta’s most significant contributions to international business has been his leadership of the United States–Mexico Chamber of Commerce. As president and CEO, he has helped advance commercial cooperation between two of the world’s largest trading partners. Operating through a network of eight regional offices in the United States and eight in Mexico, the Chamber connects businesses, investors, policymakers, and economic development organizations. Its initiatives support international trade, crossborder investment, business partnerships, and stronger commercial relationships throughout North America. Long before nearshoring and supply-chain diversification became prominent corporate strategies, Zapanta recognized the economic potential of closer U.S.–Mexico cooperation. Today, as manufacturers and technology companies reconsider global supply chains, his decades of experience have become increasingly relevant. His philosophy is straightforward: Strong relationships between businesses and governments create opportunities 26

that neither can achieve independently. It is a perspective shaped by military command, international diplomacy, and decades in corporate leadership. A NEW MISSION: IRVING, TEXAS In May 2026, Zapanta was elected mayor of Irving with more than 67 percent of the vote, following three terms on the City Council. For Irving, his election brought an unusually experienced leader to City Hall. Located in the heart of the Dallas–Fort Worth metropolitan area, Irving is home to major corporate headquarters, the internationally recognized Las Colinas business district, and a diverse business community. Its proximity to Dallas Fort Worth International Airport makes the city an attractive location for companies

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seeking access to national and international markets. Zapanta sees tremendous potential to build upon these advantages. His priorities include attracting investment, strengthening relationships with state and federal leaders, supporting responsible development, and positioning Irving for emerging industries. One important opportunity involves redevelopment of the former Texas Stadium property, a major site with the potential to generate substantial economic activity. He also recognizes the importance of infrastructure, technology, and creating an environment where businesses can expand with confidence. For a mayor who has negotiated international commercial agreements and worked with multiple presidential administrations, attracting investment and building strategic partnerships are familiar challenges.

CHAMPIONING ENTREPRENEURSHIP AND THE AMERICAN DREAM Zapanta’s participation in the October Great American Franchise Expo reflected another important dimension of his economic philosophy: supporting entrepreneurs and small-business ownership. The event brought franchise brands and prospective business owners together to explore opportunities in one of America’s most established entrepreneurial sectors. Franchising provides individuals with a pathway to business ownership, often combining entrepreneurial independence with the training, systems, and support of an established organization. For military veterans, the model can be particularly attractive, allowing them to apply their leadership, discipline, and operational experience in civilian business. Zapanta understands that transition better than most. His journey from decorated combat officer to successful business executive illustrates how military experience can become a foundation for entrepreneurial achievement. By welcoming the expo to Irving, he reinforced a message that extends beyond any single industry: Economic prosperity depends on creating opportunities for people willing to invest, innovate, and build businesses. A LEGACY THAT CONTINUES TO GROW Beyond his military, government, and business accomplishments, Zapanta

has remained committed to education and community advancement. A graduate of the University of Southern California, he helped establish what became the USC Latino Alumni Association, supporting educational opportunity, mentorship, and scholarships for future generations. In 2026, USC recognized his distinguished career and contributions with its Alumni Merit Award. His achievements would represent an extraordinary lifetime of service for almost anyone. Yet Zapanta continues to look forward. At a time when cities compete aggressively for investment, talent, and emerging industries, Irving has a mayor

whose experience spans military command, presidential leadership, international commerce, and entrepreneurship. For business leaders, his career offers a powerful lesson: Leadership is not defined by the positions one holds, but by the opportunities one creates for others. From the battlefields of Vietnam to the White House, from international boardrooms to Irving City Hall, Albert “Al” Zapanta has demonstrated that principle throughout his life. And after six decades of extraordinary accomplishments, his most important contributions still lie ahead. For Irving, Texas and for the United States of America that is a compelling reason to be optimistic about the future.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

VETERANS ISSUE

From Military Valor to a New Mission Decorated Army Veteran

German Villaseñor Brings SubContain's Revolutionary Waste Management Technology to Miami After serving his country in uniform and building a successful security business, this veteran entrepreneur is taking on a new mission: creating jobs and building cleaner, healthier American communities. by Franchise Journal

he mission was dangerous. The roads were unforgiving. And in Iraq, the difference between life and death could be measured in a fraction of a second. German Villaseñor knew the risks. Operating in hostile territory, where insurgents relied on ambushes and hidden explosives, he was part of a brotherhood of American soldiers who put their lives on the line every time they left the safety of their base. On one mission, Villaseñor was manning the turret of a Humvee, operating its powerful .50-caliber machine gun as the vehicle thundered down a dusty Iraqi road. Unseen beneath the surface, insurgents had concealed a devastating improvised explosive device built around a 155mm artillery shell—weighing roughly as much as a bag of concrete. They waited until the Humvee was directly over the device. Then they detonated it. In an instant, the road erupted. The explosion destroyed the vehicle, forever changing the lives of the

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VILLASEÑOR HAS DEDICATED HIS CAREER TO PROTECTING PEOPLE AND STRENGTHENING COMMUNITIES. NOW, AS THE OWNER OF SUBCONTAIN MIAMI, HE IS EMBARKING ON A NEW MISSION: TRANSFORMING HOW SOUTH FLORIDA MANAGES WASTE WHILE CREATING JOBS, IMPROVING PUBLIC HEALTH, AND BRINGING INNOVATIVE INFRASTRUCTURE TO AMERICAN COMMUNITIES. soldiers aboard. For Villaseñor, survival was nothing short of extraordinary. But surviving the blast was not the end of his story. He continued his mission, serving his country with the same courage and determination that had carried him into combat. While many of his missions are still classified, the courage this young man showed on battlefields protecting our country earned him the Medal of Valor, one of our nation's highest honors as well as a Purple Heart earned in blood. Years later, after the battlefield was behind him

and the uniform had been put away, Villaseñor would discover another way to serve. This time, his mission would be fought not with weapons, but through entrepreneurship, job creation, environmental stewardship, and a commitment to making American communities cleaner, healthier, and safer. Villaseñor has dedicated his career to protecting people and strengthening communities. Now, as the owner of SubContain Miami, he is embarking on a new mission: transforming how South Florida manages waste while creating jobs, improving

public health, and bringing innovative infrastructure to American communities. It's a natural next chapter for a man whose career has been defined by leadership and service. FROM THE BATTLEFIELD TO BUSINESS LEADERSHIP From 2002 to 2006, Villaseñor served in the U.S. Army as an Airborne Infantry Team Leader, responsible for leading soldiers, conducting airborne operations, and training his team in infantry tactics and military readiness. His military service, including recognition with the Medal of Valor, helped establish the discipline, courage, and commitment to others that would shape his entrepreneurial career. In 2015, Villaseñor became CEO of Signal of Southeast Florida, building a security business serving residential communities, commercial properties, and organizations throughout the region. For more than a decade, he has worked with property managers and business owners to help protect people and property. The transition from military leadership to private security

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

VETERANS ISSUE

was a natural one, requiring accountability, operational excellence, and the ability to deliver results. Now, Villaseñor is applying those same principles to an entirely different industry. A NEW APPROACH TO AN OLD PROBLEM For decades, America's wastemanagement infrastructure has relied heavily on traditional dumpsters— large metal containers that occupy valuable space, produce unpleasant odors, attract pests, and detract from the appearance of neighborhoods and commercial properties. SubContain offers a dramatically different solution. Using innovative semiunderground waste-

container technology, SubContain stores much of the waste beneath ground level, creating an attractive, efficient alternative to conventional dumpsters. The system is designed to reduce odors, discourage rodents and insects, improve sanitation, and maximize waste-storage capacity while occupying a smaller visible footprint. For municipalities, apartment communities, hotels, shopping centers, schools, and commercial properties, the advantages can be substantial. And in South Florida, where high temperatures, dense development, and valuable real estate make effective waste management particularly important, the opportunity is enormous.

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THREE SIZES, COUNTLESS APPLICATIONS SubContain offers multiple container sizes designed to accommodate different waste volumes and property requirements. Small containers are ideal for parks, pedestrian areas, smaller businesses, and locations where space is limited. They provide a clean, organized alternative to exposed garbage carts. Medium containers serve restaurants, schools, commercial properties, and multifamily residential communities that need greater capacity without sacrificing valuable real estate. Large containers, including models with approximately 6.5 cubic yards of capacity, are designed for apartment complexes, shopping centers, hotels, municipalities, and other high-volume applications. A single large container can replace numerous conventional garbage carts, helping consolidate waste collection into fewer, more efficient locations. SubContain systems can also accommodate recycling, customized exterior finishes, secure lids, and optional monitoring technology. With a design life intended to span decades, these systems represent long-term infrastructure investments rather than temporary waste-storage solutions.

CLEANER COMMUNITIES, HEALTHIER NEIGHBORHOODS The benefits extend far beyond aesthetics. By keeping waste enclosed and storing much of it underground, SubContain helps address common sanitation problems associated with traditional dumpsters. The surrounding earth moderates temperatures, helping reduce odors, while enclosed designs limit access by pests. Gravity-assisted compaction increases effective storage capacity, potentially reducing collection frequency, truck traffic, fuel consumption, and operating expenses. For Villaseñor, these

improvements represent another way to protect the communities he serves. Cleaner waste-storage areas can improve the experience of residents, visitors, employees, and customers while supporting healthier, more attractive neighborhoods. CREATING JOBS AND CONTINUING THE MISSION As SubContain Miami grows, Villaseñor plans to develop opportunities in sales, installation, operations, equipment servicing, and customer support. The business can also support local contractors involved in excavation, concrete work, and infrastructure installation.

For fellow veterans, the venture represents the kind of entrepreneurial opportunity where military leadership, logistics, teamwork, and operational discipline translate naturally into civilian success. Villaseñor understands that transition firsthand. His experience leading soldiers, building a security company, and now introducing innovative waste-management infrastructure demonstrates how veterans can continue contributing to America's economic strength long after their military service ends. SubContain Miami's mission is ambitious: help municipalities and property owners replace outdated waste infrastructure with cleaner, smarter, more efficient systems. And Villaseñor intends to lead by example. From serving his country in uniform to protecting South Florida communities through security services, his career has consistently reflected a commitment to something larger than himself. Now, with SubContain Miami, that commitment continues through job creation, environmental responsibility, and infrastructure innovation. The uniform may be gone, but the mission remains: serve the country, strengthen communities, and leave America better than he found it.

FOR FELLOW VETERANS, THE VENTURE REPRESENTS THE KIND OF ENTREPRENEURIAL OPPORTUNITY WHERE MILITARY LEADERSHIP, LOGISTICS, TEAMWORK, AND OPERATIONAL DISCIPLINE TRANSLATE NATURALLY INTO CIVILIAN SUCCESS. WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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From Apache Gunships to Main Street: How Andy Snelgrove Built a Career on Leadership, Strategy, and Entrepreneurship West Point graduate, combat veteran, business strategist, and multi-unit franchise owner Andy Snelgrove is applying lessons learned on the battlefield to building businesses, creating jobs, and helping others pursue the American dream. by Franchise Journal can translate into business success. For Snelgrove, the connection between military service and entrepreneurship is straightforward: preparation, accountability, disciplined execution, and an unwavering commitment to the people who depend on you.

ome entrepreneurs learn leadership in business school. Others discover it through years of trial and error. Andy Snelgrove learned it flying Apache attack helicopters over Iraq, where decisions carried consequences far greater than quarterly earnings. Today, the decorated career path of this West Point graduate, former Army captain, accomplished business executive, and successful franchise entrepreneur offers a compelling example of how military leadership

FORGED IN SERVICE A graduate of the United States Military Academy at West Point, Snelgrove earned a Bachelor of Science in Environmental Engineering before serving as an Apache helicopter pilot with the Army's 1st Infantry Division during Operation Iraqi Freedom. His responsibilities extended far beyond the cockpit. During combat operations, Snelgrove led a two-helicopter team through 24 combat missions. On the ground, he demonstrated an equally impressive ability

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to manage complex operations, including coordinating logistics, transportation, supplies, and maintenance support for military aviation personnel. He also helped plan and execute the redeployment of a 1,200-person aviation brigade from Iraq to Germany, an undertaking demanding meticulous organization and coordination. In another assignment, he traveled from Iraq to Kuwait City to source critical equipment from foreign suppliers for the U.S. Army. He also acquired materials and coordinated construction of a 2,400-square-foot maintenance shop in Iraq. These experiences helped develop a skill set that would prove invaluable in business: identifying problems, allocating resources, managing teams, and delivering results under pressure.

FROM THE BATTLEFIELD TO THE BOARDROOM Following his military service, Snelgrove earned an MBA from the University of Southern California's prestigious Marshall School of Business. He subsequently built a successful career in the energy industry, combining strategic

sales, product development, customer experience, and organizational leadership. At Canrig Drilling Technology, a division of Nabors Industries, he led a multinational team developing and commercializing innovative drilling technology.

He later became Global Customer Loyalty Manager, introducing the Net Promoter Score methodology to an organization generating approximately $600 million in annual revenue. His initiatives helped drive organizational improvements, including restructuring quality-control operations, integrating sales and marketing functions, and strengthening employee engagement. He trained more than 2,500 employees in customer loyalty principles. At Tesco Corporation, Snelgrove managed 15 national accounts representing more than $15 million in annual revenue. Within six months, he increased existing account business by 30 percent and secured an exclusive contract worth approximately $2 million annually. Subsequent leadership positions with Laney Directional Drilling, Gold Shovel Standard, and Newpark Resources further strengthened his reputation as a strategic thinker who understood how to build relationships, develop markets, and generate sustainable growth.

DURING COMBAT OPERATIONS, SNELGROVE LED A TWO-HELICOPTER TEAM THROUGH 24 COMBAT MISSIONS. ON THE GROUND, HE DEMONSTRATED AN EQUALLY IMPRESSIVE ABILITY TO MANAGE COMPLEX OPERATIONS, INCLUDING COORDINATING LOGISTICS, TRANSPORTATION, SUPPLIES, AND MAINTENANCE SUPPORT FOR MILITARY AVIATION PERSONNEL. WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

VETERANS ISSUE

proven operating model. As a multi-unit franchisee, Snelgrove has helped create employment opportunities while bringing established consumer services to Texas communities. His entrepreneurial interests also extend to pet aftercare through his ownership of Resting Rainbow in Houston, a business serving families during the difficult experience of losing a beloved pet. The venture reflects another dimension of his business philosophy: successful enterprises can combine sound economics with meaningful service to their communities.

HIS SUCCESS ILLUSTRATES AN IMPORTANT PRINCIPLE OF ENTREPRENEURSHIP: BUSINESS OWNERSHIP ISN'T SIMPLY ABOUT HAVING A GREAT IDEA. IT'S ABOUT SELECTING THE RIGHT OPPORTUNITY, BUILDING CAPABLE TEAMS, AND CONSISTENTLY EXECUTING A PROVEN OPERATING MODEL. BUILDING BUSINESSES AND CREATING OPPORTUNITIES Despite his success in corporate America, Snelgrove recognized the volatility inherent in the energy industry. He began exploring franchising as a way to build long-term financial stability and greater control over his future. In 2013, he entered the 38

industry as a franchisee with European Wax Center, ultimately developing ownership interests in multiple Texas locations. His success illustrates an important principle of entrepreneurship: business ownership isn't simply about having a great idea. It's about selecting the right opportunity, building capable teams, and consistently executing a

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HELPING OTHERS BUILD THEIR AMERICAN DREAM Today, Snelgrove also serves as a franchise consultant with The Franchise Consulting Company, helping prospective entrepreneurs evaluate business ownership opportunities. Unlike advisers whose experience is primarily theoretical, Snelgrove brings the perspective of someone who has invested his own capital, managed employees, operated multiple locations, and navigated the realities of business ownership. His approach emphasizes thoughtful evaluation, financial discipline, and matching opportunities with individual goals and capabilities.

Central to his philosophy is the West Point Cadet Honor Code, which emphasizes honesty, integrity, and personal accountability. Those principles continue to guide his relationships with clients, colleagues, and business partners.

HIS JOURNEY FROM COMBAT AVIATION TO CORPORATE LEADERSHIP AND FRANCHISE OWNERSHIP DEMONSTRATES THAT THE QUALITIES DEFINING EXCEPTIONAL MILITARY OFFICERS—COURAGE, INTEGRITY, PREPARATION, AND SERVICE—ARE EQUALLY POWERFUL IN ENTREPRENEURSHIP.

SUCCESS MEASURED BEYOND THE BALANCE SHEET For all his professional achievements, Snelgrove's priorities extend well beyond business. A devoted husband and father of two sons, he calls Houston home. When he's not developing businesses or advising aspiring entrepreneurs, he enjoys water sports and spending time with his family. His journey from combat aviation to corporate leadership and franchise ownership demonstrates that the qualities defining exceptional military officers— courage, integrity, preparation, and service—are equally powerful in entrepreneurship. For Andy Snelgrove, success isn't measured solely by revenue, locations, or professional titles. It's measured by the businesses built, the jobs created, the people helped, and the example set for the next generation. From the skies over Iraq to the boardrooms of Texas, Andy Snelgrove continues to demonstrate that leadership is not simply a position. It's a lifelong commitment to making a difference.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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VETERANS ISSUE

Beyond the Uniform: How the Veterans Franchise Council Helps Veterans Navigate Franchise Ownership by Bob Hays, Consultant, The Franchise Consulting Company

or many military veterans, transitioning to civilian life brings a critical question: What comes next? While some pursue corporate careers, others seek a path offering greater independence, leadership opportunities, and long-term wealth creation. Franchise ownership has become an increasingly attractive option by combining

business ownership with proven systems, operational structure, and established brand support. The Veterans Franchise Council (VFC), supported by The Franchise Consulting Company, was created to help veterans explore this path with confidence and clarity. The foundation of the Veterans Franchise Council is simple: veterans

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helping veterans. Unlike traditional business advisory organizations, the Council comprises professionals who combine franchise expertise with military experience and a firsthand understanding of the transition process. Its mission is to help veterans determine whether franchise ownership truly fits their goals, finances, family priorities, and long-term

"MILITARY SERVICE BUILDS A UNIQUE MINDSET. AS COUNCIL MEMBERS, WE ASSIST AND EDUCATE FELLOW VETERANS ON FRANCHISE OPPORTUNITIES – THAT PROVIDE THE PROVEN SYSTEMS AND SUPPORT REQUIRED TO COMMAND THEIR OWN FINANCIAL FUTURE." — BOB HAYS, CHAIR, VETERANS FRANCHISE COUNCIL aspirations before making a significant investment. Military service instills many of the core qualities that successful franchise systems value. Leadership, accountability, adaptability, discipline, and commitment to executing proven processes are reinforced throughout a military career. These characteristics position veterans exceptionally well for franchise ownership, where success depends on following established systems, leading teams, and maintaining operational excellence. What sets the Council apart is its commitment to education over sales. Rather

than pushing specific franchise opportunities, the Council focuses on helping each individual evaluate whether business ownership aligns with their personal circumstances. Through a structured discovery process, veterans assess their financial readiness, desired lifestyle, operational strengths, and investment objectives before narrowing their search to concepts that match their vision. The Council recognizes that every veteran's journey is distinct. A recently retired officer, an enlisted service member transitioning out, and a veteran seeking an additional investment vehicle all carry

different expectations and resources. Rather than offering a one-size-fits-all solution, the Council identifies opportunities that reflect each person's unique timeline, budget, and long-term vision. Crucial to this support is helping veterans navigate the extensive incentives available across the franchise industry. Many brands offer veteran discounts, reduced franchise fees, financing assistance, specialized funding programs, and tailored training. These benefits significantly improve the economics of a franchise investment, providing veterans with the financial efficiency and momentum needed for a successful launch. To further advance veteran entrepreneurship, the Council created initiatives like the Bet On A Vet 100 program. Designed to provide direct financial assistance, the program awards grants that can be paired with existing franchisor incentives. In its first two years alone, Bet On A

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Vet 100 has distributed nearly $500,000 in grants and fee assistance, helping veterans launch franchises across healthcare, fitness, home services, and technology. Programs like this reinforce the VFC’s commitment to removing financial barriers and empowering veterans to command their economic future. Ultimately, the Council's greatest strength lies in the credibility of shared experience. As the VFC emphasizes, military service is "more than a shared background - it is a shared mindset." Its members understand the weight of leadership, the necessity of accountability, and the realities of transitioning out of uniform. Combined with decades of franchise industry expertise, this perspective fosters a level of trust and insight that is difficult to replicate elsewhere. 44

As franchising remains a powerful path to entrepreneurship, veterans are uniquely equipped to thrive. Having already demonstrated the ability to lead under pressure, adapt dynamically, and execute established systems, they possess a natural operational advantage. Organizations like the Veterans Franchise Council bridge the gap to business ownership by offering objective guidance, education, mentorship, and specialized resources. For veterans seeking their next mission, franchise ownership offers more than a business opportunity, it is a chance to apply military leadership in a new arena, build lasting wealth, and lead with purpose. Guided by the Veterans Franchise Council and The Franchise Consulting Company, transitioning service

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members can explore these pathways with confidence, backed by a trusted team of peers. Through personalized mentorship, industry connections, and direct financial initiatives like Bet On A Vet 100, the Council stands committed to a single goal: helping veterans build thriving, independent futures through business ownership. For more information visit: https://www. theveteransfranchisecouncil. com ABOUT THE AUTHOR Bob Hays is a Franchise Consultant and member of the Veterans Franchise Council. A former franchise owner himself, Bob brings firsthand experience and strategic insight to his work. He helps individuals and business owners navigate franchise opportunities with confidence, offering informed decision‑making support and expert guidance throughout the process. Contact Bob at: bhays@ thefranchiseconsultingcompany.com

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VETERANS ISSUE

Your Next Mission: Five Questions Veterans Ask Before Buying a Franchise by Steve Taylor, Consultant, The Franchise Consulting Company

ost of the veterans I talk to aren't fresh off active duty. They're ten, fifteen, twenty years out. They traded the uniform for a corner office, a solid salary, and a calendar run by somebody else. And somewhere around year twelve of the civilian career, they start asking a question they haven't asked since they raised their right hand: What's my next mission? I know that question well. I spent 12 years in the Navy and 14 more in corporate tech before a Great Recession layoff taught me the hard lesson: if you don't own it, you don't control it. So I bought a franchise, ran it for nine years, and now help veterans decide whether ownership is right for them. Here are the five questions I hear most — and the straight answers. 1. "HOW DO I WALK AWAY FROM A GOOD PAYCHECK?" One client — a Navy aviator turned corporate strategist, two young kids, a spouse also climbing the ladder — called it the golden handcuffs. The salary is real. So is the restlessness. The answer usually isn't to jump. Many of my clients build

alongside the W-2. One Navy veteran and C-suite executive plans to launch on a weekend day plus one weekday, hire a general manager, and decide later whether to go full-time.

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But semi-absentee doesn't mean absent. Year one demands your attention. As he put it, if he wanted something passive, he'd just buy more stock.

2. "WHAT AM I ACTUALLY TRYING TO BUILD?" Before we talk brands, I ask clients to split ten points among lifestyle, cash, and legacy. Force the choice. One recent client went 6-4-0. Lifestyle won — and that single answer eliminated half the franchise universe before we looked at a single brand. Your "why" is your commander's intent. When the details get messy, it tells you what matters. And bring your spouse in early. The best decisions I've seen were made with everyone at the table. 3. "CAN I AFFORD THIS — AND WHAT ABOUT VETERAN DISCOUNTS?" Straight talk: the issue I flag most in first consultations isn't net worth. It's liquid capital. Plenty of senior professionals look strong on paper, with most of their wealth tied up in a house and a 401(k). Even with good financing, plan on injecting 10–30% yourself. The tools exist. A Rollover for Business Startups (ROBS) puts eligible retirement funds to work without a taxable distribution. Veteran-owned businesses pay no upfront guaranty fee on SBA Express loans. And franchisors compete for you: discounts of 10–25% off the initial fee are common, one home-services brand waives its roughly $50,000 franchise fee for qualified veterans, and a national restaurant chain recently partnered with the VA to waive its fee for veteran owner-operators. But a discount is a bonus, not a strategy. Never buy the

IF YOU'VE EVER CONVINCED A SKEPTICAL CO, DEFENDED A BUDGET, OR LED A TEAM THROUGH A HARD DEPLOYMENT, YOU'VE SOLD. YOU JUST CALLED IT LEADERSHIP. wrong business because the first check was smaller. 4. "HOW DO I KNOW THE FRANCHISOR IS TELLING ME THE TRUTH?" Do your recon. One client spent a year trying to buy an independent business; three deals died in due diligence because the numbers couldn't be trusted. Franchising is different. The Franchise Disclosure Document lays out costs, fees, litigation, openings and closures — and often unitlevel financial performance. Then validate. Call top performers, average owners, and the ones who are struggling. If you identify with the unhappy ones, that's your answer. I won't work with a franchisor that won't let my clients talk to its owners. Period. Finally, check ground truth. I had one client (before I had even presented brands) identify

multiple pending lawsuits filed by the franchisees against the franchisor. AND vice versa. Off the list. 5. "I'M NOT A SALESPERSON. IS THAT A PROBLEM?" I hear this from senior NCOs, retired officers, and VPs alike. If you've ever convinced a skeptical CO, defended a budget, or led a team through a hard deployment, you've sold. You just called it leadership. Fit still matters. Some models need you knocking on business doors; others bring customers in on the strength of the brand. I use a behavioral assessment with every client to match the business to how you're wired — not to your old job. Why work with a fellow veteran? Working with a veteran who has owned a franchise means you don't have to translate. I know what a PCS move does to a family and why "good enough" isn't. I've also sat in the owner's chair — signed the lease, made payroll, lived the bad weeks. My services cost you nothing; franchisors compensate me when a placement happens. That's exactly why I'll tell you "no" or "not yet" as readily as "yes." Straight talk over sales. ABOUT THE AUTHOR Steve Taylor is a U.S. Naval Academy graduate, 12-year Navy veteran, and former franchise owner who founded Bravo Zulu Partners to help veterans and senior professionals find their next mission in business ownership. An affiliated consultant with The Franchise Consulting Company, Steve can be reached at SteveTaylor@ TheFranchiseConsultingCompany.com.

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VETERANS ISSUE

The House That Learned a New Job by Rob Scott

ometimes the most interesting financial opportunities don't come from acquiring a new asset. They come from seeing an old one differently. At 63, John feels good about what he and his wife have built. They raised a family, built careers, saved and invested, and watched the home they bought years ago grow to be worth about $1.5 million, with the mortgage essentially gone. That last part was intentional. John didn't pay down the mortgage because he objected to debt; he knew the paycheck would eventually shrink,

and didn't want a mortgage payment competing with everything else he and his wife wanted to do in retirement. The plan worked: arrive at retirement with fewer demands on monthly cash flow. There's also something John feels looking around his home that doesn't show up on any financial statement: security. Paying it off meant stability and freedom, and John isn't interested in giving that up. Then something happens he hadn't planned for: an opportunity. Maybe it's a franchise, an investment in an existing business, or simply the discovery that he has no intention of spending the next 25 years on the sidelines. Whatever it is, it requires capital. So John looks at the numbers: cash, investments, retirement accounts, and the house. He's sitting at his kitchen table, surrounded by one of the largest assets on his balance sheet, yet somehow it isn't part of the conversation. Selling isn't an option, and borrowing against it would mean putting a mortgage payment right back into the budget after decades of eliminating one. So he keeps looking elsewhere, until someone asks a different question: what if those aren't the only choices?

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MAYBE IT WASN'T THE DEBT Maybe what John really wanted wasn't to be debtfree, but payment-free. The problem wasn't the debt itself; it was what that debt required of him every month. For homeowners 62 and older who meet the program requirements, a Home Equity Conversion Mortgage (HECM) can provide access to a portion of the equity in a primary residence while the homeowner keeps title and keeps living there. Unlike a traditional mortgage, a HECM doesn't require monthly principal-andinterest payments, though the homeowner must still live in the property as a principal residence and meet obligations like property taxes, insurance, and upkeep. John realizes eliminating his mortgage and eliminating the payment weren't necessarily the same objective. And suddenly he sees the house differently: the home is still home, but the equity inside it is also an asset—alongside his cash, investments, and retirement accounts. What if he could preserve the home and the absence of a required monthly payment, while making a portion of that equity available to him?

WHAT IF YOU DON'T NEED THE MONEY TODAY? A HECM can be structured as a line of credit. John doesn't have to draw any of it until he wants to, and the unused available credit grows over time under the program's growth feature. The CFPB describes unused HECM credit as continuing to grow, allowing additional future borrowing within the terms of the mortgage. Consider a homeowner age 62 with a $1.5 million home and little or no mortgage debt, who establishes a HECM line of credit with roughly $355,000 available and never touches it. By age 70, the illustration shows the line grown to approximately $652,675. By age 80, approximately $1,395,722. John hasn't earned that money on an investment. He established access to a resource and gave the unused borrowing capacity something valuable: time. The numbers are illustrative; actual proceeds depend on the borrower's age, interest rates, property value, and program terms. The growth feature itself, however, is a defining characteristic of the HECM line of credit. Maybe he uses it for a franchise, or as working capital, or never for a business at all. What if the market is down sharply exactly when he needs cash, or the house needs a major repair, or an opportunity appears at 72 that he can't picture at 63? Or what if nothing happens? Fine. John remains in charge. Access to capital doesn't require him to deploy it; it gives him another choice if he decides he needs one.

A DIFFERENT KIND OF RAINY-DAY FUND Compare that with a traditional HELOC, which normally has a defined draw period, often ten years, before entering repayment, when monthly payments can rise significantly. A HELOC lender may also restrict additional borrowing if property values fall or the borrower's finances deteriorate, often exactly when liquidity matters most. The HECM line of credit works differently: its unused credit receives the growth feature rather than being periodically re-underwritten against market swings. For John, the significance isn't just that he can borrow money. It's that he controls another source of financial capacity, decides whether and when and why to use it, and leaving it unused can increase what's available later. The

house hasn't stopped being John's home. It has simply learned another job. NOW, ABOUT THAT FRANCHISE Suppose John needs $250,000 for his next opportunity. He can sell investments, pursue conventional financing, or look at other ways to access home equity; depending on his age, equity, and circumstances, a HECM may or may not be the right vehicle, and other home-equity products can sometimes fit situations a HECM doesn't. But John is now asking a better question: not "where can I get $250,000," but which of his accumulated resources makes the most economic sense to deploy. What's the cost? What happens to monthly cash flow? What asset would otherwise have to be sold, and at what tax or opportunity cost?

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

A HECM isn't free capital. Amounts borrowed accrue interest and charges, which increase the loan balance and generally reduce the equity remaining in the home. But John understands, from his years in business, that the cost of capital and the requirement to service that cost out of today's cash flow are two different things, which matters when a new business needs time before it produces income. MAYBE FINANCIAL INDEPENDENCE LOOKS DIFFERENT THAN WE THOUGHT John hasn't abandoned the

discipline that got him here. He still owns the home, still values security, and still doesn't want a mortgage payment dictating how he and his wife live. He's simply discovered that the assets he spent a lifetime building may give him more choices than he realized. Financial independence may not mean owning everything and owing nothing. It may mean having enough resources, liquidity, and control that your obligations don't dictate your choices. For John, paying off the house created that freedom. Discovering what the equity inside it could do didn't take

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

that away; it made it more powerful. What is your home equity doing for you? For readers who want to explore these ideas further, I've written more about HECMs, mortgage strategy, and the use of home equity in Rob's Corner on robsscott.com. ABOUT THE AUTHOR Rob Scott is a Mortagage industry professional. For readers who want to explore these ideas more deeply, I’ve written more about HECMs, mortgage strategy and the use of home equity in Rob’s Corner on robsscott.com. You may find answers to questions you already have—and perhaps discover a few questions you hadn’t thought to ask.

