Business Franchise Mag-Issue 20#3-MAR_APR 2026

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voLUMe 20, IssUe 3, 2026

on the cover: Z arraffa’s coffee

pres I dent: colin bradbury. colin@cgbpublishing.com

pU b LI sher: Vikki bradbury. vikki@cgbpublishing.com.au

ed I tor I a L depart M ent: editor@cgbpublishing.com.au

sa L es & M arket I ng M anager: annie bradbury. annie@cgbpublishing.com.au

a dvert I s I ng: charlene reyes. advertising@cgbpublishing.com

prod U ct I on: production@cgbpublishing.com.au

acco U nts: accounts@cgbpublishing.com.au

desIgn: Michelle Quinn. michelle@cgbpublishing.com

cgb pUbLIshIng Po boX 17

Pomona, QueensL anD 4568 TeL: (07) 5485 2704 www.businessfranchiseaustralia.com.au www.businessfranchisemagazine.co.nz

to sUbscrIbe: www.businessfranchiseaustralia.com.au or www.isubscribe.com.au

“ Our philosophy has always been simple,” says Campbell. “We built Zarraffa’s on product quality, service, freshness, convenience, and a genuine love for coffee and community. That’s what makes the Zarraffa’s experience more than just a cup of coffee.”

Welcome

to our latest issue of Business Franchise Australia and New Zealand Magazine!

I have always had a passion and interest in Franchising and over the years I have seen many changes good and bad. However today I always focus on the positives of franchising and there is so much to be positive about. Our Front Cover and Cover story is the iconic brand Zarraffa’s, I had the opportunity to interview Kenton Campbell who founded Zarraffa’s in 1996 and this March will celebrate 30 years in business. His passion and purpose certainly shine through. You can read more about this on page 12.

o ur regular top experts continue to deliver great advice. This issue we start as always with our regular column from Jay Westbury of the fca , his topic this issue is franchising the pathway to entrepreneurship. Phil chaplin from cfi finance discusses, the new cost of capital and what sMe borrowers need to understand in 2026. i am pleased to also have a guest article from Jan Timms (PhD) who is the founder of Get smart s ervices and tells us to consider before we buy a franchise to ask yourself this one question, will the system help me succeed, or hold me back. We have a lot of great advice from the experts in this issue so turn to the contents page to find out more.

it is always interesting to me to hear of inspiring stories on the many franchise systems we have in australia and this issue we feature a number of articles covering success and insights on some of the top brands such as, snap fitness, Just b etter c are, b etta, craveable brands, club Pilates, Poolwerx, shoebox b ooks and Tax to name a few.

o ur main feature this issue is o n the r oad and our feature cover and cover story celebrates snap on Tools building more than a business and how franchisee Malcom White is shaping the next generation of franchise success. in Malcom’s 25 years he has won numerous awards and most recently was named national franchisee of the Year for 2026. Turn to page 44 to learn more.

a s always, i really hope you enjoy reading this issue and don’t forget to take a moment to scroll thorough to our a-Z Directory at the back of the magazine or visit the website www.businessfranchiseaustralia.com.au to find more exciting franchises and advice. happy r eading.

Vikki Bradbury Publisher

Cover Story

12 Zarraffa’s Coffee: brewing Three Decades of Passion, Purpose, and franchise success

In every issue

8 What’s New! Announcements from the Industry

14 Franchise Council of Australia (FCA): Franchising the Proven Pathway to Entrepreneur Success

39 Feature Supplement: Mobile Franchises

64 Behind the Headlines

66 Professional Services Listings

18 30

69 Franchise Listings

70 A-Z Franchise & Services Directory

Spotlight on Service

60 FMyAFSA.com.au: building a stronger smarter future for franchising

Franchisor in Depth

16 Snap Fitness: 28 clubs in 2025: how e xperience Powers Growth

26 Club Pilates: 5 Years, 30 + studios, a Movement That’s Just Getting started

56 Shoebox Books & Tax: a Leading franchise opportunity in bookkeeping and Tax

Focus

20 Betta: named 2025 canstar blue Winner for customer satisfaction in electronics retail

37 Craveable Brands: Protein and Platform: craveable brands is shaping the next Phase of Qsr Growth

52 Dr Tint & Wrap: offers best of both Worlds: ownership, freedom, support and Profit

Expert Advice

24 Elise Balsillie: Predictive insight: What Your Digital systems say about Your franchise

28 Jan Timms: before You buy a franchise, ask This one Question: Will the system help me succeed or hold me back?

34 Phil Chaplin: The new cost of capital: What the borrowers need to understand in 2026

55 Lauren Clement: The franchise squeeze: Why Your Toughest board Meeting is the one inside Your head

54 Emma Rosenzweig (ATO): countdown to Payday super

Have Your Say

18 Just Better Care: e xperienced Global franchising Leader Lee Walsh to Drive the next Phase of Growth in australia

30 Stagecoach: beyond The 9-5: 6 Tips for rethinking Work Through franchising in 2026

58 Sonia Shwabsky: The next Move for Gen Z entrepreneurs

32 The Cheescake Shop: Talk of The Ton: Launches e xclusive new Treats Just in Time for bridgerton

62 Franchising Expo 2026: Discover the future of franchising at the 2026 franchising e xpo

FEATURE CONTENTS

Cover Story

40 Snap On Tools: building More Than a business: how Malcom White is shaping the next Generation of franchise success

Franchisor In Depth

44 Poolwerx: how Poolwerx is engineering its next Phase of franchise Growth

Expert Advice

42 Robert Toth: on The road… again: Mobile V fixed site franchises

46 Tony Meredith: Why Mobile franchises reward Disciplined operators

48 Stewart Germann: on The road: Lots of opportunities

BayB ridge expands its property leadership with the appointment of Sam Manikis as Special Counsel

Baybridge Lawyers has announced the appointment of Sam Manikis as Special Counsel, further strengthening the firm’s growing property and commercial practice.

s am Manikis brings more than 20 years’ experience advising on complex property and commercial matters across the commercial, retail and industrial sectors. his expertise spans major acquisitions and disposals, high value leasing, development projects, multi site property portfolios and complex property related disputes.

in addition to his deep property capability, s am Manikis regularly advises clients on corporate structuring, shareholder arrangements and strategic commercial negotiations. h e has acted in proceedings across multiple courts and tribunals and is recognised for delivering clear, commercially focused advice on time critical and high value transactions.

b aybridge Lawyers’ ceo and Managing Director Marwan Kojok said the appointment reflects the firm’s continued investment in senior expertise to support clients navigating increasingly complex property and commercial environments.

“ s am is a highly respected practitioner with a strong reputation for practical, outcome driven advice,” Mr Kojok said. “ his experience and leadership significantly enhance our ability to deliver strategic solutions for clients across all stages of property transactions and major developments.”

s am Manikis said he was pleased to join b aybridge Lawyers at a time of strong growth within the firm’s property practice.

“ b aybridge has built a reputation for commercial insight and partner level service,” he said. “ i look forward to working closely with clients and the broader team to support their property and business objectives.”

s am Manikis’ appointment reinforces b aybridge Lawyers’ commitment to providing commercially grounded legal advice across property, franchise, corporate and dispute resolution matters.

studio pilates i nternational Reports $888K U.S. Average Unit Volume

Studio Pilates International, the global Reformer Pilates franchise founded in Australia, has reported a new U.S. Average Unit Volume (AUV) of $888,774, underscoring strong consumer demand for low-impact, longevity-focused fitness experiences.

The milestone reflects growing interest in Pilates as more consumers prioritize strength, mobility, and injury prevention over high-impact workouts. The brand’s consistent unit performance also highlights how standardized programming and operational efficiency can translate into strong economics across markets.

created by husband-and-wife team Jade and Tanya Winter, studio Pilates international was built on a science-backed approach to r eformer Pilates developed by physical therapists. Today, the brand operates 125+ studios globally, with its signature 40-minute classes designed to deliver full-body strength, stability, and mobility in a format that is accessible to beginners while still challenging for experienced athletes.

in the u s ., the brand has expanded rapidly, with a growing footprint across Texas, s outh c arolina, n ew York, and c alifornia, among other markets. studio Pilates international’s streamlined class structure, clear visual instruction, and emphasis on consistency allow studios to scale while maintaining quality and client outcomes. according to the company, the au V performance reflects a balanced revenue mix driven by membership models, high class utilization, and repeat visitation.

r ather than relying on trend-driven programming, studio Pilates international has focused on delivering a repeatable experience that fits into busy lifestyles. a s Pilates continues its evolution from a niche discipline to a mainstream fitness category, the brand’s results offer insight into why the modality is increasingly attracting both consumers and entrepreneurs seeking sustainable, service-based businesses with broad appeal.

piccolo Me acquires south australian c afé chain – Bean Bar

South Australian café chain Bean Bar – has been acquired by Piccolo Me (part of the Fabe Group). The El-Hachem family (Harry, Roy and Charlie), along with Group General Manager –David Ciantar, have been conducting due diligence on the Bean Bar company since last year.

“The b ean b ar acquisition made sense for us, given that we were looking at establishing a footprint in s outh australia”, said cofounder and director – charlie el- hachem.

b ean b ar has 5 stores in the adelaide market – consisting of 4 franchised stores and 1 company owned store

The parent company – fabe (food and b everage enterprises), owns the Piccolo Me, s olb owl and Go Dark brands – which now adds b ean b ar to its’ stable of brands.

The acquisition also means that previous owner – nitin Jakhwal will stay on with fabe as state Manager, and oversee the day-to-day management, and support the current franchisees and work on growing the state.

“ i am delighted that fabe has decided to acquire b ean b ar. The brand is now moving from one family to another, and i am excited by what energy and passion fabe will bring to the b ean b ar brand” – explains nitin.

“We see the potential in the adelaide market to grow Piccolo Me to at least 20 stores over the next 3 years.” stated David ciantar –Group General Manager.

acquisitions for the fabe brand have not been new – as they acquired s olb owl in august 2024 – which now has 8 stores, from the original 3 purchased.

co-founders, harry, charlie and r oy el- hachem will be eyeing off brands which can fit the fabe model, and show potential for growth. “We believe we have the systems, processes and people to make a difference to food brands who need to scale both locally and internationally” said co-founder - charlie el- hachem.

The recent b ean b ar acquisition now gives Piccolo Me a total of 50 stores nationally.

Ja X t yres and auto Opens 97th store in Munno Para

JAX Tyres & Auto has opened its latest store in Munno Para, South Australia, becoming the organisations’ 97th location nationwide.

The new Munno Para store is the organisation’s third location in s outh australia, joining edwardstown and Gilles Plains.

The store will provide residents with easy access to trusted automotive services, including tyres, wheels, brakes, suspension, batteries, and full vehicle servicing.

franchisee, c ampbell aldis, brings a wealth of local experience in mechanics and repairs, having dedicated 21 years to the s outh australian automotive and insurance industry. Throughout his career, he has worked in workshops and provided assistance to the local community during vehicle breakdowns. Most recently, c am has applied his skills in grounds and maintenance, supervising and managing various tasks in his role at a local school.

Ja X Tyres & auto Munno Para franchisee, c ampbell aldis says, “We are thrilled to officially join the Ja X Tyres & auto family. The support we have received has been outstanding, and it is evident that the organisation is deeply committed to its core values.

“We eagerly anticipate the opportunity to serve the residents of Munno Para and the surrounding areas, delivering exceptional service, while making a meaningful contribution to the community.”

ceo and Managing Director of Ja X Tyres & auto, steve Grossrieder, says,” This opening is an important milestone for Ja X Tyres & autoit’s our third location in s outh australia and this consistent growth reflects the trust in the brand’s quality and reputation.

“across our 97 stores in australia, we are governed by our consumer promise of Peace of Mind Driving, delivered through transparency, trust and professionalism - our customers expect and will always receive reliable, professional automotive services from us.”

From migrants to multi-store success: how this family business is thriving in Victoria

When Mandy and Gary migrated to Australia in 2010, they arrived with little more than determination and a willingness to work hard. Like many new arrivals, they began wherever opportunity presented itself, running a cleaning franchise for two years while learning the local business landscape.

While settling into life in australia, Mandy begun studying a pastry course, and her passion for baking soon became the foundation of their future. in 2012, the couple took a leap of faith and purchased their first The cheesecake shop franchise in Traralgon, swapping mops and buckets for mixers and ovens.

What began as a single regional bakery has since grown into a thriving, multi-store family business. in 2015, close family member, Manu moved to australia to pursue a master’s degree in professional accounting and soon became an integral part of the operation, helping the couple manage and scale the business behind the scenes. Together, the family has steadily expanded, now operating stores in b allarat, Traralgon and Warragul, with a fourth location that has just opened in cranbourne.

Today, the business employs more than 35 locals and continues to deliver strong results, including 5% year-on-year sales growth and a 29% surge in delivery orders in the last financial year. Their success was recently recognised with The cheesecake shop’s most

prestigious accolade, the Konopacki Lionheart award, selected from a national network of more than 280 stores.

at the heart of their growth is a people-first philosophy shaped by their own migration journey, supporting staff, backing local communities and building welcoming neighbourhood bakeries. Their cranbourne opening is an exciting next step, and the family look forward to bringing that same community spirit, passion and resilience to another Victorian suburb they’re proud to serve.

parkrun australia and ZaMB rero Partner to Fuel Healthy Eating and Hunger Relief

parkrun Australia and “feel good Mex’’ chain Zambrero have entered a one-year partnership, aimed at promoting healthy customised meals and supporting Zambrero’s Plate 4 Plate initiative to stop world hunger.

a s part of the partnership, parkrun participants will be eligible for ‘buy one get one free’ offers on s aturdays, by showing evidence of their parkrun volunteer or result in-store using their email or the 5k app.

founded in c anberra in 2005 by Dr s am Prince, Zambrero was built on the idea that food should make people feel good personally and socially, and for every burrito or bowl sold, a meal is donated to

someone in need. More than 100 million meals have been donated over the past 20 years.

Zambrero’s menu is made fresh and can be customised from protein-rich to plant-based options. it caters for an array of dietary requirements, with all meals able to be made vegan and vegetarian, as well as free of gluten,soy beans, eggs, milk, peanuts and tree nuts.

Zambrero’s support of parkrun will help cover the costs of delivering free, weekly parkrun events, including equipment, technology, and volunteer support, so parkrun can remain free, for everyone, forever.

parkrun a sia Pacific Managing Director r enee Gimbert said the support of partners was vital to the growth and success of parkrun.

“With 537 parkruns taking place around australia and many more in the pipeline over the next year, Zambrero’s support will help parkrun extend to more places and connect more communities.

Zambrero ceo Daryl Mc cormack said he was delighted to be supporting parkrun.

“Zambrero and parkrun are a natural fit. We’re both focused on bringing people together around healthy choices and strong local communities.’’

n e W on the g rid: the all- n e W oscar piastri chicken Burger l aunches nationWide

Ahead of the Formula 1 Australian Grand Prix, Grill’d put the pedal down with the launch of an all-new Oscar Piastri Burger, a fresh new creation celebrating the Grill’d brand ambassador and Melbourne’s own Formula 1 superstar.

founder simon crowe says the yearlong partnership is about celebrating a homegrown talent and continuing the momentum from last year. “We’re incredibly proud to be extending our partnership with o scar for another year. h e represents everything we believe in, precision, commitment and performing at the highest level, o scar’s an aussie hero and we’re stoked to be entering the next lap of this collaboration together.”

“after the incredible response to the first o scar burger, we wanted to go even bigger this year, adding a new chicken option. it’s high-protein, full of flavour and built for performance, without compromising on taste. We can’t wait for customers to try it - it may even be our best burger yet.”

o scar Piastri said the new burger is the perfect way to celebrate the season ahead:

“ i loved seeing how fans got around the first burger, so it’s been really fun teaming up with Grill’d again to create something new.

“ i ’ve genuinely always loved Grill’d burgers, they’ve been a go-to for me, so getting to work together on this one has been pretty special.

The all-new burger marks the official announcement of a new extended partnership between Grill’d and Melbourne-

born formula 1 driver o scar Piastri, uniting two homegrown success stories driven by performance, quality and a shared commitment to getting it right.

for the die-hard fans of the o scar Piastri Wagyu burger, the original is officially here to stay. Thanks to overwhelming demand, this fan favourite has earned a permanent spot on the Grill’d menu.

Why i’M standing for parliaM ent –

and Why

franchising needs a stronger voice

after more than three decades building a franchise network and working alongside thousands of small business owners, i ’ve made the decision to stand for the seat of n orthcote in the 2026 Victorian state election.

This isn’t about politics as a career. it’s about representation.

franchising and small business power australia’s economy. We create jobs, train young people, provide essential services and keep local communities functioning. Yet too often, policy is shaped by people who have never met a payroll, navigated compliance audits or dealt with the daily realities of running a business.

The franchise sector alone employs hundreds of thousands of australians. it is one of the country’s most significant business engines. Yet government settings, from zoning restrictions and payroll taxes

to excessive compliance and red tape, continue to make it harder, not easier, to operate.

h ousing affordability is a prime example. r estrictive zoning laws are driving up costs for families and workers alike. When housing becomes unaffordable, wage pressures rise, staffing becomes harder and businesses feel the strain. Policy doesn’t operate in silos, it directly impacts our ability to employ, grow and serve.

My experience building Jim’s Group from a single mowing round into australia’s largest franchise network has shown me what works: clear rules, low barriers to entry, accountability and trust in people who are prepared to work hard.

Government needs to change. Policies need to change. if we truly want to support australia’s major employers, small businesses and franchise operators, we must

reduce regulatory burdens, curb wasteful spending and create an environment where enterprise is encouraged, not penalised.

i ’m standing because the franchise sector deserves a stronger voice in parliament and because business experience belongs at the decision-making table.

Zarraffa’s Coffee:

Br E w Ing Thr EE D E c ADES o F PASSI on,

Pur P o SE, An D Fr Anch ISE Succ ESS

By Vikki Bradbury | Business Franchise Magazine

In March 2026, Zarraffa’s Coffee celebrates a remarkable milestone of 30 years in business and 25 years in franchising. From humble beginnings in the back streets of the Gold Coast to becoming one of Australia’s most recognisable drive thru coffee brands, Zarraffa’s has been defined by more than just great coffee. It’s a story built on passion, persistence, and an unwavering commitment to community connection.

Founded in 1996 by Founders Kenton and Rachel Campbell, Zarraffa’s Coffee remains proudly 100% Australian owned and operated. Over three decades, it has grown to 85 stores across Queensland, New South Wales, Victoria, South Australia and Western Australia, supported by over 100 franchisees who live and breathe the brand’s values every day.

“Our philosophy has always been simple,” says Campbell. “We built Zarraffa’s on product quality, service, freshness, convenience, and a genuine love for coffee and community. That’s what makes the Zarraffa’s experience more than just a cup of coffee.”

a passion for coffee and people

At its core, Zarraffa’s is a specialty coffee retailer dedicated to freshly roasted, baristamade coffee that delivers consistency and quality in every cup. Over time, the brand has evolved alongside its customers, expanding its menu to include a curated food range designed for convenience without compromising quality.

“Coffee has always been at the heart of what we do, but our growth has been fuelled by innovation and listening to our customers,” Campbell explains. “Our drive thru model transformed the coffee experience, giving people speed and convenience without losing the human touch.”

Whether it’s a traditional store or a drive thru, Zarraffa’s service model is defined by consistency, warmth and reliability, a formula that has positioned the brand as a leader in Australia’s competitive coffee market.

building the Zarraffa’s Family

Behind the Zarraffa’s brand is a network of dedicated franchise partners affectionately known as ‘Zees’ a nod to their shared passion for product, service, and community. Campbell credits the franchisees as the “driving force behind the brand,” bringing its values to life in local communities every day.

“We look for franchisees who genuinely love coffee, have a head for business, and a passion for hospitality,” he says. “Loyalty, hard work, and

belief in our proven model are what make a great fit.”

Many franchisees have been part of the network for a decade or more, with a strong representation of multi-site owners and store managers who’ve progressed into ownership roles. This longevity speaks volumes about the strength of the system and the sense of belonging the brand fosters.

“Our franchisees are local business owners, people who care deeply about their customers and their communities,” Campbell says. “That local ownership, combined with a strong national brand, is a powerful differentiator for us.”

a proven system with strong support

Zarraffa’s provides franchisees with a turnkey operation and a comprehensive support system designed to set them up for success from day one. New franchisees undergo a 12-week onboarding program, which includes in-store shifts, modular training, and handson operational learning.

Once their store is open, franchisees receive regular support from a dedicated Business Development Manager and Operations team, who provide guidance on business performance, operational processes, and strategic growth.