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Annie Pomponio

Spike Albrecht

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jen@repmgroup.com apomponio@repmgroup.com spike@repmgroup.com 219.718.4530 303.884.8618 720.245.1252

IT’S TIME T O PR E S S PAU S E • Full-service Wellness Studio offering mind/body recovery • First franchise to offer “Contrast Therapy” (Sauna/Cold Plunge) with EIGHT unique revenue streams: Cryotherapy, IV Drip, Cold plunge, Float, LED light therapy, Sauna, Normatec & Retail • Minimal employee ownership model • Four corporate units open in Los Angeles with a fifth in development • Broad retail offerings focused on Sleep, Stress/Anxiety, Clean Beauty, Detoxification and Immunity, brands include Moon Juice, Bee Keepers, Osea, Quick Silver Scientific • Top performing studio revenue: $1,975,984 in 2022 • Top performing Net Margin: 35% (After a 7% royalty deduction) • 2,600-3,000 sq.ft • 50+ licenses awarded with markets available: San Diego, San Francisco, Houston, and New York.

INITIAL INVESTMENT | $979,000 - $1,618,000 LIQUID CASH | $400,000 NET WORTH | $1,000,000 This advertisement is not an offering. An offering can only be made by a Franchise Disclosure Document filed with the referenced state, which filing does not constitute approval. Pause franchises will not be sold to any resident of any such jurisdiction until the offering has been exempted from the requirements of, or duly registered in and approved by, such jurisdiction and the required FDD has been delivered to the prospective franchisee before the sale in compliance with applicable law. The following states regulate the offer and sale of franchises: CA, HI, IN, IL, MD, MI, MN, NY, ND, RI, SD, VA, WA and WI. If you reside in one of these states, you may have certain rights under applicable franchise laws. This advertisement is not an offering for New York residentsan offering can only be made by prospectus filed first with the department of law of the state of New York. Such filing does not constitute approval by the department of law. This document is not intended for the sale of a franchise. Please see Item 19 of the Pause FDD for further detail. Past performance is not a guarantee of future results. Individual results may vary.

VETERANS ISSUE

From Mission to Ownership: Why FASTSIGNS Is Built for Veteran Entrepreneurs by Joe Carter, Consultant, The Franchise Consulting Company

hen veterans transition from military service into civilian life, the question is often framed around employment: What job comes next? I think there is another question worth asking: What mission comes next? That distinction matters because many of the qualities developed through military service—leadership, discipline, accountability, adaptability, teamwork, and execution—are also qualities I look for when evaluating whether someone has the potential to become a successful franchise owner. That is one reason FASTSIGNS International stands out to me. Founded in 1985, FASTSIGNS has grown into a global visual

communications franchise with more than 775 locations. This isn’t simply a traditional sign shop. Franchisees provide businesses with solutions ranging from signs and graphics to digital signage, interior décor, vehicle graphics, and other visual communications. From an investor’s perspective, I like that diversity because the customer base is fundamentally B2B. Businesses may change how they market themselves, but the need to be seen, communicate, and differentiate doesn’t disappear. A MODEL THAT REWARDS EXECUTION I’ve spent years helping companies scale, reviewing businesses through the lens of

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

operational maturity, and evaluating what ultimately makes one business more valuable than another. One lesson keeps resurfacing: systems create potential; execution creates results. That’s also what makes franchising particularly interesting for veterans. FASTSIGNS provides the framework—four weeks of training, site-selection and build-out assistance, preopening marketing, dedicated business consultants, mentoring, ongoing education, and outside-sales support. The owner still has to lead the team, develop relationships, sell, execute the system, and take responsibility for the outcome.

Army veteran and FASTSIGNS franchisee Darrin Lawrence understands that connection firsthand. After serving 22 years and attaining the rank of Sergeant First Class, Lawrence eventually became the owner of FASTSIGNS of Richardson, Texas. His assessment of the transition is straightforward: “The leadership skills you gain in the military stay with you for life.” That leadership translated naturally into an owneroperator environment where accountability matters. Fellow Army veteran Jody Lamb, who owns FASTSIGNS centers in Arlington and Mansfield, Texas, has carried another military principle into business: service. He has described giving back as part of the franchise mindset and uses his businesses to remain engaged with his community. WHY I WOULD PUT FASTSIGNS ON THE SHORTLIST I never recommend buying a franchise simply because the brand is recognizable. The economics, territory, owner fit, FDD, franchisee validation, and long-term objectives all have to make sense. But FASTSIGNS gives prospective owners several reasons to investigate further. The current franchise materials identify businessto-business hours, relatively low staffing requirements, and professional business clientele as characteristics of the model. They also report a $49,750 franchise fee, with qualifying veterans and first

responders receiving a 50% reduction—a $24,875 savings. The financial performance deserves attention as well. Current franchise materials report average location sales above $1 million, while also emphasizing that results vary and prospective owners should carefully review Item 19 of the Franchise Disclosure Document. The brand’s scale is another factor. With more than 775 locations across multiple countries, FASTSIGNS offers the kind of established operating history many buyers look for when evaluating a franchise system. YOUR NEXT MISSION MAY BE OWNERSHIP For the right veteran, the attraction of FASTSIGNS isn’t really about signs. It’s about taking skills forged in an environment of structure and accountability and applying them to an established business system. Veterans understand that having a playbook doesn’t guarantee victory. You still need leadership. You still need a team. You still need discipline. And when conditions change, you adapt and execute. That’s entrepreneurship. So, if you’re transitioning from military service and considering what comes next, don’t limit the conversation to your next position or paycheck. Ask yourself whether the leadership skills you’ve already

earned could be used to build an asset of your own. Your next mission might not be finding a job. It might be building a business. ABOUT THE AUTHOR Joe Carter is a franchise growth expert, business-scaling strategist, founder of Twin Flame Group and JWD Legacy Advisors, and host of The Franchise Growth Show. As a franchise consultant and strategic growth advisor, Joe helps entrepreneurs identify the right franchise opportunities while helping established businesses build the systems, leadership, and operational infrastructure required to scale. His experience includes building and exiting businesses, evaluating hundreds of companies through private-equity due diligence, and advising owners on growth, value creation, and exit readiness. His philosophy is simple: the best businesses—and the best franchises— combine a proven system with disciplined execution.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

(844) 465-4004 MoldMedicsFranchising.com Info@moldmedicsfranchising.com

Don’t Overlook a Mold Removal Business Franchise Opportunity

Working in mold remediation and indoor air quality doesn’t always seem like a glamorous job, but the rewards are endless! We get to directly help people who suffer from breathing difficulties by improving their environment so they can breathe easy again and love being at home. What an amazing opportunity that is!

FRANCHISE WITH US!

We remediate & mitigate. We don’t repair, maintain or replace.

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We educate our customers about what plagues their homes and we train our franchise owners to do so with the same confidence and compassion.

From 2020 to 2021, revenue was up by 23%

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When I saw no negative reviews, I thought they were faked. No company can be that good. They are the exception to the rule. 5 stars are not enough to rate the professionalism, honesty, helpfulness and knowledge. It’s an industry where the homeowner really doesn’t know much and it easy for the company to scare you into spend more than you need...NOT Mold Medics. I highly recommened them to the degree that you’d be foolish to use anyone else.

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FRANCHISED BY

Toodley Town was born from a simple but powerful memory: a pretend grocery store in a children’s museum. Becky, the founder, never forgot the joy of stepping into that miniature adult world—a place where her imagination could run wild. Years later, while visiting a museum with her own daughters, she watched them experience that same thrill—but also noticed something missing: a thoughtfully designed, enclosed space where kids could safely play and parents could relax and engage. That moment sparked the vision for Toodley Town: a beautifully detailed, immersive environment that celebrates imaginative play, supports healthy childhood development, and welcomes the whole family.

WHY FRANCHISE WITH US? Fulfills a Unique Market Gap

Multi-Age Appeal

Backed by Educational Insight

Premium Party Experience

Parent-Friendly Environment

On-Site Upsell Opportunities

toodleytownfranchisor@gmail.com

www.toodleytownusa.com

(702) 682-0887

VETERANS ISSUE

From Service to Ownership: Inside The Veterans Franchise Council by Dustin Helms, Founding Member, The Veterans Franchise Council

very November, our industry pauses to thank the men and women who served. It is the right thing to do. In my work, though, I have come to believe the better way to honor veterans is to help them build what comes next. That belief is the reason a group of us came together to form The Veterans Franchise Council, and it is why I am proud to share what the Council has accomplished so far.

THE GAP WE KEPT SEEING Those of us who work in franchise development talk constantly about the ideal candidate. We want someone who can lead a team, follow a proven system, hold people accountable, and keep going when the plan meets reality. Veterans walk out of the service with those traits already tested under pressure. And yet many of the veterans we met were struggling with the decision.

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Leaving the military is a major identity shift, and it usually comes with a family to support and a timeline that does not leave much room for error. Some veterans were being pitched the first concept that sounded good. Others had no idea that many franchise brands offer reduced f ranchise fees or veteran incentive programs. A few had already decided ownership was out of reach before anyone sat down

with them and looked at the numbers. We saw talented people either rushing into the wrong deal or walking away from a path that could have fit them well. The Council was our answer to that. OUR MISSION The Veterans Franchise Council exists to help veterans decide, with confidence, whether franchise ownership is the right path before they invest their time, money, and future in it. That first question matters more than any brand pitch. If ownership is not the right move for a veteran's goals, budget, or family, we want them to know that early. When ownership is a fit, we help them find the opportunities that deserve their attention. Our process will feel familiar to anyone who has served: Mission Planning. We start by defining the veteran's goals, budget, family priorities, and what ownership actually needs to accomplish for them. Intelligence Gathering. Together we review the right categories, business models, and the incentive programs available to veterans. Target Selection. We narrow the field to serious candidates that match how the veteran wants to live and operate. Mission Execution. The veteran moves into validation calls, brand conversations, and final due diligence with a clear plan and a team behind them. Veterans pay nothing for

this. Our guidance, education, and franchise matching are provided at no cost, with no hidden fees and no obligation. Through the Council, veterans gain access to more than 400 franchise brands and a network of more than 200 franchise consultants. MORE THAN $1 MILLION BACK TO VETERANS The milestone I am proudest of is this one: collectively, the members of the Council have given back more than $1 million to veterans who want to get into franchise businesses. That number represents real people. It is the former squad leader who can now afford the franchise fee on a home services territory. It is the retired officer whose family could finally make the math work on a second career. Every dollar lowers the barrier for someone who already gave a great deal to this country, and it lets them start ownership on stronger financial footing. We did not set out with a dollar target. We set out to do right by the veterans in front of us, and the total grew one family at a time. Crossing the million dollar mark tells us the model works, and it tells us there is far more we can do.

THE PEOPLE BEHIND THE COUNCIL Military service is part of the Council's story, not a footnote to it. Our members represent the Navy, Army, Air Force, Marine Corps, and Merchant Marine, alongside franchise professionals who have spent their careers helping people buy and grow businesses. The Council is chaired by Bob Hays, a U.S. Navy veteran. Members include JP Bolat, a retired Navy Commander with a 20 year naval career; Terence West, who served 21 years on active duty in the Army; Josh Polley, an Army squad leader and retention NCO with 18 years of service; and Joshua Best, an Army veteran and multi-unit franchisee. Several members, including Dan Jenkins of the Air Force and former Navy Lieutenant Steve Taylor, own franchises

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

themselves and can speak to the day to day reality of ownership from firsthand experience. My own contribution has come from the franchise development side. I have spent close to twenty years owning and operating businesses and helping brands build and launch their franchise systems. Being a founding member of this group, and working next to people who have led in uniform, has been one of the most meaningful parts of my career. A NOTE TO FRANCHISORS If your brand already offers a veteran discount or waives part of the franchise fee, thank you.

Those programs can materially change the economics for a veteran candidate, and many veterans still do not know they exist. Make them easy to find. Train your development team to talk about them early in the process. If your brand does not have a veteran program yet, this issue is a good reason to start one. In my experience, veterans tend to become the kind of franchisees who follow the system, build strong teams, and lift the performance of the whole network. Investing in them pays off for everyone. HOW TO GET INVOLVED Veterans who are considering

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

franchise ownership, whether they are preparing to transition out of the service or have been out for years, can request a free, confidential consultation at theveteransfranchisecouncil. com. Franchisors and franchise professionals who want to support the mission are welcome to reach out as well. Our veterans already completed one mission on our behalf. Helping them launch the next one is the least we can do. ABOUT THE AUTHOR Dustin Helms is a founding member of The Veterans Franchise Council and the founder of The Helms Group, a franchise development and consulting firm based in Flower Mound, Texas.

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Your next chapter is still unfolding. Maybe you've decided right now isn't the time to move into franchising. Our ifrm can deliver many additional options to you and you don't have to explore alone. We help accomplished leaders get clear ifrst, and leverage their past to beneift their future. We deliver clarity and conifdence. A conversation with people who understand the next move

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CASINO PARTY RENTAL BUSINESS 21fun.com

NOW IS THE BEST TIME! Thousands of Event & Party Planners, and probably hundreds in your area, are looking for ways to entertain their clients, family, and friends with smaller gatherings during this year’s pandemic. At this point, everyone is completely Zoomed out. America wants to get back to celebrating and having fun again. NOW, is the perfect time to build relationships with Event Planners and local businesses. Today smaller parties are the safe trend, and in 2021, there will be a steep increase in demand for entertainment accommodating larger gatherings.

WHAT DOES THIS MEAN?

Hi, Welcome to 21 FUN, we are very excited to offer franchise opportunities for a very unique & niche business Casino Party Rentals.

It means it’s a great time to get in, and be the first in your area to start this high growth potential niche franchise. There is no limit to the type of events and revenue opportunities we offer, including; Weddings & Anniversaries Celebrations, Birthdays & Graduation Parties, Fundraiser & Charity Events, Team Building & Employee Appreciation gettogethers, Poker Tournaments & Poker Nights, Holiday Parties, Private and Social Events, all types of Corporate Events, Tradeshows & Conventions, Bachelor(ette) Parties, and more. The list goes on and on!

17 years ago, I started 21 Fun

POTENTIAL FOR GROWTH

so much growth potential

The 21 Fun team will offer unrivaled training and support to each franchisee as they join our 21 Fun family. The company’s operating model is simple and has been structured with well-defined processes and growth systems in place, allowing for ease of replication. Initial training will be held at the headquarters in the San Francisco Bay Area or Las Vegas. Summer training is available in Lake Tahoe, as well. For almost 20 years, we have mastered the ability to market, sell, and execute private & corporate Casino Parties & Events. 21 Fun is poised to expand operations in major metropolitan areas across the United States.

that is not only stress-free,

MAKING CONNECTIONS 21 Fun has an A+ Better Business Bureau Rating and an impressive reputation with Event & Party Planners. Event Planners are VERY particular who they bring on to represent them for events. 21 Fun will guide you with the ins and outs of securing the event planning business and will reach out to introduce ourselves on your behalf, if you wish. Generally, Event and Party Planners will not risk their reputation of bringing onboard any new contractor without knowing about their history. 21 FUN has the experience and reputation to help you succeed.

INCREASED BUSINESS OPPORTUNITY From photo booths, to prop rentals, and the latest trend of piping hot mini donuts for all kinds of events. We’ve done it all. There are so many fun ways to increase your earnings potential to the max! Ask us about high value potentional add-ons to your 21FUN Franchise.

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Casino Party as a hobby and here we are today offering franchises. I just love it! Truly, this is a business with

but is FUN! Please feel free to browse our page, imagine the FUN and if you have any questions, please contact us. John Scarborough

VETERANS ISSUE

The Freedom to Choose: A Veteran’s Next Mission by Jack Tiwari, Consultant, The Franchise Consulting Company

or years, the mission was clear. There was a chain of command. There were standards to meet, objectives to accomplish, and a team counting on you. Decisions had consequences, and discipline was not a motivational slogan— it was part of everyday life. Then came the day the uniform came off.

For many veterans, that moment creates a question that doesn't have an obvious answer: WHAT COMES NEXT? The answer is different for everyone. Some return to school. Some enter corporate America. Others pursue government careers or start businesses.

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

And for an increasing number of veterans, entrepreneurship offers something uniquely meaningful: the freedom to choose. FREEDOM ISN'T THE ABSENCE OF STRUCTURE Entrepreneurship is often portrayed as the ultimate form of freedom. No boss. No

schedule. No one is telling you what to do. But successful business ownership rarely works that way. The irony is that veterans may understand this better than most. Building a business requires discipline, accountability, planning, execution and leadership. It requires showing up when you don't feel like showing up. It requires building a team, establishing standards and staying focused when circumstances change. Those aren't necessarily new skills for someone who has served. They're transferable skills. The difference is that in civilian business ownership, the mission can become your own. You get to decide what you're building, whom you're serving, how you lead your team and ultimately what success means to you. FROM FOLLOWING A MISSION TO CREATING ONE That transition can be powerful. Military service teaches people to operate within a system. Franchising takes that experience and applies it to entrepreneurship. A franchise doesn't eliminate risk, and it certainly doesn't guarantee success. But it can provide something familiar: a framework. There are operating procedures. Training programs. Brand standards. Marketing systems. Technology platforms. Vendors. Performance metrics. For a veteran accustomed to turning a mission into an executable plan, that structure can be attractive.

YOU GET TO DECIDE WHAT YOU'RE BUILDING, WHOM YOU'RE SERVING, HOW YOU LEAD YOUR TEAM AND ULTIMATELY WHAT SUCCESS MEANS TO YOU. The entrepreneur still owns the business. But they don't necessarily have to invent the entire playbook. WHY HOME SERVICES DESERVE A LOOK One category particularly worth exploring is home services. Cleaning, restoration, landscaping, painting, pest control, HVAC, plumbing, roofing, remodeling and other property-related services represent businesses built around needs that don't disappear simply because the economy changes. Many are also operational businesses. That matters. A veteran evaluating a franchise shouldn't simply ask, "Do I like this industry?" A better question may be: "Does this business model allow me to use the skills I already have—and develop the ones I need next?"

Home-service businesses can involve dispatching teams, managing schedules, maintaining equipment, overseeing quality, responding to customers and developing local relationships. Those responsibilities can create opportunities to apply leadership, logistics, accountability and processmanagement skills. And importantly, the veteran doesn't have to be the person holding the wrench. The role can evolve from technician to operator, from operator to manager, and eventually from manager to owner of multiple territories. YOUR SKILLS DIDN'T DISAPPEAR WITH YOUR UNIFORM One of the biggest mistakes a veteran can make after service is assuming that starting over means starting from zero. It doesn't. Leadership is transferable. Discipline is transferable.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

Team building is transferable. Planning is transferable. Operating under pressure is transferable. Learning quickly is transferable. The challenge is translating those skills into a new environment. That is where thoughtful business selection matters. Not every franchise is right for every veteran. A veteran should evaluate the economics, capital requirements, lifestyle, territory, operational demands, franchisor support and longterm growth potential before making a decision. The goal isn't to find a franchise. It's to find a business model that fits the person you have become—and the life you want to build next. 70

THE NEXT CHAPTER IS YOURS Military service comes with commitments that are bigger than the individual. Civilian entrepreneurship offers something different. Choice. You choose the mission. You choose the people you build around you. You choose how aggressively you want to grow. You choose whether you want one location or multiple territories. And, perhaps most importantly, you choose what the next chapter of your life looks like. For some veterans, that freedom may lead to a homeservice franchise. For others, it may lead somewhere completely different.

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

There is no single definition of success after service. But there is tremendous value in recognizing that the skills developed during service don't have to remain in the past. The uniform may come off. The discipline doesn't have to. The mission changes. This time, you get to choose it. ABOUT THE AUTHOR Jewan “Jack” Tiwari is the author of Franomics, an entrepreneur and business strategist with FCC | FranMerica.com, helping professionals transition from corporate careers to business ownership. A member of the Veterans Franchise Council, Jack supports veterans exploring entrepreneurship and career opportunities after service. He advises clients on franchise acquisition, business growth, value creation and franchise development. Contact Jack at jack@ thefranchiseconsultingcompany.com for a strategic consultation.

FRANCHISED BY

American Defense Solutions is a veteran-owned company, offers custom security products to protect schools, businesses, and communities, including ADS Defender security film, GY6 Quick-Deploy Armor, and Wingman Vehicle Armor. Our mission is to equip people with the tools needed to stay ahead of unpredictable threats.

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VETERANS ISSUE

Army Ranger, Soldier, Hero to Franchise Founder: Kevin Berry’s Next Bold Mission by Mariel Miller, Consultant, The Franchise Consulting Company

our deployments, a life shaped by service, and an entrepreneurial vision built around creativity: How veteran Kevin Berry & wife Nicole are bringing a remarkable and purposeful business opportunity to communities with Shattered Glass DIY Art Studios. After military service, some veterans pursue new careers; others build businesses of their own. For Kevin Berry, an Army Ranger who completed four deployments and now lives in Florida, entrepreneurship has become his next mission. Kevin and Nicole Berry founded Shattered Glass DIY, an experiential art studio where customers create glass art, resin projects, charcuterie boards, and other epoxy pieces. The concept combines hands-on creativity with social experiences, giving customers an opportunity to make something personal while spending time with friends, family, or colleagues. A DIFFERENT KIND OF MISSION Military experience can provide a foundation for entrepreneurship, from teamwork and leadership to planning and resilience. It does not guarantee commercial

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

success, however. Business owners must also learn financial management, marketing, sales, and customer development. Franchising can offer a bridge between independence and structure. Rather than creating every process from scratch, franchisees operate within an established model with training, procedures, and brand support. For veterans considering their next chapter, that framework can make business ownership an appealing option. WHERE ART MEETS ENTREPRENEURSHIP Shattered Glass DIY puts participation at the center of the art-studio experience. Customers take part in creative sessions lasting about 90 minutes, working on projects such as glass art on canvas, resin charcuterie boards, and other epoxy designs. Activities are intended for beginners as well as people with previous artistic experience. The format can suit a variety of occasions, including outings with friends, date nights, family celebrations, private events, and group gatherings. That range gives studios opportunities to reach different audiences and tailor marketing to local demand. The concept reflects interest in experiences that go beyond buying a product. Guests socialize, try a new skill, and leave with something they made themselves. Operators also need consistent scheduling, supply management, customer service, and repeat visits.

THE CREATIVE FORCE BEHIND THE BRAND Shattered Glass DIY is pursuing growth through franchising in the experiential leisure and creative arts category. The company points to longstanding interest in hands-on activities, selfexpression, and shared experiences as reasons the category can appeal to a broad audience. The stated total investment is under $250,000, positioning the concept as a lowerinvestment brick-and-mortar, manager-run opportunity compared with many larger operations. Prospective franchisees should review the company’s Franchise Disclosure Document, including its financial representations, to evaluate costs and performance information. The Berrys say they have built nine successful ventures and aim to help franchisees establish sustainable businesses. Their model is intended to combine creative programming with operational training and support as the brand enters select markets nationwide. New projects, seasonal designs, workshops, and private events can encourage repeat visits. Studios may serve families, couples, friends, tourists, and corporate groups, depending on the local market. Nicole has developed a range of techniques and training programs intended to help franchise partners deliver the Shattered Glass DIY experience consistently.

SERVICE BEYOND THE UNIFORM Shattered Glass DIY says it is committed to building a community of veteran franchise partners. The company offers service members priority consideration in each market and veteran discounts, reflecting the Berrys’ belief that leadership, discipline, and adaptability can be valuable foundations for business ownership. Franchisees must still manage cash flow, hiring, customer acquisition, and financial planning. The company says Kevin leads oneon-one business skills training, supported by its systems and technology. For veterans ready to take on a new challenge, franchising can provide a fresh mission: leading a team, serving a community, and working toward measurable business goals. A NEW CHAPTER IN FLORIDA Kevin Berry’s journey connects military service with a new

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

focus on creativity and entrepreneurship. At Shattered Glass DIY, the mission has changed, but the principles of preparation, teamwork, and consistent execution remain relevant. With Nicole’s artistic background shaping the customer experience, the Berrys are growing a business designed to bring people together through hands-on art. For Kevin, entrepreneurship offers an opportunity to apply lessons learned through service to a new challenge and help create lasting businesses and memorable experiences. The uniform may be behind him. The mission of building something worthwhile continues.

ABOUT THE AUTHOR Mariel Miller has spent her professional career in franchising and is an enthusiastic proponent of entrepreneurship today. She uses her 30+ years experience to assist both small business owners and professionals discover how a franchise strategy may help them achieve their financial and lifestyle goals. Her data-driven yet passionate approach with clients has kept her an award-winning consultant for over two decades.

With 250+ Franchises Partners, 30+ years of history, and plenty of room for expansion, now is the time to look at the Fibrenew opportunity. Have you ever noticed a damaged leather sofa, ripped car seat, torn medical bed or cracked restaurant seat and wondered; can that be fixed? The answer is yes, and that’s what Fibrenew does. We restore damaged leather, plastic, and vinyl wherever it is found and our customers love us for it! If you are looking for an opportunity that can’t be outsourced or replaced by machines, with rock-solid support, marketing and technology systems, an exceptional product line and a niche service that’s in-demand across multiple markets, Fibrenew could be a great fit! Visit fibrenew.com/franchising to learn more.

Get started now: fibrenew.com/franchising 76

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Transforming Lives Through Care.

BUTTERFLY HOME CARE | TRANSFORMING LIVES THROUGH CARE Butterfly Home Care provides specialized home care services for individuals with autism, people with disabilities, and seniors. Our company has built a strong reputation and proven track record in delivering high-quality, personalized care at the comfort of people's homes. With extensive experience in the field, we are committed to meeting the unique needs of each client.

Expertise in Autism & Disability Care

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care 10+ yearsInnovative of experience solutions

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Giving back to support autism research and related causes

OUR MISSION: Enrich lives through high-quality, compassionate in-home healthcare. Join Butterfly Home Care and Franchise a Business Built on Compassionate Care!

bwang@butterflyhomecare.com

www.butterflyhomecare.com

703-278-2898

Do what you love with an essential business everybody loves. Lori Nebel | Multi-Unit Franchise Owner

Fetch the retail pet franchise that outruns the competition with a $2.4M AUV*. Now’s the time. Get in on an award-winning franchise that’s growing fast — giving pet lovers and their pets the supplies and services they need. 2020 was a banner year, and the momentum continues with markets available nationwide.

Omni-channel options keep pet lovers shopping.

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Ready to get in on our 30+ years of success? Learn more at petsuppliesplusfranchising.com *This information can be found in Item 19 of the 2021 Franchise Disclosure Document issued by PSP Franchising, LLC. The data reflects the calendar year beginning January 1, 2020, and ending December 31, 2020, and shows the data for 220 Reporting Franchised Stores which were open and operating for 12 months as December 31, 2020. There is no assurance you will do as well. If you rely upon our figures, you must accept the risk of not doing as well. This is not an offer to sell you a franchise. Franchises are offered by prospectus only. Franchises are not currently offered in MN, SD, and VA. ©2021 Pet Supplies Plus. All rights reserved. Pet Supplies Plus is a trademark of PSP Franchising, LLC.

NOW IS A GOOD TIME TO START YOUR OWN BUSINESS! BECOME A FRANCHISE PARTNER

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VETERANS ISSUE

Building Your Future in Franchising A Guide for Veterans Exploring Business ownership and the support that can help them get started by Ozzie Grupenmager, Consultant, The Franchise Consulting Company

f you are a veteran thinking about owning a business, you may be wondering where to begin. You might be preparing to leave active service, reconsidering a civilian career or exploring a different future for your family. Franchising is one path worth understanding because it can offer an established operating framework, training and people to turn to as you learn. This November, as we recognize veterans throughout the franchise community,

there is also an opportunity to consider what ownership could look like for you. Your service is part of the experience you bring. The business you choose should also reflect your interests and the life you want to build. RECOGNIZE THE EXPERIENCE YOU BRING You may already have experience leading people, managing resources or adjusting plans when conditions change. Those

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responsibilities have clear parallels in a local business. A franchise owner needs to understand operating standards while exercising judgment about employees and customers. Your military experience can provide a useful foundation as you learn a new industry. Clement Troutman offers a useful example. In testimony to Congress in January 2026, the Navy veteran and Tropical Smoothie Cafe franchise owner described how military teamwork and familiarity with operating procedures helped him move into business ownership. His account also highlighted his family's involvement. The International Franchise Association's biography of Troutman emphasizes staff development and community outreach as central to his leadership. His experience shows one way skills developed in service can carry into a different kind of work. As you explore opportunities, consider which parts of your background you enjoy using and where you would need training. This can

“THE BUSINESS YOU CHOOSE SHOULD ALSO REFLECT YOUR INTERESTS AND THE LIFE YOU WANT TO BUILD.” help you compare businesses according to your own strengths and interests. CHOOSE A BUSINESS THAT FITS YOUR LIFE As a franchise and business consultant, I believe the first conversation should focus on you. What would you enjoy doing each day? You might want to lead a team, work closely with customers or develop a business you can eventually grow into several locations. Understanding the owner's actual responsibilities helps you judge whether an opportunity suits you. Your budget deserves the same attention. Consider the full investment, including the cash needed while the business develops and the effect on household finances. A veteran franchise fee incentive can help with entry costs, but it is only one part of the decision. The size of a discount should never substitute for understanding the business. Speak with current and former franchisees, examine the Franchise Disclosure Document and seek independent legal and accounting advice. Ask about the demands of the work and what surprised owners after opening. You should have room to ask difficult questions and take the time you need to make a considered decision.

KNOW WHERE TO FIND SUPPORT You can begin learning before you have a franchise picked out. VetFran, a program of the International Franchise Association Foundation, provides franchise education and access to brands offering veteran incentives. The Small Business Administration's Boots to Business introduces service members and military spouses to entrepreneurship. Boots to Business Reboot extends that learning to veterans of all eras in their communities. Veterans

Business Outreach Centers offer counseling, training and mentorship. When you begin evaluating a franchise, ask how its own support works. Who helps with your first hiring decisions? How will you learn to market the business locally? Who can you call when initial training is over and you encounter a problem you have never handled before? Look for specific answers, such as a named mentor, scheduled conversations during the early months and access to experienced franchisees. Ask existing owners how those commitments work in practice. Understanding the support available can help you identify what you will need to learn and where you can turn for help.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

MAKE ROOM FOR YOUR FAMILY AND YOUR TIMELINE If a spouse or partner will share the financial commitment or help run the business, consider bringing them into the conversation early. Discuss the hours you expect to work and how responsibilities at home might change. Clear expectations can make it easier to evaluate an opportunity together. Your timeline matters, too. Whether you recently left the military or have spent years in a civilian career, you can prepare at a pace that works for you. Taking a course,

meeting a business counselor or speaking with franchise owners can help you decide what your next step should be. BEGIN WITH A CONVERSATION Veterans who build businesses can create jobs, help employees develop and serve their neighbors in new ways. As we honor their service this November, we can also recognize the ambitions of those still deciding what comes next. Your questions about ownership deserve thoughtful answers and practical guidance. If you are a veteran

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considering business ownership, you do not need to have a franchise picked out to begin the conversation. At NextGen Franchise & Business Solutions, we can start with your goals and explore whether franchising fits the life you want to build. I would welcome the opportunity to help you take that first step. ABOUT THE AUTHOR Ozzie Grupenmager is a franchise and business consultant and business coach with NextGen Franchise & Business Solutions. A former COO who built and scaled a franchise organization and a former CIO at a major advertising agency, he brings experience across branding, marketing, technology and AI, business systems, and organizational growth.

CUSTOM CATERING & BAR SERVICE FOR EVERY OCCASION

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Catering By Design Noir transforms events into unforgettable experiences through exceptional cuisine, elegant presentation, and seamless service. With over 25+ years of excellence in convenient disposable drop-off, full-service catering, premium bar service, and flawless event execution, our proven model blends culinary artistry with strong systems and a culture built on loyalty and hospitality. Now franchising, we invite entrepreneurs to bring this trusted, experience-driven brand to their own communities and turn life’s moments into beautifully designed celebrations. FRANCHISED BY

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Get to the point. JOIN THE HIGH GROWTH INDUSTRY OF BUSINESS COACHING BE C O M E A TR USTED B U SI N E S S L E A D E R I N Y OU R C OM M U N I T Y Focal Point Coaching & Training is a franchise organization of business coaches and trainers who work with entrepreneurs, business owners, and executives to help enhance their companies and their lives by leveraging the coaches’ business experience and our proven content.

FOCAL POINT BUSINESS COACHING FRANCHISE HIGHLIGHTS Best-in-class training for new franchisees plus extensive ongoing support. Extensive marketing support (Strong Start & QuickStart Programs). Multiple revenue streams available to franchisees. Proven processes & content developed by founder Brian Tracy, a globally known Business Growth Expert. Flexible hours & location! Home based or work from an executive shared space. High margin business to business opportunity and streamlined business model. No specific industry knowledge needed.

Scott Hartsfield Chief Development Officer shartsfield@focalpointcoaching.com

Many available territories! Decades of huge growth potential. Focal Point is positioned as the next generation of Business Coaching and is a clear market leader in choosing to become a Business Coach.

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THE IDEAL FOCAL POINT FRANCHISEE CANDIDATE IS: A seasoned business professional (generally 10-15 years experience in Management and an Executive-level position) Self-confident with excellent communication skills Looking for a better work/life balance Self-motivated with perseverance Problem solver who enjoys a challenge

VETERANS ISSUE

Surprising Reasons Veterans Are Dominating the Franchise World by Ron Filian, Consultant, The Franchise Consulting Company

hy do military veterans—trained in tactical combat, defense, and mission-first execution—excel so remarkably when running civilian businesses? When transitioning from military service to civilian enterprise, many assume that corporate leadership requires starting completely from scratch. However, the franchise model provides a natural continuation of a veteran's skill set. Rather than inventing a business from the ground up, franchising allows veterans to execute a proven playbook—a structured operational framework that mirrors the standard operating procedures (SOPs) mastered in the armed forces. In essence, the franchise model is not a restriction, but the ultimate playbook for military skill sets. TACTICAL DISCIPLINE AND STANDARD OPERATING PROCEDURES BEAT CREATIVE GUESSWORK The military excels at taking complex strategic objectives and breaking them down into precise, repeatable standard operating procedures (SOPs). Franchise networks operate on the exact same philosophy. Rather than viewing a franchisor's system as a limitation, veterans evaluate it as a field-tested tactical manual

designed for mission success and operational risk mitigation. A veteran does not look at a corporate system as a restriction; they look at it as a tactical manual designed to win. • Systemic Execution: Veterans understand that strict adherence to proven standard operating procedures minimizes operational risk, guarantees predictable outcomes, and ensures consistent quality. • Decisive Leadership: In volatile environments, service members are trained to evaluate rapidly shifting variables, manage risks, and make high-stakes decisions

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with absolute composure. • Team Optimization: Experience managing, motivating, and deploying diverse military personnel under high-pressure conditions translates directly into superior staff recruitment, training, and operational leadership. VETFRAN AND FRANCHISORS OFFER UP TO 50% OFF INITIAL FEES Recognizing the natural alignment between military discipline and operational execution, franchisors actively compete to attract veteran talent. Through initiatives like

VetFran and brand-specific military programs, hundreds of top-tier franchise systems offer exclusive financial perks to honorably discharged veterans. Fee discounts typically range from 10% to 50% off initial fees depending on the brand, significantly lowering barriers to entry. The economic impact of these combined savings is substantial: reducing upfront franchise fees preserves vital equity at signing, while temporary royalty reductions safeguard monthly cash flow during the critical 6-to-12month launch phase. Together with waived development fees, these incentives allow veterans to preserve capital and reinvest aggressively into regional multi-unit scaling. SPECIALIZED SBA FINANCING PROVIDES A POWERFUL WORKING CAPITAL RUNWAY While upfront brand discounts lower startup costs, securing sustainable leverage requires robust funding mechanisms. Beyond brand-level incentives, the federal government and specialized commercial lenders offer elite financial backing to accelerate veteran business ownership. The U.S. Small Business Administration (SBA) features dedicated lending structures, such as SBA Express, optimized specifically for military families.These specialized programs offer streamlined underwriting, reduced upfront guarantee fees, optimized interest rate margins, and lowered equity injection requirements. This financial runway creates a powerful compounding effect when paired with brand

fee discounts. By lowering borrowing costs and reducing initial equity requirements, veterans can preserve critical liquid reserves for commercial real estate, initial inventory, and local launch marketing without draining personal savings. SUCCESS REQUIRES A STRATEGIC ADVISORY TEAM QUARTERBACKED BY A FRANCHISE CONSULTANT While veterans possess worldclass execution discipline, navigating the complex civilian business landscape—including legal Franchise Disclosure Documents (FDDs), territory availability, multi-brand comparisons, and commercial underwriting—requires specialized guidance.To navigate this complexity, top veteran entrepreneurs rely on a huband-spoke advisory architecture. At the top of this model sits The Veteran Entrepreneur , who directs a specialized Franchise Consultant acting as the strategic Quarterback. The consultant serves as a single point of alignment, seamlessly orchestrating three equal subpillars: • Franchisors: Matching the veteran's capital profile, equity position, investment goals, and leadership style with active, high-performing franchisors • SBA Lenders: This coordinated structure gives veterans a distinct competitive edge, allowing them to stay ahead of the curve when launching emerging franchise brands in their local markets. • Territory Diagnostics: Verifying territory and demographics availability.

HONORING SERVICE THROUGH ENTREPRENEURSHIP The American franchise ecosystem is deeply committed to honoring the sacrifices made by military personnel and their families. By combining specialized fee discounts, SBA lending advantages, and elite consultant guidance, the industry ensures that those who protect our freedom have a clear, reliable pathway to build their own legacy of generational wealth. As you reflect on the transition from military service to business ownership, consider this: How can you leverage your military execution discipline and structured leadership to build lasting financial independence in civilian life? ABOUT THE AUTHOR Ron Filian is the managing partner of FranExecutive, franchise consulting services. He can be reached at 630-812-0907 or RFilian@ thefranchiseconsultingcompany.com.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

We Focus On What Matters Quality Homecare Service Cost Effective Tailor-Made Care Plans

Our Services:

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Juiced Fuel provides convenient mobile fuel delivery for individuals and businesses. Customers can schedule refueling via a user-friendly app, choosing from top-quality fuel options like Regular (87), Premium (93), and Ultra-Low Sulfur Diesel (ULSD). With automatic updates and seamless payment processing, Juiced Fuel saves time and eliminates the need for gas station visits.

WHY FRANCHISE WITH US? Tap into the booming demand for convenience-based services, and reshape how consumers refuel their vehicles. Leverage Juiced Fuel’s established systems, operational expertise, and support to jumpstart your business. Scale your franchise quickly by adding trucks or expanding service areas without significant upfront investment. Benefit from multiple revenue streams, including subscription plans, on-demand services, and specialized offerings for fleets and boats.

FRANCHISED BY

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VETERANS ISSUE

Army Chaplain Advises Veterans to Lean In After 29 years in uniform, Kayne Smith approached franchise ownership with tactical savvy: lean in and go ugly early. by Robyn Deering, Consultant, The Franchise Consulting Company

rmy veteran Kayne Smith’s advice to any veteran who sees a franchise price tag and assumes ownership is out of reach is simple: "Lean in. There's a way," she says. “A franchise will be what you make it and it may someday become a family business for your children.” Industry figures support her assertion. Franchises show a notably higher five-year survival rate than independent

startups: roughly 75% to 80%, compared with about 50% for independents, according to data attributed to the U.S. Small Business Administration and franchise documents. Independent ventures can often launch with minimal capital (sometimes under $5,000) but face “undercapitalization risk,” since unproven operating models can demand unpredictable infusions of working capital. Franchises require far more

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upfront capital, yet their cash flow needs are outlined in the Franchise Disclosure Document, which reduces the risk of unexpected insolvency. WHY SHE LEANED IN After 29 years in military leadership, and not one civilian job on her résumé, Kayne wondered whether her direct, decisive communication style would

translate. Even now, she says, the résumés she posted online draw the same feedback: overqualified. So, she explored building something of her own. A two-day entrepreneurship workshop on base led to her journey to investigate the Focal Point franchise and two others. She met with all three teams with due diligence. Focal Point was the best fit for her, she said, because its culture puts the success of its people first. GO UGLY EARLY Leaning in did not mean leaning in blind. Before committing, Kayne interviewed three current Focal Point franchisees and gave each the same instruction she gives her soldiers: "Go ugly early." "Tell me what went wrong in your first six months of operations so we can look at how to fix it," she says. The mix of voices mattered: two men and one woman. By her count, Kayne is one of only four women in the Army in her career field, and she wanted to know how a woman experienced the company from the inside. All three let their guard down. "If you're willing to be transparent, that means you'll be honest," she says.

Department of Veterans Affairs in October 2026. Franchisors are receptive: 70% of franchise companies actively recruit and hire veterans. Each of VetFran's 500-plus participating brands offers a veteran incentive, typically a 10% to 50% discount on the initial franchise fee, and some waive it entirely. In 2024 alone, those incentives helped 877 veterans launch franchises and saved them more than $7.8 million in fees. The outcomes are encouraging, too. For its 2025 Top Franchises for Veterans report, Franchise Business Review analyzed 18 months of survey data from more than 2,100 veteran franchise owners across 365-plus brands. Eightythree percent enjoy operating their franchise, 73% would recommend it to others and 39% own multiple units. One in three single-unit veterans plans to add locations. Veterans who had operated at least two years self-reported

median gross sales of $1.25 million and median pre-tax income of $125,000. LEANING IN PAYS OFF Kayne's early momentum fits the pattern. Within a week of announcing her franchise on social media, a podcast company invited her to do a five-minute coaching segment. Listener phone lines and inboxes lit up and the segment earned a 92% rating. It became a ten-episode weekly series that began in early October. Ratings the network shared with her place the show in the top 2% of business podcasts and executives have since offered 15 additional hour-long episodes. She credits three sources: her Focal Point certification, her military experience and her work as an ordained chaplain. Add a master's degree in psychology and current graduate work in social work and her coaching starts with the person-- not the balance

THE NUMBERS BEHIND THE LEAP Those instincts explain why veterans and franchising pair so well. Veterans make up about 7% of the U.S. population but own more than 14% of franchise businesses, roughly one in seven, according to VetFran, the International Franchise Association's veteran program, as reported by the WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

seeks candidates with management experience and a desire to help others achieve their goals. The business is lowoverhead with no storefront or inventory and the ability to operate from a home office, often making it a good fit for veterans and corporate executives making the transition to entrepreneurship. ABOUT THE AUTHOR

sheet. "I want to know who you are," she says, “Then I can understand your ‘why;’ Why you opened the business and what drives you.” FocalPoint Coaching is a business coaching and training franchise founded in 2004

with 200+ units. Franchisees utilize their experience to coach entrepreneurs, owners and executives. The model rewards skills that veterans often have, namely leadership, strategic decision-making and communication. FocalPoint’

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Robyn Deering is a Franchise Consultant based in southwest Florida with extensive experience helping entrepreneurs identify optimal opportunities for franchise ownership, author of Corporate Refugee's Guide to Franchising: Trade Job Insecurity for Business Ownership That Works and a proud member of The Veterans Franchise Council. Contact Robyn at robyn@ thefranchiseconsultingcompany.com.

Don’t Launch, Buy, or Sell a Franchise Without Legal Protection Franchise transactions demand precision. Step conf idently into your new venture with the support of experienced f ranchise counsel. Contact Franchise Law Partner Lindsay Morgan for targeted guidance on f ranchise agreements, FDDs, and regulatory compliance.

lmorgan@cm.law | 813.444.7398 | cm.law

CM Law provides legal strategy for every phase—launching, expanding, or exiting your f ranchise system. WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

CE NATION’S

CHANGING LIVEZ! At the heart of the restaurant / meal plan model stirs an unwavering passion to help individuals and families change their lives. Through providing better nutrition options, a steady dose of health and wellness education – as well as a diverse support community – Clean Eatz continues to gain fans around the nation. In fact, our footprint currently consists of more than 80 cafes in dozens of states… and another 100 locations in the pipeline!

LOW INVESTMENT

SMALL SPACES

ATTRACTIVE HOURS

SIMPLE MENU

Clean Eatz has a lower investment cost than most fast casual concepts.

Clean Eatz operates in smaller spaces than most fast casual concepts.

Clean Eatz offers flexible hours for franchisees, with most cafes closing at 7pm.

Our menu is streamlined and easy for anyone to reproduce whether you have food service experience or not!

EASY MANAGEMENT

MULTIPLE REVENUE STREAMS

NATIONAL BRAND RECOGNITION

Stores can be run with great labor percentages.

FIVE to be exact! These include our café menu, Grab ‘N’ Go options, weekly meal plans, Marketplace products, and catering.

We continue to get praise and coverage, from a devoted online social media fanbase to high-profile publicity outlets!

Learn more about franchising opportunities: cleaneatz.com/franchise

Digital Marketing Opportunities Today’s Restaurant offers essential marketing options for advertisers who recognize the changing needs of buyers in today’s foodservice market.

Today’s Restaurant Digital Edition Advertise in Today's Restaurant Digital Edition online and have your ad delivered to thousands of restaurant and foodservice buyers each month. From full page display ads to classifieds we have a size and price to fit your ad budget. Advertising on the Today's Restaurant Website will expose your corporate or individual message to every visitor. Banner ads can be interactive animated messages. We’ll meet your ad needs and price point.

Eblast Marketing We’ll email your ad or video to our verified database of over 15,000 restaurants in Florida, Georgia, Texas and around the country. A 10%-20% open rate can be expected with each Eblast and all Eblasts are posted on our social media sites for even more exposure.

Video Eblast Video is hot! Show the industry what your company can provide with a Video Eblast featuring a great product or video interview. Ask to see a sample or call for pricing.

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VETERANS ISSUE

Neighborly Helps Veterans Explore a Path to Business Ownership ®

or Veterans considering business ownership, choosing an opportunity involves more than selecting an industry. It also means evaluating the training, operating structure and people available to support the transition. Neighborly’s Veteran support approach connects military experience with opportunities across its home service franchise brands. The company emphasizes leadership, discipline and commitment

as qualities Veterans can bring to building teams and serving customers. Its franchise framework includes marketing and operational support, along with connections to other owners. Those relationships give prospective and established owners opportunities to ask questions and learn from peers. The exploration process begins with learning about franchising and speaking with a franchise developer.

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Candidates continue their research through territory analysis, conversations with existing owners and a headquarters visit to meet the team. After signing, new owners begin training and preparations for opening, with guidance from a Sure Start Consultant and Franchise Business Coach. For Veterans, these resources offer a way to evaluate how their experience and goals might fit business ownership.

MILITARY EXPERIENCE MAY INFLUENCE HOW A PERSON LEADS, BUT VETERANS BRING DIFFERENT INTERESTS AND CIRCUMSTANCES TO THE OWNERSHIP PROCESS. A THOUGHTFUL EVALUATION GIVES THOSE DIFFERENCES ROOM. The opportunity is to apply familiar leadership strengths in a new setting, building a local service business with an established framework and ongoing support. The presence of a framework does not remove the need for careful research. A prospective franchise owner still needs to understand the business, assess the financial commitment and decide whether the role fits their goals. Veterans can approach that work by translating their experience into questions: What responsibilities will they hold? What skills will they need to develop? What kind of team do they want to lead? A useful first step is defining the desired ownership role. Some candidates want close involvement in daily service delivery. Others are more interested in managing employees and developing the operation. Asking current owners how they spend their time can establish realistic expectations. Their answers should be considered alongside family commitments, personal interests and the candidate’s willingness to learn unfamiliar parts of the business. Conversations with existing

owners are particularly valuable when they move beyond broad descriptions of success. Candidates can ask about opening preparations, staffing challenges and the resources they use most often. They can also ask what surprised them and what they would do differently. Hearing a range of experiences provides a fuller understanding of the work involved. The same care applies to evaluating support. Training has value when candidates understand what it covers, when it occurs and how to seek additional help. Marketing resources need to be understood in relation to local responsibilities. Peer connections are more meaningful when a candidate knows how those relationships are formed and maintained. Specific questions turn the idea of support into something an aspiring owner can assess. Military experience may influence how a person leads, but Veterans bring different interests and circumstances to the ownership process. A thoughtful evaluation gives those differences room. The right questions concern the individual candidate’s goals and the requirements of the

particular business. Service experience can be part of the discussion while candidates also prepare for the demands of entrepreneurship. That individual perspective matters when discussing Veteran ownership. Recognition of military service should be accompanied by practical information about what comes next. A candidate needs room to ask questions, compare options and assess the commitments involved. The decision becomes more useful when it reflects both the opportunity and the person considering it. Established systems and relationships can provide resources, while the prospective owner must determine whether an opportunity fits. For readers beginning that exploration, the next step is a detailed conversation about business expectations and their own plans for building a company that serves customers and provides opportunities for employees.

ABOUT THE AUTHOR Neighborly® is a family of home service franchise brands that helps entrepreneurs build businesses through established systems, training and ongoing support. With a legacy rooted in founding VetFran®, Neighborly supports Veterans pursuing franchise ownership through financial incentives, dedicated guidance and a network of fellow owners.

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Empowering Patients in Their Pursuit of

Wellness Through Weightloss 7 out of 10 Americans are overweight or obese. Join the franchise brand who is best positioned to combat this growing epidemic.

105 +

78+

Open Locations

136+

Franchise Owners

Licenses Awarded

We’ve helped over 435,000 patients lose 10 million pounds! • 1300-2000 sq ft in 2nd-Gen retail or professional office buildings preferred.

• Clinically-proven & safe protocols overseen by a dedicated, in-house science and medical team.

• Flexible operating hours equating to about 35 hours/week.

• Recurring revenue streams:

• Only 3-5 professional employees needed • Net Promoter Score: 80

• Weekly in-clinic visits • Weight-loss support products • IV therapies and vitamin injections

• No medical background required

• Prescribed appetite-reducing medications • Programs for adults and adolescents

Investment Details

Financial Requirements

251,000 - 494,000

Investment Range

Franchise Fee

60,000

Royalty

Net Worth

450,000

Liquidity

150,000

Credit Score

680+

CONTACT Mary Pang

Cary Tober

Director of Franchise Development Phone | 860.307.9603 Email | marypang@repmgroup.com

VP of Franchise Development Phone | 704.620.2802 Email | cary@repmgroup.com

The One That Works! ®

WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

VETERANS ISSUE

Brandi Cox: Turning Service into a Done-For-You Tech and Outsourcing Mission by Rick Morgin, Consultant, The Franchise Consulting Company

randi Cox built her business out of necessity, purpose, and a lifetime of discipline. What began as a way to keep functioning and meaningful after her military service ultimately became a donefor-you tech and outsourcing company designed to help entrepreneurs—especially those who feel overwhelmed— run their businesses with

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less stress and fewer moving parts. Her approach is straightforward: protect the business owners’ time, energy, and “genius,” while her team takes over the technical and administrative workloads that quietly drain momentum every day. A MISSION SHAPED BY SERVICE AND RECOVERY Brandi describes the catalyst

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for her business as the moment she needed to file for veterans’ disability and social security disability. For her, that wasn’t simply a paperwork task—it marked a turning point in her health and ability to work. Brandi is a disabled combat veteran who served in the Bosnian War, where her responsibilities included running coax cable through minefields. Later, she faced the reality of “invisible injuries,” many of which affected her physically, mentally, and neurologically. As she tried to transition into civilian life and work in conventional ways, she explains that the consequences of those injuries eventually caught up. She describes her vagus nerve as “basically” turning off her body, and she ultimately received guidance that she needed to stop pushing herself full-time. Like many veterans, she had to adjust to a new version of life—one that came with limitations and a persistent challenge: what to do with purpose when your old routine is gone.

That’s where entrepreneurship entered the picture. Brandi started spending time with entrepreneurs and connecting with friends who were launching businesses. She didn’t just observe—she listened to them. She noticed how difficult it was to start and run companies, especially online. A recurring theme emerged: entrepreneurs were forced to manage too many software platforms just to move their business forward. That frustration became the spark. Brandi saw the problem clearly: business owners were spending time stitching tools together instead of focusing on revenue-generating work. They didn’t need more complexity— they needed a better system, one that could be handled by a capable team. DONE-FOR-YOU TECH AND OUTSOURCING—BUILT TO REDUCE OVERWHELM Brandi’s company positions itself as a tech and outsourcing provider. Her work includes done-for-you services such as managing key operational layers of a business—particularly the “whole website” and the surrounding ecosystem that supports lead generation and communication. As she describes it, her team handles the technical pieces end-to-

end, including things like website operations, email management, and lead generation workflows. In her words, the company “call[s] myself a marketing company,” but the deeper truth is that marketing is one of the outputs her services can support. The core promise is outsourcing taking over many of the minor—but necessary— pieces of running a business so owners don’t have to manage everything themselves. A major goal in her model is efficiency, not just delegation. Brandi wants business owners to stop feeling like they need 20 separate platforms to do their job. Her team helps create a more unified approach, so the business can operate with less friction and more momentum. KEEPING FOUNDERS FOCUSED ON THEIR “GENIUS” One of Brandi’s most memorable ideas is that she and her team work to identify a business owner’s “genius”— what they sell and what drives revenue. The aim is to keep the owner focused on the activities that generate money, while the rest of the tasks are handled by specialists. Brandi explains that many necessary business functions aren’t the owner’s revenue-generating genius.

They can be skilled labor— accounting, administration, technology, marketing—but they are still time-consuming responsibilities that distract founders from core goals. Her approach becomes especially important for entrepreneurs with constraints. Brandi notes her own limitations plainly: she can’t work long hours like she once did in the military, and she experiences physical challenges that make extended sitting and intensive effort difficult. Because her business structure isn’t dependent on her being able to work 24/7, it’s designed to scale without burning out the person who started it. She also emphasizes that her family plays a central role. Her husband and family members do much of the legwork, and her adult son is involved in the business as well. In addition to the family team,

A MAJOR GOAL IN BRAND’S MODEL IS EFFICIENCY, NOT JUST DELEGATION. BRANDI WANTS BUSINESS OWNERS TO STOP FEELING LIKE THEY NEED 20 SEPARATE PLATFORMS TO DO THEIR JOB. WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

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contractors and vendors expand capacity, meaning the company functions as a larger ecosystem rather than a one-person operation. SUPPORTING CENTRAL OFFICES AND SATELLITE LOCATIONS Brandi’s services go beyond one-off website management. She describes a practical way her business can support a central office that oversees multiple satellite locations or subaccounts. If headquarters wants a unified promotion or initiative, her team can manage the operational rollout across those locations. For example, she explains that when a new client engages with her company, her team ensures the client has admin access to satellites and sub-accounts. From there, if the central office launches a promotion, her team handles the technical execution of that promotion for all satellite locations— while still respecting franchise rules. Specifically, she points out that franchisees may set their own prices in many industries, so her team uses the franchise’s pricing while still pulling through the central promotional offer. This is a key part of her appeal to business support networks, coaches, and organizations that help other companies grow. She’s particularly interested in supporting franchisors, so franchisees receive the 102

software systems and support they need to get up and running effectively—essentially supplementing the tools and assistance that franchisors already provide. While she notes she hasn’t worked with franchises yet, she frames that as a future direction: a natural fit based on the way her services can support consistency, rollout, and operational readiness across locations. A PURPOSE THAT PROTECTS MENTAL HEALTH Brandi’s story isn’t just business strategy—it’s personal resilience. She speaks with urgency about the importance of mission and purpose, especially for veterans. She references a widely cited statistic: 22 veterans die by suicide each day. For her, the point is clear. When people retire—or when they lose their former role—purpose can evaporate, and mental health can suffer. Her company gives her a reason to get up, reach out, connect, and contribute. She describes wanting to help one person a day. That mission became both emotional support and a practical business strategy: if she could keep helping someone, she could keep moving forward. She didn’t want to “waste away,” and she didn’t want to feel purposeless. By creating a business that can operate through a team—rather than requiring her constant physical output— she created a structure that

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supports both her well-being and her clients’ growth. “ALL SHIPS RISE TOGETHER” At the heart of Brandi Cox’s business is a cooperative mindset. She frames her work as helping “everybody” make more money by removing friction and letting owners focus on what they do best. Her philosophy is that when support systems improve, outcomes improve for the entire network—founders, franchisees, and support organizations alike. In a world where business owners are often told to “do more” with less time, Brandi Cox offers a different route: let the technical complexity be handled by a team built for it. Her mission is rooted in service, shaped by recovery, and sustained by a belief that purpose—real purpose—can be designed into daily life. Brandi Cox’s company is not just a tech service. It’s a mission-driven system for helping entrepreneurs build companies the way they’re meant to be built: with clarity, focus, and enough support to keep moving forward.

ABOUT THE AUTHOR Rick Morgin is a Consultant with The Franchise Consulting Company and alumnus of Santa Clara University. We assist clients with the educational process of researching and selecting available franchise businesses that best suit desired lifestyles and financial goals. Contact Rick at rick@ thefranchiseconsultingcompany. com.

Discover a world of flavor at Addy's Barbeque, where global culinary traditions unite on a single, sizzling plate! Our Certified Halal restaurant blends the rich traditions of East African mishkaki, American BBQ techniques, Asian spices, and European culinary artistry to create an unparalleled dining experience. From our house-smoked meats and succulent BBQ ribs to our signature homemade sauces and crispy sides, every dish tells a story of passion and innovation. Addy's Barbeque invites guests from all backgrounds to embark on a mouthwatering journey that celebrates diversity, quality, and exceptional taste. One bite, and you'll understand why we're not just a restaurant—we're a global flavor destination.

WHY FRANCHISE WITH US?

Fast ramp up time

FRANCHISED BY

Lots of territory available Proven business model Creative marketing strategies Leverage the success of our proprietary sauces!

addysbarbequeedison@gmail.com

WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

www.addysbarbeque.com

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(732) 906-9999

Residential Memory Care

Franchise Opportunity

Making an impact on the lives of those in your community is just the beginning of why a Legato Living Franchise is a rewarding franchise to open.

Proven Process: The Legato Way Step 1: Discovery Introduction – Qualify Explore – Establish Territory – FDD Validate – Talk to Owners and Leadership Discovery Day – In Omaha

Why Choose Legato Living If you are interested in becoming part of the Legato Living Franchise Family, we can help you get started through our proven Legato process in almost any location within the US that meets market standards (minimum 8 per home in a population area of 100,000+). Build a business while building your real estate portfolio. Our Passion: Developing compassionate people into impactful business owners. Our Market Niche: Turning a big box industry into an individualized, compassionate, boutique experience.

Legato Living’s Core Values 1 Respect ALL 2 Extend Peace of Mind/Assure Confidence 3 Find the Fun 4 Understand the Value of Reputation 5 Serve 6 Embrace the Spirit of Growth

Step 2: Launch Regs and local ordinance Land Purchase/Home Purchase Build/Remodel Marketing/Sales Operations Omaha Visit

Step 3: Coach Establish Key referral Partners Establish Digital Marketing Strategy Billing and Payroll Support HR Sales Implementation

Step 4: Build On Site Visit Maximize Occupancy Second Location

Step 5: Perfect Running 3 Locations

Contact: Erin Render, CEO | erin@legatoliving.com 104

www.legatoliving.com/franchise

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Focal Point Coaching: The Franchise Veterans Trust for Their Next Mission by Bob Hayes, Consultant, The Franchise Consulting Company

or more than two decades, Focal Point Coaching has helped business owners, executives, and leadership teams accelerate performance through structured, professional coaching. Built on the proven methodologies of author and corporate trainer Brian Tracy, Focal Point provides franchisees with a turnkey advisory platform that includes diagnostic tools, intellectual property, training, and ongoing support. Its mission is to equip coaches with the systems and strategies needed to help businesses grow with clarity, confidence, and measurable results. As a franchisor, Focal Point stands apart by offering a professional services model rather than a retail or brick and mortar concept. Franchisees operate as certified business coaches, guiding clients through leadership development, strategic planning, operational improvement, and performance management. This model attracts professionals seeking autonomy, meaningful work, and a scalable business built on expertise instead of

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inventory or real estate. Military veterans thrive in this structure. They spent their careers developing people, executing missions, and navigating complexity with discipline and precision. Focal Point reinforces its commitment to veteran franchisees through its culture and a $4,500 discount on the initial franchise fee. WHY VETERANS EXCEL IN BUSINESS COACHING Military organizations succeed because they operate on clear protocols, repeatable systems, and disciplined execution. Franchising mirrors that same foundation: follow the playbook, leverage proven tools, and execute consistently. Focal Point’s coaching framework, built on decades of business research and Brian Tracy’s proprietary methodologies, gives veterans a ready-made platform that aligns naturally with their operational mindset. Veteran franchisees gain a proven coaching system, turnkey intellectual property, a collaborative global network, structured training that mirrors military clarity, and a mission-driven culture focused on developing leaders.

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VETERAN SUCCESS STORIES: LEADERSHIP IN ACTION Mike Ungar: “Mission First, People Always” After a distinguished career as an Army mechanized infantry officer and more than 35 years as an executive with Michelin, Mike Ungar retired in 2020 - but not from leadership. Wanting to continue mentoring others, he launched his Focal Point practice, helping business owners reach their full potential. Ungar’s coaching philosophy comes from a lesson forged early in his military career: “Mission first, People always.” “Many business leaders focus heavily on results while overlooking the importance of their people,” he explains. “You cannot prioritize one over the other. You have to take care of getting results and taking care of your employees.” His military experience taught him to unite teams, build trust, and maintain accountability, skills that translate directly into business coaching. Ungar says Focal Point’s collaborative culture mirrors the camaraderie of military service.

Dennis and Trisha Stetzel: Adaptability, Communication, and Operational Clarity Former U.S. Navy Cryptologic Technicians Dennis and Trisha Stetzel transitioned through high‑level government agencies and corporate roles at IBM before choosing Focal Point. Their military experience - rooted in adaptability, communication, and disciplined execution - proved to be a natural foundation for coaching. Dennis emphasizes how franchising reduces entrepreneurial risk: “Franchising allows you to prevent having to learn those hard lessons on your own.” He was drawn to Focal Point’s operational transparency and robust coaching tools, and his military background taught him to analyze complex systems, identify

vulnerabilities, and implement structured solutions - precisely the work he performs for clients today. Trisha, a Certified Master Coach, relies daily on the adaptability she honed during her eight years in the Navy. “What I like about franchising is having a proven foundation without giving up the responsibility of building something of your own,” she explains. She notes that while business owners often seek coaching to solve revenue or productivity issues, the underlying challenges almost always involve leadership, communication, and accountability - areas where veterans naturally excel. Her service taught her to lead through uncertainty, communicate clearly, and build cohesive teams, all of which directly inform her coaching practice.

Jerry Pilewski: From the Wardroom to the Boardroom After two decades as a Surface Warfare Officer in the U.S. Navy, Jerry Pilewski approached retirement seeking a role that would allow him to continue developing people without the burnout of traditional consulting. He selected Focal Point for its values, coaching methodology, and collaborative culture. For Jerry, the defining factor was the sense of community: “The collaborative culture is real. It reminds me of a military ready room or wardroom. We're constantly helping each other improve, sharing best practices, and holding each other accountable.” His military experience taught him to mentor teams, solve high‑stakes problems, and maintain operational discipline skills that translate directly into coaching business leaders. Jerry recognizes that franchising fits veterans because it offers structure with room to lead independently: “We don’t start from scratch in the service. Similarly, a Focal Point franchise allows you to build your own practice while not building it alone.” Ryan Groleau: Aviation Leadership Meets Business Coaching Marine Corps veteran Ryan Groleau brings more than a decade of aviation leadership into his role as a Focal Point

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coach. As an F‑18 mechanic, Blue Angels support team member, and maintenance operations leader, he built a leadership style grounded in training, empowerment, and accountability. “In the military, all we do is train, grow, develop, and empower the next leader taking our spot,” Ryan explains. “It’s a natural fit to coach someone in business the same way, with that same level of candor, responsibility, and respect.” Ryan chose Focal Point for its clarity, culture, and commitment to coaches who genuinely want to develop others. “You have the tools - you’ve been provided with the tools everybody wants. Franchising gives you a network and support system overnight, just like the military.” His early months have confirmed that alignment,

showing how Focal Point’s coaching model and supportive culture create a powerful next mission for veterans transitioning into business ownership. A CONTINUING MISSION OF SERVICE The connection between military service and business

coaching is rooted in a shared purpose: developing people. Veterans spend their careers building teams, strengthening leaders, and navigating uncertainty - skills that translate directly into the business world. Through Focal Point Coaching, veteran franchisees extend that mission into the civilian economy. Focal Point’s systems, culture, and commitment to veteran franchisees ensure that those who served can continue serving - this time in the boardroom.