A specialist Marketing team works alongside franchisees to optimise local marketing efforts and leverage national campaigns. Zarraffa’s also hosts Brand Advancement Workshops each quarter, providing opportunities for collaboration, knowledge sharing, and brand updates.

In addition, the brand’s annual National Franchise Conference brings the entire network of franchisees, management, and suppliers together to celebrate achievements, share insights, and align on the company’s vision for the year ahead.

“Our success is directly tied to the success of our franchise partners,” Campbell says. “We never lose sight of that. We’re here to ensure they have every tool, resource, and system needed to thrive.”

Innovation

at the core

Innovation has been integral to Zarraffa’s journey from day one. Long before drive thru coffee became mainstream, the brand was pioneering ways to combine convenience with café-quality beverages. Today, that commitment continues with ongoing investment in digital infrastructure, data, and operational efficiency, ensuring that every Zarraffa’s experience is as seamless as it is satisfying.

“We’re constantly brewing new ideas,” says Campbell. “Our focus is on scalable, futureproof systems that support both franchisees and customers. Whether it’s menu innovation, store design evolution, or improved drive thru efficiency, it’s all about enhancing experience and sustainability.”

The brand also embraces purposeful partnerships, such as its collaboration with Australia Zoo and Wildlife Warriors, reflecting a shared mission to protect wildlife and support the broader coffee ecosystem from bean to cup.

“These partnerships embody our ethos of being more than just a coffee brand,” Campbell adds. “They allow us to give back and create meaningful impact beyond the counter.”

growth with purpose

Looking ahead, Zarraffa’s Coffee is poised for strategic and sustainable growth. While the company has set its sights on reaching 200 stores by the 2032 Olympics, Campbell emphasises that growth for Zarraffa’s is “about quality, not just quantity.”

“Our next five to six years will be focused on strengthening existing markets, expanding into natural-fit regions, and supporting multi-site owners,” he explains. “We want to continue building a franchise system that’s sustainable, profitable, and built to last.”

Franchise opportunities currently exist in regions across Queensland, New South Wales, Victoria, South Australia and Western Australia, with priority territories in regional areas across the States.

Prospective franchisees are encouraged to research the industry, visit local Zarraffa’s stores, speak to current owners, and seek professional advice before applying. “We have a two-week vetting process to ensure each candidate is the right fit for the brand,” Campbell says. “It’s about partnership, we want people who share our values and commitment to excellence.”

a Legacy of Leadership

After 30 years in business, Kenton Campbell remains as passionate about Zarraffa’s future as he was when he first started roasting coffee in the 1990s. His entrepreneurial spirit and dedication to doing things “exceptionally well” have created a legacy that extends far beyond coffee.

“The key to longevity is staying true to your purpose while continuing to evolve,” Campbell reflects. “We’re proud of what we’ve built, but even more excited about what’s ahead. There’s still so much opportunity to grow for our franchisees, our customers, and our communities.”

As Zarraffa’s Coffee prepares to mark its 30th anniversary, one thing remains constant: the belief that a great coffee experience is about connection, consistency, and care. And for Zarraffa’s, that’s something worth celebrating, one cup at a time. v

franChising the proven pathway to e ntrepreneurship

For many people the idea of owning or starting their own business remains constant in their mind and while they are working away at their careers they are thinking: - “how could I get into my own business”.

Franchising is the perfect pathway to fulfil this dream or idea, and more and more people are turning to franchising.

The FCA undertakes a survey of franchisors each quarter and this gives a sentiment about what is brewing or what is on the minds of franchisors. In the most recent survey for last quarter of 2025 to December, franchisee recruitment bubbled to the top of the list of key concerns and challenges. It speaks volumes to the opportunities available across the franchise ecosystems and presents a golden opportunity for those considering entering a business via franchising.

Of the networks surveyed and this is just a representative sample set, the survey indicated that in the year of 2026 around 2000 new franchised units were expected or planned to be opened. Now this only gives a guide from the sample set, the true number of new franchised unit openings in 2026 could be more than double that number and that’s a big number. This presents those considering entering franchising with ample opportunity to be considered.

The other big factor that needs to be considered by potential franchisees is to ensure that the format or sector that might be considered is the right fit. There are ample considerations for the financial obligation required including the initial investment and set up costs but equally important is the fit between the business format and the person. Franchisor recruitment processes do help with this by providing support and guidance and information to ensure that the right choice is being made. But, at the end of the day the person going into the franchise really needs to stop and consider; is this the right choice for me.

There are lots of success stories in franchising where people start with one franchise and grow to two, three, four and more and truly become the entrepreneur they set out to be. In some cases, the entrepreneurship is accidental, however one common theme in this journey is that the right choice and decision was made in the first place, to ensure a fit between the person and the network.

Franchising is a proven business model where support, branding, guidance, training and in some cases business leads become all part of the business journey and that is why it truly is a proven pathway to entrepreneurship.

When a person starts a small business they set out to be successful and be the best they can

be in the chosen business. What franchising offers is a proven business model, business support and strategy, marketing, branding, supply chain and much more, enabling a new entry to move quickly into operations knowing there is a support network at the ready to help.

In another recent survey of potential franchisees conducted by the FCA found that 56% of people surveyed felt that the risk of failure was the second major factor in their considerations to enter a franchise. Curiously, the failure rate in small business across the economy on an annual basis is large with some reports saying that in 2025, failure rates were up some 30% on the previous year. Remember however, that the cost of living pressures remain real, higher energy costs remain real, and these factors do contribute to these challenges. But for franchising as a sub class of small business, the failure rates are extremely low, such that statistical tracking as an industry does not flag. This leans to the reality that franchising as a format across so many sectors of the economy hold up far greater than small business running it alone. The stark reality is that a small business in franchise is at a much lower risk of failure than small business outside of franchising due to the network support and branding factors. To call out further from the survey, 44% of people rated the risk of failure low as a consideration to purchase a franchise. At the end of the day however, the real decision and real measurement of success for a person entering a franchise is the person themselves and the belief in their ability to run a business, be successful and find their path to entrepreneurship.

The FCA supports the franchising ecosystem across franchisors, franchisees and service providers in education, industry and government advocacy, engagement and celebration of excellence, industry representation and communications. The recognition component of the FCA support comes about via the Franchise Industry Awards (FIA), which is celebrated each year at a national level across more than 20 categories to recognise businesses in franchising, with notable achievements, service, standards and via an independent rigorous judging process. These awards truly recognise both people and business in franchising and are the peak franchise industry awards in Australia. Many of the winners are truly entrepreneurs as they have chosen a pathway in franchising that has enabled them to use the system, the processes and protocols to be successful and then via the FIA be recognised for their success. Franchising is a prominent industry in Australia. It employs over 500,000 people

and is intertwined in almost every part of the economy. There truly is something in franchising for everyone and the FCA encourages interested people who are considering their next step or their path to entrepreneurship to look at franchising, you might be surprised how easy it is to find your fit and your next step on life’s journey. v

CEO Jay Westbury brings over two decades of experience in leading peak industry bodies, including his previous roles as CEO of Retail Drinks Australia (formerly Australian Liquor Stores Association) and the Australian Travel Industry Association (formerly Australian Federation of Travel Agents). Both sectors have close ties to franchising, giving Jay a deep understanding of the unique challenges and opportunities within this industry.

The Franchise Council of Australia (FCA) is the peak industry body for franchising in Australia, representing both franchisors and franchisees. With a rich history spanning four decades, the FCA is committed to promoting excellence, best practices, and innovation in the franchising sector. As a national voice on franchising, the FCA advocates for the interests of its members and works collaboratively to ensure the growth and success of franchising in Australia.

Phone: 03 9508 0888

Email: info@franchise.org.au

Web: www.franchise.org.au

28 Clubs in 2025:

h ow ExPE r IE nc E Pow E r S grow T h

In 2025, Snap Fitness proved that rapid, well-supported growth is not just possible, it is repeatable. Opening 28 clubs in a single year takes more than ambition, it takes a strong business model supported by experience, systems, and a team that knows what works. The network also signed 54 new franchise agreements in 2025, some of which are existing Snap Fitness franchisees expanding into multisite ownership, which is a strong endorsement of the brand’s success.

At the heart of Snap Fitness’ growth is a business model designed to balance structure with flexibility. It combines scalable operational systems with local adaptability, allowing each club to meet the unique needs of its community while delivering consistent

results. The new clubs opening in 2025 spanned across five different states, in both metro and regional areas, and each location was designed to meet local needs while following a proven operational framework. Flexibility is key. If a community wants a Pilates studio, a sauna, or an outdoor training area, the support team works seamlessly with franchisees to bring the vision to life, ensuring every location reflects its community while remaining aligned with the brand’s standards.

This approach is translating into real results. New clubs are reaching over 1,000 members on average within six months, giving franchisees a strong start and a clear path to success.

case study: plainland

Take one of Snap Fitness’ newest clubs in Plainland QLD, which opened on 19th June 2024. Franchisee Jason recalls the early days of getting the club off the ground. “Starting a new business can feel overwhelming, but everything just clicked with Snap Fitness,”

Jason says. “The systems are straightforward, and I could lean on the team when I needed guidance, but I also had the freedom to shape the club for our community. From the layout to the classes we offer, it feels like the club really reflects what our members want.” Before even opening, the club had already joined 861 members, and within six months, Plainland had welcomed over 1900 members, showing how combining a clear framework with local flexibility can turn a new club into a thriving fitness hub.

experience that Inspires confidence

Snap Fitness’ rapid growth is powered not just by a highly experienced support team, but by the trust franchisees have in that team, creating a partnership that makes opening and running a successful club feel achievable. As an example, in the property team alone, Gabe Condello and Ben Bowen have supported the opening of over 180 clubs together across Australia, bringing unmatched expertise in site selection and local market knowledge. APAC CEO

Chris Caldwell has more than 25 years of franchise experience and is leading the brand from strength to strength, while National Operations Manager Sam Wiltshire brings over 10 years of experience with Snap Fitness, from club manager to head office.

With this depth of experience behind every system and process, each new club benefits from lessons learned from hundreds of successful openings, giving franchisees confidence and a clear path to strong performance. From site selection and club layout to staffing, marketing, and member engagement, the brand has tackled these challenges countless times, allowing Snap Fitness to expand rapidly without compromising quality.

Chris Caldwell, CEO of Lift Brands Asia Pacific, reflects on what makes this growth possible. “Our franchisees have confidence in the Snap Fitness model and the team behind it. That trust allows them to step into new clubs with certainty and focus on building strong, successful businesses.”

Looking Forward

Looking ahead, Snap Fitness is entering 2026 with strong momentum and a clear focus on helping franchisees succeed. They plan to celebrate their 350th ANZ location in March 2026, continuing steady growth while helping more owners expand into new territories, and helping more current owners step into multi-site ownership.

The growth of Snap Fitness and the success of its clubs shows what a business model shaped by decades of experience can achieve. In 2026, franchisees are stepping into a system refined by hundreds of openings, backed by a team that knows what works and how to make it succeed locally. It is this alignment of a model honed by experience, operational systems, and expert support that inspires trust and allows owners to focus on their members and communities with confidence.

Want to learn more about what it takes to own your own Snap Fitness gym? Download the franchise info pack at www.snapfitness.com/au/franchise.

e xperien C ed global fran C hising leader

lee walsh to drive the next phase of growth at Just better Care australia

Just Better Care Australia has appointed internationally experienced franchising executive Lee Walsh as Chief Executive Officer, reinforcing its commitment to strong leadership, sustainable growth and Franchise Owner success.

As Australia’s largest franchised provider of in-home aged care and disability support, Just Better Care operates at the intersection of purpose and commercial opportunity— supporting people to live independently at home while enabling Franchise Owners to build meaningful, resilient local businesses.

Lee’s appointment comes at a time of intense and sustained demand for communitybased care, driven by Australia’s ageing

population, continued NDIS funding, and a clear consumer preference for care delivered at home.

a ceo who understands franchising from the ground up Lee brings more than 25 years of experience across franchising, home care, social care, consumer healthcare and professional services. Most recently, he held senior leadership roles with Bluebird Care UK & Ireland—one of the largest and most recognisable private home care brands in the UK. Bluebird and Just Better Care are part of Caring Brands International, alongside Interim HealthCare (USA), making it a formidable force in the global franchised inhome care sector.

His background includes supporting Franchise Owners through growth cycles, strengthening operational capabilities, building high-performing support teams, and maintaining brand consistency while enabling local businesses to thrive.

Jonathan Gardner, Global CEO of Caring Brands International, said Lee’s appointment reflects the organisation’s focus on long-term franchise success.

“Lee understands what it takes to build a strong, values-led franchise network,” Mr Gardner said. “He brings deep experience in supporting Franchise Owners, developing leaders and scaling sustainably—while never losing sight of why care matters.”

a collaborative franchise culture, not a competitive one

A defining feature of the Just Better Care franchise model is its emphasis on collaboration—both with the franchisor and across the Franchise Owner network itself.

“One of the greatest strengths of our model is the culture of support across the network,” Mr Walsh said. “Franchise Owners know they’re never on their own—if they need guidance, they can turn to the franchisor, or they can pick up the phone and speak with another owner who’s been there before.”

Just Better Care operates in exclusive geographic territories, ensuring Franchise Owners do not compete with one another.

“Because our territories are exclusive, Franchise Owners aren’t competing with each other, which creates a genuinely collaborative environment where people are willing to share, support and grow together.”

This approach, he said, helps foster trust, openness and shared problem-solving—key foundations for long-term franchise success in a complex, ever-evolving and highly regulated care environment.

a franchise model built on local ownership and trust

The Just Better Care network currently supports more than 5,000 customers nationwide, delivering over 27,000 hours of support at home and in local communities every week. The franchise network spans 55 active franchise territories across every Australian state and territory, powered by more than 1,900 nurses, support workers and office professionals.

For Lee, the network’s strength lies in its local ownership model.

“Franchise Owners are at the heart of Just Better Care,” Mr Walsh said. “They are trusted local leaders—employers, advocates and partners within their communities. My role is to ensure they are well supported, well equipped and confident to grow.”

He said franchising plays a vital role in delivering high-quality care at scale, while remaining responsive to local community needs.

“Our success comes from combining strong national systems and support with local knowledge and relationships. That balance is what makes franchising in care both powerful and rewarding.”

supporting Franchise owners to grow with confidence

Under Lee’s leadership, Just Better Care will continue to strengthen its franchise value proposition, with a clear focus on:

• Sustainable business growth - supported by proven systems, national marketing and operational guidance

• Strong onboarding and ongoing support - for both new and established Franchise

Owners and their local office teams across key departments such as IT, Quality, Compliance, HR, Marketing and Finance.

• Workforce attraction, development and retention - recognising people as the foundation of quality care and investing in their success.

• Innovation and adaptability are key as aged care and disability reforms continue to evolve.

Lee said the organisation remains committed to helping Franchise Owners navigate regulatory change while maintaining high standards of care, compliance and ethical practice.

“This is a sector that requires strong governance, compassion and professionalism,” he said. “We take that responsibility seriously—and we support Franchise Owners every day across all key departments of their business.”

a purpose-led opportunity in a growing sector

As demand for in-home aged care and disability support continues to rise, Just Better Care is welcoming interest from prospective Franchise Owners with previous management experience and relevant sector experience in aged care, disability support or community care.

“This is not just a commercial opportunity,” Lee said. “It’s an opportunity to lead, to employ locally, and to make a meaningful difference in people’s lives—every day.

To find out more about the Franchise Opportunity with Just Better Care

Visit www.justbettercare.com/franchise or Email Andrew.lyme@justbettercare.com to request an information pack.

betta n amed 2025 Canstar blue w inner for Customer s atisfaC tion in e leC troni C s r etail

Australian-owned electronics and appliance retailer

Betta has been awarded the 2025 Canstar Blue Award for Most Satisfied Customers – Electronics Retailers, reinforcing the strength of its franchise-led business model and customer-first approach.

Presented by leading consumer review and comparison platform Canstar Blue, the award recognises retailers that consistently deliver high levels of customer satisfaction across multiple touchpoints. In the latest national ratings, Betta achieved five-star results across every category measured, including value for money, customer service, instore and online experience, checkout experience, product range and overall satisfaction.

The result positions Betta as the highest-rated electronics retailer in Australia for customer satisfaction in 2025, ahead of competitors such as Appliances Online, The Good Guys, Harvey Norman and JB Hi-Fi.

For Betta, the recognition highlights the value of a business model built on local ownership supported by national capability. With independently owned stores operating across metropolitan, regional and rural Australia, the brand combines the strength of a national retail platform with the insight and accountability that comes from local leadership.

Betta CEO Derek Haley said the award reflects the commitment of store owners and teams who are closely connected to their communities and focused on delivering consistent service standards.

“This recognition is a credit to the people behind the Betta brand,” Hayley said. “Our store owners take personal responsibility for the customer experience in their local markets, and that level of care shows in the results.”

“At the same time, they are supported by a strong national framework that provides buying power, marketing capability and operational support. That combination allows our network to deliver value while remaining responsive to local customer needs.”

Canstar Blue’s research was based on responses from 3,242 Australians who had purchased electronics in the past 12 months and rated their satisfaction with the retailer they chose. The study is one of the largest consumer satisfaction surveys conducted in the electronics retail category and provides independent insight into both in-store and online performance.

In a highly competitive retail environment, Betta’s five-star performance across all categories demonstrates the commercial importance of customer trust and service consistency. Strong satisfaction outcomes support repeat business and long-term loyalty, which are critical factors for sustainable performance in the electronics sector.

Haley said the results were particularly meaningful given the ongoing challenges facing retailers, including cost pressures,

supply chain complexity and shifting consumer expectations.

“The electronics category is fast-moving and competitive,” he said. “This award reinforces that customers continue to value knowledgeable service, reliable advice and retailers they can trust. Those fundamentals remain just as important as price.”

Betta has continued to invest in systems and platforms that support its store network, including digital capability, omnichannel integration and operational efficiencies. These investments are designed to help store owners deliver a seamless experience across in-store and online channels, while maintaining the personalised service that differentiates the brand.

“Our focus is on providing the tools that help our stores perform,” Haley said. “That includes technology, marketing support and strong supplier relationships, but also the flexibility for local teams to apply those tools in ways that suit their communities.”

The award also reflects the strength of Betta’s network approach, where collaboration between store owners and the national support team underpins consistency and continuous improvement. This partnership model supports shared standards while encouraging local engagement and accountability.

“This achievement belongs to the entire Betta network,” Hayley added. “From our store owners and frontline teams to our support staff, everyone contributes to delivering a trusted and consistent customer experience.”

With a long-standing presence in the Australian retail landscape, Betta continues to evolve its offer in response to changing customer needs while maintaining a focus on local service and value. The 2025 Canstar Blue recognition provides a strong benchmark for the brand as it looks to build on its customer-led approach.

Looking ahead, Hayley said the business remains focused on supporting store owners, strengthening customer experience and continuing to invest in the platforms that underpin performance across the network.

“We are proud of this result, but we remain focused on what comes next,” he said. “Our priority is to keep supporting our people, listening to our customers and ensuring Betta continues to deliver value in every market we serve. v

Explore Franchise Opportunities

with Senior Helpers Australia

Are you passionate about making a

in your community while owning a

Senior Helpers Australia offers an incredible franchise opportunity for individuals looking to join a trusted leader in the home care industry. Since 2011, Senior Helpers has been dedicated to improving the quality of life for seniors and their families across Australia, providing essential services such as chronic disease care, disability support, and respite care.

At Senior Helpers, we are passionate about making a real difference in peoples’ lives. Since

2011, we’ve helped connect thousands of Australians with compatible aged care and disability care, supporting clients in their wish to remain happy and healthy in their own homes. We’ve been an international leader in professional home care services since 2002, developing pioneering programs like our Senior Gems® & Parkinson’s Care.

Accounting and Auditing that Builds Confidence and Drives Franchise Growth

Franchising remains one of Australia’s most resilient and scalable business models. As franchise networks expand, robust financial governance becomes a cornerstone of sustainable success.

At Mizael Partners we view accounting and auditing not just as a task – but a strategic advantage. Our accounting and auditing services provide clarity, consistency, and confidence across every level of your franchise network.

With specialist accounting and auditor teams in Melbourne and Sydney, Mizael Partners delivers consistent, practical solutions for franchise systems in food, retail, health, professional services and education sectors. Local knowledge and national insight combine to ensure your franchise receives reliable, scalable audit support at every stage of expansion. Accounting and Auditing Services Melbourne and Sydney

what your digital systems say about your fran C hise

Many franchisees do not think about culture when they log into their systems each morning. They think about bookings, rosters, customers waiting for a reply and how to keep the day running smoothly. Yet those systems quietly shape how a franchise feels to operate, every single day.