ABOUT THE AUTHOR Bob Hays is a Franchise Consultant and member of the Veterans Franchise Council. A former franchise owner himself, Bob brings firsthand experience and strategic insight to his work. He helps individuals and business owners navigate franchise opportunities with confidence, offering informed decision‑making support and expert guidance throughout the process. Contact Bob at: bhays@ thefranchiseconsultingcompany.com

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URBAN

DOG HOUSE DOG DAYCARE & BOARDING Urban Dog House is a modern dog daycare and boarding facility designed with pets and owners in mind. The welcoming atmosphere emphasizes family values, ensuring every dog feels at home. Bright, cheerful spaces filled with natural light create an inviting environment for both dogs and their human companions. FRANCHISED BY

WHY FRANCHISE WITH US?

RECOGNIZED BRAND Our reputation for quality care builds instant trust and attracts loyal clients.

SUPPLIER BENEFITS Access competitive pricing through established vendor relationships.

TRAINING & SUPPORT Comprehensive onboarding, operations guidance, and ongoing mentorship ensure your success. Proven Model – Our tested processes reduce risk and streamline daily operations.

MARKETING POWER

COMMUNITY CONNECTIONS Our family-first approach fosters strong local ties and word-of-mouth growth. Multiple Revenue Streams – Offer boarding, daycare, grooming, and retail for maximum income potential.

Benefit from coordinated national campaigns, local marketing tools, and built-in customer engagement strategies.

(405) 473-6702

caninecollective25@gmail.com WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026 109

FASTSIGNS of New Orleans, LA

When Did You See The Sign?™

FASTSIGNS of Arlington, TX

FASTSIGNS provides candidates with an Item 19 including full profitability information. And you’ll enjoy owning a business with these compelling features: • Business-to-business hours

• Professional business clientele

• Low staffing requirements

• Attractive margins

Fast Franchise Facts Franchising Since: Founded 1985 ®

Total Franchise Operating Units: Over 700 in 9 countries Minimum Liquid Capital: $80,000

Franchisor Support

Minimum Net Worth: $300,000

• Site selection and build-out

Total US Investment: $218,596 - $298,679 Total Canadian Investment: $257,626 - $338,718 CAD

• Four weeks of training, including one week of training in a FASTSIGNS center, followed by two weeks at our Dallas Headquarters, and one week of onsite training in your new center

Franchise Fee: $49,750

• Pre-opening marketing blitz to drive your sales and reduce ramp time

VetFran & First Responders Discount: $24,875 Franchise Fee

• Grand opening support and guidance from an Outside Sales Manager and Brand Ambassador

Royalty (per unit): 6% (Reduced to 3% for 12 months)

• Dedicated Business Consultants to assist with business/finances training, marketing and sales, production and staff management

Advertising Fund (per unit): 2% (Reduced to 1% for 12 months) FASTSIGNS has over 400 markets approved for development in the US and Canada and is also seeking Master or Area Developer expansion in markets worldwide

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• Franchisee Mentor Program to guide you and lend support in every aspect of your business • 24-hour web-based learning management system that keeps you and your staff up-to-speed and in-the-know in this fast-paced market

FOR MORE INFORMATION ON FASTSIGNS:

214-346-5679 | mark.jameson@fastsigns.com | www.fastsigns.com

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From Military Kid to Pitmaster: How Essi Tadrus Built Southern Luv BBQ’s Scalable Model by Dan Goldbeck, Consultant, The Franchise Consulting Company

very veteran family knows the rhythmic tempo of the military lifestyle: packing up, relocating, and adapting to new communities. For Chef Essi Tadrus, founder and pitmaster of Southern Luv BBQ, growing up in a military household meant a childhood spent crisscrossing the country as his family moved from one assignment to the next. It was during one of those postings—at Fort Hood, Texas—that a five-yearold Essi had his very first taste of authentic Texas barbecue. That single plate of slow-smoked ribs ignited a passion so intense that he famously ate ribs almost exclusively for an entire year. More importantly, it sparked a lifelong fascination with regional Southern cooking. As his military family moved, Essi didn't just adapt—he soaked up the culinary culture of every stop. From the vinegar and mustard bases of the Carolinas to the sweet, bold flavors of

Kansas City and Georgia, he studied how different communities gathered around the smoker. By age 19, that passion pushed him to open his very first barbecue joint. The values instilled by his upbringing—adaptability, discipline, purpose, and community service—became the foundational pillars of his life and business. REIMAGINING BARBECUE FOR MODERN FRANCHISING Historically, opening a barbecue restaurant required heavy capital investment: sprawling footprints, massive smoker pits, and complex commercial exhaust hoods. For franchisees, those operational hurdles often translated to high rent, steep buildout costs, and limited real estate options. Drawing on military-style problem-solving, Chef Essi set out to eliminate those friction points. He spent years engineering a system that

delivers authentic, award-winning, pecansmoked barbecue with fast-casual speed—without sacrificing quality. The result is Southern Luv BBQ's game-changing franchise model: • Ventless, Hoodless Technology: By using a specialized, hoodless kitchen setup, franchisees can operate without costly exhaust installations. No pitmaster required! • Compact Footprint: Operating in just 600 to 1,000 square feet, the concept drastically reduces overhead and rent while maximizing throughput. • Flexible Site Selection: Southern Luv BBQ can go where traditional barbecue can't—including food halls, airports, university campuses, and inline shopping centers.

HISTORICALLY, OPENING A BARBECUE RESTAURANT REQUIRED HEAVY CAPITAL INVESTMENT: SPRAWLING FOOTPRINTS, MASSIVE SMOKER PITS, AND COMPLEX COMMERCIAL EXHAUST HOODS. FOR FRANCHISEES, THOSE OPERATIONAL HURDLES OFTEN TRANSLATED TO HIGH RENT, STEEP BUILDOUT COSTS, AND LIMITED REAL ESTATE OPTIONS. 112

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brand provides franchisees with an operational playbook that turns complex craft smoking into a repeatable, high-efficiency business. Beyond the operational metrics, Southern Luv BBQ operates on core values that deeply resonate with the military community: • Faith & Integrity: Grounding how teams treat guests and conduct business every day. • Genuine Hospitality: Treating every customer like family at the dinner table. • Heart for Service: Leading with generosity and supporting neighborhood initiatives.

WHAT STARTED AS A MILITARY CHILD'S LOVE AFFAIR WITH TEXAS RIBS NEAR FORT HOOD HAS EVOLVED INTO ONE OF THE MOST INNOVATIVE FAST-CASUAL CONCEPTS IN THE FRANCHISE SECTOR.

A NATURAL FIT FOR VETERANS In franchising, systems and execution are everything. Military veterans consistently thrive in franchise systems because they understand how to execute standard operating

BRINGING "SOUTHERN LUV" TO NEW MARKETS What started as a military child's love affair with Texas ribs near Fort Hood has evolved into one of the most innovative fast-casual concepts in the franchise sector. With its flagship location in Tampa Bay earning a 4.8-star rating across hundreds of reviews, Southern Luv BBQ is actively awarding territories across Florida and the Southeast. For veterans seeking their next mission in business ownership, Chef Essi Tadrus has created more than just a restaurant brand—he has built an accessible, scalable model that turns a passion for hospitality into a thriving enterprise. procedures, lead teams, and serve their local communities with integrity. Southern Luv BBQ was built with those exact principles in mind. From scratch-made sides and signature sauces to streamlined line operations, the

ABOUT THE AUTHOR Dan Goldbeck is a Franchise Consultant who is dedicated to providing expert guidance to both brands and aspiring entrepreneurs alike. Contact Dan at dgoldbeck@ thefranchiseconsultingcompany. com.

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American Veterans Traveling Tribute (AVTT) is a veteran-owned organization honoring those who served. Founded in 2005, AVTT travels nationwide with the Traveling Vietnam Wall and Cost of Freedom Tribute, celebrating veterans and educating future generations. Their tributes span conflicts from WWI to today, with the flagship 80% scale Vietnam Wall featured in over 500 events. AVTT is also creating a Global War on Terrorism exhibit, including a 9/11 tribute, to ensure no name is ever forgotten.

WHY FRANCHISE WITH US? Patriotic Mission

Versatile Business Opportunities

Diverse Product Offerings

State-of-the-Art Equipment

Proven Track Record

Community Impact

Comprehensive Support FRANCHISED BY

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info@avttfranchises.net

avttfranchises.net

(903) 952-9733

1. BLUE CHIP BACKING/STRATEGY

#1 Rated Flooring Company in North America

This is a BLUE CHIP company, owned by FirstService Brands. Extremely stable, long term oriented, reputable, & ROCK solid corporate structure. Our parent company owns California Closets, CertaPro Painters, Paul Davis Restoration, and other Premier Home Services Brands.

SCALE, BUILD EQUITY, LEAD A TEAM, IMPACT YOUR COMMUNITY

2. MOBILE SHOWROOM NOT STOREFRONT RETAIL Be part of something different—Align with Amazon. The Flooring industry is the LARGEST interior remodeling industry. 70% of flooring sales are retail. We are a disruptor and provide female decision makers a preferred shop-at-home experience.

3. SCALABLE & LOW EMPLOYEE The top 50% of our franchisees average $1.8 million in sales with the Owner Operator, Office Admin, & 1-2 Salespeople. We scale by adding Mobile Showrooms. Installation is done by SKILLED LABOR.

4. CORONAVIRUS & RECESSION RESISTANT Our diversified marketing programs with online marketing automation, realtors, restoration, etc. makes us recession resistant. Also, our shop at home model is particularly appealing versus our competitors who are mostly retailers.

Why NOW is the Best Time to Own a Floor Coverings International Franchise… With over 30 years in business and over 200 franchisees RIGHT NOW we’ve got a maturity level that impacts our franchisees in so many great ways. We have over 300 OPEN territories, however that number does shrink every day. Our training, support, business systems, and technology are WORLD CLASS. Additionally, it’s been such an exciting time as we’ve been able to begin to form marketing co-operatives that allow us to become the most well known flooring company in North America. Lastly, the orientation of the real estate industry tremendously benefits our ability to grow in the near and long term. Click Here to Visit Our Consumer Facing Website: www.FloorCoveringsInternational.com WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026 Click Here to Visit Our Franchising Website: www.Flooring-Franchise.com Click Here to Visit Our YouTube Channel: https://www.youtube.com/channel/UCv4pzE2hTI24rewnlOsQVOA

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Ultimate Longevity Center: 300 Territories in Under a Year

Anthony Geisler, Gary Brecka and Lifeforce brought their worlds together, and entrepreneurs are lining up to own a piece of what comes next by Gabriel Arechiga, Consultant, The Franchise Consulting Company (Left) Gary Brecka of Ultimate Longevity Center. Photo courtesy of Ultimate Longevity Center.

icture a member walking into an Ultimate Longevity Center for the first time. They have read the headlines and bought more supplements than they can name, but never had a plan. Before they leave, they have a baseline from testing, a protocol built around their biology and follow-up sessions booked. Franchise buyers saw that gap immediately. The brand awarded 200 territories in four months and passed 300 globally by September 2026, more than 275 in the U.S., before opening a single center. THREE WORLDS, ONE BRAND The brand is backed by Gary Brecka, the human biologist who has spent 20 years in human performance and biomarker analysis and built The Ultimate Human into a

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leading voice in the field. Anthony Geisler, founder and CEO of Sequel Brands, helped build iconic boutique fitness brands such as Club Pilates, Pure Barre and YogaSix. Lifeforce, the longevity medicine platform led by CEO Dugal Bain-Kim, provides the clinical framework in every center. Science, franchising and human performance rarely come together in one brand, especially this early. Ultimate Longevity Center brought all three together from day one. Leading the business day to day is CEO Don Michael, a Certified Franchise Executive with nearly 20 years scaling franchise concepts across fitness, health and wellness, including beem Light Sauna, The NOW Massage, Nike Studios and Mayweather Boxing + Fitness. WHAT MEMBERS WALK INTO Each center brings three experiences together. The Lab turns biomarker testing into a personal plan. The Playground brings it to life, with a hyperbaric oxygen chamber, cold plunge

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and full-body red light therapy. The Apothecary curates the supplements that keep members on track. The point is accessibility, bringing care once limited to private clinics within reach. As Brecka says, “The number one question I get asked every single day is, ‘where do I start?’” A MARKET STILL IN ITS EARLY INNINGS The market behind it is large and growing. The Global Wellness Institute puts the global wellness economy at a record $6.8 trillion in 2024 and forecasts $9.8 trillion by 2029. UBS projects the longevity economy alone could reach $8 trillion a year by 2030, driven by consumers who want to measure and

Rendering of an Ultimate Longevity Center reception area. Image courtesy of Ultimate Longevity Center.

improve their health before something goes wrong. WHY ENTREPRENEURS ARE SIGNING ON Some franchise opportunities you find after a category is built. Others let you in while it is taking shape. That is part of what is attracting entrepreneurs to Ultimate Longevity Center. Owners are coming from healthcare, wellness and corporate careers, and none need a longevity background. They see a consumer who wants to know what is happening inside their own body. Instead of one service, all three experiences sit under one roof, so members move from testing to recovery to supplementation inside a membership built on an ongoing relationship, not one-time visits. Sequel Brands backs owners with real estate, construction, marketing, financing options and a structured pre-opening process. Perhaps the biggest attraction is timing. More than 300 territories in under a year does not guarantee what any one location will do, but it tells you entrepreneurs are paying attention. The opportunity is not another wellness business. It is a position in a developing category, with room to grow. If you could look back five or ten years from now, would you rather have watched the longevity category develop, or have owned a piece of it? FROM DENVER TO SYDNEY First centers are slated for

Denver, San Diego, Chandler, Boca Raton and Boulder, opening this fall and winter. Presale campaigns there are already drawing strong responses, CEO Don Michael says. In September the brand signed Ben and Marie Doyle for 50 locations across Australia and New Zealand, with the first in Sydney set for early 2027. THE NEXT CHAPTER OF WELLNESS For decades, entrepreneurs built businesses around helping people exercise, lose weight and look better. The next chapter may be bigger: helping people understand their bodies and live better longer. Ultimate Longevity Center sits directly in that shift. With more than 300 territories committed before the first opening, entrepreneurs clearly see something developing. The question is which owners secure the remaining markets. Years as a business broker, and owning my own business, taught me to admire momentum and to verify it, so read the Franchise Disclosure Document closely and talk with owners across Sequel’s brands. If you have ever considered a business in health, wellness or longevity, this one is worth a look. Curious what an Ultimate Longevity Center territory could look like in your market? Let’s have a conversation. I’ll walk you through the model, the investment and available territories, so you can decide whether it fits your goals. Ultimate Longevity Center at a Glance

Alternate view of the Ultimate Longevity Center Playground. Rendering courtesy of Ultimate Longevity Center.

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Leadership: Anthony Geisler, founder and CEO, Sequel Brands; backed by Gary Brecka; Don Michael, CEO; Lifeforce, clinical partner Model: The Lab, the Playground and the Apothecary under one roof, on monthly memberships built for accessibility Traction: 300+ territories globally, including 275+ in the U.S., in under a year First markets: Denver, CO; San Diego, CA; Chandler, AZ; Boca Raton, FL; Boulder, CO International: 50 locations planned for Australia and New Zealand; first center in Sydney targeted for early 2027

ABOUT THE AUTHOR Gabriel Arechiga is a franchise consultant and Partner with The Franchise Consulting Company. A former business broker and business owner, he brings firsthand experience evaluating, owning and selling businesses to helping entrepreneurs make informed franchise decisions. He consults in English and Spanish and is the founder of WhatFranchiseToBuy. com. Contact Gabriel at gabriel@ thefranchiseconsultingcompany. com.

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FRANCHISED BY

Kaminskiy Care and Repair offers top-quality home repair services, helping homeowners maintain and improve their homes with expert care and attention to detail. As a franchisee, you'll not only support homeowners in protecting their assets but also build your own wealth and success by partnering with our trusted brand in home improvement.

WHY FRANCHISE WITH US? Almost 20 Years in Business Proven Operating Systems Effective Marketing & Lead Generation Strong Support System Industry- Leading Start-Up Time Low Investment Cost-Effective Business Model

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franchise@careandrepair.com

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www.careandrepair.com

855-857-3724

AMERICA'S #1 FRANCHISE OPPORTUNITY CONTACT CHRIS.BROWN@DRIVENBRANDS.COM OR VISIT US @ MAACOFRANCHISE.COM

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BENEFITS OF MAACO

AUTOMOTIVE PAINT & COLLISION 47 YEAR OLD PROVEN PLAYBOOK NO NATIONAL COMPETITION OVER 500 FRANCHISE LOCATIONS RECESSION RESISTANT BUSINESS

5 DAYS OF OPERATION 8AM - 5PM PURCHASING POWER 200+ NATIONAL FLEET ACCOUNTS DEDICATED SUPPORT SYSTEMS

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NO AUTOMOTIVE EXPERIENCE NECESSARY PROCESS ORIENTED FOCUSED ON CUSTOMER SERVICE COMMUNITY LEADER DEDICATED TO TEAM BUILDING

Liquidity: $140k Net Worth: $300k+ Credit Score: 680+ Total Investment: $400,000**

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VETERANS ISSUE

From Service to Ownership: Why Veterans Can Become Sophisticated Franchise Owners by Obed Hernandez, Consultant, The Franchise Consulting Company

eterans often enter business ownership with more transferable skills than they realize. Military experience does not automatically make someone a successful business owner. But it can develop capabilities that matter deeply in ownership: discipline, leadership, accountability, teamwork, adaptability, perseverance, and the ability to execute within a defined system. Research from Syracuse University’s Institute for Veterans and Military Families found that militaryaffiliated entrepreneurs frequently identify work ethic and self-discipline, leadership and management, teamwork, perseverance, and mental toughness among the skills strengthened through military service. More than 90% of respondents said skills developed in the military helped them in their

business ventures. Franchising can provide an interesting bridge because it combines independent ownership with an established operating system. Veterans understand an important principle: structure does not replace leadership. Structure can actually strengthen execution. That mindset can translate well into a franchise environment, where the franchisor provides a system, training, brand standards, technology, and operating resources, while the owner remains responsible for leadership, people, financial performance, local relationships, and execution. Veterans who later build careers in finance, banking, lending, accounting, or financial services may bring another valuable layer of experience. They may already understand capital, cash

flow, risk, documentation, financial controls, relationship management, and performance measurement. In ownership, those capabilities can evolve into much larger strategic decisions. How much capital should remain available after opening? When can the business support additional management? How should profits be reinvested? Does another territory create value? Can the organization eventually operate with less dependence on the owner? These are questions that move ownership beyond simply operating a location and toward building an enterprise. The economic footprint of veteran entrepreneurs

THE ECONOMIC FOOTPRINT OF VETERAN ENTREPRENEURS IS ALREADY SIGNIFICANT. U.S. CENSUS DATA RELEASED IN 2024 REPORTED MORE THAN 273,000 VETERAN-OWNED EMPLOYER BUSINESSES GENERATING APPROXIMATELY $884 BILLION IN RECEIPTS AND EMPLOYING MORE THAN 3.2 MILLION PEOPLE. 120

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is already significant. U.S. Census data released in 2024 reported more than 273,000 veteran-owned employer businesses generating approximately $884 billion in receipts and employing more than 3.2 million people. Current franchise-industry research also continues to identify leadership, discipline, adaptability, and operational expertise as characteristics that can translate effectively from military service into franchise ownership. But perhaps the greatest

opportunity begins with selfawareness. A veteran may think, “I know how to execute a mission.” The business translation may be much broader: setting objectives, allocating resources, developing people, measuring performance, maintaining accountability, and adapting when circumstances change. The next step is learning how those abilities create value for customers and the community. Strong franchise owners

do more than follow a system. They develop people, understand their market, build local relationships, communicate why their service matters, and create employment and economic activity. Veterans already understand the concept of service. Business ownership can provide another environment in which that mindset becomes leadership, customer value, community impact, and ultimately a stronger enterprise.

ABOUT THE AUTHOR Obed Hernandez is a Franchise Consultant and Strategic Advisor with more than a decade of experience helping entrepreneurs, operators, and investors evaluate franchise opportunities and align business ownership with their goals, experience, and long-term vision. He also advises business owners and franchisors on franchise readiness, scalable growth strategies, and building organizations positioned for sustainable enterprise value.

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FRESHNESS ISN’T JUST A SAYING, IT’S A COMMITMENT. A SINCERE BELIEF THAT A GOOD MOOD BEGINS WITH GOOD FOOD AND EVERYONE HAS A PLACE AT THE TABLE. VISIT OUR WEBSITE FOR FRANCHISE INFORMATION MAHANAFRESH.COM 122

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MEET MAHANA AT THE GREAT AMERICAN FRANCHISE EXPO IN HOUSTON AND DALLAS! FOR FREE TICKETS GO TO: WWW.FRANEXPOUSA.COM

FRANCHISED BY

Fluffy Pet Wash is a specialized mobile dog grooming service that brings professional pet care directly to pet owners. Our innovative mobile grooming approach focuses on serving short-haired dogs, double-coated breeds, and large breeds with personalized, convenient washing solutions. With warm water, professional equipment, and a commitment to making pet washing easy and stress-free, Fluffy Pet Wash offers a unique franchise opportunity in the growing pet care market.

WHY FRANCHISE WITH US? High Profit Margin Potential Easy Training & Staffing Semi-Absentee Model Diverse Revenue Streams Scalable Business Model Low Inventory Requirements

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VETERANS ISSUE

Executing the Mission: Cheston Syma’s Rise in Multi-Brand Franchise Leadership by Bob Hays, Consultant, The Franchise Consulting Company

ranchise leaders often credit their past for their success, and Cheston Syma’s past reads like a battlefield briefing. Calling on his experience as a Marine Corps infantryman, Syma balanced his work as a private security contractor in Iraq for the U.S. State Department and CIA with running two hair care franchises back in Katy, Texas. From thousands of miles away, he routinely managed payroll, reviewed key performance indicators, and oversaw HR operations for both locations. This was the ultimate stress test in remote franchise management. Today, Syma is a distinguished multi-unit franchise owner, the CEO and Founder of Wheelhouse Partners, and one of the largest

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operators in the Sport Clips Haircuts system. Overseeing an expansive portfolio of brands across multiple states, Syma’s journey from Marine Corps infantryman to franchise leader offers a masterclass in translating military standard operating procedures (SOPs) into commercial success. For transitioning veterans and franchisors seeking the ideal operator, Syma’s story is a compelling blueprint of grit, calculated risk, and relentless execution. THE CRUCIBLE OF THE CORPS: FORGING A BUSINESS FOUNDATION Long before navigating boardrooms and commercial real estate leases, Syma’s professional foundation was forged in demanding environments. Growing up in Crosby, Texas, 16-year-old Syma reflected on two defining questions: Which branch of the military is the most difficult? and Which Military Occupational Specialty (MOS) is the toughest? Choosing the Marine Corps infantry, Syma sought challenge and discovered the foundational discipline

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that would dictate his future success. He rose rapidly to Platoon Sergeant of a 39man unit, served as a primary marksmanship instructor, and earned a spot in the elite Marine Security Guard program. Upon returning to civilian life, Syma paired his tactical expertise with formal business acumen. He enrolled at the University of Houston, graduating Cum Laude with a degree in Business Finance. He then founded and operated a 30-acre tactical private gun range catering to veterans, law enforcement, and competitive shooters his first taste of monetizing specialized expertise. A HIGH-STAKES GAMBLE: FUNDING THE DREAM FROM THE FRONT LINES Recognizing that the franchise model offered a structured path mirroring military SOPs, Syma acquired two existing Sport Clips locations in June 2004. To fund the purchase, he used all his personal $50,000 savings, borrowed from family, and seller-financed the remaining $350,000 over an aggressive

three-year term. Faced with a demanding debt load, Syma made the tough financial choices required to navigate the pressure, funneling store profits back into the loan. To accelerate the payoff and stabilize his financial position, he tapped back into his military skill set and accepted a high-risk private security contracting role in Iraq and Afghanistan. For five years, Syma managed his growing franchise footprint remotely from active conflict zones. "I was running my two locations from Iraq," Syma recalls. "As long as I had good internet, I could run my reports, do my data analytics, run payroll, do HR, and handle email. If emergencies came up and I was unavailable, my retired parents stepped in as my contingency plan." This experience allowed him to resolve his debt while building strong operational resilience. Having managed business operations in highpressure environments, he now approaches everyday commercial challenges - such as supply chain disruptions, staffing shortages, and market shifts - with a calm, systematic problem-solving process.

reinventing the wheel. "As a Marine, as a military guy, we’re good at following orders," Syma notes. "Partnering up with a franchise means aligning with someone who has already created the business model, gone through the learning curve, and made the expensive mistakes. All you have to do is come in and follow their system." Syma highlights two critical military attributes that drive franchise success: Unyielding Grit: In the military, missions must be accomplished regardless of resistance. In franchising, grit is the relentless discipline to execute until the business stabilizes, regardless of temporary

setbacks or lean periods. Calibrated Risk Tolerance: Service members who operated on the front lines bring a grounded perspective to financial risk. Navigating a commercial lease or taking on debt is far easier when put in context with actual lifeand-death scenarios. SCALING THE EMPIRE: THE BIRTH OF WHEELHOUSE PARTNERS Adhering to the franchisor’s system allowed Syma to expand from his initial locations to eleven stores across Houston, Denver, and Chicago. Today, he owns and operates 54 Sport Clips stores across Texas, Oklahoma, Chicago, Minnesota and Utah.

THE VETERAN ADVANTAGE: TRANSLATING SOPS TO KPIS In franchising, Syma clearly considers military veterans the ideal franchisees. Success requires executing a proven playbook with consistency and precision rather than WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

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VETERANS ISSUE

Avoid Expecting Instant Returns: Success requires immense patience. Reinvest early profits aggressively into debt reduction and system growth rather than lifestyle creep. Evaluate Your Personal Risk Capacity: Single veterans with high risk tolerance can take aggressive entrepreneurial leaps; those with families must balance ambition with financial safety nets. Stick to the System: Resist the urge to deviate from standard operating procedures. Leverage established frameworks with the exact rigor given to a military SOP.

Recognizing the administrative bottlenecks that prevent franchise owners from scaling, Syma founded Wheelhouse Partners. Operating under the banner "House of the Wheel" in Houston, Texas, the firm initially supported his portfolio by centralizing essential backend services: HR, payroll, marketing, vendor relations, bookkeeping, CPA services, social media, and legal support. By isolating corporate overhead from front-line operations, Syma scaled rapidly. Today, Wheelhouse Partners is a turnkey franchise management firm supporting owners nationwide. Under Syma’s leadership, the portfolio has diversified into 126

recession-resistant, servicebased concepts immune to e-commerce disruption. Beyond Sport Clips and Signarama, his footprint includes Big Blue Swim School, SweatHouz, and Hand & Stone Massage and Facial Spa. Having built this infrastructure, Syma views his primary role as a "talent collector", empowering leaders to manage daily operations while he focuses on strategic growth. TACTICAL ADVICE FOR TRANSITIONING SERVICE MEMBERS A dedicated philanthropist supporting veteran initiatives, Syma offers clear guidance for transitioning service members considering franchising:

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A LEGACY OF IMPACT Cheston Syma’s transformation from infantryman to franchise executive highlights the extraordinary potential of veteran entrepreneurs. His story serves as a vivid reminder for the industry: when you combine a battletested leader with a proven franchise model, the potential for scale is limitless. ABOUT THE AUTHOR Bob Hays is a Franchise Consultant and member of the Veterans Franchise Council. A former franchise owner himself, Bob brings firsthand experience and strategic insight to his work. He helps individuals and business owners navigate franchise opportunities with confidence, offering informed decision‑making support and expert guidance throughout the process. Contact Bob at: bhays@ thefranchiseconsultingcompany.com

THE NUMBER OF PEOPLE IN AMERICA AGED 65 AND OLDER WILL HIT 70 MILLION BY 2020 Now is the best time to start a business in this $300 billion dollar industry.

From personal care to privateduty nursing, ComForCare’s mission is to help provide a safe environment for seniors who are aging in place, allowing them the grace, dignity, and pride they deserve. ComForCare is known throughout the industry for developing specialized senior care programs including Alzheimer’s care.

CarePatrol is the nation’s largest senior placement organization. We take the pressure off families to help them find safer care options including assisted living, independent living, memory care, in-home care and nursing homes. Our senior advisors personally meet with families and serve as their guide -free of charge.

Estate sales often manifest when people find themselves at a crossroads in their lives. They may be downsizing upon retirement, dealing with the death of a loved one, or moving to assisted living. We provide an organized and professional way to sell their personal estate.

Visit us at BestLifeBrands.com to learn about each of these unique franchise opportunities in the senior care space. WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

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What we do for small businesses? Virtual Staffing Marketing Lead Generation Admin Task

Social Media Management Technology Solutions Coaching Calendar & Email Management

Virtual Staffing, Marketing and Business Solutions

WHY FRANCHISE WITH VA+? No Costly Location / Inventory Get Started With A Laptop Can Be Run From Anywhere Run By Low-Cost Remote Staff Booming Industry Limitless B2B High Ticket & Recurring Products And Services SOPs, Automations, Recruiting, & Support By Experienced Staff

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HIGH DEMAND VEGAN CONCEPT CUSTOMERS WILL DRIVE FOR! We present Southern Comfort meals to excite and surprise vegans and non-vegans alike! We believe in the benefits of a plant based diet and promote this in our communities. You do not have to be a vegan owner to open & run a successful location.

Extensive Training Easy to Replicate Pre-opening Training fast growing industry

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VETERANS ISSUE

A New Mission, A Familiar Structure: Why Military Veterans Are Built for Franchising How an active-duty Army Reservist and a former Boeing Chief of Staff are building a successful wellness franchise business in South Carolina. by Aaron Bakken, Consultant, The Franchise Consulting Company

fter more than 24 years of military service, including two combat deployments to Iraq, Army Sergeant First Class Andrew Stocker understands the importance of discipline, leadership, teamwork and organizational structure. Today, he and his wife, Malia, are applying those principles to a different mission: building successful franchise businesses in Charleston, South Carolina. The Stockers are franchise owners and area developers with The DRIPBaR, a wellness franchise specializing in

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intravenous vitamin therapy and med spa related services. They operate two Charleston-area locations and hold an area development agreement encompassing 13 locations, creating opportunities for other entrepreneurs to join the brand under their regional leadership. Their journey illustrates something I've observed throughout my career: Military veterans and their spouses are often exceptionally well prepared for franchise ownership, even without entrepreneurial experience. The military and franchising share important similarities. Both operate through established systems, defined responsibilities, standardized procedures, training and clear performance expectations. Both recognize that consistently executing a proven system can be more effective than reinventing the wheel. For someone accustomed

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to military leadership, that environment can feel remarkably familiar. TWO DIFFERENT BACKGROUNDS, ONE SHARED MISSION Andrew continues serving in South Carolina in an activeduty National Guard capacity. Malia brought a different skill set to their partnership, having served at Boeing as Chief of Staff to the executive responsible for the company's CEO succession planning. Their combined leadership experience provided a strong foundation. Yet when they launched their first DRIPBaR nearly five years ago, they discovered challenges even experienced leaders don't anticipate. Hiring was an early lesson. Finding employees with the right qualifications, personality and customer-service mindset proved more complicated than expected.

Marketing presented another learning curve. After encountering countless sales pitches for television, radio and billboard advertising, the Stockers discovered that grassroots marketing was often more effective and considerably less expensive. Participating in festivals, street fairs and neighborhood events helped establish relationships and introduce their services directly to prospective customers. While franchising provides an operating framework, successful execution and community engagement remain the owner's responsibility. NAVIGATING THE UNEXPECTED More than a year after their first location opened, South Carolina changed its licensing requirements for medical wellness businesses, creating significant operational challenges. Rather than abandon their growth plans, the Stockers drew upon their military and corporate leadership experience to persevere. Andrew acknowledges the uncertainty inherent in entrepreneurship. He references the notion that if you're not occasionally lying awake at 2 a.m. thinking about your business, you may not be fully committed. Yet that uncertainty can be productive, encouraging owners to continually evaluate decisions and identify opportunities for improvement. Their persistence has paid off. Today, their operations rank among the top 10%

of The DRIPBaR franchise system, earning performance recognition for three consecutive years. Malia has received the system's MVP award, serves on its Franchise Advisory Council and advisory board, and Andrew was able to join her as featured speakers at the brand's most recent franchise conference. Their second location opened 2026 and generated positive cash flow in its first month— an encouraging milestone reflecting what they've learned over five years. MARRIAGE, BUSINESS AND KNOWING YOUR LANE Working together as spouses and business partners presents its own challenges. Disagreements arise, and separating business from family life isn't always easy. Their solution involves clearly defined roles, mutual respect and recognizing each other's strengths. Malia eventually left Boeing to manage daily operations fulltime, while Andrew maintained his military career. His dependable income provided financial stability during the business's early development. Andrew and Malia split responsibilities based off areas of expertise and interest. It's a partnership built on compromise and a principle familiar to military professionals: Know your role, trust your teammates and respect the chain of responsibility. As Andrew readily acknowledges, Malia is the ranking officer in their DRIPBaR business.

A NEW MISSION FOR MILITARY VETERANS The Stockers are now developing their broader Charleston territory and looking for additional franchise owners interested in joining The DRIPBaR under their guidance. Their experience offers an important perspective for service members considering entrepreneurship. For many veterans, the obstacle isn't a lack of leadership, discipline or ambition. It's the uncertainty of starting a business without a familiar organizational framework. Franchising can reduce that uncertainty through established procedures, training, brand recognition and ongoing support. Owners still assume financial risk and responsibility for their results, but don't have to develop every process or system from scratch. Not every franchise suits every veteran. Finding the right opportunity requires evaluating financial requirements, operating responsibilities, lifestyle considerations and personal goals. But for military professionals accustomed to leading teams, managing resources and executing a mission, franchise ownership can offer a natural transition into entrepreneurship. The lesson? The mission may change, but the principles behind accomplishing it don't. ABOUT THE AUTHOR Aaron has been a franchise owner for 25 years, is a former franchise development executive and franchise consultant. Proud father of 4 awesome young humans and 2 dogs. Contact Aaron at aaron@ thefranchiseconsultingcompany.com.

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After opening in 2017, 1611 Indoor Golf Club has quickly become the premier golf game improvement and entertainment facility in the Dallas- Fort Worth Metroplex. We offer something for golfers of all skill levels. Improve your golf skills using our state-of-the-art tracking Trackman technology or grab a drink at our full bar and choose from over 200+ world famous courses to play a full round.

THE 1611 GOLF DIFFERENCE GROWING CUSTOMER BASE FUN AND EXCITING BUSINESS BE A PART OF THE GROWTH

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franchising@1611golf.com

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(817) 349-0276

FRANCHISED BY

Building the Future of Pediatric Development Services

Kidology, Inc. is a multidisciplinary leader in pediatric developmental care. Founded by Luba Patlakh, a dedicated Speech-Language Pathologist and visionary entrepreneur, Kidology was born from a simple mission: to help every child reach their developmental milestones through a holistic, family-centered approach. Founded by Luba Patlakh, M.S., CCC-SLP, Kidology was built on a simple belief: every child deserves access to exceptional developmental care. Today, Kidology has evolved into an integrated pediatric care ecosystem serving children and families through clinics, schools, community partnerships, parent education, sensory experiences, and innovative outreach programs.

We Deliver Services Where Children Learn, Play, Grow & Meet Milestones! To ensure care is accessible, engaging, and impactful, Kidology delivers services through:

Modern Pediatric Clinics

School & Community Partnerships

Purpose-built environments designed to maximize engagement, collaboration, and outcomes.

Empowering families through workshops, digital resources, coaching, and expert guidance.

Parent Education & Advocacy Programs Supporting children directly within educational and community-based settings.

Mobile Therapy & Outreach Services Extending specialized pediatric expertise into communities through innovative mobile programs.

Multidisciplinary service model under one roof, offering a ONE stop shop for families!

WHY KIDOLOGY SCALES?

Proprietary Systems & Training

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A multi-million-dollar operational model built for long-term stability and growth.

Multiple income channels including clinics, sensory gyms, school partnerships, parent programs, and mobile services.

Comprehensive onboarding, operational playbooks, clinical frameworks, and ongoing support.

High Client Retention

Community Impact

Expansion Ready

Our family-centered approach fosters strong relationships and recurring engagement.

Supporting thousands of children and families through accessible, integrated care.

A scalable business model designed for replication across multiple markets and territories.

WEBSITE kidologyinc.com

PHONE NUMBER WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026 EMAIL ADDRESS (267) 968-1707 luba@kidologyinc.com

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VETERANS ISSUE

After the Uniform: Why Business Ownership Is the Next Mission by Lane Klastow, Consultant, The Franchise Consulting Company

spend my days helping people buy businesses. A good share of the people I work with wore a uniform, and I have learned something simple about them. Veterans do not struggle with the work. They struggle with finding work that means something after the uniform comes off. That is why franchising fits them so well. A franchise is a proven system. Somebody already built the playbook, tested it, and wrote down what works. The owner gets training, support, and a brand that

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people already know. The owner's job is to execute the system and lead the people running it. If that sounds familiar, it should. It is the same job most veterans did for years, just in civilian clothes. The veterans I work with ask sharper questions than most buyers. They want to know exactly what the system gives them in training and support. They want the real numbers, and they want to talk to owners who are already doing it. And they want to know who went before them, especially other veterans. Those are the right questions for anybody buying a business. Veterans just seem to be wired to ask them first. Ownership also gives back something the transition can take away. Control. Control of your schedule, control of your income, and a mission that is yours. You do not have to start from zero or invent an industry. You pick a proven business, you learn it their way, and then you build it your way in your own community.

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My friend Jason Shaffer is a good picture of what that mindset looks like after service. Jason retired from the Air Force in the summer of 2025 as a Chief Master Sergeant after 25 years. His last assignment was Command Chief of the 56th Fighter Wing at Luke Air Force Base, the senior enlisted leader for more than 7,000 airmen. Today he is back at Luke in a civilian role as Director of the Community Initiatives Team, where he builds relationships and partnerships with local communities, government leaders, and key stakeholders to support

the base and its mission. His focus is protecting mission readiness, working through the development and land use challenges that come with a growing West Valley, and strengthening relationships across the community. He is also an Associate Executive Coach with Admired Leadership, where he helps leaders grow their own development and their teams. Retirement did not slow him down. He stays active in the West Valley community, including his involvement with the West Valley Mavericks Foundation. The Mavericks are an all volunteer group of men in the Phoenix West Valley who raise money for local charities. Every charity they support is vetted, and the money stays here, going to children, families, and neighbors who truly need it. Since 2012 they have given about 4.8 million dollars across the West Valley. Their calendar says a lot about who they are. Every December, Shop with a Cop

pairs local kids with police officers to shop for Christmas gifts. And at the end of December, the Patriot AllAmerica golf tournament at the Wigwam brings golfers in from all over the country, each one carrying the name of a fallen hero on their bag. During that same week, the Mavericks host a veterans village and career fair where local businesses show up for one reason, to hire veterans. That is Jason's world now. Different uniform, same mission. If you are leaving the military, or you left a while ago and still have not found the next thing, it is worth a look at business ownership. You already know how to run a system, lead people, and show up when it counts. The right business just gives that a new home. My advice is the same advice I give every buyer. Go slow, ask

the hard questions, talk to owners, and pick carefully. The mission matters. Make it yours. Lane Klastow is a franchise consultant with The Franchise Consulting Company and the founder of Lane to Ownership, based in Goodyear, Arizona. ABOUT THE AUTHOR Lane Klastow is a franchise consultant with The Franchise Consulting Company and the founder of Lane to Ownership in Goodyear, Arizona. Working alongside his wife Heidi, Lane helps people move from a paycheck to ownership, matching buyers with the right franchise, an existing business for sale, or a ground floor opportunity across more than 400 brands. A good share of the buyers he guides are veterans and first responders, and he is known for a go slow, no pressure approach that puts fit ahead of the sale. Lane is also a minority owner of Hold Fast Golf Grips.

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isielitetraining.com/franchise

Lead with ISI ® Elite Training in the $32 Billion Fitness Industry Weʼre looking for...

Passionate, motivated partners with $200k Liquidity, $300k Net Worth, and a credit score of 680+ 50 Minute High-Energy Athletic Based Group Training That Caters to All Fitness Levels

$396k-$681k

Estimated Initial Investment

Our highly efficient open layout, and loq equipment costs allow for our franchisees to open one of our premiere training facilities at almost half the cost of other franchise systems.

Community and Family Atmosphere Multiple streams of revenue including fixed cost recurring membership, in-house supplement company, and retail Outstanding Marketing and Operational support Proprietary Pre-Sales/Sales Processes

28% Net Operating Profit

Existing facilties operated at a 28% Net Operating Profit in 2023

*Some locations have earned this amount. Individual results may vary.

Low Staffing and Simple Operations

Low Staffing

In-house Project Management In-house Digital ads agency and call center

Contact Info:

Simple Operations

Each location only requires 4-8 staff members. Our proprietary software and operating structure allows you to be at your business because you want tonot because you have to.

Please see the ISI® Elite Trainiing Franchise Disclosure Document with the issuance date of April 29 2022 for additional information about this franchise offering.

Garrett Garcia

Garrett.garcia@isielitetraining.com

This advertisement and the information it contains does not constitute a franchise offering or the solicitation of an offer to buy an ISI® Elite training Franchise which may be made only after your receipt ISI® Elite Training Franchise Disclosure Agreement, which first must be registered with certain states. ISI® Elite Training franchises are offered solely by means of the franchise disclosure document issued by ISI® Franchise International, INC. To request a copy of the ISI® Elite Training FDD please contact Adam Rice at the following mailing address ISI Franchise International, Inc., 5500 77 Center Dr., Suite 270, Charlotte, NC 28217, or by telephone (254) 319-0108. Certain states and foreign countries have laws governing the offer and sale of franchises. If you are a resident of one of these states or foreign countries, ISI will not offer you a franchise unless and until it has complied with all applicable legal requirements in your jurisdiction. Please consult with the Franchise Sales Manager at ISI® Elite Training for an updated list of jurisdictions where franchises can be sold.

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NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

Weekend PE is more than a business opportunity—it’s your chance to build a stronger, more active community. Since 2015, we’ve delivered high-energy events for all ages, from sports parties and summer camps to community gatherings and classes. Now, you can help bring that mission to life where you live.

• High Profit Margin Potential • Easy Training & Staffing • Semi- Absentee Model • Diverse Revenue Streams • Scalable Business Model

Email us at to learn more.

Wow! A wholesome and exciting addition to our neighborhood. Coaches were Highly recommended! WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

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VETERANS ISSUE

From Military Taps to Tapping Into a New Career: Air Force Trumpeter Launches

Floor Coverings International of Butler Pennsylvania by Rhonda Sanderson, CEO, Sanderson & Associates

or more than two decades, Patrick McDermott built a career around precision, discipline and service. As a trumpet player with the United States Air Force Band in Washington, D.C., he performed during some of the nation’s most solemn and highly visible occasions. He played Taps at military funerals in Arlington National Cemetery, participated in ceremonial events at the White House and Pentagon, and represented the Air Force at community events across the country. Now, after 23 years in the military, McDermott is applying those same standards to a quite different kind of performance: helping Pittsburgh-area homeowners find and install the right flooring for their homes.

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Patrick and his wife, Emily, opened Floor Coverings International of Butler, serves 49 ZIP codes throughout the greater Pittsburgh region. For Patrick, the transition from military service to business ownership may appear unexpected. But he sees a strong connection between the two. “I spent my career working in environments where details mattered and where people depended on me to be prepared,” he said. “Whether I was performing at a military funeral, supporting an event at the White House or serving in a leadership role, there was an expectation of professionalism, integrity and excellence. Those same values are important when someone trusts you with a project in their home.” Patrick spent 13 years as a trumpet player with the United States Air Force Band before moving into senior military leadership positions. A classically trained musician, he performed in situations where

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

(Left) Patrick McDermott of Floor Coverings International Butler PA. Spent 23 Years in The USAF

the emotional and ceremonial significance demanded complete focus. Playing Taps at Arlington National Cemetery was among the most meaningful responsibilities of his career. “Those moments stay with you,” Patrick said. “You understand that you are honoring someone’s service and supporting a family during an incredibly challenging time. There is no room to be distracted or unprepared. You have to bring your best every time.” That experience helped shape Patrick’s approach to leadership and customer service. He is also a certified Project Management Professional, or PMP, and brings extensive experience in organization, planning and managing complex responsibilities. As retirement from the Air Force approached, Patrick began considering what he wanted the next chapter of his career to look like. He explored franchise opportunities and became interested in the structure, training and support franchising could provide to a first-time business owner. He and Emily were also ready to return to western Pennsylvania to be closer to family. The couple now lives in

Cranberry Township. They were drawn to Floor Coverings International because of its emphasis on service and its consumer-friendly approach to shopping for flooring. Instead of asking customers to visit multiple retail stores and carry small samples back and forth, the business brings a Mobile Flooring Showroom® directly to the customer’s home. Homeowners can review carpet, hardwood, luxury vinyl, laminate, tile and other flooring choices in the rooms where the products will actually be installed. That allows customers to see how flooring looks alongside their furniture, paint colors, natural lighting and overall décor before deciding. “We wanted to build a business that makes the process easier for people,” Patrick said. “Flooring is a major purchase, and it can feel overwhelming when there are so many materials, styles and price points. We help customers narrow those choices and guide them through the entire project.” The company provides a one-stop shopping experience that includes an in-home consultation, product selection, measurements, estimates, ordering and professional installation. Patrick said having one local team oversee the project helps reduce the confusion that can

occur when customers must coordinate separately with retailers, manufacturers and installers. “We want to be the trusted point of contact from the first conversation through the final walkthrough,” he said. “My military background taught me the value of communication and accountability. Customers should always know what is happening, what comes next and who is responsible.” Emily will work alongside Patrick in the business, creating a family-owned operation centered on relationships and personalized service. The couple is entering the flooring industry at a time when homeowners have access to more durable and versatile products than ever before. Patrick is especially enthusiastic about the continued growth of luxury vinyl, performance hardwood and laminate flooring. Luxury vinyl has become a popular choice for homeowners seeking the appearance of hardwood or stone with greater resistance to moisture and everyday wear. Performance hardwood offers the warmth and character of traditional wood while providing added durability, and newer laminate products combine affordability with improved appearance and strength. “These products give families more options,” Patrick said.

“People want beautiful floors, but they also need materials that can stand up to pets, children, spills and busy lifestyles. The right flooring should fit both the design of the home and the way the family actually lives.” Although Patrick’s new workplace is far removed from the ceremonial halls of Washington, D.C., his mission remains rooted in service. The uniform has changed, and the trumpet is no longer part of his daily responsibilities, but the principles that guided his military career continue to shape his work. “I have always believed that every responsibility deserves your full effort,” Patrick said. “Now, Emily and I have the opportunity to build something of our own, serve the communities around Pittsburgh and help homeowners feel proud of their spaces. That is an exciting way to begin this next chapter.” ABOUT FLOOR COVERINGS INTERNATIONAL Floor Coverings International is the #1 flooring franchise in North America with over 300 locations between the U.S. and Canada. Known for its unique customer experience and Mobile Flooring Showroom®, the business model brings over 3000 flooring samples to the customer’s door. For more information, please go to www. floorcoveringsinternational.com.

ABOUT THE AUTHOR Rhonda Sanderson is a franchise expert who has owned and operated Sanderson & Associates and Sanderson PR, both specializing in, traditional, social media and crisis PR in the franchise space since 1986. She has authored many articles, helped grow numerous franchise chains is considered one of the Top 30 Small Business Influencers (Fit Business) in the U.S. Find her at Rhonda@ sandersonpr.com or on LinkedIn where she is the author of Franchise Stars at https://www.linkedin.com/in/rhonda-sanderson-a6b658/

WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

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TERRITORIES AVAILABLE NATIONWIDE Multi-territory packs available

Pioneers of America’s First Senior Placement Franchise Franchise Fee: $49,500

ALL Advantages 130+ Franchises Nationwide Home-Based with Flexible Hours - Work-Life Balance

Investment: $68,450 to $78,050

Terms: 10 Years

the

Stats

Assisted living Alzheimer’s avg avg monthly rate monthly rate is

$4,000

$4,800

Franchising since 2006

Franchise Owner

Commissions 75% to 100% of these fees

Differentiators separating us from the pack

Robust Menu of National & Regional Provider Contracts

Founder & CEO Angela Olea, RN Awarded Visionary Award and AZ qūƙƥ TŠǜƭĚŠƥĿîŕ ØūŞĚŠ ǨǦǧǯ

ALL-IN Software Matchmaking Tool, Invoicing, Education+++

ǨǦǧǯ TŠČȦ ǫǦǦǦ ŕĿƙƥ ūĲ ƥĺĚ ĲîƙƥĚƙƥȹĳƑūǅĿŠĳ 2020 private companies in America for the second year in a row /ŠƥƑĚƎƑĚŠĚƭƑɄƙ ǨǦǧǭȡ ǨǦǧǮȦ ǨǦǧǯȡ ǨǦǨǦ GƑîŠČĺĿƙĚǫǦǦ®

OĿĳĺ ¡ƑūǛƥ qîƑĳĿŠƙ

GƑîŠČĺĿƙĚ ¬îƥĿƙĲîČƥĿūŠ ǅîƑē (Multiple Years) GƑîŠČĺĿƙĚ 'ĿČƥĿūŠîƑǋɄƙ ¹ūƎ ǧǦǦ HîŞĚ ĺîŠĳĚƑ GƑîŠČĺĿƙĚƙ ǨǦǧǯ

Arizona Business Magazine’s Most Admired Companies in Arizona for 2019 GƑîŠČĺĿƙĚ ƭƙĿŠĚƙƙ ¤ĚǄĿĚǅɄƙ ǨǦǨǦ ¹ūƎ ¬ĚŠĿūƑ GƑîŠČĺĿƙĚƙ

Our culture - we are a franchise family One year ago today I made the best decision of my life. I am so blessed to love ǅĺîƥ T ēū ĲūƑ ƥĺĚ ǛƑƙƥ ƥĿŞĚ ĿŠ Şǋ ŕĿĲĚ îŠē TɄŞ making a decent living as well. Nikki W.

Thank you for this amazing business. I just got my 11th placement this month. /ǄĚƑǋēîǋ T ƥĺĿŠŒ Ŀƥ ČîŠɄƥ ĳĚƥ ċĚƥƥĚƑ îŠē it does. Shannon A.

I truly believe I could never have gotten this business off the ground and have been as successful as I am now (just one year later) without the organization, training, and support that this franchise has given me. Shawn S.

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1.800.267.7816 or franchise@assistedlivinglocators.com AssistedLivingLocators.com NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

Kidokinetics PLAY CONFIDENT

Kidokinetics is a multi-sport physical education enrichment program delivered at schools, day care facilities, community centers and private events • Owner-operator, semi-absentee, or assisted launch management program • Home based, low overhead • Easily scalable, low investment for multi-unit opportunities • Proprietary bus. mgmt. system and sports-based curriculum • Adjusted net margins of 50% at company or affiliate locations* • Centralized Digital Marketing Support • 60-day launch period

Contact Ashley Cross

Investment Range

513.582.5747 across@repmgroup.com

Franchise fee

Rachel Stender 612.226.1408 rachel@repmgroup.com

$103,000 – $134,200 $60,000

Net Worth

$150,000 Liquid Cash

$75,000

Royalty

*This information is based on financial information from company owned or affiliate locations. Past performance is not a guarantee of future results. Individual results may vary. Please review the Kidokinetics Franchise Disclosure Document for additional information. This advertisement is not an offering. An offering can only be made by a Franchise Disclosure Document filed with the referenced state, which filing does not constitute approval. Kidokinetics franchises will not be sold to any resident of any such jurisdiction until the offering has been exempted from the requirements of, or duly registered in and approved by, such jurisdiction and the required FDD has been delivered to the prospective franchisee before the sale in compliance with applicable law. The following states regulate the offer and sale of franchises: CA, HI, IN, IL, MD, MI, MN, NY, ND, RI, SD, VA, WA and WI. If you reside in one of these states, you may have certain rights under applicable franchise laws. This advertisement is not an offering for New York residents-an offering can only be made by prospectus filed first with the department of law of the state of New York. Such filing does not constitute approval by the department of law. This document is not intended for the sale of a franchise. Please see Item 19 of the Kidokinetics FDD for further detail. Past performance |isNOVEMBER2026 WWW.FRANCHISEJOURNAL.COM not a guarantee of future results. Individual results may vary.

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VETERANS ISSUE

The Flight to Quality: Why Franchising Serves as a Safe Haven for Capital During Economic Volatility by Braedon O’Shea, Student, University of Tampa Sykes College of Business

hen economic uncertainties cloud consumer sentiment and central banks push interest rates higher, small business investors face an uncomfortable crossroads. Traditional equity markets wobble, borrowing costs climb, and independent startups find their margins squeezed by tightening credit conditions. While unbranded "mom-andpop" ventures bear the full brunt of monetary tightening, lo-capex franchise models act as a safe-haven for capital. By leveraging proven operational playbooks, institutional lender preference, and capital efficient models, franchised networks systematically outperform unbranded “mom-and-pop” ventures across economic downturns. This study presents an analysis of multi-decade U.S. Small Business Administration (SBA) loan distributions, 5-year business survival rates, and capital efficiency metrics. The findings demonstrate how structured franchise models mitigate downside risk and exhibit counter-cyclical tenancies- capturing returnsduring periods of economic downturn

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THE RESEARCH METHODOLOGY: DECODING CAPITAL FLOWS To understand how franchise systems withstand macroeconomic turbulence, our research evaluated a comprehensive empirical framework designed to eliminate guesswork. I examined 17,565 panel observations across 332 fourdigit NAICS industries pulled from the U.S. Small Business Administration (SBA 7a) historical loan database, paired with Federal Reserve Economic Data (FRED) tracking the Bank Prime Rate (DPRIME) and the Consumer Price Index (CPIAUCSL). Using Difference-inDifferences panel regressions controlling for industry fixed effects and macroeconomic variables, I isolated how rising borrowing costs differentially impact independent startups versus franchised networks. This quantitative baseline was cross-referenced with Franchise Disclosure Document (FDD) Item 19 disclosures and multi-year business survival tracking to measure capital efficiency, debt exposure, and revenue stability across economic cycles.

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

1. CAPITAL PRESERVATION & LONG-TERM SURVIVAL RATES Independent small business owners absorb 100% of macro execution risk. When interest rates spike and consumer spending tightens, unbranded "mom & pop" operators lack the purchasing power, supply chain scale, and marketing support required to maintain operating margins. By contrast, franchised networks leverage collective system economies of scale and shared operational playbooks. As shown in Figure 1, this structural protection translates into dramatic survival advantages over a 5-year operating horizon. While independent business survival collapses to 47% by Year 5, established franchise networks maintain an 84% survival rate over the same timeframe. The system insulation provided by franchisors creates a cushion against economic shocks, allowing franchisee capital to remain intact while independent competitors exit the market.

FIGURE 1

2. INSTITUTIONAL LENDER CONFIDENCE & CREDIT ALLOCATION When central banks raise interest rates, commercial lenders tighten underwriting standards to insulate their balance sheets against defaults. In this environment, independent startups face severe credit rationing. Lenders cut loan sizes or reject unproven business plans outright. Our panel regression model reveals a sharp divergence in how banks treat independent operators versus franchised systems during rate hike cycles: • Independent Loan Contraction: Holding inflation constant, each 1 percentage point increase in the Prime Rate forces average independent loan sizes to shrink by -4.50% (), as lenders require independent borrowers to downsize project footprints or accept underfunded debt packages.

•

Franchise Loan Resilience: Under the exact same ratehike environment, franchise loan sizes remain statistically invariant (, non-significant slope change). Lenders continue to fund full-scale franchise projects because corporate site-selection standards and standardized operating procedures minimize credit risk.

3. CAPITAL REALIGNMENT: THE SURGE IN LOW-CAPEX & SERVICE FRANCHISING High borrowing costs heavily penalize asset-heavy business models that rely on multimillion-dollar real estate buildouts and expensive debt packages. However, market volatility does not stop franchise investment; it reallocates capital into hyperefficient, lower-risk vehicles. Investors adapt by reallocating capital into Low-CapEx, high-margin service concepts (e.g., mobile automotive repair, B2B commercial maintenance, and residential home services). As illustrated in Figure 2, asset-light franchise models like Mobile/Home Services and B2B Commercial Services require minimal initial capital ($50k–$150k) while delivering high operating EBITDA margins (28%–32%). By avoiding heavy leverage, these low-CapEx models completely bypass the interest

FIGURE 2

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VETERANS ISSUE

rate penalties that compress margins for high-CapEx brickand-mortar concepts and independent retail startups. 4. REVENUE STABILITY & COUNTER-CYCLICAL CONSUMER DEMAND Beyond capital efficiency and debt management, the fundamental driver of franchise resilience lies in demand elasticity. While discretionary retail and luxury services decline during economic downturns, essential service franchises benefit from non-discretionary consumer behavior: • Automotive Maintenance: Elevated interest rates make new car loans unaffordable, forcing consumers to keep vehicles on the road longer and driving record demand for routine oil changes and repairs. • Home Services & Remodeling: High mortgage rates induce a "lock-in effect," preventing homeowners from moving. Capital is redirected into upgrading and maintaining existing residential properties.

FIGURE 3

•

Value-Oriented Dining (QSR): Tightened household budgets cause consumers to "trade down" from full-service restaurants to fast-casual and quick-service franchise brands. As tracked in Figure 3, indexed revenue performance for Essential Service Franchises steadily climbed to 143 points by 2026, completely outperforming the broader S&P 500 Market Index (112 points) and avoiding the severe collapse seen in high-yield startup indices (52 points).

ECONOMIC VOLATILITY AND INTEREST RATE CYCLES ARE INEVITABLE, BUT MARKET TURBULENCE DOES NOT MEAN CAPITAL MUST SIT ON THE SIDELINES. EMPIRICAL RESEARCH PROVES THAT BUSINESS-FORMAT FRANCHISING IS STRUCTURALLY BUILT TO INSULATE INVESTORS DURING MACROECONOMIC STRESS. 144

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

CONCLUSION & STRATEGIC TAKEAWAYS Economic volatility and interest rate cycles are inevitable, but market turbulence does not mean capital must sit on the sidelines. Empirical research proves that business-format franchising is structurally built to insulate investors during macroeconomic stress. For prospective business owners, franchise brokers, and investors, the empirical data offers a clear mandate: highinterest regimes are not a time to pause expansion, but a time to prioritize system quality. By pairing institutional lender trust with capital-efficient operating models, franchising continues to provide the ultimate safe haven for private capital in an unpredictable world. ABOUT THE AUTHOR Braedon O’Shea is an Economics & Data Science Student at the University of Tampa |Sykes College of Business.

FRANCHISED BY

Bringing Quality Coffee to Every Cup At Yellow Spruce Roasters, specialty coffee is our passion and community is our mission. Every cup reflects our commitment to quality, service, and people. Yellow Spruce Roasters & Wine Bar in Old Town Scottsdale offers a day-to-night coffee concept featuring our locally-roasted specialty coffee, teas, signature espresso martinis, wine, beer, and gelato in a cozy, welcoming space. You can also visit our café kiosk at the Scottsdale Civic Center Library for your favorite Yellow Spruce drinks, along with a variety of fresh bites, weekly specials, and more!

MISSION We’re on a mission to bring quality coffee to every cup. When you franchise with us, you’re investing in a concept that blends exceptional coffee, craft cocktails, and a space where community thrives.

WHY FRACHISE WITH US? ROOTED IN QUALITY

PRECISION IN PRODUCT

COMMUNITY & CUSTOMER DRIVEN

Quality is at the heart of everything we do. It's the foundation that keeps our standards high and our guests coming back.

Every cup begins with care. From sourcing and roasting to the final pour, we perfect every detail to deliver products crafted with excellence.

Our spaces are built to foster connection, celebrate local culture, and make every guest feel like part of the family.

WE BELIEVE COFFEE SHOULD BE ENJOYED YOUR WAY. GET IN TOUCH WEBSITE yellowspruceroasters.net

PHONE NUMBER 145 EMAIL ADDRESS WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026 brian@yellowspruceroasters.net 602.299.2506

PAVE YOUR FINANCIAL FUTURE WITH BLUE MOON ESTATE SALES Blue Moon Estate Sales is the franchise opportunity you’ve been searching for! Ranked in 2024 Entrepreneur’s “Franchise 500,” Blue Moon Estate Sales makes it possible to secure a financial future while driving an impact in your community by helping families to downsize their belongings. For a total franchise investment range of $57,015-$113,325, you’ll be a part of a strong team who harnesses brand power, revenue growth, financial strength and market growth to change lives, including yours! Blue Moon Estate Sales Provides: • Low-cost entry, with an initial fee range from $24,500-$57,000 • Extensive marketing and referral training • Strong brand recognition • Business coaching after you join • Expert guidance for pricing, selling and marketing items • Availability of exclusive territories Our franchisees are able to achieve tremendous accomplishments because they establish strong relationships with clients and lean on Blue Moon’s support teams who utilize market research to drive successful return-oninvestment strategies. Work with Blue Moon to be an award-winning franchisee.

Contact us to start today: Jennifer Wiedemann Franchise Development Director Office: 908-425-8749 Email: jwiedemann@bluemoonestatesales.com 146

Minimal Staffing

Chiropractor

Validation!

137+

Front Desk Staff

Open Locations across the country

LEO | Learn, Earn & Own Model

1. Investor opens the clinic, builds it over a period of time and then sells to their Chiropractor. 2. Less turnover because Chiro is bought into the business. It will be their future business!

7 Revenue Streams

1. Chiropractic 2. Active, Corrective Functional Rehab - Eliminate underlying muscular dysfunction/weaknesses present 3. Next Generation Spinal Decompression - Adhering to new protocols, allowing for alternate positions 4. Laser Therapy - Photobiomodulation to create better healing and faster functional restoration 5. Branded Nutrition & Products - We create personalized nutrition plans for better and faster healing 6. Sleep Excellence - Sleep optimization products for improved healing 7. Wellness Club - Subscription-based program which regularly schedules wellness visits

Financial Performance Top 25% - $1,052,217 2024 AVG Gross Revenue:

Contact

Jen Rieck

VP of Fran Dev Jen@repmgroup.com 720.245.1252

Top 50% - $842,507 System-wide average - $571,119 Average gross profit - $369,432

Aaron Sawyer

Director of Fran Dev Aaron@repmgroup.com 808.675.6987

This advertisement is not an offering. An offering can only be made by a Franchise Disclosure Document filed with the referenced state, which filing does not constitute approval. HealthSource franchises will not be sold to any resident of any such jurisdiction until the offering has been exempted from the requirements of, or duly registered in and approved by, such jurisdiction and the required FDD has been delivered to the prospective franchisee before the sale in compliance with applicable law. The following states regulate the offer and sale of franchises: CA, HI, IN, IL, MD, MI, MN, NY, ND, RI, SD, VA, WA and WI. If you reside in one of these states, you may have certain rights under applicable franchise laws. This advertisement is not an offering for New York residents-an offering can only be made by prospectus filed first with the department of law of the state of New York. Such filing does not constitute approval by the department of law. This document is not intended for the sale of a franchise. Please see Item 19 of the HealthSource FDD for further detail. Past performance is not a guarantee of future results. Individual results may vary.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER2026

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VETERANS ISSUE

From Military Service to Business Leadership: Why Veterans Thrive in Franchising by Jeff Meyer, Franchise Owner in San Antonio, Texas, Express Employment Professionals

fter 25 years in the U.S. Air Force, I learned that leadership is so much more than a title. Leadership is demonstrated through how you serve others, help the people around you succeed, and how you approach any obstacles you encounter along the way. These lessons are still relevant to me today as an Express Employment Professionals franchise owner in San Antonio. Something that attracted

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me to franchising was the opportunity to continue serving people while building something of my own. At Express, I can lead a local business and make a meaningful difference in my community while benefiting from the resources and support of an established global company. For veterans considering their next chapter, this combination can be especially beneficial.