Across franchise networks in Australia and New Zealand, I see franchisees doing their best work when systems support momentum

rather than slow it. When tools are clear, connected and intuitive, franchisees move with confidence. When systems are clunky, disconnected or overly restrictive, frustration builds and good intentions stall.

Culture in a franchise does not only live in values statements or training manuals. It shows up in the tools franchisees rely on to run their business.

the daily reality of franchising Franchisees juggle a unique mix of responsibilities. They are business owners, customer service managers, local marketers

and employers, often all before midday. Their success depends on how easily they can move between these roles without friction.

When systems help franchisees quickly identify what matters, respond to customers promptly and manage operations without duplication, the business feels manageable. When systems add steps, require repeated manual work or hide information across multiple platforms, the business feels heavier than it needs to be.

Over time, this difference shapes behaviour. Franchisees either lean into growth or focus on getting through the day.

systems set expectations, whether you notice or not

Every system sends signals. If responding to a customer takes multiple steps, delays become normalised. If bookings, payments and communication are disconnected, followups fall through the cracks. If performance visibility is unclear, decision-making slows.

Franchisees rarely resist systems outright. Instead, they adapt. They create workarounds, rely on memory or use personal tools to fill the gaps. While this keeps the business moving, it often creates inconsistency across the network.

The franchises that perform consistently are usually the ones where systems make the right behaviour the easiest option.

Why franchisee confidence matters

Confidence is an underestimated driver of franchise performance. When franchisees trust their systems, they trust their decisions. They act faster, respond more personally and spend less mental energy double-checking information.

When confidence is low, hesitation creeps in. Franchisees second-guess pricing, delay responses or hold off on marketing because they are unsure what impact it will have. That hesitation is rarely about motivation. It is about clarity.

Clear systems give franchisees a sense of control. They replace guesswork with visibility and allow owners to focus on growth rather than firefighting.

customers feel system friction immediately

Customers may never see your internal tools, but they feel the outcomes. A slow reply, a missed confirmation or inconsistent communication chips away at trust quickly.

Franchisees often care deeply about customer experience, but without supportive systems, good intentions are hard to sustain. When communication flows smoothly and customer information is easy to access, franchisees can be proactive rather than reactive.

This is where strong franchises stand out. Customers experience reliability, responsiveness and familiarity, regardless of location. That consistency is not accidental. It is built into how franchisees operate every day.

growth exposes system cracks

Many franchisees describe early growth as exciting and energising. Bookings increase, brand awareness builds and momentum feels strong. Then complexity sets in.

Manual processes that once worked start to strain. Tracking customers across spreadsheets becomes harder. Marketing feels disconnected from outcomes. Staffing decisions rely on instinct rather than insight. This is often when franchisees feel the weight of the business increase. Growth should create opportunity, not exhaustion. The

As head of Thryv Australia and new Zealand, Elise Balsillie leads teams across customer channels, helping businesses streamline operations, embrace technology and grow with confidence through digital transformation. with more than 25 years of experience in media, education and technology, including two decades at Thryv, Elise is passionate about empowering small businesses and delivering solutions that provide them a competitive edge. under her leadership, Thryv has been recognized as an ‘Employer of choice’ for two consecutive years, reflecting her commitment to people and culture.

“ Franchisees often care deeply about customer experience, but without supportive systems, good intentions are hard to sustain. When communication flows smoothly and customer information is easy to access, franchisees can be proactive rather than reactive.”

difference lies in whether systems evolve with the business or remain static while demands rise.

Franchisees who address system strain early tend to regain control faster. They create space to grow with intention rather than reacting under pressure.

consistency without losing local flavour

One of the strengths of franchising is consistency. Customers expect a familiar experience. Yet franchisees also succeed by understanding their local market better than anyone else.

Well-designed systems support both. They maintain brand standards while giving franchisees flexibility to personalise communication, adjust timing and respond to local conditions.

When franchisees can personalise without breaking process, customers feel recognised rather than processed. That balance is where loyalty is built.

practical insights for franchisees

Here are practical ways franchisees can assess whether their systems are helping or hindering their business:

1. Notice where you slow down

Pay attention to tasks you avoid or delay. These moments often highlight system friction, rather than lack of effort.

2. Track how often you double-handle work

If information needs to be entered twice or checked across platforms, efficiency and accuracy suffer.

3. Listen to customer feedback patterns

Repeated comments about response times or communication gaps usually point to process issues, not people problems.

4. Assess decision confidence

If you hesitate before making routine decisions, ask whether you have the visibility you need or whether information is too fragmented.

5. Protect your energy

Systems should reduce mental load. If they add to it, they deserve attention before burnout sets in.

Franchising works best when systems work quietly

The best franchise systems often go unnoticed because they simply work. Franchisees focus on customers, teams and growth, not on managing tools.

When systems are aligned with how franchisees actually operate, they support consistency without suffocating individuality. They help businesses scale without losing their human touch.

Franchisees deserve systems that respect their time, support their judgement and make the business feel achievable, even on the busiest days.

The franchises that will thrive in the years ahead are not those with the most technology, but those where systems quietly support franchisees to do their best work, every day. So the real question is this - are your systems helping you make better decisions every day, or quietly deciding for you? v

five y ears. 30+ s tudios.

A Move M ent t h At’s Just Gettin G s tA rted.

Since launching in Australia in 2021, Club Pilates Australia has grown from a single studio into 30+ open locations, with 100+ territories sold nationwide. As part of the largest Pilates brand in the world, this growth stands out in a highly competitive fitness category that has experienced rapid expansion across Australia in recent years.

Club Pilates opened its first studio in Sippy Downs, Queensland. From there, momentum quickly built. In December 2025, the brand reached a major milestone with the opening of its 30th studio, celebrating the launch of Lane Cove and Five Dock in New South Wales on the same weekend.

This rapid national growth is underpinned by global scale. Worldwide, Club Pilates operates 1,300+ open studios with 1,900+ territories sold, spanning North America, Japan, Europe, South East Asia, and beyond. Ranked on Entrepreneur Magazine’s Franchise 500 list for ten consecutive years and featured multiple times on Inc. Magazine’s Inc. 5000, Club Pilates continues to lead the Pilates category globally.

So how does a team of fewer than 10 people, based in Perth, Western Australia, help scale the Club Pilates brand in Australia to this size in such a short space of time?

The answer lies in proven systems, strong franchise relationships, and a lifestyleled brand that resonates deeply with the Australian market.

At its core, Club Pilates has struck a chord with Australians, particularly women seeking more than a traditional workout. In a market increasingly focused on longevity, wellbeing, and connection, the brand has positioned itself around a simple but powerful idea: move better, live better, and belong.

What began as reformer-based Pilates, deeply rooted in Joseph Pilates’ Contrology Methodology, has evolved into a true lifestyle brand, centred on sustainable movement, holistic health, and genuine community connection. Club Pilates offers nine distinct class types, with multiple levels designed to support every-body, from beginners to advanced movers, ensuring the experience is inclusive, progressive, and adaptable.

Beyond the reformer, studios utilise a range of equipment including TRX, Wunda Chairs, springboards, mats, and additional apparatus. What truly sets Club Pilates apart, however, is its structured level system and the active role instructors play in guiding members through it. With expert coaching and clear progression pathways, members are supported to build strength, improve mobility, and continually challenge their bodies over time—reinforcing Club Pilates’ commitment to functional, long-term fitness rather than short-term trends.

For members, the studio is just the starting point. Across the country, Club Pilates studios actively partner with local health, wellness, beauty, and hospitality brands, as well as charities and social groups, extending the experience beyond the studio walls and into the wider community.

From wellness collaborations and member events to charity fundraisers, social walks, and local activations, these partnerships create added value, offering more opportunities for members to connect, support local businesses, and feel part of something bigger than a single class. This community-first approach strengthens member loyalty while positioning each studio as a meaningful hub within its neighbourhood.

This philosophy is embedded into how Club Pilates shows up in-market and how franchisees are educated and supported, empowering them to build studios that foster long-term relationships, not just attendance.

Why Franchisees choose club pilates

Franchisees benefit from comprehensive, endto-end support through the Boutique Fitness Studios network, with expert guidance across real estate, construction, recruitment

strategy, membership sales, and marketing. Clear systems, frameworks, and ongoing advice empower owners to lead their own hiring processes, build strong teams, foster engaged communities, and grow sustainable businesses.

“Being a new franchise owner has been an amazing experience. The support from Head Office is next level, you never feel alone, and there’s always someone to help, no matter the question.”

— Jen, Club Pilates Braeside

For established owners, the strength of the global brand combined with local execution continues to drive success.

“Owning a Club Pilates franchise has been a game changer for building brand awareness and trust. The global playbook allows you to cut through the noise and grow quickly.”

— Nichola, Club Pilates Sippy Downs

With a strong national footprint, a lifestyleled approach, and a deeply connected franchise network, Club Pilates Australia is well positioned for its next phase of growth. And if the past five years are anything to go by, this movement is only just getting started! v

before you buy a fran C hise, a sk this o ne

Question:

Will the System Help Me Succeed, or Hold Me Back?

If you’re considering buying a franchise, pause before you get swept up in brand stories, growth claims, or glossy brochures.

After more than 25 years working with franchise networks, and completing a sevenyear empirical research study into what truly drives success in franchising, I can say this with confidence:

The biggest determinant of your success as a franchisee is not the brand, the industry, or even your own effort.

It’s the quality of the system you’re buying into.

When you buy a franchise, you’re not just buying a business model. You’re buying a way of operating, learning, being supported, and making decisions. That system will either amplify your effort or quietly undermine it. Some franchise systems are deliberately designed to develop confident, capable, highperforming franchisees. Others look sound on the surface but leave franchisees struggling once the initial training phase ends.

My aim here is simple: to help you tell the difference before you sign.

Why I care about this Question

My interest in this topic didn’t come from theory. It came from watching capable franchisees stall, disengage, or exit, often within the same systems where others were thriving.

That led me to undertake a seven-year research study examining what specifically separates high-performing franchise systems from the rest. I looked beyond what franchisors say they do and focused on observable behaviour, structure, culture, and support practices across a wide range of networks and sectors.

What emerged was clear. In strong systems, success is deliberately developed, supported, and replicated. In weaker systems, outcomes are inconsistent, even when franchisees work just as hard.

the hidden risks Many

Franchise buyers don’t see

Many of the biggest risks don’t show up in disclosure documents or discovery days. They reveal themselves slowly and are often normalised as “just how franchising works”.

Common warning signs include:

• Vague definitions of what franchisee

success actually looks like

• Critical know-how trapped in the heads of a few people

• Franchisee support focused on compliance rather than growth

• Training that sounds impressive but doesn’t translate into action

• A reliance on “what’s always worked” instead of evolving with the market

Individually, these issues may seem manageable. Collectively, they create systemic drag. Franchisees work harder than they should need to, repeat avoidable mistakes, and slowly lose confidence in the system they invested in.

What World class Franchise systems do differently

And How to Test This Before You Commit

Across my research, one insight stood out: high-performing franchise systems are not defined by slogans or structures, but by observable behaviours and repeatable practices.

Rather than asking franchisors what they believe in, prospective franchisees should focus on how the system actually behaves.

The following five areas provide a practical way to test whether a system is genuinely built for franchisee success, or whether it simply looks good on paper.

1. a clear, Franchisee-successcentric Unifying vision

(Not just words on a wall)

World class systems are unified by a clear purpose: to deliberately develop and replicate successful franchisee partners. This vision is not aspirational. It guides strategic decisionmaking, influencing where time, money, and effort are invested.

Questions to ask:

• “What specific support do you provide to help franchisees become successful, and how does that support change as franchisees move from new to established?”

- “Can you give me a recent example of this in action?

• “Can you give me an example of a franchisee who was underperforming and how the system supported improvement?”

• “Tell me about a recent decision where franchisee success was prioritised over short-term gain.”

Red flags:

Vague answers, heavy emphasis on compliance, or an inability to provide concrete examples.

2. evidence of deliberate replication

(Not reliance on ‘stars’ or natural talent)

In strong systems, top performance is not a mystery. High performers are studied, their behaviours identified, and those behaviours deliberately transferred to others.

Questions to ask:

• “What specific behaviours or practices distinguish your top-performing franchisees from average performers?”

- “How were those behaviours identified and validated?”

• “What tools, processes, or support mechanisms are used to replicate those behaviours in other franchisees?”

• “Can you give an example of a franchisee who significantly improved performance as a result of this replication process?”

Red flag:

Success explained by personality, talent, or attitude rather than observable behaviours.

Jan Timms (phd) is the Founder and cEo of get Smart Services and the get Smart Learning Academy, with over 25 years of practical experience working in and with franchise networks. She is the author of The ultimate Franchising Success Formula and completed a seven-year empirical research study into franchising success factors in 2020. In 2025, Jan was awarded the Franchise council of Australia’s outstanding contribution to Franchising by an Individual Award.

jan.timms@getsmartservices.com.au

3. Field support that builds capability

(Not activity disguised as support)

High-performing systems treat franchisee support as a growth mechanism, not a compliance function. Support is structured and focused on building capability over time.

Questions to ask:

• “What capabilities is your support team expected to build in franchisees?”

- “How are these defined and measured?”

• “What does a high-quality support visit look like before, during, and after?”

• “How do you know support provided is actually improving performance?”

Red flags:

Support described mainly in terms of audits, checklists, or policing behaviour.

4. knowledge treated as a shared asset

(Not left in people’s heads)

World class systems do not rely on informal conversations to spread know-how. They deliberately capture and share what works so franchisees are not forced to reinvent the wheel.

Questions to ask:

• “When a franchisee develops a better way of doing something, what happens next?”

• “Where would I access real-world knowhow beyond the operations manual?”

- “How is the operations manual kept current and relevant?”

• “How do you prevent valuable knowledge being lost when people leave?”

Red flag:

Knowledge sharing depends on informal conversations rather than deliberate systems.

5. a system that evolves with Intent

(Not one living off past success)

Markets change and operating conditions evolve. Strong systems adapt deliberately, guided by learning and feedback.

Questions to ask:

• “What has changed in the system over the last two to three years?”

- “How did you decide what needed to change?”

• “How do you test and refine new initiatives before rolling out?”

• “Can you give an example of franchisee feedback that led to improvement?”

Red flag:

The system relies heavily on past success and cannot point to learning-driven change.

Why this Matters to you as a Franchisee

When these behaviours are present, franchisees typically experience:

• Faster learning and fewer costly mistakes

• Clear priorities and confidence in where to focus

• Support that builds capability, not just activity

• Greater trust in the franchisor and the system

When they’re absent, even motivated franchisees can find themselves working harder than necessary and questioning the value of the system they bought into.

a practical next step: score the system before you buy

One of the strongest insights from my research is this: franchise systems can be assessed systematically.

Using a structured diagnostic approach helps prospective franchisees compare opportunities objectively, surface hidden risks, and make more informed decisions before committing.

Because the right franchise system won’t just give you a brand.

It will give you a repeatable pathway to success.

To request a complimentary Franchise System Diagnostic Scorecard, email jan.timms@getsmartservices.com.au

beyond the 9-5: 6 tips for rethinkin G work throuG h

fr Anchisin G in 2026

The world of work is in the midst of a quiet revolution. Traditional 9-5 structures are losing relevance, autonomy is becoming a core value and people across industries are seeking careers that feel more purposeful, more flexible and more human. The question shaping so many decisions is no longer “What job should I do next?” but rather, “What do I want my life to look like – and how can work support that?”

Having worked closely with hundreds of people exploring new career paths, CEO of Stagecoach Performing Arts Lisa Stead has watched these shifts unfold in real time. Her work in franchising and performing arts places her at a crossroads where prospects reassess not just what they do for a living, but what they want that work to represent.

Drawing on that experience, she offers the following guidance for anyone rethinking their working life in 2026.

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

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

Plenty of Stagecoach franchisees only reach that clarity after taking a step back. Someone realises they want their working hours to align with school pick-up times. Another recognises they miss being part of a community. Once your priorities are clear, the right opportunities start revealing themselves without forcing anything.

2be really clear about what flexibility means to you

Flexibility has become one of the most desirable features in any career, but it means

something different for everyone. One person might want to build a business around their family life. Another might be looking for the freedom to shape their own team culture. Someone else might simply want steady work that still leaves room for personal passions.

At Stagecoach, people often talk about rhythms that suit them perfectly. Some love running a business that comes to life in the afternoons and weekends. Others appreciate the balance offered by term-time schedules and creative energy. Once you understand your version of flexibility, you stop settling for work that only sounds flexible on the surface.

3Look

for independence with support, not independence that leaves you stranded

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

This is why more people are turning to franchising. It offers the best of both worlds: the chance to run your own business with the reassurance of proven systems, training and a community of people who’ve been where you’re standing. When independence is backed by support, stepping into something new becomes far more achievable.

4pay attention to the work that gives you energy

Work that drains you day after day is almost impossible to sustain. But work that gives

you energy creates its own momentum. That energy usually comes from making an impact, connecting with people or contributing to something that feels meaningful.

Within Stagecoach, those energising moments are easy to spot. A child stepping on stage for the first time. A nervous teenager discovering confidence. A room full of students cheering one another on. These

moments help franchisees feel excited about their work, even when the days are busy. Whatever franchise model you explore, look for the kind of impact that fills you back up rather than wears you down.

5treat

a career pivot as growth, not a reset

There’s still a belief that changing direction means “starting over”, but modern careers rarely follow straight lines. The skills you’ve built over the years – communication, empathy, leadership, resilience – are often the very skills that help franchisees thrive.

Stagecoach franchisees regularly come from backgrounds that look nothing alike on paper, from healthcare to finance to hospitality. What they bring with them is experience, maturity and strong human skills. A pivot is not a step backwards. It’s an opportunity to put your strengths to work in a setting that fits better.

6build

your next chapter with people around you, not in isolation

Franchising is often appealing because it sits in the sweet spot between independence and community. You are not an employee, but you are also not alone. Supportive networks give you people to ask, people to learn from and people to share the journey with. They also make change feel far less daunting.

Whether you join Stagecoach or another franchise entirely, look for a network where collaboration feels natural and encouragement is part of the culture. A strong franchising community turns uncertainty into confidence and makes the early stages of business ownership feel much more manageable.

a new definition of work

As the future of work continues to evolve, one message comes through clearly. People are taking ownership of how work fits into their lives, rather than shaping their lives around work. Purpose, autonomy and human connection are no longer luxuries. They are expectations.

Franchising is one of the routes that allows people to build a career aligned with these values. But the core principle remains the same: choose work that supports the life you want to build, not the life you feel stuck in. For more information about franchise opportunities with Stagecoach, visit www.stagecoachfranchise.com

talk of the ton: the C heeseC ake shop laun C hes exC lusive new treats J ust in time for bridgerton

The Cheesecake Shop has produced the “Diamond of the Season”, launching a sweet collaboration with Netflix ANZ to bring customers a delectable taste of high society.

To celebrate the highly anticipated return of Bridgerton, The Ton’s Treat Box is a limitededition collection of decadent desserts to enjoy with Season 4 of Bridgerton which dropped on Netflix on 29 January 2026. The best news? The delectable treat box is available now for your premiere watch-party events.

The Cheesecake Shop’s new offering, celebrating another season of the recordbreaking hit show, is the ultimate watchparty companion – a dessert debut worthy of society’s finest soirees and high tea parties. Enjoy a taste of the on-screen fantasy with delectable treats with The Cheesecake Shop’s sweetest new innovation, where Bridgerton romance meets indulgent Australian favourites.

the ton’s treat box includes:

• Two Wildberry Waltz Cheesecake Sticks: An exclusive new flavour in the viral Cheesecake Stick range featuring a slice of Wildberry Baked Cheesecake, cloaked in a rosy-hued white chocolate shell and shimmering with edible gold dust.

• Two Lilac Debutante Cupcakes: A brand-new indulgent treat pairing delicate lilac-hued cupcakes filled with sweet strawberry pulp and finished with a cloud of mascarpone icing.

• Two Royal Ruby Cheesecake Lamingtons: A sumptuous reimagining of a classic lamington, featuring a royal union of red velvet sponge and a rich baked cheesecake, finished with luscious, desiccated coconut.

• Four Masquerade Macaroons: A quartet of dainty, pastel-hued treats in two delicate flavours: green tea matcha and strawberry, and yuzu white chocolate.

The Cheesecake Shop CEO Scott Bush said the berry, zesty, sweet stylings of the elegant

treats drew inspiration from the smash-hit Netflix series.

“This dessert box brings the whimsical and romantic world of Bridgerton to living rooms across Australia and New Zealand – from the dreamy pastel colour palette to the fairytale sprinkles of gold dust and dried flower petals,” Mr Bush said.