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

TURNING MILITARY EXPERIENCE INTO BUSINESS LEADERSHIP My military career consisted of command, flying, and support assignments across numerous operations, contingencies, and deployments. These experiences taught me the importance of preparation and adaptability, as well as the value of having a strong team. Veterans bring many skills

to business ownership that were developed through years of military service. We are accustomed to setting goals, creating plans, working as a team, and adapting when circumstances change. We understand that success requires both individual accountability and a commitment to the larger mission, and these are all skills that translate well into franchising. Franchise brands, like Express, provide an established business model with proven processes and a clear framework for operating a local business. For veterans who are accustomed to structure and defined objectives, having that foundation can make the transition into entrepreneurship less daunting. At the same time, owning a franchise requires more than following a playbook. Business owners are in charge of business decisions and leading their team. My military experience taught me that good leaders do not simply give direction. They coach, mentor, listen, and create an environment where people can do their best work. This has become an important part of how I approach my Express office.

A NEW MISSION: HELPING PEOPLE MOVE FORWARD Staffing is a people business, and that makes it particularly rewarding for me. During my military career, I spent significant time mentoring others. Today, I have the opportunity to apply those experiences in a different setting by helping people find jobs, develop their skills, and build successful careers. There is a real sense of purpose in helping someone take the next step. For job seekers, that may mean helping them prepare for an interview or find an opportunity that gives them a path forward. For local businesses, it means helping them find people who can contribute to their teams and support their growth. I have also seen how valuable those connections can be for veterans who are transitioning into civilian employment. Military experience provides veterans with a strong foundation, but translating that experience into language that resonates with civilian employers can sometimes be challenging. The right guidance and encouragement can make a meaningful difference. That is one reason I believe veterans can find such a

DURING MY MILITARY CAREER, I SPENT SIGNIFICANT TIME MENTORING OTHERS. TODAY, I HAVE THE OPPORTUNITY TO APPLY THOSE EXPERIENCES IN A DIFFERENT SETTING BY HELPING PEOPLE FIND JOBS, DEVELOP THEIR SKILLS, AND BUILD SUCCESSFUL CAREERS.

natural fit in the staffing industry. We understand the value of people, preparation, and matching the right individual to the right mission. BUILDING FOR THE FUTURE I want my Express office to be a place where businesses know they have a trusted resource, and job seekers feel that someone is genuinely invested in helping them succeed. Growth, to me, is not simply about expanding a business. It is about expanding the number of people we can serve and the impact we can have. For veterans, franchising can offer an opportunity to carry forward the values that shaped their military careers while building a new mission in their communities. The uniform may come off, but the lessons of service, leadership, discipline, and teamwork do not disappear. For me, owning a business has given me another way to serve others. I still get to lead, mentor, and help people succeed, just in a different setting. Those are values I carried with me from the Air Force, and they continue to guide how I run my business today.

ABOUT THE AUTHOR Jeff Meyer is an Express Employment Professionals Franchise Owner in San Antonio, Texas

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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Franchise With Us

Scan For More Visit Us Online districtcandlelab.com

District Candle Lab Email: franchising@districtcandlelab.com Phone Number: (240) 602-8950

District Candle Lab Franchising LLC is the franchisor offering the District Candle Lab franchise (“District Candle Lab,” “we,” or “us”). This advertisement is not an offer to sell or a solicitation of an offer to buy a franchise. Franchise offers can only be made through the delivery of our Franchise Disclosure Document (FDD). Our FDD must be registered in certain states before we may offer or sell a franchise there. Franchises are offered solely through the FDD issued by District Candle Lab Franchising LLC, located at 1325 5th St NE, Suite F, Washington, DC 20002. Phone: (240) 602-8950. Certain states and foreign countries have specific laws governing the offer and sale of franchises. If you are a resident of a jurisdiction with such laws, we will not offer you a franchise until we have complied with all applicable legal requirements in your area. For a current list of jurisdictions where franchises can be legally sold, please contact your District Candle Lab representative or visit us online at www.districtcandlelab.com.

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NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

Start Building Your Future

with Archadeck

As North America’s largest and most-trusted deck building franchise, Archadeck Outdoor Living is a proven franchise model that boasts a 40-plus year track record and nearly $1 billion in projects completed. In addition to offering you a business model built on proven best practices in the thriving outdoor living industry, Archadeck also has you “covered” with the support you need to have booming business, including innovative technology & programs, robust marketing & lead generation, business & financial support, production management, and more. For entrepreneurs looking to achieve their personal and professional goals within a growing industry, Archadeck is the perfect choice.

Why Choose Archadeck? • Low Initial Investment • Low Overhead • No Prior Construction Experience Needed

804-500-9865 ArchadeckFranchise.com An important part of WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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VETERANS ISSUE

Adam Baker: Leadership, Service and a Commitment to His Community

here are some people who have a way of making everyone around them feel valued, and Adam Baker is one of those people. Known for his warm personality, professionalism, and genuine approach to working with others, Adam has built a reputation as a respected business owner and an active member of his community in Erie, Pennsylvania. His path to business ownership, however, began well before he entered the world of entrepreneurship. After being commissioned through ROTC at the University of Pittsburgh, Adam spent eight years serving in the

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United States Air Force as a Security Forces Officer, including a deployment to Iraq. His role was to protect personnel and property, allowing other members of the Air Force to remain focused on their operational responsibilities. “‘Defensor Fortis’ – Defenders of the Force – our role was to safeguard USAF personnel and property so that those in operations could focus on their core mission,” Adam explains. “Appropriate, as with cost reduction, we defend our client’s resources so they can focus on their core mission.” His military career also gave Adam an early introduction to something that would eventually become an important part of his professional life: finding ways to reduce costs without compromising an organization’s ability to operate effectively. Shortly before his deployment, Adam was

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selected to oversee an initiative focused on identifying cost-saving opportunities for the U.S. government. The goal was to reduce expenses without negatively affecting the war effort. “I was selected to oversee one of the initiatives and that was my first taste into how an organization can effectively reduce costs without impacting its operation or culture,” he recalls. That experience would prove to be remarkably relevant to his future career. Today, Adam brings the same focus on accountability, efficiency, and responsibility to his work as a business owner. But perhaps more importantly, he carries forward the leadership lessons he learned during his years in the Air Force. Adam credits many of those lessons to the leaders and mentors he encountered throughout his military career. “During my time in the service, I had great leaders that were relentless in their

HIS MILITARY CAREER ALSO GAVE ADAM AN EARLY INTRODUCTION TO SOMETHING THAT WOULD EVENTUALLY BECOME AN IMPORTANT PART OF HIS PROFESSIONAL LIFE: FINDING WAYS TO REDUCE COSTS WITHOUT COMPROMISING AN ORGANIZATION’S ABILITY TO OPERATE EFFECTIVELY. pursuit of excellence,” he says. “When we came up short, we were trained to look at our own failures and fix those first before we looked at external causes of failure.” That emphasis on personal responsibility has continued to shape Adam's approach to business. “This mentality aligns well with franchise models because any setbacks or failures almost always lie at the feet of the franchisees – the models work if you follow them,” he says. For Adam, leadership is not simply about professional success. It is also about how you treat the people around you and the contribution you make to your community. He has become known for supporting local businesses, celebrating the accomplishments of others, and taking the time to recognize the people he works with. His approach combines the discipline and accountability developed during his military service with a genuine interest in helping those around him succeed. From his service in the Air Force to his career as a business owner, Adam's story is one of leadership, responsibility, and a continued commitment to others. The experiences he gained during his military career helped shape the way he approaches business today, while his community involvement reflects the importance he places on giving back. Adam's journey is a great reminder that the skills developed through service, leadership, and teamwork can continue to make an impact long after a military career comes to an end.

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INFO@FRANCHISEJOURNAL.COM WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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FRANCHISED BY

Petite Pup is the premier dog daycare franchise specializing in dogs under 15 pounds. Every detail is meticulously crafted to the unique needs of the teeny tiny dog. We create a pawsitive and safe experience through play, mental stimulation, socialization and relaxation. Our motto, "Where Small Dogs are a BIG Deal" exemplifies our unwavering commitment to the petite pup.

WHY FRANCHISE WITH US? Turn passion for dogs into a rewarding & successful business Reach goals fast with ongoing support & training from day one Unique opportunity to own an adorable niche in the growing pet care industry Proven business model with a fun environment that is easy to operate Dream BIG with small dogs. You can do this & we are here for you every step of the way

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www.petitepupdaycare.com

(480) 477-8885

AVERAGE YEAR ONE SALES $373,073 WITH 61% GP AVERAGE YEAR 2 SALES $562,761 WITH 58% GP (based on 2023 FDD)

RECURRING REVENUE PATENTED TECHNOLOGY RECESSION RESISTANT WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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VETERANS ISSUE

Josh Lien Brings Army Leadership to a Family Supported Business

fter four years as an Army officer, Josh Lien continued working overseas as a government contractor in Iraq and Afghanistan. As his family grew, repeated deployments became harder to sustain. He began looking for a business opportunity and found a fit with Mosquito Joe®.

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Its branding, marketing resources and operating plan appealed to someone accustomed to planning and leading a team. “You are handed a plan, and your job is to execute it and lead your team,” Lien says. He joined Mosquito Joe in 2014, building a business

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serving Greater Austin and San Antonio, Texas. His parents moved from South Dakota to help: his mother became office manager, and his father became his first technician. Lien also makes time for team connection. Although technicians often work independently in the field, regular gatherings give them opportunities to discuss customer questions and service challenges. His support extends to other franchise owners. He helps newcomers and connects them with peers who have relevant expertise. Lien’s experience shows how skills developed through military service can support business leadership while creating opportunities for family members, employees and fellow owners. The connection between military planning and business operations is useful because both require turning direction into action. A plan must be understood by the people carrying it out, and a leader needs to know when execution is falling short. In a local service business, that can involve coordinating schedules, setting customer expectations and helping

LIEN’S EXPERIENCE SHOWS HOW SKILLS DEVELOPED THROUGH MILITARY SERVICE CAN SUPPORT BUSINESS LEADERSHIP WHILE CREATING OPPORTUNITIES FOR FAMILY MEMBERS, EMPLOYEES AND FELLOW OWNERS.

employees address problems. An operating framework provides direction, while the owner remains responsible for how the team applies it. That combination deserves attention from Veterans researching ownership. Familiarity with structured work can help someone evaluate an operating model, but research must go further. Candidates need to understand the owner’s daily responsibilities, training requirements and resources available when questions arise. Speaking with existing franchisees can reveal how a system functions outside a presentation or brochure. Family involvement introduces another set of decisions. Working with relatives can create a shared sense of purpose, but roles still need to be clear. A business benefits when everyone understands their responsibilities, how decisions will be made and what standards apply. Candidates interested in a family-supported operation can discuss those expectations before opening. The conversation should include each person’s goals and the demands of the work.

Team connection is equally important when employees spend much of their time away from a central office. Opportunities to discuss field questions can help a leader understand what customers and technicians are experiencing. They also give employees a place to contribute ideas. Maintaining those conversations requires intention, especially when schedules are busy and people work independently. Peer support adds a further dimension. An experienced owner may not have every answer, but knowing where to turn can help make a problem more manageable. Prospective franchisees can ask how owners communicate, whether mentorship opportunities exist and how practical knowledge is exchanged. Those relationships can be an important part of learning to run a business. The value of examining these decisions lies in making the ownership process more understandable. A person considering entrepreneurship can see the questions behind the choice: What structure suits their working style? Who will be involved? How will they

keep a team connected? What will they need to learn? The answers will differ from one candidate to another. Lien’s experience offers a starting point for those conversations. Veterans can use his story to think about how their own planning and leadership habits might translate into a local company. Defining expectations early helps focus research and makes it easier to evaluate an opportunity against personal priorities. Ownership becomes a decision about both the business and the relationships that will support it.

MORE ABOUT JOSH LIEN Josh Lien is a U.S. Army Veteran and Mosquito Joe® franchise owner serving Greater Austin and San Antonio, Texas, who began his franchise ownership journey in 2014. Drawing on his experience as an Army officer, he focuses on building a supportive team culture, creating opportunities for his family and mentoring fellow franchise owners.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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1-8-555-SIDING | IDEALSIDING.COM Copyright © 2021 Ideal Siding Franchising Inc. All rights reserved. WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026 This is not an offer to sell a franchise. An offer can only be made in applicable states with authorized documentation

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VETERANS ISSUE

Thriving in Controlled Chaos How a Coast Guard veteran built a fast-growing Painter Bros f ranchise while still serving by Bailey Rayner, Chief Development Off icer, Painter Bros "If I have the opportunity to retire from that earlier than planned, that means Painter Bros has far exceeded my expectations," Fleming said. "Which I'm on the path for."

lake Fleming has spent 23 years serving his country. For just over 20 of them, he was on active duty in the U.S. Coast Guard, retiring in 2023. Today he works as a civil servant and space operations program manager, supporting NASA astronaut rescue operations during launch and re-entry and managing licensing agreements for private space companies such as Boeing, SpaceX and Blue Origin. He also owns the Painter Bros franchise serving Virginia's Hampton Roads region, and if the business keeps growing at its current pace, it may be what finally gets him to retire.

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A DETOUR HE NEVER SAW COMING Fleming didn't go looking for a painting company. A close friend of 20 years, who owns the Painter Bros Miami territory, mentioned the opportunity while the two were catching up. "He wasn't trying to sell me on it," Fleming said. Curious, he started researching, called back with questions and set up an interview with the franchise development team.

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

What sealed it was candor. "I felt like there was honesty in all the conversations," he said. "It wasn't, 'Oh, everything's perfect, you're going to join and make a million dollars next year.' I never felt like I was being sold on something." Getting his wife on board mattered just as much. "My wife is not an easy sell when it comes to spending money, let alone buying into a business," he said. "So if she saw the opportunity, I knew I was on the right track." Ten years ago, none of it was on his radar. "If you'd told me I was going to open a painting company, I'd have said, 'I hate painting,'" he said. "And here we are, and I love it."

CONTROLLED CHAOS Asked what part of his service best prepared him for ownership, Fleming points to one thing: the ability to thrive in chaos. "In the military, you're always dealing with deadlines. Everything's always urgent, whether it really is or not, and you treat it as such," he said. "You live in a constant state of controlled chaos. And I believe if you're running a business, you're running it in controlled chaos." That mindset now helps him juggle contracts in (right now) three states, size up his crews' strengths and weaknesses, and keep projects moving when he can't be on site. "I'm able to compartmentalize the work I have," he said, "and I think that's partly because of the military side of the house." Structure helps, too. His civil service role keeps a predictable schedule, so he builds estimates, commercial work, meetings and networking around it. When his government job recently pulled him away for a week and a half in the middle of a large commercial project, a fellow Painter Bros owner in Washington, D.C., checked on the job every two days. "We all work together," Fleming said.

ALWAYS CHASING THE NEXT GOAL Fleming says many veterans struggle after leaving the service because they need somewhere to channel the energy and drive they're used to. "Painter Bros has provided me that opportunity," he said. He thrives on goals that are "difficult but attainable." He sold about $25,000 in his first month and was thrilled. Today, a month like that would feel like a miss, so he keeps raising the bar: adding crews, landing more jobs and taking on bigger commercial projects. "Looking back, I'm very happy," he said. "I never ever expected to be where I'm at." ADVICE FOR THOSE STILL SERVING For service members weighing business ownership, Fleming offers two pieces of advice. First, don't let cost scare you off before you look at the options. "When I started looking at a franchise, I didn't think it was going to be possible, because I didn't know how I could get the money," he said. Between SBA loans, other financing tools and VA resources, "there were so many options I didn't even know existed." Second, don't be afraid of failure. "You're not guaranteed

success no matter what you do, and there is a risk to owning a business, or else everybody would do it," he said. "Do your research on the company, the industry, your financial situation, just like you would anything else, and go for it." He credits Painter Bros' openness to veterans, including a veteran discount on the franchise, with making that leap easier. "Every little bit helps," he said. Painter Bros offers veterans 15% off their initial franchise fee, and first responders 10% off. His closing message is for anyone nearing the end of their service: "Don't just get out of the service and retire assuming that's all there is for you. Get out there and do something good."

ABOUT THE AUTHOR Bailey Rayner is Chief Development Officer at Painter Bros, helping entrepreneurs find their path to franchise ownership.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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How Cool is Your Next Vu? CoolVu is the manifestation of 30 years of unparalleled success in the residential and commercial architectural window film, surface enhancement, and graphics business.

CoolVu Lifestyle Benefits Home office based and family friendly Flexible schedule defined by you Offer cool products that improve and protect lives ‘Executive’ or ‘no employee’ business models

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844-426-6588 www.coolvufranchise.com

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

Welcome to The Linksman, a unique golf related franchise concept that offers an exclusive setting for corporate and private events of up to 60 guests. Step into our immersive venue, complete with a state-of-the-art 21' wide curved golf simulator, a captivating 75" flatscreen TV, a charming putting area, a stylish lounge, an entertaining Buck Hunter arcade beer pong, and a host of other delightful amenities.

WHY FRANCHISE WITH US?

Low Initial Investment High Profit Margin Booming Industry Fun Business to Run Repeat Customers Easy Online Presence

www.thelinksman.golf

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026 163 info@thelinksman.golf (949) 285-3211

VETERANS ISSUE

American Veterans Traveling Tribute a remarkable run. It's also a business model worth studying.

THE WALL THAT NEVER STOPS MOVING How a retired Army officer and his Air Force veteran wife turned a one-man memorial operation into a multi-division business run from a 5,000-square-foot shop in East Texas. Somewhere in America this weekend, a family will run their fingers across a name engraved on a black aluminum panel. Chances are that panel was cut in Bullard, Texas, a small town in the piney woods south of Tyler. That's the home base for American Veterans Traveling Tribute (AVTT), which builds memorial walls honoring the fallen from World War I to the present. Its flagship, an 80-percent-scale replica of the Vietnam Veterans Memorial, has appeared at more than 500 events nationwide. For a small, veteran-owned company, that's 164

A CALLING BEFORE A COMPANY AVTT's roots go back to 1998, but the company as it exists today began in 2005. That year, Lt. Col. Don Allen, a retired Army officer and Vietnam veteran, and his wife, Dr. Barb Allen, an Air Force retiree, bought and reformed the business after it had passed through several owners. The deal brought in assets from the Traveling Wall Foundation. Don's motivation wasn't a market gap. After leaving the Army, he felt a calling to do something for fellow veterans. In the early years, that meant doing everything himself: fabricating panels, marketing the tribute and setting up shows. For Allen, a Vietnam veteran who finds the names of old buddies on the panels, the wall was never meant to be somber. "This is not a sad place. This is a place of celebration," he told KERA News in 2009, describing veterans who smile when they find a familiar name. Anyone who has run a one-person operation knows how that story goes. Demand eventually outran one man's hours, and the company had to grow or stall. The Allens chose growth, opening their current facility in Bullard in 2019.

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FROM ROAD SHOW TO MANUFACTURER What began as a touring exhibit is now a vertically integrated shop. The Bullard facility houses two rotary engravers, two 150-watt largeplatform lasers and a 4-by-8foot CNC router, plus the tools for cutting and fabrication. The company says it builds with American-made materials and a small team. That capacity supports several revenue lines at once. AVTT runs two 360-foot outdoor tributes and three double-sided 89-foot versions for smaller or indoor venues, all available for community bookings. It also sells walls outright, at 80- or 60-percent scale, engraved on marinegrade anodized aluminum. Because the replica was built from scratch, the team says it fixed known errors in the original and added newer names. Buyers can also commission custom exhibits for local heroes, specific units or regional events. Walls are expensive and slow to make, so AVTT offers financing options and coaching on how to raise the money. EXPANDING THE MISSION The product line has grown alongside the history it records. Beyond Vietnam, AVTT's Cost of Freedom tribute spans engagements from the Iran hostage crisis to the USS Cole

THE PRODUCT LINE HAS GROWN ALONGSIDE THE HISTORY IT RECORDS. BEYOND VIETNAM, AVTT'S COST OF FREEDOM TRIBUTE SPANS ENGAGEMENTS FROM THE IRAN HOSTAGE CRISIS TO THE USS COLE ATTACK, WITH DEDICATED EXHIBITS FOR AFGHANISTAN, IRAQ AND 9/11. A GLOBAL WAR ON TERRORISM DISPLAY IS IN PROGRESS, INCLUDING A 9/11 EXHIBIT WITH CASUALTY NAMES ENGRAVED BY LOCATION. attack, with dedicated exhibits for Afghanistan, Iraq and 9/11. A Global War on Terrorism display is in progress, including a 9/11 exhibit with casualty names engraved by location. The Allens have also built an ecosystem around the core business. AVTT Creative sells patriotic merchandise. America's Freedom Tribute, a 501(c)(3) nonprofit, organizes community events and supports veterans and their families. And AVTT Franchises invites others to become tribute hosts, owners and curators using the company's products.

WHAT OTHER FOUNDERS CAN LEARN AVTT shows how to build a business around meaning without letting meaning stand in for a model. The Allens own their production, which protects quality and margins. They spread revenue across bookings, sales, custom work and merchandise. And they turn customers into

partners through hosting and franchising. Most of all, they understand what they're really selling. The company's mission statement promises that a name written and on display can "never be FORGOTTEN." For the families who drive hours to see a wall roll into town, that promise is the whole point. For the Allens, it's also a business that keeps moving, one town at a time.

Sources • American Veterans Traveling Tribute — Home • About AVTT • How to Purchase The Tribute • KERA News: One Man's Mission to Honor Veterans Year-Round (2009) WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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INTRODUCE YOUR CANDIDATES TO

A RELAXING OPPORTUNITY

The Elements Massage® brand is a holistic massage therapy franchise that oﬀers personalized treatments through a variety of massage therapy modalities, following The Elements Way®. We exist so clients feel an improved sense of health as they seek to beneﬁt from pain relief, stress reduction and overall wellness. We are committed to The Elements Promise, which means our massage therapy will meet or exceed your expectations, or the next one is on us! Celebrating nearly 20 years of holistic wellness and therapeutic values, Elements Massage® has more than 250 franchise locations across the USA and 75 under development, nationwide.

THE

PORTFOLIO

Dedicated to serving the growing needs of beauty and wellness-conscious consumers, the WellBiz Brands franchise portfolio oﬀers franchise opportunities with recurring revenue membership models, tech-centered infrastructure and light-asset investments. Explore the brand portfolio today! (WellBizBrands.com)

WHY THE ELEMENTS MASSAGE BRAND? Single service oﬀering = simple model Recurring Revenue Membership Model Massage Therapist Continued Education and Career Advancement Low inventory & operational complexity

● ● ● ●

TOTAL INITIAL INVESTMENT $322,783 - $517,125*

AVERAGE REVENUE $1,911,408* (Top 10 2022)

TARGET MARKETS 650+ territories available! Los Angeles, Bay Area, DFW, Houston, Austin, San Diego, Tampa, Ft. Lauderdale, Jacksonville, Orlando, and more!

*As noted in Item 7 and Item 19 in the March 31, 2023 FDD

Elements Therapeutic Massage, LLC. 1890 Wynkoop Street, Unit 1, Denver, CO 80202. This information is not intended as an offer to sell, or the solicitation of an offer to buy, a franchise. It is for information purposes only. Currently, the following states regulate the offer and sale of franchises: California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota, New York, North Dakota, Rhode Island, South Dakota, Virginia, Washington, and Wisconsin. If you are a resident of one of these states, we will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your jurisdiction. MN File No. F-5517. This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by the Department of Law. THESE FRANCHISES HAVE BEEN REGISTERED UNDER THE FRANCHISE INVESTMENT LAW OF THE STATE OF CALIFORNIA. SUCH REGISTRATION DOES NOT CONSTITUTE APPROVAL, RECOMMENDATION OR ENDORSEMENT BY THE COMMISSIONER OF CORPORATIONS NOR A FINDING BY THE COMMISSIONER THAT THE INFORMATION PROVIDED HEREIN IS TRUE, COMPLETE AND NOT MISLEADING. Each Elements Massage® studio is independently owned and operated. Elements Massage® and the Elements Massage + designs are registered trademarks owned by Elements Therapeutic Massage, LLC.

LET’S TALK

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REFERRALS & TERRITORY CHECKS

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leads@elementsmassage.com

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VETERANS ISSUE

From Service to Ownership: How CoolVu Supports Veterans by Mike Herrera, President & Co-Founder, CoolVu Glass & Surface Solutions

ilitary service builds leaders. Veterans learn to take accountability, work as a team, adapt under pressure, and solve problems while keeping everyone focused on a shared goal. These are the same qualities that make a successful business owner. At CoolVu, we want to help veterans transition those skills into a local business. LOWERING THE BARRIER TO OWNERSHIP CoolVu waives the $19,900 initial franchise fee for qualified veterans who join our system. So far, we have waived more than $238,800 in fees for veteran franchise owners. Starting a business takes capital, and keeping more of

it in hand at launch can make a real difference. The incentive helps veterans preserve their resources while they build. Veterans also don’t have to go it alone. Every CoolVu franchisee gets a proven business model, hands-on training, quality products, technology, marketing resources, and ongoing support. Veterans can build on that foundation while they win customers, create jobs, and grow a business in their own communities. LEADERSHIP THAT CARRIES OVER Today, 29 CoolVu locations are owned by veterans. They bring their service mindset to work every day, caring for customers, developing their teams, building relationships,

and taking an active role in the communities they serve. For us, these owners show what veterans offer the business world. Our goal is to help qualified veterans apply their experience in a new setting, with the chance to build something of their own. GIVING BACK THROUGH HOMES FOR OUR TROOPS Our commitment goes beyond franchise ownership. CoolVu supports Homes For Our Troops (HFOT), a national nonprofit that builds and donates specially adapted homes for severely injured post-9/11 veterans.

Joshua Maldonado CoolVu, Northern Virginia

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Gabriel Cluff CoolVu, Northern San Antonio

Thomas Woods CoolVu, Kalamazoo

OUR COMMITMENT GOES BEYOND FRANCHISE OWNERSHIP. COOLVU SUPPORTS HOMES FOR OUR TROOPS (HFOT), A NATIONAL NONPROFIT THAT BUILDS AND DONATES SPECIALLY ADAPTED HOMES FOR SEVERELY INJURED POST-9/11 VETERANS. In 2026, CoolVu and participating franchisees provided solar window film for five HFOT homes, with one more scheduled. We aim to grow that to 25 homes in 2027. Our headquarters will supply the film, and local franchisees will donate professional installation. The film reduces solar heat and glare, blocks harmful ultraviolet rays, and makes the home more comfortable inside. The program pairs the resources of a national brand with the generosity of local business owners. Where possible, franchisees can also attend Key Ceremonies, where the veterans and their families receive the keys to their new homes. For our franchisees, it’s a chance to

use their professional skills to make a lasting difference for someone who sacrificed for our country. A CULTURE OF SERVICE Franchising lets veterans keep leading, building teams, and serving their communities in a new way. We believe business ownership and service go hand in hand. Veterans bring an extraordinary combination of leadership, discipline, resilience, and commitment to the CoolVu franchise system. We are proud to help create opportunities for veterans to become business owners, and equally proud that our franchisees can use their businesses and skills to give back to other veterans through HFOT.

From waiving more than $238,800 in franchise fees to outfitting HFOT homes, we are making veteran support a lasting part of who we are. Service doesn’t end when military service does, and we’re proud to help make the next chapter possible. ABOUT THE AUTHOR Mike Herrera is the Co-Founder and President of CoolVu Glass & Surface Solutions, bringing more than 30 years of experience in franchising, business development, sales, marketing, and strategic leadership.

WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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Matty G’s Steakburgers & Lobsta’ Rolls is an award winning family friendly restaurant featuring Steakburgers and modernized American food. The old school sports decor will make you feel like you entered a sports hall of fame while enjoying award winning Steakburgers! Featured on America’s Best Restaurants April 2024

WHY FRANCHISE WITH US? ABOVE INDUSTRY AAV PER LOCATION

FAST CASUAL OR FULL SERVICE OPTIONS

DEDICATED TEAM IN YOUR CORNER FOR INITIAL AND ONGOING TRAINING

FRANCHISED BY

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mattygs@yahoo.com

(602) 882-1695

matty-gs.com

HOMEstretch is creating a NEW HOME PREPARATION INDUSTRY that helps homeowners and real estate professionals by providing a consultative, single-solution for all of the cosmetic improvements a house needs prior to listing for sale. HOMEstretch incorporates technology to refine the experience, providing innovative ways to connect with our clients and utilize technology to make the business

Why HOMEstretch?

scalable.

• $180 Billion in residential real estate was sold in 2022 - we support this industry!

BEFORE

• Five core revenue streams: Flooring/Carpet, Painting, Home Clear Outs, Move Out Cleans, Landscape Clean Up • Business development playbook and strategies • National partnership with Sherwin Williams (flooring and paint) and LeadingRE • Quoting Tools with HOMEstretch’s proprietary algorithm • Owner/Operator or Semi-Active Ownership • Minimal employees • Home-based

AFTER

• 30-60 Day fast track to open • Low investment, high revenue

$2,559,184 17.7% Total Revenue affiliate location 1/1/24-12/31/25

Net Profit Margin after Royalties and Fees

Financial Requirements

Investment Range

Net Worth $250,000 Liquid Capital $150,000

Single Territory $109,700 - $177,750 Three Territories $184,700 - $252,750 Six Territories $289,700 - $357,750

Contact Rachel Stender VP of Fran Dev 612.226.1408 rachel@repmgroup.com

home-stretch.com John Taylor Senior Director of Fran Dev 803.237.3194 jtaylor@repmgroup.com

Erin Hildebrand Director of Fran Dev 714.401.8525 ehildebrand@repmgroup.com WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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VETERANS ISSUE

Mission-Critical: How a 20-Year Navy Veteran Is Closing South Florida's STEM Gap

ore than two decades before he opened a STEM center in Coral Gables, Ty Gabriel was flying missions as a Naval Flight Officer aboard the EA-6B Prowler, the Navy's tactical electronic-warfare aircraft. It was the first of three careers inside one career — aviator, intelligence officer, and now STEM educator — and each grew directly out of the one before it. Gabriel's path started at New York University, where he majored in physics and taught himself front-end programming well enough to freelance his way through junior and senior year, paying his own tuition before most classmates had touched a line of code. He graduated into a consulting job split between

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Boston and New York — and was working in Boston on September 11, 2001. When the Navy recruiting office near Ground Zero reopened in the weeks that followed, he took the train down to New York to swear in. He spent his first six years in uniform as a naval aviator, then the next fourteen as an intelligence officer, a run that took him to Iraq, Japan, Afghanistan, the Arabian Gulf, and Hong Kong. He briefed ship commanders on geopolitical threats in the Pacific, ran humanintelligence operations against piracy networks in the Gulf, led a 30-person team supporting SEAL Team 10 in combat, and served as Assistant Naval Attaché in Hong Kong, where his risk assessments were briefed to the Secretary of Defense and to commercial and investment

NOVEMBER 2026 | WWW.FRANCHISEJOURNAL.COM

banks operating in the region. Along the way he earned two graduate degrees in parallel with active duty: an MBA from the Hong Kong University of Science and Technology, concentrated in finance and venture capital, and a Master's in Biotechnology Enterprise and Entrepreneurship from Johns Hopkins University. He retired from the Navy in 2021 after twenty years of service. The idea for Stemtree started earlier, in Crown Heights, Brooklyn, where Gabriel grew up the son of a day-care teacher who later became a public-school teacher. She worked those jobs partly to be home with him after school, and spent her evenings drilling multiplication tables and long division at the kitchen table. In the summers she took him to every museum in New York she could reach by subway, from the children's science center

in Queens to the Hayden Planetarium in Manhattan. Math and science were fun for Gabriel as a kid for a simple reason: someone cared enough to make them fun. His own neighborhood schools were underfunded, and it took magnet-school admissions — first to Philippa Schuyler for the Gifted and Talented, then to the Bronx High School of Science — for him to get the education he needed. He never forgot how much that access mattered, or how easily it could have gone the other way. Years later, a documentary on Sears chairman Julius Rosenwald, who funded 5,000 schools across the segregated South, crystallized something Gabriel had long been circling: he wanted to build the educational access he'd had to go searching for as a kid. His physics education, reinforced two decades later by hard-science work he did operationally in the Navy, convinced him children learn best when they build

and break things with their own hands, not when they're handed a textbook — he has said he wishes he'd learned basic electronics years earlier than he did, in a high school honors class, and that wish is a big part of why he built a center around hands-on learning. Gabriel opened Stemtree of Coral Gables in April 2024, bringing the brand's proprietary K-12 curriculum in science, coding, robotics, electricity and electronics, and math to South Florida. The timing fits the market: the U.S. is projected to add roughly 800,000 STEM jobs by 2031, with more than half paying six figures, and South Florida's STEM pipeline has historically lagged that demand. Miami-Dade's mix of under-resourced public schools, large homeschool and microschool populations, and families eligible for Step Up for Students scholarships makes it fertile ground for a center built to meet kids where

they are. Stemtree of Coral Gables now runs after-school, homeschool, weekend, and day-camp programs, anchors the Elev8 K-8 microschool on its Aragon Avenue campus, and delivers coding, robotics, and science programming inside partner schools and nonprofits throughout South Florida, among them the YMCA, Overtown Youth Center, and Key Point Academy. The location was recently recognized as Stemtree's Growing Franchise of the Year. Gabriel doesn't see flying electronic-warfare missions, briefing the Pentagon, and teaching third-graders how a circuit works as a stretch. Each job came down to the same thing: understanding something complicated well enough to act on it, and making sure the people counting on him could too. He spent the first half of his career doing that for the Navy. He intends to spend the second half doing it for South Florida's kids.

ABOUT THE AUTHOR Ty Gabriel is a 20-year U.S. Navy veteran — a naval aviator and intelligence officer who served in Iraq, Japan, Afghanistan, the Arabian Gulf, and Hong Kong — with a physics degree from NYU, an MBA from the Hong Kong University of Science and Technology, and a Master's in Biotechnology from Johns Hopkins University. In 2024 he opened Stemtree of Coral Gables, bringing hands-on STEM education to families across South Florida.

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TRANSFORM YOUR FUTURE GarageExperts® offers a compelling franchise opportunity for entrepreneurs looking to break free from the corporate world and build a thriving business in the $538 billion home improvement market. With over 15 years of experience, GarageExperts® has developed a proven, innovative business model that allows for profitability in the first year. Take control of your future in a garage makeover business with significant profit potential and the freedom to be your own boss.

100+ LOCATIONS & EXPANDING MILLION-DOLLAR MINDSET FRANCHISEES RAMP UP IN AS LITTLE AS 30 DAYS PROVEN BUSINESS MODEL FAMILY-OWNED & OPERATED

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B E T T E R I N G T H E L I V E S O F E V E R Y D AY FA M I L I E S T H R O U G H T H E C R E AT I O N A N D D E L I V E R Y O F I N N O V AT I V E A N D C U S T O M I Z E D W E L L N E S S PROGRAMS, GOODS AND SERVICES.

services we offer • Outpatient mental health

• Clinical training & supervision program

• Medication management

• Co-parenting institutes

• Children’s mental health specialists

• Mediation assistance

• Group & workshops

• Embedded services program

• Web-based & mobile options

how we do it • We provide personalized treatment plans that address mind, body, and spirit • We customize services to meet various, diverse, and multifaceted needs • We provide “in-person” therapeutic services, AND we develop creative interventions to increase access for clients who experience barriers to a traditional format • We use technology to integrate mental health services into the 21st century • We place importance on having fun throughout the wellness process • We have fully licensed providers who provide ethical, compassionate, and effective therapeutic services • We have engaging up-and-coming professionals in training and develop innovative programs for future generations of practitioners and clientele • We offer an income-based sliding fee scale for non-insurance covered services

contact JEN RIECK

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K E L LY A M S H O F F

financials Initial investment range

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Net worth requirements

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email: kelly@repmgroup.com phone: 773.484.7198

Rep’M Group, LLC (“Rep’M”) is a franchise seller/broker representing Ellie Family Services (“Ellie”). This advertisement does not constitute a franchise offering or the solicitation of an offer to buy an Ellie franchise which may be made only after your receipt of Ellie’s Franchise Disclosure Document, which first must be registered with certain states. Ellie franchises are offered solely by means of the franchise disclosure document issued by Ellie Family Services, 1370 Mendota Heights Road, Mendota Heights, Minnesota 55120. Certain states and foreign countries have laws governing the offer and sale of franchises. If you are a resident of one of these states or foreign countries, Ellie will not offer you a franchise unless and until it has complied with all applicable legal requirements in your jurisdiction. Please consult with your franchise seller/broker at Rep’M for an updated list of jurisdictions where franchises can be sold. RESIDENTS OF NEW YORK: This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law of the State of New York. Such filing does not constitute approval by the New York Department of Law. RESIDENTS OF MINNESOTA: MN Franchise Registration Number: TBD. Copyright© 2022. Ellie Family Sevrices, ALL RIGHTS RESERVED.

VETERANS ISSUE

Army Veteran Gayle Patrick Finds Purpose in a Specialized Service Business

ayle Patrick wanted a business that could grow while giving her greater control over her time. The Army Veteran had spent years in corporate roles, but entrepreneurship remained a goal. She found her opportunity in Dryer Vent Wizard®, a specialized home service

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business focused on dryer vent safety. In 2019, Patrick opened her franchise in Newport News, Virginia, investing her own capital. With hard work and support from the brand, she exceeded her first-year goal for expanding her team and fleet. Ownership also gave her more time with family, a benefit

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she considers central to the change. The business has provided a way to serve her community and create career opportunities for employees. Patrick also mentors aspiring franchise owners, sharing lessons from her own experience. She values the relationships within the franchise network. “I enjoy the camaraderie with other franchise owners and the genuine desire to help each other succeed,” she says. Patrick’s path illustrates how a Veteran can pursue independence within an established business framework. Her experience brings together the personal rewards of ownership and the responsibility of building a workplace where others can grow. A specialized service business presents an interesting ownership question: Can a narrowly defined customer need become the foundation for an organization that provides meaningful work? Answering it requires more than interest in the service itself. A prospective owner needs to understand how customers find the business, what employees must learn and how the company earns trust. Patrick’s decision invites

readers to consider those practical questions alongside their personal reasons for becoming an entrepreneur. Customer education is especially relevant when a service involves safety. An owner must communicate clearly about what the business does, explain recommendations and help customers understand the work being performed. That responsibility places a premium on professionalism. Each employee’s interaction with a homeowner becomes part of the company’s reputation, making hiring and employee development essential parts of the owner’s job. For Veterans, preparation and follow-through can be useful habits to carry into ownership, but running a company also calls for new knowledge. Employees need instruction, feedback and a clear understanding of service expectations. Customers bring different concerns and levels of familiarity with the work. Leading that environment requires listening

as well as direction. It offers an opportunity to adapt existing strengths while continuing to learn. Peer relationships are another aspect worth exploring during franchise research. Prospective owners can ask how they will connect with experienced operators and what opportunities exist to exchange practical advice. Conversations with current owners can reveal how support works in everyday situations, from staffing an operation to improving scheduling. A network becomes more useful when people are willing to share both lessons and questions. Personal goals should remain part of that evaluation. A desire for more time with family can inform decisions about staffing, operating hours and responsibilities the owner intends to retain. Those choices require planning. Asking current franchisees about their workloads can help a candidate develop realistic expectations before making a commitment. The daily

PERSONAL GOALS SHOULD REMAIN PART OF THAT EVALUATION. A DESIRE FOR MORE TIME WITH FAMILY CAN INFORM DECISIONS ABOUT STAFFING, OPERATING HOURS AND RESPONSIBILITIES THE OWNER INTENDS TO RETAIN. THOSE CHOICES REQUIRE PLANNING.

demands of ownership deserve as much attention as the appeal of independence. Patrick’s profile also opens a conversation about how entrepreneurs define progress. An owner may value employee development, customer relationships or more control over the working week. Identifying those priorities helps make business research more purposeful. It gives the candidate something concrete to assess when comparing opportunities. Her story encourages aspiring owners to look carefully at specialized services and the people behind them. A local business can address a practical need while giving its owner room to develop as a leader. The challenge is to understand the work, the support available and the responsibilities involved before deciding whether that opportunity fits. ABOUT THE AUTHOR Gayle Patrick is a U.S. Army Veteran and Dryer Vent Wizard® franchise owner in Virginia, who launched her business in 2019 after a career in the corporate world. She is passionate about improving community safety, creating career opportunities for her team and mentoring aspiring franchise owners.

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Welcome to our STEM Guys Tire Supplies Franchise, where we specialize in delivering top-quality tire supplies directly to tire shops. Our extensive product range includes premium wheel weights, durable valve stems, reliable patches, and essential tools, all designed to meet the highest industry standards. We pride ourselves on offering unparalleled service, ensuring that our franchisees can provide the best support and products to their customers. Join us in revolutionizing the tire supplies industry with exceptional quality and unmatched service.

WHY FRANCHISE WITH US? Proven Franchise Model Flexible Ownership B2B Focus Low Overhead, High Margins Comprehensive Support

FRANCHISED BY

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rich@claytontiresupply.com

www.claytontiresupply.com

510- 301-2436

GLOBAL INFLUENCERS GROUP

D A E H A GE T E M A G OF THE

ding a e L lp e H e W nect n o C s r e c n e Inf lu nds ! a r B t o H h it w

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VETERANS ISSUE

A New Mission: An Air Force Veteran Builds a Family Business with 76 FENCE

or retired U.S. Air Force Lieutenant Colonel John Campbell, leadership has always been about more than accomplishing a mission. It means earning trust, taking responsibility and giving others the tools they need to succeed. After 20 years of military service, those principles are guiding his next chapter as a business owner with 76 FENCE. In 2026, Campbell and his wife, Kristen, launched their residential and commercial fencing business serving Bradenton and Sarasota, Florida. John also serves as the brand's Greater Tampa regional developer, supporting franchise growth throughout the region. For the Campbells, the transition represents more than a career change. It's an opportunity to build a family enterprise, establish deeper community roots and apply

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lessons from military service to a new mission. Campbell entered the Air Force in 2002 after graduating from the University of Arizona's ROTC program. He spent more than 14 years as an electronic warfare officer aboard the RC-135 Rivet Joint, a military reconnaissance aircraft supporting intelligencegathering missions around the world. Over his career, Campbell logged more than 2,600 flight hours, including over 1,500 combat hours. His leadership assignments included director of operations for the 343rd Reconnaissance Squadron and command of an expeditionary reconnaissance squadron. In these roles, he led approximately 300 airmen across flight operations, aircraft maintenance, security and other specialties. The experience shaped his understanding of what effective leadership requires. "Leadership is about more than giving direction," Campbell said. "It's about setting the example, earning people's trust, taking responsibility for the outcome, and making sure your team has what it needs to succeed." After retiring in 2022, Campbell continued working in project management as a government contractor.

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Eventually, he began considering what he wanted the next 20 years to look like, including the possibility of building something alongside his family. John and Kristen saw franchising as an opportunity to pursue business ownership with the support of an established brand. They were drawn to 76 FENCE's leadership, business model and regional development opportunity, which offered the chance to establish their own local operation while contributing to the brand's broader growth. Many of the skills Campbell developed in the military translated naturally to entrepreneurship, including planning, managing priorities and leading teams. However, moving from a structured military environment into business ownership also presented new challenges, requiring him to balance sales, scheduling, customer relationships, operations and financial performance. Through those adjustments, one principle has remained constant. "One of the most important lessons I carried forward from my Air Force career is that the mission is not complete until the job is done right," Campbell said. In the fencing business, that philosophy extends beyond the finished installation. Campbell emphasizes clear

communication, attention to detail and proactive problemsolving, recognizing that customers are trusting his team with their properties and expecting them to deliver on their commitments. "If something unexpected comes up, I believe in addressing it directly and finding a solution rather than making excuses," he said. The franchise model has provided valuable support as the Campbells navigate a new industry. Established systems, operational resources and access to experienced professionals have helped them build a foundation for long-term growth.

While John oversees operations and project execution, Kristen brings her own professional experience to the business. A pharmacist with a PharmD and a business degree, she supports marketing, administration, sponsorships, community relationships and team development. Together, they are building an enterprise that reflects their shared values and sets an example for their three children. After relocating from Colorado, the family established roots in Florida, drawn by its warmer climate, proximity to relatives and their children's school. Becoming local business owners has given them another way to invest in the place they now call home. Beyond their own Bradenton and Sarasota operation, John's regional developer role allows him to mentor fellow franchise owners, including those in Tampa and Pinellas County, as they establish their businesses.

"My goal is to help other owners avoid unnecessary mistakes, gain confidence, and establish the right habits early," Campbell said. His commitment to service also extends into the community. Campbell is involved with SRQ Vets, an organization that connects local veterans and their families with practical assistance, including transportation, home and vehicle repairs, and mobilityrelated needs. The Campbells also hope to develop meaningful partnerships supporting youth sports, their local school and church, reflecting their belief that business ownership brings opportunities to make a positive impact beyond the services they provide. For John Campbell, military retirement did not mark the end of service. Through 76 FENCE, he has found a different way to lead, mentor and contribute while building something lasting with his family. The mission has changed, but the principles behind it remain firmly in place. For franchise information, please email 76fenceinfo@ rhino7.com. MORE ABOUT LIEUTENANT COLONEL JOHN M. “VADER” CAMPBELL Retired U.S. Air Force Lieutenant Colonel John M. “Vader” Campbellbrings 20 years of distinguished military service to his role as Regional Developer for 76 FENCE in Greater Tampa, Florida. A decorated aviation and operations leader with more than 2,600 flight hours, including 1,531 combat hours, Campbell also owns and operates two 76 FENCE territories serving Bradenton and Sarasota alongside his wife, Kristen.

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FRANCHISED BY

Paramount is an end-to-end solution from inception through completion. The Paramount Team will provide the convenience of a single point of contact from furniture design, specification and procurement through installation and coordinated commercial moves.

WHY FRANCHISE WITH US? ONE SOURCE

UNPARALLELED KNOWLEDGE

SUPPORT

COMMITMENT

OUR SERVICES Furniture & Design Installation & Warehousing Architectural Interiors Facility Services

info@paramountfms.com

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www.paramountfms.com

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908-393-9990

VETERANS ISSUE

A Lifetime of Service: How UNITS Moving and Portable Storage is Supporting Veterans Outside and Inside its Franchise System by Lydia Weinman, Corporate Director of Marketing, UNITS Moving and Portable Storage

or more than a decade, UNITS Moving and Portable Storage has made it a top priority to ensure that veterans’ hard work and sacrifice does not go unnoticed. From donations made out to the Wounded Warrior Project to supporting veteran franchisees within its system, UNITS has proven that it stands behind those who have served in the armed forces. Since the beginning, UNITS CEO Michael McAlhany, has gone the extra mile to show his support and gratitude for

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veterans and the brand continues to reflect that. At the 2025 UNITS Leadership Conference, McAlhany presented the Wounded Warrior Project with a $5,000 donation, but this is just one of many initiatives UNITS has implemented to make veterans feel seen and appreciated. “We're incredibly proud to have so many veterans within the UNITS Moving & Portable Storage family,” said McAlhany. “Their leadership, dedication, and commitment to service brings tremendous value to our network, so we are incredibly passionate about recognizing and honoring them.” In addition to supporting the Wounded Warrior Project, UNITS has established itself as a major supporter of the U.S. Marine Corps Toys for Tots program since 2019. During the 2025 holiday season, UNITS franchise locations donated more than 100 portable storage containers to local Marine Toys for Tots Campaigns – providing

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an efficient way for volunteers to collect, sort, and distribute toys to the children and families in their communities. UNITS’ commitment to supporting veterans goes beyond donations and community initiatives, though. Throughout its franchise system, UNITS has an extensive network of veteran franchisees who have served in a multitude of branches, and bring the same discipline, accountability and adaptability to the system that they learned while in uniform. One of those franchisees is Mike Simek. Simek, owner of UNITS Moving and Portable Storage of Indianapolis, understands firsthand how impactful support for veteran business owners is. He began his journey in the Marine Corps in college, spending five years on active duty as an infantry officer, and eventually finding himself in the Marine Corps Reserve where he served for 20 years. He spent time in several parts of the world, including Afghanistan for a combat deployment, as well as and Mozambique and Puerto Rico for humanitarian deployments.

The Marine Corps instilled a constant drive for excellence in Simek, one that he knew was ready to be put to use elsewhere. The experiences, values, and relationships he gained while serving gave him the confidence to take a risk and build a business of his own. After years spent working hard for others, he was finally ready to work hard for himself, his family and his community. “As I contemplated starting my own business, I didn't want to look back in 10 years and say, ‘I almost started a business,’” said Simek. “I decided to bet on myself, and that decision ultimately led me to UNITS.” To Simek, UNITS has been a natural fit because of the similarities between being a military leader and owning a business. Just as military leaders are trained to operate independently and take responsibility for the performance of their teams, business owners must

remain accountable for the performance of their business, experience of their customers and the well-being of their employees. Attention to detail and discipline are two of the most important qualities Simek brought with him from the Marine Corps. Maintaining equipment, keeping accurate records, delivering a container on time, and taking care of customers during a stressful move are all acts that Simek says are nonnegotiable when running his own business. “That level of responsibility can be challenging, but it’s also incredibly rewarding,” said Simek. “One of the greatest joys of being a small business owner is seeing the contributions we make to the greater Indianapolis community.” Aside from its general operational services, UNITS of Indianapolis partners with a number of local charities

and nonprofit organizations – including veteran-centered ones such as Toys for Tots and Helping Veterans and Families (HVAF), a nonprofit helping homeless and at-risk veterans return to self-sufficiency. These initiatives are important to Simek; not only because of his deep connection to the military, but because of his ability to make an impact outside of his local Indianapolis market. Veteran advocacy is also important to Simek. Recently, he participated in a roundtable with other veteran business owners, along with U.S. Senator Todd Young of Indiana, to discuss ways that the federal government can better support veterans and small business owners. “For me, supporting veterans is simply a continuation of the relationships and commitment to service that have been part of my life for decades,” said Simek. “Whether it’s backing members of our network or involvement with nonprofits and community events, we’re always grateful for opportunities to give back to those who have served our country.”

ABOUT THE AUTHOR Lydia Weinman is the Corporate Director of Marketing for UNITS Moving and Portable Storage.

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VETERANS ISSUE

A New Mission, A Lasting Legacy: How Navy Veteran Brian Week Continues to Serve Through Franchising From military service to franchise ownership, one veteran continues to put leadership, adaptability and a commitment to others into action.

n the military, success often depends on the ability to adapt, lead through uncertainty and put the needs of others before your own. For retired U.S. Navy Commander Brian Week, those principles didn't end with his military career. They became the foundation for how he approaches business ownership. Today, Brian owns two Next Day Access franchise territories serving North

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Houston and Katy, Texas, providing accessibility solutions that help seniors, veterans and individuals with mobility challenges navigate their homes and communities more safely. Whether he's overseeing an installation, mentoring an employee or connecting with a customer, Week draws on the leadership skills and service-oriented mindset he developed during 24 years in the Navy. "Military experience has been a huge part of our business success thus far," Week said. His military career included eight years of active duty aboard the USS Dallas and USS Albuquerque submarines, followed by 12 years in the Navy Reserve. Along the way, he learned that effective leadership requires more than giving direction. It means understanding the people around you, adapting to changing circumstances and being willing to take on any responsibility necessary to accomplish the mission. Those lessons have become particularly valuable in the day-to-day realities of franchise ownership.

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At Next Day Access, Brian's responsibilities extend far beyond managing operations. On any given day, he may be involved in installations, service work, marketing, sales or reviewing financial reports. His military experience prepared him to navigate those competing priorities while keeping his team focused on delivering exceptional service. That commitment to excellence has helped shape the business since its opening in June 2021. Rather than pursuing rapid growth, Week prioritized building expertise, earning customer trust and establishing a reputation for quality. His approach contributed to his recognition as Next Day Access' Rookie of the Year in 2022. But for Brian, success is about more than business performance. His connection to Next Day Access is deeply personal. After his sister-in-law was left quadriplegic following

business's reach throughout the Houston community. Looking ahead, Brian hopes to pass the business to his sons, extending his commitment to leadership and service to the next generation. His oldest son, Ross, already works as a lead technician, while his youngest, Dirk, helps with digital and social media marketing while pursuing his business management degree. For Brian, Next Day Access is more than an entrepreneurial venture. It's a continuation of the values that shaped his military career and an opportunity to create a lasting impact through the work he does today. While his uniform has changed, his commitment to serving others remains at the heart of his mission. MORE ABOUT BRIAN WEEK

"MILITARY EXPERIENCE HAS BEEN A HUGE PART OF OUR BUSINESS SUCCESS THUS FAR." — BRIAN WEEK, RETIRED U.S. NAVY COMMANDER & NEXT DAY ACCESS FRANCHISE a serious car accident in 2020, Brian and his wife, Kelly, experienced firsthand the difficulties families face when trying to make a home accessible for a loved one. That experience ultimately influenced their decision to invest in a franchise dedicated to improving accessibility and independence. Today, the couple's business helps other families navigate similar challenges, turning their personal experience into an opportunity to make a

Brian Week is the owner of Next Day Access North Houston and a Certified Aging In Place Specialist (CAPS). He holds a degree in mathematics and has served on both active and reserve duty aboard nuclear submarines until his retirement in 2014.

meaningful difference. Week's military background also creates a unique connection with the veterans his business serves. Shared experiences often open the door to conversations and relationships built on mutual understanding, reinforcing the sense of camaraderie that continues beyond active duty. Through partnerships with charitable organizations, churches, school districts and the Department of Veterans Affairs, Week has expanded his WWW.FRANCHISEJOURNAL.COM | NOVEMBER 2026

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Insurance companies are now hyper-focused on contents restoration. It’s more affordable for them to pay to restore vs. pay for replacing.

Contents coverage on a typical homeowner’s policy carries an amount of roughly 75% of their full structure coverage. Ex: A $350,000 structure policy would carry approx. $262,500 in contents coverage.

ARE facts THE IN THE stats

Skilled labor is hard to find nowadays. Damage restoration companies need their skilled labor to focus on the reconstruction of the property.

Personal property (aka contents) in a fire or water loss is the second largest expense in an insurance claim.

Restorable

THE

1,100% increase in mold-related insurance claims over the past decade. 5 million Americans experience a water damage emergency yearly. 365,000 households report a fire loss yearly.

Res

tora

Restorable

ble

Source: The Insurance Information Institute

why

Insurance Paid! No negotiating or bidding with homeowners

CRS FRANCHISE? NANCY@CRSPACKOUT.COM

Average job ticket is $20K-$40K

Semi-Absentee Model

Simple Staffing! If you can clean your home, you can clean contents!

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Referral Driven Sales

412.694.9952

VETERANS ISSUE

From Air Force Veteran to Entrepreneur: Building Community Through Dogs

ich Williams brings over 30 years of leadership experience, including a career in the U.S. Air Force and his current role as an FAA Aviation Safety Inspector. Outside of work, he has spent years mentoring youth as a competitive track and field coach. Service has always been part of Rich’s family story. His father and both grandfathers served our country. His maternal grandfather made the ultimate sacrifice and lost his life while being held captive as a prisoner of war during the Korean War. Although Rich never had the opportunity to know him, his sacrifice, along with the example set by his father and grandfathers, influenced his decision to serve in the United States Air Force. Today, Rich is proud to see that tradition continue through

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his youngest son, who serves in the United States Navy. To him, four generations of military service represent a shared commitment to duty, sacrifice, loyalty, and something greater than themselves. Those values have guided his military career, his work in aviation safety, and now his decision to become a business owner. Another kind of loyalty has been a constant throughout Rich’s life: the unconditional loyalty of dogs. He grew up with dogs, and they have always been an important part of his family. Today, all six of his children have pets of their own. That love and appreciation for animals has become another family tradition, connecting generations through companionship, responsibility, and affection. One experience strengthened Rich’s appreciation for the bond between people and their dogs. When his last dog was

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attacked by three coyotes, Rich intervened to save his life. He already considered his dog incredibly loyal, but something changed after that experience. Rich never imagined his dog could become even more devoted to him than he already was. The experience reinforced something Rich had believed for years: the relationship between people and their dogs is built on trust, loyalty, and companionship that can be difficult to put into words. As a retired Air Force veteran living with service-connected disabilities, Rich understands how meaningful that relationship can be, especially

for veterans dealing with the lasting effects of military service. For some, those challenges include injuries, chronic pain, mobility limitations, or disabilities that make everyday activities difficult. For others, they include post-traumatic stress, anxiety, depression, and the emotional challenges that can accompany the transition from military to civilian life. Rich recognizes the role dogs can play in helping veterans navigate those challenges. A trained service dog can help a veteran regain independence by performing essential tasks. A companion dog can offer comfort, encourage physical activity, establish daily routines, and help ease feelings of isolation. Sometimes, having a loyal companion waiting at home can provide a sense of purpose and connection. Dogs offer companionship without judgment. They do not care about military rank, physical limitations, or the experiences someone carries from the past. For a veteran who has spent years serving others, that companionship can be a reminder that they, too, deserve care, loyalty, and support. This understanding is part of what makes opening Puptqe meaningful for Rich and his wife, Alicia. Their plans for a dog experience retail store in The Woodlands, TX are

rooted in their belief in the relationship between people and their pets. They envision Puptqe as a welcoming place where people and their dogs feel connected and community relationships matter. They also hope to create opportunities to support veterans, military families, and organizations that improve the lives of people with disabilities. As a father of six and grandfather of nine, Rich thinks about what he will leave for future generations. His family taught him the meaning of service. His military career taught him leadership, resilience, and accountability. His experiences with dogs taught him how deeply loyalty and companionship can affect someone’s life. Business ownership gives him an opportunity to bring those lessons together. His responsibilities have changed since his years in uniform, but the values that inspired him to serve remain the same. Through Puptqe, Rich and Alicia hope to continue that spirit of service by supporting their community, celebrating

the bond between people and their dogs, and building something their family can be proud of for years to come. For Rich, Puptqe is a new chapter in a lifelong commitment to service, family, and loyalty. MORE ABOUT RICH WILLIAMS Rich Williams brings over 30 years of leadership experience as a retired U.S. Air Force veteran and current FAA Aviation Safety Inspector, shaped by his family’s four-generation military legacy and a deep commitment to service. A lifelong dog lover, father of six, and grandfather of nine, he and his wife, Alicia, are bringing Puptqe to The Woodlands to celebrate the bond between dogs and their people while building a welcoming community for families and veterans.

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MAKE YOUR FUTURE

BRIGHTER OUTDOOR LIGHTING PERSPECTIVES with

As North America’s largest full-service outdoor lighting company, Outdoor Lighting Perspectives helps our valued clients enhance the beauty, safety, and security of their homes with the power of low-voltage lighting. The Outdoor Lighting Perspectives business model boasts a quick rampup, strong gross profit margins, and a recurring revenue stream making it an attractive franchise opportunity for franchise operators, investors, and entrepreneurs. For those looking for a business endeavor designed to achieve your personal career, lifestyle, and income objectives, consider building a bright future as an Outdoor Lighting Perspectives franchise owner.

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VETERANS ISSUE

Jim and Tina Cook Build a Business That Keeps Family Close

im Cook served 14.5 years across the Navy and Army. Later, demanding corporate work and frequent travel left him missing family time. He and his wife, Tina, began looking for a different future. In 2018, they opened The Grounds Guys of Pflugerville and Cedar Park, Texas. The decision followed extensive franchise research and reflected their interest in a company whose values matched their own. For Tina, Neighborly’s commitment to integrity, service and community helped make the choice clear. For Jim, ownership offered an opportunity to be more present at home. The early days brought challenges, but the couple found satisfaction in building the business together. They focused on caring for employees and holding themselves to high standards for customer service. “We wanted to be the kind of bosses we never had,” Tina says. Established systems helped them put those expectations into practice. Their work earned Top Gun recognition within the franchise system, an achievement Tina saw as validation of their approach. The Cooks’ story adds a family perspective to Veteran entrepreneurship: choosing 196

a business can also mean choosing how to spend time and lead others. The Cooks’ ownership decision raises a question that can get lost in discussions about entrepreneurship: What does the owner want daily life to look like? An opportunity may be attractive on paper,

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but its demands still need to fit the people who will operate it. For a couple considering ownership together, that evaluation includes professional responsibilities and the family routines they hope to protect. Shared values can provide a useful basis for the decision.

Candidates can look beyond a company’s stated principles and ask how those principles appear in training, support and relationships with owners. Speaking with people inside the system can reveal whether the culture matches expectations. The point is to understand how the organization behaves when a question or challenge arises. Working together also requires defining individual responsibilities. Couples may bring different strengths to a business, and a clear division of work can help them use those strengths effectively. Before making a commitment, they can discuss who will manage each function, how disagreements will be resolved and when business conversations should end for the day. A shared project still requires boundaries and communication. An employee-focused culture needs similar clarity. Caring about people is an intention; hiring thoughtfully, providing training and setting clear expectations put it into practice. Service standards must also be understandable and consistent. A team needs to know what quality means in its daily work and how to respond when a customer’s expectations are not met. For Veterans, entrepreneurship can provide a setting in which to consider

FOR VETERANS, ENTREPRENEURSHIP CAN PROVIDE A SETTING IN WHICH TO CONSIDER THE LEADER THEY WANT TO BECOME. the leader they want to become. Prior service is part of that background, while a civilian business brings its own relationships and responsibilities. Learning about the operating model, asking detailed questions and listening to experienced owners can help candidates identify where their strengths fit and where further development is needed. These conversations can be especially valuable when spouses are evaluating an opportunity together. Each person may have a different reason for pursuing ownership. Making those reasons explicit helps establish shared expectations before the work begins. It also creates a reference point for later decisions about staffing, workload and growth.

The Cooks’ encourage readers to define what they hope a business will make possible before selecting a brand. That purpose can guide research and choices about customer service and the workplace they intend to create. For a Veteran and spouse exploring entrepreneurship together, the conversation begins with a shared picture of the future and a practical examination of the work required to pursue it. Both deserve attention during the ownership decision.

MORE ABOUT JIM COOK Jim Cook is a U.S. Army and Navy Veteran who owns The Grounds Guys® of Pflugerville and Cedar Park, Texas, with his wife, Tina. After transitioning from military service, he found franchise ownership offered an opportunity to build a business while spending more time with his family.

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VETERANS ISSUE

From Serving His Country to Building His Business: Air Force Veteran Aaron Lay's Entrepreneurial Journey How military experience, an entrepreneurial mindset, and franchise support helped one veteran build a growing siding business in Texas.

or U.S. Air Force veteran Aaron Lay, the transition from military service to business ownership wasn't a straight path. But the leadership, discipline, and teamwork he developed

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during his years in uniform became the foundation of his entrepreneurial journey. Today, Aaron owns an Ideal Siding franchise in San Marcos, Texas, where he has taken on increasingly ambitious projects, including an approximately

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$800,000 siding replacement project for an 18-unit apartment complex. His journey demonstrates how military skills can translate into entrepreneurship when combined with the right resources and support.