“The new season of Bridgerton is shaping up to be a huge cultural moment and one you’ll want to share with friends, making The Ton’s Treat Box ideal for viewing parties.”

The Ton’s Treat Box is available from The Cheesecake Shop’s Australian and New Zealand stores for a limited time, so do make haste before the season is over.

about the cheesecake shop:

The Cheesecake Shop started with just one store in the inner-west Sydney suburb of Rozelle in 1991 and has since grown into an international success, with over 250 cake bakeries and over 2000 employees across Australia and New Zealand. Independently owned and operated by skilled franchise partners, today the brand is synonymous with immaculately presented, hand-crafted delicious cakes, loved by generations of Australians and New Zealanders. For more information, visit cheesecake.com.au

the new Cost of Capital: w hat sme b orrowers need to u nderstand in 2026

Over the past few years, SME owners have become far more conscious of the cost of capital. Interest rates have climbed back up from their historic lows, lending criteria has tightened in places, and the days of “super cheap money” are well behind us.

But focusing purely on the headline interest rate misses the bigger picture.

In 2026, the cost of capital for small and medium businesses is shaped more by how financiers assess risk than by where benchmark interest rates sit. For franchisees and business buyers in particular, understanding this can be the difference between quickly securing the finance they need — or struggling to get a deal over the line.

Lending appetite hasn’t disappeared — but it continues to become more selective

The latest Australian Bureau of Statistics lending data continues ongoing demand for business credit, particularly for established trading entities and acquisitions. Similarly, Reserve Bank of Australia commentary notes that banks and non-bank lenders are still actively writing SME loans — but with a sharper focus on credit quality.

In practical terms, this means lenders are not avoiding SMEs, but they are often being more deliberate about which SMEs they support and how those facilities are structured. For borrowers, that translates into a higher bar for preparation.

cash flow is king (again)

One of the clearest trends financiers are

seeing is a renewed emphasis on cash flow sustainability and resilience.

In the low-rate era, strong asset backing or rapid growth projections could sometimes carry a deal. In today’s environment, lenders want to see businesses that can comfortably service debt even if trading conditions soften.

For franchise businesses, this means:

• Demonstrating consistent historical trading, not just ‘best-case’ projections

• Explaining ramp-up periods and seasonality clearly

• Being realistic with add-backs, particularly for owner wages and one-off costs

From a due diligence perspective, buyers should be stress-testing revenue and cash flow assumptions well before approaching a financier. If sales slow or key expenses increase does the business still service its debt?

Financiers are certainly asking that question.

Management capability can materially affect pricing

Another shift that doesn’t get much airtime is how much weight lenders now place on management capability.

This isn’t always about formal qualifications. It’s about whether the borrower:

• Can demonstrate the experience needed to run a business

• Understands their numbers and key risks

• Has systems in place to monitor performance

In franchise lending, strong franchisor systems can help — but they don’t replace borrower capability. Lenders increasingly price risk not only on the business itself, but on the quality of the operator running it.

Well-prepared borrowers often find this reflected in:

• Better approval confidence

• More flexible structures

• Sharper pricing than peers with similar businesses but weaker presentation

equity matters (even more than it used to)

Another consequence of higher capital costs is the renewed importance of equity.

Across both Australia and New Zealand, financiers are looking for borrowers who have meaningful “skin in the game”. This doesn’t always mean higher deposits, but it does mean:

• Sensible gearing levels

• Clear explanations for where equity has been invested

• Alignment between purchase price, valuation and funding structure

For business buyers, this is particularly relevant. Overpaying for goodwill or relying on aggressive earnings assumptions can quickly derail a funding application

Forecasting has to be credible — not optimistic

Most lenders will still ask for forecasts. What has changed is how sceptically those forecasts are treated.

Gone are the days when 15–20% annual growth projections sailed through with minimal scrutiny. Today, financiers want forecasts that are:

Phil has over 20 years’ experience in providing

to

across

and

• Anchored to historical (or evidenced system) performance

• Supported by identifiable drivers (new sites, price changes, operational improvements)

• Conservative enough to withstand external shocks

In fact, a slightly understated forecast often carries more credibility than an ambitious one!

the nZ perspective: similar themes, same discipline

Across the Tasman, the themes are remarkably consistent.

Stats NZ business data and SME sentiment surveys show many New Zealand businesses remain cautiously optimistic — but equally conscious of cost pressures and margin compression. As in Australia, New Zealand lenders are active but disciplined.

For borrowers operating in either market, this consistency is helpful: strong fundamentals travel well. Weak preparation does not.

What sMe borrowers should do now

For franchisees and SME owners considering finance in 2026, a few practical steps can materially improve outcomes:

1. Get your numbers right early — accurate financials and sensible forecasts matter more than ever

2. Be realistic about risk — acknowledging challenges builds credibility

3. Understand your funding structure — not just how much you’re borrowing, but how the funds will be used.

4. Prepare your story — financiers back people as much as businesses, make sure you’re telling your story.

The cost of capital may be a little higher than it once was, but access to capital remains very much alive for quality SME borrowers. Those who adapt to the new lending environment — rather than wishing for the old one — are best placed to grow, acquire and build resilient businesses in the years ahead. v

protein and platform:

c r Ave A ble b r A nds is sh A pin G the n ext ph A se of Q sr Growth

Australia’s quick service restaurant sector continues to evolve, driven by shifting consumer expectations, digital engagement and the increasing sophistication of franchising as a business model. Within this landscape, two forces are proving particularly influential: the sustained rise of chicken as a preferred protein, and the emergence of multi-brand franchise groups as structured platforms for growth.

Few organisations illustrate this convergence more clearly than Craveable Brands.

As one of Australia’s leading chicken-focused QSR groups, Craveable Brands brings together Oporto, Red Rooster, Chicken Treat and Chargrill Charlie’s — four distinct brands united by a shared category strength

and supported by group-level capability. Together, they represent a significant footprint across metropolitan, suburban and regional markets, serving customers across multiple dining occasions and formats.

chicken as a strategic growth category

Chicken has become one of the most dynamic and adaptable proteins in Australian QSR. Its broad appeal across demographics and occasions gives brands flexibility in menu design, pricing architecture and format expansion.

At Craveable Brands, this adaptability plays out across four differentiated propositions. Oporto’s flame-grilled Portuguese-style chicken delivers bold flavour and strong appeal among urban and drive-thru customers seeking a distinctive alternative within the burger category. Red Rooster, one of Australia’s most recognisable chicken brands, continues to anchor itself in family

meal occasions and everyday dinner solutions. Chicken Treat maintains deep community roots in Western Australia, combining indulgent favourites with accessible offers. Chargrill Charlie’s occupies a premium neighbourhood position, centred on charcoal chicken and fresh salads.

Each brand serves a different segment of the market. Yet all leverage the inherent strengths of chicken: versatility, familiarity and relevance across dayparts.

This category foundation allows Craveable Brands to innovate within clear parameters. Chicken translates seamlessly across burgers, wraps, bowls, snackable formats and family meals. It supports both value-led offers and premium positioning. For franchise partners, that flexibility enables consistent menu evolution while preserving operational clarity.

As consumer dining behaviours continue to expand across dine-in, takeaway, drive-thru and digital channels, chicken’s adaptability ensures ongoing relevance.

the power of the Multi-brand Model

While category strength provides momentum, structure determines how that momentum is scaled.

Craveable Brands operates as a multi-brand platform — a model increasingly aligned with the ambitions of modern franchisees. Rather than expanding a single concept in isolation, the group offers differentiated brands supported by shared expertise and infrastructure.

This approach creates multiple avenues for development. Suburban drive-thru formats, urban takeaway locations and premium neighbourhood stores can all sit within the same portfolio, supported by centralised systems.

For franchisees, this structure offers more than brand recognition. It provides access to group-level investment in supply chain, property development, digital platforms and training — capabilities that underpin sustainable expansion.

Digital engagement is a key example. Loyalty ecosystems, app-based ordering and customer insights are now central to QSR growth. Within a group environment, these capabilities can be developed at scale and leveraged across brands, while each concept maintains its distinct customer proposition.

Importantly, the Craveable Brands model preserves brand clarity. Oporto’s bold, flamegrilled positioning remains distinct from Red Rooster’s family-focused heritage. Chicken Treat’s regional loyalty differs from Chargrill Charlie’s premium neighbourhood appeal. The group structure is designed to strengthen these identities, not dilute them.

This balance — independence at brand level, strength at group level — is central to the platform’s effectiveness.

growth through alignment

The alignment between protein strategy and platform structure is what positions Craveable Brands as a significant force in Australian QSR.

Chicken aligns with consumer demand for versatility and flavour.

A multi-brand platform aligns with franchisee ambitions for progression and portfolio growth.

Together, they create a framework for expansion.

The Australian QSR market remains opportunity-rich. Customers are engaging with brands across multiple touchpoints, from physical stores to digital ecosystems. Franchisees are increasingly seeking structured systems with clear development pathways. In this environment, organisations

that combine category relevance with operational scale are well placed to grow.

Craveable Brands’ portfolio demonstrates how differentiated concepts can coexist within a unified growth strategy. Oporto continues to expand its flame-grilled footprint. Red Rooster builds on its national recognition and family positioning. Chicken Treat deepens its presence in Western Australia and beyond. Chargrill Charlie’s extends its premium neighbourhood model.

Underpinning each brand is shared capability — from procurement and logistics to property strategy and digital innovation — designed to support continued development.

The broader lesson for the franchising sector is clear. Growth in QSR is no longer defined solely by store count. It is shaped by category strength, brand clarity and the ability to build platforms that support expansion across formats and regions.

Protein and platform are emerging as complementary engines of that growth.

Through its focused chicken portfolio and structured multi-brand model, Craveable Brands offers a case study in how those engines can work together — combining distinct brand identities with collective capability to shape the next phase of Australian QSR development. v

“MyHome

has given us a lifestyle and a sense of freedom that has changed our everyday life in the most meaningful ways.”

Claudia and Rod Foward, Owners –

MyHome

Cronulla

Looking to start your own business? Combine your hard work and excellent people skills with MyHome’s world leading systems, technology, support and premium brand to carve out a lucrative slice of a 5.4 billion-dollar market in your own location with a MyHome management franchise.

With high margins, low overheads, consistent recurring income, great cashflow and high demand - MyHome’s proven business model will help you create the business you’ve always dreamt of, enjoying high-income with regular working hours, lifestyle flexibility AND you’ll be building a valuable asset in the process

If you have what it takes to be a motivated and proactive owner-manager you’ll be able to build a fantastic business of your own (with our help) and enjoy executive earnings without the stress, hassle and commute.

ENQUIRE NOW To find out more about the MyHome management franchise and how it could be the perfect business opportunity for you, visit www.myhomefranchise.com.au/bfm-cronulla

Or scan the QR code for instant access

Request your information pack now to discover why MyHome is probably the most exciting and fastest growing business opportunity in Australia today, and how becoming a MyHome Owner gives you executive earnings without the stress, long hours and commute. Visit www.myhomefranchise.com.au/bfm-cronulla Or scan the QR code for instant access

BuilD ing m ore Than a Business:

In an era where long-term loyalty to a business is increasingly rare, Malcolm White stands apart. A leading Snap-on Tools franchisee in Western Australia, Malcolm has spent more than 25 years building and running a successful Snap-on business.

It’s a career defined not only by commercial success, but by genuine passion for both people and the work. That commitment has shaped an entrepreneurial mindset and work ethic he is now passing on to the next generation, with his son Nathan following him into the family business he has spent decades building.

For Malcolm, success has never been about simply selling tools. It’s about relationships, trust and creating opportunities for others to

thrive. That philosophy has shaped a franchise built to last. It’s one that now spans four territories across Western Australia and is supported by a strong, loyal team and the next generation of his own family.

From the workshop floor to franchise ownership

Malcolm’s journey with Snap-on began in 2001, almost by chance. Trained originally as a mechanic, he understood workshops inside and out. The pressures, the personalities and the pride that comes with doing a job properly. “I knew how workshops operated because I’d lived it,” Malcolm says. “I understood what technicians needed, what mattered to them, and how important trust was.”

From the outset, Malcolm believed that honesty, respect and exceptional customer service were the foundations of a successful franchise. He focused on building long-term relationships with customers that he visited weekly rather than chasing short-term wins. The early years involved long hours and hard work, but that commitment paid off, with a loyal customer base and steady business growth.

Family values

Family has always been central to Malcolm’s life and business. Long before Nathan officially joined the franchise, Malcolm and his son spent countless hours together in the shed at their property tinkering with engines. It was a shared passion that laid the groundwork for what would later become a family business.

When the time was right, Nathan joined the franchise, bringing with him experience as a heavy-duty mechanic and a deep understanding of the workshop environment. His technical knowledge allows him to easily identify the right tools for each customer, while also bringing fresh thinking to the business. “It was a natural progression,” Malcolm says. “Nathan understands the

trade, and the customers. Having him come on board strengthened the business in every way. I’m proud that he is now the General Manager.”

Nathan has also introduced new ideas and platforms, including managing the franchise’s social media presence, driving unprecedented growth for their online community and helping modernise the brand’s engagement with customers.

growth

As the business gained momentum, Malcolm saw opportunities to expand beyond his original territory. With a strong customer base, disciplined operations and a reputation for integrity, he progressively took on additional Snap-on territories. Each expansion carefully considered and built on the same principles that had underpinned his initial success. Over time, this strategic growth saw Malcolm evolve from a single-territory operator into a multi-franchise owner, now successfully managing four territories across Western Australia. Rather than rapid

expansion for its own sake, Malcolm focused on sustainable growth over 25 years, ensuring each territory maintained high service standards, strong customer relationships and a consistent Snap-on brand experience. It is this measured, people-first approach that has allowed the business to scale while remaining deeply connected to the workshops and communities it serves.

nurturing talent and investing in people

Perhaps the most defining feature of Malcolm’s leadership style is his unwavering commitment to developing people. He is deeply passionate about training the next generation of Snap-on of franchise leaders, something he speaks about with genuine emotion.

Malcolm employs experienced senior technicians alongside junior staff, encouraging mentorship and on-the-job learning. Young team members are given the opportunity to shadow seasoned professionals, gaining skills, confidence and perspective.

“If you are trying to build and expand a business, good people are everything,” he says. “The business doesn’t run without them.” Looking after staff, for Malcolm, often means recognising effort without being asked, whether through rewards like pay increases, support or simply taking the time to listen. He believes loyalty is earned, not expected, and that a strong culture is built through mutual respect.

That same mindset extends beyond his own team. Malcolm regularly mentors other Snapon franchisees, often being the first to offer advice, guidance or simply an ear when it’s needed.

Open communication is a cornerstone of Malcolm’s leadership approach. Weekly Friday catch ups after work have become a ritual, an opportunity to connect, unwind and stay in

tune with the team. “It keeps me across what’s happening, but more importantly, it lets me connect with the team,” he says. “Watching these young people come out of their shells and celebrate both small and big wins, it puts a smile on my face.”

Malcolm strongly believes in listening to the next generation of workers and respecting their ideas. He credits Nathan’s input with helping evolve the business and ensure it remains relevant in a changing market.

advice for aspiring franchisees

After more than two decades in franchising, Malcolm’s advice is refreshingly straightforward.

“When an opportunity presents itself, take it,” he says. “It’s not without risk, but if you’ve done the due diligence, and you absolutely need to, then it’s a calculated risk. Back yourself and go for it.”

He believes a successful franchise can deliver not only financial rewards, but flexibility and freedom later in life, allowing owners to continue contributing to the business while enjoying a better balance.

recognition and community

While awards have never been Malcolm’s motivation, recognition has been meaningful, particularly as a reflection of team effort. Most recently, he was honoured as Regional Franchisee of the Year for 2026, as well as National Franchisee of the Year.

“It’s really nice to be recognised for our hard work,” he says. “And it’s wonderful for the team.”

Malcolm is also quick to credit the broader Snap-on dealer network in Western Australia, describing it as a strong, supportive community that keeps everyone operating at a high level.

“A strong brand and a strong group of franchisees lift everyone,” he says.

After 25 years, Malcolm White’s success is measured not just in territories or awards, but in people, the careers he’s helped build, the family legacy he’s created, and the culture of respect and opportunity that defines his Snapon franchise today.

If you are interested in learning more about the Snap-on franchise model, can contact Sota.franchise@snapon.com or call 1800 762 766.

on The roaD… again Mobile v fixed site fr Anchises

Ahh mobile franchises, the freedom of not being tied to an office or retail store, wind in your hair and dog in tow, off to the next appointment with no need to pay exorbitant rent and staff costs.

I can get my lawns cut, my hedge trimmed, my car repaired, house cleaned, and dinner and groceries delivered to the door!

Mobile franchises are a great option where

you can work your own hours and work as hard or as little as you like.

They may not suit everyone but in the digital age we are in and with more people working from home mobile franchises are more popular than ever and although low-cost entry you still need to choose wisely.

the benefits of a mobile franchise

• They require a much smaller up-front capital investment and therefore more affordable.

• They offer greater work life flexibility than a traditional site-based franchise.

• The operating costs are also much less than a retail franchise and can still deliver a reasonable return on effort due to the lower overheads.

• Taking your business to the consumer is a great way to generate work without carrying the huge overheads of a fixed site.

• They are generally owner operated so you do not have staff costs nor need to manage staff.

Robert Toth is Special counsel and Franchise Specialist at Sanicki Lawyers with over 35 years of experience in franchise, licensing and distribution law.

robert is also an Accredited commercial Law Specialist and regularly publishes articles on franchising in Australia and overseas journals and acts for a number of overseas, local and master franchisors and acts in dispute resolution and mediations.

named by global law experts as Franchise Law Expert of the Year 2025 in Australia. Contact Robert@sanickilawyers.com.au or call him on mobile 0412 67 37 57 www.sanickilawyers.com.au

or return and you may not like fighting traffic to travel from job to job!

Some mobile franchises charge a fixed monthly royalty rather than a royalty based on the gross turnover of the business. This can be positive if the business is successful and growing but a fixed monthly royalty can become just a debt owed to the franchisor if the business is not successful

Fixed site Franchises

A typical fixed site franchise may require investment of anything between $350,000 to $800,000, of which the franchise fee may be $40,000 to $60,000 as opposed to a mobile franchise where the overall investment may be around the $60,000 to $100,000 mark.

Fixed site franchises generally charge royalty based on the turnover of the business of between 4% to 10% of gross turnover (revenue) and a marketing fund contribution of around 2% to 5% per cent.

The royalty payable on a mobile franchise may be somewhat higher depending on the model and no two franchise models are alike.

do the numbers work?

Even though it may be a lower entry cost you should still talk to other franchisees in the system to gain feedback and do your own financial due diligence and cash flows with your accountant to see if the business is viable to at least pay you a reasonable salary for your effort.

If the numbers don’t work, then don’t commit, as mobile franchises can be di fficult to sell.

You may also need to accept that by taking up a mobile franchise, you will be simply buying yourself a job but there is nothing wrong with that!

training and support

You should ensure the franchisor provides adequate training up front and ongoing training and support and they have the latest booking and CRM software for ease of bookings and payment. There is really no excuse these days for outdated systems and software.

• The franchise fee is usually the biggest cost apart from the need to lease a vehicle, branding and equipment costs as opposed to a fixed site franchise.

• With a retail or premises franchise the franchise fee is usually the lowest cost but you need to have substantial working capital to fund stock, the shop fit out, lease costs and insurances.

• Generally mobile franchises have limited stock holding as opposed to a fixed site franchise.

A mobile franchise may charge an up front franchise fee of around $20,000 to $30,000, plus the cost of the vehicle and equipment. The vehicle and equipment can usually be leased which reduces the capital outlay.

The negative is that even though a mobile franchise has less up-front costs (which means less risk) it may also mean a smaller income

The stock has to be funded up front and the working capital for a fixed site franchise over the first six or twelve months of operation will be much greater if it is a new greenfield site.

What to consider when looking at a mobile franchise

Here are some key things to consider:

a. Do you get allocated an exclusive territory or can other franchisees compete in your territory.

b. Does the franchisor direct leads to you or do you have to find your own customers?

c. Is your territory close to where you live? You may not want to be travelling across town to service your area?

d. Do you have to travel long distances within your territory to service clients for a small fee, in which there may be little profit?

e. Can you still take time off and have a break without impacting on the business if you are a sole trader?

Also check if the franchisor has a social media presence to market and promote the brand and they are active in promoting the Brand overall.

the exit plan

All franchises have a “life span” after which you will want to sell and exit and for most it is around 5 to 7 years, so you need to look at the transfer or assignment costs when you sell, restrictions on selling the franchise and any non-compete clauses that may restrict you from setting up in competition after you exit the franchise.