FROM THE AIR FORCE TO ENTREPRENEURSHIP Aaron joined the U.S. Air Force in 2003, spending over five years stationed in Germany and California. Working in logistics, he coordinated aircraft operations, ensuring planes were loaded, unloaded, and operating efficiently. The role required careful planning, communication, and coordination, skills he continues to rely on as a business owner. "As a franchise owner, I see my role the same way: building the plan, assembling the right team, and making sure everything runs as smoothly and efficiently as possible," Aaron explained. After active duty, Aaron served more than fourteen years in the Air Force Reserve in San Antonio, Texas, while attending Texas State University, graduating in 2013. During college, he entered the corporate world through Booz Allen Hamilton, a Fortune 500 government contracting company. Alongside his corporate career, Aaron explored entrepreneurship by acquiring rental properties and eventually developing new single-family homes for rental or sale. "I've always had an entrepreneurial mindset. Even while serving, I found myself thinking about investments, business ideas, and ways to create something of my own," Aaron shared.

FINDING THE RIGHT OPPORTUNITY WITH IDEAL SIDING Although Aaron had experience in real estate and construction, he initially hadn't seriously considered franchising. As he explored opportunities, however, he recognized the advantages of combining independent ownership with an established business model. Ideal Siding stood out for its manageable initial investment, focused business model, straightforward operations, and support network. In July 2024, Aaron opened his Ideal Siding franchise in San Marcos, Texas, beginning a new chapter as a business owner. MILITARY LESSONS THAT TRANSLATE INTO BUSINESS SUCCESS For Aaron, teamwork is one of the strongest connections between military service and entrepreneurship. Just as successful aircraft operations depend on coordination, running a siding business requires reliable crews, clear expectations, and effective communication. Building that team took time. Finding dependable crews and establishing strong working relationships were early challenges, but overcoming

them became essential to the business's growth. His military background also shaped his approach to setbacks. "If something goes wrong, you analyze it, learn from it, and make sure you don't repeat it," Aaron explained. That resilience has proven valuable in navigating the unpredictable challenges of entrepreneurship. REACHING NEW HEIGHTS WITH COMMERCIAL PROJECTS One of Aaron's most significant milestones has been securing an approximately $800,000 siding replacement project for an 18-unit apartment complex in Texas. The project represents an important step beyond traditional residential siding work and highlights the opportunities available through Ideal Siding's Commercial Support Program. Designed to help franchise owners pursue larger projects, the program provides assistance with commercial lead development, estimating,

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"HAVING SUPPORT WITH ESTIMATING, PROPOSALS AND CONTRACT DETAILS HAS MADE A REAL DIFFERENCE AND ALLOWS US TO STAY FOCUSED ON EXECUTION." — AARON LAY, U.S. AIR FORCE VETERAN, IDEAL SIDING FRANCHISEE

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proposals, construction documentation, contracts, and project planning. "A project of this scale comes with a lot of moving parts," Aaron shared. "Having support with estimating, proposals and contract details has made a real difference and allows us to stay focused on execution." For Aaron, combining local ownership with centralized support has helped him pursue larger opportunities with greater confidence. A MESSAGE TO FELLOW VETERANS Reflecting on his journey, Aaron encourages aspiring veteran entrepreneurs to seek mentorship, connect with experienced business owners, and learn from those who have navigated similar challenges. His experience has reinforced

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that success rarely comes without setbacks. What matters is the willingness to learn, adapt, and keep moving forward. From coordinating aircraft operations to leading major siding projects in Texas, Aaron's journey demonstrates the lasting value of military experience. While the mission may change after military service, the principles of leadership, teamwork, resilience, and continuous improvement remain powerful tools for building a successful business. ABOUT IDEAL SIDING Ideal Siding is a North American siding renovation franchise offering entrepreneurs a business ownership opportunity supported by established systems, training, marketing resources, and operational guidance. Learn more at www.idealsiding.com/franchise.

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VETERANS ISSUE

From Navy Warships to Home Inspections: Richard Hull Brings 22 Years of Military Leadership to Pillar To Post Home Inspectors by Rhonda Sanderson, CEO, Sanderson & Associates

efore Richard Hull ever inspected a house, he learned what it means to be responsible for systems that cannot afford to fail. During 22 years in the U.S. Navy, he served as a Fire Controlman, overseeing the maintenance and operation of shipboard weapons systems while training the sailors entrusted with them. Hull helped decommission the USS Mississippi, his first ship, and later served on the pre-commissioning crew of the USS Mesa Verde, helping prepare the vessel for service. “Getting to see a ship go from the end of her story to the very beginning of another is something I'll never forget,” he said. Now 53, the retired Chief Petty Officer is building something of his own in Southern Indiana. He founded The Hull Team of Pillar To Post ®Home Inspectors on July 5, 2022, trading Navy ships and factory floors for crawl spaces, roofs and conversations with people about making one of the largest purchases of their lives. His standards haven't changed. “In the Navy you learn to be

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U.S. NAVY VETERAN RICHARD HULL IS THRIVING WITH PILLAR TO POST HOME INSPECTORS-THE HULL TEAM extremely thorough and to know exactly what's being inspected and why, because it can be a matter of life or death,” he said. “That same attention to detail carries into every home we look at, but this time it's to make sure our customers are 100% informed on one of the biggest decisions of their lives. Every report we put together reflects that standard.” As a division leader, he trained, supervised and

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supported sailors daily. He learned that preparedness depends as much on people knowing their jobs and trusting one another as it does on checklists and technical expertise. After retiring from the service, Hull spent another decade as a manager in Hershey and Kellogg factories. The factories reinforced his operational discipline. “Both taught me to lead a team, pay attention to detail,

and stay organized under pressure, which is exactly what a good inspection requires,” he said. When he opened his business, Hull wanted more than a second career. He wanted to create a place where his family could work together and employees could grow. His son, Mason, is a home inspector; his daughter, Morgan, oversees marketing. Based in the Bloomington area, the team serves communities across southwestern Indiana. Hull welcomes new hires as he welcomed sailors aboard ship. New team members aren't expected to figure everything out alone; they're trained, supported and encouraged to ask questions. “We show each other the ropes, we help each other grow, and we look out for one another,” he said. That philosophy has helped the company expand. The Hull Team recently brought another established Southern Indiana inspection business into its operation, retaining its owner as part of the crew. Hull says the growing company now has four inspectors and six

employees. He is quick to credit team members Brandon, Candi and Mike alongside his children. His military background is especially relevant in a business where what an inspector notices—and how clearly that information is communicated—can influence an expensive decision. In addition to standard home inspections, The Hull Team offers radon testing, mold and air-quality sampling, sewer lateral line inspections, waterquality testing, well-equipment testing and wood-destroying insect inspections. Hull says the team holds state licenses for radon and wood-destroying insect inspections. In the tight housing market when the business opened, some buyers skipped inspections. Today, he sees more customers attending in person, asking questions and expecting photographs and detailed reports to inform negotiations. New Pillar To Post tools help real estate agents organize reports, 360-degree images, floor plans and repair requests. But Hull doesn't want technology to replace conversation. He believes the inspector's responsibility is not simply to identify potential problems, but to explain them without leaving the buyer

confused or overwhelmed. “We're in the people business. We just happen to specialize in home inspections,” he said. That “people first” outlook may be the strongest connection between Hull's two careers. On a ship, he took pride in seeing sailors develop into a dependable crew. In Indiana, he gets that same satisfaction watching his family and employees strengthen their skills and help neighbors understand their homes. “What makes me proudest is watching our team work together in every part of the business and keep honing our skills so we can be of better service to our clients,” he said. And his advice to anyone preparing to purchase a home is straightforward: “My best advice for buyers is to show up to the inspection, ask questions, and learn as much as you can about the home. You'll walk away more confident in your decision, and that's what we're here for.” ABOUT PILLAR TO POST® HOME INSPECTORS Founded in 1994, Pillar To Post Home Inspectors is the largest home inspection company in North America with home offices in Toronto and Tampa. There are over 350 franchises located across the United States and Canada and 85,000 5-Star Google Reviews on record to date. For further information, please visit www. pillartopost.com.

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VETERANS ISSUE

Two Clinics, One Shared Mission: The Military Family Fueling The Joint Chiropractic's Northeast Expansion With more than 17 years of military service, Yosef Perfido brings a people-first leadership philosophy to franchise ownership alongside his wife and business partner, Sarah.

.S. Navy Commander Yosef Perfido has spent more than 17 years proving that exceptional leadership isn't about rank or authority, but about the people you lead. As a graduate of The Citadel and U.S. Naval War College and active-duty member of the U.S. Navy, Yosef has navigated high-pressure environments, led teams through complex challenges and discovered that empathy and trust are among a leader's

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greatest strengths. Now, as a multi-unit franchise owner with The Joint Chiropractic, Perfido is channeling those lessons into entrepreneurship, bringing a people-first approach to business ownership. Alongside his wife and business partner, Sarah, Yosef owns two The Joint Chiropractic clinics, where Sarah serves as the CEO and driving force of the day-to-day operations, and he supports her as a seasoned entrepreneur. The couple opened their first clinic in 2025 in Groton, CT, and this past summer, the Perfidos opened a second location in Warwick, RI, an accomplishment for the couple, as well as a major growth milestone for The Joint as the first clinic to open in the state. The couple also serves as The Joint Chiropractic’s area developers for Eastern Connecticut and Rhode Island, supporting the brand’s continued expansion throughout the region. "Opening Rhode Island's first clinic for The Joint Chiropractic and representing the brand's

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entry into its 44th state is an incredible honor. It's also a testament to my wife's strength as a military spouse that I get to plan my transition toward retirement from service as she shines in the most deserving way in leading our businesses,” says Yosef. “The Joint's mission to improve quality of life through routine chiropractic care is very special to us, and we're excited to expand access to a trusted, affordable healthcare solution for residents throughout Rhode Island." Together, the Perfidos have built a business that draws on their individual strengths and shared commitment to creating opportunities for the communities they serve. Within its first year, the Perfidos’ Groton clinic earned first-place recognition in three categories in The Day’s 2026 Best of the Best Readers’ Choice Awards: Best Chiropractic Practice, Best Alternative Medicine Practice, and Best Chiropractor. The recognition reflects the dedication of their clinical and front desk

teams and the support of the local community. Behind the Perfidos' growing franchise portfolio is a partnership built on trust, shared ambition and a willingness to step up when it matters most. While Yosef is currently fulfilling his military commitments overseas, Sarah continues to lead their clinics, balancing the demands of business ownership with the unique challenges of military family life. For Yosef, franchise ownership with The Joint Chiropractic offers a meaningful next chapter, combining his entrepreneurial ambitions with a mission that aligns with his family's values. Yosef and Sarah have always prioritized health and wellness. With Sarah’s professional background in fitness leadership and corporate wellness, and the couple having first become members of The Joint 12 years ago, franchise ownership felt like a natural next step. “As a military member, one of the problems I had was that I could never keep an appointment. I always had to cancel. Another reason was that many chiropractic services don’t accept TRICARE, the military’s health care program, and there were just so many barriers in the way of me seeking care,” says Yosef. “So when I saw this model and the convenience and accessibility of it, it was a no-brainer that this model aligned with our values in regards to the service.” Through

their growing portfolio of clinics, the Perfidos are building a lasting business while making accessible chiropractic care available to more communities. As Yosef plans his eventual retirement from the Navy, the businesses he and Sarah are building represent an important next chapter. “I think military members probably make the best entrepreneurs, especially for franchises, because they know how to follow a check sheet, they know procedures and orders, they know how to ask for help, and they meet timelines and wickets like no other person,” says Yosef. “It's a rare breed, and I truly think that any

franchise could really benefit from servicemen and veterans’ experience in the military.” From commanding teams at sea to helping build a family-owned franchise business, Yosef's leadership philosophy remains consistent: Lead with empathy, empower those around you, and recognize that the strongest achievements are built together. MORE ABOUT YOSEF PERFIDO Yosef Perfido, a graduate of The Citadel and the U.S. Naval War College, is an active-duty U.S. Navy Commander currently deployed overseas. Alongside his wife, Sarah, Perfido owns two The Joint Chiropractic clinics and serves as the brand’s area developer for Eastern Connecticut and Rhode Island.

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How Cool is Your Next Vu? CoolVu is the manifestation of 30 years of unparalleled success in the residential and commercial architectural window film, surface enhancement, and graphics business.

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VETERANS ISSUE

Army National Guard Veteran Justin Eimers Leads With Employees in Mind

or Justin Eimers, the purpose of business ownership starts with his employees. “My sole job is to create worth for my employees,” says the Army National Guard Veteran and Glass Doctor franchise owner in Sioux Falls, South Dakota. Eimers knew little about franchising when Glass Doctor contacted him in 2008. He opened his franchise that year and built a business that grew beyond his original expectations. In his published owner profile, Eimers describes a team of 18 to 20 professionals whose work allows him to concentrate on leadership and long-term growth. He credits the Neighborly network’s training, operational support and marketing resources with helping him develop as a business leader. That development has also changed his relationship with work. Once accustomed to working nonstop, he describes a more balanced life supported by the team around him. His accomplishments include four Franchise Owner of the Year awards, as reported in his owner profile. Yet his emphasis remains on creating value for the people who help run the business. For Veterans exploring

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entrepreneurship, Eimers offers an example of ownership centered on employee development and shared responsibility. Employee-centered leadership gives an ownership story a useful measure of

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progress. Business growth matters, but so does whether people understand their roles, have opportunities to develop and feel that their work contributes to something worthwhile. Eimers’ statement about creating worth for

employees raises a practical question for prospective owners: What would it mean to build a workplace where the team’s development receives sustained attention? The answer begins with everyday decisions. Hiring creates expectations on both sides. Training helps employees do the work consistently. Feedback gives people a way to improve, while clear responsibilities reduce uncertainty about who owns a task. These practices require a leader willing to invest time in people and evaluate whether the organization supports them effectively. Good intentions become more useful when employees can see them reflected in daily operations. Delegation belongs in that conversation. An owner who tries to make every decision can limit a team’s ability to develop. Giving employees responsibility requires clear standards and a willingness to coach. It also means recognizing when the owner needs to change their own habits. Veterans considering entrepreneurship can think about the leadership approaches they want to carry forward and those they may need to adapt for a civilian workplace. Franchise research provides an opportunity to examine how a business system supports those choices. Candidates can ask what training is available for owners and employees, how operational questions are addressed and what opportunities exist to learn from peers. Discussions with current franchisees can clarify

the resources a brand provides and the responsibilities that remain with the local owner. Recognition is meaningful, but understanding the work behind it is equally important. Prospective owners benefit from asking about difficult periods as well as achievements. How did an experienced owner handle a staffing challenge? What changed as the team grew? Which decisions helped employees take greater responsibility? Those questions produce a fuller picture of the commitment required. They can also help candidates develop their own definition of effective leadership. A business gives its owner influence over hiring, communication and workplace expectations. That influence carries a responsibility to consider how decisions affect others. The opportunity to shape an organization is part of what makes entrepreneurship

appealing, and part of what makes preparation necessary. Eimers’ encourages prospective entrepreneurs to consider what they want employees to experience and how they will put that intention into practice. For Veterans evaluating ownership, it is a useful question to carry into conversations with a brand and its franchisees. A clear answer can guide decisions about the kind of company they hope to build. MORE ABOUT JUSTIN EIMERS Justin Eimers is an Army National Guard Veteran and Glass Doctor® franchise owner in Sioux Falls, South Dakota, who began his franchise ownership journey in 2008. A fourtime Franchise Owner of the Year honoree, he focuses on creating opportunities for his employees, building a collaborative team culture and serving his community.

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1. BLUE CHIP BACKING/STRATEGY

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Why NOW is the Best Time to Own a Floor Coverings International Franchise… With over 30 years in business and over 200 franchisees RIGHT NOW we’ve got a maturity level that impacts our franchisees in so many great ways. We have over 300 OPEN territories, however that number does shrink every day. Our training, support, business systems, and technology are WORLD CLASS. Additionally, it’s been such an exciting time as we’ve been able to begin to form marketing co-operatives that allow us to become the most well known flooring company in North America. Lastly, the orientation of the real estate industry tremendously benefits our ability to grow in the near and long term. Click Here to Visit Our Consumer Facing Website: www.FloorCoveringsInternational.com Click Here to Visit Our Franchising Website: www.Flooring-Franchise.com Click Here to Visit Our YouTube Channel: https://www.youtube.com/channel/UCv4pzE2hTI24rewnlOsQVOA

VETERANS ISSUE

Imagine Arts Academy™ Become A Hero to Kids by Emily Manuel, Marketing Specialist parties, and dynamic live shows, you'll have a yearround slate of programming to offer to kids, parents, and organizations hungry for enriching arts activities.

ooking for a missiondriven franchise that can make a real impact? Imagine Arts Academy™ is the perfect opportunity for a natural leader looking for a way to give back to their community while running an agile, year-round business. You'll be joining a dynamic and engaged network of fellow owners, each making an impact in their own local territory through our hands-on art programming. With after school programs, camps, workshops, birthday

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A COMMUNITY OUTREACH MODEL Forget the brick-and-mortar model. You don't need a retail space to run Imagine Arts Academy. This is a true outreach business, which means you can take our lowlift programs directly to the kids – whether at schools, camps, museums, community centers, or anywhere else kids are ready to create and learn. It's a tangible way of connecting and contributing to your local community – you can see the impact you're making on kids' faces each day. HEALING POWER OF ART Pour your energy into a business that is truly rewarding: kids' art enrichment. More than just an art class, Imagine Arts Academy is rooted in Social and Emotional Learning (SEL principles). "It's one of the greatest endeavors anybody could be involved with really,” says Rob Diaz, owner of Imagine Arts Academy of New York City & Westchester. "There's

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a famous quote that peace is not the opposite of war; it's creation." HELPING KIDS BECOMING THEIR OWN HEROES The key components of Imagine Arts's mission are creativity and confidence. As studies show that creating art measurably increases kids' empathy, reduces behavorial issues in school, and even increases self-esteem, our programs are designed to encourage kids become their own heroes. It’s not just about teaching art skills – it's about helping kids become more confident, well-rounded, and empathetic people. MORE THAN 40 YEARS OF EXPERIENCE Imagine Arts Academy™ was created by the Mad Science Group®, trusted for more than forty years for developing hands-on, educational STEM programs for children. With Imagine Arts Academy™, they have built a franchise that elevates art beyond the technical skills. With the global strength of Mad Science® behind you, your franchise will stand out

with libraries, festivals, big community events, and corporate partners.

in the booming children’s education industry. Add in the comprehensive business model, turnkey marketing support, and robust training and you have the ingredients for a rewarding entrepreneurial journey. WHAT FRANCHISE OWNERS LOVE ABOUT US • Backed by the Mad Science® Group with 40+ years, 11 countries, millions of children reached • A business with purpose, creativity, and community impact • Low-overhead and low initial investment • Wide-open territories available across North America • Comprehensive training, support, marketing tools, and franchise community

• Mission-driven programs that schools, parents, corporations, and community organizations trust YEAR-ROUND AREAS OF BUSINESS Our franchisees benefit from year-round and life-long revenue streams, creating stability and growth potential: • After School Programs – High demand from schools and parents • Birthday Parties – A recurring, family-driven market • Camps – Strong seasonal income during school breaks and summer • Workshops – Curriculumaligned programs teachers and recreation organizers love • Special Events – Highvisibility opportunities

THE OWNERS' ESSENTIALS With a franchise like Imagine Arts Academy™, kids and adults of every age love the way we seamlessly mix learning with laughter, building confidence and creativity, up to 365 days a year. If you’re searching for an enrichment franchise that’s rewarding, scalable, and seriously fun, Imagine Arts Academy™ might just be the ideal fit. We’re looking for the next wave of passionate franchisees to join our growing community. Franchise buyers have the chance to join early, secure prime territories, and grow alongside a brand supported by one of the strongest franchisors in the children’s education sector – The Mad Science® Group. Ready to grow a business that booms all year 'round? Visit https://www. imagineartsacademy.com/ franchising Phone 1-833-204-6777 ABOUT THE AUTHOR Emily Manuel is an art lover and marketing specialist with Mad Science Group.

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VETERANS ISSUE

Cody Regan Builds a Business Around Strong Teams and Family

or Army Veteran Cody Regan, business ownership offered a way to put his leadership experience to work while creating more time for his family. His career in IT and engineering had been

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fulfilling, but corporate life did not provide the balance he wanted. He began searching for an opportunity that would let him build a lasting business around his skills and values. In 2018, Regan opened his first f ranchise location

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in Arkansas. He went on to expand into multiple locations and brands, including Aire Serv and Mr. Handyman within the Neighborly network. Established systems, training and brand support helped him manage that growth. His approach centers on dependable service and strong local leaders who can carry those standards into daily operations. “The systems and support behind the Neighborly brands allowed me to scale with confidence while staying focused on people and service,” Regan says. His story offers Veterans considering entrepreneurship an example of how leadership can translate into business ownership. For Regan, the reward includes building capable teams and gaining the flexibility to spend more quality time with his family. For a prospective owner, the distinction between knowing a technical field and knowing how to lead a business deserves attention. A service company depends on setting expectations, hiring thoughtfully and giving employees the tools to meet customers’ needs. Technical expertise matters, but so does creating an environment where people understand their responsibilities and

can ask for help. Regan’s emphasis on local leadership makes that part of his story especially relevant. Expansion also changes an owner’s work. As a business adds locations, the leader cannot personally oversee every customer interaction. Standards must become repeatable, and managers need enough direction to make decisions consistent with the company’s values. The challenge is to preserve accountability while giving others room to lead. Veterans evaluating growth opportunities can ask existing franchise owners how they developed managers and which responsibilities they learned to delegate. Family flexibility deserves the same careful consideration. Ownership brings responsibility for employees and customers,

and a schedule does not become manageable simply because someone becomes the boss. A more useful question is what kind of organization the owner intends to build. Clear roles and thoughtful delegation can make a business less dependent on one person. The goal is a team that delivers consistent service while the owner concentrates on decisions requiring their attention. That is why an ownership decision should begin with personal goals as well as business research. Someone seeking a handson local operation may want a different opportunity from someone hoping to develop multiple locations. Candidates can ask about the owner’s daily role, training expectations and resources available when the business

reaches a new stage. Those answers help distinguish an appealing brand from a business model that fits the candidate’s intentions. For Veterans, this is also an opportunity to examine leadership beyond a job title. Building a company requires translating expectations into daily habits, responding when problems arise and helping other people improve. Those responsibilities offer a setting in which an owner can apply experience while continuing to develop. The work includes deciding which tasks to retain and where others can take responsibility. Veterans considering their own options can define the outcomes they value before beginning their research. The question becomes which opportunity allows them to lead in a way they respect and pursue the life they want to create. A clear purpose can help guide decisions about both the first location and any future expansion. Those priorities can also guide questions about staffing, decision making and the expectations placed on local managers. MORE ABOUT CODY REGAN Cody Regan is a U.S. Army Veteran and multi-location franchise owner of Aire Serv® and Mr. Handyman® businesses who began his franchise ownership journey in Arkansas in 2018. Drawing on his military leadership and background in IT and engineering, he focuses on building strong teams, delivering dependable service and creating lasting growth.

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VETERANS ISSUE

Ask The RESULTS Guy™: Could One Crucial Conversation Transform Your Franchise Results? by Tony Jeary, CEO, The Results Guy

n franchising, some of the greatest opportunities for growth are hidden inside conversations that haven't happened yet. A franchisee is struggling with performance. A franchisor is introducing a new initiative. Field support is experiencing resistance. Two leaders have different expectations. Brand standards are being interpreted differently across locations. Sound familiar? I've worked with leaders and organizations for more than three decades, and I've learned that one of the greatest differentiators between average and exceptional performance is the ability to handle important conversations strategically. In a franchise system, the stakes can be especially high. You're balancing individual ownership, brand consistency, relationships, local profitability, and the success of the entire network. Here's the exciting part: When Crucial Conversations are handled effectively, they can become powerful Force Multipliers for alignment, trust, and growth.

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Q: WHY ARE CRUCIAL CONVERSATIONS ESPECIALLY IMPORTANT IN FRANCHISING? Franchising creates a unique leadership dynamic. Franchisors establish the brand vision, operating standards, and growth strategy. Franchisees invest their capital, lead local teams, serve customers, and execute the business model. Everyone shares an interest in success, and perspectives naturally differ. Consider a franchisee whose customer experience scores are declining. Corporate leadership sees a brand consistency issue.

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The franchisee may see staffing challenges, rising expenses, or insufficient support. Both perspectives contain information that matters. One of the biggest mistakes leaders make is entering these conversations with conclusions already established. I encourage a different approach. Start with Clarity. What's the actual issue? What outcome are we trying to achieve? What matters to both parties? For example, instead of beginning with a discussion about missed performance standards, begin with a shared objective: improving the customer experience, strengthening profitability, and protecting the brand. Then explore what's creating the gap. The conversation becomes an opportunity to identify root causes and develop a practical solution. Q: HOW CAN FRANCHISORS AND FRANCHISEES BUILD TRUST DURING DIFFICULT CONVERSATIONS? Here's something I believe strongly: Trust is built through consistent behavior, genuine

interest, and follow-through. Franchise relationships are long-term relationships. Every interaction contributes to the culture of the network. When franchisees feel heard, supported, and respected, they're more likely to engage in meaningful problem-solving. And when franchisors communicate transparently and consistently, they strengthen confidence throughout the system. One of my favorite techniques is to begin by asking: "Before I share my perspective, what's most important for us to understand about your situation?" Then listen carefully. Ask, "Tell me more." Those three words can reveal valuable information about staffing, operational complexity, customer needs, or barriers to execution. Field support teams can be especially effective when they approach these conversations as strategic partners rather than simply inspectors of compliance. Here's another idea I love. Put the problem on a whiteboard. Let's say a franchise location is struggling with profitability. Write down the key factors together: revenue, labor, customer retention, local marketing, and operational efficiency. Now both sides are studying the same challenge and identifying opportunities together. That's a powerful shift. Instead of operating from opposing positions, you're creating shared ownership of the solution. And when franchisees experience this

kind of partnership, trust can grow throughout the network. Q: HOW DO YOU TURN CRUCIAL CONVERSATIONS INTO BETTER FRANCHISE EXECUTION? This is where the real results happen! A productive conversation is valuable. A productive conversation followed by measurable execution is transformational. I've seen organizations invest tremendous energy in meetings, training, and strategic planning, only to discover that implementation varies significantly from location to location. The key is translating agreements into specific actions that can be duplicated. After an important conversation, establish four essentials: the agreed outcome, clear responsibilities, a completion timeline, and a process for measuring progress. Even better, when that approach works, the system has the opportunity to capture the best practice and duplicate it across additional locations. That's the beauty of franchising! One well-managed conversation can improve one location. One proven solution, successfully duplicated, can influence an entire network. I call that high-leverage Focus. The objective is to identify the actions that create the greatest value, eliminate unnecessary complexity, and accelerate execution. Remember, consistency creates scalability, and accountability creates

momentum. So here's a question every franchise leader should consider. What important conversation could unlock the next level of performance in your system? Perhaps it's addressing an operational Blind Spot, strengthening a franchise relationship, clarifying expectations, or aligning everyone around a growth initiative. Approach that conversation strategically. Get clear on the desired outcome. Focus on shared priorities. Listen to understand. Collaborate on practical solutions. Then create measurable accountability. The strongest franchise systems are built on more than great business models. They're built on strong relationships, aligned leadership, consistent execution, and a commitment to helping everyone win. One crucial conversation could become the catalyst for your next breakthrough. Let's make it happen! ABOUT THE AUTHOR Tony Jeary is a strategist, keynoter, coach to the world’s top CEOs and prolific author of over 100 titles. Tony lives in Flower Mound and works out of his think tank, The RESULTS Center, where he and his team encourage and inspire all those he touches, resulting in their enhanced sales and profitability and raising their companies’ values.

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VETERANS ISSUE

From West Point to Entrepreneurship: A Legacy of Leadership, Integrity & Freedom For West Point Class of 1996 graduate and U.S. Army veteran Gordon Callender, the principles of duty, honor, country, and family have shaped a lifetime of leadership— and continue to guide his next chapter. by Paulette Callender, Consultant, The Franchise Consulting Company

A FOUNDATION BUILT ON DUTY, HONOR, AND COUNTRY For Gordon Callender, leadership has never been defined by a title. It is rooted in character, discipline, integrity, and an unwavering commitment to doing what is right. 230

A 1996 graduate of the United States Military Academy at West Point, Gordon proudly served in the U.S. Army, including time stationed in South Korea. His military experience reinforced the importance of accountability, resilience, teamwork, and leading by example—principles that would become the foundation of his professional and personal life. West Point’s enduring motto, “Duty, Honor, Country,” remains more than words. It is a philosophy Gordon continues to embrace nearly three decades after graduation. THE LONG GRAY LINE: A BROTHERHOOD THAT BECOMES FAMILY West Point fosters lifelong relationships built on shared experiences and mutual respect. For Gordon, his fellow members of the Class of 1996

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are more than classmates. They are lifelong friends, trusted confidants, and an extended family. Over the years, these bonds have grown to include spouses and children, creating a remarkable community that transcends geography, careers, and generations. For Gordon and his wife, Paulette, these friendships remain an extraordinary part of their lives. Through reunions, celebrations, and life’s milestones, the West Point family continues to share a connection that will never fade. It is a brotherhood built on honor, loyalty, and the understanding that once you are part of the Long Gray Line, you are always part of something greater than yourself. FROM MILITARY SERVICE TO CORPORATE LEADERSHIP Following his military career,

Gordon transitioned into corporate leadership and franchising, carrying with him the discipline, strategic thinking, and operational excellence developed during his Army service. His professional development also included Six Sigma Black Belt training, strengthening his expertise in process improvement, organizational efficiency, and performance. Throughout his career, Gordon has remained committed to developing people, building strong teams, and creating cultures grounded in accountability and trust. His ethics and family values are not simply professional principles; they are central to who he is. Whether serving his country, leading an organization, or raising his family, integrity has always remained nonnegotiable. FAMILY, ADVENTURE, AND A LIFE BEYOND THE BOARDROOM While Gordon’s professional accomplishments are significant, his greatest priorities have always been family and relationships. Together with Paulette, he has embraced a life rich in friendship, travel, and adventure. From 2003 to 2005, they lived in Australia, an experience that deepened their appreciation for different cultures and exploring the world. After returning to the United States, they eventually settled in the Sarasota area of Florida, where they have lived for approximately 15 years.

Today, they are proud parents of a 17-year-old son, and their family remains grounded in respect, honesty, accountability, and strong values. For Gordon, success is measured not only by professional achievements but also by the relationships he nurtures and the example he sets.

A STRONG BELIEF IN FRANCHISING AND THE FREEDOM OF ENTREPRENEURSHIP Having spent years in both corporate leadership and the franchise industry, Gordon has developed a strong belief in the power of franchising as a vehicle for business ownership, personal growth, and financial independence.

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He recognizes that franchising offers entrepreneurs something particularly valuable: an established business model, proven systems, ongoing support, and the opportunity to build something of their own without starting entirely from scratch. For Gordon, the parallels between military leadership and franchising are unmistakable. Both depend on training, structure, accountability, teamwork, and executing a shared mission. After previously participating in the franchise industry, Gordon and Paulette are now exploring a return to business ownership as they enter an exciting new chapter. Their vision extends beyond simply owning a business. They hope to build scalable opportunities that create long-term wealth, greater flexibility, and the freedom to spend more time traveling, enjoying family, and pursuing their passions. Gordon believes that with the right franchise system, strong leadership, and disciplined execution, entrepreneurship can create opportunities that extend well beyond a traditional corporate career. A LEGACY THAT GOES BEYOND THE UNIFORM Gordon Callender’s journey from West Point to military service, corporate leadership, and entrepreneurship reflects a lifetime guided by purpose and principle. His story demonstrates how the values instilled through military service can shape not only successful careers but also strong families, enduring friendships, and meaningful businesses. As Gordon looks toward the future, his goals may be evolving, but his foundation remains unchanged. Duty. Honor. Country. Family. Four principles that continue to define his life— and the legacy he hopes to leave behind. Once a member of the Long Gray Line, always part of something greater than oneself. ABOUT THE AUTHOR Paulette Callender is a senior franchise entrepreneur and business developemnt leader with more than 20 years of experience. Her background includes multi-ownership, real estate strategy, P&L oversight and mentoring entrepreneurs through every stage of the franchise process.

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