If things don’t go to plan it can be di fficult to get out and sell a mobile franchise and you may crystallize a loss if you walk away during the franchise term.

So, before you “get on the road again” like Willie Nelson did back in the 60’s, do your analysis and get advice from your Specialist Franchise Lawyer and financial advisor to limit your risk so you can make an informed decision before you commit. v

h ow Poolwerx

i s e ngineering iT s n ex T Phase of f ran C hise g row T h

When a franchise network reaches over 150 retail locations in Australia, the number itself is impressive, but the real story lies in what it reveals about the business behind it.

For Poolwerx, Australia’s largest pool and spa maintenance network, the opening of its 150th Australian retail store in the Brisbane suburb Cannon Hill, marks more than a growth milestone. It represents a brand that has invested in innovation, resilience, and a network of high-performing franchise partners.

After more than 30 years of steady growth, Poolwerx’s hub-and-spoke franchise model is designed to scale through seasonal cycles. Multiple revenue streams across residential, commercial, service, and retail channels balance earnings year-round, providing franchise parters with the opportunity to

scale their business. As Australia’s largest pool care brand, Poolwerx supports franchise partners with proven systems and experience, guided by its number one KPI: franchise partner profitability.

This model now underpins Poolwerx’s next phase of growth, with a double-digit expansion forecast over the next five years and double-digit total revenue growth targeted for FY26. True to its long-term approach, Poolwerx remains focused on compounding growth-deliberately and sustainably.

From steady growth to scalable systems

Founded in 1992 by John O’Brien as a single mobile pool servicing business, Poolwerx has evolved into a global franchise network operating across Australia, New Zealand and the United States. The brand is on track to reach close to 200 stores globally, supported by approximately 750 service vans, and is the world’s largest franchise pool service brand.

Poolwerx’s longevity comes from disciplined expansion, strong franchise systems, and a long-term focus on partner success. This strategy has enabled the network to continue to experience growth through economic downturns and the COVID-19 pandemic, while expanding its footprint.

ANZ Chief Operating Officer Steve Halls says the next phase of Poolwerx’s growth is being driven by technology and data-led decision making.

“For over three decades, Poolwerx has delivered steady, sustainable growth,” Halls says. “What we’re building now is a flexible, information-enabled organisation that allows franchise partners to grow faster and smarter. The opportunity ahead is exponential.”

a franchise model attracting experienced operators

Supported by a robust operational framework, Poolwerx equips franchise partners with the tools and resources they need to succeed as trusted local pool experts. Comprehensive marketing, learning and development, and technical support are always on hand, enabling franchisees to focus on building and scaling their businesses with confidence.

As the franchise sector continues to expand, Poolwerx has seen growing interest from experienced business professionals transitioning from industries such as IT, consulting, mining, aviation, and

government. Many are attracted by the stability of a service-based model, combined with the structure, support, and autonomy offered by an established franchise system.

Andrew Huth, who recently joined the Poolwerx franchise network after more than 20 years in corporate consulting, is a strong example of this shift. Reflecting on his transition, Huth says:

I wanted something different - more variety, more challenge, and the chance to build a workplace culture I’m proud of. In the corporate world, I felt I’d stopped learning. With Poolwerx, I’m hands-on, making real decisions and building a team where people feel valued. It’s about more than financial success; it’s been one of the most rewarding decisions of my career.

Multi-site ownership as a growth lever

The 150th store opening of Poolwerx Cannon Hill is operated by franchise partner Richard Kelly, who owns one of the network’s largest and most successful territories. His journey reflects how Poolwerx’s hub-and-spoke model enables franchise partners to scale sustainably while maintaining strong local ownership.

Since joining Poolwerx in 2021, Kelly has achieved 58 per cent revenue growth across four retail stores and 20 service vans. The Cannon Hill opening marks his fourth store and highlights the growing role of multi-site ownership within the network.

“This milestone reflects the collective spirit of innovation and collaboration across the

Poolwerx network,” Kelly says. “Each new store represents local people investing in their community - creating jobs, supporting schools and clubs, and delivering services that help families make the most of their time at home.”

Multi-site franchise ownership has become a key driver of scale for Poolwerx. Centralised systems, structured training and operational support allow franchise partners to expand while maintaining consistency in service delivery and customer experience.

Steve Halls adds, “The biggest driver of multi-site growth has been the strength of Poolwerx’s franchise model combined with the dedication and capability of its franchise partners. Partners benefit from proven systems, national marketing support, data-led decision making and ongoing operational guidance, enabling them to scale confidently across multiple locations.”

“In this case, strong local execution paired with consistent brand standards has driven sustainable growth across all three existing stores, making the move to a fourth a natural progression.”

driving global growth through technology and support Poolwerx’s performance during COVID reinforced the strength of its franchise model. While many businesses scaled back, Poolwerx retained its full support centre workforce and continued to grow as Australians continue to invest in their homes and outdoor living, driving strong demand for professional pool care and maintenance services.

To support this demand, Poolwerx has made digital transformation a key priority. Ongoing investment in systems, data, and workflow tools enables franchise partners to operate safely, manage workloads efficiently, and stay seamlessly connected with clients. This strong technology foundation now underpins Poolwerx’s ambitious international growth plans, including the expanded use of AI across the network.

One example of this AI innovation is Poolwerx’s Healthy Pool Plan, which combines data-driven insights with operational expertise to support franchise partners globally. The Healthy Pool Plan is a comprehensive 18-page assessment that uses a clear ‘traffic light’ system to look beyond the surface of a pool and evaluate performance across critical areas, including filtration, sanitisation, equipment, safety and compliance, and ongoing maintenance.

Long-term success for Poolwerx is defined by sustainable growth, strong franchise partner performance, and a deep understanding of customer needs. The 150th Australian store milestone highlights how disciplined growth and a franchise-first strategy can balance scale with stability.

With strong fundamentals, growing interest from experienced operators, and a clear roadmap for continued global expansion, Poolwerx demonstrates that its franchise model works - not just at home, but on a global stage.

For Poolwerx, the question is no longer whether the franchise model works, but how far it can go. v

why m obile fran C hises r eward d is C iplined o perators

Mobile franchises are not winning because they are convenient. They are winning because they reward disciplined operators.

Rising commercial rents, changing consumer habits and the normalisation of on-demand services have reshaped how customers engage with businesses. People expect solutions to fit into their lives. They are less willing to travel, wait or navigate unnecessary friction.

This shift has accelerated the growth of mobile and on-the-road franchise models.

From home services and trades to pet care, food, and fitness, businesses are increasingly taking their services directly to customers.

From a business coaching perspective, the real story is not mobility. It is performance. Mobile franchises do not succeed

automatically. They succeed when operators treat their territory like a business, not a job.

Mobility Is a structure. performance Is a choice

A mobile model provides flexibility, as it lowers fixed overheads, removes the dependency on foot traffic, and provides franchisees with control over their schedule and coverage.

That said, flexibility without discipline can quickly lead to inconsistency.

In a fixed retail environment, structure is imposed because opening hours dictate presence, location drives visibility, and walkin traffic creates baseline activity.

In a mobile business, structure must be selfgenerated. There is no shopfront reminding you to be visible. No front counter prompting

conversations. No natural foot traffic providing opportunities. Every booking, every referral, every new customer must be created, followed up and converted through deliberate action.

This is why mobile franchises tend to reward operators with strong self-leadership. The model amplifies habits. Good habits compound. Poor habits become expensive.

sales Is not an event. It Is a daily discipline

One of the biggest misconceptions in mobile franchising is that the vehicle does the marketing.

Visibility helps, and the franchise brand matters, but consistent revenue is driven by daily sales behaviour.

High-performing franchisees understand that

sales activity is measurable. They track:

• Conversations initiated

• Referral relationships developed

• Follow-ups completed

• Repeat booking rates

• Local partnerships established They do not rely solely on incoming enquiries. Instead, they create demand within their territory.

In a mobile franchise model, every service visit is an opportunity to strengthen a relationship. A follow-up message, a check-in call, or a simple introduction to a neighbouring business can generate momentum that compounds over time.

Franchisees who treat sales as a structured, daily activity typically outperform those who treat it as something that “just happens”.

Tony Meredith coaching focuses on helping business owners grow Sales, Increase Profits, and regain Time.

Tony Meredith coaching started in 2018 and works with hundreds of small-medium businesses across Australia, in the areas of Franchising, retail, Services, Manufacturing, and Trades.

Tony has over 25 years’ experience working for some of the world’s largest corporations in a variety of senior sales and leadership roles. contact Tony and his team if you want to grow an outstanding franchise business. info@tonymeredithcoaching.com.au https://tonymeredithcoaching.com.au/ https://www.linkedin.com/in/tony-meredith-coach/ https://www.facebook.com/tonymeredithcoaching

Leadership Without supervision

Mobile franchising requires a particular kind of leadership. Not over a large team, but over oneself.

There is no manager watching daily activity. No colleagues observing effort levels. The operator becomes the face of the brand within their territory.

That visibility brings opportunity and accountability.

Customers associate the service with the individual. Community reputation is built through repeated interactions. Reliability, communication and professionalism become personal assets.

This is where leadership becomes commercial. Discipline in time management. Consistency in customer experience. Ownership of results. Mobile operators who see themselves as territory leaders, rather than service providers, tend to build stronger networks and more resilient revenue streams.

They understand that their name, not just the brand, is on the line.

time Is the hidden Lever

One of the most powerful advantages of mobile franchises is control over time. Routes can be designed. Appointments can be clustered. Travel can be optimised.

Yet control over time does not automatically translate into effective time use.

Without intentional planning, gaps appear. Travel expands. Administrative tasks drift. Prospecting gets postponed.

High-performing franchisees value time as a resource. They structure their week around revenue-generating activity first. They protect prospecting time, use travel windows productively, and review their territory coverage, adjusting it based on demand patterns.

In mobile franchising, profitability improves through greater precision, not by working longer hours.

regional and Urban

opportunities reward Initiative

Mobile franchises operate effectively across both metropolitan and regional markets. In outer-metro growth corridors and regional communities, demand for specialised services often exceeds supply. In urban areas, flexibility allows operators to reach customers who prefer convenience over commuting. But geography alone does not create success. In every market, initiative is the deciding factor.

Franchisees who introduce themselves to local businesses, connect with complementary service providers and remain visible within community networks generate stronger pipelines. Those who wait passively for bookings tend to experience inconsistent cashflow.

the Future belongs to accountable Franchisees

The rise of mobile franchises reflects a broader shift in consumer expectations. Customers want accessibility, responsiveness, and personalised service.

Mobile franchise models align naturally with these preferences.

However, the structure alone is not a guarantee. The franchisees who thrive are those who embrace accountability. They track their activity. They manage their time deliberately. They lead themselves with discipline. They view their territory as a long-term asset to be developed, not simply serviced.

Mobility is an advantage. Responsibility is the multiplier.

For franchisees willing to take responsibility for their sales activity, their schedule and their reputation within the community, mobile franchising offers more than flexibility. It offers control. In today’s market, control in the hands of a disciplined franchisee is a powerful competitive edge. v

On The Road

lots of opportunities

The number of mobile franchises in both New Zealand and Australia has increased considerably over the years and usually when we talk about mobile franchises, a franchisee would use a vehicle like a van or truck and go out to customers.

Looking through a recent franchise magazine in New Zealand, the following can be classed as mobile franchises: Aramex (couriers); At Your Request Franchise Group; Cleancorp; Clean Planet; Cleantastic Commercial Cleaning; Crewcut; Driving Miss Daisy; Exceed; Green Acres; Hire A Hubby; Jim’s Mowing; Jim’s Test & Tag; Mr Green; Mr Whippy; MY Guy; Novus; Peak Clean; Poolwerx; Red LBP (property inspections); ShowerFix; Snap-on-Tools; Streetwise Coffee; The Coffee Guy; The Local Guys; The Wheel Magician; VIP Home Services.

Stewart g ermann who is acknowledged as new Zealand’s leading franchising lawyer with over 40 years’ experience in this area, is a recognised national and international guest speaker at franchise conferences in new Zealand, Australia and uSA. Stewart g ermann Law o ffice (SgL) is new Zealand’s longest established specialist franchising law firm and Stewart is recognised in the Lexology Index Thought Leaders 2025: g lobal Elite in the Franchising c ategory. SgL’s clients include many of new Zealand’s best known national and international franchise brands and Stewart has extensive franchising contacts worldwide and locally. Stewart g ermann is actively involved in international franchising, has published articles in the International Journal of Franchising Law and has attended and participated in many F c A conferences.

Stewart was awarded the onZM in the new Year honours List 2026 for services to franchise law.

Email: stewart@germann.co.nz | Web: www.germann.co.nz

The above are franchises that are mobile because they have to be. The services include lawnmowing, pool valet, electrical and plumbing, couriers and cleaning. A mobile franchise is often called “a man with a van”. Whatever franchise you are looking at, you must do your due diligence. Apart from talking to the relevant franchisor, you must ask a lot of questions and it is essential to talk to franchisees who are already running their own businesses to see if they like it, what pitfalls they have discovered and, most importantly, the costs which will be incurred, and the profitability.

The franchise agreement between the franchisor or owner of the intellectual property for the business system and the franchisee will contain some unique clauses including the use of the trade marks and colour schemes, specifications of the type of motor vehicle and territorial restrictions. Can the mobile van drive anywhere? If the answer is no then the franchisor must think carefully about the division of territories, the population base, and how to distribute a territory fairly among franchisees. A courier

van is an interesting case study. We all see couriers driving everywhere but even the courier/franchisee should have a specified area or territory. For example, Auckland is such a large city in land area so it would be hopeless to allow a courier to drive from West Auckland to East Auckland delivering parcels. The same would apply to Sydney or Melbourne so careful thought and research must be undertaken in relation to territories. It is also important for mobile franchisees to comply with all relevant legislation and regulations. In New Zealand, if you drive a diesel or another type of non-petrol fuelled vehicle, you need to pay Road User Charges (RUC). These charges go towards maintaining and improving the roading network. Petrol vehicles contribute towards

these costs through an excise tax on petrol. There is no tax on diesel which is why these vehicles need to pay RUC instead. RUC is charged according to how many kilometres a vehicle travels, and its type and weight. Vehicles pay a set amount for every 1,000 kilometres travelled. For example, a powered vehicle with two axles and under 3.5 tonne will pay NZ$76 per 1,000 km and heavier vehicles pay a higher rate of RUC; and a plug-in hybrid vehicle up to 3,500 kg will pay NZ$38 per 1,000 km.

Whichever mobile franchise you choose, please complete proper due diligence, take independent legal and accounting advice from competent professionals and make the right decision. v

FRANCHISE OPPORTUNITIES:

– Southern Downs & Granite Belt

– Greater Newcastle

– Bathurst & Goulburn

– Country Victoria

– Batemans Bay

– Melbourne

– Adelaide

– Armidale

AUSTRALIA'S PREMIER

Home Care Franchise Network

Right at Home was one of the first companies to enter senior care and is now an industry leader. With nearly 800 global locations across five countries and over US$996 million in annual sales, Right at Home is one of the world’s largest home care franchise networks making a positive difference in the lives of thousands of clients, caregivers, and family members every day.

Are you looking to make a meaningful life change for the better?

Secure your family’s future with Right at Home Australia and make a difference in your community, whilst building a business in the thriving and dynamic home care industry. You’ll enjoy the freedom to grow your own business, with the full support of a quality, national home care brand delivering domestic support, personal care, skilled nursing, and allied health services.

The foundation of becoming a successful Right at Home business owner is a deep passion for looking after people and a commitment to providing high-quality care. You do not

have to have previous home or health care experience. We provide you with the necessary training to ensure your services are delivered at the highest standard.

The home care market is guaranteed to grow for the next 20 years. The entry costs and overheads are very low compared with most businesses.

With 59 established offices, Right at Home Australia has available territories in regional New South Wales, regional Victoria, South Australia, Tasmania, and regional Western Australia.

Call us on 1300 363 802 or email franchise@rightathome.com.au to discuss your home care franchise opportunity today.

the fran C hise sQ uee Z e:

w hy your touG hest b oArd Meetin G

is

the o ne inside your h e Ad

Franchise owners are feeling the squeeze. Squeezed for time as you juggle operational complexities, squeezed for profit as margins compress, and squeezed for performance while trying to meet strict brand targets. It feels as though every manager, staff member, and customer wants a piece of you.

You probably entered the world of franchising for the freedom of being your own boss, backed by the safety and security of a major brand name. But the reality of daily operations is a little further down the food chain. You’ve discovered that being the CEO means navigating local negotiations, managing staff conflict, and handling a never-ending list of "must-dos". To cope,

many default to a "head down, bum up" mentality - trying to do everything themselves because they feel they are the only ones who can do it "right".

This pressure is real. Studies show that onethird of small business owners experience moderate to high levels of psychological distress. When you’re the one where the buck stops, the “independent operator” part of your contract starts to feel like a very lonely place to be.

However, the most dangerous pressure isn’t coming from head office or the economyit’s coming from an internal conflict inside your own mind. The thing is, you can’t be an optimal leader if you are constantly stuck in the operator trap. The reason you aren't delegating, promoting your business, or leading with confidence is that you’re listening to a tiny, destructive committee between your ears.

I call them the Itty Bitty Shitty Committee. The inner critics that keep you small, stop you from trusting your team and prevent you from becoming the resilient leader your business actually needs.

your Internal head office

Why do these voices have such a grip on you? It’s down to your brain’s prehistoric wiring. The headquarters for the committee is the amygdala, a small structure responsible for your survival instinct.

In caveman times, it triggered fight-orflight to save you from actual beasts. Today, your amygdala views a staffing gap, a 75% turnover rate in your restaurant, or a difficult management conversation as a life-threatening predator. To protect you, it sends out a ragtag bunch of inner critics to ensure you play it safe, stay small, and - most destructively - never trust anyone else to handle the work.

Meet the committee sabotaging your Leadership

Recognising these characters is the first step toward firing them and reclaiming your time and becoming the confident, assured leader you need to be to weather any storm, some of the committee members who might be the loudest in your head include:

• Prof. Crastinator (Analysis Paralysis): The Professor never got around to finishing his own degree, but he’s an expert in why your team isn’t ready to take over. He is the voice behind the "iperfect" trap. He tells you that no one can do it like you do, so you may as well do it yourself. He creates concern, demanding one more spreadsheet before you hand over the keys to a manager, ensuring your delegation plans grind to a halt.

• Connie (Comparisonitis): Connie is the social butterfly who benchmarks your stress against every other operator in the network. She feeds on how you stack up against the competetion making you feel like a failure because you aren't handling the squeeze as effortlessly as the topperforming territory down the road. She whispers, "You'll never catch up - you're too far behind," causing you to withdraw deeper into the mire instead of leading your own race.

• Butch (Insecurity): Butch believes that if you're good at what you do, you don't need to lead or promote - the work stands for itself. He swaggers in, calls leadership and profile-building "fluff," and bullies you into submission. He keeps you hidden behind the corporate brand logo, afraid that if you

l auren Clemett is a leading personal branding specialist for franchisors who need to systemize consistent, magnetic performance across their entire network. She solves the challenge of scaling leadership, transforming operationally sound franchisees into powerful local market leaders who drive exponential growth. Drawing on her deep expertise from global brand management and unique insights into neurological brand processing (how the brain sees and remembers brands), Lauren equips every franchisee to move beyond the manual to become a unified, magnetic leader, effortlessly recruit A-Player talent and draw in high-value, ideal customers. www.yourbrandtruenorth.com

stand up as a local expert, people will think you're "getting too big for your boots".

• Pat (The Comfort Zone): Lovely old Pat sits there doing her knitting, terrified of the big, wide world. She tells you, "Don't get ahead of yourself," convincing you that staying in the safe, familiar daily grind is better than innovating or challenging the status quo. She has zero faith in your ability to adapt or up the ante, preferring you to stay small and comfy even while your margins are dissolving.

rewiring for resilience

Managing a franchise is about more than following a manual. It’s about managing your mindset and that of your team. You can’t lead effectively if you are being bullied by your own thinking. When 43% of franchise employees quit due to burnout, they aren't just leaving a brand - they are leaving a leader who is too stressed to support them.

True resilience comes from replacing the inner critical committee with a Big, Bold, and Brilliant Board. This isn’t about constant positivity - it’s about taking a lighthearted look at how your own brain sabotages your success so you can overrule those voices and finally step into the CEO role you signed up for.

Stop trying to be the cog in the machine and start being the captain. It’s time to tell your Itty Bitty Shitty Committee to “hold my beer and watch me” while you lead your business to its full potential.

the b.o.L.d. Move to reclaim your Leadership

Replacing your internal critics with a Big, Bold, and Brilliant Board doesn’t happen overnight. It’s a daily habit of mindset management. The next time you hear the committee firing up to sabotage your delegation or local marketing efforts, use this B.O.L.D. reframing technique to quiet the noise:

• B – Breathe: Relax and realise that you are not in any real danger; your lizard brain

is simply overreacting to overwhelm and business stress.

• O – Observe: Identify which voice is speaking. Is it Butch telling you to hide behind the brand, or Pat begging you to stay in your comfort zone?

• L – Look for Evidence: Review your reality and confirm the facts. Look at the footprints you’ve already left - the challenges you’ve overcome and the successful team you’ve already built.

• D – Do the Thing: Take the action you are afraid of. Whether it is briefing a manager or pitching your innovative idea to the head office, let’s see what happens when you lead with conviction.

ready to Fire your Inner critics? Don’t let a tiny committee of internal bullies mess up your momentum or burn out your team. It’s time to step out of the shadows of being the world’s best-kept secret and shine.

1. Take the Quiz. Find out exactly which of the Itty Bitty Shitty Committee voices is running the show in your head.

2. Get the Roadmap. For a deeper guide on silencing these voices and achieving your dreams, grab your copy of the book: The Itty Bitty Shitty Committee: Fire Your Inner Critics to Achieve Your Dreams.

3. Book a Keynote. Want to rewire resilience across your entire franchise network? Book Lauren Clemett to speak at your next conference and help your team change their minds to change their momentum.

Visit www.ittybittyshittycommittee.co for details.

d r tint & wrap fran C hises

o

ffer best

of

b

oth

worlds:

own E r Sh IP, Fr EED o M, Su PP orT An D Pro FIT

Want a chance to quit your job and start something new? Are you tired of working for a boss and getting nowhere? Have you always wanted to own a business of your own? Well, this might be the opportunity you’ve been looking for. Established New Zealand franchisor, Dr Tint & Wrap, is opening up franchises in Queensland and is offering substantial support for Australians wanting to be their own boss.

As a glass window tinting company, Dr Tint & Wrap specialises in window tinting for cars, vans and trucks. This involves applying

a vinyl film coating to the glass to protect against heat and glare, making driving more comfortable and safer. It is a long-established process and has been applied to thousands of car windows and building window glass for decades. The technology is proven, the results measurable and the customer appeal high.

Now in 2026, with the business expanding, brand new opportunities are now available for people who want a business of their own in a proven and profitable sector of the auto aftermarket, starting in the Brisbane and Gold Coast region.

As a business, Dr Tint & Wrap is not just about window tinting. A very popular additional aspect of this franchise is the wrapping of car body panels. Wrapping is an increasingly popular way to customise a car with a vinyl wrap that allows the owner to personalise their car, protect and

enhance its exterior. It’s a great alternative to spray painting and much cheaper. Vinyl wraps, being a plastic film, can later be easily peeled off, if desired. Wrapping also is used for commercial vehicles for signwriting and graphics in a cost-effective alternative to traditional signwriting – and every commercial vehicle needs graphics and signs!

As a business package, a Dr Tint & Wrap franchise is a full service, high demand, and profitable business. As a Dr Tint & Wrap franchisee, you have the opportunity to be the owner and your own boss. But what about training and the necessary skill sets to do this type of work. A major feature of a Dr Tint & Wrap franchise is that Dr Tint technicians take you through the processes step by step, showing you how to prepare the work surface, measure and apply the film and most importantly, obtain that perfect finish.

At the start of your new franchise, you’ll be coached in not just the application of the film, but just as importantly, in all other aspects of running a small business – essential to underpin your future success.

Training and induction extends to how to turn a customer enquiry into a paying job. But don’t worry if you’re not an expert in sales and marketing. Your Dr Tint & Wrap franchise is promoted for you through the franchisor’s Australian website. This customer generator function effectively uses proven social media advertising to create customers for your business. You just focus on delivering the best customer service, and of course on that excellent finished job.

You might be thinking, but I don’t have a background in automotive servicing. That doesn’t matter, as you are being fully trained in the whole film application process. To be successful, you will, however, have an eye for detail, a meticulous and steady approach to finish excellence and a strong desire for customer satisfaction. With these prior attributes, this business will be ideal for you.

Back to the business side for a moment. Apart from extensive initial training, what does a Dr Tint & Wrap franchise offer? We’ve mentioned franchisor-managed marketing and advertising, paid for by your business, but handled by the franchisor. The next major feature of your business is the buying of your vinyl film for both tinting and wrapping. If you were an independent operator, you would purchase your stock on the open market at trade or wholesale prices, with little

“ You might be thinking, but I don’t have a background in automotive servicing. That doesn’t matter, as you are being fully trained in the whole film application process.”

bargaining power. But as a Dr Tint & Wrap franchisee, the franchisor negotiates with suppliers on behalf of all franchisees in the group. This bulk purchasing power means better buying prices for you which means more bottom-line profits for your business. Then there is the all-important network effect of being a franchisee. As an independent small business owner, you have to figure out everything by yourself. As part of a group of Dr Tint & Wrap franchisees, with branches across two countries, your have access to the ideas, experiences and support that comes from being ‘inside’ the group. Don’t underestimate the importance of this support side – from both the franchisor and from your fellow franchisees. It’s what we mean when we say “Being in business for yourself, but not by yourself”.

So, let’s recap. You are a detail-minded person. You want to be your own boss and own a business fully supported as part of a group. You live in southeast Queensland or northern NSW. You’ll be trained and inducted into all aspects of how to operate your new franchise. You’ll have an exclusive franchise territory where you are the only Dr Tint & Wrap franchisee. Your marketing and advertising are handled centrally from the franchisor’s social media team. You’ll buy your film stock at best prices. And you’ll be the owner of your own business within the expanding national brand of Dr Tint & Wrap.

If this sounds like what you’ve been looking for, contact Dr Tint & Wrap’s Australian franchise consultants, or go to the website and fill out the Enquiry box. We are waiting to hear from you!

For more info contact Colin Crawford, WFD Franchise Developments at:

E: ccrawford@franchisedevelopments.com.au M: 0425 838 800 W: www.drtint.au

Countdown to payday super

Payday Super is coming! As one of the most significant changes to Australia’s superannuation system in decades, please take a few minutes to find out what you need to know to get ready.

Put simply: Payday Super is about paying super each payday.

Right now, if you’re an employer, you must pay super into your employees’ fund at least once every three months. But, from 1 July 2026, employers will need to make a super contribution for eligible employees each payday.

This change will help ensure super is paid in full, on time, and to the correct fund sooner –seeing many workers better off at retirement. With the countdown on to the start of Payday Super, here’s what you can do now for a smooth transition.

take action now

Many employers already pay super more frequently than the quarterly requirement. If that’s you, you’re ahead of the game!

If you still pay your super obligations quarterly, start planning to pay your super each payday from 1 July. By planning and testing your payroll process now before 1 July you will give yourself time to manage your business processes and cashflow to find a system that works best for you.

Also, do a governance stocktake. Are your employees’ super fund details up to date? This includes their member account numbers and unique super identifiers. An easy way to tell if you need to make updates is if you’re receiving error messages about rejected contributions. Any payments you currently make that receive a warning or information message now, could be rejected after 1 July and cause you to have a late payment. So, it’s best to fix the errors you can now.

Keeping accurate records now will save time down the track.

prepare for the closure of the small business super clearing house

As a small business, you may be using the ATO’s Small Business Super Clearing House (SBSCH) to process your super payments. The SBSCH will be closing permanently on 1 July 2026. This is because the system infrastructure is designed for quarterly payments, not the more frequent super payments that will start under Payday Super. Choose an alternative provider now and switch over after you’ve paid super for the January to March quarter (due 28 April). Give yourself time to transition before the SBSCH closes.

Check with your current payroll provider to see if they offer super payment functionality as part of your subscription package.

Remember to download all the information you need from the SBSCH before 30 June. There will be no access to historical records after 1 July.

You can find information on how to do this at ato.gov.au/SBSCH.

Understand the payday super changes

Beyond paying super each payday, what else is changing under this reform?

Firstly, when it comes to calculating super, there’s a new term you need to know –qualifying earnings, or QE. It includes ordinary time earnings, salary sacrifice contributions, and other amounts paid to extended definition employees (e.g. contractors paid for their labour). QE is the new base for calculating super contributions, replacing ordinary times earnings. For many employers, this won’t change how much super they currently pay to their employees. You will, however, need to report QE and super liability amounts through Single Touch Payroll.

Additionally, for the contributions to be paid on time, super funds will need to receive super contributions within 7 business days after payday. Your deadline is a bit longer for new employees or first-time payments to a fund, in those cases you’ll have 20 days to pay.

The super guarantee charge (SGC) has been updated, including penalties and interest, for employers who don’t pay on time. SGC will now also be calculated based on QE amounts and be tax deductible.

In terms of systems, to give users a better experience, SuperStream is being updated to: • support the speed and volume of transactions.

• reduce likelihood of rejected employee contributions

• improve error messaging for when payments don’t go through.

confirm your software is ready Single Touch Payroll (STP) products will be updated to give you the ability to report QE and super liability. Since there are plenty

Emma is responsible for delivering this transformational program, which will result in greater certainty that the superannuation entitlements of millions of people are paid correctly and on time. She is passionate about ensuring there is a healthy super system for future generations.

of different providers, the change to these systems won’t happen at exactly the same time or in the same way. However, digital service providers should let you know when they have updated their products to enable reporting QE and when they meet updated SuperStream requirements. Otherwise, you can call them or your payroll provider to check if your software is ready, and if not, when will it be.

Understand the ato’s compliance approach for the first year

We’ve released guidance to let you know the factors we’ll consider when deciding how to apply our compliance resources to investigate employers in relation to the first year of Payday Super.

You can read our approach at ato.gov.au/ PDScompliance.

What’s important is that we’ll recognise employers who try to do the right thing between 1 July 2026 to 30 June 2027 and who resolve any issues quickly. Employers who do this shouldn’t be the focus of our compliance action.

help and support

Visit our website at ato.gov.au/paydaysuper As we get closer to the start date and beyond, more information will be published. Make sure to check out ato.gov.au/ paydayresources for videos, factsheets and checklists to help you transition smoothly.

talk to your registered tax professional

If you have questions about Payday Super, we encourage you to reach out to your tax professional for help. You may want to ask them about:

• how you’ll pay super going forward

• what business processes you will need to change

• the best timing for your business to transition and start paying super each payday

• alternative providers for paying super, if you need to leave the Small Business Super Clearing House

• other ways they can support you.

stay informed

Want to stay up to date? We’ve got a couple ways to help you do that.

Firstly, if you take a few minutes now to subscribe to the ATO’s Small Business newsroom at ato.gov.au/sbnews, you’ll be sent regular updates on Payday super.

If you’re on LinkedIn, you can also follow me for more information, as I’ll be sharing updates each month as we approach the 1 July 2026 start date.

don’t wait until the last minute

Above all, the best thing you can do to prepare for Payday Super is to get ready now. We all know how quickly time can pass, so take action now so you’re ready for the 1 July changes. v

s hoebox books & tax: A L EADIng Fr AnchISE oPP orT unITY

In Boo KKEEPIng AnD TA x

In an economy where enterprises are navigating increasing compliance demands, workforce pressures, and financial uncertainty, the need for trusted bookkeeping and tax professionals has never been stronger. Business owners are looking for more than transactional services — they want long-term financial partners who can provide clarity, confidence, and guidance.

Shoebox Books & Tax is proudly positioned at the forefront of this high-demand sector, offering franchise partners the opportunity to build a flexible, future-focused business backed by a proven national model. With more than 70 franchisees and over 10,000 clients across Australia, franchisees step into

an established and respected network with strong brand recognition, structured systems, and an award-winning support culture.

For those ready to elevate their future through business ownership, Shoebox offers a franchise designed for sustainable growth and meaningful impact.

a trusted brand with a track record of success

Shoebox Books & Tax has supported Australian businesses for more than 19 years, beginning in 2007 as a trusted bookkeeping provider. Built on fixed-price packages and a commitment to personalised services, Shoebox quickly became known for helping clients gain control, confidence, and peace of mind through organised financial management.

As demand grew for outsourced expertise, Shoebox began franchising their bookkeeping model in 2012, creating a scalable model

that allowed franchise owners to build strong local businesses with the backing of a national support office. In 2020, the brand expanded further into a Tax model, reflecting the increasing need for integrated tax and compliance solutions.

a service in constant demand

Shoebox franchisees provide essential financial services that support businesses across every stage of operation. From bookkeeping and payroll management through to BAS preparation, compliance assistance, and the opportunity to expand into tax and advisory services, franchisees deliver solutions that clients rely on yearround.

This integrated offering is one of Shoebox’s greatest strengths. Clients value the convenience of having bookkeeping and tax expertise supported within one relationship, rather than coordinating multiple providers.

For franchisees, this creates stronger retention, recurring revenue, and a business model built for stability.

the Ideal Franchise partner

Shoebox franchisees come from a variety of professional backgrounds, but the most successful share a common mindset and commitment to service excellence. The ideal franchise partner values trust, professionalism, and genuine client relationships, and enjoys helping business owners feel confident in their financial decisions.

While experience in bookkeeping, finance, or business can be beneficial, just as important are strong communication skills, a growthoriented attitude, and the motivation to build an independent enterprise with the support of an established national network.

territories designed for opportunity

Shoebox operates across metropolitan and regional Australia, with franchise territories carefully mapped to ensure strong potential and sustainable growth. Each territory is based on approximately 2,500 to 3,500 active businesses employing between one and nineteen staff, ensuring franchise owners enter an area with defined opportunity and consistent demand.

New franchise opportunities remain available in key growth corridors nationwide, particularly in expanding suburban and regional regions where the need for

professional financial support continues to rise.

a competitive edge: bookkeeping and tax expertise

A defining point of difference for Shoebox Books & Tax is the integration of bookkeeping and tax expertise under one brand. Shoebox is one of Australia’s largest bookkeeping & tax franchise networks and offers franchise owners the opportunity to upskill toward becoming BAS agents and, when ready, work toward registration pathways in tax services.

While many bookkeeping franchises focus solely on BAS and compliance, Shoebox provides structured development opportunities that allow franchisees to broaden their professional capabilities and strengthen the value they deliver to clients. This integrated approach creates deeper engagement across the financial year and broader revenue opportunities for franchise owners.

By offering both bookkeeping and tax expertise, Shoebox franchisees position themselves as complete financial partners rather than transactional providers, delivering a sustainable competitive advantage in a crowded marketplace.

award-Winning support and training

Shoebox is widely recognised for its commitment to franchisee success, earning multiple national accolades for franchise

support and network performance. New franchise owners receive comprehensive onboarding that equips them with the knowledge, systems, and confidence to operate effectively from day one.

Support extends well beyond initial training, with ongoing mentoring, professional development, operational guidance, and marketing resources available throughout the franchise journey. Franchisees benefit from national brand campaigns, lead generation tools, and local marketing strategies designed to help them attract and retain long-term clients.

This support structure ensures franchise owners are never building their business alone, but as part of a connected, experienced, and growth-focused network.

Innovation and the Future of the network

Shoebox continues to invest in innovation and franchisee development to remain at the forefront of the financial services sector. Looking ahead to 2026 and 2027, the brand is focused on enhancing systems, improving automation, and expanding service offerings to further support franchisee profitability and client experience.

These forward-focused initiatives ensure franchisees remain well equipped to adapt, thrive, and lead within a changing business environment.

a vision for growth

Over the next five years, Shoebox Books & Tax plans to expand its national footprint while continuing to strengthen franchise training, client service offerings, and brand recognition. The vision is clear: to empower more franchise partners across Australia to build thriving, respected businesses, supported by essential financial expertise.

a Franchise opportunity with purpose

Shoebox Books & Tax provides more than a business opportunity — it offers a pathway to meaningful, future-proof ownership, allowing franchisees to enjoy flexibility and maintain a healthy work–life balance.

With a proven model, integrated bookkeeping and tax expertise, clearly defined territories, and an award-winning support network, Shoebox stands out as a franchise of choice in the financial services sector.

For those ready to step into business ownership with confidence and purpose, Shoebox Books & Tax is a smart investment in your future and an inspiring opportunity to thrive.

www.shoeboxbooksandtax.com.au

“ Franchising offers a ‘recession-resilient’ model when chosen carefully. There are numerous advantages especially for younger entrepreneurs.”

The nex T move for gen Z enTre Preneurs

Written by Sonia Shwasbky, President of Kwik Kopy Australia and PACK & SEND Australia

We have seen firsthand how Gen Zs have shifted away from a traditional work model, and instead prioritise social wellbeing, financial independence, travel and flexibility when it comes to securing employment. Many of us were used to taking any type of opportunity presented and rising through the ranks from there. But this generational shift is not necessarily detrimental. It is instead a response to a vastly different economic landscape.

A recent Randstad report indicated that less than 40% of Gen Zs hold a single full-time job. That initial percentage may trigger an eye-roll response, but the reality is that Gen Zs have become increasingly interested in growth hunting, as opposed to job hopping. Stability is no longer guaranteed when entering the workforce, and younger Australians have become aware that traditional career pathways may not offer the financial security they seek. Diversification of skills, income and opportunity is more attractive to the younger generation. Gen Zs have put more attention to these matters as the cost of living rises, as they pursue similar economic success they have witnessed from past generations.

Most Gen Zs may assume that becoming a business owner is a feat to achieve later in life, but that does not have to be the case. In fact, the cost of living crisis has conditioned Gen Zs to be more aware of business ownership and the risks and rewards associated with

it. One pathway gaining traction amongst younger Australians is franchising. It is considered an entrepreneurial move that offers a more structured and sustainable entry into business ownership. This middle ground of running a business, paired with structure, systems and existing brand recognition reduces risks that are typically associated with starting from scratch.

Franchising offers a ‘recession-resilient’ model when chosen carefully. There are numerous advantages especially for younger entrepreneurs. Owning a franchise that offers a service-based essential, with proven operating systems and ongoing franchisor support creates the perfect opportunity for anyone exploring business ownership without the bigger challenges of tackling a start-up.

Here at Kwik Kopy Australia, we are proud to support our entire network of franchisees with constant support, skill advancement, and established systems. Potential customers are already aware of the brand and what they offer when they’re part of a franchise network. Within our own network, Kwik Kopy’s youngest franchise owner, Naythen Lindsey, is a testament to why young Aussies have been turning away from the traditional working model. Naythen took over Kwik Kopy Hornsby at the age of 20,pouring in his savings to tackle the challenge of ownership.

I’m proud to share that Naythen is now reaping the rewards. He introduced new trading hours to align with his own strengths and the needs of local customers, streamlined processes, reduced overheads and focused on offering value and true customer service. Sales doubled in the first month of Naythen’s ownership and profits have quickly followed.

Naythen’s success is one of the many reasons why franchising has proven to be a worthy investment of time, effort and money for budding Gen Zs. It is an opportunity to build an irreplaceable toolbelt of skills.

Franchising opens up a plethora of opportunities especially for young budding entrepreneurs. Financial and operational management allows franchise owners to develop a comprehensive understanding of systems and processes, ROIs, budgeting and stock management, quality control, and KPIs.

Beyond the technical skills, franchising also fosters confidence, resilience and leadership. Being required to make decisions daily that directly impact income, reputation and growth is a huge level of responsibility for young franchise owners that prepares them for many things in life that can be thrown at them. This accelerates maturity and problemsolving skills in a way traditional employment may not be able to. Rather than waiting years for a promotion or permission to lead, Gen Z franchisees are learning through real-world experience, guided by established frameworks and mentors who want to see them succeed. These are transferable skills that remain valuable regardless where their career ultimately leads.

The workforce in Australia is going to continue to evolve, and the way people work will no doubt keep up with that shift. However, the definition of ‘career success’ is no longer a one-size-fits-all approach. Gen Zs are not rejecting hard work. They are rejecting outdated systems that no longer serve them. Franchising offers an alternative: one that blends processes with support, ambition with security and risk with strategy. v

building a s marter, s tronger future for fran C hising through m yafsa .Com.au

Steven Clare is the founder of MyAFSA.com.au (he calls himself the Chief Executive InnovatorCEI for short) and is currently offering places for Executive Members – EM’s (there are only 6 for each state/region in Aus and NZ), to be part of a groundbreaking digital platform designed to support, connect, and elevate the franchising industry across Australia and New Zealand, known as the ‘You Tube’ of franchising! With a clear vision and a practical, inclusive approach, Steven and the current EM’s (Jamie Buttigieg and Ozbay Djemal) are positioning MyAFSA.com.au as a central hub for learning, collaboration, sales and sustainable growth within one of the region’s most dynamic business sectors.

Franchising plays a critical role in the Australian and New Zealand economies, supporting thousands of businesses, employees, and communities. Yet the industry remains somewhat fragmented, with information, support, and opportunities often spread across disconnected networks. Steven identified this gap and set out to create

a solution that would bring the industry together under one accessible, modern platform. The result is MyAFSA.com.au, a membership based online hub built to help the franchising sector learn, grow, succeed. MyAFSA.com.au is scheduled to launch with a soft opening in early 2026, followed by a full public launch in June 2026 at the organisation’s major industry event, expected to be held at Cabravale Club Resort – an exciting venue. This milestone will mark the formal arrival of a platform that has been designed with long term impact in mind. Unlike traditional industry bodies or closed networks,

MyAFSA brings people together from all different backgrounds within the industry, and we all benefit from talking to each other and learning.

The great thing about MyAFSA is having out business on the directory, showcasing the benefits we can provide and getting more leads for your business.

MyAFSA.com.au is structured to be inclusive and practical, enabling anyone with an interest in franchising to participate. This includes franchisors, franchisees, suppliers, advisors, and those exploring franchising as a future pathway.

At the heart of MyAFSA’s model is its commitment to education and shared growth and sales. The platform provides access to industry insights, resources, and connections that empower members to make better decisions and build stronger businesses. Steven’s philosophy is that a well-informed industry is a more resilient and successful one. By lowering barriers to participation and encouraging collaboration, MyAFSA.com.au aims to raise standards across the entire franchising ecosystem.

Events play a role in this vision. MyAFSA.com.au will host two events each year (with one major one in the middle of the year), creating opportunities for face-to-face engagement, learning, and relationship building. These events are designed not only as networking opportunities, but as practical forums where real challenges are

The whole idea is to grow and learn — you never know everything — and when you have like-minded business people around you, it’s a perfect forum to learn.

Anthony B - Director

discussed and real solutions are shared. The hard launch of MyAFSA. com.au in June 2026 will take place at one of these flagship events, underscoring the platform’s commitment to community and connection.

Beyond education and events, Steven Clare has embedded a strong social and industry support focus into the MyAFSA.com. au framework. A key initiative is the MyAFSA.com.au Business Assistance Award, currently valued at two thousand dollars – with the aspiration to grow it to $10k with member participation enabling this. This award is designed to provide practical financial support to businesses within the franchising sector that need assistance to move forward, innovate, or overcome challenges. Again, Steven has set an ambitious goal to grow this award to ten thousand dollars, reinforcing his belief that meaningful support can have a tangible impact on business success. This growth will be driven through partnerships, community involvement, and industry support.

Steven’s leadership style is grounded in collaboration rather than competition. He sees MyAFSA.com.au not as a replacement for existing industry organisations, but as a complementary training and sales platform that brings people together and amplifies value for all participants. By creating a space where knowledge is shared openly and success is collective, MyAFSA.com.au is designed to strengthen the entire franchising landscape.

As the launch of MyAFSA.com.au approaches, Steven Clare remains focused on execution, engagement, and long-term sustainability. His work reflects a broader commitment to helping the franchising industry adapt, evolve, and thrive in an increasingly complex business environment. With its inclusive membership model, strong educational, sales focus, and commitment to tangible support through initiatives like the Business Assistance Award, MyAFSA. com.au represents a new chapter for franchising in Australia and New Zealand.

For Steven Clare, the goal is clear. By helping the industry learn, grow, and succeed together, MyAFSA.com.au is not just building a platform, but shaping a stronger future for franchising across the region. v

Are you looking to take control of your future and invest in a franchise? Whether you’re an aspiring business owner or an experienced entrepreneur looking to expand, the Franchising Expo 2026 is the must-attend event for anyone exploring business ownership.

Returning in 2026 to Brisbane (21–22 March), Sydney (30–31 May) and Melbourne (1–2 August), the Franchising Expo brings together a diverse mix of franchise brands, industry experts and professional advisers - all under one roof.

Meet the brands shaping Franchising in brisbane

The Brisbane Franchising Expo will showcase a strong lineup of franchise opportunities spanning education, food, retail, home services and business services, catering to a wide range of experience levels and

investment budgets. Attendees can expect to meet established and emerging franchise brands including Kumon, Hello Harry, Gong Cha Australia, Price Attack, Pepper Lunch, Graze Craze, Senior Helpers, Kip McGrath Education Centres, Magic Hand Carwash, Garage Force, Talbot Automatic Doors & Gates and Gutter-Vac, alongside logistics and business-format franchises such as Aramex. “We continue to see strong interest in franchising as a pathway into business ownership,” says Rebecca Horsburgh, Sales Manager. “The Brisbane event gives prospective franchisees the chance to compare opportunities face-to-face, ask the right questions and make informed decisions.”

a Must-attend event for aspiring Franchisees

In addition to meeting exhibitors, visitors will gain access to a comprehensive free seminar program, featuring expert-led sessions covering franchising fundamentals, business growth strategies, finance, legal considerations and real-world success stories.

For those considering alternative pathways into business ownership, the Start Your Own Business Expo will once again run alongside the Franchising Expo in each city, providing education and support for independent startups and small business ventures. “The Franchising Expo is about more than selling franchises,” Rebecca explains. “It’s about education, comparison and confidencegiving visitors the tools they need to choose the right business model for their goals.”

Whether you’re a franchisor looking to expand, or a future franchisee ready to explore opportunities, the Franchising Expo 2026 offers an unrivalled platform to connect, learn and take the next step.

Stand bookings are now open for all three cities, with strong early interest already reported. Visitors can explore dozens of franchise brands, access expert advice and gain valuable insight into the trends shaping Australia’s franchising sector.

For more information on visiting or exhibiting, visit www.franchisingexpo.com.au.

BEHIND THE heaD lines

Jason g ehrke is the Director of the Franchise Advisory centre and has been involved in franchising for more than 30 years at franchisee, franchisor and advisor level. he advises both existing and potential franchisors and franchisees, and conducts regular education courses for franchisors in Australia and overseas.

he has been awarded for his franchise achievements, and publishes Franchise news, Australia’s only fortnightly electronic news bulletin on franchising issues. www.franchiseadvice.com.au

Franchise supplier hit with $16m fine for misleading signage

Australian fuel supplier Mobil has been ordered by the Federal Court to pay $16 million in penalties for making misleading representations about fuel sold at nine petrol stations in north and central Queensland, according to an Australian Competition and Consumer Commission (ACCC) release. Mobil admitted that for varying periods between August 2020 and July 2024 it made false or misleading claims to consumers through branding and signage which indicated that the fuel being sold was ‘Mobil Synergy Fuel’ containing certain additives when in fact the fuel supplied at these sites was the same or substantially the same as unadditised fuel at other non-Mobil retail sites.

The nine Mobil petrol stations where this conduct occurred were in the north and central Queensland towns and suburbs of Aitkenvale, Barcaldine, Berserker, Biloela, Guthalungra, Proserpine, Rasmussen, Rural View and Yeppoon. The ACCC’s case was brought solely against Mobil Oil Australia, not the individual retailers operating the nine sites. Mobil is the exclusive supplier of fuel to convenience and service station chain 7-Eleven in Australia.

190-store food chain sold for $160 million

The private equity owners of Japanese food brand Sushi Sushi has sold the 190-store network for $160 million to the world’s largest operator of Japanese fast food restaurants, according to a media report.

Sushi Sushi owner Odyssey Private Equity reportedly began looking for buyers in August last year, with advisors initially seeking expressions of interest above $160 million. Japanese food specialist Genki Global Dining Concepts has been operating food brands in Japan since 1968, with its acquisition of the nearly 30-year-old Sushi Sushi brand understood to be its first foray into the Australian market.

Odyssey Private Equity acquired the brand in 2019 for a reported $50 million, according to a media report. Sushi Sushi plans to expand its Australian footprint from 190 to 450 stores.

retail franchise goes into administration

Australia’s largest barbecue and outdoor furniture retailer, Barbeques Galore, has been placed into voluntary administration just months after it was bought by a United States-based private equity firm, according to a media report.

The chain has 68 company-owned stores and 27 franchise locations across Australia, and will continue to trade while administrators seek to restructure or sell the business. However the brand and administrators have come under fire over its new gift voucher policy which now requires holders of gift vouchers to spend $2 for every $1 they redeem using a voucher since the business entered administration.

US private equity firm Gordon Brothers bought the chain in late 2025 for what is believed to have been a nominal amount. Barbeques Galore CEO David White says the administration was prompted by poor cash flow in the business, while unions and other commentators have blamed the cost of living and the increase in apartments for reduced demand for the brand’s products.

rival brand rules out buying 90-store multi-unit franchisee

Publicly-listed pharmacy operator Sigma Healthcare, parent company of Chemist Warehouse and smaller brands Amcal, Guardian, PharmaSave and Discount Drug Stores, has ruled-out buying the stricken Infinity Pharmacy Group, according to a media report.

Infinity Pharmacy is the single-largest franchisee of rival chain Priceline, and operates 92 pharmacies, more than 70 of which are Priceline-branded stores. Infinity was forced into receivership in December after Priceline franchisor and drug wholesaler Australian Pharmaceuticals Industries (API) discontinued its support for a last-minute rescue deal for the ailing company, which

owes creditors in excess of $400 million, including a combined total of $145 million to Westpac, NAB, and Commonwealth Bank. API is owned by publicly-listed Wesfarmers, the parent company of hardware chain Bunnings.

Sigma has stated it is not interested in the Infinity group, but may pick-off individual stores. The Pharmacy Guild has flagged competition concerns if Chemist Warehouse acquires the group. The administrator for the Infinity group has indicated it could be worth $500 million as it commences a sale process for the group as a whole, or clusters of individual stores, with bids due at the end of February.

nostalgic food brand to return to australia

More than five years after it closed the doors of its last store in Australia, steak and buffet salad restaurant franchise Sizzler will return with new stores to be opened by the parent company of one of Australia’s largest coffee chains, according to a media report.

The Minor Hotel group will relaunch the Sizzler brand in Australia with an outlet in its new hotel at Sydney airport in the coming months. Minor is an international conglomerate of hospitality businesses which includes The Coffee Club in Australia.

Sizzler first launched in Australia in 1985 and quickly became popular for its value pricing and all-you-can-eat buffet. The brand’s Australian operations were owned at the time by listed public company Collins Foods, which also owns and operates hundreds of KFC outlets in Australia and overseas. Sizzler peaked at 74 outlets in 1992, but began a slow decline to 17 locations by 2017, and in late 2020 closed its doors for good after the pandemic disrupted the business.

The new operators plan to open more locations in hotels around Australia.

national brand to buy back all franchises

National telecommunications chain Optus has announced it will buy back all the remaining franchised stores in its network after receiving a $100m fine last year predatory sales practices, according to a media report.

Optus will buy back 80 franchised outlets, joining 34 it bought back last year from franchisees in South Australia, Queensland and the Northern Territory, to bring its 240-store network under complet company ownership.

The company, which is owned by Singaporean parent Singtel, will buy back

its remaining franchised stores to ensure control over sales practices following last year’s scandal in which customers, including vulnerable and indigenous Australians, were sold mobile phones when there was no coverage where they lived, and bypassing credit checks that resulted in customers being saddled with unsustainable debts.

Optus joins a growing list of large corporations to abandon franchising, including rival telecommunications chain Telstra which exitd franchising during the pandemic, second-tier bank Bank of Queensland which exited franchising in 2024, and fuel retail chain Ampol (formerly Caltex).

proposed fuel chain acquisition subject to further review

Approval for fuel retailer Ampol to acquire rival EG Group has been deferred by the Australian Competition and Consumer Commission (ACCC) while it further considers the potential for reduced competition, according to a media statement.

The acquisition, which was first announced in August last year, involves Ampol acquiring approximately 500 sites from EG Australia for approximately $1.1 billion, and generating savings of $65-$85 million in synergies across the combined operations.

However the ACCC has identified 115 EG sites where the acquisition could substantially lessen competition in local markets, particularly in metropolitan areas of Brisbane, Canberra and Sydney.

Ampol had previously offered to divest 19 sites over reduced competition concerns, however the ACCC’s finding that 115 locations will be affected has led to an extension of its approval timeframe.

Liquidators to examine franchisor’s role

in

failed businesses

Liquidators for 10 stores and three management entities associated with Melbourne-based burger chain Burgertory and its parent QSR Collective are likely to force the franchise’s founder to appear at a public examination into the group’s assets, according to a media report.

Burgertory founder Hash Tayeh may be required to attend a public examination as liquidators look to recover nearly $1 million in superannuation owed to staff and a further $2.3 million owed to other creditors.

Liquidators appointed last year after the Australian Taxation Offie (ATO) won Federal Court orders to wind up 13 entities associated with Tayeh. Liquidators have

reported breaches of the Corporations Act and raised concerns about transactions with related entities, breaches of director’s duties, insolvent trading and the disposal of assets prior to the liquidation.

The Burgertory chain continues to operate and has 11 franchisees according to its listing on the Australian Government’s Franchise Disclosure website.

Liquidators are also concerned that despite resigning as a director of Burgertory companies last year, Tayeh continued to exercise effective control, including of the entities’ bank accounts. Tayeh is also a high-profile supporter of Palestine and has previously been charged with using insulting words in public for a chant at a Melbourne CBD rally, while one of his burger outlets was allegedly firebombed in response to his activism.

Fitness franchise and founder fined for copyright infringement

Sydney-based fitness brand S1, which launched in 2001 with aspirations to be the next F45, has been fined more than $131,000 for breaches of music copyright by playing unlicensed music in its outlets, according to a Federal Court decision.

The court found that five S1 outlets (four of which have since closed), played music for which it did not have an Australasian Performing Right Association (APRA) license during APRA audits conducted between late 2021 and late 2023.

S1 launched in Australia in early 2021 as the local franchise for US-based fitness chain Sweat 1000. According to a media report at the time, the Australian operations were co-founded by former NRL player Beau Ryan and Sydney businessman and automotive trade figure Keiran Turner, and was touted at the time as being a future rival for Australiandeveloped international fitness chain F45, with hundreds of franchises expected to open in the next few years.

Co-founder Turner was named in the Federal Court copyright judgement as the sole director of each of the five S1 locations in New South Wales and Victoria involved in the copyright breaches, and ignored communications alerting him to the breaches at the time they were uncovered. The Federal Court found Turner personally liable for the copyright breaches and award damages and interest costs against him of more than $175,000.

S1 currently operates only one location, and continues to offer franchises on its website however does not appear to be listed on the Australian Government’s Franchise Disclosure register. v

your external inhouse legal team specialising in commercial, Franchise and Intellectual property Law since 1995.

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Big BoWl kitchen

suite 8001, Level 8, Westfield Doncaster, Doncaster Vic 3108 Ph: 0431 986 989 effie Wu email: franchise@bigbowl.com.au Website: https://bigbowlkitchen.com.au/

Bsr group - Betta

4 Da Vinci boulevard, brisbane airport 4008 Ph: 07 3414 8700 email: rene.welter@bsrgroup.com.au Website: www.betta.com.au

chargrill charlie’s

Level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chargrill-charlies

chicken treat

Level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-chicken-treat

cluB pilates

email: bill@boutiquefitnessstudios.com.au Website: https://www.clubpilates.com.au/franchise

c ycleBar

email: bill@boutiquefitnessstudios.com.au Website: https://www.cyclebar.com.au/franchise

dr tint & Wrap pty ltd

brisbane, Queensland Ph: 03 9999 5488 email: ccrawford@franchisedevelopments.com.au Website: www.drtint.au

inXpress

Level 5/116 adelaide street, brisbane QLD 4509 Ph: 1300 469 765 email: Kellie.cranch@inxpress.com Website: au.inxpress.com, nz.inxpress.com

kuMon education

Po box 5363, West chatswood, nsW 1515 Ph: 02 9467 2200 email: info-au@kumon.com.au Website: kumoninstructors.com.au/franchise

MyhoMe

104 auburn rd, hawthorn, Victoria, 3122 Ph: 0483 913 804 email: discover@myhomefranchise.com.au Website: https://myhomefranchise.com.au

oporto

Level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-oporto

petBarn MoBile dogWash (formerly city farmers dogwash)

Quarter one, Level 2, 1 epping road, north ryde, nsW 2113 Ph: 0402 902 620 email: scott.mcintosh@cityfarmers.com.au Website: www.petbarn.com.au/mobiledogwash

red rooster

Level 12, 12 help street, chatswood, nsW, 2067 email: qsrhfranchising@craveablebrands.com Website: www.craveablebrands.com/franchising-red-rooster

right at hoMe

Level 1, 12 cribb street, Milton, brisbane QLD, australia 4064 Phone: 07 3177 9906 email: daryl.s@rightathome.com.au Website: https://rightathomefranchise.com.au

ruMBle BoXing

email: bill@boutiquefitnessstudios.com.au Website: https://www.doyourumble.com.au/franchise

senior helpers australia

163 sheridan street, cairns, QLD, 4870 Phone: 07 4281 6816 email: kchamilton@seniorhelpers.com.au Website: https://seniorhelpers.com.au/

shoeBoX Books & ta X

unit 3/19 cotton st, nerang QLD 4211 Ph: 1300 653 583 email: enquiry@shoeboxbooks.com.au Website: https://shoeboxbooksandtax.com.au/

snap fitness

Level 1, 238 old cleveland road, coorparoo QLD 4151 Ph: +61 414 457 835 email: gcondello@liftbrands.com Website: https://www.snapfitness.com/au/franchise

snap- on tools

Po box 6077, blacktown nsW 2148 Ph: aus: 1800 762 766 nZ: 0800 762 766 email: sota.franchise@snapon.com Website: www.snapontools.com.au

soul origin

580 Parramatta rd, Petersham, 2049 Ph: 0439 611 962 email: Karlas@soulorigin.com.au Website: https://www.soulorigin.com.au/

stagecoach perforMing arts

12th floor, export house, Wolsey Walk, Woking, surrey Gu21 6QX Ph: +44 (0)1483 247 400 email: franchiserecruitment@stagecoach.global Website: australia.stagecoachfranchise.com

stretchl aB

email: bill@boutiquefitnessstudios.com.au Website: https://www.stretchlab.com.au/franchise

sushi sushi

Level 2, 545 blackburn road, Mount Waverley Vic 3149 Ph: 0404 231 661

email: franchising@sushisushi.com.au Website: https://www.sushisushi.com.au/

Zarraffa’s coffee

124 Distillery road, eagleby QLD 4207 3149 Ph: (07) 5500 0800

email: https://zarraffas.com/contact-us Website: https://zarraffas.com/

ara M ex

Put yourself in the driver’s seat of success when you join aramex, a leading global provider of transport, logistics and courier services. in australia and n ew Zealand, more than 1,000 courier franchisees and 46 regional franchisees benefit from the award-winning aramex franchise system that has been honed by more than 40 years of success.

aramex offers courier franchisees the training,

b I g boWL k Itchen

big bowl Kitchen was founded in Melbourne in 2022 by a group of chinese food enthusiasts who longed for the authentic flavors of home. They set out to offer customers bowls that are both delicious and satisfying, creating a unique and comforting dining brand.

in australia, chinese cuisine is celebrated for its distinctive flavors and comforting warmth, yet it is often considered difficult to standardize, which limits the growth of fastfood chains. big bowl Kitchen addresses this challenge by automating kitchen processes and standardizing products and procedures, ensuring a consistent and high-quality dining experience across all locations.

bsr

g ro U p - b etta

betta is one of australia’s most trusted and recognisable appliance, electronics and furniture retail brands, proudly serving local communities for over 60 years. With a national network of more than 187 independently owned and operated stores, betta combines the strength of a well-known brand with the personal service of local ownership.

Guided by the philosophy “Go Local, that’s betta,” betta franchisees are deeply embedded in their communities, actively supporting local groups, sporting clubs and charities through sponsorships,

chargr ILL char LI e’s

Gourmet food at its best - since 1989. at chargrill charlie’s, we’ve been serving up homestyle cooking that brings people together; families, friends, and communities. What began as a humble kitchen feeding those closest to us has grown into a beloved brand with 24 stores across sydney, Melbourne and b risbane. a nd we’re just getting started, with bold plans to double our footprint over the next three years.

When you step into chargrill charlie’s, you’re more than a customer, you’re family. That philosophy extends to our loyal customers, our dedicated staff, and our valued franchise Partners. We’re built on genuine relationships, an

ch I cken t reat at chicken Treat, we’re on a mission to share our craveworthy chicken with more people across the country. Whether it’s our golden, crispy fried chicken or our juicy, slow-roasted rotisserie, we serve up the best of both worlds, making it deliciously hard for our loyal customers to choose.

Proudly australian and founded in 1976, chicken Treat is a true Wa icon, with over 64 stores across the state. n ow, we’re taking things to the next level. With an ambitious growth strategy underway, we’re expanding through new store openings, modern refurbishments,

support and technology they need to run their own rewarding franchise business in their local communities. n o prior experience is needed. find out more and apply to join the network that delivers.

for more information contact:

aus: recruitment.au@aramex.com www.aramex.com.au

nZ: r ecruitment.nz@aramex.com www.aramex.co.nz

one of big bowl Kitchen’s key advantages is the introduction of one of china’s most advanced and authoritative intelligent cooking robots into its kitchen system. This technology precisely replicates professional chef techniques, significantly reducing reliance on highly experienced chefs and enabling franchise stores to consistently produce signature dishes and best-selling menu items — even without a traditional head chef.

We warmly invite passionate entrepreneurs to join us and be part of the big bowl Kitchen family. for franchise opportunities or more information, please contact:

effie Wu , franchising Manager Phone: 0431 986 989

events and donations. at the heart of every betta store are passionate local owners and teams who understand their customers and deliver personalised service with care and expertise.

a s part of the narta Group, one of australia’s leading independent retail buying groups, betta franchisees benefit from strong buying power, competitive pricing and proven systems. With flexible store formats across metro and regional locations, betta offers franchisees the opportunity to build a rewarding business and a meaningful local legacy. www.betta.com.au

unwavering work ethic, and a passionate team that keeps people coming back. i t’s no wonder we’ve earned our place as australia’s most extraordinary chicken shop. We stay true to what we do best: creating delicious, wholesome food made from scratch daily using real ingredients and a whole lot of love.

We don’t follow fleeting trends, we honour tradition with thoughtful, crafted meals that feel like home. a s a chargrill charlie’s franchisee, you’ll have the backing of craveable b rands, home to chicken Treat, o porto and r ed r ooster with 600+ restaurants and 180 experts supporting your success. www.craveablebrands.com/franchising-chargrill-charlies

and exciting menu innovations, all while staying focused on delivering an exceptional customer experience. after more than 40 years of satisfying chicken cravings, the demand is growing - and we’re looking for passionate franchisees to help us meet it.

a s a chicken Treat franchisee, you’ll be backed by craveable b rands, the force behind chargrill charlie’s, o porto and r ed r ooster. With a network of over 600 restaurants and 180 industry experts, we’re here to support you every step of the way.

www.craveablebrands.com/franchising-chicken-treat

I

cLU b pIL ates

club Pilates is the world’s leading Pilates franchise, offering a modern, inclusive approach designed for every bo DY. since launching in australia in 2021, our studios have become uplifting, community-driven spaces where people of all ages, shapes, and fitness levels come together to move, grow, and thrive.

far beyond traditional reformer classes, club Pilates offers nine signature class types across multiple levels, using a range of professional equipment and apparatus to deliver a truly versatile experience. e ach session

c ycLe bar

cycle b ar is the world’s largest premium indoor cycling brand, redefining what it means to ride. With rhythmbased classes, state-of-the-art bikes, and music-driven energy, cycle b ar delivers an immersive and inclusive experience that’s as fun as it is effective—welcoming riders of every age, body type, and fitness level.

e ach ride is designed to challenge the body, elevate the mood, and revive the senses. Led by motivating instructors and set to epic playlists, cycle b ar classes blend cardio, strength, and community into one powerful experience. i t’s more than a workout—it’s a

d r tI

nt & Wrap p ty Ltd

Dr Tint & Wrap is a specialist window tinting and car wrapping business established in 2018. o riginally from n ew Zealand, Dr Tint & Wrap is now in australia with franchises available in Queensland. s ervices include car window tinting, home and office glass tinting, car and truck vinyl wraps, paint protection and ceramic coatings for surface protection.

a s a franchise, Dr Tint & Wrap offers business owners an exclusive territory, a fully set up workshop premises, best buying prices for vinyl film and coatings, extensive on-the job training, ongoing on-call support and

nxpress

inXpress is a global leader in shipping and logistics, offering tailored freight solutions to businesses of all sizes.

a s a trusted third-party logistics provider (3PL), we leverage strong partnerships with major carriers— including D hL, fed e x, T n T, uPs, starTrack, and other domestic providers, to deliver competitive shipping rates with exceptional customer service.

o ur cutting-edge technology platform simplifies the shipping process, allowing businesses to book

meets members where they are — challenging the body and engaging the mind.

o ur reformer-based group workouts provide a lowimpact yet powerful way to build strength, mobility, stability, and posture. classes are designed to strengthen from the inside out while enhancing mind-body awareness, reducing stress, and improving overall wellbeing.

for more information contact:

b ill Gordin (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.clubpilates.com.au/franchise

lifestyle built around connection, motivation, and selfdiscovery.

since its launch in 2004, cycle b ar has grown into a global movement with hundreds of studios worldwide. in 2021, b outique fitness studios brought cycle b ar to australia, opening the first studio in currambine, Western australia. The brand continues to expand across the country, inspiring more riders to clip in, tune in, and r ock Their r ide™.

for more information contact: b ill Gordin (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.cyclebar.com.au/franchise

centralized marketing with an emphasis on social media and on-line promotions.

Dr Tint & Wrap franchise owners have an eye for detail, enjoy working on cars and take pride in a job well done. customer service is a high priority and so excellent customer rapport is a key to success. This is a great business opportunity with an expanding market. contact us today and secure your location in b risbane or Gold coast for 2026.

for more information please contact colin crawford at: ccrawford@franchisedevelopments.com.au or visit www.drtint.au

and manage their freight with ease. Whether it’s domestic or international shipping, our innovative solutions help companies streamline logistics, reduce costs, and enhance efficiency. With a commitment to personalised support and industry-leading technology, inXpress empowers businesses to take control of their shipping needs with confidence.

for more information contact Kellie cranch at: Phone: 1300 469 765 email: Kellie.cranch@inxpress.com au.inxpress.com, nz.inxpress.com

k UM on edUcatI on

Kumon is a unique franchise opportunity for you to make a positive difference for children in your community, while building a rewarding and profitable small business. Through Kumon franchise ownership, you will instruct students through the Kumon Mathematics and english programmes, create individualised study plans for each student, assign the worksheets they are ready to learn next, and support students to develop self-learning ability through study at the centre and at home. You will also provide parents with regular progress updates.

You will draw out the potential of each of your students. They will develop confidence, a daily study habit, and a high level of mathematics and reading ability. a s a Kumon franchisee, this is how you will make a difference in the lives of your students, every day.

Join us to make a difference for children in your local community!

for details and to register, visit https://www.kumonfranchise.com.au/

o r, contact our recruitment team at: info-au@kumon.com.au.

MyhoM e

for over 15 years, My h ome has stood alone as the premium home cleaning business in the australian market, revolutionising the industry with its highly systemized and digitally-led management franchise.

This is an exceptional management franchise opportunity, a turn-key business with huge potential.

With a low-cost entry, extensive centralised support, and digital innovations, empowering owners to manage much of their business from a mobile or tablet. My h ome offers its owners an unprecedented work life balance and more time for the things they value most.

My h ome owners are not cleaners, they come from various

oporto

o porto is one of australia’s most recognisable quickservice restaurant brands, bringing the vibrant flavours of Portuguese-inspired flame grilled chicken and burgers to customers across the country. With its upbeat, contemporary branding, and vibrant, modern menu, o porto has carved a unique space in the Qsr industry, standing out as the home of Portuguese inspired flavours.

r ight now, o porto is in a period of rapid growth, with a network of 212 restaurants across australia and forecasted to grow to 250+ in next 3 years. o porto is

petbarn M ob ILe dog Wash

b e part of the Petbarn Mobile Dogwash franchise system with all the support that comes with it, it allows you to concentrate on your business;

Work your own hours

Group marketing power to support your business

Managed website including optimized search engine listing and adwords

24/7 call centre

Social media management and support

Lead generation

• LARGE EXCLUSIVE TERRITORY – ALL LEADS COME TO YOU with NO

cos T Per L eaD fee

Lowest franchisee fee in this market

red rooster

r ed r ooster is one of australia’s most iconic food franchises, blending over 50 years of experience with modern tastes and customer centric technology. With a network of 325 stores across australia, r ed r ooster has become a household name.

founded in the 1970’s and australian owned, it’s a roast and fried chicken franchise offering vast opportunities for aspiring franchisees. for generations, australians have turned to r ed r ooster to satisfy their chicken cravings. a s australia’s first and favourite chicken shop, and the only fast-food company that truly specialises in both roast and

r

I ght at hoM e

right at home is australia’s leading provider of quality support at home and in-home care. our mission is to improve the quality of life for those we serve™ ensuring the right care, right at home™.

right at home was one of the first companies to enter in-home aged care and is now a global industry leader. We support people living with complex and post-operative care needs, dementia and cognitive decline, older australians, and adults living with a disability including nDis participants.

With 53 established offices and counting, right at home has available territories in regional new south Wales including the

backgrounds and are skilled individuals who efficiently manage and cultivate thriving residential cleaning enterprises.

They aspire to run their own businesses while benefiting from the experience and proven framework offered by My h ome’s established model.

My h ome are now awarding a limited number of management franchises covering the finest suburbs across australia.

i f you aspire to a work life balance with great financial rewards, take the first step by visiting https://myhomefranchise.com.au

driven by strong customer demand and a relentless focus on fresh, flavoursome Portuguese inspired food. australians can’t get enough of our signature Portuguese flame-grilled chicken, and burgers, including the iconic b ondi b urger and we need more passionate franchise Partners to help us expand into key locations across the country. o porto is a proud member of craveable b rands, alongside chargrill charlie’s, chicken

Treat and r ed r ooster, supported by a dedicated team ready to help franchise partners succeed. Join us and be part of the o porto legacy, delicious food, a fun experience, and the chance to make a real difference! www.craveablebrands.com/franchising-oporto

Initial & ongoing training & support. Be part of a team of like-minded franchisees. We also have back-up equipment should you have a breakdown you can use to keep you working, including a spare van!

Take a holiday knowing your fellow franchisees can help look after your customers when your away and they are still yours on your return

Group buying power for equipment and consumables saving you $ that no independent operator could ever receive.

We use a van, not a cumbersome trailer. The hydrobath comes out of the van so the dog is washed in its yard and is more relaxed. The van is much easier to drive and reverse than a trailer too! for more information call s cott Mcintosh on 0402 902 620 or visit www.petbarn.com.au/mobiledogwash.

fried chicken, we have earned a special place in the hearts of aussie customers. b ut while our history is built on tradition, our future is driven by innovation and customer demand.

r ed r ooster’s parent company, craveable b rands, operates more than 580 restaurants with 13,000 employees across four chicken brands, serving over 1 million customers weekly. o ur franchisees benefit from our customer focused approach and innovative technology, including online delivery, app-led services, catering, and contactless service. When you join craveable b rands, you’ll have a team of experts by your side, supporting you every step of the way. www.craveablebrands.com/franchising-red-rooster

new south Wales north coast, regional Victoria, Melbourne, adelaide, regional south australia, northern Territory, and Tasmania.

if you are passionate about supporting the most vulnerable members of your community, our caregiving management franchise system is an incredible opportunity to own your own business. right at home’s quality systems and processes provide a framework to launch your business in the highly regulated home care industry.

We are the right People, providing the right care, the right Way, for the right reasons.

rUM b Le boxI ng rumble is the boxing-inspired group fitness franchise redefining the fight game for a new generation. Designed for all fitness levels—from first-timers to seasoned pros— rumble blends boxing, hii T, strength, and cardio into a full-body, high-energy workout that hits different. every class combines powerful training with addictive beats, strobe-lit energy, and a crew that brings equal parts sweat and swagger. since launching in australia, rumble has built

sen I or h e Lpers aUstraLIa at senior h elpers australia, we are committed to enriching lives through compassionate, personalised care. since launching in 2011, we’ve proudly supported thousands of older australians and people living with disabilities, enabling them to live independently and with dignity in their own home.

o ur services are built on trust, respect, and compatibility – matching clients with skilled, dedicated support workers who truly understand their needs. a s a franchisee, you’ll be joining a

shoebox books & tax

a s mart Investment in your Future

Join a n ational n etwork of Trusted financial e xperts

shoebox b ooks & Tax is australia’s leading bookkeeping and tax franchise, providing businesses of all sizes with dependable, toptier financial services. With over 70 franchisees supporting 10,000+ businesses nationwide, we’ve built a strong, scalable network you can rely on.

a s a shoebox b ooks & Tax franchisee, you’ll tap into a proven business model backed by efficient systems, clear processes, and exceptional support. from day one, you’ll receive comprehensive training and ongoing guidance — so you’re never starting from scratch.

snap FItness

snap fitness offers the opportunity to own your own gym within a globally recognised health and fitness brand. b uilt on a proven 24/7 access model, snap fitness allows members to train on their schedule, driving consistent demand and strong retention. The brand’s mission is to help people create positive lifestyle habits that make them feel fantastic. for franchise owners, the model is underpinned by recurring membership revenue, creating predictable

more than just studios—it’s built a movement. With locations across the country, rumble has become the home for those who crave more than a workout. it’s a space where confidence is built round after round, stress gets knocked out on water-filled bags, and community fuels every punch.

for more information contact: bill Gordin (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.doyourumble.com.au/franchise

nationally recognised brand with a strong reputation for quality, reliability, and heartfelt service.

o ur proven business model, comprehensive training, and ongoing operational support empower franchise partners to build rewarding, community -focused businesses in a rapidly growing sector. Whether it’s companionship, personal care, or specialised support, s enior h elpers is dedicated to delivering exceptional in-home services that make a meaningful impact. Join us and help shape the future of care across australia –one home, one family and one community at a time.

https://seniorhelpers.com.au/

This is your chance to thrive in a growing industry while enjoying the freedom and flexibility of owning your own business. Plus, you’ll be part of a brand that values human connection, offering a relatable, customer-first approach that fosters trust and growth.

With a focus on professional development and personal achievement, we empower our franchisees to create a business they can be proud of.

r ecognised with multiple industry awards, shoebox b ooks & Tax stands for excellence, innovation, and proven success in the franchise world.

r eady to take the next step?

b ecome part of a winning team today!

https://shoeboxbooksandtax.com.au/

cash flow and long term business stability. clubs are designed to be efficient to operate, scalable, and suited to a wide range of markets, from metro to regional locations.

franchisees are supported at every stage, from site selection and club setup through to marketing, systems, and ongoing operational and performance guidance. snap fitness offers a proven pathway for those seeking a commercially strong business with reliable revenue and long term growth potential.

https://www.snapfitness.com/au/franchise

snap - on too L s

snap-on Tools australia & n ew Zealand leads the way in innovation to providing technicians, engineers and other professional tool users the gold standard in tools, tool storage, equipment, diagnostics, repairs information and management systems.

snap-on Tools continues to grow and perform with a network of over 180 franchisees across australia and n ew Zealand.

We are a complete retail mobile showroom that brings high quality tools and equipment to customers at their place of work. o ur highly targeted marketing techniques promotes our snap-on Tools brand so it reaches your customers. e ach month, we develop specials to give customers a reason to buy immediately. With extensive training and ongoing support, Join the world’s largest tool franchise and drive your own success www.snapontools.com.au

so UL or I g I n

s oul o rigin is not just a brand; it is a friend to aussie food lovers. b ack in 2011, they set out on a mission, to shake up the fast-food industry and create a space where people could grab food that is not just quick but also fresh, wholesome, and delicious. n ow, with 150 stores across the country, they have become the go-to spot for foodies looking for quality food on the go. a nd guess what? They are just getting started.

s oul o rigin has set its sights on further expansion and innovation. Their commitment to providing healthy,

s tagecoach per For MI ng arts

at stagecoach Performing a rts we are all about performance – on stage, in life and in business. We are here to inspire children and provide them with the confidence to be themselves.

The demand for extra-curricular performing arts opportunities for children continues to increase. stagecoach’s unique model of running three disciplines (singing, dancing and acting) simultaneously, means its franchisees are well placed to capitalise on this demand. stagecoach developed educational framework which

s tretchLab

stretchLab is redefining how people move, recover, and feel through the power of assisted stretching. founded in 2015, our mission is simple — to help people move better. o nce a technique reserved for elite athletes, assisted stretching is now accessible to everyone through stretchLab’s personalised and professional approach.

o ur certified flexologists™ come from diverse health and wellness backgrounds — including personal training, massage, and physical therapy — and deliver one-on-one or small group sessions designed to meet each individual’s needs. every stretch is customised to improve flexibility, increase range of motion, reduce muscle tension, and support recovery for every body.

sUsh I sUsh I

australia’s Iconic sushi brand — a Franchise o pportunity Like n o o ther

rolling since 1998, sushi sushi has been serving fresh, premium, handcrafted sushi that aussies can’t get enough of. With over 170 locations across australia, we’ve made sushi easy, accessible, and part of everyday life. Known for exceptional quality, sleek contemporary design, and industry-leading food safety, these are the things that make our brand truly iconic! o ur franchise partners are at the heart of our success. We back them with a proven business model, hands-on training, and

fresh food will continue to inspire changes in the fast-food industry. a s they grow, they bring with them a promise that nutritious food should be accessible to all.

Take the next step and join a food and coffee franchise with s oul o rigin! for more information contact: Karla shand 0439 611 962 Karlas @soulorigin.com.au https://www.soulorigin.com.au/

is pinned around skills development for each stage of learning. stagecoach enriches the lives of 60,000 students worldwide, each week.

a s a stagecoach franchisee, you are responsible for driving and growing your business and managing a team of talented teachers. You will not be required to teach any classes yourself, but our model actively encourages you to put your own stamp on the creative process. from marketing to recruiting and retaining teachers, stagecoach will provide you with the guidance and support you need, when you need it.

australia.stagecoachfranchise.com

stretchLab appeals to everyone: from athletes seeking peak performance and faster recovery, to individuals managing mobility challenges, or anyone simply wanting to feel and move better in everyday life.

inside each studio, you’ll find a welcoming, supportive environment where wellbeing comes first. using our innovative MaPs technology to assess how your body moves, every program is tailored to your goals and adapts as your body and lifestyle evolve. The result? Lasting improvements, greater freedom of movement, and a motivating experience that keeps members coming back.

for more information contact: b ill Gordin (h ead of franchise Development) bill@boutiquefitnessstudios.com.au https://www.stretchlab.com.au/franchise

ongoing operational and marketing support, helping owneroperators thrive in communities across australia.

Whether you’re an experienced hospitality professional or an ambitious entrepreneur ready to step into business ownership, you’ll benefit from the strength of an established brand, nationwide availability, and a dedicated support network. o wn a business customers already love, backed by a brand that’s fresh, iconic, and built to grow.

ready to explore your future with sushi sushi? contact us today.

e: franchising@sushisushi.com.au

W: https://franchise.sushisushi.com.au

Zarra FFa’s co FFee

Zarraffa’s coffee was founded in 1996 by Kenton and rachel campbell and is proudly 100% australian owned and operated. from humble beginnings as a small roasting house in Queensland’s south east, the specialty coffee retailer has brewed into an award-winning enterprise spanning more than 80 store locations across Queensland, new south Wales, Western australia, south australia and Victoria.

The name Zarraffa’s (pronounced Z a- raff-as) comes from the arabic word ‘Zarafa’, meaning giraffe, inspired by the Masai giraffe native to Kenya and ethiopia, the origin of coffee.

celebrating 30 years in business and 25 years in franchising, Zarraffa’s has built a strong industry reputation through its commitment to product, service, freshness, convenience and a genuine love for coffee.

Zarraffa’s unique blend of coffee is freshly roasted onsite at its state-of-the-art roastery located at the brand’s headquarters in eagleby, Queensland.

Leading the way in retail coffee innovation and customer convenience, Zarraffa’s is poised for growth as it bolsters its network of drive thru locations and sets its sights on expanding nationally.

https://zarraffas.com/

MAKING FRANCHISE LAW BLACK AND WHITE

Morgan Mac Lawyers specialises in Business Law, Franchise Law, Commercial Litigation and Dispute Resolution.

We have been assisting franchisors and franchisees in areas including franchise dispute resolution strategies, business sales, leasing and franchise documentation, and legal and regulatory compliance.

Commercial Litigation and franchising are complex areas of law. We help our clients to resolve or navigate legal matters and obligations, and recommend strategies to minimise and manage the risks of legal non-compliance and legal disputes.

We work with our clients to achieve their commercial objectives and the best possible outcome for our clients.